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13-05-2025
- Business
- Yahoo
Q2 2025 RCI Hospitality Holdings Inc Earnings Call
Mark Moran; Moderator; Equity Animal Eric Langan; Chairman of the Board, President, Chief Executive Officer; RCI Hospitality Holdings Inc Bradley Chhay; Chief Financial Officer; RCI Hospitality Holdings Inc Adam Wyon Mark Moran Good afternoon, everyone, we are going to wait a few more minutes as people gather around before we get this earnings call on the and welcome to RCI Hospitality Holdings 2nd quarter 2025 earnings conference call. You can find the company's presentation on RCI's website. Go to the investor relations section, and all the links are at the top of the turn with me to slide 2 of our presentation. I'm Mark Moran of Equity Animal and I'll be hosting our call today. I'm coming to you from Washington DC Eric Langan, President and CEO of RCI Hospitality, and CFO Bradley Shea are in Houston turn with me to slide 3. RCI is making this call exclusively on Xpas. To ask a question, you will need to join the space with a mobile device. To listen-only, you can join the space on a personal computer. At this time, all participants are in a listen-only mode. A question and answer session will follow. This conference call is being turn with me to slide 4. I want to remind everybody of our safe harbor statement. You may hear or see forward-looking statements that involve risks and results may differ materially from those currently anticipated. We disclaim any obligation to update information disclosed in this call as a result of developments that occur turn with me to slide 5.I also direct you to the explanation of Rick's non-GAAP financial measures. Now I'm pleased to introduce Eric Langan, President and CEO of RCI Hospitality. Eric, take it away. Eric Langan Thank you, Mark. Please turn to slide for joining us today. Let me run through some key takeaways. All comparisons are year over year unless otherwise we previously announced, revenues reflect the sale divesture of 5 underperforming bombshell segment locations and the effect of severe weather on company same store sales in January and was offset by improving trends in March and contributions from new and rebranded reflects the lower -- the lower same store sales. Offset by lower costs, sales of bombshells-related units addition, during the subsequent and subsequent to the 2nd quarter, we continue to make progress with our back to basics 5-year cap allocation plan. We acquired two upscale adult nightclubs, Flight Club in Detroit and Platinum West in South multiples were in line with our capital allocation strategy. We are also working on another opened the bombshells in Denver and rebranded and reformatted the Chicas Locus in El Paso. This reduced our list of development projects. And we repurchased 56,875 common shares for $2.9 million ending the quarter with approximately 8.8 million shares outstanding. Now, here's Bradley to review our performance in more detail. Bradley Chhay Thank you, Eric. Please turn to slide 7. All comparisons are year over year for the quarter unless otherwise revenues were $65.9 million compared to $72.3 million a difference of $6.4 million primarily due to closures or divestitures of non-performing bombshells and the effect of bad weather, as Eric mentioned 18 club and bombshell locations had to close 1 or 2 days even if clubs and bombshells were able to open, they experienced slower business, particularly on weekends when temperatures were below zero or had heavy snow and ice, for example, in Dallas and Houston. But with warmer temperatures in March, sales began to and other charges were $2.1 million compared to $8.2 million a difference of $6.1 million. That was due to lower impairments in a result, net income attributable to RCIHH common shareholders was $3.2 million compared to $0.8 million a difference of $2.5 million. GAAP EPS was $0.36 per share compared to $0.08 per cash provided for operating activities was $8.5 million compared to $10.8 million a difference of $2.3 million. That was primarily due to a reduced operating margins due to lower a result, free cash flow was $6.9 million compared to $8.8 million. Adjusted EBITDA was $14.2 million compared to $17.2 million and non-GAAP EPS was $0.65 compared to $ please turn to slide 8. Nightclub revenues total $57.5 million a difference of $1.8 million or negative 3.1% year over factors included a 3.5% decline in same store sales and the absence of baby dolls Fort Worth due to a fire. This was partially offset by $1 million from Flight Club acquisition and four rebranded clubs not in same store beverage sales declined 5.3%, service declined 2.9%, however, food, merchandise, and other increased 2.4%. Impairment and other charges totaled $2.0 million with impairments spread across four clubs. This compares to impairments and other charges of $8.2 million in a year ago income was $14.6 million compared to $11 million. Margin was 25.4% of revenues versus 18.6%. Results primarily reflected the impairment decline offset by sales operating income was $17.1 million compared to $19.8 million. Margin was 29.8% of segment revenues versus 33.4%. Non-GAAP results primarily reflected the sales please turn the slide light. Bombshell's