People with passion.
That’s where it all begins.
ANNUAL REPORT FOR THE YEAR ENDED MARCH 31, 2006
1 Corporate Profile
1 2006 Financial Highlights
3 Chairman’s Message
5 Message to Shareholders
11 Simulation Products/Civil
13 Training and Services/Civil
15 Training and Services/Military
17 Simulation Products/Military
18 CAE Presence Worldwide
21 Community Involvement
22 Outreach
23 Environment
25 Management Discussion
and Analysis
71 Management’s Statement of
Responsibility and Auditors’ Report
72 Consolidated Financial Statements
75 Notes to Consolidated
Financial Statements
115 Board of Directors and Officers
116 Shareholder and Investor
Information
C O R P O R ATE PROFILE
CAE is a world-leading provider of simulation and modelling technologies for civil aviation and military customers. With annual re v e n u e s
o f m o re than C$1 billion, the Company operates in 19 countries around the world. CAE has sold nearly 700 simulators and training devices
to airlines, aircraft manufacturers, training centres and defence forces for air and ground purposes in more than 40 countries. Wi t h o v e r
100 full-flight simulators in more than 20 aviation training centres serving approximately 3,500 airlines, aircraft operators
a n d m a n u f a c t u rers across the globe, CAE is a world leader in aviation, maintenance and crew training services. CAE licences its simulation
s o f t w a re to various market segments and has a professional services division assisting customers with wide-ranging simulation-based needs.
2006 FINANCIAL HIGHLIGHTS
(amounts in millions, except per share amounts)
2 0 0 6
2 0 0 5
2 0 0 4
Operating re s u l t s
Continuing operations
R e v e n u e
E a rnings (loss)
Net earnings (loss)
Financial position
Total assets
Total debt, net of cash
Per share
E a rnings (loss) from continuing operations
Net earnings (loss)
D i v i d e n d s
S h a reholders’ equity
1 , 1 0 7 . 2
7 0 . 9
6 4 . 9
1 , 7 1 6 . 1
1 9 0 . 2
0 . 2 8
0 . 2 6
0 . 0 4
2 . 7 0
9 8 6 . 2
( 3 0 4 . 7 )
( 1 9 9 . 9 )
1 , 6 9 9 . 7
2 8 5 . 8
( 1 . 2 3 )
( 0 . 8 1 )
0 . 1 0
2 . 6 4
9 3 8 . 4
4 7 . 4
6 4 . 0
2 , 3 0 8 . 7
5 2 9 . 6
0 . 2 0
0 . 2 7
0 . 1 2
3 . 9 4
GEOGRAPHIC DISTRIBUTION
OF REVENUE
C a n a d a
United States
United Kingdom
G e rm a n y
N e t h e r l a n d s
Other European Countries
Asia and Middle East
O t h e r
9 %
3 5 %
7 %
1 3 %
9 %
5 %
1 6 %
6 %
REVENUE BY
BUSINESS SEGMENT
Training and Services/Civil
2 9 %
Training and Services/
Military
Simulation Pro d u c t s / C i v i l
1 8 %
2 3 %
Simulation Products/Military 3 0 %
CAE ANNUAL REPORT 2006 _ 1
Lynton R. Wilson
Chairman
of the Board
CHAIRMAN’S MESSAGE
On behalf of the Board I am pleased to report considerable
progress during the past year at CAE. A number of initiatives
are well underway aimed at sustaining the Company’s position
as a world leader in simulation, modelling and training services,
while ensuring that it becomes a more efficient enterprise.
Under Chief Executive Robert Brown’s leadership, your Company is successfully executing the restructuring plan that was announced
early in 2005. These efforts have produced a strengthened balance sheet with considerably less debt, increasingly streamlined business
processes, a more consolidated global footprint, and a workforce whose considerable talents are aligned with specific strategic and financial
targets. This progress would not have been possible without the commitment and support of CAE’s executives, managers, and employees
around the world.
Richard J. Currie, O.C.C., a member of CAE’s Board since 2001, will not be standing for re-election this year. We wish to extend our sincere
gratitude and appreciation to Mr. Currie for his outstanding contribution to the development of the Company during this transformation period.
Robert Lacroix, O.C., Ph.D., a professor of Economics at the University of Montreal, was appointed to the Board in December 2005. Having
served as Rector of the University from 1998 until 2005, Dr. Lacroix is an acknowledged expert on the economics of technological progress
and innovation. We welcome Dr. Lacroix to the Board.
With a more streamlined structure and a keen focus on developing leading-edge technology, CAE is well positioned to take advantage of
growth in the global civil aerospace industry, as well as new opportunities in the military market.
We are grateful for the confidence, trust and continued support of all those with a stake in the Company’s ongoing success.
L. R. Wilson
Chairman of the Board
May 17, 2006
CAE ANNUAL REPORT 2006 _ 3
Robert E. Brown
President and
Chief Executive
Officer
MESSAGE TO SHAREHOLDERS
This year has been one of transition and tremendous
change at CAE as we moved to establish a solid foundation
for shareholder value in the future. While our efforts through
the transition phase continue, we have made considerable
progress. CAE’s balance sheet has been strengthened, our
restructuring plans are on track, investments have been made
to consolidate and improve upon our technological leadership,
and all this, while generating positive free cash flow.
These important milestones could not have been reached without the dedication, commitment and re-engagement of our employees.
Our success, as the theme of this Annual Report points out, begins and ends with the people who work at CAE.
IMPROVED FINANCIAL POSITION, NEW ACCOUNTABILITY
We have made key strides in restoring the health of our balance sheet, resulting in greater financial flexibility for the future. To help us
more effectively manage the business, we began reporting our financial results in four different segments: Simulation Products/Civil,
Training and Services/Civil, Simulation Products/Military and Training and Services/Military. This segmentation reflects the healthy
diversification of our business, aligning us with successful aerospace companies around the world. Each segment is now accountable for
meeting performance objectives around its own P&L responsibility and balance sheet. To further bolster our new structure, we introduced
key members of management including Marc Parent, Group President, Simulation Products; Suzanne Roy, Vice President, Program and
Product Management and Customer Services; and François Chagnon, who heads our Global Strategic Sourcing group.
CAE is now generating free cash flow, a key indicator of the quality of a company’s earnings. We have reduced net debt by $95.6 million to
$190.2 million compared to $285.8 million at the end of fiscal year 2005, while significantly improving our working capital position.
STREAMLINING OUR PROCESSES
We have streamlined the processes by which we design, develop, manufacture, deliver and maintain CAE’s leading-edge technology. In
Montreal, Canada, we reduced the footprint of our manufacturing facilities by more than 10%, bringing work that had formerly taken place
in adjacent facilities back into the main plant. We also completely reorganized the flow of work within this facility, increasing synergy and
efficiencies while reducing costs.
Through our new global sourcing strategy, we reduced the cost of our bill of material. Continuous improvement programs such as Kaizen
workshops have been successful in driving down our manufacturing cycle times. By instituting a strict change-control process and
standardizing our approach to simulator development, we achieved our goal of reducing the time required to build and deliver an Airbus
A320 full-flight simulator to within 14 months from 18-20 months. We now intend to apply these new processes to the manufacturing of
other civil simulator platforms.
CAE ANNUAL REPORT 2006 _ 5
NEW SYNERGIES
We are continually developing new synergies between our Military and Civil groups. For instance, commercial-off-the-shelf technologies
developed as part of CAE’s military simulation tools are now finding their way into our civil simulation products as well.
Within our network of aviation training centres, we are redeploying simulators to maximize their utilization as well as consolidating our
footprint, closing several centres in the US and in Europe. In order to bring CAE’s people closer to customers and to reduce our overhead
costs, we eliminated a layer of management at the regional level. And recently, we decided to implement Six Sigma in the Civil Training
business to provide us with standardized processes and consistent service across our global network.
These changes have allowed us to reach our goal of $14 million in cost savings in fiscal year 2006. As indicated at the announcement of
our restructuring in February 2005, we continue to expect this to rise to $30 million in fiscal year 2008.
CONTINUING TO FOCUS ON CUSTOMERS
While improving productivity during our restructuring, we continued to listen carefully to our customers, increasing the level of personal
contact with them to fully understand their priorities. As a result, we are meeting market needs by developing new ways to provide
high-quality technological solutions at a lower cost.
EMPLOYEE ENGAGEMENT ON THE RISE
During this year of transition, we emphasized that employees are our greatest asset. Improving morale and building employee engagement
have been a key focus. We have increased the level of communication throughout the organization, improving employee access to senior
management and aligning all efforts along the same priorities. Changes to the Employee Stock Purchase Plan have facilitated employee
ownership of Company stock. I’m pleased to report that a recent survey has shown a good improvement in employee engagement compared
to a year ago.
60 YEARS OF INNOVATION
CAE will celebrate its 60th anniversary in March 2007. Our legacy and our future depend on the continued innovation, commitment and
strength of our people. The real potential of CAE is realized by unlocking the unique technologies and capabilities that reside within the
Company. Our $630-million R&D program, Project Phoenix, is intended to do just that. We will enhance our existing portfolio of products
and training solutions through innovations that continue to lead the industry and set new standards for safety and efficiency.
MOVING FORWARD
Looking to the future, we will continue to strengthen our financial position while consolidating and improving on gains from restructuring.
We also plan to capitalize on the continued upturn in the world’s aerospace industry. Leveraging our full spectrum of products and services,
we are addressing the needs of non-traditional as well as newly emerging markets such as China and India. We will also continue to make
efforts to re-engage our employees.
I want to thank all CAE employees whose work and dedication allowed us to manage this challenging year of transition with little disruption
to customers. I wish to express my appreciation, too, for their continued generosity and involvement in the community. Through programs
such as United Way/Centraide, and an emergency appeal to help our colleagues in Biloxi affected by Hurricane Katrina, the employees of
CAE are proving that they want to make a meaningful contribution to the communities in which they work.
To our shareholders, I would like to offer my assurance that we are making every effort to reward you for your continued confidence in CAE.
While much has been accomplished, there are many opportunities to improve our performance and to continue to create value.
Robert E. Brown
President and Chief Executive Officer
May 17, 2006
6 _ CAE ANNUAL REPORT 2006
REVENUE
(in millions of dollars)
NET DEBT
(in millions of dollars)
NET CASH
PROVIDED BY
CONTINUING
OPERATING
ACTIVITIES
(in millions of dollars)
NON-CASH
WORKING CAPITAL
(in millions of dollars)
CAE ANNUAL REPORT 2006 _ 7
02004006008001,0001,2002004200520060100200300400500600200420052006050100150200250200420052006-80-60-40-20060402080100200420052006 Together we imagine, design, develop, deliver and
support what are acknowledged to be among the
most innovative modelling, simulation and training
products and services in the world.
At CAE, it all begins with our people
This is a company rooted in the expertise and creativity of some of the finest technological
minds in the industry, led by a solid management team and the resources necessary to turn
their creativity into reality.
Carlo Fiorentino
Mechanical
Engineer
Canada
Patrick Piché
3-D Software
Developer
Canada
OUR EMPLOYEES IN MONTREAL
How our simulation experts make it real
OF THE 5,000 TALENTED EMPLOYEES WHO MAKE UP THE COLLECTIVE STRENGTH
AND EXPERTISE OF CAE, ABOUT 3,000 PEOPLE ARE BASED AT ITS HEAD OFFICE
AND MAIN MANUFACTURING FACILITY IN MONTREAL, CANADA. THERE, EMPLOYEES
INVOLVED IN ENGINEERING, SOFTWARE AND TECHNOLOGY DEVELOPMENT COMBINE
THEIR EFFORTS WITH THOSE IN PROGRAM AND PRODUCT MANAGEMENT, GLOBAL
STRATEGIC SOURCING, SALES AND MARKETING AS WELL AS MANUFACTURING TO
DESIGN, BUILD, DELIVER AND SUPPORT SOME OF THE WORLD’S MOST INNOVATIVE
SIMULATION TECHNOLOGY INTENDED FOR BOTH CIVIL AND MILITARY MARKETS.
Montreal is home to a training facility that offers Bombardier CRJ200 and Airbus A310 training to the pilots of Air Transat and Air Canada
Jazz, as well as providing technical services for several Embraer 170 and 190 simulators.
Also based in CAE’s head office are strategic personnel in finance, human resources, communications and legal affairs, who provide the
vital infrastructure that helps drive the Company’s progress.
PULLING OUT ALL THE STOPS
In fiscal year 2006, CAE’s employees in Montreal pulled out all the stops to dissolve the silos that had previously existed between its
Military and Civil business units and to develop synergies that would benefit the whole Company. Through programs aimed at streamlining
CAE’s processes, employees regularly saw opportunities for improvements and made recommendations to bring about real change.
In addition, consolidating the work from four adjacent facilities and bringing everyone under the same roof reduced CAE’s footprint by more
than 10% in the Montreal area and was a major factor in improving workflow and reducing costs.
A VISION FOR THE FUTURE BASED ON R&D
In November 2005, CAE launched Project Phoenix, a $630-million, six-year R&D initiative, with the goal of enhancing current leading-edge
technologies and developing additional ones in order to build on CAE’s position as a world leader in simulation, modelling and services.
As the largest integrated R&D project ever undertaken in CAE’s history, Project Phoenix is a key element of the Company’s restructuring
plan announced earlier in 2005. It is a leading-edge technology project that will significantly modify CAE’s product lines and its methods
of design, development and production.
The program will not only enhance CAE’s technology offerings in key markets but will also contribute to ongoing employment in Montreal,
where employees will carry out the work at CAE’s R&D laboratories, and test and integration facilities.
By unleashing the innovative spirit and creative energies of CAE’s employees, Project Phoenix is expected to produce long-term new
applications in existing, adjacent and emerging markets for the Company.
Mélanie Charest won’t settle for “good enough”
As a CAE Industrial Engineering Group Leader, Mélanie Charest leads the team responsible
for managing continuous improvement projects, including Kaizen workshops. “As a team,
we regularly succeed in taking upon increasing challenges,” says Mélanie. “We’re making
a lasting contribution to the transformation of CAE’s corporate culture and that makes me
proud.” Mélanie and her team were behind the past year’s total plant reorganization in
Montreal, bringing work that had taken place in adjacent buildings back into the main facility
and adding Phase 7, a new building.
Mélanie Charest
Group Leader,
Industrial Engineering
Canada
SIMULATION PRODUCTS CIVIL
Renowned for excellence. Celebrated for innovation.
THE TALENT AND CREATIVITY OF CAE’S WORKFORCE HAVE HELPED ESTABLISH
THE COMPANY AS THE WORLD’S LEADER IN FLIGHT SIMULATION. THANKS
TO ITS EMPLOYEES’ RELENTLESS QUEST FOR EXCELLENCE, CAE IS KNOWN
FOR THE REALISM, QUALITY AND RELIABILITY OF ITS SIMULATION TECHNOLOGY.
CAE has simulated the entire range of large civil aircraft as well as the leading
regional and business aircraft and a number of civil helicopters. In addition, CAE
offers a full spectrum of flight and maintenance training equipment, including
visual systems and CAE Simfinity® — a suite of simulation-based desktop products,
3-D trainers and interactive learning courses. In total, CAE has supplied more than
500 civil flight simulators and training devices to more than 110 airlines, aircraft
manufacturers and training centres worldwide.
Marc Parent
Group President
Simulation
Products
NOTABLE CONTRACTS IN FISCAL 2006
CAE won orders for 21 civil full-flight simulators in fiscal 2006, a 24% increase
over the previous fiscal year. Of those orders, 15 were awarded by customers in
the Asia-Pacific region, including contracts from longstanding CAE customer Japan
Airlines for three full-flight simulators with electric motion system technology, and
a CAE Maintenance Training Simulator System, all for Boeing 737 NG aircraft.
Other notable wins included a contract for the world’s first full-flight simulator for the new ARJ21 regional jet being developed by China’s
AVIC I Commercial Aircraft Co. (ACAC), and an order for two Airbus A320 full-flight simulators and two CAE Simfinity maintenance/flight
training devices from Malaysia’s AirAsia. As well, CAE won a contract from Air Canada for full-flight simulators for the Embraer 170 and
Embraer 190 aircraft for which it had previously developed the world’s first prototype simulators.
MOVING AHEAD ON RESTRUCTURING
Through Kaizen workshops and a strict focus on streamlining business processes and increasing synergies, employees working within
Simulation Products/Civil have made considerable progress in reducing both costs and manufacturing cycle times. In fiscal year 2006,
they were successful in meeting the Company’s objective of building, delivering and having certified an A320 simulator within 14 months,
a significant reduction from the 18-20 months it took previously.
LOOKING TO THE FUTURE
CAE’s employees are continually seeking ways to enhance the simulation products they produce to help customers improve the safety and
efficiency of their operations. The latest developments in simulator manufacturing are the result of an increased focus by airlines on life
cycle costs of equipment accompanied by the ongoing need for high-fidelity simulation in training. Currently, CAE is investing in the
evolution of new technology to make aviation training more effective, more accessible and more rapidly deployable to a wider range of
customers. Technological advances include electric-mechanical motion systems, enhanced visual systems, deployable ground school and
heightened realism in the cockpit.
CAE ANNUAL REPORT 2006 _ 11
Luo Zhenguo uses his people skills to enhance air safety
As a Boeing 737 and Boeing 777 ground instructor, Luo Zhenguo cites his personal interaction
with students as the most satisfying part of his job. By using an interactive approach to
involve students in the learning process, he’s been able to enhance the quality of training.
“I’m proud to see so many of my students flying — and flying safely — around the world,”
Luo says. “It’s an honour to work for CAE, one of the best training organizations in the world.”
Luo Zhenguo
Ground
Instructor
China
TRAINING AND SERVICES CIVIL
Customer-centricity at its best
OF CAE’S 5,000 EMPLOYEES WORLDWIDE, APPROXIMATELY 1,000 WORK IN THE
MORE THAN 20 FACILITIES THAT ENCOMPASS CAE’S GLOBAL TRAINING NETWORK.
THESE EMPLOYEES STRIVE DAILY TO MEET AND EXCEED CUSTOMER EXPECTATIONS
IN PROVIDING BUSINESS, REGIONAL AND COMMERCIAL AVIATION TRAINING THAT
IS PRACTICAL, OPERATIONAL AND CONTINUAL FOR PILOTS, MAINTENANCE
TECHNICIANS AND CREW MEMBERS.
Jeff Roberts
Group President
Civil Training
and Services
To help aircraft operators enhance the safety of their operations and gain
efficiencies, CAE employees offer tailored training services ranging from fully
integrated training programs to deployable ground school capabilities and e-learning
solutions. To meet the growing demand for airline pilots worldwide, CAE has
developed a comprehensive pilot provisioning solution, a turnkey, value-added
service that includes a complete range of pilot recruiting, screening, selection and
training services. And as part of its complete portfolio of services, CAE is making
the expertise, resources and automated tools it deploys in its network of training
centres available to airlines operating their own training facilities. These services
include the design, development and creation of courseware and curricula.
MAXIMIZING THE TRAINING NETWORK’S CAPABILITIES
CAE employees are continually exploring ways to enhance customer satisfaction while
becoming more efficient. As a result, a number of simulators are being relocated to
maximize utilization. CAE recently launched Six Sigma, a multi-faceted approach to process improvement aimed at reducing service delivery
defects to zero, and which ultimately enhances customer satisfaction. By driving operational efficiency, improving productivity, and establishing
a benchmark standard, Six Sigma gives CAE a competitive advantage, allowing the Company to offer consistent and effective service worldwide.
COMMERCIAL AIRLINES CALL UPON CAE FOR TRAINING
Fiscal 2006 saw CAE win a number of important training contracts, including a 10-year agreement with Virgin Atlantic Airways for Airbus
A340-600 and Boeing 747-400 training. Also, Spanish low-cost carrier Vueling awarded CAE a contract for pilot provisioning services
for Airbus A320 type-rated pilots. In addition, CAE won a contract from JetBlue Airways for maintenance and engineering support of its
CAE-built full-flight simulators. Other notable contracts were those awarded by easyJet, Ryanair and AirAsia, for services including simulator
maintenance, technical services, and pilot provisioning.
EXPANDING TO ADDRESS BUSINESS AVIATION GROWTH
In response to growth in business aviation, CAE is establishing a new training centre for business aviation in New Jersey, US. Slated to
open by the end of 2006, the North East Training Centre is the future site of the world’s first training program for the Dassault Falcon 7X
business jet as well as Falcon 900 EX/EASy and 2000 EX/EASy training. In addition, CAE’s training centre in Burgess Hill, UK is
undergoing an expansion to become the European site for Falcon 7X entitlement training and other business jet training programs.
EMERGING MARKETS CONTINUE TO PLAY AN IMPORTANT ROLE
Fast-growing airlines in Asia and the Middle East are turning to CAE for their training needs. Fiscal 2006 saw Air Deccan, SpiceJet and
Kingfisher Airlines of India as well as Oman Air and Qatar Airways choose CAE for their training. To address the pilot shortage in China,
CAE is expanding its Zhuhai Flight Training Centre, a joint venture between CAE and China Southern Airlines, by building an additional
training facility in the Zhuhai free trade zone. The new centre is slated to house six simulator bays and is expected to be operational by
early 2007. With this expansion, the Zhuhai Flight Training Centre will operate a total of 13 CAE-built simulators, maintaining its position
as China’s largest independent training facility.
CAE ANNUAL REPORT 2006 _ 13
Dirk Meijbaum goes above and beyond
Overseeing 15 host computers and 12 auxiliary computers, Dirk Meijbaum investigates
and corrects legacy faults on simulators, and maintains software that requires continuous
upgrading. He and his team in the UK use their considerable software abilities to assist Montreal-
based engineers with critical simulator upgrades. “One of our greatest accomplishments was
developing the tactical control centre for ‘Thursday War’ exercises in which all our on-site
simulators are linked in a war environment, and helicopter crews fly under various conditions,”
says Dirk. “They’ve become a well-known part of our Medium Support Helicopter Aircrew
Training Facility.”
Dirk Meijbaum
Principal Software
Engineering
Specialist
United Kingdom
TRAINING AND SERVICES MILITARY
Today’s challenges are formidable. So are our capabilities.
THROUGH ONGOING MILITARY TRAINING OPERATIONS AT MORE THAN 60 LOCATIONS
IN NORTH AMERICA, EUROPE, AUSTRALIA AND ELSEWHERE IN THE WORLD,
CAE’S EMPLOYEES PRIDE THEMSELVES ON PROVIDING CUSTOMERS WITH
TURNKEY TRAINING, A FULL RANGE OF TRAINING SUPPORT, AND SIMULATION-BASED
PROFESSIONAL SERVICES.
Training solutions range from comprehensive aircrew training and instruction to
technical and engineering services, maintenance and logistics support, and
consulting. With today’s military forces facing increasing pressure to reduce
operating costs, improve performance and maintain a high state of readiness, there
has been a growing trend to outsource a variety of training services as well as apply
simulation to all phases of a defence system’s lifecycle. Based on their experience
and talent, CAE employees are well qualified to respond to these challenges.
Don Campbell
Group President
Military Simulation
and Training
US, GERMAN, AUSTRALIAN, AND CANADIAN ARMED FORCES LOOK TO CAE
FOR TRAINING SERVICES
Recognizing CAE’s leadership in military training services, the armed forces of the
United States, Germany, Australia, and Canada signed significant contracts with the
Company during fiscal year 2006. CAE was awarded two contracts by the US Army
Program Executive Office — Simulation, Training, and Instrumentation. One contract
was a very strategic win for the Company to establish five rapid database-generation facilities for the United States Army in the US and
abroad. Under the Synthetic Environment Core —Database Virtual Environment Development, CAE will establish these facilities to help
facilitate rapid and realistic mission rehearsal capabilities for the US Army. The other contract calls for CAE to support mission rehearsal
and training systems for the US Army’s 160th Special Operations Aviation Regiment—Airborne at Ft. Campbell, Kentucky.
In fiscal year 2006, CAE continued its long-standing support of the German Armed Forces’ flight simulation equipment at 15 sites around
the world. New for fiscal year 2006 was a contract to provide maintenance and support services for 12 helicopter simulators at the German
Army Aviation School at Bückeberg. Near the end of the fiscal year, the Commonwealth of Australia awarded CAE a five-year contract to
provide support services for the new A330 Multi-Role Tanker Transport (MRTT) aircraft training systems that CAE will be designing and
manufacturing. Fiscal year 2006 also saw the Company awarded a contract by Canada’s Department of National Defence to provide
simulator maintenance and logistics support services for a range of flight simulation equipment operated by the Canadian Forces.
APPLYING LEADING-TECHNOLOGY TO DEVELOP NEW OPPORTUNITIES
CAE has traditionally applied its simulation technology and expertise to training services. However, simulation is an increasingly key part of
the entire defence system life cycle. At the beginning of the fiscal year, CAE launched its new CAE Professional Services unit following the
acquisition of Greenley & Associates. CAE Professional Services will spearhead the Company’s initiatives to support defence, government
and security agencies throughout the lifecycle of their projects, from initial research and concept development to design and production. As
a result, CAE employees are working to help customers apply simulation to analysis, design, research and experimentation applications. CAE
experts now offer professional and consulting services in areas such as human factors engineering, capability assessment, modelling and
simulation, and emergency response training.
CAE ANNUAL REPORT 2006 _ 15
James Burns embodies the pride of working at CAE
“We make the best simulators and I like being a part of that,” says avionics engineer James
Burns. James starts by researching how an aircraft’s complex cockpit displays work, and then
designs the software and instrumentation that simulate the real thing. “Every day is different.
It’s satisfying to solve complex problems on a daily basis and to deliver to the customer on
time,” he says. CAE is equally satisfied with James. After just 18 months on the job, he was
promoted to lead avionics engineer on the US Army Special Operations Forces Aviation Training
and Rehearsal Systems (ASTARS) program.
James Burns
Avionics Systems
Engineer
USA
SIMULATION PRODUCTS MILITARY
Leaders in technology… because we’re committed to innovation.
CAE EMPLOYEES WORKING FOR SIMULATION PRODUCTS / MILITARY USE THEIR
TECHNOLOGICAL EXPERTISE AND INNOVATIVE SPIRIT TO DESIGN AND BUILD
SOPHISTICATED MILITARY TRAINING AND MISSION REHEARSAL EQUIPMENT FOR
DEFENCE FORCES AROUND THE WORLD.
Through modelling and simulation technologies such as the CAE STRIVE®
simulation development framework as well as the new CAE Medallion™ 6000 visual
system, employees have earned a world-leading position in military flight simulation
and mission rehearsal for CAE. Today, CAE’s simulation and training systems can be
deployed rapidly and allow for seamless interoperability between allies, teaching
warfighters not only how to fly safely, but also allowing them to rehearse dangerous
missions in a no-risk virtual environment. CAE’s engineers have designed the widest
range of helicopter simulators in the world and more training systems for the C-130
Hercules than any other company. Employees are proud of CAE’s reputation as a
simulation technology leader in the military market.
MAJOR MILITARY CONTRACTS UNDERSCORE CAE’S WORLD LEADERSHIP
A number of CAE’s major military contracts for simulation products in fiscal year
2006 underscored the appreciation of some of the world’s leading defence
With CAE’s breadth and depth of
technology solutions and training
systems integration capabilities,
the Simulation Products/Military
segment is well positioned to
capitalize on international military
programs in North America,
Continental Europe, the UK,
Australia, Asia and the Middle East.
contractors and militaries for CAE’s technological leadership. Spain’s leading aerospace company, EADS CASA, selected CAE as its
preferred provider of simulation and training systems for C-295 aircraft programs worldwide. As part of this strategic collaboration, EADS
CASA awarded CAE contracts for one C-295 simulator that will go to the Brazilian Air Force and another for the EADS CASA training centre
in Seville, Spain. Later in the fiscal year, CAE won an additional contract from prime contractor EADS CASA to provide a turnkey training
capability for the Royal Australian Air Force’s new A330 Multi-Role Tanker Transport (MRTT) aircraft. Also, Lockheed Martin Corporation
exercised contract options for CAE to design and manufacture three additional C-130J/KC-130J weapon systems trainers for the United
States Air Force and the United States Marine Corps, reinforcing CAE’s global leadership in providing simulation and training solutions for
the C-130 aircraft. Fiscal year 2006 also saw the Company continue its growing relationship with the United States Navy, which awarded
CAE additional contracts for MH-60S simulators as well as upgrades to its P-3C Orion simulators.
ACQUISITION EXPANDS CAE’S PRODUCT OFFERINGS
In fiscal year 2006, the Company acquired Terrain Experts Inc., known in the military market as TERREX, a leading developer of software
tools for simulation database generation and visualization. The acquisition enhances CAE’s ability to develop and offer commercial-off-the-shelf
software to the market.
CLOSE RELATIONSHIPS WITH KEY CLIENTS AND PRIME CONTRACTORS
Thanks to its employees, CAE continues to be recognized as an innovator with key clients such as Germany’s Armed Forces and the US
Army’s 160 th Special Operations Aviation Regiment – Airborne, which has an ongoing requirement for the world’s most advanced mission
rehearsal and training systems. Through its employees’ reputation for innovation, its leading-edge technology, and its strategy of establishing
close relationships with prime contractors and original equipment manufacturers, CAE is well positioned on key aircraft platforms such
as the NH90 helicopter, C-295 medium transport, C-130J tactical transport, A330 MRTT, CH-47 Chinook helicopter, and others.
CAE ANNUAL REPORT 2006 _ 17
CAE PRESENCE WORLDWIDE
AUSTRALIA OAKEY*
RICHMOND*
NOWRA*
SYDNEY
BELGIUM BRUSSELS
SÃO PAULO
BRAZIL
CANADA BAGOTVILLE*
COLD LAKE*
GAGETOWN*
GREENWOOD*
MIRABEL
MONTREAL (Headquarters)
MOOSE JAW
OTTAWA
TORONTO
TRENTON*
VANCOUVER
CHILE SANTIAGO
CHINA ZHUHAI
GERMANY BÜCKEBERG
BUECHEL*
FASSBERG
FÜRSTENFELDBRUCK*
GEILENKIRCHEN*
HOLFZDORF
HOPSTEN*
JAGEL*
KIEL*
LAAGE*
LECHFELD*
MENDIG*
NEUBURG*
NOERVENICH*
STOLBERG
WITTMUND*
WUNSTORF*
INDIA BANGALORE
ITALY
PISA*
ROME
SESTO CALENDE
VITERBO*
MALAYSIA KUALA LUMPUR
NETHERLANDS AMSTERDAM
DEN HELDER*
PORTUGAL EVORA
QATAR DOHA
RUSSIA MOSCOW
SINGAPORE SINGAPORE
SPAIN MADRID
UNITED ARAB EMIRATES DUBAI
UNITED KINGDOM BENSON
BURGESS HILL
CULDROSE*
LYNEHAM*
YEOVILTON*
USA CHARLOTTE
CHERRY POINT*
CREECH*
DALLAS
DAVIS-MONTHAM*
DENVER
DOBBINS*
DYESS*
FORT CAMPBELL*
HOLLOMAN*
KEESLER*
LITTLE ROCK*
McCHORD*
MIAMI
MINNEAPOLIS*
MORRISTOWN
ORLANDO
PHOENIX
POPE*
SEATTLE
TUCSON
TAMPA
* Military support services
provided on military bases
18 _ CAE ANNUAL REPORT 2006
VANCOUVER McCHORDSEATTLECOLD LAKEMOOSEJAWDENVERHOLLOMANTUCSONPHOENIXDALLASMIAMIORLANDOTAMPATORONTOKEESLERMINNEAPOLISBAGOTVILLEGAGETOWNGREENWOODMIRABELOTTAWACHARLOTTEMSÃO PAULOMONTREALMSANTIAGOKMORRISTOWNTRENTONULITTLE ROCKCREECHDOBBINSPOPEDYESSFORT CAMPBELLDAVIS-MONTHAMCHERRY POINTZ Civil Training
Military Training
Military Support Services
Simulation Products
Professional Services
Planned Expansion
CAE ANNUAL REPORT 2006 _ 19
MADRIDSESTOCALENDEPISAVITERBOROMEEVORADUBAIDOHASINGAPOREBANGALORESYDNEYNOWRAOAKEYRICHMONDSMOSCOW SKUALALUMPURMUNITED KINGDOMBENSONBURGESS HILLCULDROSELYNEHAMYEOVILTONBELGIUMBRUSSELSGERMANYBÜCKEBERGBUECHELFASSBERGFÜERSTENFELDBRUCKGEILENKIRCHENHOLFZDORFHOPSTENJAGELKIELLAAGELECHFELDMENDIGNEUBURGNOERVENICHSTOLBERGWITTMUNDWUNSTORFNETHERLANDSAMSTERDAMDEN HELDERLZHUHAI Maxime Deraspe
New Business
Analyst
Canada
Sophie Dupuis
Training Team
Lead
Canada
Danielle Gauthier
Executive
Assistant
Canada
Cheryl Bourbonnais
Lead Hand,
Engraving
Canada
COMMUNITY INVOLVEMENT
Impact on education
EDUCATING THE NEXT GENERATION OF HIGHLY QUALIFIED PERSONNEL IN THE
FAST-PACED SIMULATION TECHNOLOGY ENVIRONMENT IS KEY TO MAINTAINING
CAE’S LEADING EDGE IN THE INDUSTRY. TO THIS END, CAE SUPPORTS PROMISING
SCIENCE AND ENGINEERING STUDENTS BY ALLOCATING A SIGNIFICANT PORTION
OF ITS TOTAL DONATIONS TO SCHOLARSHIP PROGRAMS IN NORTH AMERICAN
UNIVERSITIES AND COLLEGES.
In the US, CAE SimuFlite awards scholarships to potential aviators through the University Aviation Association (UAA), the Organization
of Black Airline Pilots (OBAP) and Women in Aviation International (WAI).
SUPPORT FOR HEALTH AND HEALTH CARE
This year, CAE became a major contributor to several health care centres in the Montreal area, including the Ste. Justine Hospital Foundation,
the Montreal Children’s Hospital Foundation, the Maisonneuve-Rosemont Hospital, the Laval Palliative Care Home and the Auxiliary of the
Royal Victoria Hospital, to name but a few.
CAE also lent its support to a number of charitable foundations that battle cancer and other diseases, including the Canadian Cancer Society,
the Multiple Sclerosis Foundation, the Quebec Heart & Stroke Foundation, the Laval Alzheimer Society, and the Weekend to End Breast
Cancer. In February 2006, Chief Executive Officer Robert E. Brown was honoured for his years of dedication to the Multiple Sclerosis
Foundation of Canada at a banquet in Montreal that helped raise over $440,000 for the Foundation.
Many of CAE’s employees support their local health-related charities. In the United Kingdom, for example, staff at RAF Benson raised funds
for the Oxford Children’s Hospital Campaign by selling their older computers.
COMMUNITY OUTREACH
CAE’s Canadian and US-based employees continued to generously support the Centraide/United Way campaign in fiscal year 2006.
Employees in Montreal contributed $323,000 of CAE’s total donation of $423,000 to Centraide of Greater Montreal. In Tampa, Florida,
CAE USA employees donated US$22,900 to their local United Way drive.
Youth outreach and humanitarian aid were but a few other causes supported by employees worldwide. In Dallas, Texas, CAE SimuFlite
employees amassed funds and vital necessities for the Grapevine Relief and Community Exchange (GRACE), a non-profit agency providing
emergency assistance to people in the Dallas-Fort Worth community whose needs were much greater this year due to Hurricane Katrina.
CAE SimuFlite employees in Dallas, Texas, participated in the 2005 Habitat for Humanity Housing Blitz, helping build homes for families in need.
CAE ANNUAL REPORT 2006 _ 21
OUTREACH
Helping our colleagues in need
THE LIVES OF 23 CAE EMPLOYEES LIVING IN THE BILOXI, MISSISSIPPI, AREA WERE
SHATTERED ON AUGUST 29, 2005, WHEN HURRICANE KATRINA HIT THEIR CITY
WITH A 30-FOOT SURGE. THOUGH THERE WERE NO FATALITIES, AND EMPLOYEES
AND THEIR FAMILIES DID NOT SUFFER PHYSICAL INJURIES, THE EFFECTS WERE
DEVASTATING. SOME EMPLOYEES WERE LEFT HOMELESS, OTHERS SAW THEIR
HOUSES SEVERELY DAMAGED AND MANY URGENTLY NEEDED BASIC SUPPLIES
SUCH AS FOOD, CLOTHING OR TEMPORARY HOUSING.
CAE employees around the world were quick to respond to their colleagues in need, raising funds through
departmental donation drives and such initiatives as the sale of chocolates and T-shirts. After the Company
decided to match employee contributions dollar-for-dollar, a total of US$93,000 was raised in the weeks
following the disaster. Thanks to these funds, which were administered through the CAE Disaster Relief
Foundation, many of these employees who work at the Keesler Air Force Base are getting back on their feet.
I don’t know if I can find the
words to express just how much
the money donated by the
employees of CAE (most of whom
I have never met) have helped
Mary and me during one of the
most difficult times in our lives.
I would like for them to know that
the impact of what they have
done has been nothing short of
life changing for us. Without the
donations we have received, we
would most certainly have had
to foreclose (what was left of our
home) and most likely would have
had to file for bankruptcy.
— Mark and Mary Kober
CAE’s fast response, quick support
and continuing aid to its
employees throughout this disaster
have been a beacon of light and
hope. You all should be commended
for your unselfish concern and
backing. We have always been
proud of our company and
employees, but this is of a higher
nature and calling. Thank you
from the bottom of my heart.
— Robert M. Peterson
22 _ CAE ANNUAL REPORT 2006
ENVIRONMENT
Strengthening health and safety by building awareness
THE HEALTH AND SAFETY OF CAE’S EMPLOYEES ARE OF PARAMOUNT IMPORTANCE
TO THE COMPANY. CAE IS CONTINUOUSLY STRENGTHENING ITS HEALTH AND
SAFETY PROGRAMS BY INCREASING AWARENESS, FORMALIZING ITS PROCEDURES,
MINIMIZING RISK AND BEING MORE PROACTIVE IN ACCIDENT PREVENTION, WITH
THE ULTIMATE OBJECTIVE OF ACHIEVING ZERO LOST-TIME INCIDENTS RESULTING
FROM EMPLOYEE INJURY.
CAE’s Occupational Health
and Safety Committee
members (left to right):
Cédrik Maisonneuve,
Julie Gaudin, Nathalie Tassé
and Alain Lemay
This year, CAE’s Occupational Health and Safety
Committee was the recipient of the 2006
Lachance-Morin award given annually by Quebec’s
Association Sectorielle Paritaire to the company
that has shown the most improvement in the area
of accident prevention. The award recognizes the
joint efforts of both management and union
members in such areas as hazardous materials
training given to employees and the development
of safe working procedures for the assembly and
dismantling of simulators.
WORKING TOGETHER FOR A GREENER TOMORROW
CAE employees continually seek to minimize their
impact on the environment, as can be seen in a number of different initiatives. Five years after a new recycling program was launched in
January 2001, CAE has achieved recycling rates of 71% for non-hazardous solid waste, 67% for hazardous waste and reduced its total waste
going to landfills by 50%.
CAE is also a proud new member of the eTree program, a joint initiative of Computershare Investor Services Inc. and the Tree Canada
Foundation that encourages shareholders to receive communications electronically rather than by mail. A tree will be planted on behalf of
each participating shareholder.
Montreal employees decided to use the proceeds of their aluminium can recycling program for a good cause. Using the funds amassed from
the program, CAE’s global food services provider, Sodexho, hosted a summertime party for several hundred children as part of its “Feeding
our Future” program, providing summer lunches to children who receive financial assistance during the school year, and would otherwise be
at risk of chronic hunger.
CAE ANNUAL REPORT 2006 _ 23
25 1 Highlights
26 2 Introduction
27 3 Caution Regarding Forward-Looking
Statements
27 4 Business Profile
27 5 Strategy and Key Performance
Drivers
30 6 Non-GAAP and Other Financial
Measures
31 7 Foreign Exchange
32 8 Consolidated Results
40 9 Consolidated Orders and Backlog
41 10 Segmented Results
51 11 Consolidated Cash Movements
and Liquidity
53 12 Consolidated Financial Position
56 13 Financial Instruments
57 14 Acquisitions, Business
Combinations and Divestitures
58 15 Capability to Execute Strategy
and Deliver Results
58 16 Business Risks and Uncertainties
61 17 Financial Statement Disclosure
66 18 Systems, Procedures and Controls
67 19 Oversight Role of Audit
Committee and Board of Directors
67 20 Additional Information
67 21 Selected Financial Information
MANAGEMENT DISCUSSION AND ANALYSIS
May 17, 2006 For the fourth quarter and the year ended March 31, 2006
1 HIGHLIGHTS
FINANCIAL
FOURTH QUARTER OF FISCAL 2006
• Consolidated revenue was $284.3 million, $7.7 million over last quarter and $21.6 million higher than for the same quarter last year
• Earnings from continuing operations were $14.8 million (or $0.06 per share) compared to $17.5 million (or $0.07 per share) in the preceding
quarter and $9.3 million (or $0.04 per share) in the fourth quarter of fiscal 2005, when the Company recognized the gain on disposal of its
Marine Control segment
• Excluding non-recurring items, earnings from continuing operations were $23.2 million (or $0.09 per share) compared to $23.7 million (or
$0.09 per share) in the third quarter and $14.1 million (or $0.06 per share) for the fourth quarter last year
• Net earnings were $9.4 million (or $0.04 million per share) compared to $17.6 million (or $0.07 per share) in the preceding quarter and
$108.8 million (or $0.44 per share) in the fourth quarter of fiscal 2005
• Net cash provided by continuing operations amounted to $69.8 million. This compares with $90.8 million for the last quarter and
$66.9 million for the fourth quarter last year
FISCAL 2006
• Consolidated revenue exceeded $1.1 billion, a 12% increase over the fiscal 2005 level
• Earnings from continuing operations were $70.9 million (or $0.28 per share) compared to a loss of $304.7 million last year. The profitability
of each segment has been restored and improved during fiscal 2006 as the savings from the restructuring were achieved
• Excluding non-recurring items, earnings from continuing operations were $86.8 million (or $0.35 per share). This compares with $46.9 million
(or $0.19 per share) on the same basis for fiscal 2005
• During fiscal 2006, the Company was impacted by the continued strengthening of the Canadian dollar. Over the year, the Canadian dollar
appreciated 4%, 10% and 11% respectively against the US dollar, the Euro and the British pound, which are the three main operating
currencies of the Company. Excluding the impact of the strengthening dollar, earnings from continuing operations would have been
approximately $5 million higher
• Net earnings were $64.9 million (or $0.26 per share) compared to a loss of $199.9 million (or $0.81 per share) last year
• Net cash provided by continuing operations amounted to $236.2 million, a $50.2 million increase over the amount provided in fiscal 2005
FINANCIAL POSITION – MARCH 31, 2006
• The Company’s financial position improved during fiscal 2006 owing to a $95.6 million reduction of the net debt level to $190.2 million
resulting primarily from:
– positive free cash flow ($73.7 million)
– the impact of the strengthening Canadian dollar ($17.5 million)
• Non-cash working capital ended the year at negative $74.5 million, improving by $84.1 million since March 31, 2005
• Capital employed at March 31, 2006 stands at $865.5 million compared to $937.4 million a year ago. Return on average capital employed
(ROCE) for the year was 9.6% excluding non-recurring items.
ORDERS AND OPERATIONS
• During fiscal 2006, Simulation Products/Civil achieved the following:
– Received 21 full-flight simulator orders from various airlines worldwide, as well as a series of training devices
– Certified the world’s first Embraer 190 full-flight simulator
• During fiscal 2006, Civil Training & Services signed various notable training agreements including the following:
– A ten-year agreement with UK-based Virgin Atlantic Airways to provide training for pilots of the carrier’s entire fleet of Airbus A340-600 and
Boeing 747-400 aircraft. The contract also includes an option for Airbus A380 training
– A five-year contract for pilot training on Airbus A320 aircraft with the new Indian carrier, Kingfisher Airlines
– A multi-year agreement with Qatar Airways for Airbus A330 and A340 pilot training
– The extension of Oman Air’s Boeing 737 NG aircraft pilot training program
– A contract for Boeing 737 NG pilot training for the new Indian low-cost carrier SpiceJet
– The expansion of the CAE-China Southern Airlines joint venture in Zhuhai
– The establishment of an Airbus A320 pilot-provisioning program for the Spanish low-cost carrier, Vueling Airlines
• During fiscal 2006, Military Simulation & Training was awarded key military programs, including the following:
– Work for NH90 full-mission simulators for the German long-term training service contract
CAE ANNUAL REPORT 2006 _ 25
– Upgrade of a P-3C Orion operational flight trainer (OFT) for the German Navy
– Tactical training capability upgrades to the C-130J and C-130H simulators of the Royal Australian Air Force (RAAF)
– NFTC maintenance and support service and CF-18 system engineering support service contracts in Canada
– One A330 Multi-Role Tanker Transport (MRTT) aircraft simulator for the Royal Australian Air Force
– Three C-130J/KC-130J weapon system trainers for the US Air Force (USAF) and US Marine Corps (USMC)
– One MH-60S operational flight trainer (OFT) for the US Navy
– Two C-295 FFSs, one for the Brazil Air Force and one for EADS CASA’s training centre in Seville, Spain
– An upgrade to a P-3C OFT and a spares and support package for the US Navy
RESTRUCTURING
• CAE’s achievements for fiscal 2006 are a direct reflection of the commitments it made in its restructuring plan announced February 11, 2005.
These achievements involved improvements in financial performance, changes to organizational structure, business and operational processes,
as well as the launch of important new projects
• Sale of the Marine Controls division to restore health of balance sheet and focus on core business
• Effective April 1st, 2005, the Company changed its internal organization structure such that operations are managed through four segments,
each with profitability and balance sheet responsibility, to reflect the way the business is managed and to provide more transparency to
investors
• Launch of Project Phoenix, a $630 million R&D initiative designed to improve current leading-edge technologies and to develop additional
ones that will build on CAE’s position as a world leader in simulation, modelling and services
• At the end of fiscal 2006, the Company incurred a total of $66 million in this restructuring plan ($34.0 million during fiscal 2006). Efforts
to rationalize some training facilities progressed well during the year, with some actions remaining to be completed in fiscal 2007. The
Company is also still re-engineering certain business processes in conjunction with the development of its new ERP system
OTHER
• CAE launched its CAE Medallion™ 6000 series visual system, the latest innovation to its suite of image generators
• In May 2005, CAE acquired Terrain Experts Inc., a leading developer of software tools for simulation database generation and visualization
2 INTRODUCTION
For the purposes of this discussion, “CAE” or the “Company” refers to CAE Inc. and its subsidiaries. This Management Discussion and Analysis
(MD&A) for the year (and three-month period) ended March 31, 2006, current as of May 17, 2006, focuses on CAE’s core business segments:
Simulation Products/Civil (SP/C); Simulation Products/Military (SP/M); Training & Services/Civil (TS/C); and Training & Services/Military (TS/M).
CAE’s fiscal year-end is March 31 and, unless otherwise indicated, all references to the “current year” or “2006” are for the fiscal year
ending March 31, 2006, and all references to “last year,” “prior year,” or a “year ago” are for the fiscal year ended March 31, 2005. Except as
otherwise indicated, all financial information discussed herein is determined in accordance with Canadian generally accepted accounting
principles (GAAP), and all dollar amounts referred to herein are in Canadian dollars. Readers are encouraged to review the Company’s
Consolidated Financial Statements in conjunction with the review of this MD&A.
This MD&A has been written to provide readers with a view of the Company as seen through the eyes of Management and to help them better
understand CAE’s:
• operations and business environment
• challenges, focus and strategy
• key performance drivers
• recent consolidated and segmented financial performance
• financial position and ability to generate liquidity to meet current obligations and undertake future projects
• capability to deliver results
• business risks and uncertainties
• critical accounting policies and estimates
• Management’s accountability
Materiality of information has been considered in preparing CAE’s financial statements and MD&A. Management considers information to
be material if:
• such information results in, or would reasonably be expected to result in, a significant change in the market price or value of CAE’s shares; or
• there is a substantial likelihood that a reasonable investor would consider the information to be important in making an investment decision
Management evaluates materiality with reference to all relevant circumstances, including potential market sensitivity.
