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spk07: Good day and welcome to the SeaWorld First Quarter 2021 Earnings Conference Call. All participants will be in listen-only mode. Should you need assistance, please signal a conference specialist by pressing the star key followed by zero. After today's presentation, there will be an opportunity to ask questions. To ask a question, you may press star, then one. Please note this event is being recorded. I would like to now turn the conference over to Matthew Straub, Vice President of Investor Relations. Please go ahead.
spk01: Thank you, and good morning, everyone. Welcome to SeaWorld's first quarter earnings conference call. Today's call is being webcast and recorded. A press release was issued this morning and is available on our investor relations website at www.seaworldinvestors.com. Replay information for this call can be found in the press release and will be available on our website following the call. Joining me this morning are Mark Swanson, Chief Executive Officer, and Elizabeth Galaxi, Chief Financial Officer and Treasurer. This morning, we will review our first quarter financial results, and then we will open the call to your questions. Before we begin, I would like to remind everyone that our comments today will contain forward-looking statements within the meaning of the federal securities laws. These statements are subject to a number of risks and uncertainties that could cause actual results to be materially different from those forward-looking statements, including those identified in the risk factor section of our annual report on Form 10-K and quarterly reports on Form 10-Q filed with the Securities and Exchange Commission. These risk factors may be updated from time to time and will be included in our filings with the SEC that are available on our website. We undertake no obligation to update any forward-looking statements. In addition, on the call, we may reference non-GAAP financial measures and other financial metrics such as adjusted EBITDA, free cash flow, adjusted free cash flow, net cash burned, and adjusted net cash flow, which are non-GAAP financial measures and metrics. More information regarding our forward-looking statements and reconciliations of non-GAAP measures to the most comparable GAAP measure is included in our earnings release available on our website and can also be found in our filings with the SEC. Now, I would like to turn the call over to our Chief Executive Officer, Mark Swanson. Mark?
spk02: Mark Swanson Thank you, Matthew. Good morning, everyone, and thank you for joining us. This morning, prior to our earnings release, We announced that I have been appointed as CEO of the company, and Elizabeth will serve as CFO effective immediately. We are thrilled to be taking on these new roles on a permanent basis. Over the past several years, together with our board, management team, and our dedicated ambassadors, we have worked tirelessly to execute on the strategic initiatives we have been working on and implementing. We are proud of these accomplishments and are excited about what the future holds for this dynamic company. With that, let me turn to our earnings release. I'm pleased to report that we saw continued improvement in our top line in both attendance trends and total revenue per capita, and in our bottom line in adjusted EBITDA in the first quarter. And I'm extremely proud that we not only generated positive adjusted net cash flow during the quarter, but we achieved higher adjusted EBITDA in the first quarter compared to the first quarter of 2019. The success of the strategic pricing, marketing, cost, and capital investment initiatives that we developed and had been refining prior to the onset of the COVID-19 pandemic combined with the strategies we developed and actions we have taken during the COVID-19 pandemic period helped us deliver these results. We are excited to have experienced a robust spring break season across our parks, including several days where our parks reached capacity limitations for the current operating environment. Had it not been for capacity limitations and our forced closures, we believe our attendance would have been notably higher in the quarter. We are encouraged by our guests' desire to visit and spend at our parks, and believe this is a good indicator for expected demand for our peak summer season. We began the first quarter with seven of our 12 parks open, all with capacity limitations and modified and or limited operations, which compares to eight of the 12 parks open in the prior year. The one park that was closed at the beginning of this year that was open in the prior year was our SeaWorld Park in California. We finished the quarter with 10 of our 12 parks open, which is consistent with the same period in 2019. As a reminder, we temporarily closed all of our parks on March 16th, 2020 in response to the COVID-19 pandemic. We expect all of our parks will be open for the peak 2021 summer season subject to local, state, and federal guidelines related to COVID-19. While attendance in the first quarter was significantly impacted by the COVID-19 factors, recent monthly attendance improved compared to the same period in 2019. Relative to 2019, monthly attendance excluding the company's parks in Virginia, California, and Pennsylvania which each were subject to significant capacity and or operating restrictions during the quarter, was down 37% in January, down 39% in February, and down 18% in March. The improving trend continued into