revenue totaled $8.2 million a difference of $4.5 million or 35.6% year over key factors here included sale and a vesture of five underperforming locations in the fourth quarter of 24 and the first quarter of 2025, which impacted revenues by $3.7 million a 13.4% decline in same source sales and bad was offset by 2 locations, not in same source cells, consisting of a full quarter of Stafford, Texas location, and a partial quarter of the new Denver results were a loss of $227,000 versus an income of $699,000. Margin was 2.8% of segment revenues versus a positive 5.5% in the year ago a non-GAAP basis, the segment was virtually break even with the loss of $67,000 versus income of $750,000 or negative 0.8% of segment revenues versus positive 5.9%. These results primarily reflect that the cells decline from open locations and bombshell's Denver pre-opening costs, most of which were offset by the cell and divestiture of non-performing turn this light 10. GAAP expenses totaled $5.5 million a decline of $1.3 million. Non-GAAP expenses total $5.4 million a decline of about $0.9 margin was 8.4% of revenues versus 9.4% GAAP and 8.2% versus 8.8% non-GAAP. This decline primarily reflects lower overhead from fewer turn the slide have slides in the upcoming deck that discuss free cash flow and adjusted IBEDA, which are non-GAAP. In advance of that, we wanted to present the closest GAAP equivalents, which are operating income, non-net cash provided by operations, and turn this slide ended the first quarter with cash and cash equivalents of $32.7 million. During the quarter, we used $6 million as part of the Flight Club acquisition and $2.9 million to buy back a percentage of revenues, free cash flow was 11% and adjusted Ibida was 22%. Both primarily reflected lower turn its light debt at March 31st increased $5.9 million from December 31st. The increase primarily reflects financing related to the Flight Club acquisition and the construction of Bombshells, Roulette and Lubbock, offset by scheduled weighted average interest rate was 6.7% compared to 6.6% in a year ago occupancy cost was 8.5% of revenue compared to 8% a year ago, reflecting lower second quarter revenues, not higher to trailing 12 month adjusted IBEDA was 3.56 times compared to 3.32 times in the preceding quarter, reflecting the higher debt at March 31st and lower second quarter to trailing 12 month adjusted IBEDA should decline as cells rebound with warmer weather and growth from locations that have come online more recently and from those anticipated to maturities continue to remain reasonable and manageable. Now here's Eric. Eric Langan Thank you, Bradley. Please turn to slide 14 to review our capital allocation plan calls for allocating our free cash flow in the following man, 40% to capital allocation or to club acquisitions, and 60% to share buybacks, debt reduction, and dividends with the goal of growing free cash flow per share at 10 to 15% turn to slide 15. Operationally, we are focused on our core nightclub business. Reviewing every club to increase same store sales on a regular basis, we'll rebrand, reformat, or or divest our nightclubs plan also involves acquisitions. Our goal is to acquire an average of $6 million of adjusted e-biter per year, focused on the best clubs buying base hits with an occasional home target matrix remain the same, 3 to 5 times adjusted EBITDA for the club and fair market value for the real estate, targeting 100% cash on cash returns in 3 to 5 would be made with cash on hand, bank financing, or seller notes. We would also consider using stock if our valuation bombshells, we're working to improve existing locations, targeting 15% operating margins and return to same store sales also plan to complete 2 new locations in development. The final part of our plan is regularly buying back our stock, flexing up if we consider the price to be particularly undervalued. We also anticipate modest annual dividend the five years, we aim to generate more than $250 million in free cash flow and repurchase a significant amount of shares. By fiscal 29, our targets are $400 million in revenue, $75 million in free cash flow, 7.5 million shares outstanding, and the end result would be doubling free cash flow per share to approximately $10 from last year' turn to slide give you an idea of the progress we've made on the share buyback. 10 years ago, we had about 10.3 million shares outstanding. As of last Friday, we had about 8.8 million shares, which is about a 15% turn to slide Bombshells Denver and Chicas Locus now open, we have 5 remaining developments. 