26 _ CAE ANNUAL REPORT 2006
3 CAUTION REGARDING FORWARD-LOOKING STATEMENTS
This MD&A contains forward-looking statements with respect to CAE and the operations of each business segment based on estimates and
assumptions which Management considered reasonable at the time they were prepared and may include information concerning the Company’s
markets, future financial performance, business strategy, plans, goals and objectives. These forward-looking statements, by their nature,
necessarily involve risks and uncertainties that could cause actual results to differ, sometimes materially, from those contemplated by the forward-
looking statements. Statements preceded by the words “believe,” “expect,” “anticipate,” “intend,” “continue,” “estimate,” “may,” “will,”
“should” and/or similar expressions are forward-looking statements. CAE cautions the readers that the assumptions regarding future events, many
of which are beyond the control of Management, may affect the extent to which a particular projection materializes and/or could ultimately prove
to be incorrect; accordingly, readers are cautioned not to place undue reliance on these forward-looking statements. Factors that could cause
actual results or events to differ materially from current expectations are discussed herein (for additional information, refer to the Business Risks
and Uncertainties section of this MD&A). The Company disclaims any intention or obligation to update or revise any forward-looking statements,
whether as a result of new information, future events or otherwise. In particular, forward-looking statements do not reflect the potential impact
of any merger, acquisition or other business combinations or divestitures that may occur, be announced or completed after such statements are
made.
4 BUSINESS PROFILE
Founded in 1947 and headquartered in Montreal, Canada, CAE is a leading provider of simulation and modelling technologies and integrated
training services for civil aviation and defence customers worldwide. CAE employs approximately 5,000 people in manufacturing operations and
training facilities in 19 countries on five continents. More than 90% of CAE’s annual revenues are derived from worldwide exports and
international activities.
CAE designs, manufactures and supplies simulation equipment and services and develops integrated training solutions for military
organizations (Military business), commercial airlines, business aircraft operators and aircraft manufacturers (Civil business). CAE’s full-flight
simulators (FFS) replicate aircraft performance in normal and abnormal operations as well as in a comprehensive set of environmental conditions
utilizing visual systems that contain an extensive database of airports, other landing areas and flying environments, and motion and sound cues
to create a fully immersive training environment. The Company offers a full range of flight training devices based on the same software used in
its FFS. CAE also operates a global network of aviation training centres in locations around the world.
CAE’s Civil business is the world leader in the design and manufacture of civil FFS and visual systems used to train airline and business jet
pilots. In addition, CAE is the second largest independent civil aviation training provider, with a global network of 22 training centres equipped
with 108 FFSs.
CAE’s Military business is also a global leader in the design of advanced military training systems for air, land and sea applications, having
supplied the defence forces of more than 30 nations with military training systems and services. In addition to its comprehensive training
services, the Company offers a range of simulation equipment and modelling and simulation software. CAE has designed one of the widest ranges
of military helicopter simulators in the world and more training systems for the C-130 Hercules than any other company.
Effective April 1, 2005, the Company changed its internal organizational structure such that operations are managed and reported through
four segments:
(i)
Simulation Products/Civil (SP/C): designs, manufactures and supplies civil flight simulation training devices and visual systems
(ii) Simulation Products/Military (SP/M): designs, manufactures and supplies advanced military training products for air, land and sea
applications
(iii) Training & Services/Civil (TS/C): provides business and commercial aviation training and related services
(iv) Training & Services/Military (TS/M): supplies military turnkey training and operational solutions, support services, life extensions, systems
maintenance and modelling and simulation solutions
Previously, the Company’s operations were broken down and reported in three operating segments: Military Simulation & Training (Military),
Civil Simulation & Training (Civil) and Marine Controls (Marine), until the disposal of the latter segment in the fourth quarter of fiscal 2005.
CAE’s common shares are listed on the Toronto and New York stock exchanges under the symbols CAE and CGT, respectively.
5 STRATEGY AND KEY PERFORMANCE DRIVERS
5.1 STRATEGIC REVIEW
Over the past few years, the Company transformed itself, evolving from a supplier of equipment to a provider of integrated training solutions.
Following the arrival of Robert E. Brown as President and Chief Executive Officer in August 2004, an in-depth strategic review of CAE’s markets,
customers and other stakeholders as well as the Company’s internal resources and capabilities was conducted. As a result of this review, the
Marine Controls division was sold and the Company has refined its strategic direction and continues to provide a wide range of simulation and
training products and services in its two core markets, Civil business and Military business. CAE’s strategy and objectives going forward revolve
around the following initiatives:
CAE ANNUAL REPORT 2006 _ 27
• Safeguarding technological leadership by constantly investing in R&D in consultation with customers to continue launching innovative products
and services solutions that enhance customer’s operational efficiencies and further mitigate operational risks
• Focusing on high growth markets such as Asia and the Middle East for the Civil business
• Delivering a competitive training service in the marketplace while being cost effective and increasing revenue per simulator and the proportion
training services (wet training) as opposed to leased time on training devices (dry training) in the Company’s global network of training centres
• Bolstering the presence of the Military segments in the US market
• Expanding vertically into other products and services within the aerospace and defence industry requiring technological excellence in modelling
and simulation
• Expanding horizontally to pursue opportunities in non-traditional areas of the defence market and emerging markets such as homeland defence
and urban simulation by leveraging its extensive experience in modelling and simulation
• Reducing the costs associated with manufacturing simulation equipment intended both for sale to third parties as well as for installation in
the Company’s global network of training centres. The reduction is being accomplished by reducing the manufacturing cycle time and by
modularizing the products
• Implementing sound business processes and effective systems
RESTRUCTURING PLAN
5.2
5.2.1 THE PLAN
In February 2005, in order to achieve its strategy, to leverage its core capabilities and to institute a platform for sustainable, profitable business
growth, the Company formally announced a plan (the Restructuring Plan or the Plan) for which some action items had started during the third
quarter of fiscal 2005. The Plan focuses on the elimination of duplication of effort together with the establishment of a more competitive cost
structure and is intended to protect the Company’s technological leadership while at the same time fostering synergies between its various
operating units and implementing sound business practices. The Plan included the following actions:
• Consolidate development and production activities, including engineering, program management and global procurement (these functions had
previously existed in various business units, resulting in duplication)
• Improve initiatives geared towards standardizing processes and “productizing” the manufacturing process
• Rationalize the civil training centre footprint, including consolidation of training centres where duplication exists and relocation of a number
of FFSs to maximize yield
• Optimize the work force, streamline the management structure and re-engage employees
• Implement an Enterprise Resource Planning (ERP) system to improve transparency, accountability and information flow
• Apply various other measures that affect the nature and focus of operations
5.2.2 ACTIONS TAKEN
Fiscal 2006 has been a transition year for CAE while the Company addressed its business processes and cost structure, with the goal of having
a restructured and solid earnings base. Over the last 18 months, the Company has taken action in the following areas of activity:
Organizational restructuring
• Sold the Marine Controls division to restore health to the balance sheet and to focus on core business
• Reorganized the Company’s internal structure, effective April 1, 2005, such that operations are managed through four segments
• Consolidated departments such as program management and engineering, which were previously divided between Civil and Military
• Reduced the footprint in the main manufacturing plant by more than 10%; thereby improving productivity and increasing efficiency
• Bolstered the management team and, at the same time, eliminated layers of regional management
• Rationalized the civil training centre footprint, including the redeployment of seven FFSs, more specifically as a result of the following:
– The closure of the Maastricht operations (training centre and flight school) and the redeployment of its activities and assets to the Company’s
training centres in Amsterdam and Brussels
– The closure of the Senasa (Spain) training centre and the redeployment of its operations and A340 FFS to the Company’s Madrid training
centre (Barajas)
Operational & procedural restructuring
• Standardized and optimized the development and manufacturing processes, leading to faster production of lower-cost FFSs and greater
rationalization of the manufacturing footprint
• Launched Project Phoenix, a $630-million R&D initiative designed to help maintain CAE’s technological leadership
• Concluded more than 500 layoffs to right-size the organization and to reduce duplication
• Created Global sourcing function to combine procurement activities in one department with a mission to reduce the cost of sub-contracted
work to the Company as well as inputs from suppliers. It also facilitates knowledge sharing across CAE’s global business and implementation
of best practices in procurement
• Introduced a new compensation structure that emphasizes Management’s focus on economic value creation
• Instituted more disciplined bid procedures and use of the balance sheet
• Introduced Kaizen workshops and Six Sigma quality control to increase efficiency, improve employee engagement and ensure customer
satisfaction
28 _ CAE ANNUAL REPORT 2006
5.2.3 ACTIONS STILL IN PROGRESS
As stated above, since the Restructuring Plan was announced, TS/C completed the relocation of seven FFSs, four more are in the process of being
redeployed and others will be relocated by the end of fiscal 2007. Once the Restructuring Plan is finalized, CAE expects that 28 FFSs will have
been affected by the restructuring process.
The expansion and conversion of CAE’s Burgess Hill (UK) facility, which was solely serving the Military segment, to a civil training facility
is also well under way, and the extension is expected to be completed during the fall of 2006. After the expansion is completed, the Burgess Hill
facility will host a total of eight FFS bays. Following the conversion, Burgess Hill will serve both the military and civil segments.
In Spain, CAE and its partner, Iberia Lineas Aereas de España S.A. (Iberia), moved forward with their consolidation plan, and the Alcala
training centre will be closed once the expansion of the Barajas Training Centre is completed and all the FFSs have been redeployed. The
Company expects the Barajas training centre to be fully operational by end of fiscal 2007.
Upon the completion of the North East training centre in late calendar 2006, the secondary Dallas training centre will be closed. This closure
will mark the end of our redeployment strategy under our Restructuring Plan.
During fiscal 2007, the Company will continue to:
• review its product and services portfolio to deliver solutions focused on customers’ needs
• develop processes aimed at creating innovation by which to systematically extend its capabilities and technology into new markets
• incur some additional costs associated with the re-engineering of its business processes as they relate to the implementation of an ERP system
KEY PERFORMANCE DRIVERS
5.3
The Company believes that it has the following competitive advantages:
5.3.1 TECHNOLOGICAL LEADERSHIP
The Company’s technological leadership is unparalled and is a key competitive advantage. Pilots around the world regard CAE’s simulation as the
closest thing to the true experience of flight. With more than 1,200 employees holding a science degree and significant investment in research
and development (approximately 10% of its annual revenue), the Company continues to provide innovative training products that meet the
essential needs of its customers. CAE has consistently led the evolution of flight training and simulation systems technology with numerous
industry firsts to its credit. CAE has simulated the entire range of large civil aircraft as well the leading regional and business aircraft and a
number of civil helicopters. CAE is also an industry leader in the provision of simulation and training solutions for military fixed-wing transport
aircraft and military helicopter platforms. In addition, CAE has extensive knowledge, experience and credibility in designing and developing
simulators for prototype aircraft, as was recently demonstrated with the Airbus A380 and Embraer 170 and 190 programs.
5.3.2 PRODUCT DESIGN AND RELIABILITY
CAE simulators are designed to be easily upgradeable by the customer so that they can best represent the aircraft type as it evolves (due to
product changes or changes in air-worthiness regulations). In addition, CAE simulators achieve amongst the highest reliability rates in the
industry, a key benefit as simulators operate in high-duty cycles (16 to 20 hours a day is common).
5.3.3 LONG-TERM CUSTOMER RELATIONSHIPS
The Company has worked successfully, in some cases, for decades with major airlines and ministries of defence around the world. As a result of
its long-term relationships and its focus on the quality of services, the Company consistently meets or exceeds its customers’ standards.
5.3.4 LARGE AND DIVERSIFIED FLEET OF FFSs
To meet the diverse operational requirements of its customers, the Company operates a large fleet of FFSs. The Company’s fleet is comprised of
commercial jets, business jets and military helicopters from various types of aircraft manufactured by major manufacturers.
5.3.5 LEVERAGING COMPLEMENTARITIES OF PRODUCTS AND SERVICES
CAE is unique in its ability to provide a broad array of flight training products through which solutions can be tailored to suit each customer’s
specific requirements. A strong connectivity exists between the Company’s Product segments and Services segments where sales of training
equipment and related services are often part of the same program and are viewed in an integrated manner.
5.3.6 CUSTOMER SUPPORT
CAE maintains a strong focus on after-sales support, which is often critical to win follow-on sales.
5.3.7 GLOBAL COVERAGE
The Company currently operates in 19 countries on five continents. This broad geographic coverage enables the Company to respond quickly and
cost effectively to customer needs and new business opportunities while adhering to local market regulations and customs.
CAE ANNUAL REPORT 2006 _ 29
5.3.8 TRAINING METHODOLOGY
CAE revolutionized the way aviation training is performed with the introduction of its Simfinity®-based training solutions and courseware. Through
this innovation, CAE has scaled the high-fidelity simulation software found in its FFSs and leveraged this into training devices and solutions that
are used throughout the training cycle. This effectively brings the virtual aircraft cockpit into the classroom at the earliest stages of ground school
training, making for a more effective and more efficient training experience overall. Since CAE’s Simfinity® devices are part of a suite of fully-
integrated training solutions, updates and upgrades of FFSs can be done concurrently with the customer’s Simfinity®-based training devices.
5.3.9 MANUFACTURING CAPABILITY
With over 50 simulator test bays available at the Company’s manufacturing plants, CAE’s manufacturing and design capacity exceeds that of any
simulator manufacturer in the world.
5.3.10 CAPACITY TO CONTROL COSTS
To maximize the Company’s profitability and value for shareholders, CAE continues to focus on becoming more efficient while simultaneously
reducing its costs. Successful cost control depends on our ability to obtain data, equipment, consumables and other supplies required to conduct
our operations at competitive prices. CAE’s Global Strategic Sourcing group is focusing on improving long-term cost control and sourcing
strategies for major supplies used in the Company’s activities. It also facilitates knowledge sharing across our global business and implementation
of best practices in procurement. The Company continues to develop strategies to analyze and source supplies at the lowest cost over the life of
a FFS, including, where appropriate, long-term alliances with certain suppliers to ensure adequate supply is maintained.
6 NON-GAAP AND OTHER FINANCIAL MEASURES
This MD&A provides comments on non-GAAP and other financial measures. Readers should be cautioned that this information should not be
confused with, or used as an alternative for, performance measures determined in accordance with GAAP. Management believes that these
measures provide useful supplemental information to GAAP financial measures. However, these non-GAAP and other measures may not have a
standardized meaning prescribed by GAAP and therefore are unlikely to be comparable to similar measures presented by other companies.
6.1 BACKLOG
Backlog is defined as unfilled customer orders for products and services. For the SP/C, SP/M and TS/M segments, an item is considered part of
the backlog when a legally binding commercial agreement providing sufficient details on the party’s respective obligations (forming the basis for
a contract and/or an order) is in place between the Company and its client. For the military segments, only the contract items that have been
authorized by the customers (funded backlog) are included in the backlog figure. For the TS/C segment, backlog includes revenues from
customers under both long-term and short-term contractual arrangements where training revenues are guaranteed or expected from current
customers.
6.2 CAPITAL EMPLOYED
Capital employed is a measure of net investment:
• From the perspective of how capital is used, capital employed is defined as total assets excluding cash and cash equivalents, minus total
liabilities excluding long-term debt (together with its current portion). At each segment level, capital employed is defined as the segment’s
total assets excluding cash and cash equivalents, tax accounts and other non-operating assets, minus the segment’s total liabilities, excluding
tax accounts, long-term debt (together with its current portion) and other non-operating liabilities.
• From the perspective of the sources of capital, capital employed is the sum of net debt as defined below and total shareholders’ equity.
6.3 EBIT
Earnings before interest and income tax expenses (EBIT) is a financial term used to report a company's earnings as they would be excluding
interest and taxes. Management considers EBIT to be useful supplemental information since, by eliminating the effects of some financing
decisions and tax structures, performance can be analyzed between different periods, different companies and different industries with dissimilar
capital structures or tax jurisdictions.
6.4 FREE CASH FLOW
Free cash flow is defined by Management as net cash flows provided by continuing operating activities less capital expenditures (CapEx)
(including capitalized costs) and dividends paid plus proceeds from sales and leaseback and other asset-specific financing. CAE considers free
cash flow to be an indicator of the financial strength and liquidity of its business, as it shows how much cash is generated to grow the business,
repay debt and meet ongoing obligations. The inclusion of the dividend component in the definition of free cash flow results from the fact that
Management sees dividend payment as an obligation similar to the payment of interest to debtholders and therefore considers these funds as
unavailable for other purposes such as growth. Starting in fiscal 2007, the Company will differentiate its maintenance CapEx, which will be part
of the calculation of free cash flow, and its growth CapEx, which will be excluded from the calculation.
30 _ CAE ANNUAL REPORT 2006
6.5 NET DEBT
Net debt is defined as long-term debt (funded debt), including its current portion, minus cash and cash equivalents as they appear on the related
consolidated balance sheet. The Company considers net debt to be an indicator of its overall financial position.
6.6 NON-CASH WORKING CAPITAL
Non-cash working capital is defined as current assets minus current liabilities as they appear on the related consolidated balance sheet, excluding
the following items: cash and cash equivalents, current portion of long-term debt and current portion of assets and liabilities held for sale.
6.7 NON-RECURRING ITEMS
Non-recurring items are items identified as being inherently outside the normal course of business because they are infrequent, unusual and/or
do not represent a normal trend of the business. Management considers that by highlighting significant non-recurring items and by providing
operating results excluding these items, it is providing useful supplemental information that allows for a better analysis of CAE’s underlying and
ongoing operating performance.
6.8 REVENUE PER SIMULATOR
Revenue per simulator is calculated by dividing the revenue of TS/C for the period (on an annualized basis) by the related Revenue Simulator
Equivalent Unit.
6.9 REVENUE SIMULATOR EQUIVALENT UNIT
Revenue Simulator Equivalent Unit (RSEU) is defined as the sum of the FFSs that were available to generate revenue during the period. For
example, in the case of a 50/50 flight training joint venture, CAE will report only 50% of the FFSs deployed under this joint venture as RSEU.
If a FFS is being powered down and relocated, it will be excluded from this computation until the FFS is re-installed and available for revenue
generation as an RSEU.
6.10 SEGMENT OPERATING INCOME
Segment Operating Income (SOI) is the key indicator used internally to measure the financial performance of each segment. This measure gives
a good indication of the profitability of each segment, as it excludes the impact of any items not specifically related to the segment’s performance
(such items are presented in the reconciliation between total Segment Operating Income and EBIT; see Note 26 to the Consolidated Financial
Statements).
7 FOREIGN EXCHANGE
The Company’s reporting currency is the Canadian dollar, and assets, liabilities and transactions measured in foreign currencies need to be
translated to Canadian dollars at various exchange rates as required by GAAP. For fiscal 2006, the Company, while achieving operational
improvements, was again impacted by the continued strengthening of the Canadian dollar. From the beginning to the end of the period, the
Canadian dollar gained 4%, 10% and 11% respectively against the US dollar, the Euro and the British pound, the three main operating currencies
of the Company.
The foreign exchange (FX) rates used to translate assets, liabilities and backlog were as follows for the year ended March 31:
US dollar (US$ or USD)
Euro (y)
British pound (£ or GBP)
2006
1.1671
1.4169
2.0299
2005
1.2096
1.5689
2.2848
The average FX rates used to translate revenues and expenses were as follows for the fiscal year ended March 31:
US dollar (US$ or USD)
Euro (y)
British pound (£ or GBP)
2006
1.1938
1.4553
2.1341
2005
1.2789
1.6064
2.3573
(Decrease)
(4%)
(10%)
(11%)
(Decrease)
(7%)
(9%)
(9%)
Management estimates that the appreciation of the Canadian dollar during fiscal 2006 had an unfavourable impact on its earnings from
continuing operations (after-tax) of approximately $5 million compared to fiscal 2005. CAE believes that disclosing the impact of FX movement
on its results is useful supplemental information, since it allows performance to be compared between periods, excluding the impact of FX, which
can significantly affect the Company’s operations and financial results.
CAE’s exposure to fluctuations of FX rates between its main operating currencies is as follows:
• For each of the Company’s network of civil and military training centres, most of the revenue and costs are generated and incurred in the same
currency, leaving the net profitability and the net investment in these training centres exposed to foreign currency fluctuation. Under GAAP,
gains or losses resulting from the translation of the net investment in a self-sustaining subsidiary is deferred in the cumulative translation
CAE ANNUAL REPORT 2006 _ 31
adjustment (CTA) account which is part of the shareholders’ equity section of the balance sheet. Any effect of the fluctuation between
currencies on the net profitability will impact the earnings statement immediately and affect year-to-year and quarter-to-quarter comparisons.
• For the Company’s manufacturing operations outside of Canada (Germany, US, UK and Australia), most of the revenue and costs are generated
and incurred in the local currency with the exception of some data and equipment that can be bought, from time to time, in different
currencies. This also leaves the net profitability of the period and the net investment in these locations exposed to foreign currency fluctuation.
• For the Company’s manufacturing operations in Canada, although the net assets are not exposed to fluctuations of foreign currencies against
the Canadian dollar (except for receivables and payables in foreign currencies), more than 90% of its revenues are generated in foreign
currencies (mostly the US dollar and Euro), and a significant level of its expenses are incurred in Canadian dollars leaving this operation
exposed to fluctuations in foreign currencies. As a general policy, the milestone payments as per contracts denominated in foreign currencies
are hedged when signed, which allows the Company to protect itself against a portion of this foreign exchange exposure. However it is
impossible to offset all of the impacts of the movement in foreign currencies with these measures, leaving some residual exposures impacting
the statement of earnings. From a long-term perspective, the Company’s manufacturing operations in Canada are exposed to fluctuations of
the Canadian dollar since it does not hedge future revenues. It is therefore exposed to potential gains or losses in its foreign currency revenues
for its future business.
8 CONSOLIDATED RESULTS
Sections 8.1 and 8.2 provide information for the fourth quarter of fiscal 2006, and sections 8.3 and 8.4 provide information on the fiscal year.
Section 8.5 discusses how various government cost-sharing programs have impacted the consolidated results.
8.1 RESULTS FROM OPERATIONS – FOURTH QUARTER OF FISCAL 2006
SUMMARY OF CONSOLIDATED RESULTS FOR THE THREE-MONTH PERIOD ENDING
(amounts in millions, except per share amounts)
Revenue
EBIT
As a % of revenue
Interest expense, net
Earnings (loss) from continuing operations (pre-tax)
Income tax (recovery) expense
Earnings (loss)
From continuing operations
From discontinued operations
Net earnings
Basic and diluted EPS from continuing operations
Basic and diluted EPS
March 31,
Dec. 31,
March 31,
2006
$
284.3
$
9.5
3.3%
0.9
8.6
(6.2)
14.8
(5.4)
9.4
0.06
0.04
$
$
$
$
$
$
2005
276.6
32.7
11.8%
6.1
26.6
9.1
17.5
0.1
17.6
0.07
0.07
2005
$
262.7
(0.7)
–
16.1
(16.8)
(26.1)
9.3
99.5
108.8
0.04
0.44
$
$
$
8.1.1 CONSOLIDATED REVENUE – FOURTH QUARTER OF FISCAL 2006
Revenue was $284.3 million compared with $276.6 million for the third quarter of fiscal 2006 (sequential) and $262.7 million for the fourth
quarter of last year (year-over-year).
The sequential increase of $7.7 million, or 3%, results mainly from the performance of the SP/C and TS/C segments, which, respectively,
posted a $15.0 million increase (greater number of orders) and $3.1 million increase (strong overall demand). These increases were partially
offset by decreases in SP/M of $5.3 million (lower production level) and TS/M of $5.1 million (negative foreign exchange impacts). The year-
over-year increase of $21.6 million (or 8%) results mainly from a $23.8 million increase in SP/C revenue (higher level of activity) partially offset
by a $3.0 million decrease in SP/M (lower production level).
Further analysis of each segment’s results is provided in the Segmented Results section.
8.1.2 CONSOLIDATED EBIT – FOURTH QUARTER OF FISCAL 2006
EBIT reached $9.5 million (3.3% of revenue) compared with $32.7 million (11.8% of revenue) in the third quarter and incurred a loss of
$0.7 million for the same period last year.
The $9.5 million EBIT reported this quarter was negatively impacted by $25.1 million in costs incurred during the quarter in relation to the
Restructuring Plan. Excluding this non-recurring item, EBIT would have been $34.6 million (12.2% of revenue). The $32.7 million of EBIT
reported in the third quarter, for its part, included $4.9 million in non-recurring costs. Therefore, the third quarter EBIT, adjusted for non-
recurring items, would have been $37.6 million (13.6% of revenue). On the same basis, EBIT for the fourth quarter of fiscal 2005 amounted to
$27.7 million (10.5% of revenue).
32 _ CAE ANNUAL REPORT 2006
The sequential decrease in EBIT of $3.0 million or 8% is mainly due to lower revenue generated by the TS/M segment partially offset by
higher level of activity for TS/C. The year-over-year increase of $6.9 million or 25% resulted mainly from stronger performance in program
execution for the SP/C segment combined with higher level of activity for TS/C.
Further analysis of non-recurring items is provided in the Reconciliation of Non-Recurring Items section.
Further analysis of each segment’s results is provided in the Segmented Results section.
8.1.3 INTEREST EXPENSE (NET) – FOURTH QUARTER OF FISCAL 2006
The net interest expense for the quarter amounted to $0.9 million compared with $6.1 million for the previous quarter and with $16.1 million
for the fourth quarter of fiscal 2005. The variations between the periods are shown in the table and explained below.
(amounts in millions)
Net interest, comparative period
Decrease in interest on long-term debt
Increase in interest income
(Increase)/decrease in capitalized interest
Increase/(decrease) in amortization of deferred financing charges
Other
Net interest, current period
Decrease in interest on long-term debt
Sequential
Year-over-year
$
$
6.1
(3.9)
(2.4)
0.6
0.2
0.3
0.9
$
16.1
(8.0)
(2.8)
(0.2)
(5.2)
1.0
0.9
$
On a sequential basis the lower interest expense on long-term debt of $3.9 million results from the overall reduction in the Company’s debt level,
combined with the repayment of the Amsterdam asset-backed financing facility at the end of the third quarter this year, triggering a charge
totalling $3.4 million (including the one-time swap unwind costs and early prepayment charges of $2.8 million).
On a year-over-year basis the lower interest expense on long-term debt owes primarily to the overall reduction in the Company’s debt level
together with the effect, in the fourth quarter of last year, of the additional cost related to the Brazil training centre debt reduction in the amount
of $2.5 million and swap unwind costs of $2.0 million.
Increase in interest income
The sequential and year-over-year increase in interest income results mainly from the fourth quarter recognition of $2.2 million in revenue
resulting from the accretion of discounts on notes receivable owed to the Company by the acquirers of one of CAE’s discontinued operations.
Decrease in capitalized interest
The sequential decrease in capitalized interest resulted mainly from a lower level of assets under construction during the fourth quarter of fiscal
2006.
Decrease in amortization of deferred financing charges
The decrease of $5.2 million on a year-over-year basis resulted mainly from the write-off, during the fourth quarter of fiscal 2005, of the
unamortized deferred financing charge related to the Brazil financing in the amount of $4.7 million and lower amortization from the new revolving
credit facility renegotiated in July 2005 versus the previous costs of the April 2001 revolving credit facility.
8.1.4 INCOME TAXES – FOURTH QUARTER OF FISCAL 2006
Income taxes for the fourth quarter amounted to a net recovery of $6.2 million compared to an income tax expense of $9.1 million for the third
quarter and a $26.1 million recovery in the fourth quarter of last year.
The recovery in the fourth quarter is mainly attributable to the recognition of $9.0 million of tax assets arising from the reduction of the
valuation allowance on CAE’s net operating losses (NOLs) in the US and other recoveries. This recognition was necessary mainly due to the further
improvement in profitability of CAE’s US operations.
Excluding the non-recurring items, the income tax expense for the fourth quarter of fiscal 2006 would have been $8.9 million, representing
a tax rate of 28%.
Income taxes for the third quarter were $9.1 million, representing an effective tax rate of 34%.
Last year’s recovery resulted mainly from the recognition of $23.5 million of tax assets coming from the reduction of the valuation allowance
on CAE’s NOLs in the US ($12.2 million) together with the recognition of net capital losses in the US as a result of the sale of the Marine division.
8.1.5 RESULTS FROM DISCONTINUED OPERATIONS – FOURTH QUARTER OF FISCAL 2006
The Company recorded a $5.4 million net loss from discontinued operations resulting mainly from additional costs incurred and provisions taken
on residual obligations related to its former Cleaning Technologies business ($3.2 million), mostly in connection with the revaluation of a pension
liability and the reversal of previously recognized tax assets.
The net earnings from discontinued operations for the fourth quarter of fiscal 2005 amounted to $99.5 million and included the recognition
of a gain of $103.9 million (net of taxes of $25.1 million) on the sale of the Marine division.
For a complete discussion on discontinued operations, refer to the Acquisitions, Business Combinations and Divestitures section.
CAE ANNUAL REPORT 2006 _ 33
8.1.6 NET EARNINGS – FOURTH QUARTER OF FISCAL 2006
Net earnings were $9.4 million (3.3% of revenue) compared to $17.6 million (6.4% of revenue) for the third quarter and $108.8 million for the
fourth quarter last year.
Excluding non-recurring items, net earnings would have been $23.2 million for the fourth quarter of fiscal 2006, $23.7 million for the
preceding quarter and $14.1 million for the same period last year.
Further analysis of non-recurring items is provided in the Reconciliation of Non-Recurring Items section.
8.1.7 BASIC AND DILUTED EARNINGS PER SHARE – FOURTH QUARTER OF FISCAL 2006
EPS amounted to $0.04 and EPS from continuing operations, excluding non-recurring items, were $0.09. This compares to $0.07 and $0.09
respectively in the third quarter of fiscal 2006. For the same period in 2005, EPS reached $0.44, and EPS from continuing operations excluding
non-recurring items were $0.06.
Further analysis of non-recurring items is provided in the Reconciliation of Non-Recurring Items – fourth quarter of fiscal 2006 section.
8.2 RECONCILIATION OF NON-RECURRING ITEMS – FOURTH QUARTER OF FISCAL 2006
The table below shows how certain non-recurring items (as defined in Section 6) have affected the Company’s results in the respective reporting
periods. Management believes that this supplemental information is useful, as it provides an indication of the Company’s underlying performance
excluding these non-recurring items. Readers should be cautioned, however, that this information should not be confused with or used as an
alternative for net earnings determined in accordance with GAAP as an indicator of performance.
CONSOLIDATED RECONCILIATION OF NON-RECURRING ITEMS FOR THE THREE-MONTH PERIOD ENDING
(amounts in millions,
except per share amounts)
Earnings (loss) from
March 31, 2006
December 31, 2005
March 31, 2005
Amount
pre-tax
Amount
after tax Per share
Amount
pre-tax
Amount
after tax Per share
Amount
pre-tax
Amount
after tax Per share
continuing operations
$
8.6
$ 14.8 $ 0.06
$ 26.6
$ 17.5
$ 0.07
$ (16.8) $
9.3
$ 0.04
• Restructuring Plan
– Restructuring charge
– Other costs associated with
13.8
10.3
0.04
the Restructuring Plan
11.3
8.7
0.03
• Accretion of discounts on
notes receivable
(1.6)
(1.6)
(0.01)
• Early settlement of high-cost
long-term debt
• Foreign exchange loss
• Exit from the Dornier 328J platform
• Tax recoveries
Earnings from continuing operations,
excluding non-recurring items
(not in accordance with GAAP)
–
–
–
–
–
–
–
–
–
–
(9.0)
(0.03)
2.6
3.4
–
2.8
0.7
(1.8)
–
1.9
0.01
24.5
16.7
0.07
2.3
0.01
3.9
3.0
0.01
–
–
–
–
–
2.0
1.0
0.01
–
(1.0)
(0.01)
–
–
9.2
8.6
0.03
–
–
–
–
–
–
–
(23.5)
(0.09)
$ 32.1
$ 23.2
$ 0.09
$ 34.3
$ 23.7
$ 0.09
$ 20.8
$ 14.1
$ 0.06
Items included in the table above for the fourth quarter of fiscal 2006 are further discussed below. Other items are discussed in the
Reconciliation of non-recurring items – fiscal 2006 section.
8.2.1 RESTRUCTURING PLAN
The Company accounts for the restructuring charges in accordance with the Canadian Institute of Chartered Accountants (CICA), Emerging Issues
Committee (EIC) abstract number 134 – EIC 134, Accounting for Severance and Termination Benefits, and EIC-135, Accounting for Costs
Associated with Exit and Disposal Activities (Including Costs Incurred in a Restructuring), as described in Note 24 to the Consolidated Financial
Statements. These abstracts provide guidance on the timing of recognition and measurement of liabilities as well as disclosures for the various
types of costs associated with an exit or disposal activity, including restructuring. Under EIC-135, a liability for a cost associated with a
restructuring can be recorded only when that liability is incurred and can be measured at fair value. A liability is incurred when an event obligates
the Company to transfer or use assets, or more explicitly, when an event leaves the Company with little or no discretion to avoid transferring or
using the assets in the future. For the exit costs, a commitment to an exit plan or a plan of disposal only expresses Management’s intended future
actions and, therefore, does not meet the requirement for recognizing a liability and the related expense.
The Company is providing information on all costs associated with the Restructuring Plan (as described in Section 5), including the closure
of business activities, the relocation of business activities from one location to another, the changes in management structure and all other costs
related to the restructuring as it affects the nature and focus of the operations. However, the above accounting guidelines may limit the type of
expense than can be separately classified as a restructuring charge in the Consolidated Statement of Earnings.
34 _ CAE ANNUAL REPORT 2006
As a result, the Company’s financial statements provide a reconciliation of the sum of its SOIs with the earnings before interest and taxes
(Note 26). As part of this reconciliation, Management has highlighted all the costs associated with its Restructuring Plan in two separate lines.
The first line, entitled “Restructuring charge,” provides the information on restructuring costs that meet the definition of EIC-134 and EIC-135.
The second line, entitled “Other costs associated with the Restructuring Plan” provides information on incremental costs that are incurred as a
result of the Restructuring Plan which are included in EBIT, according to GAAP, but do not necessarily qualify as “restructuring charges” for
GAAP purposes. Management has decided to isolate these costs from SOI to better disclose all costs of the Restructuring Plan.
During the fourth quarter of fiscal 2006, the Company incurred $25.1 million in costs related to its Restructuring Plan. The costs incurred
during this quarter were mostly related to the closure activities and relocation of some assets in the TS/C segment, the further optimization of
the Montreal facility and the reduction of workforce abroad and in Canada. Of the $25.1 million, $13.8 million was recorded as a restructuring
charge for workforce reduction and related expenses, and $11.3 million was associated with its Plan.
8.2.2 ACCRETION OF DISCOUNT ON NOTES RECEIVABLE
Of the $2.2 million in additional interest resulting from the accretion of discount on notes receivable, only $0.6 million should be considered
recurring on an annual basis until maturity.
8.2.3 TAX RECOVERIES
As indicated previously, the Company recovered $9.0 million in the fourth quarter of fiscal 2006 as a result of a reduction in the valuation
allowances on NOLs and on the tax recoveries.
During the fourth quarter of fiscal 2005, non-recurring items included the recognition of $23.5 million in tax assets from a reduction in the
valuation allowance for NOLs and for capital losses for income tax purposes in the US.
Management considers these recoveries to be non-recurring since they are not part of the day-to-day operations of the Company.
8.3 RESULTS FROM OPERATIONS – FISCAL 2006
SUMMARY OF CONSOLIDATED RESULTS FOR THE TWELVE-MONTH PERIOD ENDING MARCH 31
(amounts in millions, except per share amounts)
Revenue
EBIT
As a % of revenue
Interest expense, net
Earnings (loss) from continuing operations (pre-tax)
Income tax expense (recovery)
Earnings (loss)
From continuing operations
From discontinued operations
Net earnings (loss)
Basic and diluted EPS from continuing operations
Basic and diluted EPS
2006
2005
$ 1,107.2
$
986.2
$
106.2
9.6%
16.2
90.0
19.1
70.9
(6.0)
64.9
0.28
0.26
(373.0)
–
32.1
(405.1)
(100.4)
(304.7)
104.8
(199.9)
(1.23)
(0.81)
$
$
$
$
$
$
$
$
$
2004
938.4
81.3
8.7%
22.4
58.9
11.5
47.4
16.6
64.0
0.20
0.27
8.3.1 CONSOLIDATED REVENUE – FISCAL 2006
Revenue reached $1,107.2 million, representing an increase of $121.0 million, or 12.3%, over the $986.2 million reported for the previous
year. Compared to fiscal 2004, revenue increased by $168.8 million.
The year-over-year increase resulted from growth in every business segment: the SP/C segment increased its revenue by $43.6 million
resulting from higher in FFS deliveries; the SP/M segment also increased its revenue by $48.5 million, mainly attributable to the NH90 contract;
TS/C’s revenue increased by 5% or $15.5 million as a result of an improved business environment; and TS/M’s revenues increased by
$13.4 million as a result of higher levels of maintenance and support services.
Revenue in fiscal 2005 was $47.8 million higher than in fiscal 2004 as a result of higher revenue for TS/C (higher number of RSEUs) and
was slightly offset by the strengthening of the Canadian dollar, which impacted all segments.
Improvements in fiscal 2006 over the previous two years were accomplished despite the continued strengthening of the Canadian dollar
during the past three years.
Further analysis of the results of each segment is provided in the Segmented Results section.
CAE ANNUAL REPORT 2006 _ 35
8.3.2 CONSOLIDATED EBIT – FISCAL 2006
EBIT reached $106.2 million (9.6% of revenue) compared with a loss of $373.0 million (including an impairment charge of $443.3 million)
last year. EBIT in fiscal 2006 exceeds the level reached in 2004 by 31%.
EBIT was impacted by various non-recurring items, including a $5.3 million net foreign exchange gain on the reduction of the investment
in certain self-sustaining subsidiaries, a gain of $1.8 million related to exiting the Do328J platform, a write-down of $5.9 million of deferred bid
costs (incurred post-selection) on certain projects and restructuring costs of $18.9 million and other Restructuring Plan-related charges of
$15.1 million (for a total cost of $34.0 million related to the Restructuring Plan in fiscal 2006). Excluding non-recurring items, EBIT would have
been $139.0 million (12.6% of revenue).
Last year’s reported EBIT of negative $373.0 million included the effect of the $443.3 million impairment charge together with restructuring
costs of $24.5 million and $7.7 million in non-recurring Restructuring Plan-related expenses incurred during the initial phase of the Company’s
restructuring effort. These were offset by the recognition of $14.2 million in additional investment tax credits (ITCs) related to fiscal 2000 to
fiscal 2004. Excluding these items, last year’s EBIT would have been $88.3 million (9.0% of revenue).
For fiscal 2004, EBIT would have amounted to $90.6 million (9.7% of revenue), excluding the impact of non-recurring items.
Further analysis of non-recurring items is provided in the Reconciliation of Non-Recurring Items section.
Further analysis of each segment’s results is provided in the Segmented Results section.
8.3.3 INTEREST EXPENSE (NET) – FISCAL 2006
Net interest expense for fiscal 2006 amounted to $16.2 million compared with $32.1 million for fiscal 2005. The variations between the periods
are explained below.
(amounts in millions)
Net interest, prior period
Increase/(decrease) in interest on long-term debt
(Increase)/decrease in interest income
(Increase)/decrease in capitalized interest
Increase/(decrease) in amortization of deferred financing charges
Other
Net interest, current period
Decrease in interest on long-term debt for fiscal 2006
$
FY2005
to FY2006
32.1
(12.3)
(1.2)
3.0
(5.7)
0.3
$
16.2
$
FY2004
to FY2005
$
22.4
5.2
0.4
0.6
4.0
(0.5)
32.1
The decrease in interest on long-term debt in the amount of $12.3 million between fiscal 2005 and fiscal 2006 resulted mainly from a reduced
level of borrowings on the revolving term credit facility together with the effect, in fiscal 2005, of the repayment of the Brazilian credit facility
which triggered a $2.5 million cost related to this early settlement. This was offset by additional interest costs incurred in fiscal 2006 related
to the Amsterdam asset-backed financing ($4.6 million, including the one-time non-recurring swap unwinding cost and early prepayment penalty
of $2.8 million) and higher costs on various floating rate debt due to the increases in interest rates over last year.
Increase in interest income for fiscal 2006
Fiscal 2006 interest income is higher by $1.2 million due mainly to the recognition of $2.2 million in revenue resulting from the accretion of
discounts on notes receivable owed to the Company by the acquirer of a discontinued operation. This increase was offset by the refinancing of
CAE’s Medium Support Helicopter Aircrew Training Facility (MSHATF) project during the third quarter of fiscal 2005 that resulted in a lower
investment balance throughout fiscal 2006.
Decrease in capitalized interest for fiscal 2006
The impact of the decrease in capitalized interest of $3.0 million in fiscal 2006 was mainly due to reduced assets under construction on a year-
over-year basis.
Decrease in amortization of deferred financing charges for fiscal 2006
The decrease of $5.7 million on a year-over-year basis resulted mainly from the write-off of $4.7 million of the unamortized deferred financing
charge related to the Brazil financing that was repaid at the end of fiscal 2005, the reduced amortization of the deferred financing charge from
the Brazil financing of $0.8 million and the lower amortization from the new revolving credit facility renegotiated in July 2005 versus the previous
costs of the April 2001 revolving credit facility.
36 _ CAE ANNUAL REPORT 2006
Net interest – fiscal 2005 vs. fiscal 2004
Net interest expense amounted to $32.1 million in fiscal 2005 compared to $22.4 million in fiscal 2004, an increase of $9.7 million. The
increase resulted mainly from non-recurring costs arising from repayments of various debts with the proceeds generated from the sale of Marine
including expense due to the previously noted early settlement of the Brazilian debt facility. Excluding the impact of this early settlement, interest
expense would have been $22.9 million for fiscal 2005, slightly above the fiscal 2004 level, mainly as a result of higher interest rates prevailing
during fiscal 2005 and a lower level of capitalized interest.
8.3.4 INCOME TAXES – FISCAL 2006
Income tax expense for fiscal 2006 was $19.1 million compared to a net tax recovery of $100.4 million in fiscal 2005 and a tax expense of
$11.5 million in fiscal 2004. These represented tax rates of 21.2%, 24.8% and 19.5%, respectively.
As indicated previously, the Company recorded additional benefits of $9.0 million in the fourth quarter of fiscal 2006 as a result of the
reduction in valuation allowances on US NOLs and on other tax recoveries.
Excluding the effect of these non-recurring items, the income tax expense would have been $28.1 million, representing a tax rate of 31%
for the year.
The tax recovery for fiscal 2005 resulted from various elements including the large non-recurring charges taken during the year, together
with the recognition of $23.5 million in tax assets. Of this amount, $12.2 million was related to the reduction in the valuation allowance on
CAE’s net operating losses in the US. The remaining amount related to the recognition of net capital losses in the US as a result of the sale of
the Marine division. Excluding this non-recurring item, the income tax recovery would have been $18.5 million in fiscal 2005, representing a tax
rate of 28%.
The tax rate for fiscal 2004 was influenced by tax benefits of $4.4 million recorded on the prior years’ tax losses in Australia. Excluding
this non-recurring item, the income tax expense would have been $15.9 million in fiscal 2004, representing a tax rate of 27%.
The fluctuation in tax rates between periods is explained by changes to the mix of income for income tax purposes from various jurisdictions,
together with changes in the tax rates for each of these jurisdictions.
As at March 31, 2006, the Company has recorded the tax benefit related to all of its accumulated non-capital tax losses carried forward
that can be used to offset tax payable on future earnings from US operations. The Company also has accumulated non-capital tax losses carried
forward relating to its operations in other countries of approximately $89.3 million on which a future tax asset of $9.7 million has been recorded.
8.3.5 RESULTS FROM DISCONTINUED OPERATIONS – FISCAL 2006
During fiscal 2006, the Company recorded a $6.0 million net loss from discontinued operations resulting mainly from additional costs incurred
and adjustment to current provisions on pension and other obligations.
In fiscal 2005, results from discontinued operations amounted to $104.8 million and included the recognition of a gain on the sale of the
Marine division of $103.9 million (net of taxes of $25.1 million) as well as the earnings of $5.5 million previous to the sale. This was offset by
a $4.4 million charge recorded in relation to CAE’s former Cleaning Technologies business.
The $16.6 million net earnings from discontinued operations reported in fiscal 2004 represents a full year of earnings of Marine recorded
before the sale in fiscal 2005.
For a complete discussion of discontinued operations, refer to the Acquisitions, Business Combinations and Divestitures section.
8.3.6 NET EARNINGS – FISCAL 2006
Net earnings amounted to $64.9 million compared to a net loss of $199.9 million for last year. Earnings from continuing operations excluding
non-recurring items would have been $86.8 million, $46.9 million and $49.4 million in fiscal 2006, fiscal 2005 and fiscal 2004 respectively.
Further analysis of non-recurring items is provided in the Reconciliation of Non-Recurring Items – fiscal 2006 section.
8.3.7 EARNINGS PER SHARE – FISCAL 2006
EPS for fiscal 2006 was $0.26 and EPS from continuing operations excluding non-recurring items was $0.35. In fiscal 2005, EPS represented
a loss of $0.81, and in fiscal 2004 EPS was $0.27. EPS from continuing operations and excluding non-recurring items was $0.19 and $0.21
for fiscal 2005 and fiscal 2004 respectively.
Further analysis of non-recurring items is provided in the Reconciliation of Non-Recurring Items section.
CAE ANNUAL REPORT 2006 _ 37
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(4.4)
(0.02)
–
–
8.4 RECONCILIATION OF NON-RECURRING ITEMS – FISCAL 2006 VS. FISCAL 2005 VS. FISCAL 2004
The table below shows how certain non-recurring items (as defined in Section 6) have affected the Company’s results in the respective reporting
periods. Management believes that this supplemental information is useful, as it provides an indication of the Company’s underlying performance
excluding these non-recurring items. Readers should be cautioned, however, that this information should not be confused with or used as an
alternative for net earnings determined in accordance with GAAP as an indicator of performance.
CONSOLIDATED RECONCILIATION OF NON-RECURRING ITEMS FOR THE TWELVE-MONTH PERIOD ENDING
(amounts in millions,
Amount
Amount
Amount
Amount
Amount
Amount
except per share amounts)
pre-tax
after tax
Per share
pre-tax
after tax Per share
pre-tax
after tax
Per share
2006
2005
2004
Earnings (losses) from
continuing operations
$ 90.0
$ 70.9 $ 0.28
$ (405.1) $ (304.7) $ (1.23) $ 58.9
$ 47.4
$ 0.20
• Restructuring Pan
- Restructuring charge
- Other costs associated with
18.9
14.1
0.06
24.5
16.7
0.07
9.3
6.4
0.03
the Restructuring Plan
15.1
11.3
0.05
7.7
5.7
0.02
• Accretion of discounts on
notes receivable
(1.6)
(1.6)
(0.01)
–
–
–
• Early settlement of high-cost
long-term debt
2.8
2.0
0.01
9.2
8.6
0.03
• Write-down of unamortized
deferred financing costs
• Foreign exchange gain, net
• Write-down of deferred bid costs
• Exit from the Dornier 328J platform
• Additional ITC recognition
(FY2000 – FY2004)
• Tax recoveries
• Impairment charge
Earnings from continuing operations,
excluding non-recurring items
(not in accordance with GAAP)
1.1
(5.3)
5.9
(1.8)
–
–
–
0.7
(5.7)
5.1
(1.0)
–
(0.02)
0.02
(0.01)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(14.2)
(9.0)
(0.03)
–
(10.1)
(23.5)
–
–
443.3
354.2
(0.04)
(0.09)
1.43
$ 125.1
$ 86.8
$ 0.35
$ 65.4
$ 46.9
$ 0.19
$ 68.2
$ 49.4
$ 0.21
Each item included in the above table is further discussed below.
