\n\n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \nFebruary 24, 2026<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \nMay 19, 2026<\/b><\/p><\/td><\/tr>\n\n\nNet New CAVA Restaurant Openings<\/p><\/td> | \n\u00a0<\/p><\/td> | \n74 to 76<\/p><\/td> | \n\u00a0<\/p><\/td> | \n75 to 77<\/p><\/td><\/tr>\n | \n\nSame Restaurant Sales<\/p><\/td> | \n\u00a0<\/p><\/td> | \n3.0% to 5.0%<\/p><\/td> | \n\u00a0<\/p><\/td> | \n4.5% to 6.5%<\/p><\/td><\/tr>\n | \n\nCAVA Restaurant-Level Profit Margin<\/p><\/td> | \n\u00a0<\/p><\/td> | \n23.7% to 24.2%<\/p><\/td> | \n\u00a0<\/p><\/td> | \n23.7% to 24.3%<\/p><\/td><\/tr>\n | \n\nPre-opening costs<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$19.5 to $20.0 million<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$22.0 to $22.5 million<\/p><\/td><\/tr>\n | \n\nAdjusted EBITDA<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$176.0 to $184.0 million<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$181.0 to $191.0 million<\/p><\/td><\/tr>\n<\/table> \nActual results may differ materially from CAVA Group\u2019s fiscal full-year 2026 guidance as a result of, among other things, the factors described under \u201cCautionary Statement Regarding Forward-Looking Statements\u201d below.<\/p> \nA reconciliation of the forward-looking fiscal 2026 Adjusted EBITDA to net income cannot be provided without unreasonable effort because of the inherent difficulty of accurately forecasting the occurrence and financial impact of the various adjusting items necessary for such reconciliation that have not yet occurred, are out of our control, or cannot be reasonably predicted. For these reasons, we are unable to assess the potential significance of the unavailable information.<\/p> \nAbout CAVA Group:<\/b><\/p> \nCAVA is the category-defining Mediterranean fast-casual restaurant brand, bringing together healthful food and bold, satisfying flavors at scale. Our brand and our opportunity transcend the Mediterranean category to compete in the large and growing limited-service restaurant sector as well as the health and wellness food category. CAVA serves guests across age groups, genders, and income brackets and benefits from generational tailwinds created by consumer demand for healthy living and a demographic shift towards greater ethnic diversity. We meet consumers\u2019 desires to engage with convenient, authentic, purpose-driven brands that view food as a source of self-expression. The broad appeal of our food combined with these favorable industry trends drive our vast opportunity for continued growth.<\/p> \nEarnings Conference Call:<\/b><\/p> \nThe Company will host a conference call on May 19, 2026, at 5:00 PM Eastern Time to discuss first quarter 2026 financial results as well as provide a business update. Investors will have the opportunity to listen to the conference call live through the webcast from the Company\u2019s website on the investor relations page at investor.cava.com<\/a>. A recorded webcast will be available on CAVA\u2019s investor relations website shortly after the call and available for up to one year.<\/p>\nCautionary Statement Regarding Forward-Looking Statements:<\/b><\/p> \nThis press release contains forward-looking statements, within the meaning of the Private Securities Litigation Reform Act of 1995, that reflect our current views with respect to, among other things, our operations and financial performance. Forward-looking statements include all statements that are not historical facts. These forward-looking statements relate to matters such as our fiscal full-year 2026 outlook, including Net New CAVA Restaurant Openings, Same Restaurant Sales, CAVA Restaurant-Level Profit Margin, Pre-opening costs, and Adjusted EBITDA, industry, business strategy, goals, growth opportunities and expectations, expectations concerning our market position, future operations, margins, profitability, capital expenditures, liquidity and capital resources, and other financial and operating information. These statements may include words such as \u201canticipate,\u201d \u201cassume,\u201d \u201cbelieve,\u201d \u201ccontinue,\u201d \u201ccould,\u201d \u201cestimate,\u201d \u201cexpect,\u201d \u201cintend,\u201d \u201cmay,\u201d \u201cplan,\u201d \u201cpotential,\u201d \u201cpredict,\u201d \u201cproject,\u201d \u201cfuture,\u201d \u201cwill,\u201d \u201cseek,\u201d \u201cforeseeable,\u201d \u201coutlook,\u201d the negative version of these words or similar terms and phrases.