the second quarter with monthly attendance down 15% in April on the same basis. Let me provide you with a quick update on capacity limitations for Virginia and California. On April 1st, we were able to increase capacity for our Busch Gardens Williamsburg Park to approximately 13,000 guests based on revised guidance from the state of Virginia. And on April 12th, SeaWorld San Diego resumed theme park operations with limited capacity in accordance with the State of California guidelines for theme parks. As mentioned last quarter, we have also implemented new operating calendars across several of our parks in 2021 based on learnings over the past 12 months. In particular, we began year-round operations at SeaWorld San Antonio, Busch Gardens Williamsburg, and at Sesame Place. These parks were open primarily on weekends and holidays, weather permitting, in advance of their traditional operating seasons. We are pleased with this strategic decision and our ability to profitably add operating days and operate more of our parks year-round. With this change, we now have year-round operations at eight of our 12 parks. Only our water parks in San Diego San Antonio, Tampa, and Williamsburg are not open year-round. Turning to our financial performance, we saw continued strong total revenue per capita growth in the first quarter relative to the prior year in both admissions and in-park spending. Our pricing and product strategies are clearly working, and our guests are spending more when they visit our parks. We've seen good success with our dynamic pricing initiatives and our first quarter events, including new or expanded food, beverage, and music event days at some of our parks, as well as several new or reimagined venues we launched during the quarter, helping contribute to the increased guest spending. On the merchandise side, we have refreshed our retail offerings by adding new products and improving the product mix, which is added to the increased guest spending. While this continues to be an unprecedented and challenging time for our company and industry, it's been encouraging to see our performance improve and assuring to see our guests visiting our parks over the last few months. With the sharp increase in visitation, we have been adding staff as quickly as possible. But, like other companies of experience, There have been challenges in hiring seasonal personnel, especially during the spring break period in late March and April. With the widespread distribution of COVID-19 vaccines and increasing immunization rates of the public, we believe guests are more willing to get outside, travel, and visit our parks again. We are starting the peak summer season in a few short weeks, where we are planning to have even more events and open all our parks. including our water parks in Williamsburg and San Diego, which were both closed all of 2020. We are optimistic about the upcoming summer season, and we expect that our parks will return to a more normalized operating environment as the year progresses. Our teams have worked hard to better position this company for revenue growth and increased profitability. As we have demonstrated in the first quarter, we believe the strategies we have been working on and refining over the past few years, along with the actions we have taken throughout the past year, will continue to lead to significantly improved financial results for the company. With that, I'd like to turn the call over to Elizabeth to discuss our financial results in more detail. Elizabeth?
spk00: Thank you, Mark, and good morning, everyone. Before I review our financial results, I just wanted to take a moment to express my excitement about becoming the permanent CFO. I look forward to continue working with Mark, our management team, and our board to fully capitalize on the significant opportunities ahead. Now let's review our financial results for the quarter. As you know, we normally discuss our results for each quarter in comparison to the prior year's quarter. Given the disruption we experienced in 2020, when we temporarily closed all of our parks on March 16th, we believe a comparison of our results to the first quarter of 2019 provides a more meaningful insight on our performance and operating trajectory. As such, I'll provide commentary around our financial results compared to the first quarter of 2019. For those interested, we provide a comparison versus both 2019 and 2020 in our earnings release, and we'll do so as well in our Form 10-Q, which we plan to file tomorrow. Our business continues to be impacted by the COVID-19 pandemic. However, we have seen continued improvement in our results during the first quarter of 2021. During the quarter, we generated revenue of $171.9 million, a decline of $48.7 million, or 22.1% when compared to the first quarter of 2019. The decrease in revenue is primarily due to a decline in attendance of 33.7%, partially offset by an increase in total revenue per capita of 17.6%. When compared to the first quarter of 2019, attendance declined primarily due to COVID-19-related impacts, including capacity limitations and modified and or limited operations at all of our open parks. First quarter total revenue per capita was $77.63 compared to $66.04 in the first quarter of 2019, an increase of 17.6% driven by improvements in both admissions per capita and in-park per capita spending. Admissions per capita increased by 12% to $43.25 and in-park per capita spending increased by 25.3% to $34.38 in the first quarter of 2021 compared to the first quarter