Annual Report
for the year
ended March 31
2009
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Diversified. Balanced. Strong.
cae.com
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Corporate
Profile
1 2009 Financial Highlights
2 Financial Overview
3 Chairman’s Message
4 Message to Shareholders
6 Message from the EVP and COO
8 CAE Global Reach
CAE is a world leader in providing simulation and modelling
technologies and integrated training solutions for the civil aviation
industry and defence forces around the globe. With annual
revenues exceeding C$1.6 billion, CAE employs more than
6,500 people at more than 75 sites and training locations in
10 Four Balanced Reporting Segments
20 countries. We have the largest installed base of civil and
11 Leveraging our Capabilities
12 Training and Services/Military
13 Training and Services/Civil
14 Simulation Products/Military
15 Simulation Products/Civil
military full-flight simulators and training devices. Through our
global network of 29 civil aviation and military training centres,
we train more than 75,000 crewmembers yearly. We also offer
modelling and simulation software to various market segments
16 CAE Professional Services & Presagis
and through CAE’s professional services division, we assist
customers with a wide range of simulation-based needs.
17 Pilot Provisioning & CAE Healthcare
18 Community & Environment
19 Financial Review
21 Management’s Discussion and Analysis
70 Management’s Report on Internal
Control over Financial Reporting
70 Independent Auditors’ Report
72 Consolidated Financial Statements
77 Notes to Consolidated Financial Statements
127 Board of Directors and Officers
128 Shareholder and Investor Information
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. All statements, other than statements of historical facts, included herein or
incorporated be reference herein that pertains to activities, events or developments that we expect or anticipate will or may
occur in the future including, 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 are forward-looking
statements. The words “expect”, “anticipate”, “estimate”, “may”, “will”, “should”, “intend”, “believe”, “plan” and similar
expressions are intended to identify forward-looking statements. Such statements are not guarantees of future performance.
They are based on management’s expectations and assumptions regarding historical trends, current conditions and expected
future developments, as well as other factors that we believe are appropriate in the circumstances. Such expectations and
assumptions 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. Important risks that could cause such differences include, but are
not limited to, the length of sales cycle, rapid product evolution, level of defence spending, condition of the civil aviation industry,
competition, availability of critical in-puts, foreign exchange rate of currencies and doing business in foreign countries. These
and other risks that could cause actual results or events to differ materially from current expectations or assumptions, are
described in the risk factors section of CAE’s Annual Information Form for the year ended March 31, 2009, filed with the
Canadian securities commissions and the U.S. Securities and Exchange Commission. Any forward-looking statements made in
this annual report represent our expectations as of May 14, 2009, and accordingly, are subject to change after such date. We
disclaim any intention or obligation to update any forward-looking statements unless legislation requires us to do so.
30 %
EcoLogo
30 %
30 %
EcoLogo
EcoLogo
As an eTree member, CAE Inc. is committed to meeting shareholder needs while
being environmentally friendly. For each shareholder that receives electronic
copies of shareholder communications, CAE will plant a tree through Tree
Canada, the leader in Canadian urban reforestation.
Contains 30% post-consumer fibre and 70% FSC certified virgin fibre
Certified EcoLogo and FSC Mixed Sources
Manufactured using biogas energy
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2009 Financial Highlights
(amounts in millions, except per share amounts)
2009
2008
2007
Operating results
Continuing operations
Revenue
Earnings
Net earnings
Financial position
Total assets
Total long-term debt, net of cash
Per share
Earnings from continuing operations
Net earnings (basic)
Dividends
Shareholders’ equity
1,662.2
200.5
199.4
1,423.6
164.8
152.7
1,250.7
129.1
127.4
2,676.1
285.1
2,253.2
124.1
1,956.2
133.0
0.79
0.78
0.12
4.73
0.65
0.60
0.04
3.74
0.51
0.51
0.04
3.30
Revenue by business segment
Geographic distribution of revenue
Simulation Products / Military
29%
Training and Services / Military
14%
Simulation Products / Civil
29%
Training and Services / Civil
28%
Canada
6%
United States
34%
Germany
12%
United Kingdom
7%
Netherlands
5%
Other European countries
11%
China
5%
United Arab Emirates
4%
Other Asian countries
7%
Australia
5%
Other countries
4%
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CAE Annual Report 2009 | 1
Financial
Overview
2009
2008
2007
2009
2008
2007
2009
2008
2007
2009
2008
2007
Revenue (in millions of dollars)
Net debt (in millions of dollars)
Net cash provided by
continuing operating
activities (in millions of dollars)
(138.1)
(118.1)
Non-cash working
capital (in millions of dollars)
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2 | CAE Annual Report 2009(60.4)195.5260.9239.3285.1124.1133.01,662.21,423.61,250.7 Chairman’s Message
CAE IS TODAY A WORLD LEADER IN ITS
AEROSPACE BUSINESS SEGMENT. THE
COMPANY HAS ACHIEVED A REMARKABLE
BALANCE IN ITS PRODUCTS AND SERVICES
OFFERINGS, IN ITS MARKET BREADTH AND
DEPTH AS WELL AS IN ITS GLOBAL FOOTPRINT.
THIS HAS BEEN ACHIEVED THROUGH A FOCUS
ON INNOVATION, FINANCIAL DISCIPLINE AND
DEDICATION TO CUSTOMER SERVICE.
Lynton R. Wilson, Chairman of the Board
The year ended March 31, 2009, has been challenging. Despite the widespread impact of the global economic
recession, CAE has once again recorded a strong performance: for the first time the military segments won contracts
valued at more than $1 billion and our order backlog reached $3 billion.
During the past year, our Board welcomed three new members. Marc Parent was named Executive Vice President,
Chief Operating Officer, and a Director in November 2008. The Honourable John Manley of Ottawa, Ontario, a former
Deputy Prime Minister and Finance Minister of Canada, Senior Counsel at McCarthy Tétrault LLP, was appointed a
Director in December 2008. General Peter J. Schoomaker U.S.A. (Ret.) of Tampa, Florida, former Chief of Staff of the
U.S. Army and Commander in Chief, U.S. Special Operations Command joined the Board in February 2009. A former
Director of CAE U.S.A., he also serves on the boards of several non-profit and private companies.
On behalf of the Board, I wish to thank Mr. Robert E. Brown, our President and Chief Executive Officer, his outstanding
management team, as well as all CAE employees for their exceptional contribution to a successful 2008-2009, under
trying circumstances. We have every confidence that CAE is well positioned to continue to respond to the expectations
of all our stakeholders.
Lynton R. Wilson
Chairman of the Board
CAE Annual Report 2009 | 3
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Message to Shareholders
CAE’S UNRELENTING PURSUIT OF
DIVERSIFICATION, INNOVATION AND
PRODUCTIVITY IMPROVEMENTS AND OUR
STRONG FINANCIAL DISCIPLINE ALLOWED THE
COMPANY TO RETAIN A STRONG BALANCE
SHEET WHILE DELIVERING ANOTHER YEAR OF
STRONG PERFORMANCE.
Robert E. Brown, President and Chief Executive Officer
Revenues increased 17 per cent to more than $1.6 billion. Our net earnings rose 31 per cent to $199.4 million and our
backlog attained the $3 billion mark, setting a record.
For the first time, our military orders exceeded $1 billion. They rose 47 per cent, to $1.09 billion, up from $746.1 million
last year, the largest military order intake in CAE’s history. Key awards included the Government of Canada’s 20-year
contract for C-130J aircrew training, an extension of the Commonwealth of Australia’s contract for training support
services and a contract to develop Hawk 128 full-mission simulators for the U.K. Military Flying Training System (MFTS)
program. We also added a series of contracts with the U.S. Navy for MH-60S/R simulators and we inaugurated with our
partners NH90 helicopter training at the German Army Aviation School in Bueckeburg, Germany.
CAE sold a total of 34 full-flight simulators to airlines, training centres and aircraft manufacturers in all regions. We also
continued to have success with our CAE 5000 series with new sales to airlines, including Aeroflot Russian Airlines,
Avianca Airlines of Columbia and Sofia Flight Training of Bulgaria. We sold another CAE Boeing 787 flight simulator for
Air New Zealand for a total of seven to date.
In Training and Services/Civil, we secured contracts expected to produce revenues of $464 million. We began operations
at our Bangalore, India training centre and expanded our centres in China, Malaysia and Singapore as well as our North
East Training Centre in the U.S. CAE signed a long-term agreement with Honeywell Aerospace for civil and military
technical training services and extended our authorized training provider agreement with Bombardier Aerospace. We
continued to grow our CAE Global Academy as we acquired Sabena Flight Academy and inaugurated operations at the
CAE Global Academy in Gondia, India. We also began managing a second Indian Government flight school, expanding
our network to eight schools with a total capacity of producing more than 1,600 pilots annually.
We continued growing our CAE Professional Services with the acquisition of the Defence, Security and Aerospace
business unit of xwave, a division of Bell Aliant. Our new company Presagis established itself as a word leader in
commercial off-the-shelf (COTS) modelling, simulation and display graphics software serving more than 1,000 customers
worldwide.
4 | CAE Annual Report 2009
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In 2009, we entered the field of simulation-based healthcare training with contracts with the Michener Institute for
Applied Health Sciences of Toronto, the Université de Montréal and the Winnipeg Regional Health Authority.
CAE remains committed to our long-term strategic priorities, including maintaining our technological leadership through
innovation. At year end, CAE announced a new, five-year investment plan of up to $714 million for research and
development (R&D) to expand our current technologies, develop new ones and increase our capabilities beyond training.
CAE’s engagement towards its workforce was also recognized as we were chosen as one of Canada’s Top 100
Employers and one of Montreal’s Top 15 for 2009.
Following the appointment of Marc Parent as Executive Vice President and Chief Operating Officer last fall, a review
of our organizational structure was conducted to improve how we serve our customers and to develop synergies and
efficiencies within. At year end, we consolidated the leadership of our two civil business segments under Jeff Roberts
and our two military segments under Martin Gagné. We also placed greater responsibility within our regions to reduce
costs and ensure that decision-making capabilities lie with those closest to our customers. As a result, we have given
CAE a leaner, more efficient management structure that will derive additional synergies through shared regions, services
and support functions.
Outlook
Looking to fiscal 2010, prospects for our business units are both positive and challenging. We have the flexibility and
sound financial position to face the on-going uncertainty of the global economic recovery. Despite early indications, the
U.S. region has begun to stabilize; the slowdown in Europe is expected to continue while markets in the Middle East and
Asia should remain at the same level.
We expect some earnings impact on the civil side. Where possible, CAE has converted fixed costs into variable and cost
savings are expected for our new regional structure.
Another good year for military orders is anticipated with top line growth of approximately 10 per cent. Global defence
fleets will deploy approximately 10,000 new military aircraft over the next five years creating a potential demand for some
300 full-flight simulators. CAE expects to serve a portion of this market. The use of simulation for training continues
to gain momentum among the world’s defence forces for allied forces joint-mission rehearsal and interoperability.
CAE is already well positioned in this market and continues to develop products and services to better serve these
requirements.
As we begin the new year, our priorities remain to work closely with our customers, maintain our level in R&D and
continue our strong financial discipline. This approach has afforded us the flexibility to adapt quickly and continue to
secure the employment of the large majority of our employees. As well, delivering a superior return for our shareholders
remains a top priority.
In closing, I would like to express my personal regrets to our colleagues and employees affected by the adjustments we
had to make to strengthen our business. I also thank them and all members of our CAE team around the world for their
loyalty and service in these challenging circumstances. My thanks also to our Board members for their counsel and to
our shareholders for their confidence in CAE.
Robert E. Brown
President and Chief Executive Officer
CAE Annual Report 2009 | 5
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Message from the EVP and COO
CAE PERFORMED WELL THIS YEAR AS THE
COMPANY MOVED TO CREATE A STRONGER,
MORE CUSTOMER FOCUSED ORGANIZATION
TO ADDRESS NEW MARKET REALITIES.
Marc Parent,
Executive Vice President and Chief Operating Officer
As fiscal year 2009 came to a close and after a year of strong performance, we faced the challenges of managing our
business in the context of unprecedented global economic turbulence that severely impacted the civil aerospace market.
At the same time, CAE proved to be less dependent on the cyclicality of civil aviation as our military segments garnered
record-breaking orders.
To adapt to evolving market conditions, we examined the organization of our segments seeking better and more
effective ways to drive additional synergies between our business units and enhance our competitive advantage in
serving our customers. To this end, CAE has implemented a comprehensive plan further transforming our business
structure to better serve our customers and be even more customer focused.
In March, we announced a new single leadership for all of our civil units under Jeff Roberts and one leadership for all
of our military activities under Martin Gagné. As a result, both units now have the same look and feel and provide their
respective market with a seamless portfolio of products and services solutions, creating greater value and a stronger,
more consistent delivery. CAE regions around the world have been empowered to improve speed of execution and
decision-making as we seek to optimize operations at the local, regional and global level and create a more agile,
customer-centric organization.
We also established shared services and shared regions to maximize efficiencies within our core engineering,
manufacturing, quality assurance and support functions. We now have a new Strategy and Business Development
group set up as an innovation engine to focus on growing new business segments by leveraging CAE core technologies
in other industries such as healthcare where we have already announced partnerships.
6 | CAE Annual Report 2009
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CAE HAS BECOME A LEANER AND STRONGER
ORGANIZATION THAT IS MORE REGIONALLY
ACCOUNTABLE AND COMPETITIVE, ULTIMATELY
BETTER SERVING OUR CUSTOMERS.
As part of our plan to effectively manage current market conditions and strengthen our cost structure, we took the
difficult decision to reduce our headcount by some 700 people worldwide. This was the hardest part of our plan, but
one that was essential for the continued stability of CAE. I would like to thank all of the employees who have left the
Company for their dedicated service.
CAE has become a leaner and stronger organization that is more regionally accountable and competitive, ultimately
better serving our customers. We are confident that with these changes, CAE is now better positioned to face the
current turbulence and to capitalize on the market’s eventual recovery.
In this year of transition, CAE and its employees will remain focused on the needs of our customers, as we continue
to keep our customers close and do whatever we can to assist them with the challenges they face. I thank our staff
members for their dedication and know-how that have made CAE the global market leader it is.
As we move forward, we anticipate lasting benefits for our employees, our customers and our shareholders.
Marc Parent
Executive Vice President and Chief Operating Officer
CAE Annual Report 2009 | 7
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north america
europe
belgium
n l n Brussels
France
n
u
Paris
vélizy
Buechel
Bueckeburg
fassberg
fuerstenfeldbruck
geilenkirchen
Holzdorf
Hopsten
Jagel
kiel
Laage
Lechfeld
Neuburg
Noervenich
Stolberg
Wittmund
Wunstorf
germany
l
l l
l
l
l
l l
l
l
l
l
l
l
l
s t
l
l
italy
l
n
n l
l
netherlands
n n
l
portugal
n
russia
n
spain
n
united kingdom
l l
Benson
u
Brinkworth
n s t Burgess Hill
l
l
l
Pisa
rome
Sesto calende
viterbo
culdrose
Lyneham
Yeovilton
Amsterdam
den Helder
moscow
madrid
evora
aFrica
cameroon
n
douala
canada
l
cold Lake
l
gagetown
l
greenwood
t
Halifax
l t
mirabel
n
moncton
n s t u montréal
l
moose Jaw
n t
ottawa
n n t toronto
l
trenton
n n v
t
ancouver
victoria
Anchorage
charlotte
cherry Point
creech
dallas
davis-monthan
denver
dobbins
dyess
fort campbell
Hampton roads
Holloman
keesler
Little rock
mcchord
miami
minneapolis
morristown
oklahoma
u.s.a
n
n
l
l
n l
l
n
l
l
l
t
l
l l
l l
l
n
l
n
n
n t u orlando
n n
Phoenix
u
richardson
l n
San diego
u
San Jose
n
Seattle
l s t tampa
u
tucson
south america
brazil
n
chile
n
São Paulo
Santiago
8 | cAe Annual report 2009
middle east
united arab emirates
n
n
Abu dhabi
dubai
asia
zhuhai
china
n n
india
n l s Bangalore
n
n
Japan
l
gondia
rae Bareli
okinawa
malaysia
n n
n
kuala Lumpur
Langkawi
singapore
n l s Singapore
oceania
australia
t
l
s
t
t
l
l
l l
s n
l
Adelaide
Amberley
Brisbane
canberra
melbourne
Nowra
oakey
richmond
Sydney
townsville
leGend
Aviation training
n Aviation Services
l military training
l military Services
s Simulation Products
operations
t cAe Professional
Services
u Presagis
cAe global Academy
l expansion
70407_edito_p01_20_eng.indd 8
19/6/09 12:12:22 AM
n CAE Global Reach
A Canadian world leader in simulation and modelling technologies and integrated training solutions,
CAE has achieved the broadest global footprint of the industry. The CAE brand stands for innovation and
leading-edge technology solutions and is trusted by an ever-growing number of customers worldwide.
Customer intimacy honed over 60-plus years of relationship building and service excellence remains
the hallmark that differentiates CAE in the global market.
CAE Annual Report 2009 | 9
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Four Balanced Reporting Segments
Products
Civil
Services
Civil
Products
Military
Training and
Services
Military
CAE is a dynamic and focused leader with the business balanced
among civil and military, and products and services.
10 | CAE Annual Report 2009
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Training and Simulation Simulation Leveraging our Capabilities
Products
Upgrades &
Modifications
Training
Services
Other
Services
Professional
Services
COTS
Software
Civil
Military
Full-flight simulators
Update services
Aircraft on Ground
(AOG) support
Technical support
Engineering support
Spares and repair
support
Full-mission
simulators
Flight training
devices
Visual solutions
Land training systems
UAV solutions
Augmented
Visionics Systems
(AVS)
Engineering
development
simulators
Civil aviation pilot
and military aircrew
training
Ab-initio training
(CAE Global
Academy)
Pilot provisioning
Training centre
operations services
Simulator
maintenance
Marketing of excess
training capacity to
third parties
Cabin crew training
Technical training
(aircraft maintenance,
systems, procedures
and troubleshooting
training)
Courseware
development
e-Learning services
Training Systems
Integration (TSI)
Research and
analysis support
System design and
development
Lifecycle
management
Presagis
commercial-off-the-
shelf modelling and
simulation software
CAE Flightscape
flight data analysis
tools
Capability modelling
and analysis
Training centre
information system
System and
software engineering
Flight data analysis
solutions and flight
recorder laboratories
(Flightscape)
CAE has leveraged its core modelling and simulation capabilities and technologies across the value
chain in our core markets to create the broadest array of simulation-based products and services
for analysis, training and operational decision-making. Our customizable solutions cover all market
segments in civil aviation and defence. We are now going beyond our core markets to support the
needs of the healthcare and public security sectors.
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CAE Annual Report 2009 | 11
Training and Services Military
CAE continued to lead
the global industry in
providing training and
support services to
defence customers
from around the world.
CAE expanded its network of world-class military training centres by adding training locations in Germany
and the Northeast United States to its centres in Tampa, Florida (U.S.), at RAF Benson (U.K.) and in Sesto
Calende (Italy). CAE’s military training and services segment received orders for $494 million in 2009.
NEW TRAINING CENTRES
Along with its consortium partners, CAE inaugurated
the world’s first NH90 helicopter full-mission simulator
and training centre at the German Army’s Aviation
School at Bueckeburg. CAE and joint venture partner
AgustaWestland started offering AW139 helicopter
training at CAE’s Northeast Training Centre (U.S.).
CAE announced construction in Bangalore, India, of a
helicopter training centre as part of its joint venture with
Hindustan Aeronautics Limited (HAL). With operations to
begin in 2010, the training facility will train up to 400 new
helicopter pilots each year for the Indian defence forces
and other helicopter operators in this strategic region.
A TRUSTED ALLY AT MORE THAN
60 LOCATIONS
In Canada, CAE was awarded a 20-year contract to
support Canada’s new fleet of C-130J Hercules tactical
airlift aircraft with comprehensive aircrew training services.
In the U.K., CAE will train Merlin helicopter pilots for the
Danish Air Force, in Germany, CAE and its consortium
partners will train NH90 pilots for the Norwegian Air Force
and CAE is continuing to provide training support as
part of the U.S. Air Force’s C-130J and C-130H aircrew
training system programs with Lockheed Martin.
Multi-year contracts for full-flight simulator management,
maintenance and support services were also signed with
the German Ministry of Defence, the Italian Air Force and
the Australian Defence Forces. Other long-term support
service agreements include avionics software upgrades,
integrated logistics support and data management
services for the Canadian CF-18 fleet. CAE will also
continue development and support services for the U.S.
Army’s Synthetic Environment Core (SE Core) program,
operating a rapid database production facility in
Orlando, Florida.
CAE PROFESSIONAL SERVICES
OFFERING DIVERSIFIED
CAE took another strategic step to diversify its defence
services offering by acquiring the Defence, Security and
Aerospace (DSA) business unit of xwave, a division of
Bell Aliant. With more than 200 DSA employees in three
centres joining the CAE Professional Services team, CAE
gained complementary capabilities in defence system
development, training management, and integrated
lifecycle management support. This will further enhance
our ability to serve the Canadian and global defence
markets by leveraging the use of simulation for analysis,
training and decision-making support tools.