<\/p> \nThe forward-looking statements contained in this press release are based on management\u2019s current expectations and are not guarantees of future performance. The forward-looking statements are subject to various risks, uncertainties, assumptions, or changes in circumstances that are difficult to predict or quantify. Our expectations, beliefs, and projections are expressed in good faith, and we believe there is a reasonable basis for them. However, there can be no assurance that management\u2019s expectations, beliefs, and projections will result or be achieved. Moreover, we operate in a very competitive and rapidly changing environment, and new risks may emerge from time to time. Actual results may differ materially from these expectations due to changes in global, regional, or local economic, business, competitive, market, regulatory, and other factors, many of which are beyond our control. We believe that these factors include but are not limited to the following: we operate in a highly competitive industry; our future growth depends on our ability to open new restaurants while managing our growth effectively and maintaining our culture, and our historical growth may not be indicative of our future growth; we may not be able to successfully identify appropriate locations and develop and expand our operations in existing and new markets; new restaurants may not be profitable and may negatively impact sales at our existing locations; negative changes in guest perception of our brand could negatively impact our business; our efforts to market our restaurants and brand may not be successful; food safety issues, and food-borne illness concerns may harm our business; if we are unable to maintain or increase prices, our margins may decrease; the growth of our business depends on our ability to accurately predict guest trends and demand and successfully introduce new menu offerings and improve our existing menu offerings; economic factors and guest behavior trends, which are uncertain and largely beyond our control, may adversely affect guests\u2019 behavior and our ability to maintain or increase sales at our restaurants; we are subject to risks associated with leasing property; we may not be able to successfully expand our digital and delivery business, which is subject to risks outside of our control; our inability or failure to utilize, recognize, respond to, and effectively manage the immediacy of social media could have a material adverse effect on our business; we may not realize the anticipated benefits from past and potential future acquisitions, investments, or other strategic initiatives; we may not be able to manage our manufacturing and supply chain effectively, which may adversely affect our results of operations; our reliance on third parties could have an adverse effect on our business, financial condition, and results of operations; we may experience shortages, delays, or interruptions in the delivery of food items and other products; we may not successfully optimize, operate, and manage our production facilities; we may face increases in food, commodity, energy, and other costs; we may face increases in labor costs, labor shortages, and difficulties in our ability to identify, hire, train, motivate, and retain the right team members; our success depends on our ability to attract, develop, and retain our management team and key team members; security breaches of our electronic processing of credit and debit card transactions, the CAVA app, or confidential guest or team member information (including personal information) may adversely affect our business; our business is subject to complex and evolving laws and regulations regarding privacy, data protection, and cybersecurity; we rely heavily on information technology systems and failures of, or interruptions in, or not effectively scaling and adapting our information technology systems could harm our business; we are subject to evolving rules and regulations with respect to environmental, social and governance matters; climate change and volatile adverse weather conditions could adversely affect our restaurant sales or results of operations; and each of the other factors set forth in \u201cPart I\u2014Item 1A. Risk Factors\u201d in our Annual Report on Form 10-K for the fiscal year ended December 28, 2025, and in other reports filed with the United States Securities and Exchange Commission, all of which are available on the investor relations page of our website at investor.cava.com<\/a>.<\/p>\nAny forward-looking statement made by us in this press release speaks only as of the date of this press release and are expressly qualified in their entirety by the cautionary statements included in this press release. We do not undertake any obligation to revise or update any forward-looking statements, except as required by law. Factors or events that could cause our actual results to differ may emerge from time to time, and it is not possible for us to predict all of them.<\/p> \n\n\nCAVA GROUP, INC.<\/b><\/p><\/td><\/tr>\n\n\nUNAUDITED CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS<\/b><\/p><\/td><\/tr>\n\n\n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \nSixteen Weeks Ended<\/b><\/p><\/td><\/tr>\n\n\n(in thousands, except per share amounts)<\/i><\/p><\/td> | \n\u00a0<\/p><\/td> | \nApril 19,<\/b>2026<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \nApril 20,<\/b>2025<\/b><\/p><\/td><\/tr>\n\n\nRevenue<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n438,270<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n331,826<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nOperating expenses:<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nRestaurant operating costs (excluding depreciation and amortization)<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nFood, beverage, and