3 are very close to completion. We are targeting Bombshells Lubbock for the opening later this month or early June, and Rick's Cabaret Central City for early next month as bombshells that sometime this are still awaiting construction permits for baby dolls West Fort Worth, and we are awaiting engineering review and zoning plans for the bombshells or for the baby dolls of Fort Worth that was burned in the have also sold our Aurora, Colorado property, which we were going to use for bombshells and listed the other properties for sale in Austin and we continue to make progress with our social media fan site for adult nightclub entertainers and staff. We are out of beta now and we have added a few more clubs and entertainers since our news release last month.I'd like to thank all of our loyal and dedicated team members for all their hard work and efforts and all of our shareholders who believe and make our success possible. Now, here's Mark. Mark Moran (Event Instructions)Now, first we have orchid wealth, please take it [Orchid Wealth], you're still on mute. Hey guys, just a couple of quick questions about financing. Obviously with the market being where it is today, you'll probably encounter a lot of possible sellers. If you guys could use seller financing, what do you feel like is the average rate of return that you're going to have to pay these sellers? And if you have to resort to using bank financing, what's that rate? Eric Langan No, they're both pretty close to the same, about 6 to 7% right now in the current market. Okay, so you guys are essentially paying what people pay on a 30-year fixed mortgage. That's kind of crazy. Eric Langan That's that's right. Yeah, no, that's fantastic. The other part is, any, obviously from a year or two years ago when you guys weren't making acquisitions, have you noticed any difference in the people that you're speaking to about, making deals or you're negotiating with or talking with about how they're approaching it differently from a few years ago or a year ago? Eric Langan Well, a few years ago, everybody was trying to use 2022 numbers which were just astronomically high. And, 24 has been a really bad year for the industry. People are, have been, I mean, we're down, but I mean, I've talked to other people, we've seen other numbers are down, higher percentages than us. Even, so there's, you've got now they're trying to do some type of, average or combination cause they don't want to use the low numbers from 24, but, we're coming up with solutions, to some of these, deals as you've seen with our South Carolina acquisition we've got finished and we've got the Detroit acquisition completed. And we've got several more we're working on right now. It's just a matter of, coming to terms that, makes sense for us. We're not, we're not in a hurry to get anything done unless the terms are right. Then we'll move very rapidly. As a side note, what do you think the average range is of the owners that are out there? I mean, are we dealing with people in their 50s, 60s, 70s, people that are, I'm trying to get an idea of like, when you're looking at the clubs that are out if they're talking to you about selling their children or their relatives don't want to take over the business. So is there an age group you're typically dealing with? Eric Langan I mean, the majority of the guys from their in their late 60s to 80s to low 80s, that we've been talking with so far. There's some guys in their 40s we're talking to right now as well. They're trying to decide if they want to stay in this business or they want to go do something we've had a few buyouts of guys like that in the past. They get married, they have kids, they decide that the adult entertainment businesses, is not something they want to stay in. So we see that sometimes, but I would say the majority are, between the ages of probably 65 and 80. Okay. All right, thank you, guys. Eric Langan Yeah, thank you. Mark Moran Thanks so much. Next up we have Aaron. Aaron, please take it like you're still on up we'll bring Adam, widen up. Adam, once you're connected, please take it away. And you're still on mute, Adam? Hey Adam, you're still on on mute?And I will text you right now. While we're waiting for Adam to unmute, I will pull up Jason, once you're connected, then you are good to go. Adam, you're unmuted if you want to proceed. Eric Langan I still show muted on my end. Both him and Jason are still muted. Mark Moran Jason or Adam, whoever unmutes first can have the next question. I muted. Thank you, Mark. Thank you, Mark. I just want to ask Eric about the new acquisition in Detroit with the new Flight Club and what, rebranding and new improvements you have made to the Flight Club and how the Detroit market is treating you guys. Eric Langan It's been great for us. We really, we really like the market up there, you know. We got our typical welcome where everybody told every entertainer and customer, all the crazy things that we were going to do, which we have never done before. So we had a little rough start in the beginning because a lot of the entertainers were, afraid to come to work because they thought they, I mean, some of the stories they come up with this time were really good. But that lasts about two weeks and we get the word gets out and, we get our customers in, especially as we start seeing some of our VIP guests from other states come to town and know that, it's an RCI club and come in. So we got over that pretty course, we have some great ice storms and some weather that, was very unwelcoming in Detroit as well during the first takeover, but it's going very well now. We've done some minor upgrades. The club was in really good shape, so we upgraded the POS systems, we changed some of their systems and how they treated and find entertainers, how they, did some did some stuff that, it, it's, we just don't, we don't operate that way. So we had to fix those things, and