12 | CAE Annual Report 2009
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Training and Services Civil
CAE operates a
global network of 24
training centres on five
continents, equipped
with more than 140 full-
flight simulators.
With more than 75,000 pilots and crewmembers trained every year, CAE is the only company that meets the training
needs of every aviation segment, including commercial, business, regional, general and rotary-wing aircraft.
STRONG GROWTH
BUSINESS AVIATION EXPANSION
CAE’s Training and Services/Civil segment obtained
contracts expected to produce revenues of
$464 million and increased revenue simulator equivalent
units (RSEU) by approximately 10 per cent in 2009. Among
the contracts, CAE signed a new, long-term alliance
with Honeywell Aerospace for civil and military technical
training services, thus adding to its roster of partnerships
with original equipment manufacturers, which already
includes Airbus, Bombardier, Embraer and Dassault.
LEADERSHIP IN COMMERCIAL AVIATION
TRAINING
CAE—the world’s largest and leading independent
provider of commercial aviation training—expanded its
training centres in China, Malaysia and Singapore and
began training pilots at its new centre in Bangalore, India.
CAE also started training its first classes of cadets at the
CAE Global Academy in Gondia (National Flying Training
Institute), which it owns and operates in partnership with
the Airport Authority of India. In Europe, CAE added to its
type-rating training capacity with the strategic acquisition
of the Sabena Flight Academy. A new full-flight CRJ
simulator was also put into service at CAE’s Madrid
training centre.
CAE continued to grow its four business aviation training
centres located on three continents. The CAE North East
Training Centre in the U.S. was expanded from six bays
to 15. The CAE and Embraer joint venture also launched
its first pilot and technician training programs for the
Phenom 100, Embraer’s very light jet. During the year,
CAE continued to grow its partnership with Bombardier
Aerospace by implementing Global Express training
services at three locations and becoming the authorized
training provider for two Learjet business aircraft in
Europe.
DIVERSIFIED SOLUTIONS
Through technology leadership and innovation, CAE
continues to provide its global network of customers with
a full range of services from pilot and aircraft technician
training and training centre management to curriculum
development, consulting services, e-Learning and flight
data solutions. CAE is also engaged in leveraging its
global reach and longstanding customer relationships
to assist airlines with an efficient solution for their pilot
recruitment requirements through its pilot provisioning
initiatives.
CAE Annual Report 2009 | 13
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Simulation Products Military
Simulation Products Military
CAE continued to expand
its premier supplier status
among the defence forces
of nearly 50 nations as
well as with the world’s
leading original equipment
manufacturers.
With simulation-based training representing one tenth of the cost of real-time, real-world combat preparation,
the use of CAE’s modelling and simulation technologies and synthetic training solutions continues to grow
across the globe.
GLOBAL FOOTPRINT EXPANDED
CAE added a new hub serving the Southeast Asia military
market following the acquisition of Singapore-based
KESTREL Technologies Pte Ltd. CAE now has military
operations in Canada, the U.S., the U.K., Germany, India,
Australia and Singapore. The CAE Singapore centre of
excellence will provide the full suite of CAE products
and solutions throughout Southeast Asia where growth
opportunities are significant.
• Full-mission simulators for the Hawk 128 Advanced Jet
Trainer for Lockheed Martin as part of the U.K.’s Military
Flying Training System program;
• An engineering flight simulator for the P-8A Poseidon
maritime patrol aircraft for Boeing;
• Full-mission simulator to host four different helicopter
cockpit types for the jointly owned HAL-CAE helicopter
training centre in India;
STRONG ORDER GROWTH
The leader in military rotary-wing and transport aircraft
training solutions, CAE was awarded a record $599
million in orders for new military simulation products and
upgrades during the 2009 fiscal year.
CAE has designed more training systems for the C-130
Hercules aircraft than any other company in the world.
During the year, it won the Canadian tactical airlift mission
support contract to provide the Department of National
Defence with two C-130J full-mission simulators, one flight
training device and complementary training equipment and
services under the terms of the 20-year agreement.
CAE also signed contracts with several original
equipment manufacturers, including:
• Weapon system trainers for the C-130J and C-130H
transport aircraft for Lockheed Martin;
• High-fidelity unmanned aerial vehicle (UAV) mission
training centre jointly developed with Israel Aircraft
Industries;
• EC135 flight training devices and visual upgrades
provided to Eurocopter;
• NH90 virtual sensor trainer and full-mission flight trainer
for Rotorsim, the CAE-AgustaWestland joint venture.
STAYING AT THE CUTTING EDGE
CAE took its modelling and simulation solutions to
another level with the launch of its latest generation
CAE Medallion™-6000 image generator designed
specifically for military training and mission rehearsal
requirements. The Company also delivered a second
simulator to the 160th Special Operations Aviation
Regiment in the U.S. which featured the CAE-developed
common database (CDB).
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Simulation Products Civil
CAE is the industry leader
in the sale of civil aviation
simulation equipment
with more than 850 flight
simulators and training
devices sold to 125 airlines,
third-party training centres
and OEMs.
Pilots, whether cadets or active professionals, can train anywhere, anytime thanks to CAE’s leading-edge
technology that places a virtual aircraft at the centre of the learning experience with training solutions ranging
from desktop trainers to 3-D training devices and full-flight simulators.
BROADEST FOOTPRINT IN SALES
In 2009, CAE received civil simulation product orders
worth $383 million, including 34 full-flight simulators to
airlines, training centres and aircraft manufacturers in
Europe, North America, the Middle-East and Asia Pacific.
CONTINUED B787 SUCCESS
CAE expanded its customer list with the addition of Air
New Zealand to its B787 customer roster, which already
includes China Eastern, Continental Airlines, Japan
Airlines and Qantas for a total of seven B787 simulators
sold to date. As the new aircraft approaches its first
flight and airlines begin taking delivery, CAE will be well
positioned to leverage additional equipment opportunities
as well.
CAE 5000 SERIES MILESTONES
Since the launching of the CAE 5000 Series, it has
become the design standard for the industry. In 2009,
it reached the milestone of 15,000 hours of training
within its first year of service at CAE and customer
training centres in the U.K., Germany and Australia. CAE
achieved another world first with the delivery of the
CAE 5000 Series full-flight simulator for the Embraer
Phenom 100 very light jet.
LEADING THE WAY WITH HIGHER
STANDARDS
CAE played a leading role this year in the industry-wide
review of qualification standards for flight simulation
training devices aimed at harmonizing standards around
the world and submitted to the International Civil Aviation
Organization (ICAO). In 2009, CAE also built a Boeing
777-200LR full-flight simulator for Delta Airlines that
became the world’s first-ever simulator to achieve Level D
certification under the Federal Aviation Administration’s
new, more stringent and standardized Part 60 rule. FAA
Level D certification was also obtained for the world’s first
A380 full-flight simulator CAE delivered to Airbus and for
12 simulators of CAE’s training network.
TECHNOLOGY LEADERSHIP
CAE continued its investment in innovation and
technology leadership in 2009. With simulation products
and service features that include the CAE Tropos™ visual
system, CAE True™ Environment for automated air traffic
control simulation, CAE True™ Airport for always up-to-
date airport databases and the CAE True™ Electric Motion
system, CAE is helping customers achieve the highest
levels of safety and efficiency in the industry today.
CAE Annual Report 2009 | 15
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Source of images: Presagis Customer Calendar 2009
CAE Professional Services
Presagis
CAE’s strategy of
its modelling and
leveraging
simulation expertise beyond aviation and defence
and beyond training has expanded the way we work
with our traditional and non-military customers. CAE
is breaking new ground by developing solutions
that support the operational challenges of decision
making in complex, network-centric environments.
With more than 1,000 customers worldwide, Presagis
has become a world leader in commercial-off-the-shelf
(COTS) modelling, simulation and embedded display
graphics software since its creation in 2007. Presagis
offers a unified COTS modelling and simulation
software portfolio for the global aerospace and defence
markets.
Using simulation beyond training
Expanding modelling and simulation possibilities
the use
CAE has successfully extended
of simulation and modelling beyond
training into the realms of analysis and
operations, providing decision-support
environments to military and public
security customers. For example, we
are using human factors engineering,
modelling and simulation, and integrated
lifecycle support services to support the
modernization of the Canadian Navy’s
fleet of Halifax-class frigates.
Presagis is recognized for its portfolio of leading
software brands such as STAGE Scenario,
Creator, Terra Vista, Vega Prime, AI.implant
and VAPS XT, providing easy-to-use
solutions including artificial intelligence,
visualization, 3-D modelling and terrain
generation, simulation and human-
machine interface products. Presagis
has also developed and increased the
adoption of open, industry standards
including OpenFlight and TerraPage, two
cornerstones of its technology portfolio.
Serving markets beyond defence
The CAE Professional Services team applied
its human system integration and simulation expertise
to design a revolutionary decision support tool to assist
communication-centre teams
in real-time deployment
decisions. CAE Deploy is currently being implemented
by the City of Ottawa’s paramedic service. CAE has also
developed planning and exercising solutions to prepare
for and mitigate potential crises for customers in the hydro
power generation and heavy industry markets.
Cutting edge applications for the 21st century
Presagis has delivered solutions that meet the
rigorous demands of complex applications for respected
organizations such as Boeing, Lockheed Martin, Airbus,
SAAB, Thales, Northrop Grumman and BAE Systems. With
core technology built on open standards, Presagis software
was implemented in projects such as:
• The spectacular aerial simulations for NBC’s coverage of
the Beijing Olympics;
Exploring next-generation technologies
• 3-D road simulations to evaluate highway projects for the
The continued development and exploration of new mo-
delling and simulation technologies is a driver in the future
growth of CAE. Under the Canadian Advanced Synthetic
Environment program for the Department of National
Defence, our team has been exploring next-generation
technologies to further the advancement of modelling and
simulation in Canada, including the evaluation of in-theatre
training platforms and gaming technologies as alternatives
for immersive training environments.
California Department of Transportation;
• A training game that helps Apache helicopter pilots identify
infrared targets;
• A theatre-level synthetic battle space for large-scale
training events for the U.S. Air Force;
• Artificial intelligence in human characters for use in 21st
century urban military operations simulations.
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Pilot Provisioning
CAE Healthcare
CAE further consolidated its lead globally in meeting
short and long-term civil aviation needs by producing
qualified, “ready-for-duty” pilots and crewmembers for
the world’s airlines. In 2009, CAE continued to expand
its CAE Global Academy network which now includes
eight ab-initio flight schools in 10 different locations on
four continents – the largest in the world.
Two-stream approach
Despite a temporary decline, industry forecasts
have remained strong, still estimating the
shortage of pilots at more than 17,000
annually over the next two decades. We
responded to the challenge of producing
pilots by establishing the CAE Global
Academy, an
international network
of flight training organizations and by
offering provisioning services, providing
experienced pilots to airlines through
recruitment and training programs.
CAE Global Academy expansion
With the acquisition of Sabena Flight Academy
this year, CAE added three new locations to its CAE
Global Academy network: in Europe, North America and
Africa. In India, the new CAE Global Academy in Gondia
began operations and another flight school was integrated
into the network. This expansion will raise our global ab-
initio training capacity to over 1,600 cadets per year.
Turnkey pilot provisioning solutions
CAE continued to expand its customer base in emerging
markets with new pilot provisioning agreements to source,
recruit and train approximately 700 pilots. These include a
two-year agreement with China-based Xiamen Airlines and
four-year contracts with Jazeera Airways (Middle East),
Kingfisher Airlines (India) and Wizz Air (Eastern Europe).
What do aviation and healthcare have in common? Both
fields bring together highly-trained professionals and
both involve complex technology and require efficient
teamwork in stressful, procedure-based environments.
More importantly, both present significant risk to human
life. In 2009, CAE achieved another milestone in its
diversification by entering the field of simulation-based
healthcare training, a market estimated to be worth in
excess of $1.5 billion by the year 2012.
Addressing demand for efficiency
the overall risk
Healthcare delivery systems around the
world are under pressure to increase
the cost-effectiveness of patient care
while reducing
to
patients. CAE will contribute its aviation
simulation and modelling expertise
and best practices applied to high-risk
areas to develop innovative medical
education courseware, technologies and
training services as well as provide centre
management.
CAE know-how extended to training
health professionals
CAE signed contracts and partnership agreements with
three leading Canadian institutions to create and deliver
synthetic training solutions for healthcare professionals. They
include the Michener Institute for Applied Health Sciences
of Toronto, the Université de Montréal Faculty of Medicine
and the Winnipeg Regional Health Authority. Working with
these partners and in partnership with industry leaders, CAE
Healthcare will develop training solutions leveraging the
simulation technologies it created for aviation and already
applied to public safety and emergency response.
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CAE Annual Report 2009 | 17
Community
Environment
Community involvement is part of CAE’s corporate
tradition and the Company continued its support of
social, educational and charitable causes this year.
CAE employees around the globe also answered the
call for help.
CAE: building bridges and breaking down barriers
its employees made generous
CAE Montréal and
contributions to Centraide of Greater Montréal,
reaching a target of $620,000—a record-
breaking sum for CAE. Centraide is a
donation manager that provides financial
support to 360 welfare and community
action organizations.
Giving back around the world
The breadth of CAE employee
initiatives
included building homes
for the needy in Dallas with Habitat for
Humanity, climbing Mount Kilimanjaro to
provide reliable transportation for health
workers in Southwest Africa and supporting
care for homeless orphans in Brazil. CAE and
its employees in Malaysia supported the Malaysian
Association for the Terminally Ill that provides free medical
services.
Focus on youth and education
Keeping the dreams of children and youth alive, CAE
employees in Vancouver provided simulator demonstrations
for air cadets and physically-challenged children. Teams in
Phoenix and Brussels hosted local Boy Scouts and thrilled
sick children who were “pilots for a day”. In Montréal,
employees supported the Marie-Vincent Foundation for
victims of child abuse.
For the past few years, CAE has been offering scholarships
in science and engineering at a dozen universities and
colleges in Canada and the United States. In Dallas, CAE
SimuFlite’s scholarship program continues to promote
business aviation as a career to young aviators.
18 | CAE Annual Report 2009
CAE is committed to leadership and excellence in
its environmental performance. The impact of CAE’s
stewardship can be seen
its environmentally
responsible simulation-based training services and
products as well as in its business and operation
processes.
in
The green footprint of simulation training
As a global leader in flight simulation training, CAE
significantly contributes to lowering the energy
consumption and CO2 emissions of actual
aircraft. Training in a CAE flight simulator
reduces CO2 emissions by a factor of
17 to 33 depending on the fuel usage
of real-time aircraft training. In other
words, for the same carbon yield,
you can ‘fly’ the full-mission simulator
for 17 to 33 hours for every hour
flown in a live training exercise. In civil
aviation, a CAE Boeing 747 full-flight
simulator saves approximately 18.5 million
gallons of fuel annually that would other-
wise be used for training on an actual aircraft.
Developing eco-friendly products
The CAE 5000 and 7000 Series full-flight simulators are
equipped with CAE True™ electric motion systems that
lower operating costs, energy consumption, scheduled main-
tenance and hazardous waste. CAE also deployed a wide
variety of training technologies like computer-based training,
e-Learning, self-pace learning and various CAE Simfinity™
training devices, which reduce the environment footprint.
Environmentally responsible
CAE has been awarded the BOMA Go Green Plus
certification for the environmental performance of its
Montréal plant. This prestigious certification is awarded to
leaders in ecological building management.
CAE also implements strict environmental guidelines for
the design of some of its training centres like its Burgess
Hill facility in the U.K. where the latest energy saving
technologies using passive cooling with natural ventilation
and day lighting were integrated.
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Review
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CAE Annual Report 2009 | 19
Financial 1. HigHligHts
2. introduction
3. About cAe
3.1 Who we are
3.2 our vision
3.3 our strategy and value proposition
3.4 our capability to execute strategy and deliver results
3.5 our operations
3.6 Foreign exchange
3.7 Non-GAAP and other financial measures
4. consolidAted results
4.1 Results of our operations – fourth quarter of fiscal 2009
4.2 Results of our operations – fiscal 2009
4.3 Results of our operations – fiscal 2008 versus fiscal 2007
4.4 Earnings excluding non-recurring items
4.5 Government cost-sharing
4.6 Consolidated orders and backlog
5. REsults By sEGmENt
5.1 Civil segments
5.2 military segments
6. consolidAted cAsH MoveMents And liquidity
6.1 Consolidated cash movements
6.2 sources of liquidity
6.3 contractual obligations
7. consolidAted FinAnciAl Position
7.1 Consolidated capital employed
7.2 Variable interest entities
7.3 Off balance sheet arrangements
7.4 Financial instruments
8. ACquisitiONs, BusiNEss COmBiNAtiONs ANd diVEstituREs
8.1 Acquisitions
8.2 discontinued operations
9. BusiNEss Risk ANd uNCERtAiNty
9.1 Risks relating to the industry
9.2 Risks relating to the Company
9.3 Risks relating to the market
10. ChANGEs iN ACCOuNtiNG stANdARds
10.1 significant changes in accounting standards – fiscal 2007 to 2009
10.2 Future changes in accounting standards
10.3 Critical accounting estimates
11. subsequent events
12. controls And Procedures
12.1 evaluation of disclosure controls and procedures
12.2 internal control over financial reporting
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13. oversigHt role oF Audit coMMittee And boArd oF directors 66
14. AdditionAl inForMAtion
15. selected FinAnciAl inForMAtion
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Management’s Discussion and Analysis
for the fourth quarter and year ended March 31, 2009
1. HIGHLIGHTS
FINANCIAL
FOURTH QUARTER OF FISCAL 2009
Higher revenue over last quarter and year over year
− Consolidated revenue was $438.8 million this quarter, $14.2 million or 3% higher than last quarter and $72.2 million or 20% higher
than the same quarter last year.
Earnings and diluted earnings per share from continuing operations were lower than last quarter and higher year over year
− Earnings from continuing operations were $51.3 million (or $0.20 per share) this quarter, compared to $53.3 million (or $0.21 per
share) last quarter, representing a decrease of $2.0 million or 4%, and compared to $47.0 million (or $0.18 per share) in the fourth
quarter of last year, representing an increase of $4.3 million or 9%.
Positive free cash flow1 at $33.9 million
− Net cash provided by continuing operations was $71.2 million this quarter, compared to $93.6 million last quarter and
$130.9 million in the fourth quarter of last year;
− Maintenance capital expenditures and other assets were $29.7 million this quarter, compared to $14.5 million last quarter and
$10.2 million in the fourth quarter of last year;
− Cash dividends were $7.6 million this quarter, compared to $7.4 million last quarter and $2.4 million in the fourth quarter of last
year.
FISCAL 2009
Higher revenue year over year
− Consolidated revenue was $1,662.2 million this year, $238.6 million or 17% higher than last year.
Higher earnings, net earnings and diluted earnings per share from continuing operations
− Earnings from continuing operations were $200.5 million (or $0.79 per share) this year, compared to $164.8 million (or $0.65 per
share) last year, representing an increase of $35.7 million or 22%;
− Net earnings were higher than last year by $46.7 million or 31%.
Positive free cash flow at $106.4 million
− Net cash provided by continuing operations was $195.5 million this year, compared to $260.9 million last year;
− Maintenance capital expenditures and other assets were $59.5 million this year, compared to $88.8 million last year;
− Cash dividends were $29.6 million this year, compared to $9.8 million last year.
Capital employed1 ending at $1,490.2 million
− Capital employed increased by $417.6 million or 39% this year;
− Property, plant and equipment increased by $255.6 million, of which $95.8 million was due to foreign exchange;
− Non-cash working capital increased by $77.7 million in fiscal 2009, ending at negative $60.4 million;
− Net debt1 increased by $161.0 million this year, ending at $285.1 million.
ORDERS
− Total order intake was $1,940.2 million, up 16% over last year;
− Total backlog1 was $3,181.8 million as at March 31, 2009, 10% higher than last year.