packaging<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n127,678<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n97,559<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nLabor<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n111,551<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n84,562<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nOccupancy<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n29,857<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n24,408<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nOther operating expenses<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n57,992<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n41,234<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nTotal restaurant operating expenses<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n327,078<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n247,763<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nGeneral and administrative expenses<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n51,590<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n41,394<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nDepreciation and amortization<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n25,466<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n20,811<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nPre-opening costs<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n6,161<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n4,481<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nImpairment and asset disposal costs<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n2,718<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n1,667<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nTotal operating expenses<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n413,013<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n316,116<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nIncome from operations<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n25,257<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n15,710<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nInterest income, net<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n(4,082<\/p><\/td> | \n)<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n(4,617<\/p><\/td> | \n)<\/p><\/td><\/tr>\n | \n\nOther income, net<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n(700<\/p><\/td> | \n)<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n(27<\/p><\/td> | \n)<\/p><\/td><\/tr>\n | \n\nIncome before taxes<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n30,039<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n20,354<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nProvision for (benefit from) income taxes<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n6,473<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n(5,353<\/p><\/td> | \n)<\/p><\/td><\/tr>\n | \n\nNet income<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n23,566<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n25,707<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nEarnings per share:<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nBasic<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n0.20<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n0.22<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nDiluted<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n0.20<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n0.22<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nWeighted-average common shares outstanding:<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nBasic<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n116,341<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n115,525<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nDiluted<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n118,316<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n118,437<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n<\/table> \nThe following tables summarize the results of the CAVA segment:<\/p> \n\n\n\u00a0<\/p><\/td> | \nSixteen Weeks Ended<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\n\u00a0<\/p><\/td> | \nApril 19,<\/b>2026<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \nApril 20,<\/b>2025<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \nChange<\/b><\/p><\/td><\/tr>\n\n\n(in thousands)<\/i><\/p><\/td> | \n$<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \n% of Revenue<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \n% of Revenue<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \n%<\/b><\/p><\/td><\/tr>\n\n\nRevenue<\/p><\/td> | \n$<\/p><\/td> | \n434,392<\/p><\/td> | \n\u00a0<\/p><\/td> | \n100.0<\/p><\/td> | \n%<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n328,482<\/p><\/td> | \n\u00a0<\/p><\/td> | \n100.0<\/p><\/td> | \n%<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n105,910<\/p><\/td> | \n\u00a0<\/p><\/td> | \n32.2<\/p><\/td> | \n%<\/p><\/td><\/tr>\n | \n\nRestaurant operating expenses (excluding depreciation and amortization)<\/p><\/td><\/tr>\n | \n\nFood, beverage, and