8.4.1 RESTRUCTURING PLAN
During fiscal 2006, the Company incurred $34.0 million in costs related to its Restructuring Plan, of which $18.9 million was recorded as a
restructuring charge according to GAAP for workforce reduction and related expenses and $15.1 million which did not meet the criteria to be
classified as restructuring charges according to GAAP (refer to Section 5 for further information on the Company’s Restructuring Plan).
During fiscal 2005, the Company recorded a $24.5 million restructuring charge for workforce reduction and related expenses together with
$7.7 million in non-recurring Restructuring Plan-related charges incurred during the initial phase of the Company’s restructuring effort, for a total
of $32.2 million in fiscal 2005.
Since the launch of the Restructuring Plan, the Company has incurred $66.2 million in costs associated with the Plan, of which
$43.4 million meet the criteria for classification as restructuring expenses under GAAP and $22.8 million, although not meeting the definition
of restructuring expenses for GAAP purposes, are related to the Restructuring Plan.
On April 5, 2004, as part of a previous rightsizing effort, the Company announced employee layoffs, of which 85% were based in Montreal.
A restructuring charge of $7.5 million to cover severance and other costs related to these employees was recorded in the results of the fourth
quarter of fiscal year 2004. Earlier, during the fourth quarter of fiscal 2004, the Company incurred $1.8 million in severance costs for European
training centres. The total restructuring costs incurred during the fourth quarter of fiscal 2004 amounted to $9.3 million.
8.4.2 ACCRETION OF DISCOUNT ON NOTES RECEIVABLE
Of the $2.2 million in additional interest resulting from the accretion of discount on notes receivable, only $0.6 million should be considered
recurring on an annual basis until maturity.
38 _ CAE ANNUAL REPORT 2006
8.4.3 EARLY SETTLEMENT OF HIGH-COST LONG-TERM DEBTS
During the third quarter of fiscal 2006, the Company took advantage of available liquidity and the strength of the Canadian dollar and
proceeded with the prepayment of a higher-cost asset-backed financing which was in place at the date of the acquisition of Schreiner Aviation
Training, amounting to y22.7 million (the Amsterdam asset-backed financing). This prepayment resulted in a one-time pre-tax charge totalling
$2.8 million.
At the end of the fourth quarter of fiscal 2005, CAE fully repaid the term loan related to the financing project for its training centre in São
Paulo, Brazil. This early repayment resulted in the non-cash write-off of $4.7 million in financing costs that were deferred on the balance sheet
and amortized over the term of the facility (53 months were remaining). In addition, CAE incurred a $2.5 million charge in the form of an early
repayment premium which also contributed to the non-recurring expense. Finally, there was a total of $2.0 million in costs associated with the
unwind of interest rate swaps converting a floating-rate debt to fixed-rate debt.
8.4.4 WRITE-DOWN OF UNAMORTIZED DEFERRED FINANCING COSTS
Following the closing of the new credit facility on July 7, 2005, the Company in the second quarter of fiscal 2006, wrote down unamortized
deferred financing costs of $1.1 million that were associated with its previous credit facility by management.
8.4.5 FOREIGN EXCHANGE GAIN, NET
During fiscal 2006, the Company reduced its net investment in certain of its self-sustaining subsidiaries. Accordingly, corresponding amounts of
foreign exchange gains or losses accumulated in the currency translation adjustment (CTA) account were transferred to the Statement of Earnings,
resulting in a net non-recurring pre-tax gain of $5.3 million for the year. The reduction of capitalization in self-sustaining subsidiaries is not part
of the day-to-day operations of the Company and any impact on the results are not viewed as recurring.
8.4.6 WRITE-DOWN OF DEFERRED BID COSTS
During the first quarter of fiscal 2006, the Company wrote down deferred bid costs (incurred post selection) amounting to $5.9 million
accumulated on major military programs for which the Company was selected and for which subsequent to its selection, the likelihood of success
was significantly reduced.
8.4.7 EXIT FROM THE DORNIER 328J PLATFORM
During the third quarter, CAE elected to exit the provision of training services for Dornier 328 Jet (Do328J) aircraft. Accordingly, CAE sold one
Do328J FFS to Hainan Aviation Training Education Company Ltd., a subsidiary of Hainan Airlines in China, sold one Do328J simulator to PANAM
International Flight Academy (PAIFA) and assigned all its remaining Do328J clients to PAIFA. The above transactions, together with the write-
down of the two remaining Do328J FFSs (and related spare parts) resulted in a net gain of $1.8 million.
8.4.8 ADDITIONAL ITC RECOGNITION FOR FY2000 TO FY2004
While ITCs are a normal, recurring part of CAE’s business, fiscal 2005 results were positively impacted by the recognition of additional ITCs
totalling $14.2 million. This followed the completion of an audit by the tax authorities on the R&D expenditures claimed for fiscal 2000 to fiscal
2002 and Management’s change to the estimate (in light of the audit results) of ITCs recoverable for fiscal 2003 and fiscal 2004.
Additional ITC adjustments in the first quarter of fiscal 2005 were included in the Segment Operating Income of SP/C and SP/M and
amounted to $9.8 million and $4.4 million respectively.
8.4.9 TAX RECOVERIES
As indicated previously, the Company recorded additional benefits of $9.0 million in the fourth quarter of fiscal 2006 as a result of the reduction
in valuation allowances on US NOLs and on other tax recoveries.
During fiscal 2005, non-recurring items included the recognition of $23.5 million in tax assets from a reduction in the valuation allowance
for net operating losses and for capital losses for income tax purposes in the US.
During fiscal 2004, the Company recognized a $4.4 million tax benefit related to the prior year’s tax loss in Australia.
Management considers tax recoveries as non-recurring since they are not part of the day-to-day operations of the Company.
8.4.10 IMPAIRMENT CHARGE
During the third quarter of fiscal 2005, the Company initiated a comprehensive review of the performance results and strategic orientations of
its business units. This strategic review revealed that several factors had severely and persistently affected mainly its then Civil segment (now
SP/C and TS/C). Based on this review, the Company recorded a $443.3 million impairment charge as at December 31, 2004 (refer to the
Company’s financial statements for fiscal 2005 for additional information).
CAE ANNUAL REPORT 2006 _ 39
8.5 GOVERNMENT COST-SHARING
To be able to respond to growth opportunities, CAE continues to invest in new and innovative technologies. In November 2005, CAE launched
Project Phoenix, a $630-million, six-year R&D initiative, the goal of which is to improve current leading-edge technologies and to develop
additional ones that will build on CAE’s position as a world leader in simulation, modelling and services.
The Government of Canada has agreed, through Technology Partnerships Canada (TPC), to invest up to 30% ($189 million) of the value of
CAE’s R&D program. In the past few years, the Company has also been involved with various other TPC projects on R&D programs involving visual
systems and advanced flight simulation technology for civil applications and networked simulation for military applications. These investments
are repayable through revenue-based royalties.
The aggregate amount of funding received or receivable for Project Phoenix in fiscal 2006 is $17.3 million, based on costs incurred starting
in June 2005, of which $13.5 million was recorded as a reduction of R&D expenses and $3.8 million against fixed assets or other capitalized
costs.
During the same period, the Company has recorded royalty expenses amounting to $6.6 million on various other TPC projects.
The following table provides information on funding and royalties for all programs:
(amounts in millions)
TPC Funding
Phoenix
Previous programs
Total TPC funding
Amount capitalized
Amounts credited to income
Royalty expense
Impact of TPC funding on earnings(1)
Approximate impact of TPC funding on ITCs (25%)
Approximate pre-tax contribution of TPC funding to various R&D programs
2006
2005
2004
$
$
$
$
$
17.3
7.5
24.8
(3.8)
21.0
(6.6)
14.4
(3.6)
10.8
$
$
$
$
$
–
10.8
10.8
(0.9)
9.9
(5.9)
4.0
(1.0)
3.0
$
$
$
$
$
–
13.9
13.9
(4.4)
9.5
(3.6)
5.9
(1.5)
4.4
(1) The Company estimates that every $100 of net contribution it receives under various TPC programs reduces the amount of ITCs otherwise available by approximately $25 to $30.
The above table does not reflect the additional level of R&D expenses that were incurred to secure the TPC funding. It should be noted that
the Company must spend approximately $100 of eligible costs in order to attract approximately $30 in TPC funding.
9 CONSOLIDATED ORDERS AND BACKLOG
The Company’s consolidated backlog as at March 31, 2006 stood at $2.5 billion, slightly below its level at the beginning of the year. During the
year, new orders added to the backlog amounted to $1.2 billion, which were offset by $1.1 billion in revenue generated from backlog (book-to-
sale ratio or 1.12x) and by negative foreign exchange movements. The strengthening of the Canadian dollar relative to the Euro, US dollar and
British pound over the period has, as at March 31, 2006 and subject to future currency fluctuations before contract completion, diminished the
Canadian dollar value of CAE’s consolidated backlog by $176.2 million. The following table provides a continuity of the Company’s backlog since
April 1, 2003.
CONSOLIDATED BACKLOG CONTINUITY SCHEDULE
(amounts in millions)
Backlog, beginning of period
+ Orders for the period
- Revenue for the period
+/- Adjustments (mainly FX)
Backlog, end of period
Further details are provided in the Segmented Results section.
2006
2005
2004
$ 2,504.7
$
2,292.4
$
2,135.7
1,238.7
(1,107.2)
(176.2)
1,342.6
(986.2)
(144.1)
1,169.3
(938.4)
(74.2)
$ 2,460.0
$
2,504.7
$
2,292.4
40 _ CAE ANNUAL REPORT 2006
10 SEGMENTED RESULTS
Effective April 1, 2005, following the reorganization, CAE began reporting financial results on a newly segmented basis — distinguishing between
products and services sold to military and civilian markets — to reflect the way that the business is now being managed.
The Company changed its internal organization structure such that operations are now reported in four segments:
(i)
Simulation Products/Civil (SP/C): Designs, manufactures and supplies civil flight simulation training devices and visual systems
(ii) Simulation Products/Military (SP/M): Designs, manufactures and supplies advanced military training products for air, land and sea
applications
(iii) Training & Services/Civil (TS/C): Provides business and commercial aviation training and related services
(iv) Training & Services/Military (TS/M): Supplies military turnkey training and operational solutions, support services, life extensions, systems
maintenance and modelling and simulation solutions
Due to this change, the corresponding items of segment information from earlier periods have been presented to conform to the new internal
organization.
The profitability measure employed by Management for making decisions about allocating resources to segments and assessing segment
performance is Segment Operating Income (refer to Section 6 for more details). The SP/C and the SP/M segments operate under an integrated
organization that substantially shares all engineering, development, global procurement, program management and manufacturing functions.
Transactions between operating segments are mainly simulator transfers from the SP/C segment to the TS/C segment that, while done at fair
market value for tax purposes, are recorded at cost for financial reporting purposes. The method used for the allocation of assets jointly used by
operating segments and costs and liabilities jointly incurred (mostly corporate costs) between operating segments is based on the level of
utilization when determinable and measurable; otherwise, the allocation is made on a proportion of each segment’s cost of sales.
Simulation products
The Simulation Products segments consist of the businesses related to the design, manufacture and supply of FFS and other synthetic training
equipment for both civil and military applications, including the visual components (e.g., CAE Tropos® and CAE Medallion™ 6000), the provision
of post-sales support services and updates for civil market customers, the development and commercialization of the CAE Simfinity® suite of
flight training devices, and the development of such software packages as CAE NeTTS™ (Networked Tactical Training Solutions), CAE STRIVE®,
Terra Vista™, and others.
Simulation Products’ objective, which is carried out through its two segments, is to consolidate its development and production activities,
including engineering, manufacturing, program management and global procurement. Its immediate focus is to substantially reduce the costs
associated with manufacturing simulation equipment intended both for sale to third parties and for installation in the Company’s global network
of training centres. CAE expects to improve its lead time, cost, quality and reputation for performance and technological excellence through
continued operational improvements and investment in R&D programs.
10.1 SIMULATION PRODUCTS/CIVIL
10.1.1 NATURE OF OPERATIONS
The SP/C segment designs, manufactures and supplies flight simulators, visual systems and associated services (such as support and updates)
to the civilian aviation industry. This segment also encompasses the development of CAE’s capabilities in simulation-based interactive learning,
including its leading-edge CAE Simfinity® system. Pilots using the CAE Simfinity® training system are able to practice landing, takeoff and taxiing
under different weather conditions in hundreds of airports worldwide. SP/C’s manufacturing facility is located in Montreal, Canada.
The Company builds civil simulators for all categories of aircraft, including those built by Airbus, Boeing, Bombardier, Cessna, Dassault,
Embraer, Gulfstream and Raytheon. CAE also builds simulators for civil helicopters, including models by Agusta-Westland, Bell Helicopter and
Sikorsky. The equipment demand is driven mainly by the introduction of new aircraft platform types and in-production aircraft deliveries. Since
its inception, CAE has taken orders for more than 500 FFSs and flight training devices from over 110 commercial airlines, aircraft manufacturers
and external training centres in 38 countries. With 60 years of experience in designing and manufacturing FFSs, CAE has established long-
standing relationships with leading commercial airlines throughout the world. According to the annual publication Flight International Civil
Simulator Census (last published in April 2006) and its more current version found at www.flightinternational.com, CAE has supplied 45% of
the installed base of civil FFSs and has won in average 67% market share of completed orders for civil FFSs since 1990.
CAE ANNUAL REPORT 2006 _ 41
10.1.2 FINANCIAL RESULTS – HISTORICAL PERSPECTIVE
SP/C FINANCIAL RESULTS FOR THE FISCAL YEARS ENDED MARCH 31
(amounts in millions, except operating margins and FFS deliveries)
Revenue
Segment Operating Income
Operating margins
Depreciation and amortization
Capital expenditures
Backlog
FFS deliveries(1)
- Internal
- External
$
$
%
$
$
$
2005
213.4
7.8
3.7
12.1
10.9
273.5
11
3
8
2004
193.0
10.7
5.5
13.7
13.4
197.8
19
5
14
2003
270.9
85.2
31.5
12.1
10.6
225.8
36
20
16
(1) Yearly FFS deliveries are provided as an indication of volume going through SP/C’s production unit over time. Since CAE’s revenue from contracts for the development and production of
flight simulators is recognized using the percentage-of-completion method, there may not be a direct relationship between the number of FFS delivered and the revenue recognized.
Fiscal 2003 witnessed a decline in civil equipment and support services activities, reflecting the then state of the commercial aviation
market that was affected by world events such as the terrorist attacks of September 2001, the war in Iraq and the SARS epidemic. With
$270.9 million in revenue, fiscal 2003 saw a decline of approximately 40% from the previous two fiscal years when the aerospace market had
reached its peak and revenue was over $440 million. Strong backlog with higher profitability due mainly to high volume orders from North
American legacy carriers and a weaker Canadian dollar in fiscal years 2001 to 2003 led to operating margins in the range of 30%.
SP/C continued to suffer in fiscal 2004 from continuing difficulties in the civil aerospace market, which resulted in severe competition and
downward pricing pressure. In addition, a large number of airlines were in financial difficulty, resulting in a reduction of size of the addressable
market. Operating margins decreased significantly as a result of the appreciation of the Canadian dollar and the decrease in the then higher
margin North American revenues. The revenue mix shifted towards the Asian market where margins were much tighter. In addition, the number
of FFSs delivered in fiscal 2004 fell from 36 in fiscal 2003 (20 internal and 16 external) to 19 (5 internal and 14 external), resulting in higher
unit production costs.
Although it was able to replenish its backlog in fiscal 2005, SP/C witnessed continued competitive pressure in the market, which adversely
impacted its operating margins. In addition, negative foreign exchange impacts combined with higher manufacturing costs resulted in a further
decline of operating margins with only 11 (3 internal and 8 external) FFS deliveries in the fiscal year.
The increase in capital expenditures in fiscal 2004 was mainly due to CAE’s Simfinity® product development costs being capitalized and
amortized over a period not exceeding five years starting in fiscal 2005 when the product was deployed.
Backlog steadily decreased to reach a low of $197.8 million in fiscal 2004 from nearly $500 million in fiscal 2002, with order intake
reaching a low of 11 FFSs in fiscal 2003. Thereafter, the number of FFSs awarded to SP/C increased to 16 FFSs ordered in fiscal 2004 and 17
in fiscal 2005.
10.1.3 FINANCIAL RESULTS – CURRENT
SP/C FINANCIAL RESULTS
(amounts in millions,
except operating margins and FFS deliveries)
FY2006
FY2005 Q4-2006 Q3-2006 Q2-2006 Q1-2006 Q4-2005
Revenue
Segment Operating Income
Operating margins
Depreciation and amortization
Capital expenditures
Backlog
FFS deliveries(1)
- Internal
- External
$
$
%
$
$
$
257.0
30.2
11.8
11.3
5.7
213.4
7.8
3.7
12.1
10.9
78.0
9.3
11.9
2.2
2.5
63.0
10.4
16.5
1.7
2.0
55.8
3.4
6.1
5.3
1.0
60.2
7.1
11.8
2.1
0.2
54.2
(2.5)
–
4.1
3.4
284.4
273.5
284.4
312.3
280.3
276.7
273.5
19
1
18
11
3
8
(1) Yearly FFS deliveries are provided as an indication of volume going through SP/C’s production unit over time. Since CAE’s revenue from contracts for the development and production of
flight simulators is recognized using the percentage-of-completion method, there may not be a direct relationship between the number of FFS delivered and the revenue recognized.
For the three-month period ended March 31, 2006, SP/C revenue amounted to $78.0 million, a quarter-over-quarter (sequential) increase
of $15.0 million or 24%. On a year-over-year basis, revenue increased by 44% or $23.8 million. The sequential and year-over-year increases both
result from increases in order intake earlier in the year as well as during the fourth quarter.
For fiscal 2006, revenue reached $257.0 million, increasing $43.6 million or 20% over the same period last year resulting from the increase
in production levels.
42 _ CAE ANNUAL REPORT 2006
Segment Operating Income for the three months ended March 31, 2006 amounted to $9.3 million, a sequential decrease of $1.1 million
or 11%. On a year-over-year basis, Segment Operating Income increased by $11.8 million from a $2.5 million loss in the same quarter last year.
The sequential decrease is attributable mainly to a lower net contribution of Project Phoenix (since the third quarter contribution was reflecting
the retroactive effect of the program) together with higher amortization of certain deferred development costs. The year-over-year increase is
mainly attributable to improved program execution and increased synergies. This was offset somewhat by increased non-cash expenses as a result
of the Company’s decision to further accelerate the amortization of development costs related to image generators.
For fiscal 2006, Segment Operating Income was $30.2 million (11.8% of revenue) compared with $7.8 million (3.7% of revenue) for fiscal
2005. These increases were attributable mainly to the benefits of the Restructuring Plan combined with the effect of the improved business
environment. The year-over-year increase would have been even higher without appreciation of the Canadian dollar and the recognition of
additional investment tax credits (ITC) related to fiscal 2000 to fiscal 2004 which increased SOI by $9.8 million in the first quarter of fiscal
2005.
The capital employed for SP/C as at March 31, 2006 was negative $37.7 million compared to positive $30.4 million as at March 31, 2005.
The decrease is mainly attributable to a shorter cycle time, a more dynamic management of working capital and a change in the mix of orders
resulting in increased deposits on contracts and an increase in trade accounts payable and accruals.
10.1.4 BACKLOG
SP/C BACKLOG CONTINUITY SCHEDULE
FISCAL YEARS ENDED MARCH 31
(amounts in millions)
Backlog, beginning of the year
+ Orders for the period
- Revenue for the period
+/- Adjustments (mainly FX)
Backlog, end of the year
2006
2005
2004
$
273.5
$
197.8
$
225.8
284.4
(257.0)
(16.5)
290.1
(213.4)
(1.0)
213.5
(193.0)
(48.5)
$
284.4
$
273.5
$
197.8
Backlog as at March 31, 2006 stood at $284.4 million, which represented an increase of $10.9 million from the same period last year,
achieved while absorbing the negative impact of a stronger Canadian dollar over the period and a shorter cycle.
During the fourth quarter, SP/C was awarded the following contracts:
• One ARJ21 FFS to AVIC 1 Commercial Aircraft Co. (ACAC)
• One A320 FFS to Zhuhai Flight Training Centre
• One B737 NG FFS to Zhuhai Flight Training Centre
• One A330 FFS to Zhuhai Flight Training Centre
This brings the actual order intake for fiscal 2006 to 21 FFSs.
10.1.5 OUTLOOK
Management recognized positive signs in the civil aviation market during the later part of calendar 2005, as traffic levels and aircraft deliveries
maintained their growth trend, which continued in the first quarter of calendar 2006. This is expected to lead to continued growth in aircraft
deliveries in calendar 2006. However, the soaring price of fuel is creating some uncertainty since it has a material impact on the profitability of
the airline industry.
In calendar 2006, the emerging Asia-Pacific and Middle Eastern markets are expected to continue driving the majority of demand for FFSs,
as these regions continue to experience robust air traffic growth due to above average Gross Domestic Product (GDP) growth and increased
liberalization of air policy.
In the mature North American and European markets, airlines are being affected by high fuel costs and intense domestic competition, which
Management expects will continue to limit their capital spending in calendar 2006. The equipment demand in these markets will be driven mainly
by the introduction of new platform types (e.g., Airbus A380, Embraer 170/190, Boeing 787) into airline fleets as part of fleet renewal programs
and by the growth of low-cost airlines.
SP/C’s operating margin of 11.8% for fiscal 2006 reflected improved execution across SP/C’s portfolio of projects resulting from the
execution of the Restructuring Plan. In addition, SP/C benefited from the net contribution of Project Phoenix starting in Q3 of fiscal 2006. On
the other hand, SP/C still sees continuing price pressure on the market with customers being extremely cost-conscious and new players trying to
penetrate the market with aggressive pricing strategies. As a result, going into next fiscal year, Management believes this competitive pressure,
combined with the strength of the Canadian dollar, is limiting SP/C’s ability to achieve operating margins realized during fiscal 2003 (31.5%).
However, in fiscal 2007, Management is committed to improving the average operating margin performance realized during 2006 (11.8%).
CAE ANNUAL REPORT 2006 _ 43
10.2 SIMULATION PRODUCTS/MILITARY
10.2.1 NATURE OF OPERATIONS
The SP/M segment is a world leader in the design, manufacture and supply of advanced military training and mission-rehearsal equipment for
flight, ground and sea applications.
In step with the need for increased global security, the military simulation market is driven by several factors. Most importantly, the changing
nature of warfare from symmetric to asymmetric has been driving increased cooperation among allies. This has led to the deployment of joint and
coalition forces and created the need for more interoperability and joint-training capabilities, such as distributed mission training. The
introduction of new weapon system platforms as well as the upgrade and life extension of existing weapon system platforms has also had a direct
impact on the military simulation market. Finally, more militaries and governments are shifting to a greater use of simulation in training programs
due to improved realism, significantly lower costs, and less risk compared to operating the actual weapon system platform. All these factors lead
to a military simulation marketplace that offers significant opportunities for growth.
With CAE’s breadth and depth of technology solutions and training systems integration capabilities, SP/M is well positioned to capitalize on
international military programs in North America, Continental Europe, UK, Australia, Asia and the Middle East. By continuing to strategically
team and collaborate with key original equipment manufacturers (OEMs) and lead systems integrators both locally and abroad, SP/M will continue
to develop its strong position in the global military simulation equipment market.
SP/M’s facilities are located in Montreal, Canada; Tampa, US; Burgess Hill, UK; Stolberg, Germany and Silverwater, Australia.
10.2.2 FINANCIAL RESULTS – HISTORICAL PERSPECTIVE
SP/M FINANCIAL RESULTS FOR
THE FISCAL YEARS ENDED MARCH 31
(amounts in millions, except operating margins)
Revenue
Segment Operating Income
Operating margins
Depreciation and amortization
Capital expenditures
Backlog
2005
278.9
26.4
9.5
9.4
4.4
2004
291.8
28.5
9.8
8.8
3.5
511.3
471.4
$
$
%
$
$
$
2003
290.9
59.2
20.4
8.5
9.7
516.9
Fiscal 2003 was an unusual year for SP/M, resulting from strong efficiency in program execution, particularly towards the later stage of
completion of several repeat simulators, engineering upgrades, as well as the achievement of two early delivery bonuses earned on some programs.
In fiscal 2004, program margins returned to a more normalized level. The appreciation of the Canadian dollar adversely impacted revenue
and operating margins, while operating margins were further impacted by low margins on some specific programs in Europe where CAE, albeit
acting as the prime contractor, had sub-contracted a large portion of its work share to meet industrial requirements (local content). In addition,
SP/M incurred significant bid costs on major programs, both in Europe and North America.
In fiscal 2005, revenue and operating margins were further adversely impacted by foreign exchange movements, while a significant portion
of the decrease in revenue resulted from delays in meeting specific milestones on the German Night Time Flying (NTF) program, which had made
a major contribution to revenue in fiscal 2004. SP/M also reduced its selling and marketing expenses and was able to recognize $4.4 million in
additional ITCs.
A strong order intake of $328 million in fiscal 2005 led to SP/M backlog returning to previous levels after experiencing a slight decrease in
fiscal 2004.
10.2.3 FINANCIAL RESULTS – CURRENT
SP/M FINANCIAL RESULTS
(amounts in millions, except operating margins)
FY2006
FY2005
Q4-2006 Q3-2006 Q2-2006 Q1-2006 Q4-2005
Revenue
Segment Operating Income
Operating margins
Depreciation and amortization
Capital expenditures
Backlog
$ 327.4
$ 27.7
% 8.5
$ 13.8
6.0
$
$ 540.5
278.9
26.4
9.5
9.4
4.4
77.5
82.8
6.9
8.9
5.9
3.0
6.3
7.6
3.1
1.1
511.3
540.5
453.0
94.4
9.7
10.3
3.0
1.6
493.1
72.7
4.8
6.6
1.8
0.3
535.1
80.5
8.8
10.9
2.2
0.8
511.3
For the three months ended March 31, 2006, SP/M revenue amounted to $77.5 million for a quarter-over-quarter (sequential) decrease of
$5.3 million or 6% and a year-over-year decrease of $3.0 million or 4%. Both the sequential and year-over-year decreases are mainly attributable
to a lower production level in the quarter. In addition, the year-over-year decrease was further impacted by negative foreign exchange variances
and the translation of foreign denominated revenues (mainly from the Euro and the US dollar).
Revenue for fiscal 2006 increased by 17% to $327.4 million for a year-over-year increase of $48.5 million. The increase is primarily due
to the start of production of the new NH90 program in Europe, together with the impact of the integration of Terrain Experts Inc. (Terrex). There
has also been an increase in production level due to a higher amount of orders in the latter part of fiscal 2005. Partially offsetting the increase
44 _ CAE ANNUAL REPORT 2006
in volume are negative foreign exchange impacts and the translation of foreign denominated revenues (particularly from the Euro and the US
dollar).
Segment Operating Income for the three months ended March 31, 2006 amounted to $6.9 million (8.9% of revenue), compared to
$6.3 million (7.6% of revenue) in the previous quarter and $8.8 million (10.9% of revenue) in the same quarter a year ago. The sequential
increase is attributable mainly to a reduction in net R&D expenditure partially offset by higher amortization of certain deferred development costs.
The year-over-year decrease is attributable mainly to the lower production level in the quarter combined with the net impact of the variance
elements stated in the sequential analysis above.
Segment Operating Income for fiscal 2006 increased by 5% to $27.7 million for a year-over-year increase of $1.3 million. The increase is
attributable to higher revenue as mentioned above. SOI would have increased by 16% or by $4.1 million without the write-down of some deferred
bid costs which reduced operating income by $1.5 million in the first quarter of fiscal 2006 and without the recognition of additional ITCs related
to fiscal 2000 to fiscal 2004, which increased operating income by $4.4 million in the first quarter of fiscal 2005.
The capital employed for SP/M as at March 31, 2006 was $49.3 million compared to $118.5 million as at March 31, 2005. The decrease
is primarily a result of lower non-cash working capital mainly due to lower accounts receivable and increased trade accounts payable and accruals.
10.2.4 BACKLOG
SP/M BACKLOG CONTINUITY SCHEDULE
FISCAL YEARS ENDED MARCH 31
(amounts in millions)
Backlog, beginning of the year
+ Orders for the period
- Revenue for the period
+/- Adjustments (mainly FX)
Backlog, end of the year
$
2006
511.3
364.4
(327.4)
(7.8)
$
2005
471.4
328.2
(278.9)
(9.4)
$
2004
516.9
284.1
(291.8)
(37.8)
$
540.5
$
511.3
$
471.4
Backlog as at March 31, 2006 stood at $540.5 million, which represents an increase of $29.2 million from the same period last year.
Orders in the fourth quarter of fiscal 2006 amounted to $153.6 million and include the following:
• One A330 Multi-Role Tanker Transport (MRTT) aircraft simulator for the Royal Australian Air Force
• Three C-130J/KC-130J weapons systems trainers for the US Air Force (USAF) and US Marine Corps (USMC)
• One MH-60S operational flight trainer (OFT) for the US Navy
• Two C-295 FFSs, one for the Brazil Air Force and one for EADS CASA’s training centre in Seville, Spain
• An upgrade to a P-3C OFT and a spares and support package for the US Navy
The level of orders received during the fourth quarter ($153.6 million) compared to the level received for the entire year ($364.4 million)
clearly demonstrate the irregular nature of the military business segment.
In addition to the above, significant orders for fiscal 2006 comprise the following:
• Work for NH90 full-mission simulators for the German long-term training service contract
• Upgrade of a P-3C Orion operational flight trainer (OFT) for the German Navy
• Tactical training capability upgrades to the Royal Australian Air Force (RAAF) C-130J and C-130H simulators
10.2.5 OUTLOOK
SP/M’s commitment to customer satisfaction, leading-edge technology development and operational excellence continue to resonate with military
customers and Original Equipment Manufacturers (OEMs) around the world.
SP/M intends on continuing with its proven strategy of establishing closer relationships with key prime contractors and OEMs. In this vein,
it has recently established a very successful and strategic cooperation agreement with EADS CASA, Spain’s leading aerospace company, which
has named CAE as its preferred provider of C-295 aircraft training systems. As part of this agreement, SP/M will build on its delivery of C-295
training equipment in Brazil and Seville and be an integral part of the CASA team that offers the C-295 solution globally. SP/M’s recent win in
the Australian Tanker program, also an integral part of its relationship with EADS CASA, positions SP/M favourably for a number of upcoming
Tanker opportunities worldwide. CAE also continues to expand its relationship with Israel Aircraft Industries (IAI) to develop solutions for
embedded training as well as for live and integrated virtual training. CAE will continue to hold ongoing discussions with various OEMs to establish
relationships for the provision of training equipment for key platforms.
As part of the largest R&D program in CAE’s history, Project Phoenix, SP/M remains committed to introducing new products and services
that enhance its reputation as a technology leader. A strategic priority is to continue to bring innovative products and simulation-based solutions
to market. An example of such technology is the new CAE Medallion™ 6000 high-fidelity visual system, which has been declared ready for
training in record time on a Tornado simulator by the German Air Force. CAE-owned TERREX recently released a new software product called
A-Terrain Extreme that will address customer requirements for an affordable 3-D database creation tool for intelligence visualization, geographical
information system visualization and game development. Through the ongoing enhancement of current leading-edge technologies and the
development of new simulation-based solutions, SP/M maintains its position as a world leader in modelling and simulation.
CAE ANNUAL REPORT 2006 _ 45
SP/M’s track record and ability to innovate and introduce new technology on leading platforms, such as the NH90, bodes well for the future
and on SP/M’s ability to position itself as a partner of choice for new and evolving aircraft platforms.
Training & Services
In the general category of Training & Services, CAE offers a wide range of services to its customers. These range from pilot, maintenance
technician and crew member training to technical services, support training in engineering and maintenance, consulting in modelling and
simulation and training centre design and operation.
10.3 TRAINING & SERVICES/CIVIL
10.3.1 NATURE OF OPERATIONS
The TS/C segment provides business, regional and commercial aviation training for pilots, maintenance technicians and flight crews. CAE is the
world’s second largest independent provider of training services; it operates training centres on four continents and has an installed base of
108 FFSs as at March 31, 2006. CAE intends to selectively continue to expand its global network in strategic locations with high-growth potential.
The TS/C segment provides tailored training services ranging from fully-integrated programs characterized by courses given by CAE training
instructors and simulation hours (wet training) to solutions where CAE is providing the simulator facility and training device and the customer
provides the instructor (dry training). The training services are offered to each of these three sectors: business, regional and commercial.
The TS/C segment’s activities are affected by the seasonality of the industry. In times of peak travel (such as holidays), airline pilots are
generally occupied flying aircraft rather than attending training sessions. The converse also holds true – slower travel periods tend to be more
active training periods for pilots. Therefore, the Company has historically experienced greater demand for training services in the first and fourth
quarters of the fiscal year and lower demand during the second and third quarters.
The Company’s practice is to endeavour to secure numerous long-term training agreements with commercial, regional and business aircraft
operators prior to establishing a new training centre. CAE’s customers at the commercial aviation training centres include major, low-cost and
regional airlines that elect to outsource some or all of their flight crew training, whether on a wet or dry basis. The business aviation training
centres are used by more than 3,000 customers who tend to use third-party training centres as their primary source for simulation training. CAE
will continue to execute its pilot training strategy, with the focus on ramping up utilization and increasing yield (through enhanced service
offerings) in its training centres.
10.3.2 FINANCIAL RESULTS – HISTORICAL PERSPECTIVE
TS/C FINANCIAL RESULTS FOR
THE FISCAL YEARS ENDED MARCH 31
(amounts in millions, except operating margins, FFSs deployed and RSEUs)
Revenue
Segment Operating Income
Operating margins
Depreciation and amortization
Capital expenditures
Backlog
FFSs deployed
RSEUs
$
$
%
$
$
$
2005
306.8
39.8
13.0
45.3
100.6
829.6
105
98
2004
268.8
28.3
10.5
40.3
68.3
823.5
102
96
2003
246.2
30.4
12.3
39.2
201.5
651.3
89
N/A
In fiscal year 2003, CAE achieved significant growth in revenue from training operations, reflecting the benefits of the acquisitions made
in fiscal 2002 (Schreiner in August 2001 and SimuFlite in December 2001). The network of installed base simulators grew by 50% from the
previous year.
In fiscal 2004, revenue growth was attributable to an increase in the number of simulators deployed in the Company’s network and to an
increase in capacity utilization in the latter part of the year. Operating margins, when compared to fiscal year 2003 and fiscal year 2005, were
negatively impacted by the financial difficulties and ongoing restructuring of some of the North American airline operators, the SARS epidemic
and the movement in exchange rates. Capital expenditures were constrained in 2004 following the significant expansion and addition to CAE’s
network between 2001 and 2003.
Although fiscal year 2005 remained a challenging year for the civil aviation industry, Segment Operating Income growth outpaced revenues.
This was driven by the addition of the CAE-Iberia training centres in Madrid, Spain, and to additional FFSs in the Dubai training facility, which
more than offset the lease expenses associated with the Company’s ongoing sale and leaseback program. During the year, CAE and Dassault
Aviation signed a contract that made CAE the exclusive provider of entitlement training for the new Falcon 7X aircraft. Entitlement training is
the initial training provided by an aircraft manufacturer upon the purchase of its aircraft. As part of this agreement, CAE is developing two
Falcon 7X FFSs and a comprehensive training program that will incorporate CAE Simfinity® training technology. The TS/C network grew from an
installed base of 102 FFSs at the end of fiscal year 2004 to 106 at the end of 2005 and revenue simulator equivalent units (RSEUs) from 88
to 98 for the same periods. Capital expenditures increased in fiscal year 2005 due primarily to the award of the Dassault programs.
46 _ CAE ANNUAL REPORT 2006
10.3.3 FINANCIAL RESULTS – CURRENT
TS/C FINANCIAL RESULTS
(amounts in millions, except operating margins,
FFSs and RSEUs)
Revenue
Segment Operating Income
Operating margins
Depreciation and amortization
Capital expenditures
Backlog
FFSs deployed
RSEUs
FY2006
FY2005
Q4-2006 Q3-2006 Q2-2006 Q1-2006 Q4-2005
$
$
%
$
$
$
322.3
306.8
57.9
18.0
43.3
87.5
809.0
108
98
39.8
13.0
45.3
100.6
829.6
105
98
81.1
15.1
18.6
10.7
21.3
78.0
14.3
18.3
11.8
41.0
79.4
11.6
14.6
10.3
14.3
83.8
16.9
20.2
10.5
10.9
79.4
13.3
16.8
10.4
10.2
809.0
805.2
830.4
831.7
829.6
For the three-month period ended March 31, 2006, TS/C revenue amounted to $81.1 million, a quarter-over-quarter (sequential) increase
of $3.1 million or 4%. The sequential increase is attributable mainly to a strong overall demand in most of our training centres, despite the
revenue impact associated with the relocation of assets in Europe and the closure of the Maastricht training centre. It should be noted that the
strong demand during the quarter also compensated for the continuing appreciation of the Canadian dollar over major operating currencies.
The TS/C segment generated over 94% of its revenue and operating income in currencies other than the Canadian dollar (approximately 66%
in US dollars and 27% in Euro). Most of the operating costs were incurred in the same currency in which the revenue is earned, which mitigated
a significant portion of the foreign exchange impact on the operating margin. Accordingly, the net revenue and operating income, when converted
into Canadian dollars, were subject to fluctuation but the operating margin percentage remained generally unaffected by foreign exchange.
On a year-over-year basis, revenue increased by 2% from $79.4 million for the fourth quarter of fiscal 2005 to $81.1 million. Average RSEUs
for the quarter was 95 FFSs compared to 99 FFSs for the same period last year. The loss of four RSEUs is partly attributable to the relocation
of assets during the quarter and the removal of some assets from CAE’s network (see Section 5 for further information). Notwithstanding the
strong Canadian dollar and the fact that TS/C had four fewer RSEUs, the year-over-year improvement further highlights the increase in training
conducted by clients in the Company’s training network fuelled by the robust business and commercial aviation market.
For fiscal 2006, revenues increased by 5% to $322.3 million, an increase of $15.5 million over last year. This increase in revenue is mainly
attributable to our ongoing strategy of converting customers from dry to wet training and the improved business environment in almost all the
areas serviced by our training facilities. The revenue growth is even more significant in view of all the ongoing restructuring activities, FFS
relocations and the consolidation of our operation in Europe. This is further highlighted by the fact that, on a RSEU basis, the Company had on
average the same number of performing assets this year as last year.
Segment Operating Income for the fourth quarter amounted to $15.1 million (18.6% of revenue), compared to $14.3 million (18.3% of
revenue) in the third quarter. The third quarter benefited from a non-recurring gain of $1.8 million on the exit of the Dornier 328 Jet training
market. The increase in revenue and operating margins were primarily due to higher revenue volume as well as to the factors mentioned above.
Compared to the fourth quarter of last year, the Segment Operating Income increased by $1.8 million or 14%. The year-over-year
improvement was due to various elements, including the above-mentioned increased level of activity. The benefits discussed above were partially
offset by the strengthening of the Canadian dollar vis-à-vis the US dollar and the Euro.
For fiscal year 2006, Segment Operating Income reached $57.9 million (18.0% of revenue) compared with $39.8 million (13.0% of
revenue) for the same period last year. The year-over-year improvement is attributable mainly to strong demand, the improved operational
efficiencies and the benefit of the Restructuring Plan.
Capital expenditures amounted to $21.3 million for the fourth quarter and $87.5 million for the twelve months ended March 31, 2006 and
are related to the ongoing investment required for the Dassault Falcon 7X training program, the buy-back of an operating lease on an FFS deployed
in our network and a number of upgrades being conducted in the network.
The capital employed for TS/C as at March 31, 2006 was $614.9 million compared to $591.1 million as at March 31, 2005.
10.3.4 BACKLOG
TS/C BACKLOG CONTINUITY SCHEDULE
FISCAL YEARS ENDED MARCH 31
(amounts in millions)
Backlog, beginning of the year
+ Orders for the period
- Revenue for the period
+/- Adjustments (mainly FX)
Backlog, end of the year
$
2006
829.6
346.9
(322.3)
(45.2)
$
2005
823.5
377.4
(306.8)
(64.5)
2004
$
651.3
448.7
(268.8)
(7.7)
$
809.0
$
829.6
$
823.5
The order intake for the fourth quarter of fiscal 2006 amounted to $78.4 million. The backlog was reduced by about 5% by exchange rate
fluctuations of $45.2 million during fiscal 2006.
CAE ANNUAL REPORT 2006 _ 47
During the fourth quarter of fiscal 2006, TS/C was awarded a number of contracts that will increase its training presence in the Asia / Middle
East market. The CAE China Southern Airlines joint venture in Zhuhai announced that it ordered three new FFSs from CAE that will be housed
in a new six-simulator bay building.
During fiscal year 2006, TS/C was awarded training contracts from over 1,000 new customers for a total contract value in excess of
$55 million and was able to generate more than $311 million orders from existing customers.
10.3.5 OUTLOOK
The year 2006 was a very busy year for TS/C as a number of initiatives were being conducted at the same time. The consolidation and
restructuring activities are progressing, the expansion or construction of four training centres was approved, the new ERP system for TS/C is being
implemented and we have formally launched our new technical services capabilities.
As fiscal 2006 ended, Management continued to see strong demand in the aviation-training market that is being driven mainly by worldwide
passenger traffic growth and increased deliveries of both commercial and business aircraft, all of which results in pilot hiring and more need for
training. For fiscal 2007, Management expects equally strong demand in the commercial and business aviation markets. However, projections of
high fuel costs and continued intense competition with the emergence of start-ups and low-cost carriers will continue to put pressure on
commercial airlines worldwide, with operators in the Americas and Europe likely to be more affected. Aircraft OEMs in both the business and
commercial aviation segments continue to offer a good mix of proven and new platforms. In the 50-seat regional jet segment, projections point
to a difficult market that will likely see an adjustment. While demand for training solutions and services should be strong overall, Management
does not expect any significant improvements in training rates in these markets. With the current high price of fuel and intense competition,
airlines will continue to maintain a tight grip on cost reduction. Historical trends show that, when the civil aviation industry emerges from a down
cycle, as it is the case here, new entrants emerge in the commercial training business, resulting in a healthy competitive pricing environment.
Management anticipates strong commercial airline training demand in CAE’s European, Asian, Indian and South American operations, as
the majority of new aircraft orders are focused in these regions and because there is a current pilot shortage in Asia, India and the Middle East.
The commercial aviation industry as a whole has projected severe pilot shortages which could persist into the next decade and affect all regions
worldwide.
With the restructuring activities in their final phases, Management feels that the segment is now in a position to fully capitalize on attractive
business opportunities and to make strategic investments either alone or with partners in growing markets. As an early entrant into China, the
Middle East and South East Asia, CAE is witnessing the payoff of such an initiative as demonstrated by several announcements in fiscal 2006
regarding the various types of expansions to our existing training facilities in those regions. This, along with the launch of new technical and
training delivery services should position us well to capitalize on future growth opportunities. In the business aviation segment, CAE’s growth
strategy to increase its coverage of in-production aircraft, strategic partnerships with OEMs on new aircraft platforms, and the strategic positioning
of business aviation training solutions in three new locations worldwide (Dubai [UAE], Burgess Hill [UK], and New Jersey [US]) will allow CAE to
benefit from the projected growth in business aviation training.
Management continues its focus on productivity and has progressed well into its next phase of the Six Sigma management methodology with
the conclusion and implementation of the first nine process-improvement projects. Additionally, the strategic aspects of Six Sigma
implementation continues with the integration of Regulatory Compliance, Business Process/System Management, Risk Management and
Continuous Improvement activities into a systematic approach designed to achieve operational excellence. The projected savings from the first
nine projects have justified the effort and a second wave will follow.
In support of CAE’s fiscal 2006 Restructuring Plan, CAE will complete the redeployment of a number of simulators to better position its
assets for client access and optimal utilization and revenue generation. Management has projected that the downtime associated with the
relocation will likely impact the number of RSEUs available for training in a given quarter, thereby possibly negatively impacting that quarter’s
revenue from a year-over-year perspective. After completion of the redeployment of the assets, Management expects that the potential revenue
impact associated with the relocation will be quickly offset by new revenue opportunities due to the optimization of the positioning of the assets.
10.4 TRAINING AND SERVICES/MILITARY
10.4.1 NATURE OF OPERATIONS
Ongoing military training and services operations in North America, Europe, Australia and other parts of the world continue to generate steady
revenues for TS/M. CAE’s TS/M provides its customers with turnkey training services and a full range of training support services from over 60
locations around the globe. Services range from training of pilots, maintenance technicians and crew members to technical services, support
training in engineering and maintenance, modelling and simulation consulting, and training centre design and operation.
Today’s military forces are under constant pressure to reduce operating costs, improve performance, and above all, maintain a high state of
readiness. With limited financial and human resources, meeting these challenges is increasingly difficult. Over the past decade, there has been
a growing trend in the military community to outsource a variety of training services. This outsourcing can range from a complete, turnkey training
operation to the outsourcing of simulator and academic instruction, courseware development, simulator maintenance and logistics support.
TS/M is uniquely qualified to handle all training service needs and has been a leader in providing state-of-the-art training and support across
the entire range of combat skills. TS/M has a range of experience and capability, including delivery of a turnkey training service as evidenced by
CAE’s Medium Support Helicopter Aircrew Training Facility (MSHATF) in the UK, the C-130 Training Centre in Tampa, Florida and soon with its
partners, the NH90 training equipment and facilities at various sites in Germany and for Rotorsim in Sesto Calende, Italy.
48 _ CAE ANNUAL REPORT 2006
CAE has traditionally applied its simulation technology and expertise to training services. However, simulation is an increasingly key part of
the entire defence system lifecycle, and CAE has established a Professional Services division within TS/M to help customers apply simulation to
analysis, design, research and experimentation applications. Our experts offer professional services in areas such as project management, human
factors, capability engineering, modelling and simulation and emergency management. The establishment of the Professional Services division
is consistent with the desire of defence forces to use more simulation not only for training but throughout the lifecycle of equipment and delivery
platforms and weapon systems.
10.4.2 FINANCIAL RESULTS – HISTORICAL PERSPECTIVE
TS/M FINANCIAL RESULTS FOR
THE FISCAL YEARS ENDED MARCH 31
(amounts in millions, except operating margins)
Revenue
Segment Operating Income
Operating margins
Depreciation and amortization
Capital expenditures
Backlog
2005
187.1
20.8
11.1
8.0
2.1
890.3
$
$
%
$
$
$
2004
184.8
23.1
12.5
5.9
1.6
799.7
2003
168.7
19.6
11.6
5.5
2.4
741.7
Since fiscal 2002, when revenue was approximately $150 million, TS/M has experienced constant growth, reaching revenue of
$187.1 million in fiscal 2005. Because of the long-term and recurring nature of the military service business, operating margins were relatively
stable on an annual basis.
However, in fiscal 2003, TS/M revenue and SOI were adversely impacted by foreign exchange. Although it witnessed the same trend in fiscal
2004, TS/M achieved strong performance in some Canadian and Australian programs. As has been the case for the Simulation Products/Military
segment, TS/M incurred high bid costs for major programs in Europe and the US.
In fiscal 2005, Helicopter Flight Training Services (HFTS), a consortium with three other major European defence contractors in which CAE
has a 25% investment, was awarded a long-term NH90 training services contract by the German government, contributing to the replenishment
of CAE’s TS/M backlog by y122.0 million.
10.4.3 FINANCIAL RESULTS – CURRENT
TS/M FINANCIAL RESULTS
(amounts in millions, except operating margins)
FY2006
FY2005
Q4-2006 Q3-2006 Q2-2006 Q1-2006 Q4-2005
Revenue
Segment Operating Income
Operating margins
Depreciation and amortization
Capital expenditures
Backlog
$
$
%
$
$
$
200.5
19.1
9.5
7.0
30.9
826.1
187.1
47.7
20.8
11.1
8.0
2.1
890.3
3.3
6.9
1.6
15.5
826.1
52.8
8.4
15.9
1.6
1.5
50.7
5.4
10.7
1.9
7.4
49.3
48.6
2.0
4.1
1.9
6.5
4.2
8.6
1.5
0.1
797.8
829.4
904.0
890.3
For the three months ended March 31, 2006, TS/M’s revenues amounted to $47.7 million, a quarter-over-quarter (sequential) decrease of
$5.1 million or 10%. On a year-over-year basis, revenue decreased by $0.9 million or 2%. Both decreases are mainly attributable to negative
foreign exchange impacts (approximately 25% of TS/M revenues are in US dollars, 20% in Euro and 30% in British pounds) partially offset by
the integration of Greenley & Associates Inc., which was acquired last year and which specializes in modelling and simulation services.