of 2019. The increase in admissions per capita primarily relates to the realization of higher prices in our admission products, resulting from our strategic pricing efforts. In-park per capita spending increased primarily due to increased guest spending, an improved product mix, and higher realized prices and fees during the quarter. We generated a net loss of $44.9 million compared to a net loss of $37 million in the first quarter of 2019. We generated positive adjusted EBITDA for the first quarter of 2021 of $25.2 million, an increase of $8.8 million, or 53.4% when compared to the first quarter of 2019. The improvement in adjusted EBITDA resulted primarily from the combination of increased total revenue per capita, as well as a successful execution of our expense reduction efforts, which together offset the decline in attendance that occurred as a result of the impact of COVID-19. Our expense reductions primarily related to a reduction in labor costs, marketing-related costs, and other operating costs, resulting from structural cost savings initiatives and the impact of COVID-19 modified and or limited operations. Now, turning to our balance sheet, our current deferred revenue balance as of the end of the first quarter was $193.4 million, an increase of approximately 27.8% from March of 2019, and an increase of 60.6% from March of 2020. We are very encouraged with what we're seeing in our pass base. Our pass base grew approximately 21% between the fourth quarter and April, in part due to strong sales over the spring break period. At the end of April 2021, our pass base was only down approximately 3% compared to April of 2019, and is at approximately 82% of the peak pass base we had in 2019, with our biggest pass selling season yet to come. We are also seeing a higher mix of premium passes in our pass base, as our pass holders continue to recognize the value and benefits of our higher tiered products. Additionally, we continue to see the impact of our pricing strategies taking hold, with stronger realized prices on our pass sales versus 2019 and 2020. As of March 31st, 2021, our cash and cash equivalence balance was approximately $431 million, which puts our total liquidity, including our available revolver capacity, at approximately $743 million as of March 31st, 2021. We generated a monthly average of approximately $5.1 million of adjusted net cash flow. which excludes certain vendor payments we previously deferred in order to manage liquidity. Including these deferred vendor payments, we estimate the average monthly net cash burned during the first quarter was approximately $1.1 million per month. We expect to be comfortably cash positive over the remainder of the year. We spent $15.3 million on CapEx in the first quarter of 2021. of which approximately $10.9 million was on core CapEx and approximately $4.4 million was on expansion and ROI type projects. As we have previously discussed, we will spend opportunistically on non-core expansions and ROI CapEx when we find opportunities that meet our return hurdles, including on new parks and expansions like our Sesame Place Park in California, incremental revenue enhancing projects cost-reducing projects, and other similar opportunities. For 2021, depending on the pace of the recovery from the COVID-19 impact, we plan on spending between $120 million and $150 million on capital expenditures. Now, let me turn the call back over to Mark, who will share some final thoughts. Mark?
spk02: Thank you, Elizabeth. Before we open the call to your questions, I have some closing comments. In the first quarter, we participated in over 530 rescues and have exceeded 38,600 animal rescues over the company's history. We are very proud to be one of the world's leading animal rescue organizations, and we are proud of our efforts to protect and save wildlife. We want to thank our employee ambassadors for their continued dedication and effort to welcome our guests while operating our parks in accordance with the latest health and safety protocols. We have an outstanding lineup of summer events, including the return of guest favorites such as Electric Ocean at our SeaWorld parks and summer nights at our Busch Gardens parks. There will also be craft beer and cultural festivals, as well as Sesame Street Kids Weekends at several of our parks. We believe there is something for everyone to enjoy this summer at our parks. As before, we are focused on providing a safe and fun guest experience while continuing to offer innovative special events and creating new events for our guests to enjoy our parks while still complying with established health and safety guidelines. We are successfully navigating through this extraordinary environment, and we are confident we are emerging and even stronger and more profitable enterprise. We continue to have high confidence in our long-term strategy and in our ability to deliver significantly improved operating and financial results that will lead to meaningfully increased value for stakeholders. Now, let's open it up to take your questions.
spk07: We will now begin the question and answer session. To ask a question, you may press stars and one on your touch-tone phone. If you are using a speaker phone, please pick up your headset before pressing the keys. To withdraw your question, please press star, then two. We ask that participants limit themselves to one question and one follow-up. At this time, we will pause momentarily to assemble our roster. The first question comes from Steve Wiksinski from Stiefel.