Training & Services/Civil obtained contracts expected at $464 million
− Signed a three-year delivery services contract with American Eagle for web-based pilot training courseware for their EMB 145 fleet;
− Signed a five-year deal with flydubai to provide wet and dry lease training on their B737NG fleet at our Emirates-CAE Flight
Training Centre (ECFT);
− Signed a pilot provisioning one-year renewal agreement with Koninklijke Luchtvaartschool (KLS) for ab-initio practical flight training;
− Signed a three-year deal with UltraAir to provide wet lease training on their mixed fleet of Learjets at our Dallas training centre;
− Signed a two-year deal with Spirit Jets to provide wet lease training on their fleet of Lear 35, 55 and 60 aircraft at our Dallas training
centre;
− Signed a three-year deal with Werner Trucking Corporation to provide wet lease training on their fleet of Falcon 50 and Falcon 900
aircraft at our Dallas training centre;
− Signed a five-year contract with Home Depot to provide a comprehensive range of pilot, technical and cabin crew training for its
fleet of Dassault Falcon aircraft;
− Signed a three-year deal with Elite Jets for Gulfstream G450 and Hawker 850XP training at our Emirates-CAE Flight Training
centre (ECFT);
1 Non-GAAP measure (see Section 3.7).
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Management’s Discussion and Analysis
− Engaged in a long-term alliance with Honeywell under which we will become the preferred provider of training services for
business, commercial and military aviation for Honeywell Aerospace;
− Signed a five-year contract with Gulf Helicopter Company for training on the Bell 412. The training program includes simulator
training on the CAE Bell 412 full-flight simulator, enhanced classroom-based training and crew resource management (CRM);
− Signed a three-year contract with Executive AirShare to provide wet training on a number of platforms within their fleet of aircraft;
− Signed a two-year deal with Air America Flight Services to provide wet training for its fleet of aircraft;
− Signed a two-year contract with Kingfisher to provide wet and dry training on the ATR72-500 in Brussels, Belgium;
− Signed a three-year contract with Air Malta to provide wet and dry training on the A320 in Burgess Hill, U.K.;
− Selected by XOJET to provide initial training for its new fleet of Bombardier Challenger 300 aircraft, which entered into service, at
our business aviation training centre in Morristown, New Jersey. A new Challenger 300 full-flight simulator was entered into service
to support XOJET’s initial training as well as CAE’s Authorized Training Provider agreement with Bombardier;
− Signed a five-year contract with Air Transat A.T. Inc. to provide pilot training on Airbus A330 and A310 platforms;
− Signed a three-year contract with Jet Alliance for the provision of ground-school and simulator training on the GV/550;
− Signed an agreement with Air Nostrum to extend their current contract on the CRJ200 and Dash 8 until 2014 and to provide
additional training platforms;
− Signed agreements to source, recruit and train more than 600 candidate pilots over a four-year period for Jazeera Airways,
Kingfisher Airlines and Wizz Air.
Simulation Products/Civil won over $383 million of orders including a net total of 34 full-flight simulators (FFSs)
CAE 7000 Series A320 FFSs
− One to Ansett Aviation Training;
− One to the CAE Bangalore training centre;
− One to British Airways;
− One to Flight Simulation Company;
− Two to Saudi Arabian Airlines;
− One to Air China/Shandong Airlines;
− One to Emirates-CAE Flight Training (ECFT).
CAE 5000 Series A320 FFSs
− Two to the Zhuhai Flight Training Centre;
− One to Aeroflot Russian Airlines;
− One to Avianca Airlines;
− One to Sofia Flight Training.
B737 FFSs
− One to Skymark Airlines of Japan;
− One to Southwest Airlines;
− Two to Air China/Shandong Airlines.
B737NG FFSs
− One to the CAE Bangalore training centre;
− One to American Airlines;
− Two to Continental Airlines.
B777 FFSs
− One to Lufthansa Flight Training GmbH;
− One to Etihad Airways;
− One to Air New Zealand.
A330/340 FFSs
− One to Lufthansa Flight Training GmbH;
− One to Hua-Ou Aviation Training Centre.
Other
− One B787 FFS to Air New Zealand;
− One Embraer 190 FFS to Swiss Aviation Training;
− One B747-8 FFS to Cathay Pacific Airlines;
− One EMB 170 FFS to Suzuyo;
− One CAE 5000 Series Phenom 100 FFS to the Embraer CAE Training Services joint venture;
− One Global Express FFS to Bombardier;
− One EMB 170/190 FFS to Embraer;
− One B757 FFS to an undisclosed customer.
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Management’s Discussion and Analysis
Simulation Products/Military won over $599 million of orders for new training systems and upgrades
− Two C-130J full-mission simulators (FMSs), one C-130J flight training device (FTD) and complementary training equipment to
Canada’s Department of National Defence (DND) under the Operational Training Systems Provider (OTSP) program;
− One full-mission simulator (FMS) hosting four different types of helicopter cockpits to the Helicopter Academy to Train by
Simulation of Flying (HATSOFF), a joint venture equally owned by Hindustan Aeronautics Limited (HAL) and CAE;
− One C-130J weapon system trainer (WST) to Lockheed Martin for the Indian Air Force;
− One C-130H weapon system trainer (WST) to Lockheed Martin for the Algerian Air Force;
− One engineering flight simulator (EFS) to The Boeing Company to be used in the development of the U.S. Navy P-8A Poseidon
maritime patrol aircraft;
− One E-3A flight training device (FTD) to the NATO Airborne Early Warning and Control (AEW&C) Program Management Agency
(NAPMA);
− Upgrades to the MH-60L Black Hawk and MH-47G Chinook combat mission simulators (CMS) operated by the U.S. 160th Special
Operations Aviation Regiment–Airborne;
− One MH-60R avionics maintenance trainer (AMT) for the United States Navy;
− One MH-60S operational flight trainer for the U.S. Navy;
− Visual upgrade to a Eurocopter EC135 simulator used in training by the German Army at its Army Flying School in Bückeburg;
− One EC135 flight training device to Eurocopter to be used in training by the Polish Army;
− Contract option exercised for increasing rapid database production on the U.S. Army Synthetic Environment Core (SE Core
Program);
− One MH-60R tactical operational flight trainer for the U.S. Navy;
− One NH90 full-mission flight trainer and one NH90 virtual sensor trainer for the Netherlands Ministry of Defence, awarded to
Rotorsim, a consortium with equal participation between CAE and AgustaWestland;
− Upgrades to the Chinook full-mission simulator used in training by the U.K. Royal Air Force in Benson;
− Two Hawk 128 full-mission simulators (FMSs) for the Lockheed Martin and VT Group joint venture, which will provide
comprehensive training to all new U.K. military aircrew across the Royal Navy, Army and Royal Air Force;
− One MH-60R avionics maintenance trainer for the U.S. Navy;
− Updated Synthetic Environment for the Eurofighter FMS and cockpit trainer in operation by various European nations.
Training & Services/Military awarded contracts for more than $493 million
− A twenty-year in-service support contract including training devices upgrades and maintenance as well as hardware and software
engineering support under the Operational Training Systems Provider (OTSP) program;
− A three-year NH90 flight simulation training contract with the Norwegian armed forces, awarded to Rotorsim, a consortium with
equal participation between CAE and AgustaWestland;
− We will continue to provide training support services as part of the U.S. Air Force’s C-130J Maintenance and Aircrew Training
System program and C-130E/H Aircrew Training System program, as a result of the exercise of an annual contract option by
Lockheed Martin in their contract with CAE USA;
− We will continue development and services as part of the Synthetic Environment Core (SE Core) program as a result of the
exercise of a contract option by the U.S. Army Executive Office for Simulation, Training and Instrumentation (PEO STRI). Under
this program, we operate a rapid database production facility in Orlando, Florida for the U.S. Army;
− A five-year service contract to train the Danish Merlin pilots at our training centre in Benson, U.K.;
− Simulator maintenance and support services to the German Ministry of Defence on various types of simulators for the German
Army and Air Force;
− A ten-year contract to provide management, maintenance and support services for the Australian Air Force’s MRH-90 FFSs;
− A one-year contract to continue to provide avionics software upgrades, integrated logistics support and data management services
for the Canadian Forces’ CF-18 aircraft;
− Additional training services to the Ministry of Defence in the U.K.;
− Maintenance services for the Italian Air Force’s C-130J simulator;
− A five-year extension of the management and support of Australian Defence Forces aerospace simulators contract under which
CAE Australia maintains simulators of the Australian Air Force. The contract was originally awarded to CAE in 2003.
ACQUISITIONS AND JOINT VENTURES
− We acquired Sabena Flight Academy (Sabena) in the first quarter of fiscal 2009. Sabena offers cadet training, advanced training
and aviation consulting for airlines and self-sponsored pilot candidates;
− In the second quarter of fiscal 2009, we signed an agreement to increase our participation in Academia Aeronautica de Evora S.A.
to 90%;
− We acquired Kestrel Technologies Pte Ltd. in the third quarter of fiscal 2009. Kestrel provides consulting and professional services,
and provides simulator maintenance and technical support services;
− We entered into two joint ventures during fiscal 2009: the National Flying Training Institute Private Limited (51% participation) and
the CAE Bangalore training centre (50% participation);
− In the second quarter of fiscal 2009, we signed an asset purchase agreement to acquire Bell Aliant’s Defence, Security and
Aerospace business unit which currently operates under the xwave brand. The transaction was closed on May 1, 2009.
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CAE Year-End Financial Results 2009 | 3
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Management’s Discussion and Analysis
OTHER
− We announced that we will invest up to $714 million in Project Falcon, a research and development (R&D) program that will span
five years. The goal of the program is to expand our current modelling and simulation technologies, develop new ones and
increase our capability beyond training into other areas of the aerospace and defence market. The Government of Canada,
through the Strategic Aerospace and Defence Initiative (SADI), will participate in the project through a repayable investment of up
to $250 million;
− We have signed contracts and alliances in simulation-based healthcare training. These contracts are with the Michener Institute for
Applied Healthcare Sciences, Université de Montréal and the Winnipeg Regional Health Authority and have an initial total value of
approximately $5 million.
2.
INTRODUCTION
In this report, we, us, our, CAE and Company refer to CAE Inc. and its subsidiaries. Unless we have indicated otherwise:
− This year and 2009 mean the fiscal year ending March 31, 2009;
− Last year, prior year and a year ago mean the fiscal year ended March 31, 2008;
− Dollar amounts are in Canadian dollars.
This report was prepared as of May 14, 2009, and includes our management’s discussion and analysis (MD&A) for the year and the
three-month period ended March 31, 2009 and the consolidated financial statements and notes for the year ended March 31, 2009.
We have written it to help you understand our business, performance and financial condition for fiscal 2009. Except as otherwise
indicated, all financial information has been reported according to Canadian generally accepted accounting principles (GAAP).
For additional information, please refer to our annual consolidated financial statements for this fiscal year, which you will find in this
annual report for the year ended March 31, 2009. The MD&A provides you with a view of CAE as seen through the eyes of
management and helps you understand the company from a variety of perspectives:
− Our vision;
− Our strategy and value proposition;
− Our capability to execute strategy and deliver results;
− Our operations;
− Foreign exchange;
− Non-GAAP and other financial measures;
− Consolidated results;
− Acquisitions, business combinations and divestitures;
− Business risk and uncertainty;
− Controls and procedures;
− The oversight role of the Audit Committee and Board of Directors.
You will find our most recent annual report and annual information form (AIF) on our website at www.cae.com, on SEDAR at
www.sedar.com or on EDGAR at www.sec.gov.
ABOUT MATERIAL INFORMATION
This report includes the information we believe is material to investors after considering all circumstances, including potential market
sensitivity. We consider something to be material if:
− It results in, or would reasonably be expected to result in, a significant change in the market price or value of our shares, or;
− It is quite likely that a reasonable investor would consider the information to be important in making an investment decision.
ABOUT FORWARD-LOOKING STATEMENTS
This report includes forward-looking statements about our markets, future financial performance, business strategy, plans, goals and
objectives. Forward-looking statements normally contain words like believe, expect, anticipate, intend, continue, estimate, may, will,
should and similar expressions.
We have based these statements on estimates and assumptions that we believed were reasonable when the statements were
prepared. Our actual results could be substantially different because of the risks and uncertainties associated with our business, or
because of events that are announced or completed after the date of this report, including mergers, acquisitions, other business
combinations and divestitures. You will find more information about the risks and uncertainties affecting our business in Business risk
and uncertainty in the MD&A.
We do not update or revise forward-looking information even if new information becomes available unless legislation requires us to do
so. You should not place undue reliance on forward-looking statements.
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Management’s Discussion and Analysis
3. ABOUT CAE
3.1 Who we are
CAE is a world leader in providing simulation and modelling technologies and integrated training services to the civil aviation industry
and defence forces around the globe.
We design, develop, manufacture and supply simulation tools and equipment and provide a wide range of training and other modelling
and simulation-based services. This includes integrated modelling, simulation and training solutions for commercial airlines, business
aircraft operators, aircraft manufacturers and military organizations. We also operate a global network of training centres serving
pilots, and in some instances, cabin crew and maintenance staff.
Our main products are full-flight simulators (FFSs), which replicate aircraft performance in a full array of situations and environmental
conditions. Sophisticated visual systems simulate hundreds of airports around the world, as well as a wide range of landing areas and
flying environments. These work with motion and sound to create a realistic training environment for pilots and crews at all levels.
Founded in 1947 and headquartered in Montreal, Canada, CAE has built an excellent reputation and long-standing customer
relationships based on more than 60 years of experience, strong technical capabilities, a highly trained workforce and global reach.
CAE employs approximately 7,000 people at more than 75 sites and training locations in 20 countries. More than 90% of CAE’s
annual revenues come from worldwide exports and international activities.
CAE’s common shares are listed on the following exchanges:
− Toronto Stock Exchange, under the symbol CAE;
− New York Stock Exchange, under the symbol CGT.
3.2 Our vision
Our vision is for CAE to be synonymous with safety, readiness and efficiency. We intend to be the partner of choice for industries
operating in complex and mission-critical environments, by providing the most innovative modelling and simulation-based product and
service solutions to reduce risk, lower costs and help solve challenging problems. We aspire to be the most geographically diverse,
most customer-focused and most dependable company of our kind.
3.3 Our strategy and value proposition
Our strategy
We are a world-leading provider of modelling and simulation-based training and decision support solutions. We currently serve
customers in two primary markets: civil aerospace and defence. We have begun to extend our capabilities into new vertical markets
such as the healthcare industry and public safety and security.
A key tenet of our strategy is to derive an increasing proportion of our business from the existing fleet. This would include providing
solutions for customers in support of the global fleet of civilian and military aircraft. Historically, the primary driver of our business was
the delivery of new aircraft. Over the past few years, we have engaged in a strategy to diversify our revenue base away from the
volatility of new aircraft deliveries. Today, approximately 30% of our revenue comes from this segment, and the balance from more
stable and recurring sources like training and services as well as military simulation products and services.
In addition to diversifying our interests between customer markets, our strategy has also involved more balance between products,
which tend to be more short-term and cyclical and services, which tend to be more long term and stable. As well, we continue to
diversify our interests globally. This is intended to bring our solutions closer to our customers’ home bases, which we think is a distinct
competitive advantage. This also allows us to be less dependent on any one market and since business conditions are rarely identical
in all regions of the world, we believe this provides a degree of stability to our performance. We are investing in both the mature and
emerging markets to capitalize on current and future growth opportunities. Approximately one third of our revenue comes from the
U.S., one third from Europe and one third from the rest of the world. We consider our conservative capital structure to be a priority and
we are careful in the way we commit our balance sheet. We continue to execute our growth strategy by prudently and purposefully
investing to meet the long-term needs of our aerospace and defence customers.
Value proposition
The value we provide customers is the ability to enhance the safety of their operations, improve their mission readiness for potentially
dangerous situations and lower their costs by helping them become more operationally efficient. We offer a complete range of
products and services that can be arranged in a customized package to suit our customers’ needs and can be adapted as their needs
evolve over time. We offer the broadest global reach of any of our competitors. As a result, we are able to provide solutions in
proximity to our customers, which is an important cost-benefit consideration for them.
Our core competencies and competitive advantages include:
− World-leading modelling and simulation technology;
− Comprehensive knowledge of training for the operation of complex systems;
− Total array of training solutions;
− Broad-reaching customer intimacy;
− Extensive global coverage;
− High-brand equity;
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Management’s Discussion and Analysis
− Proven systems engineering and program management processes;
− Best-in-class customer support;
− First mover in new and emerging markets.
World-leading modelling and simulation technology
We pride ourselves on our technological leadership. Pilots around the world view our simulation as the closest thing to the true
experience of flight. We have consistently led the evolution of flight training and simulation systems technology with a number of
industry firsts. We have simulated the entire range of large civil aircraft, a large number of the leading regional and business aircraft
and a number of civil helicopters. We are an industry leader in providing simulation and training solutions for fixed-wing transport
aircraft, maritime patrol aircraft and helicopter platforms for the military. We also have extensive knowledge, experience and credibility
in designing and developing simulators for prototype aircraft of major aircraft manufacturers. We are now applying this capability to
new vertical markets, such as the healthcare and public safety and security industries.
Comprehensive knowledge of training for the operation of complex systems
We revolutionized the way aviation training is performed when we introduced our CAE Simfinity™-based training solutions and
courseware. These training devices effectively bring the virtual aircraft cockpit into the classroom at the earliest stages of ground
school training, making it a more effective and efficient training experience overall.
Total array of training solutions
Our broad array of flight training products allows us to tailor solutions to each customer’s specific requirements, which makes us
unique. Our segments work closely together because the sale of training equipment and related services are often part of the same
program.
Broad-reaching customer intimacy
We have been in business for more than 60 years and have relationships with most of the world’s airlines and the governments of
more than 50 different national defence forces, including all branches of the U.S. forces. Our customer advisory boards and technical
advisory boards involve airlines and operators worldwide. By listening carefully to customers, we are able to gain a deep
understanding of their needs and respond with innovative product and service offerings that help improve the safety and efficiency of
their operations.
Extensive global coverage
We have operations in 20 countries on five continents and sell into many more countries. Our broad geographic coverage allows us to
respond quickly and cost effectively to customer needs and new business opportunities while respecting the regulations and customs
of the local market. We operate a fleet of more than 140 FFSs in 24 training centres to meet the wide range of operational
requirements of our customers. Our fleet includes FFSs for various types of aircraft from major manufacturers, including commercial
jets, business jets and helicopters, both civil and military.
High-brand equity
Our simulators are typically rated among the highest in the industry for reliability and availability. This is a key benefit because
simulators normally operate in high-duty cycles of up to 20 hours a day.
We design our products so customers can upgrade them, giving them more flexibility and opportunity as products change or new
air-worthiness regulations are introduced.
As we enter new vertical markets like healthcare and public safety and security, we find that the CAE brand is widely regarded as the
benchmark for modelling and simulation-based technology and for training services.
Proven systems engineering and program management processes
We consistently deliver technically complex programs within schedule to ensure that there are trained and mission-ready combat
troops around the world. As an example, we have designed, developed and implemented the world’s first common
environment/common database virtual environment as part of the U.S. Army Special Operations Forces Aviation Training and
Rehearsal Systems (ASTARS) program. This highly technical and challenging program was delivered on schedule and was part of a
larger program, consisting of multiple training and mission rehearsal systems. Also, as part of a consortium with Eurocopter, Thales,
and Rheinmetall Defence Electronics, we recently commissioned the first NH90 full-mission simulator at the German Army Aviation
School. This complex program consisted of a mix of simulator modules integrated within one device. These modules were integrated
under the leadership of CAE and Thales, successfully demonstrating our ability to work jointly on intricate programs with other
companies.
Best-in-class customer support
We maintain a strong focus on after-sales support, which is often critical in winning additional sales contracts as well as important
update and maintenance services business. We have initiated a range of new customer support practices, including a web-based
customer portal, performance dashboard, and automated report cards. The new customer support initiatives have resulted in
enhanced customer support according to customer comments and feedback.
First mover in new and emerging markets
Our approach to global markets is to model ourselves as a multi-domestic rather than a foreign company. This has enabled us to be a
first mover into growth markets like China, India, the Middle East and South America.
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Management’s Discussion and Analysis
3.4 Our capability to execute strategy and deliver results
Our resources and processes help ensure that we can carry out our strategy and deliver results. We have three other attributes that
are critical to our success:
Our financial position
At March 31, 2009, our net debt was $285.1 million, representing an adjusted net debt to capital ratio of 29% (including the present
value of operating leases). With our strong balance sheet, available credit and cash we are able to generate from operations, we have
adequate funding in place or available to sustain our current development projects. See Section 7, Consolidated financial position, for
a more detailed discussion. As at March 31, 2009, we are in compliance with our financial covenants.
A skilled workforce and experienced management team
At the end of fiscal 2009, we had approximately 7,000 employees. The skills of our workforce have a significant impact on the
efficiency and effectiveness of our operations. While competition for well-trained and skilled employees is high, we have been
successful at attracting and retaining people because of our quality reputation as an industry leader, our commitment to providing an
engaging and challenging work environment and by offering competitive compensation.
We also have an experienced management team with a proven track record in the aerospace industry. Strong leadership and
governance are critical to the successful implementation of our corporate strategy. We are focusing on leadership development of key
executives and members of senior management.
Proven ability to adapt to changing market conditions
We successfully restructured our business during the previous economic downturn to become financially secure and institutionalized a
culture of continuous improvement and cost reduction. Despite major headwinds like the once surging Canadian dollar in previous
years, we managed to improve profitability and enhance our market position. We continue to focus on becoming more efficient by
lowering costs without affecting the quality of our products and services.
3.5 Our operations
We serve two markets globally:
− The civil market includes aircraft manufacturers, major commercial airlines, regional airlines, business aircraft operators, helicopter
operators, training centres and pilot provisioning;
− The military market includes original equipment manufacturers (OEMs), government agencies and defence forces worldwide.
We manage our operations and report our results in four segments, one for products and one for services, for each market. Each
segment is a significant contributor to our overall results.