Revenue for fiscal 2006 increased by 7% to $200.5 million, a year-over-year increase of $13.4 million. The increase is a result of increased
maintenance and support services, mainly on German and American bases, as well as the integration of Greenley & Associates Inc., partially offset
by negative foreign exchange impacts as stated above.
Segment Operating Income for the three months ended March 31, 2006 decreased by 61% from the previous quarter to $3.3 million. On
a year-over-year basis, Segment Operating Income decreased $0.9 million or 21%. The sequential decrease is mainly due to lower revenue as
explained above. The decrease is amplified by additional income in the third quarter of fiscal 2006 resulting from a cost recovery from the annual
rate negotiations with the Canadian Government and a dividend received from a TS/M investment in the UK, both of which are part of the recurring
business of TS/M but that does not come evenly quarter over quarter. The year-over-year decrease is mainly attributable to negative foreign
exchange impacts as stated above.
Segment Operating Income for fiscal 2006 was $19.1 million (9.5% of revenue) for a year-over-year decrease of $1.7 million from the
$20.8 million (11.1% of revenue) posted last year. The decrease is mainly attributable to a $4.4 million write-down of deferred bid costs in the
first quarter of fiscal 2006. Excluding non-recurring items, Segment Operating Income for the period would have amounted to $23.5 million
(11.7% of revenue), an increase of $1.5 million over the same period a year ago. The increase is primarily due to higher revenue volume as well
as to the factors mentioned in the above-described quarter variance analysis.
Capital expenditures for the quarter amounted to $15.5 million and were mainly related to the building of training centres in Germany for
the NH90 program and in Italy for Rotorsim, a joint venture between CAE and Agusta S.P.A.
CAE ANNUAL REPORT 2006 _ 49
The capital employed for TS/M as at March 31, 2006 was $111.5 million compared to $75.0 million as at March 31, 2005. The increase
was mainly due to increased capital expenditures as well as to lower deposits on contracts.
10.4.4 BACKLOG
TS/M BACKLOG CONTINUITY SCHEDULE
FISCAL YEARS ENDED MARCH 31
(amounts in millions)
Backlog, beginning of the year
+ Orders for the period
- Revenue for the period
+/- Adjustments (mainly FX)
Backlog, end of the year
$
2006
890.3
243.0
(200.5)
(106.7)
$
2005
799.7
346.9
(187.1)
(69.2)
$
2004
741.7
223.0
(184.8)
19.8
$
826.1
$
890.3
$
799.7
Backlog as at March 31, 2006 stood at $826.1 million, which represented a decrease of $64.2 million from the same period last year. The
decrease in backlog is explained by adjustments arising mainly from the negative foreign exchange impact on the backlog of all foreign locations,
especially in the UK (the Burgess Hill and Benson locations) and Germany.
The order intake for the fourth quarter of fiscal 2006 amounted to $69.8 million and mainly consisted of a Synthetic Environment Core
(Se-Core) Database Virtual Environment Development contract for the US Army and a support services agreement for the A330 Multi-Role Tanker
Transport (MRTT) simulator for the Royal Australian Air Force. In addition, since the beginning of fiscal 2006, TS/M received various training
services orders from its C-130 training centre in Tampa, US, as well as maintenance and support services contracts in Germany, US and Canada.
10.4.5 OUTLOOK
Given the constraints on defence budgets and resources, governments and defence forces worldwide are increasingly scrutinizing their
expenditures and looking for innovative ways to meet operational commitments while focussing resources on core capabilities. One such example
is a growing trend to outsource or privatize training service provisioning as a cost-effectiveness means to accelerate training delivery. TS/M is
actively involved in this area and continues to see a growing demand from defence forces to use synthetic training as the way to download training
tasks from the actual aircraft into the simulators and as a way to enhance true mission rehearsal. While synthetic training will never completely
replace live combat training, TS/M sees more militaries increasing the number of synthetic training hours as a way to replace or complement live
training. TS/M continues to identify and pursue a range of training services opportunities as well as professional service opportunities.
TS/M intends to use its leading-edge technology in the area of Common Database and Common Environment and the credibility boost it
received from the recent strategic win of the US Army’s Synthetic Environment Core (SE-CORE) Database Virtual Environment Development to
capture a significant portion of the growing mission-rehearsal market. The highly sought SE-CORE program requires TS/M to further evolve its
common virtual environment technology so as to enable armies to seamlessly interoperate live and constructive training systems while allowing
the sharing and re-use of complex and costly databases. As the partner of choice for the SE-CORE, TS/M will establish a state-of-the-art database
production facility for the US Army in Orlando, Florida. This strategic contract also entails the exercise of an option for a further four centres.
The experience and technology resulting from the successful execution of this service contract is positioning TS/M favourably in terms of the
credibility it needs to pursue similar opportunities globally.
TS/M is also focussed on growing its training support services business. TS/M’s ability to grow this business as a result of being the partner
of choice for new aircraft platforms has been exemplified in the recent awarding of a five-year contract by the Commonwealth of Australia to
provide the Royal Australian Air Force with training support services for the A330 Multi-Role Tanker Transport (MRTT). This service contract will
become an integral part of the very successful Australian Defence Forces Aerospace Simulators (MSAAS) contract that TS/M has negotiated in
Australia. This contract, recently recognized by Australian Defence Magazine as one of the top defence programs in Australia, has helped TS/M
significantly increase its services business in Australia and serves as a model for similar opportunities elsewhere.
TS/M continues to grow business revenue from its long-term training service contracts. These include contracts such as the Medium Support
Helicopter Aircrew Training Facility (MSHATF) at Royal Air Force Base Benson in the UK as well as maintenance and service contracts that
support almost all of the flight simulators of the German Armed Forces. The training service delivery at the MSHATF is indicative of the trend for
militaries to use synthetic training for more distributed, mission-preparation training. The RAF now regularly conducts “Thursday War” exercises
that involve the networking of various simulators and computer generated forces in mission scenarios. In a similar arrangement, TS/M is a key
player in the consortium that will provide the German Armed Forces with NH90 helicopter training services over a 14.5-year period beginning in
2008. TS/M’s position in this program is critical since TS/M expects several other NH90 training service opportunities to materialize globally over
the next several years. Moreover, this summer, the CAE and Agusta consortium (known as Rotorsim) will begin training operations in Sesto
Calende, Italy by offering comprehensive training on three different variants of the A109 helicopter. This consortium will also provide training for
the very successful AW139 helicopter platform by year end.
TS/M continues to win contracts for the provision of maintenance and support services for defence forces around the world. TS/M’s services
business will continue to see solid revenue streams, including those from the instruction, maintenance and support services provided under the
subcontract to Lockheed Martin for C-130 and C-130J training systems for the US Air Force as well as those from the operation of the US Air
Force Predator UAV schoolhouse. CAE’s C-130 Training Centre in Tampa also continues to witness an increasing volume of business. The German
Armed Forces awarded several contract extensions to TS/M for the ongoing provision of on-site maintenance and logistics support for flight
50 _ CAE ANNUAL REPORT 2006
simulation equipment, including a new contract to support the 12 helicopter simulators at the German Army Aviation School. In Canada, TS/M
secured a three-year contract extension for the provision of first-level maintenance and logistics support for CC-130, CP-140, CH-146, and CF-18
simulators at Canadian Forces Bases across the country. All of these contracts will continue to provide a solid revenue stream for TS/M while
providing the credibility and expertise needed to secure similar contracts globally.
TS/M continues to actively seek teaming arrangements with various OEMs and service providers to ensure best-in-class solutions that offer
the best value for training and service requirements. As militaries look to increase their use of synthetic training, CAE becomes an attractive
partner because of its simulation products capability as well as training service delivery experience.
11
CONSOLIDATED CASH MOVEMENTS AND LIQUIDITY
The Company managed its liquidity in a dynamic fashion and regularly monitors factors that could impact liquidity. The primary factors that affect
liquidity include but are not limited to the following:
• Cash generated from operations, including timing of milestone payments, working capital management
• Capital expenditure requirements
• Scheduled repayments of long-term debt obligations, our credit capacity and expected future debt market conditions
11.1 CASH MOVEMENTS
Free cash flow for fiscal 2006 was $73.7 million, virtually unchanged from fiscal 2005. The following table provides information on the free
cash flow generated by the Company:
CONSOLIDATED CASH MOVEMENTS
(amounts in millions)
Cash provided by continuing operating activities
(before changes in non-cash working capital)
Changes in non-cash working capital
Net cash provided by continuing operating activities
Capital expenditures
Other capitalized costs
Cash dividends
Sale and leaseback financing
Free cash flow
Other cash movements, net
Effect of foreign exchange rate changes on cash and cash equivalents
Net increase in cash before proceeds and repayment of long-term debt
2006
2005
2004
$
$
$
100.4
85.6
186.0
(118.0)
(14.0)
(24.0)
43.8
73.8
$
$
101.7
(100.2)
1.5
(86.8)
(21.5)
(27.4)
122.5
$
(11.7)
$
$
$
$
155.0
81.2
236.2
(130.1)
(22.7)
(9.7)
–
73.7
12.0
(7.6)
78.1
For fiscal 2006, cash provided by continuing activities before the effect of changes in non-cash working capital was $54.6 million higher
than fiscal 2005. Including the effect of changes in non-cash working capital, cash provided by continuing activities reached $236.2 million for
the current fiscal year, representing a $50.2 million increase over last year. A focus on non-cash working capital management towards the end
of fiscal 2005 helped the Company to generate $184.5 million more cash from continuing operations than was generated in fiscal 2004.
Capital expenditures (CapEx) and other capitalized costs for the current year amounted to $152.8 million, $20.8 million higher than last
year. Major capital projects in fiscal 2006 include the ongoing investment in the Dassault Falcon 7X program, the ramp-up of CapEx related to
the German NH90 program, the buy-back of FFSs deployed in our network that were financed under lease agreements and various other
maintenance and growth expenditures.
During fiscal 2005, the Company raised $43.8 million through the sale of leaseback transactions, whereas there were no proceeds from the
sale of leaseback transactions in fiscal 2006.
CAE ANNUAL REPORT 2006 _ 51
11.2 SOURCES OF LIQUIDITY
CAE maintains committed bank lines at floating rates, each provided by a syndicate of lenders. These credit facilities permit the Company and
certain designated subsidiaries to borrow funds directly for operating and general corporate purposes as well as to issue letters of credit and bank
guarantees (see below description of the new revolving credit facility).
The total available amount of committed bank lines as at March 31, 2006 was $608.5 million, of which 21% was utilized ($125.2 million,
all for letters of credit). As at March 31, 2005, the total amount available was $580.3 million, of which 5% ($30.4 million) was utilized. The
increase in total utilization was due mainly to the use of the credit facility for the issuance of letters of credit and bank guarantees, which as at
March 31, 2005, were issued under separate credit agreements, while borrowings decreased to zero as at March 31, 2006.
CAE also has the ability to borrow under non-committed operating lines in various currencies for up to $41.2 million, of which nothing was
drawn as at March 31, 2006.
As at March 31, 2006, CAE had long-term debt totalling $271.3 million compared to $342.9 million as at March 31, 2005. As at
March 31, 2006, the short-term portion of the long-term debt was $10.4 million compared to $35.3 million as at March 31, 2005. The decrease
in the short-term portion results mainly from the repayment of the $20.0 million Canadian dollar Senior Note tranche due in June 2005.
Variations in the debt that occurred throughout the year are outlined below.
During the fourth quarter, CAE converted an operating lease into a capital lease recorded on its balance sheet for $10.2 million for a FFS
that is being relocated from Tampa, US to the São Paolo, Brazil training centre.
During the third quarter of fiscal 2006, the Company took advantage of available liquidity and the strength of the Canadian dollar and
proceeded with the prepayment of a relatively high-cost asset-backed financing amounting to y22.7 million (the Amsterdam asset-backed
financing). This financing structure was consolidated, at the beginning of the fourth quarter of fiscal 2005, as a result of the adoption of new
accounting guidelines on consolidation of variable interest entities. The repayment was partially financed with cash on hand and by a
y15.0 million borrowing under the revolving term credit facility. Swap unwinding and early prepayment charges totalling $2.8 million were paid
as part of the refinancing of the debt and were recorded in the interest expense and reported as a non-recurring item. The repayment is consistent
with the objectives of reducing CAE’s cost of debt and providing additional operational flexibility with respect to the mobility of the FFS within
CAE’s network.
As well, during the third quarter, CAE concluded an agreement to obtain financing for the establishment of its Enterprise Resource Planning
(ERP) system. An unsecured facility in the amount of $35.0 million has been put in place with an initial drawdown amount of $5.1 million for
the costs incurred to date on the implementation. Amounts will be drawn down from the facility as incurred, on a quarterly basis, with monthly
repayments for a term of seven years beginning at the end of the first month after the end of each quarter for which the Company borrowed money.
The interest cost of loans is based on the three-year Government of Canada bond plus a spread at the beginning of each quarter with the rate on
the first drawdown at approximately 5.6%.
During the second quarter, two additional debts were incurred to finance CAE’s operations. The first debt is related to the NH90 project,
where non-recourse financing was put in place to finance the build-out of the project. An amount of $19.7 million has been incurred, resulting
from CAE’s proportionate share (25%) of the initial drawdown of the debt facility. The total facility of y175.5 million to be drawn down over the
build-out of the project. Following the build-out period, the debt will be non-recourse to CAE and has a final maturity of June 2021. The second
debt amounts have been incurred by the Zhuhai Training Centre to finance the acquisition of two FFSs. An amount of $6.5 million has been
incurred as a result of CAE’s proportionate share (49%) of the initial drawdowns of the term debt for CAE’s joint venture participation in the
Zhuhai Training Centre. The debts are non-recourse to CAE and have final maturities of January 2008 and October 2008.
The Company sells some of its third-party receivables on a non-recourse basis to a financial institution for an amount of up to $25.0 million.
Under the terms of the agreement, the Company will continue to act as a collection agent. As at March 31, 2006, $6.7 million in specific
accounts receivable were sold to the financial institution pursuant to this agreement. Net proceeds of the sale were used for general corporate
purposes.
The Company has entered into an EDC Performance Security Guarantee (PSG) account for an amount of $116.7 million (US$100 million)
for which $26.1 million is drawn as at March 31, 2006. The PSG account is an un-committed revolving support for performance bonds, advance
payments guarantees or similar instruments. The PSG account has been provided to CAE on an unsecured basis.
On July 7, 2005, the Company entered into a new revolving credit agreement. This new revolving unsecured term credit facility has a
committed term of five years and matures in July 2010. The total credit available is equal to US$400.0 million and y100.0 million. The facility
has covenants including minimum shareholders’ equity, interest coverage and debt coverage ratios. The new facility has extended the Company’s
ability to enter into project financings that are non-recourse to the Company. The facility also provides the capability to issue letters of credit and
bank guarantees.
52 _ CAE ANNUAL REPORT 2006
11.3 CONTRACTUAL OBLIGATIONS
In the normal course of business, CAE enters into certain contractual obligations and commercial commitments such as debentures and notes,
letters of credit and others. The table below provides a summary of the various maturities of the Company’s contractual obligations as at
March 31, 2006.
CONTRACTUAL OBLIGATIONS
(amounts in millions)
Long-term debt
Capital lease
Operating leases
Purchase obligations
Other long-term obligations
Total
2007
2008
2009
2010
2011
Thereafter
Total
$
8.0
2.4
61.8
1.0
6.6
$ 30.1
$ 12.1
$ 81.0
$ 21.3
$ 105.3
$ 257.8
1.8
79.9
0.4
3.5
0.8
57.8
–
2.8
0.7
53.9
–
2.5
7.7
54.9
–
2.2
0.1
280.5
–
2.9
13.5
588.8
1.4
20.5
$ 79.8
$ 115.7
$ 73.5
$ 138.1
$ 86.1
$ 388.8
$ 882.0
CAE successfully renegotiated its revolving term credit facilities on a committed basis for an additional five years in the first quarter of fiscal
2006. The total availability of the committed credit facilities as at March 31, 2006 is equal to $483.3 million.
Other purchase obligations are related to agreements to purchase goods or services that are enforceable and legally binding on CAE and that
specify all significant terms, including fixed or minimum quantities to be purchased; fixed, minimum or variable price provisions; and the
approximate timing of the transaction. Principally, the purchase obligations are related to agreements with subcontractors to provide services in
the context of long-term contracts with the Company’s clients.
Other long-term obligations include a total of $14.3 million in repayments under various government assistance programs.
As at March 31, 2006, CAE had other long-term liabilities that were not included in the above table. They consisted of some accrued pension
liabilities, deferred revenue and gains on assets and various other long-term liabilities. Cash obligations on accrued employee pension liability
will depend on various elements such as market returns, actuarial losses and gains and interest rate.
CAE did not include future income tax liabilities since future payments of income taxes depend on the amount of taxable earnings and on
whether there are tax loss carry-forwards available to reduce income tax liabilities.
12
CONSOLIDATED FINANCIAL POSITION
12.1 CAPITAL EMPLOYED
The Company’s capital employed as at March 31, 2006 amounted to $865.5 million, decreasing by $71.9 million compared to $937.4 million
as at March 31, 2005. Such decrease allows the Company to achieve a better return on capital investment.
The following table provides the significant elements of the Company’s capital employed:
CONSOLIDATED CAPITAL EMPLOYED
(amounts in millions)
Use of capital:
Non-cash working capital
Property, plant and equipment, net
Other long-term assets
Net assets held for sale (current and long-term)
Other long-term liabilities
Total capital employed
Source of capital:
Net debt
Shareholders’ equity
Source of capital
As at March 31,
As at March 31,
2006
2005
$
(74.5)
$
839.3
329.7
5.9
(234.9)
865.5
190.2
675.3
865.5
$
$
$
$
$
$
9.6
792.2
351.6
2.1
(218.1)
937.4
285.8
651.6
937.4
12.2 NON-CASH WORKING CAPITAL
Non-cash working capital decreased by $84.1 million during fiscal 2006 mainly due to higher levels of deposits on contracts ($52.9 million)
resulting from the level of orders received during the year compared to last year and from the timing of milestone payments, payables and accruals
($60.9 million) and future income tax, net ($8.3 million). These favourable impacts were partially offset by higher levels in prepaid expenses
($7.4 million), income tax recoverable ($17.2 million).
CAE ANNUAL REPORT 2006 _ 53
12.3 PROPERTY, PLANT AND EQUIPMENT, NET
Net property, plant and equipment was up $47.1 million compared to March 31, 2005 as a result of new capital expenditures ($130.1 million),
which were offset by normal depreciation and the effect of foreign exchange rates from the beginning to the end of the fiscal year.
12.4 OTHER LONG-TERM ASSETS
The other long-term assets include, among others, tax accounts, deferred costs, intangible assets and goodwill. No significant movements
occurred in these accounts during fiscal 2006.
12.5 OTHER LONG-TERM LIABILITIES
Other long-term liabilities increased by $26.7 million between March 31, 2005 and 2006 as a result of, amongst others, a new obligation related
to a purchase agreement ($8.1 million), higher level of deferred revenue ($9.8 million) and an increase in the compensation regarding LTI
RSU/DSU ($8.5 million).
12.6 NET DEBT
The Company’s net debt as at March 31, 2006 amounted to $190.2 million, a decrease of $95.6 million compared to $285.8 million at the end
of fiscal 2005. The following table summarizes the major elements of the cash movements:
RECONCILIATION OF CONSOLIDATED NET DEBT MOVEMENT
As at March 31, 2006
(amounts in millions)
Net debt, beginning of period
Impact of cash movements on net debt (see table in the Cash Movements section)
Effect of foreign exchange rate changes on long-term debt
Decrease in net debt during the period
Net debt, end of period
$
285.8
(78.1)
(17.5)
(95.6)
$
190.2
12.7 SHAREHOLDERS’ EQUITY
The $23.7 million increase in equity results mainly from the net earnings ($64.9 million) plus the proceeds from share issuance and contributed
surplus ($17.7 million) net of dividends ($10.0 million) and the change in the currency translation adjustment account ($48.9 million) resulting
from the strengthening of the Canadian dollar during the period as indicated in Section 7.
12.7.1 OUTSTANDING SHARE DATA
CAE’s articles of incorporation authorize the issuance of an unlimited number of common shares and an unlimited number of preferred shares to
be issued in series. To date, the Company has not issued any preferred shares. As at March 31, 2006, CAE had 250,702,430 common shares
issued and outstanding for share capital amounting to $389.0 million. As at the same date, the Company had 6,347,235 options outstanding,
of which 2,775,850 were exercisable.
12.7.2 DIVIDEND POLICY
In each of the quarters of fiscal 2006, the Company paid a dividend of $0.01 per share. The amount and timing of any dividend is within the
discretion of CAE’s Board of Directors. The Board of Directors reviews the dividend policy annually based on the cash requirements of the
Company’s operating activities, liquidity requirements and projected financial position. With the current dividend policy and with the
$250.7 million common shares outstanding as at March 31, 2006, CAE expects to pay annual dividends of approximately $10 million.
12.8 GUARANTEES
In the normal course of business, CAE has issued letters of credit and performance guarantees for a total of $98.6 million as at March 31, 2006
compared to $73.3 million as at March 31, 2005. The increase in the outstanding amount results mainly from additional project-related
requirements.
12.9 SALE AND LEASEBACK TRANSACTIONS
A key element of in the financing strategy that CAE employs to support investment in its Civil and Military training and services business is the
sale and leaseback of certain FFSs installed in the Company’s global network of training centres. This provides CAE with a cost-effective long-
term source of fixed-cost financing. A sale and leaseback transaction can only be executed after the FFS has achieved certification by regulatory
authorities (i.e. the FFS is installed and is available to customers for training). The sale and leaseback structures are typically structured as
leveraged leases with an owner participant. Prior to completing a sale and leaseback consolidated transaction, CAE records the cost to
54 _ CAE ANNUAL REPORT 2006
manufacture the simulator as a capital expenditure, which is included as a fixed asset on the Company’s consolidated balance sheet. On the
execution of a sale and leaseback transaction, CAE records the transaction as a disposal of a fixed asset. The cash proceeds received on the
disposal approximate the fair market value of the FFS. The difference between the proceeds received and CAE’s cost to manufacture
(approximately the margin that CAE would record if it had a completed FFS sale to a third party) is recorded under deferred gains and other long-
term liabilities and is then amortized over the term of the sale and leaseback transaction as a reduction of rental expense, net of the guaranteed
residual value where appropriate. At the end of the term of the sale and leaseback transaction, the guaranteed residual value is taken into income
should no reduction occur in the value of the underlying FFS.
During fiscal 2006, CAE bought back five FFSs that had initially been financed under a sale and leaseback transaction for a total
consideration of $47.3 million. CAE also completed the refinancing of two FFSs for a net asset value of US$13.8 million and converted one FFS
from an operating lease into a capital lease in order to minimize the tax impact associated with the relocation of the FFS to the Brazil training
centre.
The following is a summary, as at March 31, 2006, of the existing sale and leaseback transactions for FFSs currently in service in TS/C
training locations and accounted for as operating leases in CAE’s consolidated financial statements.
EXISTING FFSs UNDER SALE AND LEASEBACK
(amounts in millions, unless otherwise noted)
SimuFlite
Toronto Training Centre
Air Canada Training Centre
Denver/Dallas training centres
China Southern Joint Venture(1)
Other
Annual lease payments (upcoming 12 months)
(1) Joint venture in which CAE holds a 49% interest.
Fiscal
Year
2002 to
2005
2002
2000
2003
2003
–
Number
of FFSs
Lease
(Units) Obligation
Initial
Term
(Years)
Imputed Unamortized
Residual
Interest
Deferred
Value
Rate
Gain
Guarantee
14
$ 186.5
10 to 20
6.7% $ 12.7
$
5.5% to
39.1
29.8
78.2
20.2
21
20
20
15
6.4%
7.6%
5.0%
3.0%
2.9% to
15.8
14.5
28.9
–
2
2
5
5
5
17.4
3 to 8
7.0%
15.6
34.9
33
$ 371.2
$ 31.7
$ 87.5
$ 52.4
–
9.2
8.3
–
–
The rental expenses related to operating leases of the FFSs under sale and leaseback arrangements was $8.6 million during the fourth
quarter and $38.3 million for fiscal 2006 compared to $9.8 million and $42.7 million for the same periods last year.
12.10 NON-RECOURSE PROJECT FINANCING
During 1997, the Company arranged project financing for the Medium Support Helicopter (MSH) program it entered into with the UK Ministry
of Defence. The contract was awarded to a consortium, CAE Aircrew Training Services Plc (Aircrew). The capital value of the assets supplied by
Aircrew is in excess of $200 million. The entity that owns the simulators operated by the training centre is CVS Leasing Ltd. (in which CAE has
a 14% interest). CAE manufactured and sold the FFS to CVS Leasing Ltd., which, in turn, leased them to Aircrew for the full term of the MSH
contract. As Aircrew is majority-controlled by CAE, its financial statements are consolidated in the Company’s results. Future minimum lease
payments associated with the FFS leased to Aircrew amount to approximately $141 million as at March 31, 2006 and are included in the amount
disclosed in Note 20 (Commitments ) to the Consolidated Financial Statements as well as in the operating leases presented as contractual
obligations in the liquidity section herein.
In April 2005, Helicopter Flight Training Services GmbH (HFTS), an industrial consortium in which CAE has a 25% ownership, contracted
a project-financing facility of y175.5 million to fund the acquisition of the assets needed to fulfill a 14.5 year training services contract on the
NH90 helicopter platform for the German Armed Forces. As a 25% owner of HFTS, under the proportionate consolidation method, the Company
accounts for 25% of such outstanding project-financing debt, representing $19.7 million (y13.9 million) as at March 31, 2006 and included in
the amount disclosed in Note 11 (Long-Term Debt ) to the Consolidated Financial Statements.
During 2006, two other debts were incurred by the Zhuhai Training Centre to finance the acquisition of two FFSs. The total financing amount
available was US$19.0 million; to date, an amount of US$11.4 million has been drawn and CAE’s proportionate share (49%) of the drawn term
debts is $6.5 million (US$5.6 million). The debt is non-recourse to CAE and has a final maturity of January and October 2008.
12.11 PENSION OBLIGATIONS
The Company maintains both defined-benefit and defined-contribution pension plans. CAE expects to make a contribution of approximately
$3.0 million in excess of its annual pension expense to satisfy a portion of the underfunded liability of its defined-benefit pension plan. Over
time, the Company will continue to make contributions until its pension plan’s funding obligations are satisfied.
CAE ANNUAL REPORT 2006 _ 55
12.12 VARIABLE INTEREST ENTITIES
Note 25 of the consolidated financial statements summarizes, by segment, the total assets and total liabilities of the significant entities (sale
and leaseback entities and partnership arrangements) in which the Company has a variable interest (variable interest entities or VIEs).
12.12.1 SALE AND LEASEBACK
The Company has entered into sale and leaseback arrangements with special purpose entities (SPEs). These arrangements relate to FFSs used
in the Company’s training centres for military and civil aviation. These leases expire in different periods up to 2023. Typically, the Company has
the option to purchase the equipment at a specific time during the lease terms at a specific purchase price. Some leases include renewal options
at the end of the term. In some cases, the Company has provided guarantees for the residual value of the equipment at the expiry date of the
leases or at the date the Company exercises its purchase option. These SPEs are financed by secured long-term debt and third-party equity
investors which, in certain cases, benefit from tax incentives. The equipment serves as collateral for the long-term debt of the SPEs.
The Company’s variable interests in these SPEs are solely through fixed purchase price options and residual value guarantees, except for
two cases where, in the first instance, it is in the form of equity and subordinated loan and in the second instance, it is in the form of a cost-
sharing construction agreement. In another case, the Company also provides administrative services to the SPE in return for a market fee. Some
of these SPEs are variable interest entities (VIEs) and the Company was the primary beneficiary for only one of them as at March 31, 2006. With
regards to the period ending March 31, 2005, the Company also concluded that it was the primary beneficiary for two SPEs, of which one was
fully consolidated into the Company’s Consolidated Financial Statements as at March 31, 2005.
The second entity was consolidated effective January 1, 2005. During fiscal 2006, the Company took advantage of available liquidity and
the strength of the Canadian dollar and proceeded with the purchase of the assets from this VIE and repaid any related liability. As a result, as
at March 31, 2006, the Company no longer has a variable interest in this second entity.
For all of the other SPEs that are VIEs, the Company is not the primary beneficiary and consolidation is not appropriate under AcG-15. As
at March 31, 2006, the Company’s maximum potential exposure to losses relating to these non-consolidated SPEs was $47.7 million
($49.4 million in 2005).
12.12.2 PARTNERSHIP ARRANGEMENTS
The Company entered into partnership arrangements to provide manufactured military simulation products as well as training and services for
both the Military and Civil segments.
The Company’s involvement with entities in connection with these partnership arrangements is mainly through investments in their equity
and/or in subordinated loans and through manufacturing and long-term training service contracts. The Company concluded that certain of these
entities are VIEs, but the Company is not the primary beneficiary. Accordingly, these entities have not been consolidated. The Company continues
to account for these investments under the equity method, recording its share of the net earnings or loss based on the terms of the partnership
arrangement. As at March 31, 2006 and 2005, the Company’s maximum off-balance sheet exposure to losses related to these non-consolidated
VIEs, other than from its contractual obligations, was not material.
13
FINANCIAL INSTRUMENTS
In the normal course of its business, CAE is exposed to various financial risks. To protect itself, the Company enters into forward, swap and option
contracts to manage its exposure to fluctuations in foreign exchange rates, interest rates and changes in share price. On an ongoing basis, CAE
assesses whether the derivatives that are used in hedging transactions are effective in offsetting changes in fair values or cash flows of hedged
items. CAE does not hold financial instruments for speculative purposes but only to reduce the volatility of its results from its exposure to these
risks. The Company deals only with sound counterparties in executing any of its derivative financial instruments.
CAE employs foreign exchange forward contracts to manage the exposures created when sales are made in foreign currencies. The amount
and timing of the maturity of these forward contracts varies according to a number of project-related factors, including milestone billings and the
use of foreign materials and/or sub-contractors. As at March 31, 2006, CAE had $322.3 million Canadian-dollar equivalent in forward contracts
compared to $305.0 million Canadian-dollar equivalent as at March 31, 2005. The slight increase since March 2005 was due mainly to an
increased number of foreign currency denominated contracts being hedged.
CAE also uses financial instruments to manage its exposure to changing interest rates and to adjust its mix of fixed and floating interest rate
debt at a desirable level. The mix of fixed-rate versus floating-rate debt on its long-term debt was 62% versus 38%, respectively, as at
March 31, 2006. The variation in the mix since March 31, 2005, when it stood at 70% versus 30%, respectively, is due mainly to the repayment
of the Amsterdam asset-backed financing ($38.8 million) and the $20.0 million Canadian dollar Senior Note tranche that was due in June 2005,
which were fixed-rate debt offset by repayment of the floating rate revolving term credit facility of $34.0 million.
As well, CAE reduces its exposure to the fluctuation in its share price, which impacts the cost of the management compensation deferred
share unit (DSU) programs. As at March 31, 2006, the settlement hedge contract covered 600,000 shares of the Company, the same as at
March 31, 2005.
56 _ CAE ANNUAL REPORT 2006
14
ACQUISITIONS, BUSINESS COMBINATIONS AND DIVESTITURES
14.1 BUSINESS ACQUISITIONS AND COMBINATIONS
14.1.1 TERRAIN EXPERTS INC.
On May 20, 2005, the Company acquired Terrain Experts Inc. (TERREX), which develops software tools for terrain database generation and
visualization. The total consideration for this acquisition amounted to US$11.1 million ($14.0 million) payable in three installments as follows:
(i)
1,000,000 shares representing US$4.8 million (approximately $6.1 million) and US$0.2 million ($0.3 million) in cash together
representing US$5.0 million ($6.4 million) at the closing date
(ii) US$3.6 million through the issuance of CAE shares in fiscal 2007
(iii) US$2.5 million through the issuance of CAE shares in fiscal 2008
The Company is considering settling the fiscal 2007 and fiscal 2008 payments by cash rather than shares.
14.1.2 GREENLEY & ASSOCIATES INC.
On November 30, 2004, the Company acquired Greenley & Associates Inc. (G&A), which provides services in the areas of project management,
human factors, modelling and simulation. The total consideration for this acquisition amounted to $4.4 million payable in four installments as
follows:
(i)
424,628 shares (representing $2.0 million) at the closing date
(ii) $0.8 million on November 30, 2005
(iii) $0.8 million on November 30, 2006 and 169,851 shares (representing $0.8 million at the date of the transaction) to be issued on
November 30, 2007
14.1.3 SERVICIOS DE INSTRUCCION DE VUELO, S.L.
In February 2004, CAE and Iberia Lineas Aereas de España, SA (Iberia) agreed to combine their aviation training operations in Spain after
receiving regulatory clearance from Spanish authorities to commence operations under an agreement entered into in October 2003. On
May 27, 2004, in connection with the financing of the combined operation, CAE Servicios Globales de Instruccion de Vuelo (España), S.L. (SGIV),
a wholly-owned subsidiary of CAE, and Iberia contributed the net assets of their respective training centre facilities to Servicios de Instruccion
de Vuelo, S.L. (SIV), with SGIV obtaining ownership of 80% of SIV. This transaction was an important milestone for a major airline to outsource
its wet training to an independent flight service provider such as CAE.
14.1.4 FLIGHT TRAINING CENTRE CHILE S.A.
On April 22, 2004, the Company acquired all the issued and outstanding shares of Flight Training Centre Chile S.A. (FTC Chile, located in
Santiago, Chile) from LAN Chile S.A. for a total cash consideration of $0.9 million (US$0.7 million). This acquisition expanded the Company’s
pilot-training operations into the South American market.
14.2 DISCONTINUED OPERATIONS AND ASSETS HELD FOR SALE
14.2.1 MARINE CONTROLS
On February 3, 2005, CAE completed the sale of the substantial components of its Marine Controls segment to L-3 Communications Corporation
(L-3) for a cash consideration of $238.6 million. This amount is subject to L-3’s approval of the net working capital of the Marine Controls
segment. The parties are currently discussing the appropriate final net working capital amount. During the second and third quarters of fiscal
2006, in accordance with the purchase agreement, L-3 acquired the two components of the Marine Controls segment that were subject to
regulatory approvals, resulting in the assumption by L-3 of CAE’s guarantee of $53.0 million (y23 million) of project-financed related debt for
the UK Astute Class submarine training program.
The results of Marine Controls have been reported as discontinued operations since the second quarter of fiscal 2005, and previously
reported statements have been reclassified. The interest expense relating to debt not directly attributable to the continuing operations and paid
with the proceeds of the sale of the Marine Controls business has been allocated to discontinued operations based on its share of net assets.
14.2.2 FORESTRY SYSTEMS
On August 16, 2002, CAE sold substantially all the assets of the sawmill division of its Forestry Systems. The Company was entitled to receive
further cash consideration from the sale based on operating performance of the disposed business for the three-year period from August 2002 to
August 2005. In November 2005, the buyers notified the Company that the level of operating performance required to trigger a further payment
had not, in their view, been achieved. CAE has completed a review of the buyers’ books and records and has, in January 2006, instituted legal
proceedings to collect the payment that it believes is owed to the Company. The buyers have requested the court refer the dispute to arbitration;
the outcome of the petition has not yet been determined.
CAE ANNUAL REPORT 2006 _ 57
14.2.3 CLEANING TECHNOLOGIES AND OTHER
In fiscal 2004, CAE completed the sale of its last Cleaning Technologies business, Alpheus Inc., to Cold Jet Inc. The Company was entitled to
receive further consideration based on the performance of the business until 2007 and also had certain obligations to Cold Jet Inc. During the
third quarter of fiscal 2006, an agreement was reached to settle the further consideration and cancel the outstanding obligations of the Company.
Cold Jet paid CAE an amount of $0.2 million.
In fiscal 2006, CAE incurred additional costs of $3.4 million related to its former Cleaning Technologies business mostly in connection with
the revaluation of a pension liability and reversal of previously recognized tax asset and recorded $0.9 million in connection with other
discontinued operations.
14.2.4 ASSETS HELD FOR SALE
In the third quarter of fiscal 2005, CAE announced that it would be opening a new business aviation-training centre in Morris County, New Jersey
as part of its global expansion strategy. The new training centre is expected to be operational in fiscal 2007. As a result, the valuation of two
redundant training centre buildings, one located in Dallas, Texas and a second located in Marietta, Georgia, were adjusted to their fair value in
fiscal 2005 and reclassified as assets held for sale, and previously reported amounts have been reclassified. During the third quarter of fiscal
2006, CAE closed its training centre in Maastricht, Netherlands. As a result, the building was reclassified as an asset held for sale.
15
CAPABILITY TO EXECUTE STRATEGY AND DELIVER RESULTS
Our resources and processes provide CAE with the capability to execute its strategy and deliver results. In addition to the key performance drivers
already described, the critical ones are described in this section.
15.1 FINANCIAL POSITION
At March 31, 2006, CAE’s net debt was $190.2 million, representing a net debt to market capitalisation ratio of less than 10%. Given CAE’s
strong balance sheet, its credit availability and the cash it is able to generate from operations, adequate funding is in place or available for current
development projects.
15.2 A SKILLED WORKFORCE AND EXPERIENCED MANAGEMENT TEAM
At the end of fiscal 2006, CAE employed approximately 5,000 people. A skilled workforce has a significant impact on the efficiency and
effectiveness of operations. While competition for well-trained and skilled employees is high, the Company has been successful in attracting and
retaining skilled people by offering a competitive compensation system, its reputation as an industry leader and its commitment to providing an
engaging and challenging work environment.
CAE also benefits from an experienced management team that has a proven track record in the aerospace industry. Strong leadership and
governance are critical to the successful implementation of the Company’s strategy. The Company is focusing on leadership development among
key members working at the executive level and in senior management.
16
BUSINESS RISKS AND UNCERTAINTIES
CAE operates in multiple industry segments that involve various risk factors and uncertainties. Management attempts to mitigate risks that may
affect CAE’s future performance through a process of identifying, assessing, reporting and managing risks of corporate significance. Management
and the board discuss the principal risks of CAE’s businesses, particularly during the strategic planning and budgeting processes. Also, the
Company is currently implementing an enterprise risk management system (ERM) to formalise the risk identification, assessment and reporting
process. A discussion on CAE’s areas of potential risk follows.
16.1 EXECUTION OF RESTRUCTURING
CAE’s future success depends in part on Management’s ability to deploy the Restructuring Plan in a timely fashion and to ensure that the
Company fully benefits from the economies and enhanced efficiency expected from that plan.
16.2 LENGTH OF SALES CYCLE
The sales cycle of CAE’s products and services is lengthy and unpredictable, ranging from 6 to 18 months for civil aviation applications and from
6 to 24 months or longer for military applications. While customers are evaluating CAE’s products and services, the Company may incur expenses
and expend management effort. Making these expenditures with no corresponding revenue in any given quarter could exacerbate fluctuations in
its quarterly operating results and volatility in share prices.
58 _ CAE ANNUAL REPORT 2006
16.3 PRODUCT EVOLUTION
The civil aviation and military markets in which CAE operates are characterized by changes in customer requirements, new aircraft models and
evolving industry standards. CAE’s failure to accurately predict the future needs of its customers and prospective customers or to develop product
enhancements that address evolving standards and technologies may result in the loss of current customers or negatively affect its revenue and
its ability to secure new customers. The evolution of the technology could also have an impact on the value of the fleet of FFS deployed in CAE’s
network.
16.4 LEVEL OF DEFENCE SPENDING
CAE derives much of its revenue from sales to military customers around the world. In fiscal 2006, for example, sales by the Military Simulation
and Training segment accounted for a significant portion of CAE’s revenue. CAE is either the primary contractor or the main subcontractor for
various programs being executed by US, European, Canadian and foreign governments. The termination of funding for a government program
would result in a loss of the anticipated future revenue attributable to that program, which could have a negative impact on CAE’s operations.
Furthermore, a significant reduction in military expenditures by countries with which CAE has contracts could adversely affect sales and earnings
in a material manner.
16.5 CIVIL AVIATION INDUSTRY
CAE derives a material portion of its revenue from the supply of equipment and training services to the commercial and business airline industry.
As major airlines are continuing to face financial difficulties as a whole, purchases of new aircraft by US legacy carriers are being reduced or
postponed, which has resulted in reduced orders for simulators and pricing constraints. While the past year has seen an encouraging surge of
new aircraft orders, much of those aircrafts are destined to Middle Eastern, Asian low-cost carriers and orders by major European and North
American airlines have not kept pace. The profitability of many airlines is being materially impacted by the continuing high price of airplane fuel
and if that continues to worsen, new aircraft deliveries delayed or cancelled leading to revisions in demand for training equipment and services
provided by CAE. In addition, the Company is exposed to credit risk on account receivables from its customers. In order to manage its credit risk,
the Company has adopted policies which include the analysis of the financial position of its customers and regular review of their credit quality.
The Company also subscribes, from time to time, to credit insurance and in some cases, requires a bank letter of credit. As a result, the Company
does not have significant exposure to any individual customer.
16.6 COMPETITION
The markets in which CAE sells its simulation equipment and training services are highly competitive, with new entrants emerging and positioning
themselves to take advantage of a positive market outlook. Some of the Company’s competitors are larger than CAE and have greater financial,
technical, marketing, manufacturing and distribution resources. In addition, some competitors have well-established relationships with aircraft
manufacturers, airlines and governments which may give them an advantage over CAE in winning contracts with these organizations. CAE obtains
most of its contracts through competitive bidding processes that subject the Company to the risk that it will expend substantial time and effort
on proposals for contracts that may not be awarded to the Company. CAE cannot assure that it will continue to win competitively awarded
contracts at the same rate as in the past.
16.7 FOREIGN EXCHANGE
Approximately 90% of CAE’s revenue is generated and will continue to be generated in currencies other than the Canadian dollar. Conversely, a
smaller proportion of the Company’s operating expenses are Canadian dollar denominated. Therefore, any significant fluctuation in the Canadian
dollar exchange rate will cause volatility in the Company’s results of operations, cash flow and financial condition from period to period. The
Company has developed various cash flow hedging programs in order to partially offset this exposure. Additionally, the appreciation of the
Canadian dollar has made Canada a more expensive manufacturing environment for CAE. Steps such as the Restructuring Plan and Project
Phoenix have partially mitigated this, but if the Canadian dollar continues to appreciate that factor will negatively impact both the Company’s
financial results and its competitive position vis-à-vis other equipment manufacturers located in lower cost jurisdictions.
16.8 DOING BUSINESS IN FOREIGN COUNTRIES
CAE has operations in numerous countries and sells its products and services to customers around the world. For fiscal 2006, sales to customers
outside the US and Canada accounted for approximately 50% of revenue. CAE expects that sales outside the US and Canada will continue to
account for a significant portion of revenue for the foreseeable future. As a result, CAE is subject to the risks of doing business internationally.
In addition to the foreign exchange risk discussed above, CAE is also subject to the risks of changes to laws and regulations in host countries:
the cost and complexity of using foreign representatives and consultants; the imposition of tariffs, embargoes, controls and other restrictions
impending the free flow of goods, information and capital; the complexities of managing and operating an enterprise and complying with laws in
multiple jurisdictions; and general changes in economic and geopolitical conditions. CAE’s currency hedging activities could prove unsuccessful
in mitigating foreign exchange risk.
CAE ANNUAL REPORT 2006 _ 59
16.9 FIXED-PRICE AND LONG-TERM SUPPLY CONTRACTS
CAE provides its products and services primarily through fixed-price contracts that require the absorption of cost overruns, notwithstanding the
difficulty of estimating all of the costs incurred in performing these contracts and in projecting the ultimate level of sales that the Company may
achieve. In addition, a number of CAE’s contracts to supply equipment and services to commercial airlines are long-term agreements of up to
20 years. These agreements establish the prices for the simulators or training services to be delivered, subject to adjustments for inflation and
cost increases. If these adjustments do not fully offset inflation or cost increases, CAE’s results of operations could be adversely affected.
16.10 INTEGRATION RISK
CAE’s business could be harmed if its products do not successfully integrate or operate with other sophisticated and continually evolving software,
computing and communications systems. If CAE experiences difficulties or does not meet project milestones in a timely manner, the Company
could be obligated to devote more engineering and other resources to a particular project than originally anticipated. While CAE believes it has
recorded adequate provisions for losses on fixed-price contracts, fixed-price and long-term supply contracts could subject the Company to contract
losses in excess of obligations under provisions.
16.11 GOVERNMENT-FUNDED MILITARY PROGRAMS
Like most suppliers of products and services to governments, CAE may be audited and reviewed periodically on some projects. Adjustments arising
from government audits and reviews may have an adverse effect on results of operations. In addition, some costs may not be reimbursable or
allowed in negotiations of fixed-price contracts. Furthermore, as a government contractor, CAE may be subject to an increased risk of legal actions
and liabilities to which purely private sector companies are not subject, the results of which could have a materially adverse effect on operations.
Failure to comply with government regulations and requirements could lead to being suspended or barred from government contracting or
subcontracting for a period of time, which would have a negative impact on CAE’s operations revenue and profitability and could have a negative
effect on its reputation and ability to procure other government contracts in the future.
16.12 RESEARCH AND DEVELOPMENT ACTIVITIES
Some of CAE’s research and development initiatives have been carried out with the financial support of government agencies, including amounts
from the government of Canada through Technology Partnerships Canada. If such financial assistance is not available to the Company in the
future, CAE may not be able to replace such financing.
16.13 PROTECTION OF INTELLECTUAL PROPERTY
CAE relies in part on trade secrets and contractual restrictions, such as confidentiality agreements and licenses, to establish and protect its
proprietary rights. Such reliance may be insufficient to prevent misappropriation of CAE’s technology or deter others from developing similar
technologies. Enforcement of CAE’s intellectual property rights or its ability to acquire them may be unavailable or limited in some countries.
16.14 INTELLECTUAL PROPERTY
CAE’s products contain sophisticated computer systems supplied to the Company by third parties. Such computer systems and software may not
always be available to CAE. The production of CAE’s simulators is often dependent upon receipt of data, including confidential or proprietary
data, concerning the functions, design and performance characteristics of a product or system, the performance of which the Company’s simulator
is intended to simulate. CAE cannot assure that it will be able to obtain such data on reasonable terms, or at all.
Infringement claims may be brought against CAE or its customers in the future. CAE may not be successful in the defence of such claims
and may not be able to develop processes that do not infringe on the rights of third parties or obtain licenses on commercially acceptable terms,
if at all. In addition, any litigation related to CAE’s intellectual property rights could be lengthy and costly and could adversely affect operations
or financial results, whether or not CAE is successful.
16.15 ENVIRONMENTAL LIABILITIES
CAE’s operations include, and its past operations and those of some past operators at some of current and past sites have included, the use,
generation, storage, handling and disposal of hazardous materials. New laws and regulations, stricter enforcement of existing laws and
regulations, the discovery of previously unknown contamination, the imposition of new clean-up requirements or claims on indemnities CAE has
been given may require the Company to incur substantial costs in the future which could have a materially adverse effect on its financial condition
and results of operations. Provisions that the Company has for existing known claims and probable required remediation may prove insufficient,
the Company is largely uninsured for claims in respect of discontinued operations’ properties and as a result, if an unexpectedly large
environmental claim materialized, it could reduce the Company’s future profitability.
60 _ CAE ANNUAL REPORT 2006
16.16 LIABILITY CLAIMS ARISING FROM CASUALTY LOSSES
Due to the nature of CAE’s business, the Company may be subject to liability claims arising out of accidents or disasters involving aircraft for
which CAE has provided training equipment or services, including claims for serious personal injury or death. CAE may also be subject to product
liability claims in connection with past equipment and service sales by businesses comprising CAE’s discontinued operations. CAE cannot be
certain that its insurance coverage will be sufficient to cover one or more substantial claims.