get that, into play. Since then, it's been very good for right on course with the numbers we predicted. Good to hear. What do you think was the biggest operational change that you guys had to do from the previous owners down there? Eric Langan Just treating the way they treat guests. I mean, they wanted everyone to be a VIP, if you weren't spending 200 or 300 bucks when you walked in the door, you weren't treated very well, I don't think, that, that's kind of our of it. And so, we wanted to make it a place where the average guy can come in and have a good time. And if you want a VI VIPO, there's plenty of space in the club for VIPs as well. And so we kind of created that, all around encompassing club like we do at the, in the majority of our markets. I think that was the biggest change we made. Okay, nice. And then one last question with, the adult entertainment business, being very popular on the infamous, 8 mile road. Are you guys looking at any other adult entertainment clubs on 8 Mile, or are you guys just going to stay more in the suburbs of metro Detroit? Eric Langan I mean, we've looked in Detroit. We've looked at about 4 or 5 clubs up there. We were actually on a hunt, I posted on my ex, I posted some pictures of some of the clubs and some of the flight, taking the flight up there and some of those things. We've talked with other owners. We haven't been able to come to terms, with any of them that we agreed to, at this point, but we're always open. I mean, we're always looking for sure. Okay, thank you for your time, Eric and you guys. Mark Moran Thanks very much for your question, up we have [Adam Wyon]. Adam, feel free. Adam Wyon Can you guys hear me? Mark Moran We can. Adam Wyon Perfect. Okay, 3 questions. First question is on the insurance accrual. You guys created your captive, and I know you had like a $5 million charge in the quarter, the previous quarter. Can you sort of give us some clarity on how much, sort of the insurance accrual you had in the quarter on your EBITA that quote unquote wouldn't have been cash, that's sort of burdening your EBITA? Bradley Chhay The accrual for this quarter is 1.3 million Adam, but we look at it on an annualized basis. Our first quarter annualized run rate was about $9.1 million and given the actualization of run rates and whatnot, it's reduced to about $8.8 million. So we won't know until any of these claims come in, any invoices and things like that. But it is a non-cash, you're correct, it is a non-cash just a purely accrual charge, so about $1.3 million. Adam Wyon Right, but you took a big charge in the first quarter, so we wouldn't expect basically huge accruals going forward. Is that right? Correct. Bradley Chhay I just told you I think the annualized is 8.8%. So from that you guys can speculate what the next two quarters, could be based upon our current trends. Now if we have massive claims coming through or invoices or new lawsuits coming in, that can change it, but it just depends on what falls off and what gets added by the actuary. Adam Wyon And how much did and we had a big charge in the first quarter, right? We had like a $5 million-odd charge in the first quarter. That's it. Okay, that makes sense. Can you, I know a lot of restaurants have been complaining about weather and you said, well, weather was bad and you couldn't get in because of snow. I mean, is there any way to sort of quantify like how much IITA we lost in the first quarter because of weather and like if you, I mean, I know it's hard, but I'm saying like, do you have a sense of sort of like sort of what the burden was a little bit like based on if you like, let's say you'd close the location instead of having the people open, like, do you sort of have a sense of like what you think weather hurt you on comps or or Ibita a little bit? Yeah. Eric Langan I think it's about, I mean, I don't, there's no way to know for sure, but I can tell you that I believe that it was over about an eight-week period, and it was about 700,000 a week. And sales declines. And I'll tell you where I get that from is that we were doing $4.9 million to $5.1 million during those first eight weeks, January and February when we're having weather and close downs, and by March we were doing $5.7 million to $5.9 million per week. So if you figure true average should have been 5.7 to 5.9, and it was 4.9 to 5.1, about $700 a week over about an eight-week period. So, if you did that, it's about $5.6 million in sales, and you take that to a margin of about $3 million probably in more because we because we still have the cost, right? We still have the cost. We didn't have any of the revenue. We still have the cost. So, it was considerable, and I think you'll, we'll have a real good idea of it, as we come out of this quarter, because I don't suspect too much weather in April, May or June, to affect us much, at this point, only thing this year is we have, Easter was in April this year instead of March, and and this Mother's Day weekend was a little off for us, but not too bad, but quite a little off. But I think we'll, I think we're going to come in pretty close to about 5.7 million a week average this year or this quarter. It's what I'm, that's what I'm hoping unless we get to pick up at the