spk05: Hey guys, good morning. Congratulations, first of all, to you both on your new titles today. But I want to go back to your presentation that you put out last quarter around the EBITDA potential for this company down the road. And I guess, first of all, I want to make sure that what you put out there last quarter is still fair. But I guess my real question is around the attendance metrics that you were incorporating at that point in those assumptions. I understand that the per caps can move around and you don't have certain costs embedded in there, but when we look at assuming a flattish attendance versus 2019, given what you're seeing right now, plus with more operating days and events, is it fair to assume that that assumption around the attendance component there is, I mean, it's probably gonna be very low when it's all said and done?
spk02: Yeah, hey, Steve. Thanks for the comment and the question. Look, what I'll tell you, that illustration that we put out last quarter, we still obviously feel good about that illustration. We still think it makes sense for where the business is headed. And clearly, you can see, for example, on the total revenue per caps, we're doing well there. Our margin expansion clearly showing the efforts on cost. As far as attendance, what I think is implied there is we showed you the 2019 attendance level. Certainly our goal is to do better than that, and I think with the things you've mentioned, events, you know, being open year-round at more of our parks, all those things I think are going to be good things for us. So I do think certainly we can do better, but for the purposes of the illustration, we just showed you what it would look like in our mind or the earning potential of the business, if you will, based on just reaching 2019 levels. But obviously we would – look to overachieve on the attendance, obviously.
spk05: Okay, gotcha. The second question would be around the labor side of things. We've seen a lot of your peers talk about the labor pool at this point and how tight it is and how expensive it's certainly getting. I guess the question is, what are you seeing out there in terms of the labor front? And how are you, you know, trying to balance the amount of labor you're putting in the parks, you know, these days versus not impacting the customer experience?
spk02: Yeah, so, look, Steve, what I'll tell you is, you know, a couple things. One is we have, you know, certainly inflationary pressures and wage pressures and things like that going back over the history of the company. And just like everybody else, you know, I think we are seeing that. Having said that, we have a lot of confidence in our ability to drive the other cost savings we've talked about. We have efforts around automation, technology improvements, things like that. Obviously, our goal is to get expense and wage pressures, cost pressures, that type of thing, to a more normalized kind of inflationary level and then look for other savings as well. We know that if we can do that and then obviously grow our attendance and revenue, that's a good recipe. I think the other thing we're seeing is obviously we are getting pricing power, and we feel good about that. So to the extent there's outsized pressures on other costs or certain costs, we feel good about our ability to offset some of that with price, obviously. Look, as far as your second question about impacting guest experience, I mean, look, our goal is to obviously provide a very good guest experience. And we know, you know, certainly at times around spring break it wasn't up to what we would expect. And we're working hard, in fact, to improve that. And, in fact, we just last week had our best three-day hiring, you know, event in the history of our company. So I'm optimistic we're headed in the right direction and we're going to be in – in much better shape, obviously, especially as we approach the summer. And finally, you know, we also know, you know, when the parks get a little bit close, you know, at capacity or close to capacity, we know there's some friction with some of the COVID protocols around stadium capacity and things like that. Those type of things, you know, those protocols are changing right now and will change, I think, you know, we would expect some of those to change going forward in such a way that it creates a more positive guest experience. But certainly, we're working on that. We've got to continue to do better forecasting and all that. But I'm optimistic we're headed in the right direction.
spk05: Okay, great. Thanks, guys.
spk07: Appreciate it.
spk00: Thank you.
spk07: The next question comes from Michael Swartz of SunTrust Robinson Humphrey.
spk04: Hey, everyone. Good morning. And then congrats, Mark and Elizabeth. That's great news. I just wanted to touch on some of the capacity comments and some of the limitations that you faced during the quarter. Could you maybe give us a little more context of maybe what attendance would have looked like or maybe how much attendance you lost due to parks where you had those capacity limitations?