16.17 WARRANTY OR OTHER PRODUCT-RELATED CLAIMS
The simulators that CAE manufactures are highly complex and sophisticated and may contain defects that are difficult to detect and correct. The
occurrence of errors and failures in CAE’s products could result in warranty claims or the loss of customers. Correcting such defects could require
significant capital investment. When defective products are integrated into the customers’ equipment, CAE may face product liability claims
based on damages to such equipment. Any claims, errors or failures could have an adverse effect on operating results and business. CAE cannot
be certain that its insurance coverage will be sufficient to cover one or more substantial claims.
16.18 REGULATORY RULES IMPOSED BY AVIATION AUTHORITIES
CAE is subject to compliance with regulatory rules imposed by aviation authorities that may change without notice, resulting in disruptions to its
sales and operations. Any changes imposed by a regulatory agency, including changes imposed by aviation authorities such as the US Federal
Aviation Administration to safety standards, could require CAE to make unplanned modifications to its products and services or may result in
delays or cancellations of sales. CAE cannot predict the future impact of changing laws or regulations on its operations, and any changes could
have a materially adverse effect on its results of operations or financial condition.
16.19 SALES OR LICENSES OF CERTAIN CAE PRODUCTS REQUIRE REGULATORY APPROVALS
The sale or license of virtually all of CAE’s products is subject to regulatory controls, including the prohibition of sales to certain countries or of
certain technology such as military-related simulators or other training equipment, including military data or parts, without an export license or
other approvals. These regulations change with some frequency. CAE cannot assure that it will be permitted to sell or license certain products to
customers, and the Company may lose potential revenue as a result of the application of such regulations. Failure to comply with any of these
regulations in the countries in which CAE operated could subject the Company to fines and other material sanctions.
16.20 KEY PERSONNEL
CAE’s continued success will depend in part on the ability to retain and attract key personnel with the relevant skill, expertise and experience.
The Company applies a compensation policy designed to mitigate this risk.
16.21 ENTERPRISE RESOURCES PLANNING
The Company is investing time and money in a new Enterprise Resource Planning (ERP) system. If that system fails to operate as and when
expected, the Company may have difficulty in claiming recompense or correction from the supplier, may have incremental expenses in connection
with its compliance, during fiscal 2007 and afterwards with new requirements related to provisions of the Sarbanes-Oxley Act certification and
may not be able to realize on the expected value of the system. Any of these eventualities may negatively impact the Company’s operations,
profitability and reputation.
17
FINANCIAL STATEMENT DISCLOSURE
17.1 SIGNIFICANT CHANGES IN ACCOUNTING STANDARDS – FISCAL 2004 TO FISCAL 2006
The Company prepares its financial statements in accordance with Canadian GAAP as promulgated by the Accounting Standards Board (AcSB)
of the Canadian Institute of Chartered Accountants (CICA) in its Handbook Sections, Accounting Guidelines (AcG) and Emerging Issues
Committee Abstracts (EIC).
CAE ANNUAL REPORT 2006 _ 61
17.1.1 CONSOLIDATION OF VARIABLE INTEREST ENTITIES
On January 1, 2005, the Company adopted AcG-15, Consolidation of Variable Interest Entities, on a retroactive basis without restatement of
prior periods. AcG-15 provides a framework for identifying variable interest entities (VIEs) and determining when an entity should include the
assets, liabilities and results of operations of a VIE in its consolidated financial statements.
In general, a VIE is a corporation, partnership, limited-liability corporation, trust, or any other legal structure used to conduct activities or
hold assets that either (1) has an insufficient amount of equity to carry out its principal activities without additional subordinated financial
support, (2) has a group of equity owners that are unable to make significant decisions about its activities, or (3) has a group of equity owners
that do not have the obligation to absorb losses or the right to receive returns generated by its operations.
AcG-15 requires a VIE to be consolidated if a party with an ownership, contractual or other financial interest in the VIE (a variable interest
holder) is exposed to a majority of the risk of loss from the VIE’s activities, is entitled to receive a majority of the VIE’s residual returns (if no
party is exposed to a majority of the VIE’s losses), or both (the primary beneficiary). Upon consolidation, the primary beneficiary generally must
initially record all of the VIE’s assets, liabilities and non-controlling interests at fair value at the date the enterprise became the primary
beneficiary. However, for variable interest entities created prior to the initial adoption of AcG-15, the assets, liabilities and non-controlling
interests of these entities must be initially consolidated as if the entities were always consolidated based on majority voting interest. AcG-15 also
requires disclosures about VIEs that the variable interest holder is not required to consolidate but in which it has a significant variable interest.
Pursuant to the adoption of AcG-15 on January 1, 2005, the consolidation of a VIE by CAE resulted in an increase in total assets, total
liability, and shareholders’ equity of $46.4 million, $43.2 million, and $3.2 million respectively.
The detailed impact by balance sheet item is as follows as of January 1, 2005:
(amounts in millions)
Assets
Property, plant and equipment
Liabilities
Accounts payable and accrued liabilities
Long-term debt (including current portion)
Future tax liabilities
Shareholders’ Equity
Retained earnings
Currency translation adjustment
Consolidated in fiscal 2005
$
$
$
$
$
$
46.9
46.9
0.6
41.3
1.8
43.7
3.3
(0.1)
46.9
The liabilities recognized as a result of consolidating this VIE do not represent additional claims on the Company’s general assets; rather,
they represent claims against the specific assets of the consolidated VIE. Conversely, assets recognized as a result of consolidating this VIE do
not represent additional assets that could be used to satisfy claims against the Company’s general assets. Additionally, the consolidation of this
VIE did not result in any change in the underlying tax, legal or credit exposure of the Company.
17.1.2 GENERALLY ACCEPTED ACCOUNTING PRINCIPLES AND FINANCIAL STATEMENT PRESENTATION
On April 1, 2004, the Company adopted CICA Handbook Section 1100, Generally Accepted Accounting Principles, and Section 1400, General
Standards of Financial Statement Presentation. Section 1100 describes what constitutes Canadian GAAP and its sources and provides guidance
on sources to consult when selecting accounting policies and appropriate disclosure when a matter is not dealt with explicitly in the primary
sources of GAAP, thereby recodifying GAAP hierarchy. Section 1400 clarifies what is fair presentation in accordance with GAAP and provides
general guidance on financial presentation. The adoption of these standards did not have any material effect on the Company’s Consolidated
Financial Statements.
17.1.3 HEDGING RELATIONSHIPS
Effective April 1, 2004, the Company prospectively adopted AcG-13, Hedging Relationships, and EIC-128, Accounting for Trading, Speculative
or Non-Hedging Derivative Financial Instruments. AcG-13 addresses the identification, designation, documentation and effectiveness of hedging
relationships for the purposes of applying hedge accounting and the discontinuance of hedge accounting. Under this Guideline, complete
documentation of the information related to hedging relationships is required, and the effectiveness of the hedges must be demonstrated and
documented. The adoption of this Guideline did not have a material impact on the Company’s financial statements.
17.1.4 EMPLOYEE FUTURE BENEFITS
Effective April 1, 2004, CAE adopted CICA Handbook Section 3461, Disclosure Requirements Employee – Future Benefits. The new required
disclosures include items such as a narrative description of each type of plan, the measurement date of the plan asset and liability, the effective
date of the last actuarial evaluation and the detail of the plan asset by major category.
62 _ CAE ANNUAL REPORT 2006
17.1.5 STOCK-BASED COMPENSATION
Effective April 1, 2003, CAE began to prospectively expense its stock-based compensation using the fair value method, as prescribed by CICA
Handbook Section 3870, Stock-based Compensation and Other Stock-based Payments. Since that date, the compensation cost for the
Company’s stock options has been recognized in net earnings with a corresponding credit being posted to contributed surplus (see Note 13 to
the Consolidated Financial Statements).
17.1.6 IMPAIRMENT OF LONG-LIVED ASSETS
Effective April 1, 2003, the Company adopted CICA Handbook Section 3063, Impairment of Long-Lived Assets, which requires the recognition
of an impairment loss for a long-lived asset to be held and used when events or changes in circumstances cause its carrying value to exceed the
total undiscounted cash flows expected from its use and eventual disposition. An impairment loss, if any, is determined as the excess of the
carrying value of the asset over its fair value. It replaces the impairment provision in Section 3061, Property, Plant and Equipment. In the third
quarter of 2005, the Company proceeded with a write-down of $78.4 million on its long-lived assets (see Note 4 to the Consolidated Financial
Statements, which addresses the Impairment of Goodwill, Tangible and Intangible Assets ).
17.1.7 DISPOSAL OF LONG-LIVED ASSETS AND DISCONTINUED OPERATIONS
Effective April 1, 2003, the Company adopted CICA Handbook Section 3475, Disposal of Long-Lived Assets and Discontinued Operations, which
provides guidance on recognizing, measuring, presenting and disclosing long-lived assets to be disposed of. It replaces the disposal provisions in
Section 3061, Property, Plant and Equipment, and supersedes the former Section 3475, Discontinued Operations. Under this section, an asset
classified as held for sale is measured at the lower of its carrying amount or fair value less disposal costs and is not depreciated while classified
as held for sale.
17.1.8 DISCLOSURE OF GUARANTEES
Effective March 31, 2003, the Company adopted AcG-14, Disclosure of Guarantees, which requires disclosure of information about types of
guarantees that could require payments contingent on specified types of future events (see Note 14 to the Consolidated Financial Statements).
17.1.9 SEVERANCE, TERMINATION BENEFITS AND COSTS ASSOCIATED WITH EXIT AND DISPOSAL ACTIVITIES
Effective April 1, 2003, the Company prospectively adopted the new EIC-134, Accounting for Severance and Termination Benefits, and
EIC-135, Accounting for Costs Associated with Exit and Disposal Activities (Including Costs Incurred in a Restructuring) relating to exit or
disposal of activities after March 31, 2003. These abstracts provide guidance on the timing of the recognition and the measurement of liabilities
as well as disclosures for the various types of severance and termination benefits related to the termination of employee services prior to normal
retirement and costs associated with an exit or disposal activity. Under this new guidance, liabilities for these costs are to be recognized in the
period when they are incurred and measured at their fair value. CAE applied the EIC-134 guidelines to severance and other costs (as described
in Note 24 to the Consolidated Financial Statements).
17.1.10 REVENUE RECOGNITION
In December 2003, the Emerging Issues Committee issued EIC-141, Revenue Recognition, which summarizes the principles set forth in Staff
Accounting Bulletin 101 (“SAB 101”) of the United States Securities and Exchange Commission and provides general interpretive guidance on
the application of revenue recognition accounting principles. These recommendations were effective for CAE’s fiscal year beginning April 1, 2004.
The adoption of this abstract did not have any material effect on CAE’s Consolidated Financial Statements.
17.1.11 REVENUE ARRANGEMENTS WITH MULTIPLE DELIVERABLES
Also in December 2003, EIC-142, Revenue Arrangements with Multiple Deliverables, was issued. EIC-142 addresses certain aspects of the
accounting treatment to be used by a vendor for arrangements under which multiple revenue-generating activities will be performed. These
recommendations were effective for CAE’s fiscal year beginning April 1, 2004. The adoption of this abstract did not have any material effect on
CAE’s Consolidated Financial Statements.
17.2 FUTURE CHANGES IN ACCOUNTING STANDARDS
In January 2005, the Accounting Standards Board (AcSB) issued three new standards dealing with financial instruments: (i) Financial
Instruments – Recognition and Measurement; (ii) Hedges; and (iii) Comprehensive Income. The new standards are based on US FASB Statement
115 (Accounting for Certain Investments in Debt and Equity Securities ) Statement 130 (Reporting Comprehensive Income ) Statement 133
(Accounting for Derivative Instruments and Hedging Activities ) and on IAS 39 of the International Accounting Standards (IAS) Board (Financial
Instruments – Recognition and Measurement ).
CAE ANNUAL REPORT 2006 _ 63
CICA Handbook Section 3855, Financial Instruments – Recognition and Measurement, prescribes when a financial instrument should be
recognized on the balance sheet and the measurement method using fair value or using cost-based measures. It also specifies how financial
instrument gains and losses should be presented.
New CICA Handbook Section 3865, Hedges, allows optional treatment providing that hedges be designated as either fair value hedges, cash
flow hedges or hedges of a net investment in a self-sustaining foreign operation. For a fair value hedge, the gain or loss attributable to the hedged
risk is recognized in net income in the period of change together with the offsetting loss or gain on the hedged item attributable to the hedged
risk. The carrying amount of the hedged item is adjusted for the hedged risk. For a cash flow hedge or for a hedge of a net investment in a self-
sustaining foreign operation, the effective portion of the hedging item’s gain or loss is initially reported in other comprehensive income and
subsequently reclassified to net income when the hedged item affects net income.
The AcSB has issued new CICA Handbook Section 1530, Comprehensive Income, and has amended Section 3250, Surplus, by renaming
it Section 3251, Equity. These standards require enterprises to present comprehensive income and its components as well as net income in its
financial statements and to separately present changes in equity during the period as well as components of equity at the end of the period,
including comprehensive income.
These requirements will be applicable for CAE in the first quarter of fiscal 2008. The Company is currently evaluating how these new
Handbook Sections will impact its consolidated financial statements.
17.3 CRITICAL ACCOUNTING ESTIMATES
The preparation of financial statements in accordance with GAAP requires CAE’s Management to make estimates and assumptions that affect the
reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the
reported amounts of revenue and expenses for the period reported. On an ongoing basis, Management reviews its estimates, particularly as they
relate to accounting for long-term contracts, useful lives, employee future benefits, income taxes, impairment of long-lived assets and goodwill,
based on Management’s best knowledge of current events and actions that the Company may undertake in the future. Significant changes in
estimates and/or assumptions could result in impairment of certain assets. Actual results could differ from those estimates.
CAE’s critical accounting policies are those that it believes are the most important in determining its financial condition and results and
require significant subjective judgment by Management. The Company considers an accounting estimate to be critical if the estimate requires
Management to make assumptions about matters that were highly uncertain at the time the estimate was made, if different estimates could have
reasonably been used or if changes in the estimate that would have a material impact on CAE’s financial condition or results of operations are
likely to occur from period to period.
A summary of the Company’s significant accounting policies, including the accounting policies discussed below, is set out in the Notes to
the Consolidated Financial Statements.
17.3.1 REVENUE RECOGNITION
Multiple-element arrangements
At times, the Company sometimes enters into multiple-element revenue arrangements, which may include a combination of design and
engineering elements, the manufacturing of flight simulators and maintenance. A multiple-element arrangement is separated into more than one
unit of accounting, and applicable revenue recognition criteria are considered separately for the separate units of accounting if all of the following
criteria are met:
• The delivered item has value to the customer on a standalone basis.
• There is objective and reliable evidence of the fair value of the undelivered item (or items).
• If the arrangement includes a general right of return relative to the delivered item, delivery or performance of the undelivered item is considered
probable and substantially in the control of the vendor.
Long-term contracts
Revenue from long-term contracts for the design, engineering and manufacturing of flight simulators is recognized using the percentage-of-
completion method when persuasive evidence of an arrangement exists, when the fee is fixed or determinable and when recovery is reasonably
certain. Revenues from fixed-price software arrangements and software customization contracts are also recognized under the percentage-of-
completion method. Under this method, revenue and earnings are recorded as related costs are incurred, on the basis of the percentage of actual
costs incurred to date, relative to the estimated total costs to complete the contract. The cumulative impact of any revisions in cost and earnings
estimates are reflected in the period in which the need for a revision becomes known. Losses, if any, are recognized fully when first anticipated.
Warranty provisions are recorded at the time revenue is recognized, based on past experience. In general, no right of return or complimentary
upgrades is provided to customers. Post-delivery customer support is generally billed separately and revenue is recognized over the support period.
Product maintenance
Revenue from maintenance contracts are deferred and recognized in earnings on a straight-line basis over the contract period. In situations when
it is clear that costs will be incurred in other than a straight-line basis, the percentage-of-completion method, as described above, is used to
recognize revenue over the contract period in proportion to the costs expected to be incurred in performing services under the contract.
64 _ CAE ANNUAL REPORT 2006
Software arrangements
The Company also enters into software arrangements to sell, independently or in multiple-element arrangements, standalone software, services,
maintenance and software customization. Revenue from software arrangements is recognized in accordance with the guidance set out in
Statement of Position (SOP) 97-2, Software Revenue Recognition and is described in more details as follows:
(i)
Standalone products
Revenue from software license arrangements that do not require significant production, modification or customization of software is
recognized when persuasive evidence of an arrangement exists, delivery has occurred, the fee is fixed or determinable and collection is
reasonably assured.
(ii) Consulting services
Revenues arising from direct consulting or training services that are provided to customers are recognized as the services are rendered.
(iii) Maintenance
Maintenance and support revenues are recognized rateably over the term of the related agreements.
(iv) Multiple-element arrangements
The Company sometimes enters into multiple-element revenue arrangements, which may include any combination of software, services or
training, customization and maintenance. In such instances, the fee is allocated to the various elements based on vendor-specific objective
evidence of fair value which is limited to the price charged when the same element is sold separately, regardless of any individual prices
stated within the contract for each element. Applicable revenue recognition criteria are considered separately for each portion of fee
allocated to the respective separate elements as described above.
Training services
Training services are recognized when persuasive evidence of an arrangement exists, the fee is fixed or determinable, recovery is reasonably
certain and, when applicable, products have been delivered or services have been rendered.
17.3.2 INCOME TAXES
The Company uses the tax liability method to account for income taxes. Under this method, future income tax assets and liabilities are determined
according to differences between the carrying value and the tax bases of assets and liabilities.
This method also requires the recognition of future tax benefits, such as net operating loss carry forwards, to the extent that the realization
of such benefits is more likely than not. A valuation allowance is recognized to the extent that, in the opinion of Management, it is more likely
than not that the future income tax assets will not be realized.
Future tax assets and liabilities are measured by applying enacted or substantively enacted rates and laws at the date of the financial
statements for the years in which the temporary differences are expected to reverse.
CAE does not provide for income taxes on undistributed earnings of foreign subsidiaries that are not expected to be repatriated in the
foreseeable future.
Investment tax credits (ITC) arising from research and development (R&D) activities are deducted from the related costs and are accordingly
included in the determination of earnings when there is reasonable assurance that the credits will be realized. ITCs arising from the acquisition
or development of property, plant and equipment and deferred development costs are deducted from the cost of those assets with amortization
calculated on the net amount.
The Company is subject to examination by taxation authorities in various jurisdictions. The determination of tax liabilities and ITCs
recoverable involve certain uncertainties in the interpretation of complex tax regulations. Therefore, the Company provides for potential tax
liabilities and ITCs recoverable based on Management’s best estimates. Differences between the estimates and the ultimate amounts of taxes and
ITCs are recorded in earnings at the time they can be determined.
17.3.3 VALUATION OF GOODWILL AND INTANGIBLE ASSETS
Goodwill is no longer amortized. It is now tested for impairment at least annually or more frequently if events or changes in circumstances indicate
that it might be impaired.
The impairment test consists of a comparison of the fair value of the Company’s reporting units with their carrying amount. When the carrying
amount of the reporting unit exceeds the fair value, the Company compares, in a second step, the fair value of goodwill related to the reporting
unit to its carrying value and recognizes an impairment loss equal to the excess. The fair value of a reporting unit is calculated based on one or
more generally accepted valuation techniques.
CAE ANNUAL REPORT 2006 _ 65
The Company performs the annual review of goodwill as at December 31 of each year. Based on the impairment test performed as at
December 31, 2004, CAE concluded that a goodwill impairment charge was required. No such charge was determined to be required as of the
review as at December 31, 2005.
CAE accounts for its business combinations under the purchase method of accounting, which requires that the total cost of an acquisition
be allocated to the underlying net assets based on their respective estimated fair values. Part of this allocation process requires that the Company
identify and attribute values and estimated lives to the intangible assets acquired. These determinations involve considerable judgment and often
involve the use of significant estimates and assumptions, including those with respect to future cash flows, discount rates and asset lives. These
determinations subsequently affect the amount of amortization expense to be recognized in future periods over the intangible assets’ estimated
useful lives.
17.3.4 DEFERRED DEVELOPMENT COSTS
Research costs are charged to earnings in the periods in which they are incurred. Development costs are also charged to earnings in the period
incurred unless they meet all the criteria for deferral as per CICA Handbook Section 3450, Research and Development Costs and their recovery
is reasonably assured. Government assistance arising from research and development activities is deducted from the related costs or assets, if
deferred. Amortization of development costs deferred to future periods commences with the commercial production of the product and is charged
to earnings based on anticipated sales of the product, when possible, over a period not exceeding five years using the straight-line method.
17.3.5 PRE-OPERATING COSTS
The Company defers costs incurred during the pre-operating period for all new operations. Pre-operating costs are incremental in nature and are
considered by Management to be recoverable from the future operations of the new training centre. Capitalization ceases at the opening of the
training centre. Amortization of the deferred pre-operating costs is taken over five years using the straight line method.
17.3.6 DEFERRED FINANCING COSTS
Costs incurred relating to the issuance of long-term debt are deferred and amortized on a straight-line basis over the term of the related debt.
Costs related to sale and leaseback agreements are amortized on a straight-line basis over the term of the lease.
17.3.7 EMPLOYEE FUTURE BENEFITS
The Company maintains defined-benefit pension plans that provide benefits based on length of service and final average earnings. The service
costs and the pension obligations are actuarially determined using the projected benefit method prorated on employee service and Management’s
best estimate of expected plan investment performance, salary escalation and retirement ages of employees. For the purpose of calculating the
expected return on plan assets, those assets are valued at fair value. The excess of the net actuarial gain (loss) over 10% of the greater of the
benefit obligation and the fair value of plan assets is amortized over the remaining service period of active employees. Past service costs, arising
from plan amendments, are deferred and amortized on a straight-line basis over the average remaining service period of active employees at the
date of amendment.
When a curtailment arises, any unamortized past service cost associated with the reduction of future services is recognized immediately.
Also, the increase or decrease in benefit obligation is recognized as a loss or a gain net of unrecognized actuarial gains or losses. Finally, when
the restructuring of a benefit plan gives rise to both a curtailment and a settlement of obligations, the curtailment is accounted for prior to the
settlement.
18
SYSTEMS, PROCEDURES AND CONTROLS
18.1 DISCLOSURE CONTROLS AND PROCEDURES
Management is responsible for establishing and maintaining a system of controls and procedures over the public disclosure of financial and non-
financial information regarding the Company.
Disclosure controls and procedures (DC&P) are designed to provide reasonable assurance that information required to be disclosed by CAE
in reports filed with securities regulatory agencies is recorded, processed, summarized and reported on a timely basis, as required by law, and is
accumulated and communicated to Management, including our Chief Executive Officer (CEO), Chief Financial Officer (CFO) and disclosure
committee as appropriate, to allow timely decisions regarding required public disclosure.
CAE’s system of DC&P includes but is not limited to its Disclosure Policy, the effective functioning of the entity-level controls, and the
disclosure committee. This includes the procedures in place to systematically identify matters warranting consideration of disclosure by
Management and verification processes for individual financial and non-financial metrics and information contained in annual and interim filings.
In general, these filings include the financial statements, MD&As, Annual Information Forms and other documents and external communications.
An evaluation of the effectiveness of the Company’s DC&P, as defined under the rules of the Canadian Securities Administrators (CSA) and
the Securities and Exchange Commission (SEC), was conducted on March 31, 2006 by and under the supervision of Management, including the
CEO and the CFO. The evaluation included a review of documentation, inquiries and other procedures considered by Management to be
appropriate in the circumstances.
Based on that evaluation, the CEO and the CFO have concluded that the design and operation of the system of disclosure controls and
procedures was effective as of March 31, 2006.
66 _ CAE ANNUAL REPORT 2006
18.2 INTERNAL CONTROL OVER FINANCIAL REPORTING
Internal controls over financial reporting (ICFR) are designed to provide reasonable assurance regarding the reliability of the Company’s financial
reporting and compliance with GAAP in its financial statements. Management has evaluated whether there were changes to its ICFR during the
year ended March 31, 2006 that have materially affected, or are reasonably likely to materially affect, its ICFR. No such changes were identified
through Management’s evaluation.
19
OVERSIGHT ROLE OF AUDIT COMMITTEE AND BOARD OF DIRECTORS
The Audit Committee reviews the Company’s annual MD&A and related consolidated financial statements with Management and the external
auditor and recommends their approval to the Board of Directors. Management and the Company’s internal auditor also periodically provide the
Audit Committee with reports of their assessment of the Company’s internal controls and procedures for financial reporting. The external auditor
periodically provides Management with a report on the internal control weaknesses identified during the course of the external auditor’s annual
audit; this report is reviewed by the Audit Committee.
20
ADDITIONAL INFORMATION
Additional information relating to the Company, including its most recent Annual Information Form (AIF), is available on-line at www.sedar.com
as well as on the Company’s website at www.cae.com.
21
SELECTED FINANCIAL INFORMATION
SELECTED ANNUAL INFORMATION FOR THE PAST FIVE YEARS
(unaudited – amounts in millions,
except per share amounts)
2006
2005
2004
Revenue
$ 1,107.2
$
986.2
$
938.4
$
70.9
64.9
(304.7)
(199.9)
47.4
64.0
2003
976.8
113.9
117.2
2002
$
1,010.7
133.0
149.5
Earnings (loss) from continuing operations
Net earnings(loss)
Financial position:
Total assets
Total net debt
Per share:
$ 1,716.1
$
1,699.7
$
2,308.7
$
2,356.5
$
2,378.4
190.2
285.8
529.6
757.1
822.2
Earnings (loss) from continuing operations
$
Net earnings(loss)
Dividends
Shareholders’ equity
0.28
0.26
0.04
2.70
$
(1.23)
(0.81)
0.10
2.64
$
0.20
0.27
0.12
3.94
$
0.52
0.53
0.12
3.42
$
0.61
0.69
0.11
2.81
CAE ANNUAL REPORT 2006 _ 67
Q1
Q2
Q3
Q4
Total
266.0
20.8
0.08
0.08
20.8
0.08
0.08
280.3
17.8
0.07
0.07
17.1
0.07
0.07
276.6
17.5
0.07
0.07
17.6
0.07
0.07
284.3
14.8
0.06
0.06
9.4
0.04
0.04
1,107.2
70.9
0.28
0.28
64.9
0.26
0.26
248.8
249.8
250.2
250.5
249.8
1.24
1.20
1.17
1.15
1.19
257.5
(345.7)
262.7
9.3
986.2
(304.7)
(1.40)
0.04
(1.23)
230.9
18.9
0.08
0.08
24.3
0.10
0.10
235.1
12.8
0.05
0.05
14.0
0.06
0.05
(1.40)
(347.0)
(1.40)
(1.40)
246.7
246.8
247.0
1.36
1.31
1.22
208.9
12.2
0.06
0.06
13.2
0.06
0.06
213.2
11.0
0.05
0.05
15.1
0.07
0.07
255.2
14.5
0.05
0.05
21.4
0.09
0.09
0.04
108.8
0.44
0.44
247.8
1.23
261.1
9.7
0.04
0.04
14.3
0.05
0.05
(1.23)
(199.9)
(0.81)
(0.81)
247.1
1.28
938.4
47.4
0.20
0.20
64.0
0.27
0.27
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
219.7
220.0
246.5
246.6
233.2
$
1.40
1.38
1.32
1.32
1.35
SELECTED QUARTERLY INFORMATION
(unaudited – amounts in millions
except per share amounts)
Fiscal 2006
Revenue
Earnings from continuing operations
Basic earnings per share from
continuing operations
Diluted earnings per share from
continuing operations
Net earnings
Basic earnings per share
Diluted earnings per share
Average number of shares outstanding
(in millions)
Average exchange rate, US dollar
to Canadian dollar
Fiscal 2005
Revenue
Earnings (loss) from continuing operations
Basic earnings (loss) per share from
continuing operations
Diluted earnings (loss) per share from
continuing operations
Net (loss) earnings
Basic earnings (loss) per share
Diluted earnings (loss) per share
Average number of shares outstanding
(in millions)
Average exchange rate, US dollar to
Canadian dollar
Fiscal 2004
Revenue
Earnings from continuing operations
Basic earnings per share from
continuing operations
Diluted earnings per share from
continuing operations
Net earnings
Basic earnings per share
Diluted earnings per share
Average number of shares outstanding
(in millions)
Average exchange rate, US dollar
to Canadian dollar
68 _ CAE ANNUAL REPORT 2006
SELECTED SEGMENT INFORMATION (ANNUAL)
(unaudited – amounts in millions)
Simulation Products
Training & Services
2006
2005
2004
2006
2005
2004
2006
2005
Total
2004
Civil
Revenue
$ 257.0
$ 213.4
$ 193.0
$ 322.3
$ 306.8
$ 268.8
$ 579.3
$ 520.2
$ 461.8
Segment Operating Income
Operating margins (%)
30.2
11.8
7.8
3.7
10.7
5.5
57.9
18.0
39.8
13.0
28.3
10.5
88.1
15.2
47.6
9.2
39.0
8.4
Military
Revenue
$ 327.4
$ 278.9
$ 291.8
$ 200.5
$ 187.1
$ 184.8
$ 527.9
$ 466.0
$ 476.6
Segment Operating Income
Operating margins (%)
27.7
8.5
26.4
9.5
28.5
9.8
19.1
9.5
20.8
11.1
23.1
12.9
46.8
8.9
47.2
10.1
51.6
10.8
Total
Revenue
$ 584.4
$ 492.3
$ 484.8
$ 522.8
$ 493.9
$ 453.6
$1,107.2
$ 986.2
$ 938.4
Segment Operating Income
Operating margins (%)
57.9
9.9
34.2
6.9
39.2
8.1
77.0
14.7
60.6
12.3
51.4
11.3
134.9
12.2
94.8
9.6
90.6
9.7
Other
(28.7)
(467.8)
(9.3)
EBIT
$ 106.2
$(373.0) $ 81.3
SELECTED SEGMENT INFORMATION (FOURTH QUARTER ENDING MARCH 31)
(unaudited – amounts in millions)
Simulation Products
2006
2005
Training & Services
2006
2005
2006
Total
2005
Civil
Revenue
Segment Operating Income
Operating margins (%)
Military
Revenue
Segment Operating Income
Operating margins (%)
Total
Revenue
$ 78.0
$ 54.2
$ 81.1
$ 79.4
$ 159.1
$ 133.6
9.3
11.9
(2.5)
–
15.1
18.6
13.3
16.8
24.4
15.3
10.8
8.1
$ 77.5
$ 80.5
$ 47.7
$ 48.6
$ 125.2
$ 129.1
6.9
8.9
8.8
10.9
3.3
6.9
4.2
8.6
10.2
8.1
13.0
10.1
$ 155.5
$ 134.7
$ 128.8
$ 128.0
$ 284.3
$ 262.7
Segment Operating Income
Operating margins (%)
16.2
10.4
6.3
4.7
18.4
14.3
17.5
13.7
Other
EBIT
34.6
12.2
23.8
9.1
(25.1)
(24.5)
$
9.5
$
(0.7)
CAE ANNUAL REPORT 2006 _ 69
71 Management’s Statement of
Responsibility
71 Auditors’ Report
72 Consolidated Balance Sheets
73 Consolidated Statements of Earnings
73 Consolidated Statements of Retained
Earnings
74 Consolidated Statements of Cash Flow
75 Notes to the Consolidated Financial
Statements
75 Note 1 – Nature of Operations
and Significant Accounting Policies
81 Note 2 – Business Acquisitions
and Combinations
83 Note 3 – Discontinued Operations
and Assets Held for Sale
85 Note 4 – Impairment of Goodwill,
Tangible and Intangible Assets
85 Note 5 – Accounts Receivable
85 Note 6 – Inventories
85 Note 7 – Property, Plant and Equipment
86 Note 8 – Intangible Assets
86 Note 9 – Goodwill
87 Note 10 – Other Assets
88 Note 11 – Debt Facilities
90 Note 12 – Capital Stock
91 Note 13 – Stock-Based
Compensation Plans
93 Note 14 – Financial Instruments
96 Note 15 – Income Taxes
97 Note 16 – Deferred Gains
and Other Long-Term Liabilities
97 Note 17 – Supplementary Cash
Flow Information
98 Note 18 – Contingencies
98 Note 19 – Government Cost-Sharing
98 Note 20 – Commitments
99 Note 21 – Employee Future Benefits
102 Note 22 – Cumulative Translation
Adjustment
102 Note 23 – Investment Tax Credits
103 Note 24 – Restructuring Costs
104 Note 25 – Variable Interest Entities
105 Note 26 – Operating Segments
and Geographic Information
107 Note 27 – Differences Between
Canadian and United States Generally
Accepted Accounting Principles
114 Note 28 – Comparative Financial
Statements
MANAGEMENT’S STATEMENT OF RESPONSIBILITY
The Consolidated Financial Statements contained in this Annual Report are the responsibility of management, and have been prepared in
accordance with Canadian generally accepted accounting principles and include when necessary some estimates based on management best
judgment. Financial information presented elsewhere in the Annual Report is under management responsibilities and consistent with that
contained in the accompanying financial statements.
CAE’s policy is to maintain internal accounting and administrative systems, combined with disclosure control of high quality consistent with
reasonable cost. Such systems are designed to provide reasonable assurance as to the reliability of financial information and the safeguarding of assets.
The Board of Directors is responsible for ensuring that Management fulfils its responsibilities for financial reporting and is ultimately
responsible for reviewing and approving the Consolidated Financial Statements through its Audit Committee, consisting solely of outside directors,
which reviews the Consolidated Financial Statements and reports thereon to the Board. The Committee meets periodically with the external
auditors, internal auditors and management to review their respective activities and to satisfy itself that each party is properly discharging its
responsibilities. Both external auditors and internal auditors have free access to the Committee, with or without management, to discuss the scope
of their audits, the adequacy of the system of internal controls and financial reporting.
The financial statements have been reviewed by the Audit Committee and, together with the other required information in the Annual Report,
approved by the Board of Directors. In addition, the Consolidated Financial Statements have been audited by PricewaterhouseCoopers LLP, whose
report is provided below.
R. E. Brown
President and Chief Executive Officer
Montreal, Canada
May 17, 2006
AUDITORS’ REPORT
To the Shareholders of CAE Inc.
A. Raquepas
Vice President
Chief Financial Officer
We have audited the consolidated balance sheets of CAE Inc. as at March 31, 2006 and 2005, and the Consolidated Statements of Earnings,
Retained Earnings and Cash Flows for each of the years in the three-year period ended March 31, 2006. These Financial Statements are the
responsibility of the Company’s management. Our responsibility is to express an opinion on these Financial Statements based on our audits.
We conducted our audits in accordance with Canadian generally accepted auditing standards. Those standards require that we plan and
perform an audit to obtain reasonable assurance whether the financial statements are free of material misstatement. An audit includes examining,
on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting
principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation.
In our opinion, these Consolidated Financial Statements present fairly, in all material respects, the financial position of the Company as at
March 31, 2006 and 2005, and the results of its operations and cash flows for each of the years in the three-year period ended March 31, 2006
in accordance with Canadian generally accepted accounting principles.
Chartered Accountants
Montreal, Canada
May 16, 2006
Comments by Auditors for U.S. Readers on Canada-U.S. Reporting Difference
In the United States, reporting standards for auditors require the addition of an explanatory paragraph (following the opinion paragraph) when
there is a change in accounting principles that has a material effect on the comparability of the company’s financial statements, such as the
changes described in note 1 to the consolidated financial statements. Our report to the shareholders dated May 16, 2006 is expressed in
accordance with Canadian reporting standards which do not require a reference to such a change in accounting principles in the auditors’ report
when the change is properly accounted for and adequately disclosed in the financial statements.
Chartered Accountants
Montreal, Canada
May 16, 2006
CAE ANNUAL REPORT 2006 _ 71
CONSOLIDATED BALANCE SHEETS
As at March 31 (amounts in millions of Canadian dollars)
2006
2005
Assets
Current assets
Cash and cash equivalents
Accounts receivable (Note 5)
Inventories (Note 6)
Prepaid expenses
Income taxes recoverable
Future income taxes (Note 15)
Current assets held for sale (Note 3)
Property, plant and equipment, net (Note 7)
Future income taxes (Note 15)
Intangible assets (Note 8)
Goodwill (Note 9)
Other assets (Note 10)
Long-term assets held for sale (Note 3)
Liabilities and Shareholders' Equity
Current liabilities
Accounts payable and accrued liabilities
Deposits on contracts
Current portion of long-term debt (Note 11)
Future income taxes (Note 15)
Current liabilities related to assets held for sale (Note 3)
Long-term debt (Note 11)
Deferred gains and other long-term liabilities (Note 16)
Future income taxes (Note 15)
Long-term liabilities related to assets held for sale (Note 3)
Shareholders' Equity
Capital stock (Note 12)
Contributed surplus (Note 12)
Retained earnings
Cumulative translation adjustment (Note 22)
$
81.1
260.3
93.2
25.2
75.7
5.7
–
541.2
839.3
78.2
23.3
92.0
136.2
5.9
$
57.1
255.7
101.0
17.8
58.5
2.5
5.8
498.4
792.2
101.0
20.2
92.1
138.3
57.5
$ 1,716.1
$
1,699.7
$
373.7
146.4
10.4
14.5
–
545.0
260.9
206.5
28.4
–
$
312.8
93.5
35.3
19.6
7.8
469.0
307.6
179.8
38.3
53.4
1,040.8
1,048.1
389.0
5.8
395.7
(115.2)
675.3
373.8
3.3
340.8
(66.3)
651.6
$ 1,716.1
$
1,699.7
Contingencies and commitments (Notes 18 and 20)
The accompanying notes form an integral part of these Consolidated Financial Statements.
Approved by the Board:
R. E. Brown
Director
L. R. Wilson
Director
72 _ CAE ANNUAL REPORT 2006
CONSOLIDATED STATEMENTS OF EARNINGS
Years ended March 31
(amounts in millions of Canadian dollars, except per share amounts)
Revenue
Earnings (loss) before interest and income taxes (Note 26)
Interest expense, net (Note 11)
Earnings (loss) before income taxes
Income tax expense (recovery) (Note 15)
Earnings (loss) from continuing operations
Results of discontinued operations (Note 3)
Net earnings (loss)
Basic earnings (loss) per share from continuing operations
Diluted earnings (loss) per share from continuing operations
Basic earnings (loss) per share
Diluted earnings (loss) per share
2006
$ 1,107.2
$
$
$
$
$
$
$
$
106.2
16.2
90.0
19.1
70.9
(6.0)
64.9
0.28
0.28
0.26
0.26
2005
986.2
(373.0)
32.1
(405.1)
(100.4)
(304.7)
104.8
(199.9)
(1.23)
(1.23)
(0.81)
(0.81)
$
$
$
$
$
$
$
$
$
2004
938.4
81.3
22.4
58.9
11.5
47.4
16.6
64.0
0.20
0.20
0.27
0.27
$
$
$
$
$
$
$
$
$
Weighted average number of shares outstanding (Basic)
249.8
247.1
233.2
The accompanying notes form an integral part of these Consolidated Financial Statements.
CONSOLIDATED STATEMENTS OF RETAINED EARNINGS
Years ended March 31
(amounts in millions of Canadian dollars)
Retained earnings at beginning of year, as previously reported
Change in accounting policy (Note 1)
Retained earnings at beginning of year
Share issue costs (2004 – net of taxes of $2.4 million)
Net earnings (loss)
Dividends
Retained earnings at end of year
$
$
2006
340.8
–
340.8
–
64.9
(10.0)
$
$
2005
562.1
3.3
565.4
–
(199.9)
(24.7)
$
$
2004
531.2
–
531.2
(5.1)
64.0
(28.0)
$
395.7
$
340.8
$
562.1
The accompanying notes form an integral part of these Consolidated Financial Statements.
CAE ANNUAL REPORT 2006 _ 73
CONSOLIDATED STATEMENTS OF CASH FLOW
Years ended March 31 (amounts in millions of Canadian dollars)
2006
2005
2004
Operating Activities
Net earnings (loss)
Results of discontinued operations (Note 3)
Earnings (loss) from continuing operations
Adjustments to reconcile earnings to cash flows from operating activities:
Impairment of goodwill, tangible and intangible assets (Note 4)
Depreciation
Amortization of deferred financing costs
Amortization and write down of intangible and other assets
Future income taxes
Investment tax credits
Stock-based compensation plans (Note 13)
Other
Decrease (increase) in non-cash working capital (Note 17)
Net cash provided by continuing operating activities
Net cash provided by discontinued operating activities
Net cash provided by operating activities
Investing Activities
$
64.9
6.0
70.9
–
52.5
2.2
22.9
6.0
(11.8)
2.5
9.8
81.2
236.2
2.1
238.3
$
(199.9)
(104.8)
(304.7)
443.3
55.1
7.2
19.7
(113.9)
(29.2)
2.0
20.9
85.6
186.0
21.6
207.6
Business acquisitions (net of cash and cash equivalents acquired) (Note 2)
2.6
(13.8)
Proceeds from disposal of discontinued operations
(net of cash and cash equivalents disposed) (Note 3)
Capital expenditures
Proceeds from sale and leaseback of assets
Deferred development costs
Deferred pre-operating costs
Other assets
Net cash (used in) provided by continuing investing activities
Net cash used in discontinued investing activities
Net cash (used in) provided by investing activities
Financing Activities
Net borrowing under revolving unsecured credit facilities (Note 11)
Proceeds from long-term debt
Reimbursement of long-term debt
Dividends paid
Common stock issuance (Note 12)
Share issue costs
Other
Net cash (used in) provided by continuing financing activities
Net cash provided by discontinued financing activities
Net cash (used in) provided by financing activities
Effect of foreign exchange rate changes on cash and cash equivalents
Net increase (decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of year
Cash and cash equivalents related to:
Continuing operations
Discontinued operations (Note 3)
(4.9)
(130.1)
–
(1.8)
(0.7)
(20.2)
(155.1)
(2.3)
(157.4)
(30.7)
32.1
(65.7)
(9.7)
8.0
–
11.6
(54.4)
1.2
(53.2)
(8.1)
19.6
61.5
81.1
81.1
–
81.1
$
$
$
239.4
(118.0)
43.8
(9.9)
(1.7)
(2.4)
137.4
(5.8)
131.6
(273.7)
3.4
(50.5)
(24.0)
3.6
–
0.7
(340.5)
3.2
(337.3)
(2.3)
(0.4)
61.9
61.5
57.1
4.4
61.5
$
$
$
Supplementary Cash Flow Information (Note 17)
The accompanying notes are an integral part of these Consolidated Financial Statements.
74 _ CAE ANNUAL REPORT 2006
$
$
$
$
64.0
(16.6)
47.4
–
51.3
2.7
17.4
(2.9)
(9.2)
1.3
(6.3)
(100.2)
1.5
4.2
5.7
–
22.3
(86.8)
122.5
(12.7)
(6.6)
(2.2)
36.5
(12.0)
24.5
(70.1)
1.1
(66.5)
(27.4)
176.4
(7.5)
1.4
7.4
10.4
17.8
(3.2)
44.8
17.1
61.9
54.7
7.2
61.9
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years ended March 31, 2006, 2005 and 2004 (amounts in millions of Canadian dollars)
NOTE 1 — NATURE OF OPERATIONS AND SIGNIFICANT ACCOUNTING POLICIES
NATURE OF OPERATIONS
CAE Inc. (the Company) designs, manufactures and supplies simulation equipment and services and develops integrated training solutions for
the military, commercial airlines, business aircraft operators and aircraft manufacturers. CAE's flight simulators replicate aircraft performance in
normal and abnormal operations, as well as a comprehensive set of environmental conditions utilizing visual systems that contain an extensive
database of airports, other landing areas, flying environments, motion and sound cues to create a fully immersive training environment.
The Company offers a full range of flight training devices based on the same software used in its simulators. CAE also operates a global network
of training centres in locations around the world.
Effective April 1, 2005, the Company changed its internal organizational structure such that operations are managed through four segments:
(i)
Simulation Products/Civil: Designs, manufactures and supplies civil flight simulators, training devices and visual systems;
(ii) Simulation Products/Military: Designs, manufactures and supplies advanced military training products for air, land and sea applications;
(iii) Training & Services/Civil: Provides business and commercial aviation training and related services;
(iv) Training & Services/Military: Supplies military turnkey training and operational solutions, support services, life extensions, systems
maintenance and modelling and simulation solutions.
The Company's operations were previously broken down into the following operating segments; Military Simulation & Training (Military), Civil
Simulation & Training (Civil) and Marine Controls (Marine) until the latter's disposal in the fourth quarter of fiscal 2005.
GENERALLY ACCEPTED ACCOUNTING PRINCIPLES AND FINANCIAL STATEMENT PRESENTATION
The accounting policies of CAE Inc. and its subsidiaries conform, in all material respects, to Canadian generally accepted accounting principles
(GAAP), as defined by the Canadian Institute of Chartered Accountants (CICA). In some respects, these accounting principles differ from United
States generally accepted accounting principles (US GAAP). The main differences are described in Note 27.
On April 1, 2004, the Company adopted CICA Handbook Sections 1100, Generally Accepted Accounting Principles and 1400, General
Standards of Financial Statement Presentation. Section 1100 describes what constitutes Canadian GAAP and its sources, and provides guidance
on sources to consult when selecting accounting policies and appropriate disclosure when a matter is not dealt with explicitly in the primary
sources of GAAP, thereby recodifying GAAP hierarchy. Section 1400 clarifies what are presented fairly in accordance with GAAP, and provides
general guidance on financial presentation. The adoption of these standards did not have a material impact on the Consolidated Financial
Statements.
Except where otherwise indicated, all amounts in these financial statements are expressed in Canadian dollars.
USE OF ESTIMATES
The preparation of financial statements in conformity with GAAP requires CAE's management (Management) to make estimates and assumptions
that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements
and the reported amounts of revenue and expenses for the period reported. Management reviews its estimates on an ongoing basis, particularly
as they relate to accounting of long-term contracts, useful lives, employee future benefits, income taxes, impairment of long-lived assets and
goodwill, based on Management's best knowledge of current events and actions it may undertake in the future. Actual results could differ from
those estimates, significant changes in estimates and/or assumptions could result in the impairment of certain assets.
BASIS OF CONSOLIDATION
The Consolidated Financial Statements include the accounts of CAE Inc. and of all its majority-owned subsidiaries, and variable interest entities
for which it is the primary beneficiary. They also include the Company's proportionate share of assets, liabilities and earnings of joint ventures in
which it has an interest. All significant intercompany accounts and transactions have been eliminated. Investments over which CAE exercises
significant influence are accounted for using the equity method, and portfolio investments are accounted for using the cost method.
As at March 31, 2006, CAE's proportionate share of assets, liabilities, revenue and earnings in joint ventures was the following (in millions
of dollars): current assets $36.5; current liabilities $13.9; long-term assets $42.7; long-term liabilities $27.0; revenue of $42.0 and earnings
of $4.0.
On January 1, 2005, the Company adopted CICA Accounting Guideline AcG-15, Consolidation of Variable Interest Entities, on a retroactive
basis without restatement of prior periods. AcG-15 provides a framework for identifying variable interest entities (VIEs) and for determining when
an entity should include the assets, liabilities and results of operations of a VIE in its Consolidated Financial Statements.
CAE ANNUAL REPORT 2006 _ 75
NOTE 1 — NATURE OF OPERATIONS AND SIGNIFICANT ACCOUNTING POLICIES (CONT’D)
In general, a VIE is a corporation, partnership, limited-liability corporation, trust, or any other legal structure used to conduct activities or hold
assets that either (1) has an insufficient amount of equity to carry out its principal activities without additional subordinated financial support,
(2) has a group of equity owners that lack the power to make significant decisions about activities, or (3) has a group of equity owners that do
not have the obligation to absorb losses or the right to receive returns generated by its operations.