end of May and in June. So we'll see how that goes. Adam Wyon Okay, on the, and then I got two more questions. On the M&A pipeline, you talked about another club. You're, can you talk a little bit about what you think has contributed to IITA so far between Detroit and then this other one in South Carolina and the other one that you're going that you're working on now and sort of what the pipeline is because it looks like you're Looking like you're averaging a good amount more than 6 million of people right now. Well, I mean, you, well, South. Eric Langan Carolina didn't contribute anything. We didn't close until April, but it will contribute this Detroit didn't contribute much last quarter because we closed in January, but January and February had really bad weather. We were still taking over, so there was some operating costs that we we increased as we first went up there before we got the revenues back up. But it is doing very well for us and it will contribute to. Probably on par with the $2 million run rate that we estimated when we purchased it, so it's going to be in good that's why I think this quarter, April, May, June will be a much better quarter for us to gauge everything on. We also had just recently closed the bombshells. We fired. David Simmons, the director of operations for the restaurant division, we promoted someone else from it then. They've really started working on changing those things and changing costs. We've lowered costs making some other cost changes. We've got the Denver location open. We've got Lubbock opening, hopefully on May 29th, if not by June 5th, I think we'll be open for sure. So Bombshells is going to go through some significant changes in this quarter, and I think we'll get a much better idea of bombshells as well. Plus bombshells was drastically affected by had the Houston Rockets in the playoffs this year, so that helped a little bit. So, hopefully NBA basketball continues to do well for us, through the NBA playoffs. And we've got, Astros baseball backup. So I think we'll be in, a much better idea to see, where bombshells are going by June 30th. That's kind of been, and I think I kind of told you that once before, in a conversation we had where I said, it's going to take till the end of June for bombshells to really for me to figure out, the change we've made, if they're effective, if they're, if we're doing any good with them, and to get these other two locations open, so that any and all drags or bombshells is gone. Adam Wyon Right, but we're not building outside of, like you said you sold the, you sold Aurora and you sold Huntsville. Eric Langan We have listed. We have not sold Huntsville. We sold Aurora. We have the Huntsville property listed. We have the Austin property listed, where we were going to build bombshells locations. Both those, both of those properties are, being listed for sale or lease right we're we'll start working on all that. The Grange is closed. It's been for sale. We've got people looking at it, but, this is, it's a tough restaurant environment right now, so I think it will take, a little bit, maybe by the end of the summer, I suspect that we'll see some movement on those. Adam Wyon Right, but you, it sounds like, you've gotten rid of all the bad bombshells by and large. You've got the final two that you're open, which you're opening because you've, sort of very far along, and then I guess it sounds like your focus is trying to get it to com positively and, figuring out whether it makes sense to divest it or what to do with it. Eric Langan Right? Exactly. I mean, if we can get a good offer for it, we would divest it. I mean, we're not, we, the offers when we put it up for sale the first time, we got ridiculously crazy. Like people wanted us to give them $80 million with assets for no money down and pay us $20 million for 50% of them and, basically have no liability on their side, keep all the liability on us, and but give them a 100% operational control. And we know we can't do that. I mean, that's That's not a fiduciary. I mean, at least if I did that, I couldn't even walk away, right? I'd be stuck with whatever they decided. At least this way, we can close and sell our properties. There's a lot, we have a lot of options still. This is the first quarter we've ever really lost money at Bombshell since its 14 years ago, and the majority of that loss was basically the startup cost for opening Denver. So, I'm very optimistic on a go forward basis that we can get the bombshells to a point where, they level out, the whole in the industry that side, I think even Twin Peaks reported negative same sort of sales for the first time, this last quarter. So it is, it is, it's a tougher market out there in the restaurant side of the actually, it's actually we're seeing a little bit on the club side as well, where some of the drinking is, the number of people are the number of people in the clubs have been pretty steady. Our headcounts have been good, just, the amount of spend is, has been down a little on the regional managers and and that and that that I've been talking with. So, I'm optimistic that as we get into the summer, as these tariff wars settle down and things start turn to normal, they get the new, the Republicans pass a new tax bill and they get some certainty for the next 3 or 4 years, 3. 