spk02: Yeah, hey, Michael. It's Mark. I can take that question. So, look, I think I said in the remarks that it was notable. So, Let me give you maybe some more insight on that. But if you look at like, especially weekends, like Saturdays, I mean, we're hitting capacity on a number of days, but you want to kind of a specific example. If you take a park like California or something where they might have done 21, 22,000, 23,000 in attendance on a weekend, And in March of this year, they can only do maybe 10,000. You start to multiply that over multiple weekends, and you can see that there's a pretty big delta there that would grow. And that's just one park, right? So that would apply if you look at Williamsburg as well, where there's a pretty hard cap on attendance. Again, on some of their Saturdays, they're going to do well into the 20,000 range when now they're capped much lower than that. So that hopefully gives you some color. I would say we would also see a similar dynamic at some of our parks in Florida, obviously, where we're, you know, we have such demand that we hit capacity. So it's a notable limitation for us, and I think as, you know, one of the things that gets us excited is as those are, you know, as those limitations, you know, we expect those to to eventually, you know, kind of moderate over time, that would, you know, certainly would be a good thing for us.
spk04: Okay, great. Thanks for that call. And then just a second question here on, typically in your EBITDA breakout and your press release, you have an add back for, I think, anticipated cost savings. I'm seeing that's a zero this time. And I know you've talked about 50 million in fixed cost savings over the next 12 months for that EBITDA bridge you gave us last quarter. So maybe help, maybe help reconcile those two?
spk02: Yeah, let me start, and then I'll let Elizabeth kind of give you a more technical answer on how the credit agreement works. But I think the key takeaway is that we have a lot of confidence in our cost savings plan. You know, we laid that out last quarter as an illustration of the earning power of this business with the cost efficiencies that we've identified. And we still stand by that. We're making progress by that. I would point you to the margin improvement. You saw Q1 of 2021, we did a margin of about 14.66. Q1 of 19, we hit a margin of 7.43, roughly, in that range. So we basically doubled the margin, and certainly a lot of that is due to per-cap growth, but a lot of that is obviously due to the expense efficiencies that we've identified. So, Elizabeth, you want to talk about the credit agreement?
spk00: Yeah, that's a great question. Let me just clarify for you. Thank you for asking that. In our adjusted EBITDA table, we're reporting adjusted EBITDA in accordance with the definitions within our credit agreement. If you look at the footnote in our press release right next to that line item, it explains that we do have a limitation on how much we can add back for estimated cost savings in and that is up to 25% of LTM-adjusted EBITDA. So because our LTM-adjusted EBITDA is still a negative number per our credit agreement, we really can't add anything back into that line, if that makes sense. But once we start going into the positive territory, then you'll see that line item come back.
spk04: Okay, great. That's fantastic. Thank you so much.
spk00: Thank you.
spk07: The next question comes from Paul Golding of Macquarie.
spk08: Yeah, great. Thanks so much. Congrats to both of you on the new titles and congrats on the quarter. I wanted to ask around per caps here. We saw the 17% jump in total per caps. I guess, is there any commentary you can give around where you think this can go? I mean, the jumps have been Your revenue management has obviously come through in a great way. Just looking to see what we can expect as far as any tapering or how you see that evolving.
spk02: Yeah, hey, Paul, it's Mark. I can take that question. Look, we've been – you've heard me talk for a few years now about all the work we're doing around pricing, communications, promotional effectiveness, our event line-up. our capital lineup, all those things. And so we're clearly benefiting from those. The work we've done over the last few years, we're clearly benefiting from that. We've ramped up even more the revenue management group. So we have people every day looking at our pricing, our tickets, our effectiveness, what's selling, what's not, all those things and being smart about how we react to those things. We're getting more dynamically priced, for example, as well. So I have a lot of confidence that, you know, when you look at kind of the long-term nature of this business, you've heard us talk about this before, you know, we feel very confident being able to grow our per caps at least on an inflationary basis on a go-forward basis. But there's going to be quarters where I think we can do better than that. And certainly that's going to be around better events, new venues in our parks. We've done a number of things with venues in our park that just give more compelling reasons for people to come and visit and spend. better product mix, upgrading of product. So when we do those type of things, that's where we see the outsized performance that you're kind of seeing now. And then also what I would leave you with is, you know, we're doing this without the benefit of a CRM. I talked about this a little bit last quarter. We're in the very, very early stages of that process. And so, again, I think that's something else that could be meaningful to per caps down the road. And then also we're just – getting ready to start beta testing a new MPARC mobile app. And again, I think that could be, again, another driver of maybe higher than inflationary growth, obviously, in our per caps. So we're excited about things like that. We're excited about all the execution we're doing here on pricing and emissions and MPARC per caps.