CIVIL MARKET
Training & Services/Civil (TS/C)
Provides business and commercial aviation training for all flight and ground personnel and all associated services
Our TS/C business is the largest provider of commercial aviation training services in the world and the second largest provider of
business aviation training services. We are unique in that we serve all sectors of the civil aviation market including general aviation,
regional airlines, commercial airlines and business aviation. We offer a full range of services, including training centre management,
aircraft technician training services, simulator spare parts inventory management, curriculum development, consulting services and
e-Learning solutions. We are a leader in flight sciences, using flight data analysis to enable the effective study and understanding of
recorded flight data to improve airline safety, maintenance and flight operations. As well, we are offering airlines a long-term solution
to pilot recruitment with our pilot provisioning capability. We achieved our leading position through acquisitions, joint ventures and
organic investments in new facilities. We currently have more than 140 FFSs in operation and we provide aviation training and
services in more than 20 countries around the world, including aviation training centres, flight training organizations (FTOs) and
third-party locations. We continue to selectively increase the number of revenue simulator equivalent units (RSEUs) in our network to
maintain our position, increase our market share, and address new market opportunities. We are developing our training network
primarily to meet the long-term, steady stream of recurring training needs from the existing fleet, so that we continue to become less
dependent on new aircraft deliveries to drive revenue.
Simulation Products/Civil (SP/C)
Designs, manufactures and supplies civil flight simulation, training devices and visual systems
Our SP/C segment is a world leader in the provision of civil flight simulation equipment. We design and manufacture more civil FFSs
and visual systems for major and regional carriers, third-party training centres and OEMs than any other company. We have a wealth
of experience in developing simulators for new types of aircraft, including over 20 models and, more recently, the Boeing 747-8,
Airbus A380, Bombardier Global Express, Embraer Phenom 100/300 and Dassault Falcon 7X. We also offer a full range of support
services including simulator updates, maintenance services, sales of spare parts and simulator relocations.
Market trends and outlook
We expect demand for air travel to continue to increase over the medium-to-long term, but we are cautious about the short term in civil
aviation as global markets suffer from weakening economic conditions. The disruption in the global financial and credit markets,
specifically the difficulties in aircraft financing and the protracted global economic recession have the potential to further impact a
number of our customers.
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Management’s Discussion and Analysis
A portion of our training services revenue comes from recurrent training that is essential to support the existing global in-service
aircraft fleet which totals over 42,000 aircraft. While the recurrent training segment is relatively stable, capacity reduction from airlines
and business jet operators is impacting training demand on some platforms.
In the simulation products segment, we had another strong year in fiscal 2009 with 34 full-flight simulators (FFSs) reported orders so
we are working from a backlog that will continue to partially support our revenue for the next year. New simulation product orders,
however, could be impacted by the level of new aircraft sales and the subsequent deliveries of aircraft. We anticipate that both aircraft
sales and deliveries will decline due to challenging economic conditions in calendar 2009.
We believe that over the medium-to-long term the aerospace business, and more specifically the training products and services
segments, will continue to experience growth. Recognizing this is a dynamic market, we continue to monitor key economic and market
factors that could impact our business and potentially change our outlook. Actual and potential reductions in production rates and aircraft
order cancellations by the major OEMs are important determinants in the level of demand for certain of our products and solutions.
The impact of the current global economic slowdown is most acute in mature markets like the U.S. and Europe. Current conditions in
emerging markets have slowed materially as well from their previous robust pace. However, on a percentage basis, economic growth
in these regions continues to outpace the mature markets.
Notwithstanding current economic conditions, the following trends support our medium-to-long-term view for the civil market:
− Aircraft backlogs;
− New and more fuel-efficient aircraft platforms;
− Demand in emerging markets arising from secular growth and a need for infrastructure to support air travel;
− Expected long-term growth in air travel;
− Long-term demand for trained crew members.
The recent decreases in global passenger traffic, decreases in airline capacity and higher inventories of used aircraft for sale all need
to be followed for any potential longer-term implications.
Aircraft backlogs
In calendar 2008, Boeing received a total of 662 net orders for new aircraft and Airbus received a total of 777 orders. As of
March 31, 2009, new aircraft orders for Boeing and Airbus were 28 and 22 respectively, and cancellations received by Boeing and
Airbus were 32 and 14, in that order. While the pace of order activity is slowing in calendar 2009, and with recent press reports
mentioning aircraft delivery deferrals by a number of airlines, Boeing and Airbus still enjoy record backlog levels and this is expected
to help generate opportunities for our full portfolio of training products and services. These two OEMs have also announced customer
financing programs. In the short term, the difficulties in the credit markets could materially impact aircraft deliveries.
In the business jet segment, while the backlog reached record levels, aircraft order deferrals and cancellations have already led a
number of business aircraft manufacturers to lower their production rates.
New and more fuel-efficient aircraft platforms
OEMs have announced plans to introduce, or have already introduced, new platforms, which will drive worldwide demand for
simulators and training services. The Boeing 747-8, Airbus A350XWB, Embraer 190, Dassault Falcon 7X, Embraer Phenom 100 VLJ
and 300 LJ aircraft and the Bombardier CSeries are some recent examples.
New platforms will drive the demand for new kinds of simulators and training programs. One of our strategic priorities is to partner with
manufacturers to strengthen relationships and position ourselves for future opportunities. For example, we have been designated as
Bombardier’s authorized training provider for the Global Express, Global 5000 and Global Express XRS aircraft programs. We have
also established a joint venture with Embraer to provide comprehensive training for the new Phenom 100 VLJ and Phenom 300 LJ
aircraft. Deliveries of new model aircraft are susceptible to program launch delays, which in turn will affect the timing of our orders and
deliveries.
Demand in emerging markets arising from secular growth and a need for infrastructure to support air travel
Emerging markets such as Southeast Asia, the Indian sub-continent and the Middle East are expected to experience higher air traffic
and economic growth over the long term than mature markets, as well as an increasing liberalization of air policy and bilateral air
agreements. We expect these markets to drive the long-term demand for FFSs and training centres. Furthermore, we have been
introducing new products designed specifically to address new and emerging markets, such as the CAE 5000 Series FFS and CAE
True™ Environment for more realistic air traffic control environment simulation.
Expected long-term growth in air travel
While passenger traffic growth slowed in calendar 2008 from the strong growth in calendar year 2007, we anticipate that passenger
traffic will resume growth in the long term. Currently, air transport is in a highly dynamic period with challenges such as a slowing
world economy and challenging credit market. Over the past 20 years, air travel grew at an average of 4.8% and we expect that over
the next 20 years both passenger and cargo travel will meet or slightly exceed this growth. Possible impediments to the steady growth
progression in air travel include major disruptions like regional political instability, acts of terrorism, pandemics, a sharp and sustained
increase in fuel costs, major prolonged economic recessions or other major world events.
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Management’s Discussion and Analysis
Long-term demand for trained crew members
Worldwide demand is expected to increase over the long term
Growth in the civil aviation market has driven the demand for pilots, maintenance technicians and flight attendants worldwide, which
has created a shortage of qualified crew members in some markets. The shortage is impacted by aging demographics, fewer military
pilots transferring to civil airlines, and low enrolment in technical schools. In emerging markets like Southeast Asia and China,
long-term air traffic growth is expected to outpace the developed countries, and the infrastructure available to meet the projected
demand for crew members is lacking.
This shortage creates opportunities for pilot provisioning, our turnkey service that includes recruiting, screening, selection and training.
It is also prompting us to seek out partners to develop a global pipeline for developing and supplying pilots to meet market demand.
A global shortage of maintenance technicians has created an opportunity for us to accelerate our technical training solutions. This
trend is, to a lesser degree, also affecting cabin crew, where we are also exploring new training solutions.
New pilot certification process requires simulation-based training
Simulation-based pilot certification training will begin taking on an even greater role with the new Multi-crew Pilot License (MPL)
certification process developed by the International Civil Aviation Organization (ICAO) which is expected to be adopted in the near
future by individual national regulatory bodies. The MPL process places more emphasis on simulation-based training to develop ab
initio students into first officers for modern aircraft. MPL is expected to be widely adopted in emerging markets like China, India and
Southeast Asia where there is the greatest need for a large supply of qualified pilots, trained in the most efficient and effective
manner.
MILITARY MARKET
Simulation Products/Military (SP/M)
Designs, manufactures and supplies advanced military training equipment and software tools for air forces, armies and navies
Our SP/M segment is a world leader in the design and production of military flight simulation equipment. We develop simulation
equipment, training systems and software tools for a variety of military aircraft, including fast jets, helicopters, maritime patrol and
transport aircraft. We have designed the broadest range of military helicopter simulators in the world. Our military simulators provide
high-fidelity combat environments that include interactive enemy and friendly forces, as well as weapon and sensor systems. We have
delivered simulation products and training systems to the military forces of more than 35 countries, including all of the U.S. services.
We have also developed more training systems for the C-130 Hercules aircraft than any other company.
Training & Services/Military (TS/M)
Supplies turnkey training services, support services, systems maintenance and modelling and simulation solutions
Our TS/M segment provides contractor logistics support, maintenance services and simulator training at over 60 sites around the
world. It also provides a variety of modelling and simulation-based services.
Market trends and outlook
While we expect defence budgets around the world to continue to remain stable or perhaps experience modest cuts in the foreseeable
future, including in the United States, which is the world’s largest defence market, we believe that our share of defence spending will
increase for the following reasons:
− Demand for our type of specialized products and services is growing;
− High cost of operating live assets for training is leading militaries to employ more simulation;
− The nature of warfare has changed.
Demand for our type of specialized products and services is growing
New aircraft platforms
One of our strategic priorities is to partner with manufacturers in the military market to strengthen relationships and position ourselves
for future opportunities. Original equipment manufacturers are introducing new platforms that will drive worldwide demand for
simulators and training. For example, Boeing is developing a new maritime patrol aircraft called the P-8A Poseidon, NH Industries is
starting to deliver the NH90 helicopter, EADS CASA is aggressively marketing the C-295 transport aircraft worldwide, Lockheed
Martin is doubling production of the venerable C-130 aircraft and Sikorsky is offering new models of its H-60 helicopter to armies and
navies worldwide, all of which fuel the demand for new simulators and training, and for all of which we have products at different
development and production stages.
Trend towards outsourcing
With finite defence budgets and resources, defence forces and governments continue to scrutinize expenditures to find ways to save
money and allow active-duty personnel to focus on operational requirements. There has been a growing trend among defence forces
to outsource a variety of training services and we expect this trend to continue. Governments are outsourcing training services
because they can be delivered more quickly and more cost-effectively. For example, we are part of a consortium that has begun
offering NH90 training to Germany and other militaries in 2009. In the United States, there are several major Aircrew Training System
contracts up for re-compete over the next two to three years.
Extension and upgrade of existing weapon system platforms
Original equipment manufacturers are extending the life of existing weapon system platforms by introducing upgrades or adding new
features, which increases the demand for upgrading simulators to meet the new standards.
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Management’s Discussion and Analysis
High cost of operating live assets for training is leading militaries to employ more simulation
More defence forces and governments are adopting simulation in training programs because it improves realism, significantly lowers
costs, reduces operational demands on aircraft, and lowers risk compared to operating actual weapon system platforms. Using a
simulator for training also reduces actual aircraft flying hours and allows training for situations where an actual aircraft and/or its crew
and passengers would be at risk. The high-operational tempo stemming from ongoing global conflicts has meant that assets are being
depreciated faster than originally planned. Unlike the commercial aerospace sector, where simulation-based training is already widely
proliferated, there remains significant room for the adoption of simulation within the defence sector. In addition, we are seeing an
increased use of simulation throughout the defence system’s lifecycle, from analysis to training and operations.
The nature of warfare has changed
Demand for networking
The nature of warfare has changed. Allies are cooperating and creating joint and coalition forces, which is driving the demand for joint
and networked training and operations. Training devices can be networked to train different crews and allow for networked training
across a range of platforms.
Growing acceptance of synthetic training for mission rehearsal
There is a growing trend among defence forces to use synthetic training to meet more of their training requirements. Synthetic
environment software allows defence clients to plan sophisticated missions and carry out full-mission rehearsals as a complement to
traditional live training or mission preparation. Synthetic training offers militaries a cost-effective way to provide realistic training for a wide
variety of scenarios while ensuring they maintain a high state of readiness. For example, over the past two years we have delivered
MH-47G and MH-60L combat mission simulators to the U.S. Army’s 160th Special Operations Aviation Regiment that feature the
CAE-developed Common Database (CDB). The CDB promises to significantly enhance rapid simulation-based mission rehearsal
capabilities.
3.6 Foreign exchange
We report all dollar amounts in Canadian dollars. We value assets, liabilities and transactions that are measured in foreign currencies
using various exchange rates as required by GAAP.
The tables below show the variations of the closing and average exchange rates for our three main operating currencies. The variation
in rates increased this year’s earnings from continuing operations (after tax) by approximately $6.0 million compared to fiscal 2008.
We used the foreign exchange rates below to value our assets, liabilities and backlog in Canadian dollars at the end of each of the
following periods:
U.S. dollar (US$ or USD)
Euro (€)
British pound (£ or GBP)
2009
1.26
1.67
1.80
We used the average foreign exchange rates below to value our revenues and expenses:
U.S. dollar (US$ or USD)
Euro (€)
British pound (£ or GBP)
2009
1.13
1.59
1.91
2008
1.03
1.62
2.04
2008
1.03
1.46
2.07
Increase
(decrease)
22%
3%
(12%)
Increase
(decrease)
10%
9%
(8%)
Three areas of our business are affected by changes in foreign exchange rates:
− Our networks of civil and military training centres
Most of our training network revenue and costs are in local currencies. Changes in the value of local currencies relative to the
Canadian dollar therefore have an impact on the network’s net profitability and net investment. Under GAAP, gains or losses in the
net investment in a self-sustaining subsidiary that result from changes in foreign exchange rates are deferred in the foreign
currency translation adjustment (accumulated other comprehensive loss), which is part of the shareholders’ equity section of the
balance sheet. Any effect of the fluctuation between currencies on the net profitability has an immediate translation impact on the
earnings statement and an impact on year-to-year and quarter-to-quarter comparisons.
− Our simulation products operations outside of Canada (Germany, U.S., U.K., Australia and India)
Most of the revenue and costs in these operations from self-sustaining subsidiaries are generated in their local currency except for
some data and equipment bought in different currencies from time to time as well as any work performed by our Canadian
manufacturing operations. Changes in the value of the local currency relative to the Canadian dollar therefore have a translation
impact on the operation’s net profitability and net investment when expressed in Canadian dollars.
− Our simulation products operations in Canada
Although the net assets of our Canadian operations are not exposed to changes in the value of foreign currencies (except for
receivables and payables in foreign currencies), approximately 97% of our annual revenue generated from Canada is in foreign
currencies (mostly the U.S. dollar and euro), while a significant portion of our expenses are in Canadian dollars.
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Management’s Discussion and Analysis
We generally hedge the milestone payments in sales contracts denominated in foreign currencies to protect ourselves from some
of the foreign exchange exposure. Since less than 100% of our revenue is hedged, it is not possible to completely offset the effects
of changing foreign currency values, which leaves some residual exposure that can affect the statement of earnings.
To reduce the variability of certain U.S.-denominated manufacturing costs, we had hedges on foreign currency costs incurred in our
manufacturing process that expired at the end of the second quarter. In addition, we have a hedge which secures, in Canadian
dollars, the interest cost and principal repayments of a U.S.-denominated debt maturing in June 2009.
During the second quarter of fiscal 2009, we began to create a portfolio of currency hedging positions intended to mitigate the risk
to a portion of future revenues presented by the current high-level volatility of the Canadian dollar versus the U.S. currency. The
hedges are intended to cover a portion of the revenue in order to allow the unhedged portion to match the foreign cost component
of the contract. With respect to the remaining expected future revenues, our manufacturing operations in Canada remain exposed
to changes in the value of the Canadian dollar.
Sensitivity analysis
We conducted a sensitivity analysis to determine the current impact of variations in the value of foreign currencies. We evaluated the
sources of foreign currency revenues and expenses and determined that our consolidated exposure to foreign currency mainly occurs
in two areas:
− Foreign currency revenues and expenses in Canada for the manufacturing business – we hedge a portion of these revenues;
− Translation of foreign currency operations of self-sustaining subsidiaries in foreign countries – this has a natural hedge. Our
exposure is mainly in our operating profits.
First we calculated the revenue and expenses per currency to determine the operating income in each currency. Then we deducted
the amount of hedged revenues to determine a net exposure by currency. Next we added the net exposure from the self-sustaining
subsidiaries to determine the consolidated foreign exchange exposure in different currencies.
Finally, we conducted a sensitivity analysis to determine the impact of a change of one cent in the Canadian dollar against each of the
other four currencies. The table below shows the typical impact of this change, after taxes, on our yearly revenue and operating
income, as well as our net exposure:
Exposure (amounts in millions)
U.S. dollar (US$ or USD)
Euro (€)
British pound (£ or GBP)
Australian dollar (AUD$ or AUD)
Revenue
8.0
2.5
0.7
0.7
Operating
Income
1.8
0.3
0.1
–
Hedging
(1.5)
–
–
–
Net Exposure
0.3
0.3
0.1
–
3.7 Non-GAAP and other financial measures
This MD&A includes non-GAAP and other financial measures. Non-GAAP measures are useful supplemental information but may not have
a standardized meaning according to GAAP. You should not confuse this information with, or use it as an alternative for, performance
measures calculated according to GAAP. You should also not use them to compare with similar measures from other companies.
Backlog
Backlog is a non-GAAP measure that represents the expected value of orders we have received but have not yet executed.
− For the SP/C, SP/M and TS/M segments, we consider an item part of our backlog when we have a legally binding commercial
agreement with a client that includes enough detail about each party’s obligations to form the basis for a contract or an order;
− Military contracts are usually executed over a long-term period and some of them must be renewed each year. For the SP/M and
TS/M segments, we only include a contract item in backlog when the customer has authorized the contract item and has received
funding for it;
− For the TS/C segment, we include revenues from customers with both long-term and short-term contracts when these customers
commit to paying us training fees, or when we reasonably expect them from current customers.
The book-to-sales ratio is the total orders divided by total revenue in the period.
Capital employed
Capital employed is a non-GAAP measure we use to evaluate and monitor how much we are investing in our business. We measure it
from two perspectives:
Capital used:
− For the company as a whole, we take total assets (not including cash and cash equivalents), and subtract total liabilities
(not including long-term debt and its current portion);
− For each segment, we take the total assets (not including cash and cash equivalents, tax accounts and other non-operating
assets), and subtract total liabilities (not including tax accounts, long-term debt and its current portion and other non-operating
liabilities).
Source of capital:
− We add net debt to a total shareholders’ equity to understand where our capital is coming from.
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Management’s Discussion and Analysis
Maintenance and growth capital expenditure
Maintenance capital expenditure is a non-GAAP measure we use to calculate the capital investment needed to sustain a current level
of economic activity.
Growth capital expenditure is a non-GAAP measure we use to calculate the capital investment needed to increase the current level of
economic activity.
EBIT
Earnings before interest and taxes (EBIT) is a non-GAAP measure that shows us how we have performed before the effects of certain
financing decisions and tax structures. We track EBIT because we believe it makes it easier to compare our performance with
previous periods, and with companies and industries that do not have the same capital structure or tax laws.
Free cash flow
Free cash flow is a non-GAAP measure that shows us how much cash we have available to build the business, repay debt and meet
ongoing financial obligations. We use it as an indicator of our financial strength and liquidity. We calculate it by taking the net cash
generated by our continuing operating activities, subtracting maintenance capital expenditures, other assets and dividends paid.
Dividends are deducted in the calculation of free cash flow because we consider them an obligation, like interest on debt, which
means that the amount is not available for other uses. On April 1, 2008, we adopted a change to our definition of free cash flow to
exclude the growth capital expenditures, capitalized costs and its corresponding asset-specific financing (including non-recourse
debt). Our comparative free cash flow calculations have been restated to reflect the change in definition.
Gross margin
Gross margin is a financial measure equivalent to the segment operating income excluding selling, general and administrative
expenses.
Net debt
Net debt is a non-GAAP measure we use to monitor how much debt we have after taking into account liquid assets such as cash and
cash equivalents. We use it as an indicator of our overall financial position, and calculate it by taking our total long-term debt (debt that
matures in more than one year), including the current portion, and subtracting cash and cash equivalents.
Non-cash working capital
Non-cash working capital is a non-GAAP measure we use to monitor how much money we have committed in the day-to-day
operation of our business. We calculate it by taking current assets (not including cash and cash equivalents or the current portion of
assets held-for-sale) and subtracting current liabilities (not including the current portion of long-term debt or the current portion of
liabilities related to assets held-for-sale).
Non-recourse financing
Non-recourse financing to CAE is a non-GAAP measure we use to classify debt, when recourse against the debt is limited to the
assets, equity interest and undertaking of a subsidiary, and not CAE Inc.