packaging<\/p><\/td> | \n\u00a0<\/p><\/td> | \n126,418<\/p><\/td> | \n\u00a0<\/p><\/td> | \n29.1<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n96,224<\/p><\/td> | \n\u00a0<\/p><\/td> | \n29.3<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n30,194<\/p><\/td> | \n\u00a0<\/p><\/td> | \n31.4<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nLabor<\/p><\/td> | \n\u00a0<\/p><\/td> | \n111,551<\/p><\/td> | \n\u00a0<\/p><\/td> | \n25.7<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n84,562<\/p><\/td> | \n\u00a0<\/p><\/td> | \n25.7<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n26,989<\/p><\/td> | \n\u00a0<\/p><\/td> | \n31.9<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nOccupancy<\/p><\/td> | \n\u00a0<\/p><\/td> | \n29,857<\/p><\/td> | \n\u00a0<\/p><\/td> | \n6.9<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n24,408<\/p><\/td> | \n\u00a0<\/p><\/td> | \n7.4<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n5,449<\/p><\/td> | \n\u00a0<\/p><\/td> | \n22.3<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nOther operating expenses<\/p><\/td> | \n\u00a0<\/p><\/td> | \n57,714<\/p><\/td> | \n\u00a0<\/p><\/td> | \n13.3<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n40,983<\/p><\/td> | \n\u00a0<\/p><\/td> | \n12.5<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n16,731<\/p><\/td> | \n\u00a0<\/p><\/td> | \n40.8<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nTotal restaurant operating expenses<\/p><\/td> | \n\u00a0<\/p><\/td> | \n325,540<\/p><\/td> | \n\u00a0<\/p><\/td> | \n74.9<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n246,177<\/p><\/td> | \n\u00a0<\/p><\/td> | \n74.9<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n79,363<\/p><\/td> | \n\u00a0<\/p><\/td> | \n32.2<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nRestaurant-level profit<\/p><\/td> | \n$<\/p><\/td> | \n108,852<\/p><\/td> | \n\u00a0<\/p><\/td> | \n25.1<\/p><\/td> | \n%<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n82,305<\/p><\/td> | \n\u00a0<\/p><\/td> | \n25.1<\/p><\/td> | \n%<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n26,547<\/p><\/td> | \n\u00a0<\/p><\/td> | \n32.3<\/p><\/td> | \n%<\/p><\/td><\/tr>\n<\/table> \nThe following table presents selected quarterly financial and other data:<\/p> \n\n\n($ in thousands)<\/i><\/p><\/td> | \nQ1 20261<\/sup><\/b><\/p><\/td>\n\u00a0<\/p><\/td> | \nQ4 2025<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \nQ3 2025<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \nQ2 2025<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \nQ1 20251<\/sup><\/b><\/p><\/td><\/tr>\n\n\nNet New CAVA Restaurant Openings<\/p><\/td> | \n\u00a0<\/p><\/td> | \n20<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n24<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n17<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n16<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n15<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nCAVA Restaurants, end of period<\/p><\/td> | \n\u00a0<\/p><\/td> | \n459<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n439<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n415<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n398<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n382<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nSame Restaurant Sales<\/p><\/td> | \n\u00a0<\/p><\/td> | \n9.7<\/p><\/td> | \n%<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n0.5<\/p><\/td> | \n%<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n1.9<\/p><\/td> | \n%<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n2.1<\/p><\/td> | \n%<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n10.8<\/p><\/td> | \n%<\/p><\/td><\/tr>\n | \n\nAUV<\/p><\/td> | \n$<\/p><\/td> | \n3,027<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n2,934<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n2,935<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n2,939<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n2,933<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nCAVA Restaurant-Level Profit<\/p><\/td> | \n$<\/p><\/td> | \n108,852<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n58,312<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n71,165<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n73,262<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n82,305<\/p><\/td> | \n\u00a0<\/p><\/td><\/tr>\n | \n\nCAVA Restaurant-Level Profit Margin<\/p><\/td> | \n\u00a0<\/p><\/td> | \n25.1<\/p><\/td> | \n%<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n21.4<\/p><\/td> | \n%<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n24.6<\/p><\/td> | \n%<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n26.3<\/p><\/td> | \n%<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n25.1<\/p><\/td> | \n%<\/p><\/td><\/tr>\n | \n\nRestaurant Operating Weeks<\/p><\/td> | \n\u00a0<\/p><\/td> | \n7,150<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n5,140<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n4,881<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n4,659<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n5,935<\/p><\/td><\/tr>\n<\/table> \n\n| \u00a0<\/td>\n | \u00a0<\/td>\n | \n\u00a0<\/p><\/td><\/tr>\n | \n\n1<\/p><\/td> | \nThe first fiscal quarter includes four 4-week periods in our 13 period fiscal calendar. The second, third, and fourth fiscal quarters each contain three 4-week periods.