AcG-15 requires a VIE to be consolidated if a variable interest holder (a party with an ownership, contractual or other financial interest in
the VIE) is exposed to a majority of the risk of loss from the VIE's activities, is entitled to receive a majority of the VIE's residual returns (if no
party is exposed to a majority of the VIE's losses), or both (the primary beneficiary). Upon consolidation, the primary beneficiary generally must
initially record all of the VIE's assets, liabilities and non-controlling interests at fair value at the date the enterprise became the primary
beneficiary. However, for variable interest entities created prior to the initial adoption of AcG-15, the assets, liabilities and non-controlling
interests of these entities must be initially consolidated as if the entities were always consolidated based on the majority voting interest. AcG-15
also requires disclosures on VIEs that the variable interest holder is not required to consolidate, but in which it has a significant variable interest.
The adoption of AcG-15 on January 1, 2005 resulted in an increase in total assets, liabilities, and retained earnings of $46.9 million,
$43.7 million, and $3.3 million, respectively and a decrease in the currency translation adjustment of $0.1 million in the fiscal 2005
Consolidated Financial Statements (refer to Note 25).
FOREIGN CURRENCY TRANSLATION
Self-sustaining foreign operations
The Company's foreign operations are classified as self-sustaining operations and are translated into Canadian dollars using the current rate
method. Under this method, assets and liabilities are translated at exchange rates in effect at the balance sheet date and revenue and expenses
are translated at the average exchange rates for the period. Foreign gains or losses translated into Canadian dollars are included in the cumulative
translation adjustment account, which is a separate component of shareholders' equity.
Accumulated amounts in the cumulative translation adjustment account are released to the Statements of Earnings when the Company
reduces its net investment in foreign operations by way of a reduction in capital or through the settlement of long-term intercompany balances,
which had been considered part of CAE's net investment.
Foreign currency transactions
Monetary assets and liabilities denominated in currencies other than the functional currency are translated at the prevailing exchange rate at the
balance sheet date. Non-monetary assets and liabilities denominated in currencies other than the functional currency and revenue and expense
items are translated into the functional currency using the exchange rate prevailing at the dates of the respective transactions. Translation gains
or losses are included in the determination of earnings, except those related to long-term intercompany account balances, which form part of the
net investment in foreign operations, and those arising from the translation of foreign currency debt that has been designated as a hedge of the
net investment in subsidiaries, which are included in the cumulative translation adjustment account, a separate component of shareholders'
equity.
REVENUE RECOGNITION
Multiple-element arrangements
The Company sometimes enters into multiple-element revenue arrangements, which may include a combination of design, engineering and
manufacturing of flight simulators and maintenance. A multiple-element arrangement is separated into more than one unit of accounting, and
applicable revenue recognition criteria is considered separately for the different units of accounting if all of the following criteria are met:
• The delivered item has value to the customer on a standalone basis.
• There is objective and reliable evidence of the fair value of the undelivered item (or items).
• If the arrangement includes a general right of return related to the delivered item, delivery or performance of the undelivered item is considered
probable and substantially in the control of the vendor.
Long-term contracts
Revenue from long-term contracts for the design, engineering and manufacturing of flight simulators is recognized using the percentage-of-
completion method when there is persuasive evidence of an arrangement, when the fee is fixed or determinable and when collection is reasonably
certain. Under this method, revenue and earnings are recorded as related costs are incurred, on the basis of the percentage of actual costs
incurred to date, related to the estimated total costs to complete the contract. The cumulative impact of any revisions in cost and earnings
estimates are reflected in the period in which the need for a revision becomes known. Losses, if any, are recognized in full when first anticipated.
Warranty provisions are recorded when revenue is recognized, based on past experience. In general, no right of return or complementary upgrade
is provided to customers. Post-delivery customer support is billed separately, and revenue is recognized over the support period.
Product maintenance
Revenue from maintenance contracts is recognized in earnings on a straight-line basis over the contract period. In situations when it is clear that
costs will be incurred by using a basis other than a straight-line method, revenue is recognized over the contract period in proportion to the costs
expected to be incurred in performing services under the contract.
76 _ CAE ANNUAL REPORT 2006
Software arrangements
The Company also enters into software arrangements to sell, independently or in multiple-element arrangements, standalone software, services,
maintenance and software customization. Revenue from software arrangements is recognized in accordance with the guidance set out in the
Statement of Position (SOP) 97-2, Software Revenue Recognition issued by the American Institute of Certified Public Accountants and is
described in more detail as follows:
(i)
Standalone products
Revenue from software license arrangements that do not require significant production, changes, or customization of software, is recognized
when there is persuasive evidence of an arrangement, delivery has occurred, the fee is fixed or determinable and collection is reasonably
assured.
(ii) Consulting services
Revenues arising from direct consulting or training services that are provided to customers are recognized as the services are rendered.
(iii) Maintenance
Maintenance and support revenues are recognized ratably over the term of the related agreements.
(iv) Multiple-element arrangements
The Company sometimes enters into multiple-element revenue software arrangements, which may include any combination of software,
services or training, customization and maintenance. In such instances, the fee is allocated to the various elements based on vendor-specific
objective evidence of fair value, which is limited to the price charged when the same element is sold separately, regardless of any individual
prices stated within the contract for each element. Applicable revenue recognition criteria are considered separately for each portion of fee
allocated to the respective separate elements as described above.
(v) Long term software arrangements
Revenues from fixed-price software arrangements and software customization contracts are also recognized under the percentage-of-
completion method.
Training services
Training services are recognized when persuasive evidence of an arrangement exists, the fee is fixed or determinable, recovery is reasonably
certain and, when applicable, products have been delivered or services have been rendered.
INCOME TAXES AND INVESTMENT TAX CREDITS
The Company uses the tax liability method to account for income taxes. Under this method, future income tax assets and liabilities are determined
according to differences between the carrying value and the tax bases of assets and liabilities.
This method also requires the recognition of future tax benefits, such as net operating loss carry forwards, to the extent that the realization
of such benefits is more likely than not. A valuation allowance is recognized to the extent that, in the opinion of Management, it is more likely
than not that the future income tax assets will not be realized. (refer to Note 15).
Future tax assets and liabilities are measured by applying enacted or substantively enacted rates and laws at the date of the financial
statements for the years in which the temporary differences are expected to reverse.
CAE does not provide for income taxes on undistributed earnings of foreign subsidiaries that are not expected to be repatriated in the
foreseeable future.
Investment tax credits (ITCs) arising from research and development (R&D) activities are deducted from the related costs and are accordingly
included in the determination of earnings when there is reasonable assurance that the credits will be realized. ITCs arising from the acquisition
or development of property, plant and equipment and deferred development costs are deducted from the cost of those assets with amortization
calculated on the net amount.
The Company is subject to examination by taxation authorities in various jurisdictions. The determination of tax liabilities and ITCs
recoverable involve certain uncertainties in the interpretation of complex tax regulations. Therefore, the Company provides for potential tax
liabilities and ITCs recoverable based on Management's best estimates. Differences between the estimates and the ultimate amounts of taxes and
ITCs are recorded in earnings at the time they can be determined (refer to Note 23).
CASH AND CASH EQUIVALENTS
Cash and cash equivalents consist of highly-liquid investments with original terms to maturity of 90 days or less.
ACCOUNTS RECEIVABLE
Receivables are recorded at cost, net of a provision for doubtful accounts, based on expected recoverability. The Company is involved in a program
under which it sells certain of its accounts receivable to a third party for a cash consideration without recourse to the Company. These transactions
are accounted for when the Company is considered to have surrendered control over the transferred accounts receivable. Losses and gains on
these transactions are recognized in net earnings (loss) (refer to Note 5).
INVENTORIES
Raw materials are valued at the lower of cost and replacement cost. Work in process is stated at the lower of average cost and net realizable
value. The cost of work in process includes material, labour and an allocation of manufacturing overhead (refer to Note 6).
CAE ANNUAL REPORT 2006 _ 77
NOTE 1 — NATURE OF OPERATIONS AND SIGNIFICANT ACCOUNTING POLICIES (CONT’D)
GOVERNMENT ASSISTANCE
Funding from Industry Canada under the Technology Partnerships Canada program (TPC) for costs incurred in research and development (R&D)
programs, is recorded as a reduction of costs or as a reduction of cost capitalized as part of long-term assets.
A liability to repay the government assistance is recognized when stipulated conditions are met. The repayment thereof is reflected in the
statement of earnings when royalties become due.
LONG-LIVED ASSETS
Property, plant and equipment
Property, plant and equipment are recorded at cost less accumulated depreciation, net of any impairment charges. The declining balance and
straight-line methods are used to calculate amortization over the estimated useful lives of the assets as follows:
Building and improvements
Simulators
Machinery and equipment
Leases
Method
Declining balance
Rates/Years
5% – 10%
Straight-line (10% residual)
Not exceeding 25 years
Declining balance
20% – 35%
The Company enters into leases in which substantially all the benefits and risks of ownership transferred to the Company are recorded as capital
leases and classified as property, plant and equipment and long-term borrowings. All other leases are classified as operating leases under which
leasing costs are expensed in the period in which they are incurred. Gains, net of transaction costs, related to the sale and leaseback of simulators
are deferred and the net gains or losses in excess of the residual value guarantees are amortized over the term of the lease. The residual value
of guarantees are ultimately recognized in the Company's earnings upon expiry of the related sale and leaseback agreement.
Interest capitalization
Interest costs relating to the construction of simulators, buildings for training centres and other internally developed assets are capitalized as
part of the cost of property, plant and equipment. Capitalization of interest ceases when the asset is completed and ready for productive use.
Spare parts
Spare parts to be used in the normal course of business are valued at the lower of cost and replacement cost.
Intangible assets with definite useful lives
Intangible assets with definite useful lives are recorded at their fair value at the acquisition date. Amortization is calculated using the straight-
line method for all intangible assets over their estimated useful lives as follows:
Trade names
Customer relations
Customer contractual agreements
Enterprise resource planning – software (1)
Other intangible assets
Weighted
Average
Amortization
Amortization
Period
Period
5 to 17 years
10 years
2 to 20 years
–
5 to 12 years
16
10
13
–
10
(1) Enterprise Resource Planning software is in the building phase; no amortization was taken during fiscal 2006.
Impairment of long-lived assets
The Company recognizes impairment losses for a long-lived asset or asset group to be held and used when events or changes in circumstances
indicating that its carrying value may not be recoverable, as measured by comparing its carrying amount to the estimated undiscounted future
cash flows generated by its use and eventual disposal. An impairment, if any, is measured as the excess of the carrying amount of the asset or
asset group over its fair value.
BUSINESS COMBINATIONS AND GOODWILL
Acquisitions are accounted for using the purchase method and, accordingly, the results of operations of the acquired business are included in
the Consolidated Statements of Earnings effective on their respective dates of acquisition.
Goodwill represents the excess of the cost of acquired businesses over the net of the amounts assigned to identifiable assets acquired and
liabilities assumed. Goodwill is tested for impairment annually, or more frequently if events or changes in circumstances indicate a potential
impairment in value.
78 _ CAE ANNUAL REPORT 2006
The impairment test consists of a comparison of the fair value of the Company's reporting units with their carrying amount. When the carrying
amount of the reporting unit exceeds its fair value, the Company compares, in a second phase, the fair value of goodwill related to the reporting
unit to its carrying value and recognizes, if required, an impairment loss equal to the excess. The fair value of a reporting unit is calculated based
on one or more fair value measures, including present value techniques of estimated future cash flows and estimated amounts at which the unit,
as a whole, could be purchased or sold in a current transaction between willing unrelated parties. If the carrying amount of the reporting unit
exceeds its fair value, the second phase requires the fair value of the reporting unit to be allocated to the underlying assets and liabilities of that
reporting unit, resulting in an implied fair value of goodwill. If the carrying amount of that reporting unit's goodwill exceeds the implied fair value
of that goodwill, an impairment loss equal to the excess is recorded in net earnings (loss) (refer to Note 9).
OTHER ASSETS
Research and development costs
Research costs are charged to earnings in the period in which they are incurred. Development costs are also charged to earnings in the period
incurred unless they meet all the criteria for deferral, as per CICA Handbook Section 3450, Research and Development Costs, and their recovery
is reasonably assured. Government assistance arising from research and development activities is deducted from the related costs or assets, if
deferred. Amortization of development costs deferred to future periods commences with the commercial production of the product and is charged
to earnings based on anticipated sales of the product, when possible, over a period not exceeding five years using the straight-line method.
Pre-operating costs
The Company defers costs incurred during the pre-operating period for all new operations. Pre-operating costs are incremental in nature and are
considered by Management to be recoverable from the future operations of the new training centre. Capitalization ceases at the opening of the
training centre. Deferred pre-operating costs are amortized over a five-year period using the straight-line method.
Deferred financing costs
Costs incurred with the issuance of long-term debt are deferred and amortized on a straight-line basis over the term of the related debt. Costs
related to sale and leaseback agreements are amortized on a straight-line basis over the term of the lease (refer to Note 10).
Restricted cash
Under the terms of subsidiaries' external bank financing and some government-related sales contracts, the Company is required to hold a defined
amount of cash as collateral.
EMPLOYEE FUTURE BENEFITS
The Company maintains defined benefit pension plans that provide benefits based on length of service and final average earnings. The service
costs and the pension obligations are actuarially determined using the projected benefit method prorated on employee service and Management's
best estimate of expected plan investment performance, salary escalation and retirement ages of employees. For the purpose of calculating the
expected return on plan assets, those assets are valued at fair value. The excess of the net actuarial gain (loss) over 10% of the greater of the
benefit obligation and the fair value of plan assets is amortized over the remaining service period of active employees. Past service costs, arising
from plan amendments, are deferred and amortized on a straight-line basis over the average remaining service live of active employees at the
date of amendment.
When a curtailment arises, any unamortized past service costs associated with the reduction of future services is recognized immediately.
Also, the increase or decrease in benefit obligations is recognized as a loss or gain, net of unrecognized actuarial gains or losses. Finally, when
the restructuring of a benefit plan gives rise to both a curtailment and a settlement of obligations, the curtailment is accounted for prior to the
settlement (refer to Note 21).
STOCK-BASED COMPENSATION PLANS
The Company's stock-based compensation plans consist of five individual plans: an Employee Stock Option Plan (ESOP), an Employee Stock
Purchase Plan (ESPP), a Deferred Share Unit (DSU) plan for executives, a Long-Term Incentive Deferred Share Unit (LTI-DSU) plan and a Long-
Term Incentive Restricted Share Unit (LTI-RSU) plan. All plans are described in Note 13.
Since fiscal 2004, net (loss) earnings include compensation costs for CAE's stock options. Using the fair value method, compensation
expense is measured at the grant date and recognized over the service period with a corresponding increase to contributed surplus in shareholders'
equity. The Company estimates the fair value of options using the Black-Scholes option pricing model. The Black-Scholes option pricing model
was developed for use in estimating the fair value of traded options which have no vesting restrictions and are fully transferable. In addition,
valuation models generally require the input of highly-subjective assumptions including expected stock price volatility.
In Note 13, pro forma net (loss) earnings and pro forma basic and diluted net (loss) earnings per share figures are presented as if the fair
value based method of accounting had been used to account for stock options granted to employees during fiscal 2003.
A compensation expense is also recognized for the Company's portion of the contributions made under the ESPP and for the grant date
amount of vested units at their respective valuations for the DSU, LTI-DSU and LTI-RSU plans. Any subsequent changes in CAE's stock price
affect the compensation expense. In fiscal 2004, the Company entered into an equity swap agreement with a major Canadian institution in order
to reduce its cash and earnings exposure related to the fluctuation in the Company's share price relating to the DSU, LTI-DSU and LTI-RSU
programs.
CAE ANNUAL REPORT 2006 _ 79
NOTE 1 — NATURE OF OPERATIONS AND SIGNIFICANT ACCOUNTING POLICIES (CONT’D)
CAE's practice is to issue options in May of each fiscal year or at the time of hiring of new employees or new appointments. In both instances
these options vest equally over four years. Any consideration paid by plan participants on the exercise of share options or the purchase of shares
is credited to share capital together with any related stock-based compensation expense.
HEDGING RELATIONSHIPS AND DERIVATIVE FINANCIAL INSTRUMENTS
The Company enters into forward, swap and option contracts to reduce the financial risk related to its exposure to fluctuations in interest rates
and foreign exchange rates. The interest rate risk associated with certain long-term debt is hedged through interest rate swaps. The foreign
currency risk associated with certain purchase and sales commitments denominated in a foreign currency is hedged through a combination of
forward contracts and options. The Company does not use any derivative financial instruments for trading or speculative purposes.
Effective April 1, 2004, the Company prospectively adopted CICA Accounting Guideline (AcG) AcG-13, Hedging Relationships and CICA
Emerging Issues Committee Abstract 128 (EIC-128), Accounting for Trading, Speculative or Non-Hedging Derivative Financial Instruments.
AcG-13 addresses the identification, designation, documentation and effectiveness of hedging relationships for the purpose of applying hedge
accounting, and the discontinuance of hedge accounting. Under this Guideline, complete documentation of the information related to hedging
relationships is required, and the effectiveness of the hedges must be demonstrated and documented. EIC-128 deals with the issue of how to
account for a freestanding derivative financial instrument that gives rise to a financial asset or liability and does not qualify for hedge accounting.
The adoption of this Guideline and abstract did not have a material impact on the Company's Consolidated Financial Statements.
Gains and losses on foreign currency contracts designated as effective as hedges are recognized in the Consolidated Statements of Earnings
during the same period as the underlying revenues and expenses. For interest rate swaps, the difference between the swap rate and the actual
rate is reflected against the related interest expense. CAE assesses, on an ongoing basis, whether the derivatives that are used in hedging
transactions are effective in offsetting changes in fair values or cash flows of hedged items.
Realized and unrealized gains or losses associated with derivative instruments, which have been terminated or cease to be effective prior to
maturity, are deferred under other current, or non-current, assets or liabilities on the Consolidated Balance Sheets and recognized in earnings
(loss) in the period in which the underlying hedged transaction is recognized. In the event a designated hedged item is sold, extinguished or
matured prior to the termination of the related derivative instrument, any realized or unrealized gain or loss on such derivative instrument is
recognized in earnings (loss). Interest payments relating to swap contracts are recorded in net earnings (loss) over the life of the underlying
transaction using the accrual method as an adjustment to interest income or interest expense (refer to Note 14).
DISPOSAL OF LONG-LIVED ASSETS AND DISCONTINUED OPERATIONS
Long-lived assets to be disposed of by sale must be measured at the lower of their carrying amounts or fair value less selling costs and should
not be amortized as long as they are classified as assets to be disposed of by sale.
Operating results of a company's components disposed of by sale or being classified as held-for-sale are reported as discontinued operations
if the operations and cash flows of those components have been, or will be, eliminated from the Company's current operations pursuant to the
disposal and if the Company does not have significant continuing involvement in the operations of the component after the disposal transaction.
A component of an enterprise includes operations and cash flows that can be clearly distinguished, operationally and for financial reporting
purposes, from the rest of the Company's operations and cash flows (refer to Note 3).
SEVERANCE, TERMINATION BENEFITS AND COSTS ASSOCIATED WITH EXIT AND DISPOSAL ACTIVITIES
In accordance with EIC-134, Accounting for Severance and Termination Benefits and EIC-135, Accounting for Costs Associated with Exit and
Disposal Activities (Including Costs Incurred in a Restructuring), the Company recognizes severance benefits that do not vest when the decision
is made to terminate the employee. Special termination benefits are accounted for when Management commits to a plan that specifically
identifies all significant actions to be taken and commits the entity to the event that obligates it under the terms of the contract with its
employees to pay such termination benefits. Such termination benefits and the benefit arrangement are communicated to the employees in
sufficient detail to enable them to determine the type and amount of benefits they will receive when their employment is terminated. All other
costs associated with restructuring, exit and disposal activities are recognized in the period in which they are incurred and measured at their fair
value. CAE has applied these guidelines for severance termination benefits and other restructuring costs as described in Note 24.
DISCLOSURE OF GUARANTEES
The Company discloses all information concerning certain types of guarantees that may require payments, contingent on specified types of future
events. In the normal course of business, CAE issues letters of credit and performance guarantees (refer to Note 14).
EARNINGS PER SHARE
Earnings per share are calculated by dividing net earnings (loss) available for common shareholders by the weighted average number of common
shares outstanding during the year. The diluted weighted average number of common shares outstanding is calculated by taking into account the
dilution that would occur if the securities or other agreements for the issuance of common shares were exercised or converted into common shares
at the later of the beginning of the period or the issuance date unless it is anti-dilutive. The treasury stock method is used to determine the
dilutive effect of the stock options. The treasury stock method is a method of recognizing the use of proceeds that could be obtained upon the
exercise of options and warrants in computing diluted earnings per share. It assumes that any proceeds would be used to purchase common
shares at the average market price during the period.
80 _ CAE ANNUAL REPORT 2006
FUTURE CHANGES TO ACCOUNTING STANDARDS
Financial instruments – recognition and measurement, hedges and comprehensive income
In January 2005, the Accounting Standards Board (AcSB) issued three new standards dealing with financial instruments: (i) Financial
Instruments – Recognition and Measurement; (ii) Hedges; and (iii) Comprehensive Income. The new standards are based on the US FASB
Statement No. 115, Accounting for Certain Investments in Debt and Equity Securities, Statement No. 130, Reporting Comprehensive Income,
Statement No. 133, Accounting for Derivative Instruments and Hedging Activities, and on the International Accounting Standards Board's (IASB)
standard, IAS 39, Financial Instruments – Recognition and Measurement.
CICA Handbook Section 3855, Financial Instruments – Recognition and Measurement prescribes when a financial instrument should be
recognized on the balance sheet and the measurement method, using fair value or using cost-based measures. It also specifies how financial
instrument gains and losses should be presented.
New CICA Handbook Section 3865, Hedges allows optional treatment providing that hedges be designated as either fair value hedges, cash
flow hedges or hedges of a net investment in a self-sustaining foreign operation. For a fair value hedge, the gain or loss attributable to the hedged
risk is recognized in net income in the period of change together with the offsetting loss or gain on the hedged item attributable to the hedged
risk. The carrying amount of the hedged item is adjusted for the hedged risk. For a cash flow hedge or for a hedge of a net investment in a self-
sustaining foreign operation, the effective portion of the hedging item's gain or loss is initially reported in Other Comprehensive Income and
subsequently reclassified to net income when the hedged item affects net income.
The AcSB has issued new CICA Handbook Section 1530, Comprehensive Income, and has amended Section 3250, Surplus, by renaming it
Section 3251, Equity. These standards require enterprises to present comprehensive income and its components as well as net income in its
financial statements and to separately present changes in equity during the period as well as components of equity at the end of the period,
including comprehensive income.
These requirements will be applicable for CAE in the first quarter of fiscal 2008. The Company is currently evaluating how these new
Handbook Sections will impact its Consolidated Financial Statements.
NOTE 2 — BUSINESS ACQUISITIONS AND COMBINATIONS
TERRAIN EXPERTS INC.
On May 20, 2005, the Company acquired all the issued and outstanding shares of Terrain Experts Inc. (Terrex), which develops software tools
for terrain database generation and visualization. Total consideration for this acquisition amounted to US$11.1 million ($14.0 million) payable
in common shares issued by CAE and a nominal cash portion in three instalments as follows:
(i)
1,000,000 shares representing US$4.8 million (approximately $6.1 million issued at a price of $6.13 per share, the closing price of the
common shares on the Toronto Stock Exchange (TSX) on May 20, 2005), and US$0.2 million ($0.3 million) in cash together representing
US$5.0 million ($6.4 million) at the closing date
(ii) US$3.6 million through the issuance of CAE shares in fiscal 2007 (twelve months following the closing of the acquisition) to be calculated
at the TSX stock price on the date of issuance
(iii) US$2.5 million through the issuance of CAE shares in fiscal 2008 (twenty four months following the closing of the transaction) to be
calculated at the TSX stock price on the date of issuance
The purchase price is still subject to an adjustment based on performance of the business for the twelve-month period following the
acquisition. Any changes in the total consideration will be accounted for as a change in goodwill.
GREENLEY & ASSOCIATES INC.
On November 30, 2004, the Company acquired all the issued and outstanding shares of Greenley & Associates Inc. (G&A), which provides
services in the areas of project management, human factors, modelling and simulation. Total consideration for this acquisition amounted to
$4.4 million payable in equivalent common shares issued by CAE in four instalments as follows: 424,628 shares (representing $2.0 million) at
the closing date; $0.8 million on November 30, 2005; $0.8 million on November 30, 2006; and 169,851 shares (representing $0.8 million
at the transaction date) to be issued on November 30, 2007. The number of shares issued (to be issued) to satisfy the first and the fourth
payments was calculated based on the average closing share price ($4.71 per share) of CAE common shares on the TSX for the 20-day period
ending two days prior to November 30, 2004. The 91,564 shares issued to satisfy the second payment was based on the average closing share
price of CAE common shares on the TSX for the 20-day period ending two days before the date of issuance ($8.07 per share). The number of
shares to be issued to satisfy the third payment will be based on the average closing share price of CAE common shares on the TSX for the 20-day
period ending two days before the date of issuance. During the second quarter of fiscal 2006, the Company completed the purchase price
allocation for this acquisition, and no adjustments were required.
CAE ANNUAL REPORT 2006 _ 81
NOTE 2 — BUSINESS ACQUISITIONS AND COMBINATIONS (CONT’D)
SERVICIOS DE INSTRUCCION DE VUELO, S.L
In February 2004, CAE and Iberia Lineas Aereas de España, SA (Iberia) agreed to combine their aviation training operations in Spain after
receiving regulatory clearance from Spanish authorities to commence operations under an agreement entered into in October 2003.
On May 27, 2004, in connection with the financing of the combined operations, CAE Servicios Globales de Instruccion de Vuelo (España),
S.L. (SGIV), a wholly owned subsidiary of CAE, and Iberia contributed the net assets of their respective training centre facilities to Servicios de
Instruccion de Vuelo, S.L. (SIV), with SGIV obtaining ownership of 80% of SIV. SIV financed the acquisition of the assets from SGIV and Iberia
through an asset-backed financing transaction (refer to Note 11).
As part of this transaction, should the October 2003 agreement be terminated, SGIV and Iberia will be obliged to repurchase the assets they
contributed, in proportion to the fair market value of the assets, for a total amount equal to the outstanding balance under the financing
transaction.
As part of the May 27, 2004 agreement (the Agreement), Iberia was to subsequently transfer a simulator that it was leasing from a third
party to SIV in exchange for a cash consideration of $5.7 million (y3.5 million). This transaction was accounted for as an increased contribution
of property, plant and equipment and in long-term debt with a cash consideration equal to the net asset value.
In addition, as part of the Agreement, SIV has agreed to fund an amount up to a maximum of $2.4 million (y1.5 million) to cover any
payments made by Iberia to former employees in order to indemnify Iberia for potential costs to be incurred due to certain employment matters.
Based on Management's best estimate of SIV's potential liability, an amount of $2.4 million (y1.5 million) has been accrued as part of the
purchase price and accounted for as goodwill.
FLIGHT TRAINING CENTRE CHILE S.A.
On April 22, 2004, the Company acquired all the issued and outstanding shares of Flight Training Centre Chile S.A. (FTC Chile, located in
Santiago, Chile) from LAN Chile S.A. for a total cash consideration of $0.9 million (US$0.7 million). This acquisition expanded the Company's
pilot-training operations into the South American market.
For the year ended March 31, 2004, there were no acquisitions for continuing operations.
The net assets contributed by Iberia to SIV and net assets acquired from Terrex, G&A and FTC Chile are summarized as follows:
(amounts in millions)
Current assets (1)
Current liabilities
Property, plant and equipment, net
$
Other assets
Intangible assets
Trade names
Technology
Customer relations
Other intangibles
Goodwill (2)
Future income taxes
Long-term debt
Long-term liabilities
Fair value of net assets acquired, excluding
cash position at acquisition
Cash position at acquisition
Fair value of net assets acquired
Less: Balance of purchase price
Issuance of 1,000,000 shares (Note 12)
Issuance of 424,628 shares (Note 12)
Shares to be issued (3)
Non-controlling interest
Total cash consideration:
$
(1) Excluding cash on hand
(2) This goodwill is not deductible for tax purposes
(3) Has been accounted for as a liability pending issuance
2006
Terrex
1.9
(2.1)
0.3
3.3
0.3
1.6
0.8
–
4.5
0.5
–
–
11.1
2.9
14.0
–
(6.1)
–
(7.6)
–
0.3
$
$
G&A
2.1
(1.2)
0.3
0.5
0.3
–
0.5
0.1
2.5
(0.5)
(0.2)
–
4.4
–
4.4
–
(2.0)
(2.4)
–
–
$
SIV
4.6
(0.1)
73.1
–
–
–
7.2
–
6.9
–
(61.8)
(2.4)
27.5
–
27.5
–
–
–
(14.6)
12.9
$
FTC Chile
$
$
0.2
(0.1)
2.2
–
–
–
–
–
–
0.4
–
(0.3)
2.4
–
2.4
(1.5)
–
–
–
$
0.9
$
2005
Total
6.9
(1.4)
75.6
0.5
0.3
–
7.7
0.1
9.4
(0.1)
(62.0)
(2.7)
34.3
–
34.3
(1.5)
(2.0)
(2.4)
(14.6)
13.8
The net assets of Terrex are included in the Simulation Products/Military segment. The net assets of G&A are included in the Training &
Services/Military segment. The net assets of SIV and FTC are included in Training & Services/Civil segment.
82 _ CAE ANNUAL REPORT 2006
NOTE 3 — DISCONTINUED OPERATIONS AND ASSETS HELD FOR SALE
DISCONTINUED OPERATIONS
Marine Controls
On February 3, 2005, CAE completed, with L-3 Communications Corporation (L-3), the sale of the substantial components of its Marine Controls
segment for a cash consideration of $238.6 million. This amount is subject to the approval by L-3 of the net working capital of the Marine
Controls segment. The parties are currently discussing the appropriate final net working capital amount. CAE does not believe that the final
payment to L-3 will result in a material adjustment to the gain on disposal already recorded. During the second and third quarters of fiscal 2006,
in accordance with the purchase agreement, L-3 acquired the two components of the Marine Controls segment that were subject to regulatory
approvals, resulting in the assumption by L-3 of CAE's guarantee of $53.0 million (£23 million) of project-financed related debt for the UK
Astute Class submarine training program.
The results of the Marine Controls segment have been reported as discontinued operations since the second quarter of fiscal 2005 and
previously reported statements have been reclassified. Interest expense relating to debt not directly attributable to the continuing operations and
paid with the proceeds of the sale of the Marine Controls business has been allocated to discontinued operations based on its share of net assets.
Cleaning technologies and other discontinued operations
In fiscal 2004, CAE completed the sale of its last Cleaning Technologies business, Alpheus Inc., to Cold Jet Inc. The Company was entitled to
receive further consideration based on the performance of the business until 2007 and also had certain obligations to Cold Jet Inc. During the
third quarter of fiscal 2006, an agreement was reached to settle the further consideration and cancel the outstanding obligations of the Company.
Cold Jet paid CAE an amount of $0.2 million.
In fiscal 2006, CAE incurred additional costs of $3.4 million related to its former Cleaning Technologies business mostly in connection with
the revaluation of a pension liability and reversal of unrecognized tax asset, and recorded $0.9 million for other discontinued operations.
Forestry Systems
On August 16, 2002, CAE sold substantially all the assets of the sawmill division of its Forestry Systems. The Company was entitled to receive
further cash consideration from the sale based on operating performance of the disposed business for the three-year period from August 2002 to
August 2005. In November 2005, the Company was notified by the buyers that, in their view, the targeted level of operating performance which
would trigger further payment had not been achieved. CAE has completed a review of the buyers' books and records and has, in January 2006,
launched legal proceedings to collect the payment that it believes is owed to the Company. The Company has an expense of $0.2 million in fees
to date in connection with the evaluation and litigation.
ASSETS HELD FOR SALE
As part of its global expansion, CAE announced in its third quarter of fiscal 2005 that it would be opening a new business aviation-training centre
in Morris County, New Jersey. The new training centre is expected to be operational in fiscal 2007. As a result, the valuation of two redundant
training centre buildings, one located in Dallas, Texas and a second located in Marietta, Georgia, were adjusted to their fair value in fiscal 2005
and reclassified as assets held for sale, and previously reported amounts have been reclassified.
As part of a review of its performance and strategic orientation, CAE decided to close its training centre located in Maastricht, Netherlands
during the third quarter of fiscal 2006. As a result, a building was reclassified as an asset held for sale.
CAE ANNUAL REPORT 2006 _ 83
NOTE 3 — DISCONTINUED OPERATIONS AND ASSETS HELD FOR SALE (CONT’D)
Summarized financial information for the discontinued operations is as follows:
OPERATION SUMMARY OF DISCONTINUED OPERATIONS
(amounts in millions except per share amounts)
2006
2005
2004
Revenue
Cleaning Technologies
Forestry Systems
Marine Controls
Gain on sale of Marine Controls, net of $25.1 million tax expense
Net (loss) earnings from Marine Controls,
net of tax expense (2006 – $0.7; 2005 – $3.8; 2004 – $9.2)
Net loss from Cleaning Technologies and other discontinued operations,
net of tax expense (recovery) (2006 – $1.0; 2005 – Nil; 2004 – ($1.7))
Net loss from Forestry Systems,
net of tax recovery (2006 – $0.1; 2005 – Nil; 2004 – $0.2)
Net loss from Training & Services/Civil,
net of tax recovery (2006 – Nil; 2005 – $0.1; 2004 – $0.2)
Net (loss) earnings from discontinued operations
Basic net (loss) earnings per share from discontinued operations
Diluted net (loss) earnings per share from discontinued operations
NET ASSETS OF DISCONTINUED OPERATIONS AND ASSETS HELD FOR SALE
$
$
$
$
$
$
–
–
–
–
–
(1.7)
(4.1)
(0.2)
–
(6.0)
(0.02)
(0.02)
(amounts in millions)
Current assets held for sale
Cash and cash equivalents
Accounts receivable
Prepaid expenses
Long-term assets held for sale
Property, plant and equipment, net
Other assets
Current liabilities related to assets held for sale
Accounts payable and accrued liabilities
Long-term liabilities related to assets held for sale
Long-term debt
Future income taxes
As at March 31, 2006
Marine
Controls
Other
$
$
$
$
$
$
$
$
–
–
–
–
–
–
–
–
–
–
–
–
$
$
$
$
$
$
$
$
–
–
–
–
5.9
–
5.9
–
–
–
–
–
$
$
$
$
$
$
$
$
$
$
$
$
$
$
–
–
109.6
109.6
103.9
5.5
(4.4)
–
(0.2)
104.8
0.42
0.42
$
$
$
$
$
$
1.7
3.1
154.8
159.6
–
20.0
(2.6)
(0.5)
(0.3)
16.6
0.07
0.07
As at March 31, 2005
Marine
Controls
Other
4.4
1.2
0.2
5.8
50.8
2.5
53.3
7.8
7.8
53.0
0.4
53.4
$
$
$
$
$
$
$
$
–
–
–
–
4.2
–
4.2
–
–
–
–
–
Other property, plant and equipment held for sale consist of land and buildings related to the Training & Services/Civil segment, as previously
described.
84 _ CAE ANNUAL REPORT 2006
NOTE 4 — IMPAIRMENT OF GOODWILL, TANGIBLE AND INTANGIBLE ASSETS
During fiscal 2005, CAE's management performed a comprehensive review of the current performance and strategic orientation of its reporting
units. This strategic review revealed that several factors had severely and persistently affected mainly the Civil business, including the enduring
adverse economic environment of the airline industry. This created a new market reality, slower than anticipated training outsourcing opportunities
(due to pilot-related restructuring efforts at some major airlines), escalating cost of manufacturing full-flight simulators, the erosion of the 30 to
50-seat regional jet market and the appreciation of the Canadian dollar. These elements had caused the recalibration of some key assumptions
in Civil's strategic planning, which led to the review of the carrying amount of certain assets, including goodwill, intangible assets acquired in
previous acquisitions, inventory levels for the regional jet market, non-performing training equipment and certain other assets.
Therefore, based on this review, as at March 31, 2005, the Company recorded a $443.3 million impairment charge, all of which is virtually
related to its Civil segments, as follows:
(amounts in millions)
Goodwill
Customer relations
Trade names and other intangible assets
Property, plant and equipment (simulators)
Inventories
Other assets
NOTE 5 — ACCOUNTS RECEIVABLE
(amounts in millions)
Trade
Allowance for doubtful accounts
Unbilled receivables
Other receivables
2005
$
205.2
86.7
20.4
78.4
33.3
19.3
$
443.3
2006
$
107.2
$
(4.8)
122.8
35.1
260.3
$
$
2005
99.9
(3.5)
122.0
37.3
255.7
The Company has an agreement to sell third-party receivables to a financial institution for an amount of up to $25.0 million. Under the
terms and conditions of the agreement, the Company continues to act as a collection agent. The selected accounts receivable are sold to a third
party for a cash consideration on a non-recourse basis to the Company. As at March 31, 2006, $6.7 million (2005 – $16.5 million) of specific
accounts receivable were sold to the financial institution pursuant to this agreement. Proceeds (net of $0.5 million in fees, 2005 – Nil) of the
sale were used to repay borrowings under the Company's credit facilities.
NOTE 6 — INVENTORIES
(amounts in millions)
Work in progress
Raw materials, supplies and manufactured products
2006
66.6
26.6
93.2
$
$
NOTE 7 — PROPERTY, PLANT AND EQUIPMENT
(amounts in millions)
Land
$
Buildings and improvements
Simulators
Machinery and equipment
Assets under capital lease (1)
Assets under construction (2)
Cost
20.2
220.6
528.5
177.7
32.2
129.0
Accumulated
Depreciation
$
–
65.8
77.9
104.9
20.3
–
$
2006
Net Book
Value
20.2
154.8
450.6
72.8
11.9
129.0
$
Cost
18.8
233.9
509.3
185.3
24.0
58.9
Accumulated
Depreciation
$
–
66.9
48.6
100.3
22.2
–
$
$
$
2005
61.6
39.4
101.0
2005
Net Book
Value
18.8
167.0
460.7
85.0
1.8
58.9
$ 1,108.2
$
268.9
$
839.3
$
1,030.2
$
238.0
$
792.2
(1) Includes simulators and machinery and equipment.
(2) Simulators and buildings are included as at March 31, 2006 and only simulators are included as at March 31, 2005.
CAE ANNUAL REPORT 2006 _ 85
NOTE 8 — INTANGIBLE ASSETS
(amounts in millions)
Trade names
$
Customer relations
Customer contractual agreements
Enterprise resources
planning –software (ERP)
Other intangible assets
Cost
12.2
1.2
7.7
3.3
4.0
$
28.4
$
The continuity of intangible assets is as follows:
Accumulated
Amortization
$
0.9
0.2
3.0
–
1.0
5.1
2006
Net Book
Value
11.3
$
$
1.0
4.7
3.3
3.0
Cost
12.3
0.5
8.5
–
2.1
$
23.3
$
23.4
$
Accumulated
Amortization
$
0.2
–
2.5
–
0.5
3.2
(amounts in millions)
Opening balance
Acquisitions (Note 2)
ERP software additions
Amortization
Foreign exchange
Closing balance
(amounts in millions)
Opening balance
Acquisitions (Note 2)
Amortization
Impairment (1)
Foreign exchange
Closing balance
Simulation
Training
Simulation
Training
Products/Civil
Services/Civil Products/Military Services/Military
$
–
–
1.6
–
–
$
17.7
$
–
0.6
(1.5)
(0.6)
$
1.6
$
16.2
$
1.6
2.7
0.9
(0.3)
(0.1)
4.8
$
$
0.9
–
0.2
(0.3)
(0.1)
0.7
Simulation
Training
Simulation
Training
Products/Civil
Services/Civil Products/Military
Services/Military
$
$
–
–
–
–
–
–
$
127.4
$
7.2
(6.3)
(107.1)
(3.5)
17.7
$
$
1.8
–
(0.1)
–
(0.1)
1.6
$
–
0.9
–
–
–
$
0.9
$
2005
Net Book
Value
12.1
$
0.5
6.0
–
1.6
$
20.2
$
2006
Total
20.2
2.7
3.3
(2.1)
(0.8)
$
23.3
2005
Total
$
129.2
8.1
(6.4)
(107.1)
(3.6)
20.2
(1) As indicated in Note 4, the Company recognized an impairment charge during fiscal 2005.
The annual amortization expense for the next five years will be approximately $1.9 million.
NOTE 9 — GOODWILL
As at April 1, 2005, following the changes in its internal organizational structure related to the operating segments of the Company, goodwill has
been reassigned to the reporting segment using a related fair value allocation approach and is divided as follows between Simulation
Products/Military and Training & Services/Military:
(amounts in millions)
Opening balance
Acquisitions (Note 2)
Foreign exchange
Closing balance
Simulation
Training
Simulation
Training
Products/Civil
Services/Civil Products/Military Services/Military
$
$
–
–
–
–
$
$
–
–
–
–
$
$
52.5
4.5
(2.8)
54.2
$
$
39.6
–
(1.8)
37.8
$
$
2006
Total
92.1
4.5
(4.6)
92.0
86 _ CAE ANNUAL REPORT 2006
(amounts in millions)
Opening balance
Acquisitions (Note 2)
Impairment(1)
Foreign exchange
Closing balance
Simulation
Training
Simulation
Training
Products/Civil
Services/Civil Products/Military
Services/Military
$
$
55.1
1.9
(55.4)
(1.6)
$
149.0
$
5.0
(149.8)
(4.2)
–
$
–
$
55.1
1.4
–
(4.0)
52.5
(1) As indicated in Note 4, a goodwill impairment charge was recorded in fiscal 2005.
NOTE 10 — OTHER ASSETS
(amounts in millions)
Restricted Cash
Investment in and advances to CVS Leasing Ltd. (i)
Deferred development costs, net of accumulated amortization of $22.6 (2005 – $9.5) (ii)
Deferred pre-operating costs, net of accumulated amortization of $18.6 (2005 – $14.6) (iii)
Deferred financing costs, net of accumulated amortization of $14.5 (2005 – $12.1)
Long-term receivables (iv)
Accrued benefit asset (Note 21)
Other, net of accumulated amortization of $3.6 million (2005 – $1.5)
2005
Total
$
300.7
9.4
(205.2)
(12.8)
$
92.1
$
2005
0.9
41.2
33.7
13.5
5.6
10.6
18.0
14.8
$
$
$
41.5
1.1
–
(3.0)
39.6
2006
1.5
39.0
26.1
9.2
7.4
11.7
20.8
20.5
$
136.2
$
138.3
(i) The Company leads a consortium, which was contracted by the United Kingdom (UK) Ministry of Defense (MoD) to design, construct,
manage, finance and operate an integrated simulator-based aircrew training facility for the Medium Support Helicopter (MSH) fleet of the
Royal Air Force. The contract covers a 40-year period, which can be terminated by the MoD after 20 years, in 2018.
In connection with the contract, the Company has established a subsidiary, CAE Aircrew Training Plc (Aircrew), of which it owns 78%
with the balance held by the other consortium partners. This subsidiary has leased the land from the MoD, built the facility and operates
the training centre. Aircrew has been consolidated with the accounts of the Company since its inception.
In addition, the Company has a 14% minority interest and has advanced funds to CVS Leasing Ltd. (CVS), the entity that owns the
simulators and other equipment leased to Aircrew. In March 2005, CVS refinanced its operations through an amount of £70.6 million of
financing, which expires in October 2016.
(ii) R&D expenditures aggregated to $95.8 million during the year (2005 – $93.5 million; 2004 – $81.0 million), of which $1.8 million
represents development costs that qualify for a deferral pursuant to CICA requirements (2005 – $9.9 million; 2004 – $12.7 million). The
Company has recorded government assistance against these amounts (refer to Note 19).
An amount of $13.1 million in deferred development costs was amortized during the year (2005 – $3.9 million, 2004 – $5.4 million).
(iii) The Company defers costs incurred during the pre-operating period for all new operations. Capitalization ceases and amortization begins
when operations commence. In fiscal 2006, $0.7 million was capitalized (2005 – $1.7 million) and an amortization of $4.0 million was
taken (2005 – $6.1 million; 2004 – $4.1 million).
(iv) Long term receivables include secured subordinated promissory notes in connection with the sale of its various Cleaning Technologies
businesses totalling $8.5 million. The notes bear interest at rates ranging from 3% to 7%.
CAE ANNUAL REPORT 2006 _ 87
NOTE 11 — DEBT FACILITIES
A. LONG-TERM DEBT
(amounts in millions)
Recourse debt
(i)
(ii)
Senior notes
Revolving unsecured term credit facilities,
5 years, maturing in July 2010; US$400.0
(outstanding as at March 31, 2006 – Nil and USNil, as at March 31, 2005 – Nil)
5 years, maturing April 2006; US$350.0
(outstanding as at March 31, 2006 – Nil and USNil, as at March 31, 2005 – $30.4 and USNil)
5 years, maturing July 2010, y100.0
(outstanding as at March 31, 2006 – yNil, as at March 31, 2005 – yNil)
(iii)
Term loans, maturing in May and June 2011
(outstanding as at March 31, 2006 – y26.9 and y5.3, as at March 31, 2005 – y30.5 and y6.0)
(iv)
Grapevine Industrial Development Corporation bonds,
(v)
(vi)
(vii)
(viii)
secured, maturing in January 2010 and 2013 (US$27.0)
Miami Dade County Bonds, maturing in March 2024 (US$11.0)
Other debt, maturing in December 2012
Obligations under capital lease commitments
Amsterdam asset-backed financing maturing in December 2007 and August 2008
(outstanding as at March 31, 2006 – yNil, as at March 31, 2005 – y24.7)
Non-recourse debt
(ix)
Term loan of £12.7 secured, maturing in October 2016
(outstanding March 31, 2006 – £5.3, March 31, 2005 – £6.0)
(x)
Term Loan maturing in June 2021
(outstanding as at March 31, 2006 – y13.9, as at March 31, 2005 – yNil)
(xi)
Term Loan maturing in January 2008
(outstanding as at March 31, 2006 – US$5.6, as at March 31, 2005 – USNil)
Less:
Current portion of long-term debt
Current portion of capital lease
2006
2005
$
126.1
$
150.6
–
–
–
45.6
31.5
12.8
4.9
13.5
–
10.7
19.7
6.5
271.3
8.0
2.4
–
30.4
–
57.3
32.7
13.3
–
6.1
38.8
–
13.7
–
–
342.9
32.7
2.6
$
260.9
$
307.6
(i)
Pursuant to a private placement, the Company borrowed US$108.0 million and C$20.0 million. These unsecured senior notes rank equally
with term bank financings with fixed repayment amounts of US$15.0 million in 2007, US$60.0 million in 2009 and US$33.0 million in
2012. During the first quarter of fiscal 2006, CAE repaid the $20.0 million Canadian dollar tranche, which matured in June 2005. Fixed
interest is payable semi-annually in June and December at an average rate of 7.6%. The Company has entered into an interest rate swap
agreement converting the fixed interest rate into the equivalent of a three-month LIBOR borrowing rate plus 3.6% on US$33.0 million of
the senior notes.
(ii) On July 7, 2005, the Company entered into a new revolving credit agreement. This revolving unsecured term credit facility
(US$400.0 million and y100.0 million) has a committed term of five years maturing in July 2010. The facility has covenants covering
minimum shareholders' equity, interest coverage and debt coverage ratios. The applicable interest rate on this revolving term credit facility
is at the option of the Company, based on the bank's prime rate, bankers' acceptances or LIBOR plus a spread, which depends on the credit
rating assigned by Standard & Poor's Rating Services.
88 _ CAE ANNUAL REPORT 2006
(iii) The Company, in association with Iberia Lineas de España, combined their aviation training operations in Spain. The operators financed the
acquisition of the simulators from CAE and Iberia through asset-backed financing maturing in May and June 2011. As part of the lease
agreements, should the October 2003 agreement be terminated, CAE and Iberia will be obliged to repurchase the simulators they
contributed, in proportion to the fair value of the simulators, for a total amount equal to the outstanding balance under the financing
agreement. Quarterly capital repayments are made for the term of the financing. The implicit interest rate is 4.60%. The net book value of
the simulators being financed, as at March 31, 2006, is equal to approximately $76.8 million (y54.2 million) – [(2005 – $90.2 million
(y57.5 million)].