Non-recurring items
Non-recurring items is a non-GAAP measure we use to identify items that are outside the normal course of business because they are
infrequent, unusual and/or do not represent a normal trend of the business. We believe that highlighting significant non-recurring items
and providing operating results without them is useful supplemental information that allows for a better analysis of our underlying and
ongoing operating performance.
Return on capital employed
Return on capital employed (ROCE) is a non-GAAP measure that we use to evaluate the profitability of our invested capital. We
calculate this ratio over a rolling four-quarter period by taking earnings from continuing operations excluding non-recurring items and
interest expense, after tax, divided by the average capital employed. In addition, we also calculate this ratio adjusting earnings and
capital employed to reflect the ordinary off-balance sheet operating leases.
Revenue simulator equivalent unit
Revenue simulator equivalent unit (RSEU) is a financial measure we use to show the total average number of FFSs available to
generate revenue during the period. For example, in the case of a 50/50 flight training joint venture, we will report only 50% of the
FFSs deployed under this joint venture as an RSEU. If a FFS is being powered down and relocated, it will not be included as an
RSEU until the FFS is re-installed and available to generate revenue.
Segment operating income
Segment operating income (SOI) is a non-GAAP measure and our key indicator of each segment’s financial performance. This
measure gives us a good indication of the profitability of each segment because it does not include the impact of any items not
specifically related to the segment’s performance. We calculate it by using earnings before other income (expense), interest, income
taxes and discontinued operations. These items are presented in the reconciliation between total segment operating income and EBIT
(See Note 25 of the consolidated financial statements).
12 | CAE Year-End Financial Results 2009
32 | CAE Annual Report 2009
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Management’s Discussion and Analysis
4. CONSOLIDATED RESULTS
4.1 Results of our operations – fourth quarter of fiscal 2009
Summary of consolidated results
(amounts in millions, except per share amounts)
Revenue
Earnings before interest and income taxes (EBIT)
As a % of revenue
Interest expense, net
Earnings from continuing operations (before taxes)
Income tax expense
Earnings from continuing operations
Results from discontinued operations
Net earnings
Basic EPS from continuing operations
Diluted EPS from continuing operations
Basic and diluted EPS
Q4-2009
438.8
78.1
17.8
5.1
73.0
21.7
51.3
–
51.3
0.20
0.20
0.20
$
$
%
$
$
$
$
$
$
$
$
$
Q3-2009 Q2-2009
406.7
75.5
18.6
5.2
70.3
21.4
48.9
(0.2)
48.7
0.19
0.19
0.19
424.6
78.7
18.5
5.6
73.1
19.8
53.3
–
53.3
0.21
0.21
0.21
Q1-2009
392.1
71.3
18.2
4.3
67.0
20.0
47.0
(0.9)
46.1
0.18
0.18
0.18
Q4-2008
366.6
69.7
19.0
4.7
65.0
18.0
47.0
(11.4)
35.6
0.19
0.18
0.14
Revenue was 3% higher than last quarter and 20% higher year over year
Revenue was $14.2 million higher than last quarter mainly because:
− SP/M’s revenue increased by $18.1 million, or 14%, mainly due to a higher level of activity on a number of our simulator contracts
awarded in fiscal 2009, most notably for our various NH90 programs;
− TS/M’s revenue increased by $7.6 million, or 13%, mainly due to a strong level of activity in our Professional Services business,
combined with revenue generated from the recently begun maintenance phase of the Synthetic Environment Core (SE Core)
program in the U.S.
The increase was partially offset by a decrease in SP/C’s revenue of $12.0 million, or 10%, mainly due to more revenue recorded in
the prior quarter for simulators that were already manufactured and for which we signed sales contracts during that quarter.
These results included a positive impact from the depreciation of the Canadian dollar against the U.S. dollar and the euro in the fourth quarter.
Revenue was $72.2 million higher than the same period last year largely because:
− SP/M’s revenue increased by $42.1 million, or 41%, mainly due to higher level of activity on a number of our simulator contracts
awarded in fiscal 2009, most notably for our various NH90 programs;
− TS/C’s revenue increased by $16.9 million, or 16%, which is mainly attributable to revenue generated from the newly-acquired
Sabena Flight Academy and Academia Aeronautica de Evora S.A. and to the additional RSEUs deployed in the network. Revenue
for the quarter benefited from the finalization of a contract for which we already started providing services in prior quarters, which
helped to partially offset the impact of market softness in North America and preliminary indications of softness in Europe;
− TS/M’s revenue increased by $12.4 million, or 23%, mainly as a result of a strong level of activity in our Professional Services
business and the aforementioned maintenance phase of the SE Core program in the U.S.
These results included a positive impact from the depreciation of the Canadian dollar against the U.S. dollar and the euro, partially
offset by the strength of the Canadian dollar against the British pound.
You will find more details in Results by segment.
1
EBIT
EBIT for this quarter was $78.1 million, or 17.8% of revenue.
was $0.6 million lower than last quarter and $8.4 million higher year over year
Compared to the last quarter, EBIT was down by 1%, or $0.6 million. A decrease of $4.3 million in segment operating income1 from
the SP/C segment was partially offset by increases from the TS/C, SP/M and TS/M segments of $2.1 million, $1.1 million and
$0.5 million respectively.
Year over year, EBIT was up by 12%, or $8.4 million. While the segments SP/M and TS/M increased their segment operating income
by $12.3 million and $1.5 million respectively, SP/C experienced a decrease in segment operating income of $5.3 million. TS/C’s
segment operating income remained relatively stable, with a decrease of $0.1 million.
You will find more details in Reconciliation of non-recurring items and Results by segment.
Net interest expense was $0.5 million lower than last quarter and $0.4 million higher year over year
Net interest was similar to last quarter as a result of a decrease in interest on long-term debt, partially offset by a decrease in
capitalized interest.
Net interest expense was similar to the same period last year.
1 Non-GAAP measure (see Section 3.7).
CAE Year-End Financial Results 2009 | 13
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Management’s Discussion and Analysis
Effective income tax rate is 30% this quarter
Income taxes this quarter were $21.7 million, representing an effective tax rate of 30%, compared to 27% for the last quarter and 28%
in the fourth quarter of fiscal 2008.
The tax rate was lower in the fourth quarter of fiscal 2008 mainly because of a change in the mix of income from various jurisdictions
and a reduction of future Canadian tax rates.
The tax rate was lower in the third quarter of fiscal 2009, mainly due to the settlement of tax audits and change in the mix of income
from various jurisdictions.
You will find more details in Reconciliation of non-recurring items.
There was no discontinued operations impact this quarter
There was no discontinued operations impact this quarter or in the prior quarter. There was a loss from discontinued operations of
$11.4 million in the fourth quarter of fiscal 2008 mainly because:
− We wrote off a balance receivable of $10.0 million ($8.5 million after tax). This $10.0 million amount was related to the disposal, in
fiscal 2003, of the assets of the sawmill division of the Company’s Forestry Systems. We were in arbitration of a dispute for further
payment. The arbitration ceased mid-way in April 2008 when the buyer was the subject of a petition for receivership and was
understood to be insolvent;
− We recorded a loss of $2.2 million (net of tax recovery of $1.0 million) in connection with the divesture of the telecommunication
department of CAE Elektronic GmbH through a sales agreement with an exclusive buyer in the fourth quarter of fiscal 2008.
4.2 Results of our operations – fiscal 2009
Summary of consolidated results
(amounts in millions, except per share amounts)
Revenue
Gross margin1
As a % of revenue
Earnings before interest and income taxes (EBIT)
As a % of revenue
Interest expense, net
Earnings from continuing operations (before taxes)
Income tax expense
Earnings from continuing operations
Results from discontinued operations
Net earnings
Basic and diluted EPS from continuing operations
Basic EPS
Diluted EPS
Summary of results excluding non-recurring items
(amounts in millions, except per share amounts)
Earnings from continuing operations (before taxes)
Net earnings from continuing operations
Basic and diluted EPS from continuing operations
FY2009
1,662.2
497.7
29.9
303.6
18.3
20.2
283.4
82.9
200.5
(1.1)
199.4
0.79
0.78
0.78
FY2009
283.4
200.5
0.79
FY2008
1,423.6
438.0
30.8
251.5
17.7
17.5
234.0
69.2
164.8
(12.1)
152.7
0.65
0.60
0.60
FY2008
234.0
164.8
0.65
FY2007
1,250.7
364.4
29.1
189.4
15.1
10.6
178.8
49.7
129.1
(1.7)
127.4
0.51
0.51
0.50
FY2007
181.1
129.3
0.51
$
$
%
$
%
$
$
$
$
$
$
$
$
$
$
$
$
Revenue was 17% or $238.6 million higher than last year
All four segments had higher revenue compared to last year:
− SP/M’s revenue increased by $99.8 million, or 26%, due to a higher level of activity on various simulator contracts awarded in fiscal
2009, for both helicopters (NH90, Super Puma) and transport aircraft (C-130, KDC-10);
− TS/C’s revenue increased by $78.4 million, or 21%, mainly attributed to the integration of the fiscal 2009 acquisitions of Sabena
Flight Academy and Academia Aeronautica de Evora S.A. and the August 2007 acquisition of Flightscape Inc., as well as the
contribution of additional RSEUs into our network. The increase was partially offset by market softness in North America and
preliminary indications of softness in Europe;
− SP/C’s revenue increased by $42.2 million, or 10%, mainly due to a higher level of activity this year, delivering 38 FFSs to our
customers, compared to 29 in fiscal 2008. We also had more revenue recorded for simulators that were already manufactured prior
to fiscal 2009 and for which we signed sales contracts during the year;
− TS/M’s revenue increased by $18.2 million, or 8%, mainly as a result of a strong level of activity in our Professional Services
business, revenue generated from the recently begun maintenance phase of the Synthetic Environment Core (SE Core) program in
the U.S. and to an increased level of effort on some of our maintenance service contracts in Germany.
Revenue was positively impacted by the depreciation of the Canadian dollar against the U.S. dollar and the euro.
You will find more details in Results by segment.
1 Non-GAAP measure (see Section 3.7).
34 | CAE Annual Report 2009
14 | CAE Year-End Financial Results 2009
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Gross margin was $59.7 million higher than last year
The gross margin was $497.7 million this year, or 29.9% of revenue compared to $438.0 million or 30.8% of revenue last year. As a
percentage of revenue, gross margin was stable when compared to last year.
Management’s Discussion and Analysis
EBIT was $52.1 million higher than last year
EBIT for the year was $303.6 million, or 18.3% of revenue.
EBIT was up by 21%, or $52.1 million, as a result of higher segment income from the SP/M, TS/C and TS/M segments which
increased their segment operating income by $36.0 million, $11.6 million and $7.3 million respectively. The increase in EBIT was
partially offset by a decrease in SP/C’s segment operating income of $2.8 million, or 3%.
You will find more details in Reconciliation of non-recurring items and Results by segment.
Net interest expense was $2.7 million higher than last year
(amounts in millions)
Net interest, prior period
Increase in interest on long-term debt
Decrease in interest income
Increase in capitalized interest
Increase in amortization of deferred financing charges
Other
Increase in net interest expense from the prior period
Net interest, current period
FY2008 to
FY2007 to
FY2009
17.5
3.0
0.4
(1.2)
0.5
–
2.7
20.2
FY2008
10.6
5.4
1.8
(0.6)
0.4
(0.1)
6.9
17.5
$
$
$
$
$
$
Net interest expense was $20.2 million this year, which is 15% or $2.7 million higher than last year. This is mainly attributed to:
− Higher interest expense on overall long-term debt and increased amortization of deferred financing costs, mainly related to the
non-recourse financing secured at the end of the first quarter of fiscal 2008;
− Lower interest income:
• Earned interest income decreased due to lower cash on hand in fiscal 2009 compared to fiscal 2008, in addition to lower
interest rates.
The increase in net interest expense was offset by:
− Increased capitalized interest:
• In fiscal 2009 compared to fiscal 2008, we had a higher level of assets under construction to support our growth initiatives.
Effective income tax rate is 29%
This fiscal year, income taxes were $82.9 million, representing an effective tax rate of 29%, compared to 30% for the same period last
year.
The tax rate was lower in fiscal 2009, mainly due to a change in the mix of income from various jurisdictions.
We expect the effective income tax rate for fiscal 2010 to be approximately 31%.
You will find more details in Reconciliation of non-recurring items.
Net loss from discontinued operations was $1.1 million
Net loss from discontinued operations was $1.1 million this year, compared to a loss of $12.1 million last year. The fiscal 2009 balance
is mainly attributed to fees incurred in the litigation initiated by us for further payment following the disposal of the assets of the sawmill
division of our Forestry Systems. Most of the loss in fiscal 2008 was incurred in the fourth quarter, and was mainly because:
− We wrote off a balance receivable of $10.0 million ($8.5 million after tax). This $10.0 million amount was related to the disposal, in
fiscal 2003, of the assets of the sawmill division of our Forestry Systems. We were in arbitration of a dispute for further payment.
The arbitration ceased mid-way in April 2008 when the buyer was the subject of a petition for receivership and was understood to
be insolvent;
− We recorded a loss of $2.2 million (net of tax recovery of $1.0 million) in connection with the divesture of the telecommunication
department of CAE Elektronic GmbH through a sales agreement with an exclusive buyer in the fourth quarter of fiscal 2008.
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CAE Annual Report 2009 | 35
CAE Year-End Financial Results 2009 | 15
Management’s Discussion and Analysis
4.3 Results of our operations – fiscal 2008 versus fiscal 2007
Revenue
Revenue grew to $1,423.6 million in fiscal 2008, $172.9 million or 14% higher than fiscal 2007. Growth in each of the four segments was mainly
due to:
− Stronger order intake and higher revenue recorded on simulators that were already manufactured and for which sales contracts
were signed in fiscal 2008 for the SP/C segment. Additionally, we obtained customer acceptance for a simulator that was recorded
as a sale-type capital lease transaction in the first quarter of fiscal 2008;
− Increase of nine RSEUs and stronger demand for training for the TS/C segment;
− Integration into our results of newly-acquired companies Engenuity, MultiGen and Macmet, combined with a higher activity level,
mainly in the United States for the SP/M segment;
− Revenue from some support services for various German military bases, an increase in training services for the U.S. Air Force,
higher activities on North American and Australian support services contracts and the integration into our results of newly-acquired
companies Engenuity and Kesem for the TS/M segment.
The increase in revenue was partially offset by the appreciation of the Canadian dollar against the U.S. dollar and the British pound.
EBIT
EBIT was $251.5 million, or 17.7% of revenue, in fiscal 2008, representing an increase of $62.1 million or 33% over fiscal 2007. The
increase was due to higher segment operating income from the SP/C, SP/M and TS/C segments, which increased their segment
operating income by $34.5 million, $12.6 million and $9.2 million respectively, despite the appreciation of the Canadian dollar against
the U.S. dollar and the British pound.
EBIT was $189.4 million in fiscal 2007. This included costs related to a restructuring plan and a payment received related to the
release of claims regarding the AVTS program. EBIT would have been $193.1 million, or 15.4% of revenue, excluding these
non-recurring items.
Net interest
Net interest was $17.5 million in fiscal 2008, a $6.9 million or 65% increase over fiscal 2007. This was mainly due to:
− Higher interest expense on overall long-term debt:
• In fiscal 2008, we raised an additional debt of $107.5 million.
− Increased amortization of deferred financing costs:
• In fiscal 2008, we incurred higher amortization of deferred financing charges from the non-recourse financing secured in the
first quarter.
− Lower interest income:
• Cash on hand was higher in fiscal 2008 compared to fiscal 2007, however earned interest income decreased due to lower
• Reduction of interest income in fiscal 2008 due to the accretion of discounts on the long-term notes receivable settled, in full,
interest rates;
during the second quarter of fiscal 2007.
The increase in net interest expense was offset by an increase in capitalized interest. In fiscal 2008, compared to fiscal 2007, we had
a higher level of assets under construction to support our growth initiatives.
Income taxes
We recorded an income tax expense of $69.2 million in fiscal 2008, representing an effective tax rate of 30%, compared to 28% in
fiscal 2007. The lower tax rate in fiscal 2007 was the result of the reduction in valuation allowance in the U.K. and other tax recoveries.
Discontinued operations
Net loss from discontinued operations was $12.1 million in fiscal 2008, mainly attributed to:
− A balance receivable of $10.0 million ($8.5 million after tax) was written-off. This amount related to the disposal, in fiscal 2003, of
assets of the sawmill division of the Company’s Forestry Systems. We were in arbitration of a dispute for further payment. The
arbitration ceased mid-way in April 2008 when the buyer was the subject of a petition for receivership and was understood to be
insolvent;
− A loss of $2.2 million (net of tax recovery of $1.0 million) was recorded in connection with the divestiture of the telecommunication
department of CAE Elektronic GmbH through a sales agreement with an exclusive buyer.
In fiscal 2007, a net loss of $1.7 million from discontinued operations was recorded, mainly due to:
− A net loss from discontinued operations that we incurred in fiscal 2006 from our former Cleaning Technologies business;
− An interest expense related to debt not directly attributable to continuing operations. We paid the interest using the proceeds from
the sale of the Marine Controls segment, a transaction we also recorded in fiscal 2006.
36 | CAE Annual Report 2009
16 | CAE Year-End Financial Results 2009
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4.4 Earnings excluding non-recurring items
The table below shows how non-recurring items1 have affected our results in each of the reporting periods. We believe this
supplemental information is a useful indication of our performance before these non-recurring items. It is important, however, not to
confuse this information with, or use it as an alternative for, net earnings calculated according to GAAP.
Reconciliation of non-recurring items – for the 12-month period ending March 31
Management’s Discussion and Analysis
(amounts in millions,
except per share amounts)
Earnings from continuing
operations
EBIT:
Restructuring plan
– restructuring charge
– other costs associated
with the restructuring plan
Release of claims payment
Interest expense, net:
Early repayment of notes
receivable
Income tax expense:
Tax recoveries
Earnings from continuing
operations excluding
non-recurring items
(non-GAAP measure)
before
tax
Fiscal 2009
per
share
after
tax
before
tax
Fiscal 2008
per
share
after
tax
before
tax
Fiscal 2007
per
share
after
tax
$ 283.4
$ 200.5
$ 0.79
$ 234.0 $ 164.8
$ 0.65
$ 178.8 $ 129.1
$ 0.51
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1.2
1.0
–
6.9
(4.4)
5.5
(3.1)
0.03
(0.01)
(1.4)
(1.4)
(0.01)
–
(1.8)
(0.01)
$ 283.4
$ 200.5
$ 0.79
$ 234.0 $ 164.8
$ 0.65
$ 181.1 $ 129.3
$ 0.51
Restructuring plan
We completed the final expenses related to the restructuring plan in fiscal 2007. In the past, these expenses included costs related to
the re-engineering of our business processes including a component associated with the first phase of the deployment of the ERP
system. As at April 1, 2007, the costs related to the first phase of the ERP deployment ended. Current costs associated with additional
phases of the deployment of the ERP system are not considered restructuring costs and will not be presented as a non-recurring item.
Release of claims payment – Landmark Consortium
As a member of the Landmark Consortium (formed to pursue the AVTS project), we received a payment in the first quarter of
fiscal 2007 and recorded £2.1 million ($4.4 million) as a non-recurring item because it was related to the release of claims.
Early repayment of notes receivable
During the second quarter of fiscal 2007, we received an early repayment in full of secured subordinated promissory long-term notes
receivable previously recorded in other assets. The amount was part of the consideration for our sale in 2002 of Ultrasonics and
Ransohoff. We recognized $1.4 million in interest revenue during the second quarter of 2007 as a result of the repayment, because of
the accretion of discounts on the long-term notes receivable.
Tax recoveries
During the first quarter of fiscal 2007, we recognized as a non-recurring item the reduced valuation allowance on net operating losses
in the U.K. This led to the recognition of a cumulative $1.8 million in tax assets ($2.0 million in tax assets in the first quarter of 2007,
net of a $0.2 million reversal in the second quarter of 2007).
4.5 Government cost-sharing
We continue to invest in new and innovative technologies to respond to growth opportunities and to maintain our technological leadership.
During fiscal 2006, we launched Project Phoenix, a $630-million, five-to-six-year R&D initiative to improve leading-edge technologies
and to develop additional applications that reinforce our industry position as a world leader in simulation, modelling and services.
The Government of Canada agreed, through Technology Partnerships Canada (TPC), to invest up to 30% ($189 million) of the value
of the program. We also signed an agreement in fiscal 2007 with the Government of Québec for Investissement Québec to contribute
up to $31.5 million to Project Phoenix over five to six years. We recognize a liability to repay these contributions when conditions arise
and the repayment thereof is reflected in the consolidated statements of earnings when royalties become due.
This year, the two governments contributed a total of $64.8 million to Project Phoenix. We recorded $49.7 million as a reduction of
R&D expenses and $15.1 million for fixed assets or other capitalized costs.
We have also been involved in various other TPC projects on R&D programs in the past few years that involve visual systems and
advanced flight simulation technology for civil applications and networked simulation for military applications. We recorded royalty
expenses of $10.1 million for these TPC projects this year.