5 years I guess. I think the economy could do very well. If that happens, that'll be great for us. Adam Wyon I mean, gas, I would think gas prices and all the inflation things that they're looking at like like gas prices and milk prices and all this stuff. I mean, I would think that all of those things should be a tailwind for you guys, not to mention, don't the comps get a lot easier for you guys over the next couple of quarters? I mean, you didn't start comping positively in nightclubs, I think, until The calendar 4th quarter last year. Eric Langan 4th quarter and 1st quarter, and then we were down again so we're flat for we're up 3 and we're down 3. So we're flat for 6 months basically, for I think that was mainly weather related, on the club side. Some of us VIP spend as well, but we were making it up. We were doing very well with putting, like I said, we're putting more people through the doors, and that's working very well for us now. As you see, our food and merchandise sales are up, but people are just aren't drinking as much. They're just not spending as much. And what they're not drinking is the high dollar bottles, the high dollar bottle sales, the liquor they're drinking by the glass and instead of, or by the drink, buying by the drink instead of by the bottle. So bottle service down, VIP spend is down, as you see in our service revenues down, almost 3%. So I think that's really what we've got to watch and focus on. We do have the Knicks in the playoffs and New York is doing very well. Cubs been doing great up are really coming out. They, they're, I think they sold out the Madison Square Garden for the watch parties even when they were playing in Boston. So that was great for the clubs that we're a block away from the garden there. So that's been really good for us. Miami's off a little bit, so hopefully, as we get into the summer months, we can get a little stronger in Miami. We, like I said, the head counts are good, we just gotta get the spin up.I think a lot of that is uncertainty, right? You got to remember, a very large portion of our customer base, especially the high dollar spend, are small business entrepreneurs who make, considerable amounts of money. But if their money is uncertain, then they won't spend as much as they normally would. They'll get, a little more reserved in their spending. And so, as the uncertainty goes away, I believe that we'll see our numbers come back up. Adam Wyon Okay. Thank. Mark Moran You. Yeah. Thanks so much for the questions, up, we have [Man Hands 9]. Please take it away. Thank you for taking my, question, and I really appreciate this venue to, talk with you. With the new administration, making a lot of noise and headlines, as part of their, project 2025, pornography was listed as being They they had wanted it to say that it should be outlawed, and I wondered if you have heard anything about this, if there's anything that you'd want to add about that. Eric Langan No, I, you haven't heard anything. We haven't had any issues. I don't think we're technically in the pornography business. We're not. Really making videos and whatnot, our biggest, protractors are always human trafficking, and we are very avid anti-human trafficking founding member of COS Club Owners Against Sex Trafficking, and we have done everything we can do, and continue to do everything we can do in our powers to fight sex trafficking and human trafficking in all forms. As well as a congressional, our training program has had received a congressional honor and we're going to continue to work with that program.I think, if, and look at any real studies that, less than 0.1% of all human trafficking is through adult nightclubs. Or even has any ties to any adult nightclubs, while our, there are people out there that are against our industry that would TRY to, skew those facts. I think those facts are pretty much given, when you get into real studies, real scientific studies that have, real data. So, I'm not too worried about anything like that. Thanks for taking my question. Mark Moran Fantastic. Thank you very much for the question and thank you, Eric and Bradley, on behalf of the company and our you and good night. Please visit one of our clubs or restaurants to have a great time. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Irish Independent
07-05-2025
- Politics
- Irish Independent
Letters: Let's not simplify Ireland's solidarity with the people suffering in Palestine