(iv) Airport Improvement Revenue Bonds were issued by the Grapevine Industrial Development Corporation, Grapevine, Texas for amounts of
US$8.0 million and US$19.0 million, and mature in 2010 and 2013, respectively. Real property, improvements, fixtures and specified
simulation equipment secure the bonds. The rates are set periodically by the remarketing agent based on market conditions. The rate for
bonds maturing in 2010 is set on a weekly basis. The rate for bonds maturing in 2013 is set on an annual basis and is subject to a maximum
rate of 10% permissible under current applicable laws. As at March 31, 2006, the combined rate for both series was approximately 3.92%
(2005 – 4.10%). The security is limited to an amount not exceeding the outstanding balance of the loans which represents US$27.0 million
as at March 31, 2006. Also, a letter of credit has been issued to support the bonds for the outstanding amount of the loans.
(v) The Miami Dade County Bonds, maturing in March 2024 (US$11.0 million), are secured by a simulator. As at March 31, 2006, the
applicable floating rate, which is reset weekly was 4.3%. Also, a letter of credit has been issued to support the bonds for the outstanding
amount of the loans.
(vi) An unsecured $35.0 million facility to secure financing for the cost of the establishment of Enterprise Resource Planning (ERP) system. A
drawdown under the facility can be made only once the costs are incurred, on a quarterly basis, with monthly repayments over a term of
seven years beginning at the end of the first month following each quarterly disbursement. The interest rate on the first drawdown is
approximately 5.6%.
(vii) These capital leases are related to the leasing of various equipment and simulators. The effective interest rate on obligations under capital
leases, which have staggered maturities until June 2010 was approximately 5.92% as at March 31, 2006 (2005 – 5.0%). As well, an
additional capital lease results from a conversion in the fourth quarter of fiscal 2006 of an operating lease recorded on its balance
($10.2 million) for a simulator that CAE will relocate in the first quarter of fiscal 2007 from Tampa to its Brazil training centre. The lease
has an initial four-year term with a buyout option and possibility of extension thereafter with an implicit lease rate of approximately 7.3%.
(viii) Asset-backed financing in the Company's Amsterdam Training centre represents financing for three different simulators with original maturity
dates of December 2007 and August 2008. The financing was repaid at the end of the third quarter of fiscal 2006. The average cost of the
financing was equal to approximately 8.0%.
(ix) The Company arranged project financing, which was refinanced during December 2004 for one of its subsidiaries to finance its MSH program
for the MoD in the UK. The credit facility includes a term loan that is secured by the project assets of the subsidiary and a bi-annual
repayment is required until 2016. The financing is non-recourse to CAE. Interest on the loans is charged at a rate approximating LIBOR
plus 0.85%. The Company has entered into an interest rate swap totalling £4.8 million, fixing the interest rate at 6.31%. The value of the
assets pledged as collateral for the credit facility as at March 31, 2006, is £26.9 million (2005 – £26.1 million).
(x) Term loan, maturing in June 2021, representing CAE's proportionate share (25%) of the NH90 project. The total amount available to NH90
under the facility is y175.5 million. The debt is non-recourse to CAE. The borrowings bear interest at a EURIBOR rate and are currently
swapped to fixed at a rate of 3.8%.
(xi) The other debt is the result of CAE's proportionate share (49%) of term debt for the acquisition of simulators on a non-recourse basis, for
its joint venture in the Zhuhai Training Centre and maturing in January and October 2008. The borrowings bear interest on a floating rate
basis of US Libor plus a spread.
(xii) Payments required in each of the next five fiscal years to meet the retirement provisions of the long-term debt and capital leases are
as follows:
(amounts in millions)
2007
2008
2009
2010
2011
Thereafter
Long-term
Debt
Capital Lease
$
$
8.0
30.1
12.0
81.1
21.3
105.3
257.8
$
$
2.4
1.8
0.8
0.7
7.7
0.1
$
13.5
$
Total
10.4
31.9
12.8
81.8
29.0
105.4
271.3
As at March 31, 2006, CAE is in full compliance with its financial covenants.
B. SHORT-TERM DEBT
The Company has unsecured and uncommitted bank lines of credit available in various currencies totalling $41.2 million (2005 – $31.0 million;
2004 – $28.2 million), none of which were used as at March 31, 2006 (2005 – $11.2 million; 2004 – $6.4 million). The various lines of
credit bear interest at different rates based on the respective country's prime commercial lending rate.
CAE ANNUAL REPORT 2006 _ 89
NOTE 11 — DEBT FACILITIES (CONT’D)
INTEREST EXPENSE, NET
C.
Details of interest expense (income) are as follows:
(amounts in millions)
Long-term debt interest expense
Amortization of deferred financing costs and other
Allocation of interest expense to discontinued operations
Interest capitalized
Interest on long-term debt
Interest income
Other interest expense (income), net
Interest expense (income), net
Interest expense, net
$
$
2006
21.6
4.0
–
(2.8)
22.8
(6.9)
0.3
(6.6)
$
16.2
$
2005
35.3
9.7
(1.4)
(5.8)
37.8
(5.7)
–
(5.7)
32.1
$
2004
30.2
5.7
(1.5)
(6.4)
28.0
(6.1)
0.5
(5.6)
$
22.4
NOTE 12 — CAPITAL STOCK
(i)
The Company's articles of incorporation authorize the issuance of an unlimited number of preferred shares, issuable in series, and an
unlimited number of common shares. To date, the Company has not issued any preferred shares.
(ii) A reconciliation of the issued and outstanding common shares of the Company is as follows:
(amounts in millions,
except number of shares)
Number
of Shares
Balance at beginning of year
Shares issued (Note 2) (a) (b) (c)
Stock options exercised
Stock dividends (d)
248,070,329
$
1,091,564
1,497,540
42,997
2006
Stated
Value
373.8
6.9
8.0
0.3
Number
of Shares
246,649,180
$
424,628
869,620
126,901
2005
Stated
Value
367.5
2.0
3.6
0.7
Number
of Shares
219,661,178
$
26,600,000
282,000
106,002
2004
Stated
Value
190.5
175.0
1.4
0.6
Balance at end of year
250,702,430
$
389.0
248,070,329
$
373.8
246,649,180
$
367.5
(a)
On May 20, 2005, the Company issued 1,000,000 common shares at a price of $6.13 per share for the acquisition of Terrain Experts Inc. On November 30, 2005, the Company issued
91,564 common shares at a price of $8.07 per share for the second tranche payment of Greenley & Associates Inc.
(b)
On November 30, 2004, the Company issued 424,628 common shares at a price of $4.71 per share for the first tranche payment of Greenley & Associates.
(c)
On September 30, 2003, the Company issued 26,600,000 common shares at a price of $6.58 per share for cash proceeds of $175.0 million.
(d) Until February 29, 2004, the Company's Dividend Reinvestment Plan (DRIP) provided that eligible shareholders (which covered all shareholders living wherever the shares were distributed)
could elect to receive common stock dividends in lieu of cash dividends. As of March 1, 2004, eligibility has been limited to Canadian resident shareholders only.
(iii) The following is a reconciliation of the denominators for the basic and diluted earnings (loss) per share computations:
Weighted average number of common shares outstanding – Basic
249,806,204
247,060,580
233,167,858
Effect of dilutive stock options
2,325,422
812,273
849,912
Weighted average number of common shares outstanding – Diluted
252,131,626
247,872,853 (1) 234,017,770
2006
2005
2004
(1) For fiscal 2005, the effect of stock options potentially exercisable on pro forma net loss per share was anti-dilutive; therefore, basic and diluted pro forma net loss per share are the same.
Options to acquire 2,269,150 common shares (2005 – 4,635,100; 2004 – 4,195,400) have been excluded from the above calculation
since their inclusion would have an anti-dilutive effect.
(iv) A reconciliation of contributed surplus is as follows:
(amounts in millions)
Balance at beginning of year
Stock-based compensation (Note 13)
Balance at end of year
90 _ CAE ANNUAL REPORT 2006
2006
3.3
2.5
5.8
$
$
2005
1.3
2.0
3.3
$
$
2004
–
1.3
1.3
$
$
NOTE 13 — STOCK-BASED COMPENSATION PLANS
EMPLOYEE STOCK OPTION PLAN
Under the Company's long-term incentive program, options may be granted to its officers and other key employees and its subsidiaries to purchase
common shares of the Company at a subscription price of 100% of the market value at the date of the grant. Market value is determined as the
closing price of the common shares on the TSX on the last day of trading prior to the effective date of the grant.
As at March 31, 2006, a total of 9,162,886 common shares remained authorized for issuance under the Employee Stock Option Plan
(ESOP). The options are exercisable during a period not to exceed six years, and are not exercisable during the first 12 months after the date of
the grant. The right to exercise all of the options accrues over a period of four years of continuous employment. However, if there is a change of
control of the Company, the options outstanding become immediately exercisable by option holders. Options are adjusted proportionately for any
stock dividends or stock splits attributed to the common shares of the Company.
A reconciliation of the outstanding options is as follows:
For the years ended March 31
Options outstanding at
beginning of year
Granted
Exercised
Forfeited
Expired
Options outstanding
at end of year
Options exercisable
at end of year
2006
Weighted
Average
Exercise
Price
7.52
5.96
5.29
9.21
–
Number
of Options
8,128,370
2,046,650
(869,620)
(809,725)
(287,000)
7.66
8,208,675
9.90
3,731,085
2005
Weighted
Average
Exercise
Price
7.51
5.68
4.15
6.77
6.43
Number
of Options
5,692,750
3,536,320
(282,000)
(718,400)
(100,300)
7.52
8,128,370
8.76
2,887,000
$
$
$
$
$
$
$
2004
Weighted
Average
Exercise
Price
$
$
$
$
$
$
$
9.37
4.14
4.88
6.98
5.70
7.51
8.07
Number
of Options
8,208,675
568,200
(1,497,540)
(932,100)
–
6,347,235
2,775,850
$
$
$
$
$
$
The following table summarizes information about the Company's ESOP as at March 31, 2006:
Range of
Exercise Prices
$4.08 to $6.03
$6.19 to $9.20
$12.225 to $14.60
Total
Options Outstanding
Options Exercisable
Weighted
Average
Remaining
Contractual
Number
Outstanding
Life (Years)
3,468,935
792,550
2,085,750
6,347,235
3.88
3.06
1.74
4.51
Weighted
Average
Exercise
Price
4.91
6.85
12.54
7.66
$
$
$
$
Weighted
Average
Exercise
Price
4.39
7.99
12.50
9.90
$
$
$
$
Number
Exercisable
749,200
254,150
1,772,500
2,775,850
For the year ended March 31, 2006, compensation cost for CAE's stock options was recognized in net earnings (loss) with a corresponding
credit of $2.5 million (fiscal 2005 – $2.0 million, fiscal 2004 – $1.3 millions) to contributed surplus using the fair value method of accounting
for awards that were granted in fiscal 2005 and 2006.
The assumptions used for purposes of the option calculations outlined in this note are presented below:
Assumptions used in the Black-Scholes options pricing model:
Dividend yield
Expected volatility
Risk-free interest rate
Option term
Weighted average fair value of options granted
2006
2005
2004
0.67%
47.0%
4.0%
6
$2.84
1.26%
40.0%
5.75%
6
$2.27
1.29%
41.5%
5.75%
6
$1.65
CAE ANNUAL REPORT 2006 _ 91
NOTE 13 — STOCK-BASED COMPENSATION PLANS (CONT’D)
DISCLOSURE OF PRO FORMA INFORMATION REQUIRED UNDER CICA HANDBOOK SECTION 3870
During the year ended March 31, 2003, the Company granted 1,767,000 options to purchase common shares. The weighted average grant date
fair value of options granted during this period amounted to $5.84 per option. To compute the pro forma compensation cost, the Black-Scholes
valuation model was used to determine the fair value of the options granted. Pro forma net earnings (loss) and pro forma basic and diluted net
earnings (loss) per share are presented below:
(amounts in millions, except per share amounts)
Net earnings (loss), as reported
Pro forma impact
Pro forma net earnings (loss)
Pro forma basic and diluted net earnings (loss) per share(1)
2006
64.9
(1.7)
63.2
0.25
2005
(199.9)
(2.1)
(202.0)
(0.82)
$
$
$
$
$
$
$
$
2004
64.0
(2.5)
61.5
0.26
(1) For fiscal 2005, the effect of stock options potentially exercisable on pro forma net loss per share was anti-dilutive; therefore, the basic and diluted pro forma net loss per share are the same.
EMPLOYEE STOCK PURCHASE PLAN
The Company maintains an Employee Stock Purchase Plan (ESPP) to enable employees of the Company and its participating subsidiaries to
acquire CAE common shares through regular payroll deductions plus employer contributions. The Plan allows employees to contribute up to 18%
of their annual base salary. The Company and its participating subsidiaries match the first $500 employee contribution and contribute $1 for
every $2 on additional employee contributions, up to a maximum of 3% of the employee's base salary. Employees may contribute to the plan
through payroll deductions or a lump-sum contribution. The employee and employer contribution may be invested in the employee Register
Retirement Saving Plan (RRSP) or Deferred Profit Sharing Plan (DPSP). Common shares of the Company are purchased by the ESPP trustee on
behalf of the participants on the open market, through the facilities of the TSX. The Company recorded compensation expense in the amount of
$2.1 million (2005 – $1.4 million; 2004 – $1.6 million) in respect of employer contributions under the Plan.
DEFERRED SHARE UNIT PLAN
The Company maintains a Deferred Share Unit (DSU) Plan for executives, whereby an executive may elect to receive any cash incentive
compensation in the form of deferred share units. The Plan is intended to enhance the Company's ability to promote a greater alignment of
interests between executives and the shareholders of the Company. A deferred share unit is equal in value to one common share of the Company.
The units are issued on the basis of the average closing board lot sale price per share of CAE common shares on the Toronto Stock Exchange
during the last 10 days on which such shares traded prior to the date of issue. The units also accrue dividend equivalents payable in additional
units in an amount equal to dividends paid on CAE common shares. Deferred share units mature upon termination of employment, whereupon
an executive is entitled to receive the fair market value of the equivalent number of common shares, net of withholdings, in cash.
In fiscal 2000, the Company adopted a DSU Plan for non-employee directors. A non-employee director holding less than 5,000 common
shares of the Company receives the Board retainer and attendance fees in the form of deferred share units. A non-employee director holding at
least 5,000 common shares may elect to participate in the Plan in respect of part or all of his or her retainer and attendance fees. The terms of
the Plan are essentially identical to the key executive DSU Plan except that units are issued on the basis of the closing board lot sale price per
share of CAE common shares on the Toronto Stock Exchange during the last day on which the common share traded prior to the date of issue.
The Company records the cost of the DSU Plan as compensation expense. As at March 31, 2006, 388,972 units were outstanding at a value
of $3.6 million (2005 – 343,116 units at a value of $1.9 million; 2004 – 403,071 units at a value of $2.3 million). A total number of
18,705 units were redeemed during the fiscal year ended March 31, 2006 under both DSU Plans in accordance with their respective plan text,
for a total of $0.1 million. As at March 31, 2006, March 31, 2005 and March 31, 2004 no DSUs were cancelled.
LONG-TERM INCENTIVE (LTI) – DEFERRED SHARE UNIT PLAN
Both Long-Term Incentive Deferred Share Unit Plans (LTI-DSU) are intended to enhance the Company's ability to promote a greater alignment of
interests between executives and shareholders of the Company. LTI-DSUs are granted to executives and managers of the Company. A LTI-DSU is
equal in value to one common share net of withholding tax at a specific date. The LTI-DSU also accrued dividend equivalents payable in additional
units in an amount equal to dividends paid on CAE common shares.
April 2003 Plan
The April 2003 LTI-DSU Plan stipulates that granted units vest equally over four years and can be redeemed for cash. Upon termination of
employment for reasons of long-term disability, involuntary termination, retirement or death, eligible participants with vested LTI-DSU units will
be entitled to receive the fair market value of the equivalent number of CAE common shares. As at March 31, 2006, 657,036 LTI-DSU units
were outstanding (March 31, 2005 – 853,438 units). The expense recorded in fiscal 2006 was $0.6 million (2005 – $1.2 million; 2004 -
$1.4 million).
92 _ CAE ANNUAL REPORT 2006
May 2004 Plan
The May 2004 LTI-DSU Plan has replaced the April 2003 LTI-DSU Plan for succeeding years. The May 2004 LTI-DSU Plan stipulates that granted
units vest equally over five years and can be redeemed for cash. Upon termination of employment, eligible participants with vested DSU units
will be entitled to receive the fait market value of the equivalent number of CAE common shares. In fiscal 2006, the Company issued 430,503
LTI-DSU units (2005 – 582,431 units) and as at March 31, 2006, 916,722 LTI-DSU units were outstanding (2005 – 599,252 units
outstanding). The expense recorded in fiscal 2006 was $0.9 million (2005 – $0.6 million).
On March 15, 2004, the Company entered into a contract to reduce its earnings exposure to the fluctuations in its share price (refer to
Note 14).
LONG-TERM INCENTIVE – RESTRICTED SHARE UNIT PLAN
In May 2004, the Company adopted a Long-term Incentive Performance Based Restricted Shares Unit Plan (LTI-RSU) for its executives and
managers. The LTI-RSU plan is intended to enhance the Company's ability to attract and retain talented individuals, and also to promote a greater
alignment of interest between eligible participants and the Company's shareholders. The LTI-RSU Plan is set up as a stock-based performance plan.
LTI-RSUs granted pursuant to this Plan vest after three years from their grant date LTI-RSUs are granted as follows:
(i)
100% of the units, if CAE shares have appreciated at least 33% (10% annual compounded growth) during the timeframe
(ii) 50% of the units, if CAE shares have appreciated at least 24% (7.5% annual compounded growth) but less than 33% during the timeframe
No LTI-RSUs vest if the market value of the common shares has appreciated less than 24% during the specified timeframe. In addition, no
proportional vesting is to occur for any appreciation resulting between 24% and 33% during the specified timeframe. Participants subject to loss
of employment, other than voluntarily or for cause, are entitled to conditional pro-rata vesting. In fiscal 2006, the Company issued 637,561
LTI-RSU units (2005 – 788,167 units) and as at March 31, 2006, 1,224,918 LTI-RSU units were outstanding (2005 – 623,083 units
outstanding). The expense recorded in fiscal 2006 was $3.1 million (2005 – $1.0 million).
NOTE 14 — FINANCIAL INSTRUMENTS
FOREIGN CURRENCY RISK
The Company entered into forward foreign exchange contracts totalling $322.3 million (buy contracts $34.4 million and sell contracts totalling
$287.9 million). The total net unrealized gain as of March 31, 2006, is $5.4 million (unrealized gain on buy contracts of $0.1 million and
unrealized gain on sell contracts of $5.3 million).
Consolidated foreign exchange transactions outstanding
Currencies (Sold/Bought)
USD/CDN
Less than 1 year
Between 1 and 3 years
Between 3 to 5 years
USD/EUR
Less than 1 year
Between 1 and 3 years
CDN/EUR
Less than 1 year
EUR/CDN
Less than 1 year
Between 1 and 3 years
Between 3 and 5 years
GBP/CDN
Less than 1 year
CDN/USD
Less than 1 year
CDN/GBP
Less than 1 year
Notional
Amount(1)
$184.6
71.2
2.9
5.7
9.1
2.1
10.5
13.3
3.5
1.9
17.5
–
$322.3
2006
Average
Rate
0.8448
0.8600
0.8783
1.2590
1.2852
1.4003
0.6758
0.6387
0.6118
0.4476
1.1616
–
Notional
Amount(1)
$169.3
48.6
0.4
–
–
7.9
22.2
8.9
7.8
5.0
34.4
0.5
$305.0
2005
Average
Rate
0.7964
0.7989
0.8263
–
–
1.5796
0.6268
0.6271
0.6147
0.4251
1.2125
2.2126
(1) Exchange rates as at the end of the respective fiscal year were used to translate amounts in foreign currencies.
CAE ANNUAL REPORT 2006 _ 93
NOTE 14 — FINANCIAL INSTRUMENTS (CONT’D)
CREDIT RISK
The Company is exposed to credit risk on billed and unbilled accounts receivable. However, its customers are primarily established companies
with publicly available credit ratings or government agencies, factors that facilitate monitoring of the risk. In addition, the Company typically
receives substantial non-refundable deposits on contracts. The Company closely monitors its exposure to major airlines in order to mitigate its
risk to the extent possible.
The Company is exposed to credit risk in the event of non-performance by counterparties to its derivative financial instruments. The Company
minimizes this exposure by entering into contracts with counterparties that are of high credit quality. Collateral or other security to support
financial instruments subject to credit risk is usually not obtained. The credit standing of counterparties is regularly monitored. As well, the
Company's credit exposure is further reduced by the sale of third-party receivables (see Note 5) to a financial institution on a non-recourse basis.
INTEREST RATE EXPOSURE
The Company bears some interest rate fluctuation risk on its variable long-term debt (including rates) and some fair value risk on its fixed interest
long-term debt. As at March 31, 2006, the Company has entered into three interest rate swap agreements with three different financial
institutions to mitigate these risks for a total notional value of $63.2 million. One agreement, with a notional value of $38.5 million
(US$33.0 million), has converted fixed interest rate debt into a floating rate whereby the Company pays the equivalent of a three-month LIBOR
borrowing rate, plus 3.6%, and receives a fixed interest rate of 7.76% up to June 2012. The remaining contracts convert a floating interest rate
debt into a fixed rate for a notional value of $24.7 million, whereby the Company will receive quarterly LIBOR and pay fixed interest payments
as follows:
• Amortizing based on a repayment schedule of the debt until October 2016 on $9.6 million
(£4.7 million), the Company will pay quarterly fixed annual interest rates of 6.31%
• Accreting swap based on a borrowing schedule until December 2019 on $15.1 million
(y10.6 million), the Company will pay a semi-annual fixed annual interest rate of 3.78%
After considering these swap agreements, as at March 31, 2006, 62% of the long-term debt bears fixed interest rates.
STOCK-BASED COMPENSATION COST
In March 2004, the Company entered into an equity swap agreement with a major Canadian financial institution to reduce its cash and earnings
exposure to fluctuations in its share price relating to the DSU and LTI-DSU programs. Pursuant to the agreement, the Company receives the
economic benefit of dividends and a share price appreciation while providing payments to the financial institution for the institution's cost of
funds and any share price depreciation. The net effect of the equity swap partly offsets movements in the Company's share price impacting the
cost of the DSU and LTI-DSU programs. As at March 31, 2006, the equity swap agreement covered 600,000 shares of the Company.
FAIR VALUE OF FINANCIAL INSTRUMENTS
The following methods and assumptions have been used to estimate the fair value of the financial instruments:
• Cash and cash equivalents, accounts receivable, accounts payable and accrued liabilities are valued at their carrying amounts on the
Consolidated Balance Sheets, which represent an appropriate estimate of their fair values due to their short-term maturities.
• Capital leases are valued using the discounted cash flow method.
• The value of long-term debt is estimated based on discounted cash flows using current interest rates for debt with similar terms and remaining
maturities.
• Interest rate and currency swap contracts reflect the present value of the potential gain or loss if settlement were to take place at the
Consolidated Balance Sheet date.
• Forward foreign exchange contracts are represented by the estimated amounts that the Company would receive or pay to settle the contracts
at the Consolidated Balance Sheet date.
The fair value and the carrying amount of the financial instruments as at March 31 are as follows:
(amounts in millions)
Long-term debt
Net forward foreign exchange contracts
Interest rate swap contracts
Fair
Value
2006
Carrying
Amount
Fair
Value
2005
Carrying
Amount
$
277.9
$
271.3
$
354.2
$
342.9
5.4
(1.5)
–
–
9.1
(1.8)
–
–
94 _ CAE ANNUAL REPORT 2006
LETTERS OF CREDIT AND GUARANTEES
As at March 31, 2006, CAE had outstanding letters of credit and performance guarantees in the amount of $98.6 million (2005 – $73.3 million)
issued in the normal course of business. These guarantees are issued under mainly the Revolving Term Credit Facility as well as the Performance
Securities Guarantee (PSG) account provided by Export Development Corporation (EDC) and under other standby facilities available to the
company through various financial institutions.
The advance payment guarantees are related to progress/milestone payments made by our customers and are reduced or eliminated upon
delivery of the product. The contract performance guarantees are linked to the completion of the intended product or service rendered by CAE
and at the satisfaction of the customer. It represents 10% to 20% of the overall contract amount. The customer releases the Company from these
guarantees at the signature of a certificate of completion. The letter of credit for the operating lease obligation provides credit support for the
benefit of the owner participant in the September 30, 2003 sale and leaseback transaction and varies according to the payment schedule of the
lease agreement.
(amounts in millions)
Advance payment
Contract performance
Operating lease obligation
Relocation obligation
Other
Total
2006
34.0
13.0
27.3
19.6
4.7
98.6
$
$
2005
25.3
7.8
37.6
–
2.6
73.3
$
$
Of the $34.0 million of advance payment guarantees, $26.0 million are issue under the EDC PSG account.
RESIDUAL VALUE GUARANTEES – SALE AND LEASEBACK TRANSACTIONS
Following certain sale and leaseback transactions, the Company has agreed to guarantee the residual value of the underlying equipment in the
event that the equipment is returned to the lessor and the net proceeds of any eventual sale do not cover the guaranteed amount. The maximum
amount of exposure is $52.4 million (2005 – $52.3 million), of which $35.0 million matures in 2008, $8.2 million in 2020 and $9.2 million
in 2023. Of this amount, as at March 31, 2006, $33.1 million is recorded as a deferred gain (2005 – $33.1 million).
INDEMNIFICATIONS
In certain instances when CAE sells businesses, the Company may retain certain liabilities for known exposures and provide indemnification to
the buyer with respect to future claims for certain unknown liabilities that exist, or arise from events occurring, prior to the sale date, including
liabilities for taxes, legal matters, environmental exposures, product liability, and other obligations. The terms of the indemnifications vary in
duration, from one to two years for certain types of indemnities, terms for tax indemnifications that are generally aligned to the applicable statute
of limitations for the jurisdiction in which the divestiture occurred, and terms for environmental liabilities that typically do not expire. The
maximum potential future payments that the Company could be required to make under these indemnifications are either contractually limited
to a specified amount or unlimited. The Company believes that other than the liabilities already accrued, the maximum potential future payments
that it could be required to make under these indemnifications are not determinable at this time, as any future payments would be dependent
on the type and extent of the related claims, and all available defenses, which cannot be estimated. However, costs incurred to settle claims
related to these indemnifications have not been material to the Company's consolidated financial position, results of operations or cash flows.
CAE ANNUAL REPORT 2006 _ 95
NOTE 15 — INCOME TAXES
A reconciliation of income taxes at Canadian statutory rates with the reported income taxes is as follows:
(amounts in millions)
Earnings (loss) before income taxes and discontinued operations
Canadian statutory income tax rates
Income taxes at Canadian statutory rates
Difference between Canadian statutory rates and those
applicable to foreign subsidiaries
Goodwill impairment
Losses not tax effected
Tax benefit of operating losses not previously recognized
Tax benefit of capital losses not previously recognized
Non-taxable capital gain
Non-deductible items
Prior years' tax adjustments and assessments
Impact of change in income tax rates on future income taxes
Non-taxable research and development tax credits
Large corporation tax
Other tax benefit not previously recognized
Exchange translation items
Other
Total income tax expense (recovery)
2006
90.0
31.41%
28.3
$
$
2005
(405.1)
31.27%
(126.7)
$
$
2004
58.9
32.78%
19.3
$
$
0.3
–
2.8
(9.1)
(0.8)
(0.3)
1.6
(0.9)
1.9
(0.9)
0.7
(2.9)
(0.7)
(0.9)
(12.2)
61.7
2.7
(12.2)
(11.3)
(0.1)
4.5
(3.6)
(1.0)
(1.5)
–
–
–
(0.7)
$
19.1
$
(100.4)
$
Significant components of the provision for the income tax expense attributable to continuing operations are as follows:
(amounts in millions)
Current income tax expense
Future income tax expense (recovery)
Total income tax expense (recovery)
2006
13.1
6.0
19.1
$
$
The tax effects of temporary differences that give rise to future tax liabilities and assets are as follows:
(amounts in millions)
Non-capital loss carryforwards
Capital loss carryforwards
Investment tax credits
Property, plant and equipment
Intangible assets
Amounts not currently deductible
Deferred revenues
Percentage-of-completion versus completed contract
Deferred research & development expenses
Tax benefit carryover
Other
Valuation allowance
Net future income tax assets (liabilities)
2005
13.5
(113.9)
(100.4)
2006
55.7
6.5
(22.6)
(28.5)
31.5
18.6
13.5
(15.8)
7.0
10.1
2.5
78.5
(37.5)
41.0
$
$
$
$
$
$
$
$
As at March 31, 2006, the Company has accumulated non-capital losses carried forward relating to operations in the United States for
approximately $89.3 million (US$76.5 million). For financial reporting purposes, a net future income tax asset of $31.3 million
(US$26.8 million) has been recognized in respect of these loss carry forwards.
The Company has accumulated non-capital tax losses carried forward relating to its operations in other countries of approximately
$89.3 million. For financial reporting purposes, a net future income tax asset of $9.7 million has been recognized.
The Company also has accumulated capital losses carried forward relating to operations in the United States for approximately $17.0 million
(US$14.6 million). For financial reporting purposes, no future income tax asset was recognized, as a full valuation allowance was taken.
96 _ CAE ANNUAL REPORT 2006
(2.9)
–
0.2
(5.2)
–
(0.2)
3.3
(3.6)
0.7
(0.5)
–
–
–
0.4
11.5
2004
14.4
(2.9)
11.5
2005
71.4
4.6
(20.9)
(21.0)
35.1
19.1
12.4
(6.9)
–
9.6
(3.4)
100.0
(54.4)
45.6
The non-capital losses for income tax purposes expire as follows:
(amounts in millions)
Expiry date
2007
2008
2009
2010
2011
2012 – 2023
No expiry date
United States Other countries
(US$)
(CA$)
$
$
6.7
27.2
6.0
–
10.7
25.9
–
76.5
$
$
–
–
–
–
–
8.8
80.5
89.3
The valuation allowance principally relates to loss carryforward benefits where realization is not likely due to a history of loss carryforwards,
and to the uncertainty of sufficient taxable earnings in the future, together with time limitations in the tax legislation giving rise to the potential
benefit. In 2006, $16.7 million (2005 – $22.3 million) of the valuation allowance balance was reversed when it became more likely than not
that benefits would be realized.
NOTE 16 — DEFERRED GAINS AND OTHER LONG-TERM LIABILITIES
(amounts in millions)
Deferred gains on sale and leasebacks (i)
Deferred revenue
Deferred gains
Employee benefits obligation (Note 21)
Government cost-sharing (Note 19)
Non-controlling interest (ii)
Long-term portion of purchase agreement (iii)
Long-term payable to Investissement Québec
LTI RSU/DSU compensation obligation
Other
$
2006
87.5
31.3
6.6
23.9
12.2
17.6
8.1
2.1
9.8
7.4
$
2005
90.7
21.1
7.8
24.9
7.6
16.9
–
2.7
1.3
6.8
$
206.5
$
179.8
(i)
(ii)
(iii)
The related amortization for the year amounts to $3.9 million (2005 – $3.5 million; 2004 – $3.2 million).
Non-controlling interest (20%) of the Civil training centres in Madrid combined with 22% in Military CAE Aircrew Training Centre.
Long term portion of purchase agreement for data and parts delivered to CAE Inc. by Dassault Aviation on specific sales orders. The annual payments are y4.5 million in December 2007
and y1.2 million in December 2008.
NOTE 17 — SUPPLEMENTARY CASH FLOW INFORMATION
Cash provided by (used in) non-cash working capital is as follows:
(amounts in millions)
Accounts receivable
Inventories
Prepaid expenses
Income taxes recoverable
Accounts payable and accrued liabilities
Deposits on contracts
Decrease (increase) in non-cash working capital
Interest paid
Income taxes paid, net
2006
(13.1)
(5.0)
(7.9)
(7.5)
61.0
53.7
81.2
21.9
13.7
$
$
$
$
2005
53.9
18.7
0.5
28.5
(42.3)
26.3
85.6
38.2
–
$
$
$
$
2004
(16.1)
(21.6)
(6.3)
(8.8)
(49.7)
2.3
(100.2)
41.1
8.2
$
$
$
$
Earnings (loss) from continuing operations include a net foreign exchange gain of $8.4 million in 2006 or $0.03 per share (2005 – net
foreign exchange gain of $5.2 million or $0.02 per share; 2004 – net foreign exchange gain of $10.2 million or $0.04 per share).
CAE ANNUAL REPORT 2006 _ 97
NOTE 18 — CONTINGENCIES
In the normal course of operations, the Company is party to a number of lawsuits, claims and contingencies. Accruals are made in instances
where it is probable that liabilities will be incurred and where such liabilities can be reasonably estimated. Although it is possible that liabilities
may be incurred in instances for which no accruals have been made, the Company has no reason to believe that the ultimate outcome of these
matters will have a material impact on its consolidated financial position.
NOTE 19 — GOVERNMENT COST-SHARING
The Company has signed agreements with the Government of Canada whereby the latter shares in the cost, based on expenditures incurred by
the Company, of certain R&D programs for modelling and services, visual systems and advanced flight simulation technology for civil applications
and networked simulation for military applications.
PROJECT PHOENIX
The Company announced a plan to invest $630 million in Project Phoenix, an R&D program that will span the next six years. During fiscal 2006,
the Government of Canada and the Company signed an agreement for an investment of approximately 30% ($189 million) of the value of CAE's
R&D program (reducing by approximately 25% the amount of income tax credit otherwise available). This agreement is included in the Technology
Partnerships Canada (TPC) program created by Industry Canada to invest strategically in research and development, to encourage private sector
investment, and to increase technological capabilities in the Canadian industry. The funding will be repayable, based on consolidated revenues,
starting in fiscal 2012 and ending in fiscal 2030, or earlier, should a predetermined royalty level, which exceeds the amount of maximum
contributions, be reached.
The aggregate amount of funding received or receivable in fiscal 2006 is $17.3 million, of which $13.5 million was recorded as a reduction
of expenses and $3.8 million against fixed assets or other capitalized costs. There were no royalty payments for this program in fiscal 2006.
PREVIOUS PROGRAMS
The Company had also signed R&D agreements with the Government of Canada in order to share in a portion of specific costs incurred by the
Company on previous R&D programs. The initiative is intended to broaden CAE's technological capabilities in flight simulations systems by
developing components that will lower the cost and weight of flight simulators and technologies to reduce the cost of initial training. These
programs are repayable in the form of royalties to March 2011 and March 2013 based on future sales for civil and military programs respectively.
The following table provides information on funding and royalty expenditures for previous programs:
(amounts in millions)
Previous programs
TPC Funding – amounts credited to income
TPC Funding – reduction of capitalized costs
Total TPC Funding
Royalties expenses
2006
2005
2004
$
$
$
7.5
–
7.5
6.6
$
$
$
9.9
0.9
10.8
5.9
$
$
$
9.5
4.4
13.9
3.6
As at March 31, 2006, the Company recorded a liability of $18.9 million (2005 – $12.9 million; 2004 – $10.3 million) of future
repayments in respect of the aggregate R&D programs.
NOTE 20 — COMMITMENTS
Significant contractual obligations and future minimum lease payments under operating leases are as follows:
(amounts in millions)
Years ending March 31,
2007
2008
2009
2010
2011
Thereafter
98 _ CAE ANNUAL REPORT 2006
Total
62.8
80.3
57.8
53.9
54.9
280.5
590.2
$
$
NOTE 21 — EMPLOYEE FUTURE BENEFITS
The Company has two registered funded defined-benefit pension plans in Canada (one for employees and one for designated executives) that
provide benefits based on length of service and final average earnings. The Company also maintains a pension plan for employees in the
Netherlands that provides benefits based on similar provisions.
In addition, the Company maintains a supplemental arrangement plan in Canada and in Germany to provide defined benefits. These
supplemental arrangements are the sole obligation of the Company, and there is no requirement to fund it. However, the Company is obligated
to pay the benefits when they become due. Under the Canadian supplemental arrangement, once the designated employee retires from the
Company, the Company is required to secure the obligation for that employee. As at March 31, 2006, the Company has issued letters of credit
totalling $20.0 million to secure these obligations under the Canadian supplemental arrangement.
Contributions reflect actuarial assumptions of future investment returns, salary projections and future service benefits. Plan assets are
represented primarily by Canadian and foreign equities, government and corporate bonds.
In fiscal 2005, the Company approved certain pension plan improvements to the Canadian registered pension plans resulting in increased
pension obligations of $0.9 million. No such improvements were approved for fiscal 2006.
The changes in pension obligations, in fair value of assets and the financial position of the funded pension plans are as follows:
(amounts in millions)
Canadian
Foreign
2006
Total
Canadian
Foreign
2005
Total
$
158.7
$
15.3
$
174.0
$
139.5
$
14.1
$
153.6
Change in pension obligations
Pension obligation at
beginning of year
Current service cost
Interest cost
Discontinued operations
Employee contributions
Plan amendments
Pension benefits paid
Actuarial loss
Foreign exchange variation
4.2
9.5
–
2.5
–
(8.2)
8.7
–
Pension obligation at end of year
175.4
Change in fair value of plan asset
Fair value of plan assets at
beginning of year
Actual return on plan assets
Pension benefits paid
Discontinued operations
Plan expenses
Employee contributions
Employer contributions
Foreign exchange variation
128.2
11.9
(8.2)
–
(0.3)
2.5
10.6
–
Fair value of plan assets at end of year 144.7
Financial position – plan
(deficit)/surplus
Unrecognized net actuarial loss
Unamortized past service cost
Amount recognized as an asset
(30.7)
45.9
5.6
0.5
0.6
–
0.4
–
(0.1)
0.3
(1.4)
15.6
14.8
1.4
(0.1)
–
–
0.4
0.9
(1.5)
15.9
0.3
(0.4)
–
4.7
10.1
–
2.9
–
(8.3)
9.0
(1.4)
3.6
9.0
(4.2)
2.6
0.9
(8.1)
15.4
–
191.0
158.7
143.0
13.3
(8.3)
–
(0.3)
2.9
11.5
(1.5)
118.9
12.6
(8.1)
(4.2)
(0.3)
2.6
6.7
–
160.6
128.2
(30.4)
45.5
5.6
(30.5)
42.4
6.1
0.6
0.6
–
0.5
–
(0.1)
–
(0.4)
15.3
12.6
1.4
(0.1)
–
–
0.5
1.0
(0.6)
14.8
(0.5)
0.5
–
–
4.2
9.6
(4.2)
3.1
0.9
(8.2)
15.4
(0.4)
174.0
131.5
14.0
(8.2)
(4.2)
(0.3)
3.1
7.7
(0.6)
143.0
(31.0)
42.9
6.1
$
18.0
at end of year
$
20.8
$
(0.1)
$
20.7
$
18.0
$
As at March 31, 2006 and 2005, the two Canadian funded plans had pension obligations in excess of plan assets.
CAE ANNUAL REPORT 2006 _ 99
NOTE 21 — EMPLOYEE FUTURE BENEFITS (CONT’D)
Pension obligations related to the supplemental arrangements are as follows:
(amounts in millions)
Canadian
Foreign
Change in pension obligations
$
Pension obligation at
beginning of year
Current service cost
Interest cost
Pension benefits paid
Actuarial loss
Special/contractual
termination benefits
Settlement of discontinued operations
Foreign exchange variation
Pension obligation at end of year
Financial position – plan deficit
Unrecognized net actuarial loss
$
16.1
0.9
1.0
(1.4)
5.1
–
–
–
21.7
(21.7)
5.2
$
6.4
0.2
0.2
(0.3)
–
–
–
(0.6)
5.9
(5.9)
1.5
2006
Total
22.5
1.1
1.2
(1.7)
5.1
–
–
(0.6)
27.6
(27.6)
6.7
Canadian
Foreign
$
$
14.6
0.8
0.9
(0.8)
1.0
0.2
(0.6)
–
16.1
(16.1)
0.1
$
4.6
0.1
0.3
(0.3)
1.8
–
–
(0.1)
6.4
(6.4)
1.8
2005
Total
19.2
0.9
1.2
(1.1)
2.8
0.2
(0.6)
(0.1)
22.5
(22.5)
1.9
Amount recognized as a
liability at end of year
$
(16.5)
$
(4.4)
$
(20.9)
$
(16.0)
$
(4.6)
$
(20.6)
The net pension cost for funded pension plans for the years ended March 31 included the following components:
(amounts in millions)
Current service cost
Plan expenses
Interest cost on pension obligations
Actual return on plan assets
Net actuarial loss on benefit obligation
$
Past service cost arising from plan amendments in the period
Pension cost before adjustments to recognize the long-term nature of plans
Adjustments to recognize long-term nature of plans:
Difference between expected return and actual return on plan assets
Difference between actuarial loss recognized for the year and
actual actuarial loss on benefit obligations for the year
Difference between amortization of past service cost for the
year and actual plan amendments for the year
Total adjustment
Net pension cost
Curtailment/settlement of discontinued operations
Net pension cost including curtailment/settlement of discontinued operations
$
The following components are combinations of the items presented above:
2006
4.7
0.3
10.1
(13.3)
9.0
–
10.8
4.2
(6.7)
0.5
(2.0)
8.8
–
8.8
2005
3.6
0.3
9.0
(12.6)
15.4
0.9
16.6
4.8
(14.0)
(0.4)
(9.6)
7.0
1.3
8.3
$
$
$
$
(amounts in millions)
Expected return on plan assets
Amortization of net actuarial loss
Amortization of past service costs
2006
2005
$
(9.1)
$
(7.8)
$
2.3
0.5
1.4
0.5
2004
3.4
0.3
8.5
(14.4)
–
1.2
(1.0)
7.7
2.2
(0.8)
9.1
8.1
0.8
8.9
2004
(6.7)
2.2
0.4
100 _ CAE ANNUAL REPORT 2006
With respect to the supplemental arrangements, the net pension cost is as follows:
(amounts in millions)
Current service cost
Interest cost on pension obligations
Net actuarial loss on benefit obligation
Pension cost before adjustments to recognize the long-term nature of plans
Adjustments to recognize the long-term nature of plans:
Difference between actuarial loss recognized for the year and
actual actuarial loss on benefit obligation for the year
Net pension cost
Curtailment/settlement of discontinued operations
Net pension cost including curtailment/settlement of discontinued operations
The following components are combinations of the items presented above:
(amounts in millions)
Amortization of net actuarial loss
2006
2005
2004
$
$
$
1.1
1.2
5.1
7.4
(5.0)
2.4
–
2.4
2006
0.1
$
$
$
0.8
1.0
1.0
2.8
(1.0)
1.8
(0.4)
1.4
$
$
0.8
0.9
0.1
1.8
(0.1)
1.7
–
1.7
2005
–
$
2004
–
Additional information on Canadian funded pension plan assets – weighted average asset allocations by asset category are as follows:
Asset Category
Equity securities
Fixed income securities
Total
Allocation of Plan Assets at
Measurement Dates
December 31,
December 31,
2005
63%
37%
100%
2004
63%
37%
100%
The target allocation percentage for equity securities is 63%, which includes a mix of Canadian, US and international equities, and for the
fixed-income securities is 37%, which must be rated BBB or higher. Individual asset classes are allowed to fluctuate slightly and are rebalanced
regularly. CAE, through its fund managers, is responsible for investing the assets so as to achieve return in line with underlying market indexes.
The investment policy has been modified at the end of December 2005 to allow active management of Canadian equities, which represents
approximately 33% of the fund.
Netherlands Pension Plan assets are invested through an insurance company, and the asset allocation is approximately 75% in fixed income
and 25% in equities.
Additional information on employer contributions:
(amounts in millions)
Actual contribution – fiscal 2005
Actual contribution – fiscal 2006
Expected contribution – fiscal 2007 (unaudited)
Funded Plan
Supplemental Arrangements
Canadian
Foreign
Canadian
Foreign
$
$
6.7
10.6
9.7
$
1.0
0.9
0.8
$
0.8
1.4
1.1
0.3
0.3
0.3
Additional information about benefit payments expected to be paid in future years:
Year
Funded Plans
Supplemental Arrangements
(amounts in millions – unaudited)
Canadian
Foreign
Canadian
Foreign
2007
2008
2009
2010
2011
2012 – 2016
$
$
10.1
10.6
11.3
12.0
12.9
78.8
0.1
0.2
0.3
0.3
0.5
4.0
$ 1.1
$
1.1
1.1
1.1
1.2
7.4
0.3
0.3
0.3
0.3
0.3
1.7
CAE ANNUAL REPORT 2006 _ 101
NOTE 21 — EMPLOYEE FUTURE BENEFITS (CONT’D)
Significant assumptions (weighted average):
Pension obligations as of March 31:
Discount rate
Compensation rate increases
Net pension cost:
Expected return on plan assets
Discount rate
Compensation rate increases
Canadian
5.25%
3.50%
6.50%
6.00%
4.50%
2006
Foreign
4.15%
1.80%
5.00%
4.15%
1.80%
Canadian
6.00%
4.50%
6.50%
6.50%
4.50%
2005
Foreign
4.15%
1.80%
N/A
N/A
N/A
For the purpose of calculating the expected return on plan assets, historical and expected future returns were considered separately for each
class of assets based on the asset allocation and the investment policy.
The Company measures its benefit obligations and fair value of plan assets for accounting purposes on December 31 of each year.
The most recent actuarial valuation of the pension plans for funding purposes was on December 31, 2004 for the Canadian employee
funded plans. The next required valuation will be on December 31, 2007 for both funded plans.
The funded plan in the Netherlands and both supplemental arrangements are valued annually on December 31.
NOTE 22 — CUMULATIVE TRANSLATION ADJUSTMENT
The net change in the currency translation adjustment account is as follows:
(amounts in millions)
Balance at beginning of year
Effect of changes in exchange rates during the year:
2006
(66.3)
$
2005
(12.1)
$
On net investment in self-sustaining subsidiaries, net of taxes of $2.2, (2005 – ($2.3))
(47.0)
(57.1)
On certain long-term debt denominated in foreign currencies designated as a hedge of net investments
in self-sustaining foreign subsidiaries, net of taxes of $0.9 (2005 – $2.3)
Portion included in income as a result of reductions in net investments
in self-sustaining foreign operations, net of taxes of ($0.3) (2005 – $4.9)
Balance at end of year
3.7
(5.6)
9.9
(7.0)
$
(115.2)
$
(66.3)
NOTE 23 — INVESTMENT TAX CREDITS
The Company is subject to a review by the taxation authorities in various jurisdictions. The determination of tax liabilities and investment tax
credits (ITCs) recoverable involve certain uncertainties in the interpretation of complex tax regulations. Therefore, the Company provides for
potential tax liabilities and ITCs recoverable based on Management's best estimates. Differences between the estimates and the ultimate amounts
of taxes and ITCs are recorded in earnings at the time they can be determined. In the first quarter of fiscal 2005, an amount of $11.4 million,
net of tax of $4.7 million, of ITCs was recognized in net earnings and $0.4 million was recorded against deferred development costs. These
amounts related to the results of reviews by the taxation authorities for fiscal years 2000 to 2002 and to Management's reassessment of its best
estimate of potential tax liabilities for the subsequent fiscal years. On a per segment basis, gross ITCs were recognized as follows: Simulation
Products/Civil at $9.8 million, Simulation Products/Military at $4.4 million and discontinued operations at $1.9 million.
The following table for fiscal 2005 provides the earnings from continuing operations before interest and income taxes amounts by segment,
including and excluding ITC provisions reversed based on recent tax reviews:
(amounts in millions)
Simulation Products/Civil
Simulation Products/Military
102 _ CAE ANNUAL REPORT 2006
Including
ITC Provisions
Excluding
ITC Provisions
Reversed
Reversed
$
$
7.8
26.4
34.2
$
$
(2.0)
22.0
20.0
NOTE 24 — RESTRUCTURING COSTS
In fiscals 2004 and 2005, the Company proceeded with three measures intended to restore its profitability, cash flows and return on investment.