1 Non-GAAP measure (see Section 3.7).
CAE Annual Report 2009 | 37
CAE Year-End Financial Results 2009 | 17
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Management’s Discussion and Analysis
The table below lists the contribution and royalties for all programs:
(amounts in millions)
Contribution:
Phoenix
Previous programs
Total contribution
Amount capitalized
Amounts credited to income
Royalty expense
Impact of contribution on earnings(1)
Approximate impact of contribution on ITCs (25%)(1)
Approximate pre-tax impact of contribution to various R&D programs
(1)
FY2009
FY2008
FY2007
$
$
$
$
$
64.8
–
64.8
(15.1)
49.7
(10.1)
39.6
(9.9)
29.7
$
$
$
$
$
62.4
–
62.4
(20.3)
42.1
(8.8)
33.3
(8.3)
25.0
$
$
$
$
$
52.1
–
52.1
(7.1)
45.0
(7.5)
37.5
(9.4)
28.1
We estimate that every $100 of net contribution we receive under various programs reduces the amount of ITCs by approximately $25 to
$30 that would otherwise be available.
The above table does not reflect the additional R&D expenses that we incurred to secure the TPC funding. We must spend
approximately $100 of eligible costs in order to receive approximately $30 in contributions.
Project Falcon
On March 31, 2009, we announced that we will invest up to $714 million in Project Falcon, an R&D program that will continue over five
years. The goal of Project Falcon is to expand our current modelling and simulation technologies, develop new ones and increase our
capabilities beyond training into other areas of the aerospace and defence market, such as analysis and operations. Concurrently, the
Government of Canada has agreed to participate in Project Falcon through a repayable investment of up to $250 million made through
the Strategic Aerospace and Defence Initiative (SADI), which supports strategic industrial research and pre-competitive development
projects in the aerospace, defence, space and security industries.
The participation from the Government of Canada is unconditionally repayable and will be accounted for as a long-term obligation
repayable over 15 years. The repayments will begin only after Project Falcon is completed. As at March 31, 2009, we have not
received any amount from the government in relation to Project Falcon.
4.6 Consolidated orders and backlog
Our consolidated backlog was $3,181.8 million at the end of fiscal 2009, which is 10% higher than last year. New orders of
$1,940.2 million increased the backlog this year, while $1,662.2 million in revenue was generated from the backlog.
Backlog up by 10% over last year
(amounts in millions)
Backlog, beginning of period
+ orders
- revenues
+/- adjustments
Backlog, end of period
FY2009
2,899.9
1,940.2
(1,662.2)
3.9
3,181.8
$
$
FY2008
2,774.6
1,665.5
(1,423.6)
(116.6)
2,899.9
$
$
FY2007
2,460.0
1,455.2
(1,250.7)
110.1
2,774.6
$
$
Included in the fiscal 2009 adjustments is a $78.3 million downward revision for the TS/C segment that was made during the fourth
quarter to incorporate the impact of revised revenue expectations for contracts signed with customers, reflecting current market
conditions. This adjustment was offset by the impact of foreign exchange.
You will find more details in Results by segment, below.
5. RESULTS BY SEGMENT
We manage our business and report our results in four segments:
Civil segments:
− Training & Services/Civil (TS/C);
− Simulation Products/Civil (SP/C).
Military segments:
− Simulation Products/Military (SP/M);
− Training & Services/Military (TS/M).
Transactions between segments are mainly transfers of simulators from SP/C to TS/C and are recorded at cost at the consolidated level.
If we can measure a segment’s use of jointly used assets, costs and liabilities (mostly corporate costs), we allocate them to the
segment in that proportion. If we cannot measure a segment’s use, we allocate in proportion to the segment’s cost of sales.
18 | CAE Year-End Financial Results 2009
38 | CAE Annual Report 2009
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Management’s Discussion and Analysis
KEY PERFORMANCE INDICATORS
Segment operating income
(amounts in millions,
except operating margins)
Civil segments
Training & Services/Civil
Simulation Products/Civil
Military segments
Simulation Products/Military
Training & Services/Military
Total segment operating income (EBIT)
FY2009
FY2008 Q4-2009 Q3-2009 Q2-2009 Q1-2009 Q4-2008
$
%
$
%
$
%
$
%
$
85.1
18.5
92.1
19.3
87.7
18.1
38.7
16.1
303.6
73.5
19.2
94.9
21.8
51.7
13.5
31.4
14.1
251.5
23.7
19.5
18.5
17.2
26.8
18.7
9.1
13.7
78.1
21.6
17.9
22.8
19.1
25.7
20.5
8.6
14.6
78.7
19.1
17.7
23.4
20.5
21.6
17.1
11.4
19.5
75.5
20.7
18.8
27.4
20.1
13.6
15.4
9.6
16.9
71.3
23.8
22.8
23.8
22.3
14.5
14.3
7.6
14.0
69.7
We use segment operating income to measure the profitability of our four operating segments, and to help us make decisions about
allocating resources. We calculate segment operating income by using a segment’s net earnings before other income, interest,
income taxes and discontinued operations. This allows us to assess the profitability of a segment before the impact of elements not
specifically related to its performance.
Capital employed
(amounts in millions)
Civil segments
Training & Services/Civil
Simulation Products/Civil
Military segments
Simulation Products/Military
Training & Services/Military
5.1 Civil segments
March 31
2009
December 31
2008
September 30
2008
June 30
2008
March 31
2008
$
$
$
$
$
1,158.8
(53.9)
148.8
164.5
1,418.2
1,083.2
(39.1)
123.8
160.9
1,328.8
939.1
(20.9)
139.2
146.6
1,204.0
919.0
(12.5)
106.7
150.5
1,163.7
868.3
(81.9)
68.4
136.5
991.3
TRAINING & SERVICES/CIVIL
TS/C obtained contracts expected at $157.4 million this quarter including:
− Signed a three-year delivery services contract with American Eagle for web-based pilot training courseware for their EMB 145 fleet;
− Signed a five-year deal with flydubai to provide wet and dry lease training on their B737NG fleet at our Emirates-CAE Flight
Training Centre (ECFT);
− Signed a pilot provisioning, one-year renewal agreement with Koninklijke Luchtvaartschool (KLS) for ab-initio practical flight
training;
− Signed a three-year deal with UltraAir to provide wet lease training on their mixed fleet of Learjets at our Dallas training centre;
− Signed a two-year deal with Spirit Jets to provide wet lease training on their fleet of Lear 35, 55 and 60 aircraft at our Dallas training
centre;
− Signed a three-year deal with Werner Trucking Corporation to provide wet lease training on their fleet of Falcon 50 and Falcon 900
aircraft at our Dallas training centre.
Expansion and new initiatives
Asia
− We added three more A320 FFSs to our network, one at the Zhuhai Flight Training Centre, one at the Kuala Lumpur training centre
and one at the Singapore training centre;
− We added one A330 FFS at the Kuala Lumpur training centre.
India
− We added one B737 FFS and one A320 FFS at the Bangalore training centre and received certification from India’s Directorate
General of Civil Aviation (DGCA);
− We signed agreements to source, recruit, and train more than 600 candidate pilots for Jazeera Airways, Kingfisher Airlines and
Wizz Air over a four-year period, as we continue to grow our pilot provisioning initiative;
− We now provide pilot training in two national flight academies in India. We are the managing partner of the Indian government’s
flight training academy, Indira Gandhi Rashtriya Uran Akademi (IGRUA). We also have a joint venture with the Airport Authority
of India (AAI) for the National Flying Training Institute (NFTI) which is currently training its first classes of cadets.
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CAE Annual Report 2009 | 39
CAE Year-End Financial Results 2009 | 19
Management’s Discussion and Analysis
Europe
− We acquired Sabena Flight Academy in order to continue expanding our ab-initio training capability and CAE Global Academy, and
to add new type-rating training programs in Europe;
− We added a second Bombardier CRJ FFS at the Madrid training centre and added one Citation XLS FFS at the Burgess Hill
training centre;
− We expanded our 20-year Authorized Training Provider agreement with Bombardier Aerospace to include the Learjet 40/40 XR
and Learjet 45/45 XR aircraft for European customers;
− We started a training program at the Burgess Hill training centre for the Global Express.
Americas
− We launched a major expansion of the North East Training Centre, increasing the number of simulator bays from 6 to 15 as part of
our plan to continue to grow our corporate aircraft training business. We also announced the entry into service of a Gulfstream
G450/550 FFS and the arrival of a Hawker 800XP FFS on site;
− We added a new avionics lab for business aviation training at the Dallas training centre;
− We signed a long-term alliance with Honeywell under which we became the preferred provider of training services for business,
commercial and military aviation for Honeywell Aerospace;
− We, through our joint venture Embraer CAE Training Services (ECTS), launched our first pilot and technical training programs for
the Phenom 100 aircraft at the Dallas training centre;
− We added a Challenger 300 FFS at the North East Training Centre (NETC);
− We were awarded a five-year contract by Home Depot as a provider of a comprehensive range of pilot, technical and cabin crew
training services for Home Depot’s fleet of Dassault Falcon aircraft.
Africa
− We will provide the International Air Transport Association (IATA) a foundation for its Implementation Program for Safe Operations
in Africa through the application of our Flightscape flight data analysis technology.
Financial results
(amounts in millions
except operating margins, RSEU and FFSs
deployed)
Revenue
Segment operating income
Operating margins
Amortization & depreciation
Capital expenditures
Capital employed
Backlog
RSEU1
FFSs deployed
$
$
%
$
$
$
$
FY2009
460.5
85.1
18.5
64.1
168.9
1,158.8
1,006.4
118
141
FY2008 Q4-2009 Q3-2009 Q2-2009 Q1-2009 Q4-2008
104.5
23.8
22.8
12.9
41.6
868.3
963.3
110
124
120.9
21.6
17.9
18.1
39.7
1,083.2
1,036.0
118
135
121.4
23.7
19.5
16.5
52.7
1,158.8
1,006.4
123
141
110.2
20.7
18.8
13.8
34.2
919.0
932.7
114
132
108.0
19.1
17.7
15.7
42.3
939.1
907.6
118
133
382.1
73.5
19.2
52.0
161.8
868.3
963.3
108
124
Revenue stable compared to last quarter and up by 16% year over year
The increase year over year was mainly attributed to revenue generated from the newly-acquired Sabena Flight Academy and
Academia Aeronautica de Evora S.A., to the additional RSEUs deployed in the network, and to the depreciation of the Canadian dollar
against the U.S. dollar and the euro. Revenue for the quarter benefited from the finalization of a contract for which we already started
providing services in prior quarters, which helped to partially offset the impact of market softness in North America and preliminary
indications of softness in Europe.
Revenue was $460.5 million this year, 21% or $78.4 million higher than last year
The increase over last year was mainly attributed to the integration of the results of the fiscal 2009 acquisitions of Sabena Flight
Academy and Academia Aeronautica de Evora S.A. and to the August 2007 acquisition of Flightscape Inc., as well as to the
contribution of additional RSEUs into our network, and by the depreciation of the Canadian dollar against the U.S. dollar and the euro.
The increase was partially offset by market softness in North America and preliminary indications of softness in Europe.
Segment operating income up by 10% over last quarter and stable year over year
Segment operating income was $23.7 million (19.5% of revenue) this quarter, compared to $21.6 million (17.9% of revenue) last
quarter and $23.8 million (22.8% of revenue) in the same period last year.
Segment operating income increased by $2.1 million, or 10%, over last quarter. The increase was mainly due to the finalization during
the quarter of a contract for which we already started providing services in prior quarters and a one-time gain resulting from the
finalization of a contribution to a venture, as well as to the continuing integration of newly-acquired Sabena Flight Academy and the
ongoing ramp-up of expansions in the North East and Burgess Hill training centres. The increase was partially offset by market
softness in North America.
1 Non-GAAP measure (see Section 3.7).
20 | CAE Year-End Financial Results 2009
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Management’s Discussion and Analysis
Segment operating income was stable compared to the same period last year. The year-over-year segment operating income was
positively impacted by an increase in RSEUs, the above mentioned fiscal 2009 business acquisitions, increased profitability in
emerging markets and the depreciation of the Canadian dollar against the U.S. dollar and the euro. The increase in the segment
operating income was offset by the market softness in North America and preliminary indications of softness in Europe. Segment
operating income also benefited from the realization of a one-time gain resulting from the finalization of a contribution to a venture.
The latter event is not expected to repeat in the upcoming quarters.
Segment operating income was $85.1 million, up 16% or $11.6 million over last year
Segment operating income was $85.1 million (18.5% of revenue) this year, compared to $73.5 million (19.2% of revenue) last year.
The increase over last year was attributed to the increase in revenue, increased profitability in emerging markets, the realization of a
one-time gain resulting from the finalization of a contribution to a venture, the realization of cost-savings due to the successful
integration of another venture and from the impact of a weaker Canadian dollar against the U.S. dollar and the euro. This was partially
offset by costs associated with the expansion of our network and by the softness of the U.S. market, more specifically towards the end
of the year.
Capital expenditures at $52.7 million this quarter and $168.9 for the year
Maintenance capital expenditures were $20.8 million for the quarter and $37.4 million for the year. Growth capital expenditures were
$31.9 million for the quarter and $131.5 million for the year. Capital expenditures for the year are the result of our prior commitments
to grow our training network and maintenance capital expenditures include the buyback of one leased simulator that was already part
of our network. We are continuing to expand the training network prudently and selectively to address additional market share and in
response to training demands in emerging markets.
Capital employed increased by $75.6 million over last quarter and by $290.5 million over last year
Capital employed increased over the last quarter mainly because of investments for additional simulators into our network and an
increase in non-cash working capital.
Capital employed increased over the prior year mainly because of investments for additional simulators in our network, combined with
the purchase of Sabena Flight Academy and Academia Aeronautica de Evora S.A., as well as foreign exchange fluctuation.
Backlog up by 4% over last year
(amounts in millions)
Backlog, beginning of period
+ orders
- revenues
+/- adjustments
Backlog, end of period
FY2009
963.3
463.7
(460.5)
39.9
1,006.4
$
$
FY2008
951.6
452.5
(382.1)
(58.7)
963.3
$
$
Adjustments include the foreign exchange impact and a downward revision of $78.3 million made during the quarter to incorporate the
impact of revised revenue expectations for contracts signed with customers, reflecting current market conditions.
This year’s book-to-sale ratio was 1.01x.
SIMULATION PRODUCTS/CIVIL
SP/C was awarded contracts for the following 4 FFSs this quarter:
− One CAE 5000 Series A320 FFS to Avianca Airlines;
− One CAE 5000 Series A320 FFS to Sofia Flight Training;
− One CAE 7000 Series A320 FFS to Emirates-CAE Flight Training (ECFT);
− One B757 FFS to an undisclosed customer.
In addition, a contract signed in the first quarter of this fiscal year to provide a Boeing 757 FFS to Flight Training Finance (FTF) was
subsequently terminated. Therefore, although SP/C actually received orders for 35 FFSs during fiscal year 2009, it officially reports a
net total of 34 FFSs orders.
Products and new initiatives
− We obtained Level D certification, the highest qualification for flight simulators, for the world’s first A380 full-flight simulator (FFS),
which we designed and manufactured for Airbus;
− We built a Boeing 777-200LR full-flight simulator for Delta Airlines, which became the world’s first-ever simulator to achieve Level D
certification under the FAA’s new Part 60 rule. As part of the Federal Aviation Administration’s (FAA) National Simulator Program,
the FAA implemented more standardized and stringent qualification requirements for initial and continuing use of flight simulation
training devices (FSTDs) under their Part 60 rule;
− We delivered the world’s first Embraer Phenom 100 very light jet (VLJ) full-flight simulator, a CAE 5000 Series simulator, to the
Embraer CAE Training Services joint venture in Dallas, U.S.A. to begin the Phenom 100 pilot and ground crew training program;
− We continued the roll-out of CAE TrueTM Airport, a subscription-based service that keeps visual databases current with rapidly
changing airport environments. JetBlue Airways signed a five-year contract for the CAE TrueTM Airport service to ensure that five
airport databases used by JetBlue for pilot training are maintained current and up to date;
− We celebrated the one-year anniversary of entry into service of our CAE 5000 Series full-flight simulator (FFS), which surpassed
15,000 hours of training in its first year of service.
CAE Annual Report 2009 | 41
CAE Year-End Financial Results 2009 | 21
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Management’s Discussion and Analysis
Financial results
(amounts in millions
except operating margins)
Revenue
Segment operating income
Operating margins
Amortization & depreciation
Capital expenditures
Capital employed
Backlog
FY2009
477.5
92.1
19.3
6.8
5.6
(53.9)
288.2
$
$
%
$
$
$
$
FY2008 Q4-2009 Q3-2009 Q2-2009 Q1-2009 Q4-2008
106.5
23.8
22.3
1.8
1.2
(81.9)
381.8
114.3
23.4
20.5
1.6
1.4
(20.9)
343.4
119.3
22.8
19.1
1.6
1.9
(39.1)
359.5
107.3
18.5
17.2
2.1
1.7
(53.9)
288.2
435.3
94.9
21.8
6.9
4.6
(81.9)
381.8
136.6
27.4
20.1
1.5
0.6
(12.5)
373.2
Revenue down by 10% over last quarter and stable year over year
The decrease over last quarter was mainly attributed to more revenue recorded in the prior quarter for simulators that were already
manufactured and for which we signed sales contracts during that quarter.
Revenue was $477.5 million for the year, 10% or $42.2 million higher than last year
The increase was mainly attributed to a higher level of activity this year, delivering 38 FFSs to our customers, compared to 29 in
fiscal 2008. We also had more revenue recorded in fiscal 2009 for simulators that were already manufactured and for which we signed
sales contracts during the year.
Segment operating income down by 19% over last quarter and 22% year over year
The decrease over last quarter was largely due to lower volume and to a $2.2 million charge resulting from a hedging instrument that
was unwound following the termination of a contract with a customer. The decrease was partially offset by a higher utilization of funds
from our Project Phoenix research and development cost-sharing program. In addition, last quarter we collected $1.7 million from a
customer, a balance that had previously been deemed uncollectible and written-off several years prior.
The decrease year-over-year mainly stems from the $2.2 million financial charge explained above, as well as the impact of foreign
exchange on U.S. and euro-denominated costs and taking into consideration that a majority of our revenue was hedged earlier in the
year at less favorable exchange rates.
Segment operating income was $92.1 million for the year, 3% or $2.8 million lower than last year
This year, SP/C’s operating margin was 19.3%, compared to 21.8% last year. The decrease in operating margin was mainly due to
the depreciation of the Canadian dollar against the U.S. dollar and the euro, negatively impacting our U.S. and euro-denominated
costs, while most of our revenue had been hedged at rates, on average, that were similar to last year’s. In addition, we utilized less
funds from our Project Phoenix research and development cost-sharing program. The decrease was partially offset by the increase in
revenue due to a higher level of activity and more revenue recorded for simulators that had been already manufactured and for which
we signed sales contracts during the year.
Capital employed decreased by $14.8 million from last quarter and increased by $28.0 million over last year
Capital employed was lower than last quarter, mainly due to lower non-cash working capital accounts. This was primarily due to a
higher collection of accounts receivable, a reduction in our inventory levels, and a higher level of accounts payable at year-end.
Capital employed was higher than last year due to higher non-cash working capital accounts. This was primarily due to higher
inventories, partially offset by a higher level of accounts payable at year-end.
Backlog down by 25% over last year
(amounts in millions)
Backlog, beginning of period
+ orders
- revenues
+/- adjustments (mainly FX)
Backlog, end of period
This year’s book-to-sale ratio was 0.80x.
5.2 Military segments
FY2009
381.8
383.2
(477.5)
0.7
288.2
$
$
FY2008
352.8
466.9
(435.3)
(2.6)
381.8
$
$
SIMULATION PRODUCTS/MILITARY
SP/M was awarded $317.7 million in orders this quarter, including:
− Two C-130J full-mission simulators (FMS), one C-130J flight training device (FTD) and complementary training equipment to
Canada’s Department of National Defence (DND) under the Operational Training Systems Provider (OTSP) program;
− One full-mission simulator (FMS) hosting four different types of helicopter cockpits to the Helicopter Academy to Train by
Simulation of Flying (HATSOFF), a joint venture equally owned by Hindustan Aeronautics Limited (HAL) and CAE;
− One C-130J weapon system trainer (WST) to Lockheed Martin for the Indian Air Force;
− One C-130H weapon system trainer (WST) to Lockheed Martin for the Algerian Air Force;
− One engineering flight simulator (EFS) to The Boeing Company to be used in the development of the U.S. Navy P-8A Poseidon
maritime patrol aircraft;
22 | CAE Year-End Financial Results 2009
42 | CAE Annual Report 2009
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Management’s Discussion and Analysis
− One E-3A flight training device (FTD) to the NATO Airborne Early Warning and Control (AEW&C) Program Management Agency
(NAPMA);
− Upgrades to the MH-60L Black Hawk and MH-47G Chinook combat mission simulators (CMS) operated by the U.S. 160th Special
Operations Aviation Regiment–Airborne;
− One MH-60R avionics maintenance trainer (AMT) for the U.S. Navy.