<\/p><\/td><\/tr>\n<\/table> \nThe following table presents the Company\u2019s selected balance sheet data:<\/p> \n\n\n(in thousands)<\/i><\/p><\/td> | \nApril 19,<\/b>2026<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \nDecember 28,<\/b>2025<\/b><\/p><\/td><\/tr>\n\n\nCash and cash equivalents<\/p><\/td> | \n$<\/p><\/td> | \n295,771<\/p><\/td> | \n\u00a0<\/p><\/td> | \n$<\/p><\/td> | \n282,917<\/p><\/td><\/tr>\n | \n\nInvestments at fair value<\/p><\/td> | \n\u00a0<\/p><\/td> | \n107,189<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n110,112<\/p><\/td><\/tr>\n | \n\nTotal assets<\/p><\/td> | \n\u00a0<\/p><\/td> | \n1,422,934<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n1,360,027<\/p><\/td><\/tr>\n | \n\nTotal liabilities<\/p><\/td> | \n\u00a0<\/p><\/td> | \n612,964<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n580,371<\/p><\/td><\/tr>\n | \n\nTotal stockholders\u2019 equity<\/p><\/td> | \n\u00a0<\/p><\/td> | \n809,970<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n779,656<\/p><\/td><\/tr>\n | \n\nTotal liabilities and stockholders\u2019 equity<\/p><\/td> | \n\u00a0<\/p><\/td> | \n1,422,934<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n1,360,027<\/p><\/td><\/tr>\n<\/table> \nThe following table shows the growth in our company-owned CAVA Restaurant base:<\/p> \n\n\n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \nSixteen Weeks Ended<\/b><\/p><\/td><\/tr>\n\n\n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \nApril 19,<\/b>2026<\/b><\/p><\/td> | \n\u00a0<\/p><\/td> | \nApril 20,<\/b>2025<\/b><\/p><\/td><\/tr>\n\n\nBeginning of period<\/p><\/td> | \n\u00a0<\/p><\/td> | \n439<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n367<\/p><\/td><\/tr>\n | \n\nNew CAVA Restaurant openings<\/p><\/td> | \n\u00a0<\/p><\/td> | \n21<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n15<\/p><\/td><\/tr>\n | \n\nPermanent closure<\/p><\/td> | \n\u00a0<\/p><\/td> | \n(1<\/p><\/td> | \n)<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u2014<\/p><\/td><\/tr>\n | \n\nEnd of period<\/p><\/td> | \n\u00a0<\/p><\/td> | \n459<\/p><\/td> | \n\u00a0<\/p><\/td> | \n\u00a0<\/p><\/td> | \n382<\/p><\/td><\/tr>\n<\/table> \nNon-GAAP Financial Measures<\/b><\/p> \nIn addition to our consolidated financial statements, which are prepared in accordance with GAAP, we present Adjusted EBITDA, Adjusted EBITDA Margin, general and administrative expenses, excluding equity-based compensation and executive transition costs, and Free Cash Flow in this press release as supplemental measures of financial performance that are not required by, or presented in accordance with, GAAP. We believe they assist investors and analysts in comparing our operating performance across reporting periods on a consistent basis by excluding items that we do not believe are indicative of our operating performance. Management believes Adjusted EBITDA, Adjusted EBITDA Margin, general and administrative expenses, excluding equity-based compensation and executive transition costs, and Free Cash Flow are useful to investors in highlighting trends in our operating performance, while other measures can differ significantly depending on long-term strategic decisions regarding capital structure, the tax jurisdictions in which we operate, and capital investments. Management uses Adjusted EBITDA, Adjusted EBITDA Margin, general and administrative expenses, excluding equity-based compensation and executive transition costs, and Free Cash Flow to supplement GAAP measures of performance in the evaluation of the effectiveness of our business strategies, to make budgeting decisions, and to compare our performance against that of other peer companies using similar measures. Management supplements GAAP results with non-GAAP financial measures to provide a more complete understanding of the factors and trends affecting the business than GAAP results alone provide.<\/p> \nAdjusted EBITDA, Adjusted EBITDA Margin, general and administrative expenses, excluding equity-based compensation and executive transition costs, and Free Cash Flow are not recognized terms under GAAP and should not be considered as alternatives to net income, net income margin, or general and administrative expenses, as applicable, as measures of financial performance or cash provided by operating activities as measures of liquidity, or any other performance measure derived in accordance with GAAP. Additionally, Adjusted EBITDA and Free Cash Flow are not intended to be measures of cash flow available for management\u2019s discretionary use, as Adjusted EBITDA does not consider certain cash requirements such as tax payments and financing cash flows, and Free Cash Flow does not consider certain cash requirements such as financing cash flows. Our non-GAAP measures 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. Some of these limitations are:<\/p> | | | | | | | | | | | | | | | | | | |
![](\"https:\/\/mms.businesswire.com\/media\/20260519643333\/en\/2808158\/5\/CAVA_Logo.jpg\"){kind=logo}
<\/a>