Basic-Fit’s consolidated financial statements are prepared in accordance with Part 9 of Book 2 of the Dutch Civil Code and International Financial Reporting Standards (IFRS) as adopted by the European Union.
In presenting and discussing Basic-Fit’s financial performance and financial position, the management uses certain alternative performance measures and ratios not defined by IFRS, such as club EBITDA less rent, underlying EBITDA less rent, underlying net result and net debt. The alternative performance measures presented are measures used by management to monitor the underlying performance of the business and have therefore not been audited or reviewed.
Furthermore, they may not be indicative of the historical operating results, nor are they meant to be predictive of future results. These alternative performance measures are presented because they are considered important supplementary measures of Basic-Fit’s performance, and we believe that these and similar measures are widely used in the industry in which Basic-Fit operates as a way to evaluate a company’s operating performance and financial position.
With underlying club EBITDA less rent, we report on the underlying performance of our opened clubs on a post-IFRS 16 basis. Non-club-related revenue and cost of sales are not included in this financial measure. Underlying EBITDA less rent, our main KPI, is defined as EBITDA, less rent costs of our clubs and head offices and adjusted for exceptional items. The exceptional items include reorganisation costs, other one-off costs and club closure costs.
Not all companies calculate alternative performance measures in the same manner or on a consistent basis. As a result, these measures and ratios may not be comparable to measures used by other companies under the same name or similar definitions. The table on the next page presents an overview of the alternative performance measures used with their definitions.
| Term | Definition | Reconciliation |
|---|---|---|
| Club EBITDA | EBITDA before overhead costs and net result from non-club revenue (webshop and NXT Level) | Business and financial review |
| Club EBITDA margin | Club EBITDA as a percentage of club revenue | Business and financial review |
| Underlying club EBITDA less rent (opened clubs) | Club EBITDA adjusted for exceptional items and minus invoiced rent costs of clubs | Business and financial review |
| Underlying club EBITDA less rent margin | Underlying club EBITDA less rent as a percentage of club revenue | Business and financial review |
| Overhead | Total costs related to (local) headquarters, including all IT development, customer care and marketing | Business and financial review |
| EBITDA | Profit (loss) before interest, taxes, depreciation, amortisation and COVID-19 rent credit | Business and financial review |
| EBITDA margin | EBITDA as a percentage of total revenue | Business and financial review |
| Underlying EBITDA less rent | EBITDA adjusted for exceptional items and minus invoiced rent costs | Business and financial review |
| Underlying EBITDA less rent margin | Underlying EBITDA less rent as a percentage of total revenue | Business and financial review |
| Exceptional items | Exceptional items include start-up costs for new countries, costs related to club closures and other costs or profits that are of a one-off nature or do not reflect the normal operations of the business | Business and financial review |
| EBIT | Profit (loss) before interest and taxes | Business and financial review |
| Underlying net profit | Net profit adjusted for IFRS16, PPA amortisation, IRS valuation differences and non-cash convertible bond interest charges, exceptional items, one-offs and the related tax effects | Net profit and underlying net profit |
| Basic underlying EPS | Underlying net profit divided by the weighted average number of shares | Net profit and underlying net profit |
| Diluted underlying EPS | Underlying net profit divided by the weighted average number of diluted shares | Net profit and underlying net profit |
| Net debt | Total of long-term and short-term borrowings and IFRS16 lease liabilities, less cash and cash equivalents | Capital management |
| Net debt (excl. lease liabilities) | Total of long-term and short-term borrowings, less cash and cash equivalents | Capital management |
| Mature club ROIC | Underlying mature club EBITDA less rent as a percentage of the initial investment to build a club | Underlying club EBITDA less rent |
| Mature club | Club that has been open for 24 months or more at the start of the year | Underlying club EBITDA less rent |
| Mature club revenue | Revenue of mature clubs | Underlying club EBITDA less rent |
| Mature club underlying EBITDA less rent | Underlying EBITDA less rent of mature clubs | Business and financial review |
| Mature club underlying EBITDA less rent margin | Underlying EBITDA less rent of mature clubs as a percentage of mature club revenue | Business and financial review |
| Fitness revenue | Revenue from memberships, as well as from add-ons like sports water and personal online coach | Business and financial review |
| Club revenue | Total of fitness revenue and other club revenue | Business and financial review |
| Yield (ARPU) per month | Fitness revenue divided by average members of the period (divided by number of months in the period) | Revenue |
| Free cash flow before acquisitions | Cash generated from operations minus capex, lease and interest payments, adjusted for investments, divestments, and dividends from associates and changes in other financial fixed assets | Free cash flow |
| Expansion capex | Total expenses of newly built clubs, acquisitions, existing club enlargements and expenses for clubs that are not yet open | Capital expenditure |
| Initial capex newly built club | Total expenses newly built clubs divided by the number of newly built clubs | Capital expenditure |
| Maintenance capex | Capex to maintain the club and replace or refurbish the fitness equipment | Capital expenditure |
| Average maintenance capex per club | Total maintenance capex divided by the average number of clubs | Capital expenditure |