spk08: That's great. And then a follow-up around the capped PARC dynamic. Could you give some color around how you manage sort of turning people away? Presumably you hit the cap, and if you don't perfectly hit the cap, there's some overflow. And so I'm curious as to how you're managing that process with the customer and whether there's any pricing incentive that maybe, you know, has to be factored into future periods, just generally how that's being managed.
spk02: Yeah, so there's a couple of things there. And I've got to give a lot of credit to our guys who run our parks, obviously. But, you know, we have a reservation system, obviously, that gives us visibility into what days are going to look like. But still, you know, we know there's people who may show up not realizing they need one. And, you know, if we have room, we try to accommodate them, obviously. But what I will tell you, too, is if we are able to, you know, like to your point, there's a capacity limit. that occurs at different points throughout the day. So you kind of generally have your peak, you know, people in park generally like kind of mid-afternoon. So what we've tried to do is if we have to close down for a little bit, we try to make note of it on social media at times or let people know like, look, we think it might be an hour or two and then, you know, enough people who maybe came early in the morning will exit and we can let you in. So I think The key there in a lot of ways is just being up front with the communication, and certainly I think in most cases, you know, if you're clear with kind of what's going on, people appreciate that. Our goal obviously is, you know, we want to see people have a fun day at our parks. We don't want them to be disappointed by not being able to get in, but obviously we've got to balance that with the capacity that you just talked about.
spk08: Great.
spk07: Thanks so much, and congrats again.
spk00: Thanks, Paul. Thank you.
spk07: The next question comes from Tyler Batori of Janey Capital Markets.
spk09: Good morning. This is Jonathan on for Tyler. Thank you for taking my questions and congrats on the quarter. Wanted to reiterate the congratulations to you two as well. So you highlighted in the prepared remarks the past sales, but wondering if you could provide some more color on that and how the spring selling season has been compared to expectations, and just curious if there's been any noticeable pickup there as attendance has ramped.
spk02: Yeah, hey, Jonathan. It's Mark. I can give you some comments, and then if Elizabeth wants to add anything, she can. You've heard us say for some time now, we really believe strongly in our PATHS program, and I think it's a really good indicator, as you heard from Elizabeth, that we're down only 3% to where we were at this time in 2019. So that base of people who have a product is only down 3% to 2019. That is a very good indicator of the demand for our parks, the great events, the great lineup of rides we have, the shows, all those things, the festivals, the reasons to come visit our park, and I think we offer a tremendous value with our PATHS program as well. So we're going to continue to focus on that, especially with the key summer selling season ahead of us, and we're optimistic about that.
spk00: Yeah, thanks, Mark. I would just add to that, just to give you a little more color, as we look at our past sales, they accelerated throughout the quarter, and especially as we went into the spring break period. So past sales, when we look at both March and April, exceeded sales volumes that we had in March and April of 2019. So obviously that is a really strong metric and gives us a lot of encouragement as we look ahead to, as Mark said, the busy summer season, which is actually a bigger selling season for us. But I'd also note our pricing is outpacing prior year as well. It's outpacing 2019 and 2020. So obviously a good combination of both of those factors being positive.
spk09: Okay, great. I appreciate all that color. And then just a clarification question from me, if I could, the capex spend for the year was up to 120 million to 150 million, if I heard that correctly. And when we spoke last February, I believe it was 100 to 150. Is the delta there simply due to the strength seen over the quarter?
spk00: You know, I think what we're trying to do is just kind of refine that a little bit more for you, but obviously with the strength we're seeing in the quarter, we're able to provide you a little bit tighter of a range there. And that, I should preface, as I said in my prepared remarks, is going to be dependent on, you know, our strategies as we go forward. But for now, the 120 to 150, I think, is a tighter range for you to use for your modeling purposes.
spk09: Okay, great. Thank you for all the color. I appreciate it.
spk00: Thank you.
spk07: The next question comes from James Hardiman from Wedbush.
spk06: Hi, this is Sean Wagner on for James. Given current travel trends favoring domestic versus international travel, what can you tell us about the mix of business from local, long-range, domestic, and international visitors when you compare it to kind of 2019 or a typical year?