While our past occupation fosters empathy for those facing injustice, this narrative oversimplifies the profound moral conviction driving our support. The Irish people stand with Palestine not due to historical parallels but because the continuing genocide is wrong. The images of devastation in Gaza – starving children buried under rubble, entire families destroyed and communities obliterated – should shock the conscience of any decent person, regardless of politics or views on Israel. Ireland, and any nation that values human rights, cannot remain silent in the face of these atrocities. The deliberate and pernicious targeting of civilians, aid workers and journalists, the destruction of hospitals and the total blockade of basic necessities like food, water and medicines do not speak to historical parallels. They are present-day abominations that demand condemnation. Our stance is rooted in a rejection of inhumanity. Irish support for Palestine transcends political or historical analogies. It is a visceral response to the daily slaughter and starvation of innocent children. Overwhelming Irish public support for the Palestinian right to freedom and safety rises not out of some romanticised view of shared struggle, but because people here recognise the moral imperative to oppose war crimes and evil tyrants. Ireland's history may provide context, but it is not the sole lens. To reduce Ireland's position to a simplistic colonial comparison dismisses the depth of our sentiment that the mass murder in Palestine is simply wrong. Ireland's solidarity reflects this truth. Our stand is grounded in human decency, not history. Mark Moran, Stillorgan, Dublin Government should get off the fence and recall ambassador from Israel Can I appeal to our government to get off the American-Israeli fence? ADVERTISEMENT We have recognised Palestine as a state. That state is now under siege. I believe a genocide is taking place. A forced famine is now happening and the Israelis are about to plough through the whole strip. Are we so afraid of American might that we have lost our ability to call out this abomination? Have we forgotten we are a nation that was starved in the Famine? Its devastation saw our population halve and our native language almost die out. We won't stop what America and Israel wish to achieve, but when history is thumbed through in 100 years we will have been seen to have stood for the good. Bring home our ambassador from Israel. John Cuffe, Co Meath We should remember with pride the Irish men and women of World War II Frank Coughlan's article ('Ireland isn't invited to the VE Day 80th anniversary celebrations, but the losses we suffered should never be forgotten', Irish Independent, May 1) is a welcome reminder of the Irish who served and those who died in those dark days. It is important to remember the significant wartime contributions made by citizens of 'neutral' Ireland. My mother's 24-year-old cousin died in the near destruction of the vital oil convoy TM1 in January 1943 while en route from Trinidad to support the invasion of North Africa. His ship, the SS Empire Lytton, was among seven of the convoy's nine tankers that were sunk in controversial circumstances by a U-boat wolf pack. In my research, I was in touch with the son of one of the tanker's officers who survived. He was astonished to learn about the number of people from Ireland who enlisted in the British forces, as identified by Mr Coughlan (66,000 from the Republic and 64,000 from Northern Ireland). I suspect these figures may exclude the hundreds of Irish sailors who manned British merchant ships during the Battle of the Atlantic. Of the 11 sailors who died from the SS Empire Lytton, six were from Ireland – four from 'Éire', including a 19-year-old from Galway and a 17-year-old from Dublin, and two from Northern Ireland. My mother's cousin was previously rescued twice. I obtained crew lists from all the ships he served on before his horrific death. In almost every case there were sailors from both parts of this island among the crews. Nor should the quarter of a million men and women who went to work in essential jobs in Britain during the war years be forgotten. I reckon that in many Irish homes there will be photos of young men and women, soldiers, sailors, airmen, nurses and others who will be remembered when the VE Day commemorations play out on television and radio this week. I hope they will be remembered with pride. James Larkin, Dublin 18 Last thing country needs is more bureaucracy with appointment of new tsar The appointment of a so-called tsar and staff to fix the housing crisis smacks of gimmickry. We don't need any more bureaucracy. The housing shortage has been analysed to death. We need boots on the ground, more developers and tradesmen, and less red tape. When the financial crash of 2008 hit, many developers in Ireland were depicted as greedy an irresponsible. Many left the business, never to return. Thousands of tradesmen emigrated. The presence of ghost estates around the country left the impression there was a surplus of houses for several years into the future. Demographic change is constant. We elect politicians who in turn appoint advisers to track such changes and not make assumptions that the housing need was sorted. In a decade and a half we have gone from a surplus of houses to a chronic shortage. Somebody was asleep at the wheel in failing to grasp that everything is cyclical. Nothing stands still. In order to bring developers back, they must be treated with respect. Housing development involves a lot of volatility, from inflation in material costs to regulatory delays. Builders will start building again, but only if they are treated with fairness. Joseph Kiely, Letterkenny, Co Donegal Cardinals had better think carefully before choosing a pope from outside US The conclave in Rome had better be careful. If the next pope elected by them is from outside the US, Trump might well impose harsh tariffs on the church.