Products and new initiatives
− We launched the next-generation CAE MedallionTM-6000 image generator. The CAE MedallionTM image generator family is our
long-standing visual system designed specifically for the military simulation market;
− We upgraded Warrior Observation Post Vehicle (WOPV) simulators for the British Army and these WOPV simulators completed
acceptance trials at the Royal School of Artillery (RSA) at Larkhill, U.K.;
− We acquired Kestrel Technologies Pte Ltd. and established CAE Singapore operations to serve the military market in Singapore
and throughout Southeast Asia.
Financial results
(amounts in millions
except operating margins)
Revenue
Segment operating income
Operating margins
Amortization & depreciation
Capital expenditures
Capital employed
Backlog
FY2009
483.5
87.7
18.1
11.4
6.5
148.8
893.0
$
$
%
$
$
$
$
FY2008 Q4-2009 Q3-2009 Q2-2009 Q1-2009 Q4-2008
101.5
14.5
14.3
2.8
2.1
68.4
765.1
88.4
13.6
15.4
2.6
1.2
106.7
752.6
125.5
25.7
20.5
2.7
2.2
123.8
714.0
126.0
21.6
17.1
2.3
1.1
139.2
705.6
143.6
26.8
18.7
3.8
2.0
148.8
893.0
383.7
51.7
13.5
10.5
7.3
68.4
765.1
Revenue up by 14% over last quarter and by 41% year over year
The increase over last quarter and year over year mainly stems from a higher level of activity on a number of our simulator contracts
awarded in fiscal 2009, most notably for our various NH90 programs combined with a positive impact from the depreciation of the
Canadian dollar against the U.S. dollar and the euro.
Revenue was $483.5 million this year, 26% or $99.8 million higher than last year
The increase in revenue over last year was mainly due to a higher level of activity on various simulator contracts awarded in fiscal
2009, for both helicopters (NH90, Super Puma) and transport aircraft (C-130, KDC-10), combined with a positive impact from the
depreciation of the Canadian dollar against the U.S. dollar and the euro.
Segment operating income up by 4% over last quarter and by 85% year over year
SP/M’s segment operating income increased over last quarter mainly due to the increase in activity as explained above, which
resulted in the achievement of some important milestones on several of our NH90 programs during this quarter.
The increase year over year mainly stems from a combination of a higher level of activity, a higher utilization of funds from our Project
Phoenix research and development cost-sharing program, an increase in investment tax credits and milestones achieved in this
quarter for some of our NH90 programs.
Segment operating income was $87.7 million this year, 70% or $36.0 million higher than last year
Segment operating income increased mainly due to the above-mentioned higher level of activity, including the achievement of some
important milestones on some of our NH90 programs, the positive impact from the depreciation of the Canadian dollar against the
U.S. dollar and the euro, a higher utilization of funds from our Project Phoenix research and development cost-sharing program and
an increase in investment tax credits.
Capital employed increased by $25.0 million over last quarter and by $80.4 million over last year
The increase this quarter was mainly because of lower accounts payable and accrued liabilities and deposits on contracts.
The increase over last year was mainly due to increased accounts receivable and inventory at year-end, partially offset by a higher
level of accounts payable and accrued liabilities and deposits on contracts.
Backlog up by 17% over last year
(amounts in millions)
Backlog, beginning of period
+ orders
- revenues
+/- adjustments (mainly FX)
Backlog, end of period
This year’s book-to-sale ratio was 1.24x.
FY2009
765.1
599.4
(483.5)
12.0
893.0
$
$
FY2008
635.8
530.0
(383.7)
(17.0)
765.1
$
$
CAE Annual Report 2009 | 43
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Management’s Discussion and Analysis
TRAINING & SERVICES/MILITARY
TS/M was awarded $226.6 million in orders this quarter, including:
− A twenty-year in-service support contract including training devices upgrades and maintenance as well as hardware and software
engineering support under the Operational Training Systems Provider (OTSP) program;
− A three-year NH90 flight simulation training contract with the Norwegian armed forces, awarded to Rotorsim, a consortium with
equal participation between CAE and AgustaWestland;
− We will continue to provide training support services as part of the U.S. Air Force’s C-130J Maintenance and Aircrew Training
System program and C-130E/H Aircrew Training System program, resulting from the exercise of an annual contract option by
Lockheed Martin in their contract with CAE USA;
− We will continue development and services as part of the Synthetic Environment Core (SE Core) program as a result of the
exercise of a contract option by the U.S. Army Program Executive Office for Simulation, Training and Instrumentation (PEO STRI).
Under this program, we operate a rapid database production facility in Orlando, Florida for the U.S. Army.
Services and new initiatives
− We built an AW139 helicopter simulator which entered into service for Rotorsim, the consortium owned equally by CAE and
AgustaWestland in the United States, at our Northeast Training Centre;
− We, along with our consortium partners, Eurocopter, Thales, and Rheinmetall Defence Electronics, inaugurated the world’s first
NH90 helicopter full-mission simulator and the first NH90 training centre at the German Army Aviation School in Bückeburg,
Germany;
− We initiated development to introduce wide area networking at our Medium Support Helicopter Aircrew Training Facility (MSHATF)
in the U.K. This will enable Chinook, Merlin and Puma helicopter aircrews training at MSHATF to be able to participate in
networked training and mission rehearsal exercises with U.K. defence forces at bases around the country.
Financial results
(amounts in millions
except operating margins)
Revenue
Segment operating income
Operating margins
Amortization & depreciation
Capital expenditures
Capital employed
Backlog
FY2009
240.7
38.7
16.1
8.7
22.7
164.5
994.2
$
$
%
$
$
$
$
FY2008 Q4-2009 Q3-2009 Q2-2009 Q1-2009 Q4-2008
54.1
7.6
14.0
1.8
3.4
136.5
789.7
58.9
8.6
14.6
2.2
8.1
160.9
833.3
58.4
11.4
19.5
1.9
5.8
146.6
785.2
56.9
9.6
16.9
2.0
2.4
150.5
789.4
222.5
31.4
14.1
8.1
15.8
136.5
789.7
66.5
9.1
13.7
2.6
6.4
164.5
994.2
Revenue up by 13% over last quarter and by 23% year over year
The increase over last quarter and year over year was mainly attributable to a strong level of activity in our Professional Services
business, combined with revenue from the recently begun maintenance phase of the Synthetic Environment Core (SE Core) program
in the U.S. The year-over-year increase was also attributable to the depreciation of the Canadian dollar against the euro and the
U.S. dollar, partially offset by the strength of the Canadian dollar against the British pound.
Revenue was $240.7 million this year, 8% or $18.2 million higher than last year
The increase was mainly the result of a strong level of activity in our Professional Services business, revenue generated from the
recently begun maintenance phase of the aforementioned SE Core program, the depreciation of the Canadian dollar against the
U.S. dollar and euro and an increased level of effort on some of our maintenance service contracts in Germany. The increase was
partially offset by the strength of the Canadian dollar against the British pound.
Segment operating income up by 6% over last quarter and by 20% year over year
The increase over last quarter was mainly due to higher volume, as well as a cost recovery resulting from annual labour rate reviews
with the Canadian government, partially offset by a lower utilization of funds from our Project Phoenix research and development
cost- sharing program.
The increase year over year was mainly due to higher volume, improved margins on some maintenance services contracts, and a
$1.2 million dividend from a U.K.-based investment of TS/M. There was no dividend from this investment in the fourth quarter of
fiscal 2008. The dividend is a component of TS/M’s recurring business, even though it is not received evenly throughout the year.
Segment operating income was $38.7 million this year, 23% or $7.3 million higher than last year
The increase was mainly due to higher volume, improved margins on some maintenance service contracts and $2.7 million more in
dividends received from a U.K.-based investment.
Capital employed increased by $3.6 million over last quarter and by $28.0 million over last year
The increase this quarter was mainly due to higher non-cash working capital accounts, principally resulting from increased accounts
receivable, offset by an increase in accounts payable and accrued liabilities.
The increase over last year was mainly due to higher accounts receivable and property, plant and equipment at year-end.
24 | CAE Year-End Financial Results 2009
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Backlog up by 26% over last year
(amounts in millions)
Backlog, beginning of period
+ orders
- revenues
+/- adjustments (mainly FX)
Backlog, end of period
This year’s book-to-sale ratio was 2.05x.
Management’s Discussion and Analysis
FY2009
789.7
493.9
(240.7)
(48.7)
994.2
$
$
FY2008
834.4
216.1
(222.5)
(38.3)
789.7
$
$
Combined military performance favourable over last year
Our combined military revenue at $210.1 million represented an increase of $25.7 million or 14% over last quarter, and $54.5 million
or 35% compared to the fourth quarter of fiscal 2008. For fiscal 2009, our $724.2 million combined military revenue represented a
$118.0 million or 19% increase over fiscal 2008. You will find more details in the above Results by segment sections of SP/M and
TS/M.
Results were positively impacted by a series of events including Project Phoenix, additional investment tax credits and higher
dividends from our U.K.-based investment. Going forward we expect our margin to be around 15%. This favourably compares to the
normalized combined military operating margins of 13.1% in fiscal 2008 demonstrating the continuous improved profitability of our
military business.
Combined military book-to-sale ratio for the year was 1.51x.
6. CONSOLIDATED CASH MOVEMENTS AND LIQUIDITY
We actively manage liquidity and regularly monitor the factors that could affect it, including:
− Cash generated from operations, including timing of milestone payments and management of working capital;
− Capital expenditure requirements;
− Scheduled repayments of long-term debt obligations, our credit capacity and expected future debt market conditions.
6.1 Consolidated cash movements
(amounts in millions)
Cash provided by continuing operating activities*
Changes in non-cash working capital
Net cash provided by continuing operations
Maintenance capital expenditures
Other assets
Cash dividends
Free cash flow1
Growth capital expenditures
Deferred development costs
Deferred pre-operating costs
Other cash movements, net
Business acquisitions (net of cash and cash
equivalents acquired)
Proceeds from disposal of discontinued operations
Effect of foreign exchange rate changes on cash and
cash equivalents
Net (decrease) increase in cash before proceeds
FY2009
FY2008
Restated
FY2007 Q4-2009
Restated
Q3-2009
Q4-2008
Restated
$
$
$
290.1 $
276.6 $
219.1 $
75.8 $
(94.6)
(15.7)
20.2
(4.6)
195.5 $
(54.5)
(5.0)
(29.6)
260.9 $
(83.3)
(5.5)
(9.8)
106.4 $
(149.2)
(10.5)
162.3 $
(106.2)
(16.5)
239.3 $
(39.2)
(2.9)
(9.8)
187.4 $
(118.9)
(3.0)
(1.8)
(4.1)
(41.5)
–
17.7
(3.9)
8.0
(41.8)
–
(0.1)
(5.9)
7.9
(4.4)
(3.8)
4.4
71.2 $
(27.7)
(2.0)
(7.6)
33.9 $
(35.1)
(3.1)
0.5
(3.4)
(2.4)
–
0.9
$
$
$
64.6
29.0
93.6
(13.5)
(1.0)
(7.4)
71.7
(38.4)
(3.3)
(1.4)
(7.8)
(0.4)
–
57.7
73.2
130.9
(9.0)
(1.2)
(2.4)
118.3
(39.3)
(2.6)
(3.0)
0.1
(1.1)
–
19.6
12.8
and repayment of long-term debt
$
(83.0) $
1.8 $
63.7 $
(8.7) $
40.0
$
85.2
* before changes in non-cash working capital
On April 1, 2008, we adopted a change to our definition of free cash flow to exclude the growth capital expenditures, capitalized costs
and its corresponding asset-specific financing (including non-recourse debt).
1 Non-GAAP measure (see Section 3.7).
CAE Year-End Financial Results 2009 | 25
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Management’s Discussion and Analysis
Free cash flow was $33.9 million for the quarter
Free cash flow was 53% or $37.8 million lower than last quarter, and 71% or $84.4 million lower year over year mainly due to an
increase in non-cash working capital and an increase in maintenance capital expenditures. Maintenance capital expenditures included
the buyback for one simulator this quarter, while there were no buybacks in either the previous fiscal quarter of the fourth quarter of
fiscal 2008.
Free cash flow was $106.4 million this year
Free cash flow was 34% or $55.9 million lower than last year. The decrease in free cash flow was mainly attributable to an increase in
non-cash working capital and in cash dividends, partially offset by an increase in cash provided by continuing operations and reduced
maintenance capital expenditures. The reduced maintenance capital expenditures was mainly due to the buyback of one simulator in
fiscal 2009 versus three in fiscal 2008.
Maintenance capital expenditures decreased by $28.8 million, while growth capital expenditures increased by $43.0 million
this year
Total capital expenditures of $203.7 million this year included:
− The buyback of a leased simulator that was already part of our network, and therefore included in our maintenance capital
expenditures;
− The ongoing investment to grow our training network.
6.2 Sources of liquidity
We have committed lines of credit at floating rates, each provided by a syndicate of lenders. We and some of our subsidiaries can
borrow funds directly from these credit facilities to cover operating and general corporate expenses and to issue letters of credit and
bank guarantees.
The total amount available through these committed bank lines at March 31, 2009 was $671.2 million, of which $117.8 million
(or 18%) was used for letters of credit. The total amount available as at March 31, 2008 was $573.6 million, of which $129.6 million
(or 23%) was used. Due to the fact that our revolving credit facilities are denominated in U.S. dollars (US$400.0 million) and euros
(€100.0 million), total availability increased due to the depreciation of the Canadian dollar, and to a small decrease in our utilization
compared to the prior year. The applicable interest rate on this revolving term credit facility is at our option, based on the bank’s prime
rate, bankers’ acceptance rates or LIBOR plus a spread which depends on the credit rating assigned by Standard & Poor’s Rating
Services. There were no borrowings under the facilities as at March 31, 2009 nor as at March 31, 2008.
We have an unsecured and uncommitted bank line of credit available in euros totalling $5.0 million (€3.0 million) compared to
$4.9 million (€3.0 million) at March 31, 2008. The line of credit bears interest at a euro base rate. We had not drawn down on this
operating line as at March 31, 2009.
Long-term debt was $480.3 million as at March 31, 2009 compared to $379.8 million at the end of the previous fiscal year. The
short-term portion of the long-term debt was $125.6 million as at March 31, 2009 compared to $27.3 million at the end of the previous
fiscal year. The fluctuations in foreign exchange rates accounted for more than 50% of the variation in debt. Other reasons for the
variation in debt over the year (other than normal contractual amortization of existing debt) are described below.
Upon the acquisition of Sabena, we assumed capital leases related to the leasing of various equipment, simulators, and a building.
The leases have effective interest rates ranging from 3.98% to 6.09%. As at March 31, 2009, we had $17.2 million (€10.3 million)
outstanding.
During fiscal 2009, CAE and its partner obtained $53.1 million (US$42.1 million) of senior collateralized non-recourse financing for the
HATSOFF Helicopter Training Private Limited joint venture, a military aviation training centre in Bangalore, India. The debt begins
semi-annual amortization in September 2013 with a final maturity in September 2025. After taking into consideration the effect of the
USD-Indian rupees cross currency interest rate swap agreement, the fixed interest rate is 10.35% per annum. As at March 31, 2009,
our proportionate (50%) share of the drawn amount of the debt was $7.6 million (US$6.0 million).
We borrowed an additional $14.1 million (€8.4 million) for our 25% share on the debt facility for the German NH90 project for a total of
$68.4 million (€40.9 million). The borrowings bear interest at a EURIBOR rate and are currently swapped to a fixed rate of 4.8%. The
project has €175.5 million in non-recourse financing to finance the build-out of the project. Following the build-out period, the debt will
be non recourse to us with a final maturity in December 2019.
We borrowed, in U.S. dollars, Hong Kong dollars (HKD) and Chinese Yuan Renminbi (RMB or ¥), an additional $24.2 million
(HKD49.0 million, US$5.8 million, ¥48.3 million) for our 49% share on the debt facilities of two FFSs for the Zhuhai Training Centre, for
the expansion of that training centre, as well as the refinancing of existing debt for a total outstanding amount of $46.3 million
(HKD49.0 million, US$21.7 million and ¥59.5 million) at March 31, 2009. In fiscal 2009, we made repayments totalling $8.2 million
(US$2.2 million, ¥29.5 million). The U.S. dollar-based borrowings bear interest on a floating rate basis of U.S. LIBOR plus a spread
ranging from 0.45% to 1% and have maturities between August 2008 and August 2014. The ¥ based borrowings bear interest at the
local rate of interest with final maturities between September 2008 and September 2011. The HKD borrowings bear interest at
HKD HIBOR plus a spread of 1.5% with final maturities in April 2009. The debts are non recourse to us.
We have an unsecured facility in place for $35.0 million to finance the cost of the ERP system. We can draw down on this facility 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 average interest rates on these borrowings are approximately 6.1%. We have borrowed $8.1 million this year, and
as at March 31, 2009, the amount outstanding was $17.1 million.
26 | CAE Year-End Financial Results 2009
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Management’s Discussion and Analysis
We have an unsecured Export Development Canada (EDC) Performance Security Guarantee (PSG) account for $126.0 million
(US$100.0 million). This is an uncommitted revolving facility for performance bonds, advance payment guarantees or similar
instruments. As at March 31, 2009, we had $69.7 million outstanding compared to $54.9 million as at March 31, 2008. Due to the fact
that the majority of the guarantees are issued in U.S. dollars, the variation was principally due to the appreciation of the Canadian
dollar.
We believe that our cash and cash equivalents, access to credit facilities and expected free cash flow will enable the pursued growth
of our business, the payment of dividends and will enable us to meet all other expected financial requirements in the near term.
6.3 Contractual obligations
We enter into contractual obligations and commercial commitments in the normal course of our business. These include debentures
and notes and others. The table below shows when they mature.
Contractual obligations
As at March 31, 2009
(amounts in millions)
Long-term debt
Capital leases
Operating leases
Purchase obligations
Total
2010
$ 122.6
4.0
60.6
7.0
$ 194.2
$
2011
32.9
10.3
59.4
6.1
$ 108.7
2012
$ 27.3
1.9
61.3
7.3
$ 97.8
$
2013
89.8
1.9
47.1
7.5
$ 146.3
2014
$ 35.9
2.0
41.1
–
$ 79.0
Thereafter
$ 147.1
7.3
140.4
–
$ 294.8
Total
$ 455.6
27.4
409.9
27.9
$ 920.8
We also had total availability under the committed credit facilities of $553.4 million available as at March 31, 2009 compared to
$444.0 million at March 31, 2008. Due to the fact that the credit facilities are denominated in U.S. dollars and euros, the increase in
available credit resulted from the depreciation of the Canadian dollar, and to a lower utilization compared to the prior year.
We have purchase obligations related to agreements that are enforceable and legally binding. Most are agreements with
subcontractors to provide services for long-term contracts that we have with our clients. The terms of the agreements are significant
because they set out obligations to buy goods or services in fixed or minimum amounts, at fixed, minimum or variable prices and at
approximate times.
As at March 31, 2009 we had other long-term liabilities that are not included in the table above. These include some accrued pension
liabilities, deferred revenue, deferred gains on assets and various other long-term liabilities. Cash obligations on accrued employee
pension liability depend on various elements including market returns, actuarial gains and losses and the interest rate.
We 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.
7. CONSOLIDATED FINANCIAL POSITION
7.1 Consolidated capital employed
(amounts in millions)
Use of capital:
Non-cash working capital
Property, plant and equipment, net
Other long-term assets
Other long-term liabilities
Total capital employed
Source of capital:
Net debt
Shareholders’ equity
Source of capital
As at March 31
2009
As at March 31
2008
$
(60.4)
1,302.4
473.8
(225.6)
$ 1,490.2
$
285.1
1,205.1
$ 1,490.2
$
$
$
$
(138.1)
1,046.8
380.0
(216.1)
1,072.6
124.1
948.5
1,072.6
Capital employed1 increased 39% over last year
The increase was mainly the result of higher property, plant and equipment, other long-term assets and non-cash working capital,
offset by an increase in other long-term liabilities.
1 Non-GAAP measure (see Section 3.7).
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Management’s Discussion and Analysis
Our return on capital employed1 (ROCE) was 15.8% (14.4% adjusted for operating leases) this year compared to 16.8%
(14.5% adjusted for operating leases) for last year.
Non-cash working capital1 increased by $77.7 million
The increase was mainly from an increase in accounts receivable and inventories, partially offset by an increase in accounts payable
and accrued liabilities.
Net property, plant and equipment up $255.6 million
The increase was mainly from capital expenditures of $203.7 million and foreign exchange of $95.8 million, partially offset by normal
depreciation of $71.3 million.
Net debt higher than last year
The increase was largely caused by an $83.0 million decrease in cash before proceeds and repayment of long-term debt, the
depreciation of the Canadian dollar against our foreign-denominated debt and the assumption of debt held by acquired businesses.