spk02: Yeah, hey, Sean, it's Mark. I can take that question. So, you know, when we look across the company in total, you know, we kind of have five categories of attendance, but local attendance is up, you know, slightly, obviously, compared to Q1 of 19. You know, we have really no international attendance, very small amount. And then what's good is our other kind of three categories, same day, driving overnight, and domestic, you know, those are people generally driving into our parks and whatnot. Those are up as a category. So they're offsetting you know, some of the decline in international and then, you know, local is helping as well. So we like the mix. I think it's a good mix, and I think what's encouraging to us is, you know, as we return to a more maybe normalized pattern over time, we get, you know, international isn't a huge amount of attendance for us, about 10%, but that'll be, I think, a tailwind, right? Because those folks, when they do start to travel again, generally are some of our bigger spenders in the park. So we're excited when that does happen.
spk06: Okay, thank you. So it seems like the growth in domestic travelers is not quite completely offsetting the loss of the international travelers. So particularly in the Orlando market, I guess because with some of your – focusing on these domestic attendees a little more than they have in the past. I know that's always been kind of a focus of yours in recent years. Is there enough to go around there? Do you think the general attendance kind of potential at those parts is kind of capped until the international picks up?
spk02: Yeah, hey, so, Sean, let me clarify because I want to make sure you understood. No, the Local is up just a little bit, so the other U.S. categories are up. They are up, and they are offsetting a large part of that international decline. So we do feel good about the people coming, choosing to drive in to our parks and visit that are non-local. So I think that will only continue. We feel good about our lineup, our parks, all the things we offer. Okay, understood.
spk07: Thank you. The next question comes from Ben Chaiken of Credit Suisse.
spk03: Hey, how's it going? Just on the labor side, I'm sorry if I missed this. How much is the J-1 visa program typically part of your seasonal labor? I'm asking just because I think that was recently reinstated, if I'm not mistaken. And then that's one. And then two, just thoughts, high-level thoughts on future unit growth leveraging the Sesame Place brand, which seems pretty unique.
spk02: Hey, Ben, it's Mark. What I can tell you on the J-1 visa, we don't rely very heavily at all on that. We have one location on the East Coast that does rely partially on that program, but we feel we're in a really good spot. We don't have a high reliance on that program. Um, you know, maybe, maybe a couple hundred students, uh, you know, in that, in that range, maybe a little more, but feel really good about, um, our, our ability to hire with, without that, obviously. And then, you know, you've heard me mention your second question on, on, uh, Sesame. Uh, we, we have, uh, we're excited, uh, to be, uh, you know, currently building the second Sesame place park, uh, in, uh, in San Diego and, you know, opening that here in 2022. As far as future parks, we think it's a great brand. We have that brand pretty much in all our other parks, our non-water parks. We have Sesame Land. We're going to obviously continue to evaluate, but we think that's a great brand. Certainly, we believe there's going to be opportunities for more parks down the road. What we're most focused on right now is getting the second one open in San Diego.
spk03: Gotcha. And just not to go too far down that path, but do you think it makes more sense to do conversions like you're doing in California, or do you think it makes more sense to maybe, you know, pick up some via M&A, some, I don't know, water parks, and then convert them? How do you think about that?
spk02: Yeah, I think we're open to multiple scenarios, but certainly, you know, like what we're doing in San Diego is a conversion of one of our own parks, but certainly that's a little more you know, probably a little quicker to do. But I wouldn't say that we're against either a greenfield or anything like that either. So we're focused on, you know, what's the right location, what's the right venue, whether that's, you know, buying something and converting or building from new.
spk03: Cool. Thank you. Appreciate it.
spk02: Sure.
spk07: This concludes our question and answer session. I would like to turn the conference back over to Mark Swanson, CEO, for any closing remarks.
spk02: Hey, thank you, Garrett, and thanks, everybody, for joining. You know, on behalf of Elizabeth and the rest of the management team here at SeaWorld Parks and Entertainment, I want to, again, thank you for joining this morning. You know, as you heard today, we are confident in our business and strategy and sincerely look forward to resuming more normalized operations, which will drive improved operating financial results and long-term value for stakeholders. So thank you again, and we look forward to speaking with you next quarter.
spk07: The conference is now concluded. Thank you for attending today's presentation. You may now disconnect.
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