The first two initiatives were announced at the end of the fourth quarter of fiscal 2004 and were carried out during the first and second quarters
of fiscal 2005.
The first initiative resulted in a restructuring charge of $8.2 million that was recorded in the results of the fourth quarter of fiscal 2004.
An amount of $0.7 million related to the sale of its Marine Controls segment has been allocated to discontinued operations. The charge included
severance and other involuntary termination costs that related mainly to the workforce reduction of approximately 250 employees in the Montreal
plant, following the loss of a major simulation equipment contract to a competitor. The complete amount was disbursed during the first and
second quarters of fiscal 2005.
The second initiative was designed to integrate a number of functions at certain European training centres. A restructuring charge of
$1.8 million, mainly for severance and other costs, was also recorded in the results of the fourth quarter of fiscal 2004. During fiscal 2005, an
amount of $1.2 million was disbursed, leaving a provision of $0.6 million, mostly paid during the second quarter of fiscal 2006.
During the fourth quarter of 2005, following a comprehensive review of current performance and the strategic orientation of its operations,
the Company announced a broad Restructuring Plan (third initiative) aimed at the elimination of existing duplications between the Civil and
Military segments and the achievement of a more competitive cost structure. The plan, which includes a workforce reduction of approximately
450 employees and the closing of redundant facilities, has a significant effect on the Company's operations in Montreal and around the world,
including some European and US training centres, and will be executed over 18 months. A restructuring charge of $24.5 million, consisting
mainly of severance and other related costs, was recorded in the results of the fourth quarter of fiscal 2005. During the fourth quarter of fiscal
2005, $13.9 million was paid, resulting in a balance of $10.6 million as at March 31, 2005. During fiscal 2006, $16.3 million was disbursed
and additional expenses of $18.9 million were incurred resulting from, among other things, progress achieved in the Restructuring Plan in
European Civil training centres.
The following table provides the restructuring charge for each reportable segment:
(amounts in millions)
Simulation Products/Civil
Simulation Products/Military
Training & Services/Civil
Training & Services/Military
The continuity of the restructuring provision is as follows:
(amounts in millions)
Costs charged to expenses
Payments made
Balance of provision as at March 31, 2004
Costs charged to expenses
Payments made
Balance of provision as at March 31, 2005
Costs charged to expenses
Payments made
Foreign exchange
2006
2.8
4.3
11.6
0.2
18.9
$
$
Employee
Termination
$
$
$
Costs
8.7
(8.2)
0.5
20.8
(12.1)
9.2
12.6
(9.3)
(0.5)
Balance of provision as at March 31, 2006
$
12.0
$
$
2005
7.6
10.8
4.9
1.2
$
$
24.5
$
$
$
$
Other
Costs
0.6
(0.5)
0.1
3.7
(1.8)
2.0
6.3
(7.6)
(0.1)
0.6
$
$
$
$
2004
–
7.5
1.2
0.6
9.3
Total
9.3
(8.7)
0.6
24.5
(13.9)
11.2
18.9
(16.9)
(0.6)
12.6
CAE ANNUAL REPORT 2006 _ 103
NOTE 25 — VARIABLE INTEREST ENTITIES
The following table summarizes, by segment, the total assets and total liabilities of the significant variable interest entities (VIEs) in which the
Company has a variable interest as at March 31:
(amounts in millions)
Training and Services/Civil:
Sale and leaseback structures
Air Canada Training Centre – Fiscal 2000
Toronto Training Centre – Fiscal 2002
Denver/Dallas – Fiscal 2003
SimuFlite – Fiscal 2004
Amsterdam Training Centre – Fiscal 2002
North East Training Center – Fiscal 2006
Less assets and liabilities:
Newly consolidated under AcG-15
2006
2005
Assets
Liabilities
Assets
Liabilities
$
14.7
25.5
56.4
80.0
–
28.4
$
14.7
25.5
56.4
80.0
–
28.4
$
15.4
26.6
58.7
83.1
44.1
–
$
15.4
26.6
58.7
83.1
40.8
–
$
205.0
$
205.0
$
227.9
$
224.6
–
–
44.1
40.8
Assets and liabilities of non-consolidated VIEs subject to disclosure
$
205.0
$
205.0
$
183.8
$
183.8
Training and Services/Military:
Sale and leaseback structures
Aircrew Training Centre – Fiscal 1998
$
56.3
$
45.9
$
61.5
$
53.1
Less assets and liabilities:
Newly consolidated under AcG-15
Consolidated assets and liabilities before allowing
for its classification as a VIE and the Company
–
–
–
–
being the primary beneficiary
$
56.3
$
45.9
$
61.5
$
53.1
Simulation Products/Military:
Partnership arrangements
Eurofighter Simulation Systems – Fiscal 1999
$
221.5
$
218.2
$
245.3
$
241.6
Less assets and liabilities:
Newly consolidated under AcG-15
–
–
–
–
Assets and liabilities of non-consolidated VIEs subject to disclosure
$
221.5
$
218.2
$
245.3
$
241.6
Pursuant to the adoption of AcG-15 on January 1, 2005, the consolidation of the VIE resulted in an increase in total assets, total liabilities,
and shareholders' equity of $46.9 million, $43.7 million, and $3.2 million, respectively.
The detailed impact per balance sheet item is as follows as of January 1, 2005:
(amounts in millions)
Assets
Property, plant and equipment
Liabilities
Accounts payable and accrued liabilities
Long-term debt (including current portion )
Future income tax liabilities
Shareholders' Equity
Retained earnings
Currency translation adjustment
Consolidated in Fiscal 2005
$
$
$
$
$
$
46.9
46.9
0.6
41.3
1.8
43.7
3.3
(0.1)
46.9
The liabilities recognized as a result of consolidating this VIE do not represent additional claims on the Company's general assets; rather,
they represent claims against the specific assets of the consolidated VIE. Conversely, assets recognized as a result of consolidating this VIE do
not represent additional assets that could be used to satisfy claims against the Company's general assets. Additionally, the consolidation of this
VIE did not result in any change in the underlying tax, legal or credit exposure of the Company.
104 _ CAE ANNUAL REPORT 2006
SALE AND LEASEBACK STRUCTURES
A key element of CAE's finance strategy to support the investment in its Civil and Military training and services business is the sale and leaseback
of certain FFSs installed in the Company's global network of training centres. This provides CAE with a cost-effective long-term source of fixed-
cost financing. A sale and leaseback structure arrangement can be executed only after the FFS has achieved certification by regulatory authorities
(i.e. the simulator is installed and is available to customers for training). The sale and leaseback structures are typically structured as leveraged
leases with an owner-participant.
The Company has entered into sale and leaseback arrangements with special purpose entities (SPEs). These arrangements relate to
simulators used in the Company's training centers for the military and civil aviation segments. These leases expire at various dates up to 2023,
with the exception of one in 2037. Typically, the Company has the option to purchase the equipment at a specific time during the lease terms
at a specific purchase price. Some leases include renewal options at the end of the term. In some cases, the Company has provided guarantees
for the residual value of the equipment at the expiry date of the leases or at the date the Company exercises its purchase option. These SPEs are
financed by secured long-term debt and third-party equity investors who, in certain cases, benefit from tax incentives. The equipment serves as
collateral for the long-term debt of the SPEs.
The Company's variable interests in these SPEs are solely through fixed purchase price options and residual value guarantees, except for
two cases where, in the first instance, it is in the form of equity and subordinated loan and in the second instance, it is in the form of a cost-
sharing construction agreement. In another case, the Company also provides administrative services to the SPE in return for a market fee.
Some of these SPEs are VIEs, and the Company was the primary beneficiary for only one of them as at March 31, 2006. With respect to
the year ended March 31, 2005, the Company also concluded that it was the primary beneficiary for two SPEs, of which, one was fully
consolidated into the Company's Consolidated Financial Statements at March 31, 2005, even before allowing for its classification as a VIE and
the Company being the primary beneficiary.
The second entity was consolidated effective January 1, 2005. During fiscal 2006, the Company proceeded with the purchase of the assets
from this VIE and repaid any related liability. Total payment made to settle the Amsterdam asset-backed financing lease amounted to
y22.7 million previously recorded as the VIE's liability. As a result, as at March 31, 2006, the Company no longer has a variable interest in this
second entity.
For all of the other SPEs that are VIEs, the Company is not the primary beneficiary and consolidation is not appropriate under AcG-15. As
at March 31, 2006, the Company's maximum potential exposure to losses relating to these non-consolidated SPEs was $47.7 million
($49.4 million in 2005).
PARTNERSHIP ARRANGEMENTS
The Company entered into partnership arrangements to provide manufactured military simulation products as well as training and services for
both the Military and Civil segments.
The Company's involvement with entities, in connection with these partnership arrangements, is mainly through investments in their equity
and/or in subordinated loans and through manufacturing and long-term training service contracts. The Company concluded that certain of these
entities are VIEs, but the Company is not the primary beneficiary. Accordingly, these entities have not been consolidated. The Company continues
to account for these investments under the equity method, recording its share of the net earnings or loss based on the terms of the partnership
arrangements. As at March 31, 2006 and 2005, the Company's maximum off-balance sheet exposure to losses related to these non-consolidated
VIEs, other than from its contractual obligations, was not material.
NOTE 26 — OPERATING SEGMENTS AND GEOGRAPHIC INFORMATION
The Company elected to organize its businesses based principally on products and services. Effective April 1, 2005, the Company changed its
internal organizational structure such that operations are managed through four segments:
(i)
Simulation Products/Civil: Designs, manufactures and supplies civil flight simulators, training devices and visual systems
(ii) Simulation Products/Military: Designs, manufactures and supplies advanced military training products for air, land and sea applications
(iii) Training & Services/Civil: Provides business and commercial aviation training and related services
(iv) Training & Services/Military: Supplies military turnkey training and operational solutions, support services, life extensions, systems
maintenance and modelling and simulation solutions
Due to this change, the corresponding items of segment information for earlier periods have been reclassified to conform to the new internal
organization. The accounting policies of each segment are the same as those described in Note 1.
The Company's operations were previously broken down into the following operating segments: Military Simulation & Training (Military), Civil
Simulation & Training (Civil) and Marine Controls (Marine) until the disposal of the latter segment in the fourth quarter of fiscal 2005.
CAE ANNUAL REPORT 2006 _ 105
NOTE 26 — OPERATING SEGMENTS AND GEOGRAPHIC INFORMATION (CONT’D)
RESULTS BY SEGMENT
The profitability measure employed by the Company for making decisions about allocating resources to segments and assessing segment
performance is earnings (loss) before other income (expense) net, interest, income taxes and discontinued operations (hereinafter referred to as
Segment Operating Income). The Simulation Products/Civil and the Simulation Products/Military segments operate under an integrated
organization sharing substantially all engineering, development, global procurement, program management and manufacturing functions. The
accounting principles used to prepare the information by operating segments are the same as those used to prepare the Company's Consolidated
Financial Statements. Transactions between operating segments are mainly simulator transfers from the Simulation Products/Civil segment to the
Training & Services/Civil segment, which are recorded at cost. The method used for the allocation of assets jointly used by operating segments
and costs and liabilities jointly incurred (mostly corporate costs) between operating segments is based on the level of utilization when
determinable and measurable, otherwise the allocation is made based on a proportion of each segment's cost of sales.
(amounts in millions)
Simulation Products
Training & Services
2006
2005
2004
2006
2005
2004
2006
2005
Total
2004
Civil
External revenue
$ 257.0
$ 213.4
$ 193.0
$ 322.3
$ 306.8
$ 268.8
$ 579.3
$ 520.2
$ 461.8
Segment Operating Income
30.2
7.8
10.7
57.9
39.8
28.3
88.1
47.6
39.0
Depreciation and amortization
• Property, plant and equipment
• Intangible and other assets
Capital expenditures
Military
External revenue
5.5
5.8
5.7
7.5
4.6
10.9
8.2
5.5
13.4
36.6
6.7
87.5
34.9
10.4
100.6
29.9
10.4
68.3
42.1
12.5
93.2
42.4
15.0
111.5
38.1
15.9
81.7
$ 327.4
$ 278.9
$ 291.8
$ 200.5
$ 187.1
$ 184.8
$ 527.9
$ 466.0
$ 476.6
Segment Operating Income
27.7
26.4
28.5
19.1
20.8
23.1
46.8
47.2
51.6
6.1
7.7
6.0
8.7
0.7
4.4
8.7
0.1
3.5
4.3
2.7
30.9
4.0
4.0
2.1
4.5
1.4
1.6
10.4
10.4
36.9
12.7
4.7
6.5
13.2
1.5
5.1
Depreciation and amortization
• Property, plant and equipment
• Intangible and other assets
Capital expenditures
Total
External revenue
Segment Operating Income
57.9
34.2
39.2
77.0
60.6
$ 584.4
$ 492.3
$ 484.8
$ 522.8
$ 493.9
$ 453.6 $1,107.2
134.9
51.4
$ 986.2
$ 938.4
94.8
90.6
Depreciation and amortization
• Property, plant and equipment
• Intangible and other assets
Capital expenditures
11.6
13.5
11.7
16.2
5.3
15.3
16.9
5.6
16.9
40.9
9.4
38.9
14.4
118.4
102.7
34.4
11.8
69.9
52.5
22.9
55.1
19.7
130.1
118.0
51.3
17.4
86.8
CONSOLIDATED EARNINGS (LOSS) BEFORE INTEREST AND INCOME TAXES
The following table provides a reconciliation between total Segment Operating Income and earnings (loss) before interest and income taxes:
(amounts in millions)
Total Segment Operating Income
Foreign exchange gain on the reduction of the investment
in certain self-sustaining subsidiaries (a)
Impairment of goodwill, tangible and intangible assets (Note 4)
Restructuring charge (Note 24)
Other costs associated with the Restructuring Plan (b)
Earnings (loss) before interest and income taxes
2006
$
134.9
$
2005
94.8
2004
90.6
$
5.3
–
(18.9)
(15.1)
–
(443.3)
(24.5)
–
–
–
(9.3)
–
$
106.2
$
(373.0)
$
81.3
(a) The Company reduced the capitalization of its certain self-sustaining subsidiaries. Accordingly, the corresponding amount of foreign exchange accumulated in the cumulative translation
adjustment account was transferred to the Consolidated Statements of Earnings.
(b) Since the beginning of fiscal year 2006, the Company has also incurred incremental costs related to its Restructuring Plan which are included in earnings (loss) according to GAAP. These
costs are not included in the Segment Operating Income. A significant portion relates to the re-engineering of the Company's business processes from which a portion is associated with the
deployment of the ERP system (excluding the portion capitalized). The Company also incurred costs related to the review of its strategy and other costs associated with its restructuring
activities.
106 _ CAE ANNUAL REPORT 2006
ASSETS EMPLOYED BY SEGMENT
CAE uses assets employed to assess resources allocated to each segment. Assets employed include accounts receivable, inventories, prepaid
expenses, property, plant and equipment, goodwill, intangible assets and other assets. Assets employed exclude cash, income tax accounts, assets
held for sale and assets of certain non-operating subsidiaries.
(amounts in millions)
Simulation Products/Civil
Simulation Products/Military
Training & Services/Civil
Training & Services/Military
Total assets employed
Assets not included in assets employed
Total assets
GEOGRAPHIC INFORMATION
As at March 31,
As at March 31,
$
2006
163.5
225.2
833.8
166.7
1,389.2
326.9
$
2005
167.1
280.7
762.6
138.7
1,349.1
350.6
$ 1,716.1
$
1,699.7
The Company markets its products and services in over 19 countries. Sales are attributed to countries based on the location of customers.
(amounts in millions)
Revenue from external customers
Canada
United States
United Kingdom
Germany
Netherlands
Other European countries
Asia and Middle Eastern countries
Other countries
(amounts in millions)
Property, plant and equipment, goodwill and intangible assets
Canada
United States
United Kingdom
Spain
Germany
Netherlands
Other European countries
Asia and Middle Eastern countries
Other countries
2006
2005
2004
$
100.1
393.5
80.2
143.4
104.6
51.2
173.0
61.2
$
81.4
413.5
85.3
110.2
56.8
81.1
69.5
88.4
$
109.8
302.2
86.5
129.8
51.2
102.0
79.1
77.8
$ 1,107.2
$
986.2
$
938.4
As at March 31,
As at March 31,
2006
2005
$
250.6
300.9
77.3
84.2
30.1
113.1
66.2
24.3
7.9
$
195.7
277.4
81.7
98.3
12.5
135.4
74.2
19.8
9.5
$
954.6
$
904.5
NOTE 27 — DIFFERENCES BETWEEN CANADIAN AND UNITED STATES GENERALLY ACCEPTED
ACCOUNTING PRINCIPLES
The consolidated financial statements have been prepared in accordance with Canadian generally accepted accounting principles (Canadian
GAAP), which differ in certain respects from those principles that the Company would have followed had its financial statements been prepared
in accordance with accounting principles generally accepted in the United States (US GAAP).
Additional disclosures required under US GAAP have been provided in the accompanying consolidated financial statements and notes.
CAE ANNUAL REPORT 2006 _ 107
NOTE 27 — DIFFERENCES BETWEEN CANADIAN AND UNITED STATES GENERALLY ACCEPTED
ACCOUNTING PRINCIPLES (CONT’D)
The reconciliation of net earnings (loss) in accordance with Canadian GAAP to conform to US GAAP is as follows:
Years ended March 31
(amounts in millions, except per share amounts)
Net earnings (loss) in accordance with Canadian GAAP
Deferred development costs, net of tax expense (recovery) of $2.3
(2005 – ($2.2)), (2004 – ($1.2)) (A)
Deferred pre-operating costs, net of tax expense of $1.8
(2005 – $3.6), (2004 – $0.4) (B)
Derivative instruments, net of tax expense (recovery) of $2.6
(2005 – ($0.8)) (2004 – ($4.0)) (C)
Variable interest entities net of tax expense of $nil
(2005 – $0.5), (2004 – $2.5) (G)
Reduction of the net investment in self-sustaining operations (H)
Goodwill impairment on purchase of subsidiary in 2002,
net of tax recovery of $ 3.7 million (E)
Earnings (Loss) from continuing operations before cumulative
2006
64.9
$
2005
$
(199.9)
$
5.4
4.2
5.3
–
(5.3)
–
9.5
8.1
(4.0)
0.6
–
(7.9)
effect of accounting change – US GAAP
$
74.5
$
(193.6)
$
Adjustment of discontinued operations in accordance with US GAAP (A,B,C,H)
Net earnings (loss) before cumulative effect of accounting change – US GAAP
Cumulative effect on prior years of accounting change (D) (G)
–
74.5
–
(5.9)
(199.5)
(0.6)
2004
64.0
(2.5)
(0.1)
(8.5)
5.3
–
–
58.2
(0.7)
57.5
–
Net earnings (loss) for the year in accordance with US GAAP
$
74.5
$
(200.1)
$
57.5
Basic and diluted (loss) earnings per share from continuing operations
in accordance with US GAAP
Basic and diluted results per share from discontinued operations
in accordance with US GAAP
Basic and diluted net earnings(loss) per share before cumulative effect
of accounting change in accordance with US GAAP
Basic and diluted net earnings (loss) per share in accordance with US GAAP
Dividends per common share
Weighted average number of common shares outstanding
(amounts in millions)
Comprehensive income
0.30
0.02
0.30
0.30
0.04
249.8
(1.21)
0.40
(0.81)
(0.81)
0.10
247.1
0.18
0.07
0.25
0.25
0.12
233.2
2006
2005
2004
Net earnings(loss) in accordance with US GAAP
$
74.5
$
(200.1)
$
57.5
Change in accumulated minimum pension liability, net of taxes of $0.1
(2005 – $1.7) (2004 – $4.2) (J)
Change in foreign currency translation adjustments
Comprehensive income
(0.1)
(43.6)
30.8
$
(4.2)
(41.3)
$
(245.6)
$
9.1
(40.1)
26.5
ACCUMULATED OTHER COMPREHENSIVE LOSS IN ACCORDANCE WITH US GAAP
(amounts in millions)
Closing balance – 2004
Changes for the year – 2005
Closing balance – 2005
Changes for the year – 2006
Ending balance – 2006
108 _ CAE ANNUAL REPORT 2006
Change in
Foreign Currency
accumulated
translation
minimum
adjustments
pension liability
$
$
(18.4)
(41.3)
(59.7)
(43.6)
$
(103.3)
$
(14.4)
(4.2)
(18.6)
(0.1)
(18.7)
$
Total
(32.8)
(45.5)
(78.3)
(43.7)
$
(122.0)
The cumulative effect of these adjustments on the shareholders' equity of the Company is as follows:
(amounts in millions)
Shareholders' equity in accordance with Canadian GAAP
Deferred development costs, net of tax expense of $13.3 (2005 – $15.6) (A)
Deferred pre-operating costs, net of tax expense of $3.4 (2005 – $5.2) (B)
Derivative instruments, net of tax expense of $7.7 (2005 – $10.3) (C)
Minimum pension liability, net of tax expense of $8.4 (2005 – $8.3) (J)
Shareholders' equity in accordance with US GAAP
$
2006
675.3
(13.0)
(6.6)
(17.2)
(18.7)
$
2005
651.6
(18.4)
(10.8)
(22.5)
(18.6)
$
619.8
$
581.3
The consolidated balance sheets in accordance with US GAAP as at March 31, 2006 and March 31, 2005 are as follows:
(amounts in millions)
Notes
March 31, 2006
March 31, 2005
Canadian GAAP
US GAAP
Canadian GAAP
US GAAP
Assets
Cash and cash equivalents
Accounts receivable
Derivative instruments
Inventories
Prepaid expenses
Income taxes recoverable
Future income taxes
Current assets held for sale
Property, plant and equipment, net
Future income taxes
Intangible assets
Goodwill
Other assets
Long-term assets held for sale
Liabilities and Shareholders’ Equity
Current liabilities
Accounts payable and accrued liabilities
Deposits on contracts
Derivative instruments
Current portion of long-term debt due within one year
Future income taxes
Current liabilities related to assets held for sale
Long-term debt
Deferred gains and other long-term liabilities
Future income taxes
Long-term liabilities related to assets held for sale
C
$
$
A,B,C,E,G,J
J
A,B
81.1
260.3
–
93.2
25.2
75.7
5.7
–
541.2
839.3
78.2
23.3
92.0
136.2
5.9
$
$
81.1
260.3
5.5
93.2
25.2
75.7
5.7
–
546.7
839.3
110.6
28.9
92.0
100.8
5.9
$
$
57.1
255.7
–
101.0
17.8
58.5
2.5
5.8
498.4
792.2
101.0
20.2
92.1
138.3
57.5
$
$
57.1
255.7
9.1
101.0
17.8
58.5
2.5
3.4
505.1
792.2
140.9
26.3
92.1
91.4
56.9
$ 1,716.1
$ 1,724.2
$
1,699.7
$
1,704.9
C
J
J
$
$
373.7
146.4
–
10.4
14.5
–
545.0
260.9
206.5
28.4
–
$
$
373.7
146.4
30.9
10.4
14.5
–
575.9
260.9
239.2
28.4
–
$
$
312.8
93.5
–
35.3
19.6
7.8
469.0
307.6
179.8
38.3
53.4
$
$
312.8
93.5
42.3
35.3
19.6
8.0
511.5
307.6
212.8
38.3
53.4
$ 1,040.8
$ 1,104.4
$
1,048.1
$
1,123.6
Shareholders’ Equity
Capital stock
Contributed surplus
Retained earnings
Currency translation adjustment
F,K
$
A,B,C,D,E,F,G,H,K,
H,I
389.0
5.8
395.7
(115.2)
$
633.2
5.8
102.8
–
$
Accumulated other comprehensive loss
H,J
–
(122.0)
373.8
3.3
340.8
(66.3)
–
$
618.0
3.3
38.3
–
(78.3)
$
675.3
$
619.8
$ 1,716.1
$ 1,724.2
$
$
651.6
1,699.7
$
$
581.3
1,704.9
CAE ANNUAL REPORT 2006 _ 109
NOTE 27 — DIFFERENCES BETWEEN CANADIAN AND UNITED STATES GENERALLY ACCEPTED
ACCOUNTING PRINCIPLES (CONT’D)
CONSOLIDATED STATEMENT OF CASH FLOWS
Under US GAAP reporting, separate subtotals within operating, financing and investment activities would not be presented.
The reconciliation of cash flows under Canadian GAAP to conform to US GAAP is as follows:
Years ended March 31 (amounts in millions)
Note
2006
2005
Cash flows from operating activities in accordance with Canadian GAAP
$
238.3
$
207.6
$
Deferred development costs
Deferred pre-operating costs
Variable interest entities
Deferred pre-operating costs related to discontinued operations
Cash flows from operating activities in accordance with US GAAP
Cash flows from investing activities in accordance with Canadian GAAP
Deferred development costs
Deferred pre-operating costs
Deferred pre-operating costs related to discontinued operations
Cash flows from investing activities in accordance with US GAAP
Cash flows from financing activities in accordance with Canadian GAAP
Variable interest entities
Cash flows from financing activities in accordance with US GAAP
A
B
G
A
B
G
(1.8)
(0.7)
–
–
235.8
(157.4)
1.8
0.7
–
(154.9)
(53.2)
–
(53.2)
$
$
$
$
$
(9.9)
(1.7)
5.6
(0.4)
201.2
131.6
9.9
1.7
0.4
143.6
(337.3)
(5.6)
(342.9)
$
$
$
$
$
$
$
$
$
$
2004
5.7
(12.7)
(6.6)
13.7
(3.8)
(3.7)
24.5
12.7
6.6
3.8
47.6
17.8
(13.7)
4.1
RECONCILIATION ITEMS
A) Deferred development costs
Under US GAAP, development costs are charged to expense in the period incurred. Under Canadian GAAP, certain development costs are
capitalized and amortized over their estimated useful lives if they meet the criteria for deferral. The difference between US GAAP and
Canadian GAAP represents the gross development costs capitalized in the respective year, net of the reversal of amortization expense
recorded for Canadian GAAP relating to amounts previously capitalized.
B) Deferred pre-operating costs
Under US GAAP, pre-operating costs are charged to expense in the period incurred. Under Canadian GAAP, the amounts are deferred and
amortized over 5 years based on the expected period and pattern of benefit of the deferred expenditures. The difference between US GAAP
and Canadian GAAP represents the gross pre-operating costs capitalized in the respective year, net of the reversal of amortization expense
recorded for Canadian GAAP relating to amounts previously capitalized.
C) Derivative financial instruments
Under Canadian GAAP, the Company recognizes the gains and losses on forward contracts entered into for hedging purposes in income
concurrently with the recognition of the transactions being hedged. The interest payments relating to swap contracts are recorded in net
earnings (loss) over the life of the underlying transaction on an accrual basis as an adjustment to interest income or interest expense. Under
US GAAP, all derivatives (including embedded derivatives in purchase and sale contracts) are recorded on the consolidated balance sheet
at fair value. Realized and unrealized gains and losses resulting from the valuation of derivatives at market value are recognized in net (loss)
earnings as the gains and losses arise and not concurrently with the recognition of the transactions being hedged, as the Company does not
apply the optional hedge accounting provisions of SFAS 133, 138 and 149.
Adjustments for changes in accounting policies
D)
Under US GAAP, the cumulative effect of certain accounting changes had to be included in earnings (loss) in the year of the change. Under
Canadian GAAP, the impact is reflected through retained earnings.
E) Goodwill impairment on purchase of subsidiary
Under Canadian GAAP, upon the purchase of Schreiner, a foreign exchange gain was recorded in fiscal 2002 as a reduction of goodwill on
the forward contract hedge of the foreign currency denominated purchase price. Under US GAAP, this gain was recorded in earnings. In
fiscal 2005, Management performed a comprehensive review of current performance and strategic orientation of its business units, which
led to the review of the carrying amount of certain assets such as the goodwill of Schreiner (Note 4). Accordingly an additional impairment
charge of $7.9 million (net of tax of $3.7 million) was recorded in earnings as per US GAAP.
Reduction in stated capital
On July 7, 1994, the Company applied a portion of its deficit as a reduction of its stated capital in the amount of $249.3 million. Under
US GAAP, the reduction of stated capital would not be permitted.
Variable interest entities
F)
G)
The Company enters into sale and leaseback arrangements with special purposes entities (SPEs) relating to simulation equipment used in
the Company's training centre. Prior to the adoption of FASB Interpretation (“FIN”) No. 46 ''Consolidation of Variable Interest Entities'', the
Company was consolidating SPEs for which legal stated capital represented less than 3% of their assets. Under those rules, three SPEs were
consolidated.
110 _ CAE ANNUAL REPORT 2006
In January 2003, the Financial Accounting Standards Board (FASB) issued FIN 46, Consolidation of Variable Interest Entities. This
interpretation clarifies how to apply Accounting Research Bulletin ('ARB No. 51”) Consolidated Financial Statements to those entities
defined as Variable Interest Entities, when equity investors are not considered to have a controlling financial interest or they have not
invested enough equity to allow the entity to finance its activities without additional subordinated financial support from other parties. This
interpretation requires that existing unconsolidated variable interest entities be consolidated by their primary beneficiaries if the entities do
not effectively disperse risks among parties involved. An entity that holds a significant variable interest but is not the primary beneficiary is
subject to specific disclosure requirements.
In December 2003, the FASB revised FIN No.46 to make certain technical corrections and address certain implementation issues that
had arisen. FIN No.46R provides a new framework for identifying Variable Interest Entities (VIEs) and determining when a company should
include the assets, liabilities, non-controlling interests and results of activities of a VIE in its consolidated financial statements. The
Company was required to replace FIN No. 46 provisions with FIN No. 46R provisions to all newly created post-January 31, 2003 entities
as of the end of the first period ending after March 15, 2005. As a foreign private issuer, the company applied the provisions of FIN 46R
to entities created before February 1, 2003, starting April 1, 2004. The Company adopted FIN No. 46R on April 1, 2004.
Upon adoption, by the Company, of FIN No. 46R, the Company concluded that two out of the three SPEs that were consolidated under
the old rules were no longer required to be consolidated. The impact on CAE's net earnings of the deconsolidation was $0.6 million.
A similar accounting standard under Canadian GAAP, AcG 15 – Consolidation of Variable Interest Entities, has been adopted by the
Company on January 1, 2005. Due to a different application date between Canadian and US GAAP, the Company had to record in fiscal
2005 a decrease of $0.6 million (net of taxes of $0.5 million) in its net earnings as per US GAAP.
In fiscal 2006, CAE decided to repurchase the asset (simulator) included in the consolidated VIE therefore no need for consolidation
anymore in CAE's Consolidated Financial Statements. Variable interest entities will not be a difference anymore between Canadian and US
GAAP on a going forward basis.
Foreign currency translation adjustment
H)
Under US GAAP, foreign currency translation adjustment is included as a component of ''Comprehensive income''. Under Canadian GAAP,
the concept of comprehensive income is not yet applicable for the Company, and the currency translation adjustment is included as a
component of ''Shareholders' Equity''. In fiscal 2006, the Company transferred to consolidated earnings (loss) an amount of $5.3 million
(2005 – $6.6 million, included in discontinued operations) as a result of reductions in net investments in self-sustaining foreign operations.
Under US GAAP the reduction in currency translation adjustment account would not be permitted.
Comprehensive income
I)
US GAAP requires disclosure of comprehensive income, which comprises income and other components of comprehensive income. Other
comprehensive income includes items that cause changes in shareholders' equity but are not related to share capital or net earnings, which,
for the Company, comprises currency translation adjustments and change in minimum pension liability. Under Canadian GAAP, the
requirement to report comprehensive income will be applicable for the Company only in fiscal 2008 with the adoption of section 1530
''Comprehensive Income''.
J) Minimum pension liability
Under US GAAP, if the accumulated benefit obligation exceeds the market value of plan assets, a minimum pension liability for the excess
is recognized to the extent that the liability recorded in the Consolidated Balance Sheet is less than the minimum liability. Any portion of
the additional liability that relates to unrecognized past service costs is recognized as an intangible asset while the remainder is charged to
comprehensive income. The concept of additional minimum liability does not currently exist under Canadian GAAP.
K) Share issue costs
Under Canadian GAAP, costs related to share issuance can be presented in retained earnings, net of taxes. Under US GAAP, these costs were
recorded as a reduction of capital stock.
ACCOUNTING CHANGES
Accounting for stock-based compensation
Prior to April 1, 2003, CAE had elected to measure stock-based compensation using the intrinsic value base method of accounting. In that
instance, however, under SFAS 123, the Company is required to make pro forma disclosures of net earnings (loss), basic earnings (loss) per share
and diluted earnings (loss) per share using the fair value method of accounting for stock-based compensation granted prior to April 1, 2003.
Pro forma net earnings (loss) and pro forma basic and diluted net earnings (loss) per share are presented below:
(amounts in millions, except per share amounts)
Net (loss) earnings, as reported per US GAAP
Additional compensation expense recorded
Net earnings (loss) before the effect of Stock-based compensation
Pro forma impact
Pro forma net earnings (loss)
Pro forma basic and diluted net earnings (loss) per share
$
2006
74.5
2.5
77.0
(4.2)
72.8
0.29
2005
$
(200.1)
$
2.0
(198.1)
(6.4)
(204.5)
(0.83)
2004
57.5
1.3
58.8
(6.0)
52.8
0.23
CAE ANNUAL REPORT 2006 _ 111
NOTE 27 — DIFFERENCES BETWEEN CANADIAN AND UNITED STATES GENERALLY ACCEPTED
ACCOUNTING PRINCIPLES (CONT’D)
Exchanges for Non-Monetary Assets
In 2004, the Financial Accounting Standards Board issued FAS 153, Exchanged of Non-Monetary Assets. FAS 153 amends APB Opinion No. 29,
Accounting for Non-Monetary Transactions, and requires that all non-monetary exchanges be accounted for at fair value except for the exchanges
of non-monetary assets that do not have commercial substance. The Company is required to apply FAS 153 to all non-monetary asset exchanges
occurring in fiscal periods beginning after June 15, 2005. However, this standard is similar to related Canadian standard regarding non-monetary
transactions which was adopted by the Company for all non-monetary transactions initiated in periods beginning on or after January 1, 2006. As
a consequence, FAS 153 was adopted early, as permitted by the guideline, and had no material impact on the Company's consolidated financial
statements.
Accounting for Changes and Error
In 2005, the Financial Accounting Standards Board issued FAS 154, Accounting Changes and Error, FAS 154 replace APB Opinion No. 20,
Accounting Changes, This statement requires, unless impracticable, retrospective application to prior periods’ financial statements of changes
in accounting principle in the absence of explicit transition requirements specific to a newly adopted accounting principle, FAS 154 was adopted
and had no material impact on the Company’s consolidated financial statements.
Conditional Asset Retirement Obligations
In 2005, FASB also issued FASB Interpretations (FIN) 47 which clarifies the term “conditional asset retirement obligation” as used in FASB
Statement No. 143, Accounting for Asset Retirement Obligations. The term refers to a legal obligation to perform an asset retirement activity in
which the timing and (or) method of settlement are conditional on a future event that may or may not be within control of the entity. FIN 47 is
effective no later than the end of fiscal years ending after December 15, 2005. The Company adopted this interpretation for the year ending
March 31, 2006. The adoption of this interpretation had no material impact on the Company's consolidated financial statements.
Derivative Instruments and Hedging Activities
In fiscal 2004, the Company adopted SFAS 149, Amendment of Statement 133 on Derivative Instruments and Hedging Activities. SFAS 149
amends and clarifies the financial accounting and reporting for derivative instruments, including certain derivative instruments embedded in
other contracts and for hedging activities under SFAS 133. SFAS 149 had no impact on CAE's financial position.
RECENT ACCOUNTING DEVELOPMENTS
Stock- based compensation
FASB has issued a revision to FAS 123 Accounting for Stock-Based Compensation, which supersedes APB 25 and the related implementation
guideline. The principal amendments require companies to recognize the costs of providing stock options to employees based on the fair value
of the options at the grant date. The obligations to pay cash to employees based on the Company's share price must be recorded at fair value
using an option pricing model. The Company is still evaluating the impact of this new standard on its consolidated financial statements as the
effective date for public companies has been deferred to annual, rather than interim, periods that begin after June 15, 2005.
ADDITIONAL DISCLOSURES
Additional disclosures required under US GAAP are as follows:
i) Statements of earnings
For the years ended March 31
(amounts in millions)
Revenues from sales of simulators $
Revenues from sales of training
and services
Cost of sales from simulators
Cost of sales from training
and services
Research and development
expenses
Rental expenses
Selling, general and
administrative expenses
Impairment charges
Interest expense
$
$
$
$
$
$
$
$
Canadian
GAAP
584.4
522.8
318.6
346.1
95.8
80.5
131.3
–
16.2
112 _ CAE ANNUAL REPORT 2006
2006
US
GAAP
584.4
522.8
308.6
342.4
87.9
80.5
131.3
–
15.9
$
$
$
$
$
$
$
$
Canadian
GAAP
492.3
493.9
305.9
292.7
93.5
94.0
105.2
443.3
32.1
$
$
$
$
$
$
$
$
$
2005
US
GAAP
489.4
493.9
306.8
277.4
100.8
94.0
105.2
440.4
33.9
$
$
$
$
$
$
$
$
$
Canadian
GAAP
484.8
453.6
310.4
249.3
81.0
91.9
115.3
–
22.4
$
$
$
$
$
$
$
$
$
2004
US
GAAP
463.0
453.6
309.4
246.2
84.6
79.0
115.3
–
22.2
$
$
$
$
$
$
$
$
$
ii) Balance sheet
Accounts payable and accrued liabilities on a Canadian GAAP basis are presented below:
As at March 31
(amounts in millions)
Accounts payable trade
Contract liabilities
Income tax payable
Other accrued liabilities
Accounts payable and accrued liabilities
2006
$
133.6
$
88.7
2.5
148.9
373.7
$
$
2005
93.0
90.1
7.7
122.0
312.8
Accounts receivable from government amounted to $68.9 million as of March 31, 2006 (2005 – $52.4 million).
iii) Income taxes
The components of earnings from continuing operations and income taxes on a Canadian GAAP basis are as follows:
For the years ended March 31
(amounts in millions)
Earnings before income taxes and other items
Canada
Other countries
Current income taxes
Canada
Other countries
Future income taxes
Canada
Other countries
Income tax provision
vi) Product Warranty Costs
2006
2005
2004
$
$
$
$
$
$
$
(16.8)
106.8
90.0
4.2
8.9
13.1
(6.1)
12.1
6.0
19.1
$
$
$
$
$
$
$
(87.0)
(318.1)
(405.1)
(1.8)
15.3
13.5
(25.8)
(88.1)
(113.9)
(100.4)
$
$
$
$
$
$
$
(13.8)
72.7
58.9
1.8
12.6
14.4
(6.9)
4.0
(2.9)
11.5
The Company has warranty obligations in connection to the sale of its civil and military simulators. The original warranty period is usually for a
two-year period. The cost incurred to provide for these warranty obligations are estimated and recorded as an accrued liability at the time revenue
is recognized. The Company estimates its warranty cost for a given product based on past experience. The change in the Company's accrued
warranty liability as at March 31, are as follows:
(amounts in millions)
Accrued warranty liability at beginning of year
Warranty settlements during the year
Warranty provisions
Adjustments for changes in estimates
Accrued warranty obligations at the end of the year
$
2006
5.3
(4.1)
6.9
2.7
$
$
10.8
$
2005
6.6
(5.5)
3.9
0.3
5.3
CAE ANNUAL REPORT 2006 _ 113
NOTE 27 — DIFFERENCES BETWEEN CANADIAN AND UNITED STATES GENERALLY ACCEPTED
ACCOUNTING PRINCIPLES (CONT’D)
v) Pension
Obligations and funded status:
The accumulated benefit obligation (ABO) for all pension plans was $177.4 million for March 31, 2006 and $158.5 million for March 31,
2005. At these dates, all plans had accumulated benefit obligation in excess of plan assets.
As at March 31
Before taxes (amounts in millions)
Minimum Liability
Balance – fiscal year end:
Additional liability
Intangible Assets
Accumulated Net Additional Liability
Change in Accumulated Net Additional Liability
vi) Impairment of goodwill, tangible and intangible assets
2006
32.8
32.6
(5.6)
27.0
(0.1)
$
$
$
$
$
2005
30.4
33.2
(6.1)
27.1
6.1
During fiscal 2005, the Company recorded an impairment charge of $443.3 million. For US GAAP purposes the impairment will be different has
the company expenses development and pre-operating costs when incurred and because the carrying amount of goodwill is different for Canadian
and US GAAP (Refer to E).
Accordingly, the Company recorded a $440.4 million impairment charge for US GAAP purposes, virtually all related to its Civil business,
detailed as follows:
(amounts in millions)
Goodwill
Customer relations
Trades names
Property, plant and equipment (simulators)
Inventories
Other assets
2005
$
216.8
86.7
20.4
78.4
33.3
4.8
$
440.4
NOTE 28 — COMPARATIVE FINANCIAL STATEMENTS
The comparative Consolidated Financial Statements have been reclassified from statements previously presented to conform to the presentation
adopted in the current year.
114 _ CAE ANNUAL REPORT 2006
BOARD OF DIRECTORS AND OFFICERS
BOARD OF DIRECTORS
Lynton R. Wilson, O.C. 1,2,4
Chairman of the Board
CAE Inc.
Oakville, Ontario
Brian E. Barents 2
Corporate Director
Andover, Kansas
Robert E. Brown 1
Paul Gagné 3
Corporate Director
Montreal, Quebec
OFFICERS
Lynton R. Wilson
Chairman of the Board
Robert E. Brown
The Honourable
President and Chief Executive Officer
James A. Grant, P.C., C.M., Q.C. 1,2
Partner
Stikeman Elliott LLP
Montreal, Quebec
President and Chief Executive Officer
James F. Hankinson 3,4
CAE Inc.
Westmount, Quebec
John A. (Ian) Craig 3
Business Consultant
Ottawa, Ontario
Richard J. Currie, O.C.C. 3
Chairman of the Board
BCE Inc. and Bell Canada
Toronto, Ontario
H. Garfield Emerson, Q.C., ICD.D 4
National Chairman
Fasken Martineau DuMoulin LLP
Toronto, Ontario
President and Chief Executive Officer
Ontario Power Generation Inc.
Toronto, Ontario
E. Randolph (Randy) Jayne II 2
Senior Partner
Heidrick & Struggles International Inc.
McLean, Virginia
Robert Lacroix, O.C., Ph.D 4
Professor, Economics
Université de Montréal
Montreal, Quebec
James W. McCutcheon, Q.C. 3
Counsel and Corporate Director
Toronto, Ontario
Donald W. Campbell
Group President
Military Simulation and Training
Marc Parent
Group President
Simulation Products
Jeff Roberts
Group President
Civil Training and Services
Guy Blanchette
Vice President and Treasurer
Éric Gemme
Vice President and Corporate Controller
Hartland J. A. Paterson
Vice President, Legal
General Counsel and Corporate Secretary
Anthony S. Fell, O.C. 4
Chairman
Lawrence N. Stevenson 2
Vice President, Finance and
Alain Raquepas
RBC Dominion Securities Inc.
President and Chief Executive Officer
Chief Financial Officer
Toronto, Ontario
Pep Boys Inc.
Toronto, Ontario
1 Member of the Executive Committee
2 Member of the Compensation Committee
3 Member of the Audit Committee
4 Member of the Governance Committee
CAE ANNUAL REPORT 2006 _ 115
SHAREHOLDER AND INVESTOR INFORMATION
CAE SHARES
DUPLICATE MAILINGS
TRADEMARKS
CAE’s shares are traded on the Toronto
To eliminate duplicate mailings by
Trademarks and/or registered trademarks
Stock Exchange (TSX) under the symbol
consolidating accounts, registered
of CAE Inc. and/or its affiliates include
“CAE” and on the New York Stock
shareholders must contact Computershare
but are not limited to CAE, CAE & Design,
Exchange (NYSE) under the symbol “CGT”.
Trust Company of Canada; non-registered
CAE Simfinity, CAE STRIVE, CAE Tropos,
shareholders must contact their brokers.
CAE Medallion, CAE NeTTS and Terra Vista.
TRANSFER AGENT AND REGISTRAR
All other brands and product names are
Computershare Trust Company of Canada
INVESTOR RELATIONS
trademarks or registered trademarks of
100 University Avenue, 9th Floor
Quarterly and annual reports as well as
their respective owners. All logos, tradenames
Toronto, Ontario M5J 2Y1
other corporate documents are available on
and trademarks referred to and used herein
Tel.: (514) 982-7555 or 1 800 564-6253
our website at www.cae.com. These
remain the property of their respective
(toll free in Canada and the US)
documents can also be obtained from our
owners and may not be used, changed,
www.computershare.com
Investor Relations department:
copied, altered, or quoted without the
written consent of the respective owner.
DIVIDEND REINVESTMENT PLAN
Investor Relations
All rights reserved.
Canadian resident registered shareholders
CAE Inc.
of CAE Inc. who wish to receive dividends
8585 Côte-de-Liesse
CORPORATE GOVERNANCE
in the form of CAE Inc. common shares
Saint-Laurent, Quebec H4T 1G6
The following documents pertaining to
rather than a cash payment may participate
Tel.: 1 866 999-6223
CAE’s corporate governance practices may
in CAE’s dividend reinvestment plan. In
investor.relations@cae.com
be accessed either from CAE’s website
order to obtain the dividend reinvestment
(www.cae.com) or by request from the
plan form, please contact Computershare
Version française
Corporate Secretary:
Trust Company of Canada.
Pour obtenir la version française du rapport
- Board and Board Committee mandates
DIRECT DEPOSIT DIVIDEND
Canadian resident registered shareholders
annuel, s’adresser à
investisseurs@cae.com.
- Position descriptions for the Board Chair,
the Committee Chairs and the Chief
Executive Officer
of CAE Inc. who receive cash dividends
2006 ANNUAL MEETING
- CAE’s Code of Business Conduct, and the
may elect to have the dividend payment
The Annual and Special Meeting of
Board Member’s Code of Conduct
deposited directly to their bank accounts
Shareholders will be held at 10:30 a.m.
- Corporate Governance Guideline.
instead of receiving a cheque. In order to
(Eastern Time), Wednesday, June 21, 2006
Most of the New York Exchange’s (NYSE)
obtain the direct deposit dividend form,
at Le Windsor, 1170 Peel Street, Montreal,
corporate governance listing standards are not
please contact Computershare Trust
Quebec. The meeting will also be webcast
mandatory for CAE. Significant differences
Company of Canada.
live on CAE’s website, www.cae.com.
between CAE’s practices and the requirements
AUDITORS
applicable to US companies listed on the
NYSE are summarized on CAE’s website. CAE
PricewaterhouseCoopers LLP
is otherwise in compliance with the NYSE
Chartered Accountants
Montreal, Quebec
requirements in all significant respects.
116 _ CAE ANNUAL REPORT 2006
FORWARD-LOOKING STATEMENTS
Certain statements made in this annual report are forward-looking statements under the Private Securities Litigation Reform Act of 1995
and Canadian securities regulations. These include, for example, statements about our business outlook, assessment of market conditions,
strategies, future plans, future sales, prices for our major products, inventory levels, capital spending and tax rates. Such statements are
not guarantees of future performance. They are based on management’s expectations that involve a number of business risks and
uncertainties, any of which could cause actual results to differ materially from those expressed in or implied by the forward-looking
statements. The results or events predicted in these forward-looking statements may differ materially from actual results or events. For a
description of risks that could cause actual results or events to differ materially from current expectations, please refer to the risk factors
section of CAE’s Annual Information Form for the year ended March 31, 2005, filed with the Canadian securities commissions and the US
Securities and Exchange Commission, as updated in CAE’s fiscal 2006 MD&A, dated May 17, 2006, and the risk factors section of CAE’s
Annual Information Form for the year ended March 31, 2006 once it is also so filed. Any forward-looking statements made in this annual
report represent our expectations as of May 17, 2006, and accordingly, are subject to change after such date. We disclaim any intention or
obligation to update any forward-looking statements.
www.cae.com