Change in net debt
(amounts in millions)
Net debt, beginning of period
Impact of cash movements on net debt
(see table in the cash movements section)
Business acquisitions and others
Effect of foreign exchange rate changes on long-term debt
Increase (decrease) in net debt during the period
Net debt, end of period
As at March 31
2009
124.1
$
As at March 31
2008
133.0
$
83.0
23.2
54.8
161.0
285.1
$
(1.8)
11.8
(18.9)
(8.9)
124.1
$
Non-recourse project financing
We arranged project financing for the Medium Support Helicopter (MSH) program in 1997 after entering into the program with the
U.K. Ministry of Defence. The contract was awarded to a consortium, CAE Aircrew Training Services Plc (Aircrew).
We have a 12% interest in CVS Leasing Ltd., which owns the simulators operated by the training centre. We manufactured and sold
the FFSs to CVS Leasing Ltd., which then leased them to Aircrew for the full term of the MSH contract. We had a $6.4 million
(£3.5 million) non-recourse debt outstanding as at March 31, 2009. Because we have a majority interest in Aircrew, we have
consolidated their financial statements in our results. Future minimum lease payments associated with the FFSs leased to Aircrew are
$74.5 million as at March 31, 2009 and are included in this section in the discussion of operating leases as contractual obligations.
The amount is also disclosed in the commitments presented in Note 21 to the consolidated financial statements.
In April 2005, Helicopter Flight Training Services GmbH (HFTS), an industrial consortium in which we have 25% ownership,
contracted a project-financing facility of €175.5 million to fund the acquisition of assets needed to fulfill a 14.5-year training services
contract on the NH90 helicopter platform for the German Armed Forces. We account for 25% of the outstanding project-financing debt
using the proportionate consolidation method. This was $68.4 million (€40.9 million) as at March 31, 2009, and was included in the
amount disclosed in Note 12 to the consolidated financial statements.
We increased the amount of financing for the Zhuhai Flight Training Centre this year. The recorded debt represents our 49% joint
venture share of term debt to acquire simulators and repay existing debt maturities, on a non-recourse basis, for the joint venture. The
term debt was arranged through several financial institutions. Borrowings bear interest on a floating rate of U.S. LIBOR plus a spread,
HKD HIBOR plus a spread, and RMB local rate of interest and have various amortizations to August 2014. We had $46.3 million
outstanding (HKD49.0 million, US$21.7 million and ¥59.5 million) as at March 31, 2009. This is included in the amount disclosed in
Note 12 to the consolidated financial statements.
In June 2007, we concluded a non-recourse financing for two newly established civil aviation training centres. The debt is
non recourse to us and is collateralized by the assets of the training centres and is cross-guaranteed and cross-collateralized by the
cash flow generated by the two training centres. The outstanding balance as of March 31, 2009 was $118.2 million (US$68.0 million
and £18.1 million). This is included in the amount disclosed in Note 12 to the consolidated financial statements.
During fiscal 2009, CAE and its partner obtained $53.1 million (US$42.1 million) of senior collateralized non-recourse financing for the
HATSOFF Helicopter Training Private Limited joint venture, a military aviation training centre in Bangalore, India. The debt has a final
maturity of September 2025. As at March 31, 2009, our proportionate (50%) share of the drawn amount of the debt was $7.6 million
(US$6.0 million). This is included in the amount disclosed in Note 12 to the consolidated financial statements.
Shareholders’ equity
The $256.6 million increase in equity was mainly because of higher net earnings ($199.4 million) and other comprehensive income
($74.7 million), partially offset by dividends ($29.6 million).
48 | CAE Annual Report 2009
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Management’s Discussion and Analysis
Outstanding share data
Our articles of incorporation authorize the issue of an unlimited number of common shares, and an unlimited number of preferred
shares issued in series. We had a total of 255,146,443 common shares issued and outstanding as at March 31, 2009 with total share
capital of $430.2 million. We also had 4,211,150 options outstanding, of which 1,959,690 were exercisable. We have not issued any
preferred shares to date.
As at April 30, 2009, we had a total of 255,374,612 common shares issued and outstanding.
Dividend policy
We paid a dividend of $0.03 per share each quarter in fiscal 2009. These dividends were eligible under the Income Tax Act (Canada)
and its provincial equivalents.
Our Board of Directors has the discretion to set the amount and timing of any dividend. The Board reviews the dividend policy once a
year based on the cash requirements of our operating activities, liquidity requirements and projected financial position. We expect to
pay dividends of approximately $31 million based on our current dividend policy and the 255 million common shares outstanding as at
March 31, 2009.
Guarantees
We issued letters of credit and performance guarantees for $115.7 million in the normal course of business this year, compared to
$108.9 million last fiscal year. The amount was higher this year due to more advance payments offset by lower deployment
obligations.
Pension obligations
We maintain defined benefit and defined contribution pension plans. We expect to contribute approximately $2.3 million more than the
annual required contribution for current services to satisfy a portion of the underfunded liability of the defined benefit pension plan. We
will continue to contribute to the underfunded liability until we have met the plan’s funding obligations.
7.2 Variable interest entities
Note 24 to the consolidated financial statements summarizes, by segment, the total assets and total liabilities of the significant entities
in which we have a variable interest (variable interest entities or VIEs). They are listed by segment and include sale and leaseback
structures and partnership arrangements.
Sale and leaseback
We have entered into sale and leaseback arrangements with special purpose entities (SPEs). These arrangements relate to FFSs
used in our training centres for both the military and civil aviation segments. These leases expire at various dates up to 2023, except
for an arrangement that expires in 2037. Typically, we have the option to purchase the equipment at a specific purchase price at a
specific time during the term of the lease. Some leases include renewal options at the end of the term. In some cases, we provided
guarantees of the residual value of the equipment when the leases expire or on the day we exercise our purchase option.
These SPEs are financed by the collateralized long-term debt and third-party equity investors who, in certain cases, benefit from tax
incentives. The equipment serves as collateral for the SPEs’ long-term debt.
Our variable interests in these SPEs are solely through fixed purchase price options and residual value guarantees, except in one
case where it is in the form of equity and subordinated loan. We also provide administrative services to another SPE in return for a
market fee.
Some of these SPEs are VIEs. At the end of fiscal 2009 and 2008, we were the primary beneficiary for one of them. The assets and
liabilities of the VIE are fully consolidated into our consolidated financial statements as at March 31, 2009 and 2008, even before we
classified it as a VIE and CAE as being the primary beneficiary.
We are not the primary beneficiary for any of the other SPEs that are VIEs, and consolidation is not appropriate under the Accounting
Guideline (AcG)-15 of the Canadian Institute of Chartered Accountants Handbook. Our maximum potential exposure to losses relating
to these non-consolidated SPEs was $48.1 million at the end of fiscal 2009 ($42.0 million in 2008).
Partnership arrangements
We enter into partnership arrangements to provide manufactured military simulation products and training and services for the military
and civil segments.
Our involvement with entities related to these partnership arrangements is mainly through investments in their equity and/or in
subordinated loans and through manufacturing and long-term training and services contracts. While some of these entities are VIEs,
we are not the primary beneficiary so these entities have not been consolidated. We continue to account for these investments under
the equity method and record our share of the net earnings or losses based on the terms of the partnership arrangement. As at
March 31, 2009 and 2008, our maximum off balance sheet exposure to losses related to these non-consolidated VIEs, other than from
their contractual obligations, was not material.
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CAE Annual Report 2009 | 49
CAE Year-End Financial Results 2009 | 29
Management’s Discussion and Analysis
7.3 Off balance sheet arrangements
Most of our off balance sheet obligations are from operating lease obligations related to two segments:
− The TS/C segment, which operates a fleet of over 140 simulators in our and other training centres. We have entered into sale and
leaseback transactions with a number of different financial institutions and treat them as operating leases;
− The TS/M segment, which operates a training centre for the MSH project with the U.K Ministry of Defence to provide simulation
services. The operating lease commitments are between the operating company (which has the service agreement with the U.K.
Ministry of Defence) and the asset company (which owns the assets). These leases are non recourse to us.
Sale and leaseback transactions
The sale and leaseback of certain FFSs installed in our global network of training centres is a key element in our financing strategy to
support investment in the civil and military training and services business. It provides us with a cost-effective, long-term source of
fixed-cost financing. A sale and leaseback transaction can only be executed after a FFS has received certification by regulatory
authorities and is installed and available to customers for training.
Sale and leaseback transactions are generally structured as leases with an owner participant. Before completing a sale and leaseback
consolidated transaction, we record the cost to manufacture the simulator as a capital expenditure and include it as a fixed asset on
the consolidated balance sheet. When the sale and leaseback transaction is executed, we record the transaction as a disposal of a
fixed asset and the cash proceeds are comparable to the fair market value of the FFS.
We record the difference between the proceeds received and our manufacturing cost (roughly the margin that we would record if we
had completed a FFS sale to a third party) under deferred gains and other long-term liabilities. We then amortize it 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, we take the guaranteed residual value into income if the value of the underlying FFS
has not decreased.
We did not enter into any additional sale and leaseback transactions this year and as a result, proceeds from the sale and leaseback
of assets are nil for this year and last year.
In fiscal 2009, we bought back one FFS that had initially been financed under a sale and leaseback transaction for a total
consideration of $16.7 million (US$14.0 million), and for which we had an unamortized deferred gain of $7.8 million. This resulted in
an increase of $8.9 million to our property, plant and equipment line.
The table below lists sale and leaseback transactions for FFSs that were in service in TS/C training centres as of March 31, 2009.
They appear as operating leases in our consolidated financial statements.
Existing FFSs under sale and leaseback
(amounts in millions
unless otherwise noted)
SimuFlite
CAE Inc.
Denver training centres
Zhuhai Xiang Yi Aviation
Technology Company
Limited joint venture (1)
Other
Total
Annual lease payments
(upcoming 12 months)
Fiscal year
2002 to 2005
2000 to 2002
2003
Number
of FFSs
(units)
14
3
5
2003
–
5
2
29
Lease
obligations
145.0
$
40.2
69.1
19.9
10.4
284.6
31.9
$
$
(1)
We have a 49% interest in this joint venture.
Initial
term
(years)
10 to 20
20 to 21
20
Imputed
interest
rate
5.5% to 6.7%
6.4% to 7.6%
5.0%
Unamortized
deferred
gain
9.7
19.1
24.0
$
Residual
value
guarantee
–
$
13.1
–
15
3.0%
8 6.55% to 7.0%
–
–
52.8
$
–
–
13.1
$
The rental expenses related to operating leases of the FFSs under the sale and leaseback arrangements were $28.9 million for
fiscal 2009, compared to $27.6 million last year.
You can find more details about operating lease commitments in Notes 21 and 26 to the consolidated financial statements.
7.4 Financial instruments
We are exposed to various financial risks in the normal course of business. We enter into forward and swap contracts to manage our
exposure to fluctuations in foreign exchange rates, interest rates and changes in share price which have an effect on our stock-based
compensation costs. We also continually assess whether the derivatives we use in hedging transactions are effective in offsetting
changes in fair value or cash flows of hedged items. We enter into these transactions to reduce our exposure to risk and volatility, and
not for speculative reasons. We only deal with highly rated counterparties.
30 | CAE Year-End Financial Results 2009
50 | CAE Annual Report 2009
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Management’s Discussion and Analysis
Fair value of financial instruments
The fair value of a financial instrument is the amount at which the financial instrument could be exchanged in an arm’s-length
transaction between knowledgeable and willing parties under no compulsion to act. The fair value of a financial instrument is
determined by reference to the available market information at the balance sheet date. When no active market exists for a financial
instrument, we determine the fair value of that instrument based on valuation methodologies as discussed below. In determining
assumptions required under the valuation model, we primarily use external, readily observable market inputs. Assumptions or inputs
that are not based on observable market data are used when external data is not available. Fair value calculations represent our best
estimate of market conditions on a given date. Considering the variability of the factors used in determining fair value and the volume
of financial instruments, the fair values presented in the consolidated financial statements may not be indicative of the amounts that
we could realize in the current market environment or by immediate settlement of the instruments.
We used the following methods and assumptions to estimate the fair value of financial instruments:
− Cash and cash equivalents, accounts receivable, accounts payable and accrued liabilities are valued at their carrying amounts on
the consolidated balance sheet, which represent an appropriate estimate of their fair value due to their short-term maturities;
− Capital leases are valued using the discounted cash flow method;
− The fair value of long-term debt, the long-term obligation and long-term receivables (including CVS) are estimated based on
discounted cash flows using current interest rates for instruments with similar terms and remaining maturities;
− The fair value of our derivative instruments (including forward contracts, swap agreements and embedded derivatives with
economic characteristics and risks that are not clearly and closely related to those of the host contract) are determined using
valuation techniques and are calculated as the present value of the estimated future cash flows using an appropriate interest rate
yield curve, adjusted for counterparty credit risk. Assumptions are based on market conditions prevailing at each balance sheet
date. Derivative instruments reflect the estimated amounts that we would receive or pay to settle the contracts at the balance sheet
date;
− The fair value of available-for-sale investments which do not have readily available market value is estimated using a discounted
cash flow model, which includes some assumptions that are not supportable by observable market prices or rates.
Counterparty credit risk and our own credit risk have been taken into account in estimating fair value of all financial assets and
liabilities, including derivatives.
Financial risk management
Due to the nature of the activities that we carry out and as a result of holding financial instruments, we are primarily exposed to credit
risk, liquidity risk and market risk, especially foreign currency risk and interest rate risk.
Derivative instruments are used by us to manage market risk against the volatility in foreign exchange rates, interest rates and
stock-based compensation in order to minimize their impact on our results and financial position. Our policy is not to utilize any
derivative financial instruments for trading or speculative purposes. We may choose to designate derivative instruments, either
freestanding or embedded, as hedging items. This process consists of matching derivative hedging instruments to specific assets and
liabilities or to specific firm commitments or forecasted transactions. To some extent, we use non-derivative financial liabilities to
hedge foreign currency exchange rate risk exposures.
Credit risk
Credit risk is defined as our exposure to a financial loss if a debtor fails to meet its obligations in accordance with the terms and
conditions of its arrangements with us, in relation to financial instruments. We are exposed to credit risk on our account receivables
and certain other assets through our normal commercial activities. We are also exposed to credit risk through our normal treasury
activities on our cash and cash equivalents, and derivative financial instrument assets.
Credit risks arising from our normal commercial activities are independently managed and controlled by our four segments, specifically
in regards to customer credit risk. Trade accounts receivable are recognized initially at fair value and subsequently measured at
amortized cost less allowance for doubtful accounts. An allowance for doubtful accounts is established when there is a reasonable
expectation that we will not be able to collect all amounts due according to the original terms of the receivable (see note 6 to the
consolidated financial statements). The carrying amount of the trade accounts receivable is reduced through the use of an allowance
account and the amount of any increase to the allowance is recognized in earnings. When a trade receivable is uncollectible, it is
written-off against the allowance account for trade receivables. Subsequent recoveries of amounts previously written-off are
recognized in earnings.
Our customers are primarily established companies with publicly available credit ratings and government agencies, which facilitates
risk monitoring. In addition, we typically receive substantial non-refundable deposits on contracts. We closely monitor our exposure to
major airlines in order to mitigate our risk to the extent possible. Furthermore, our trade accounts receivable are not concentrated to
any specific customers but rather are from a wide range of commercial and government organizations. As well, our credit exposure is
further reduced by the sale of certain of our accounts receivable to a third-party for cash consideration on a non-recourse basis. We
do not hold any collateral as security. The credit risk on cash and cash equivalents are mitigated by the fact that they are in place with
a diverse syndicate of major Japanese, North American and European financial institutions.
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CAE Year-End Financial Results 2009 | 31
CAE Annual Report 2009 | 51
Management’s Discussion and Analysis
We are exposed to credit risk in the event of non-performance by counterparties to our derivative financial instruments. We use
several measures to minimize this exposure. First we enter into contracts with counterparties that are of high credit quality (mainly
A-rated or better). We signed International Swaps & Derivatives Association, Inc. (ISDA) Master Agreements with the majority of
counterparties we trade derivative financial instruments with. These agreements make it possible to apply full netting of the gross
amounts of the market price assessments, when one of the contracting parties defaults on the agreement, for each of the transactions
covered by the agreement and in force at the time of default. Also, collateral or other security to support derivative financial
instruments subject to credit risk can be requested by us or our counterparties (or both parties, if need be) when the net balance of
gains and losses on each transaction exceeds a threshold defined in the ISDA Master Agreement. Finally, we monitor the credit
standing of counterparties on a regular basis to help minimize credit risk exposure.
Liquidity risk
Liquidity risk is defined as the potential that we cannot meet a demand for cash or meet our obligations as they become due.
We manage this risk by establishing detailed cash forecasts, as well as long-term operating and strategic plans. The management of
consolidated liquidity requires a constant monitoring of expected cash inflows and outflows which is achieved through a detailed
forecast of our consolidated liquidity position, for adequacy and efficient use of cash resources. Liquidity adequacy is assessed in view
of seasonal needs, growth requirements and capital expenditures, and the maturity profile of indebtedness, including off-balance
sheet indebtedness. We manage our liquidity risk to maintain sufficient liquid financial resources to fund our operations and meet our
commitments and obligations. In managing our liquidity risk, we have access to revolving unsecured term-credit facilities of
US$400.0 million and €100.0 million. As well, we have an agreement to sell certain of our accounts receivable up to $50.0 million. We
also constantly monitor any financing opportunities to optimize our capital structure and maintain appropriate financial flexibility.
Market risk
Market risk is defined as our exposure to a gain or a loss to the value of our financial instruments as a result of changes in market
prices, whether those changes are caused by factors specific to the individual financial instruments or its issuer, or factors affecting all
similar financial instruments traded in the market. We are mainly exposed to foreign currency risk and interest rate risk.
Foreign currency risk
Foreign currency risk is defined as our exposure to a gain or a loss in the value of our financial instruments as a result of the
fluctuations in foreign exchange rates. We are exposed to foreign currency rate variability primarily in relation to certain sale
commitments, expected purchase transactions and debt denominated in a foreign currency. As well, our foreign operations are
essentially self-sustaining and these foreign operations’ functional currencies are other than the Canadian dollar (in particular the
U.S. dollar [USD], euro [€] and British pounds [GBP or £]) Our related exposure to the foreign currency rates is primarily through cash
and cash equivalents and other working capital elements of these foreign operations.
The segments also mitigate foreign currency risks by transacting, in their functional currency for material procurements, sale contracts
and financing activities.
We use forward foreign currency contracts and foreign currency swap agreements to manage our exposure from transactions in
foreign currencies and to synthetically modify the currency of exposure of certain balance sheet items. We apply hedge accounting for
a significant portion of forecasted transactions and firm commitments denominated in foreign currencies, designated as cash flow
hedges.
Our foreign currency hedging programs are typically unaffected by changes in market conditions, as related derivative financial
instruments are generally held to maturity, consistent with the objective to fix currency rates on the hedged item.
Our policy is to hedge every new foreign currency-denominated manufacturing contract when it is signed and executed. We generally
hedge future revenue exposure when contracts are signed. During the second quarter of fiscal 2009, we began to create a portfolio of
currency hedging positions intended to mitigate the risk to a portion of future revenues presented by the current high-level volatility of
the Canadian dollar versus the U.S. currency. With respect to the remaining expected future revenues, our manufacturing operations
in Canada remain exposed to changes in the value of the Canadian dollar.
We eliminate the risk associated with the signed contracts by entering into forward exchange contracts (see Note 18 to the
consolidated financial statements for more details). At the end of fiscal 2009, approximately 11% of the total value of the outstanding
contracts was not hedged. The non-hedged portion results from short timing issues between contract signature and hedging
transactions as well as a number of small contracts that remain unhedged. Furthermore, last year, we entered into a hedge to cover
the interest and principal repayment of U.S.-denominated debt maturing in June 2009.
We enter into foreign exchange forward contracts to manage our exposure when we make a sale in a foreign currency. The amount
and timing of the maturity of these forward contracts vary depending on a number of factors, including milestone billings and the use
of foreign materials and/or sub-contractors. We had $708.9 million Canadian dollar equivalent in forward contracts at the end of
fiscal 2009 ($95.6 million on buy contracts and $613.3 million on sales contracts), compared to $650.0 million ($157.7 million on buy
contracts and $492.3 million on sales contracts) at the end of the previous year. The increase on sales contracts was mainly because
of the creation of the portfolio of currency hedging future revenues, and of a higher number of foreign currency denominated revenue
contracts being hedged. The decrease on buy contracts was mainly because of hedges on foreign currency costs incurred in our
manufacturing process that expired at the end of the second quarter.
52 | CAE Annual Report 2009
32 | CAE Year-End Financial Results 2009
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Management’s Discussion and Analysis
Foreign currency sensitivity analysis
Foreign currency risk arises on financial instruments that are denominated in a foreign currency. Assuming a reasonably possible
strengthening of 5% in the relevant foreign currency against the Canadian dollar for the year ended March 31, 2009, the pre-tax
effects on net earnings would have been a negative net adjustment of $2.5 million and a negative net adjustment of $24.6 million on
OCI.
Interest rate risk
Interest rate risk is defined as our exposure to a gain or a loss to the value of our financial instruments as a result of the fluctuations in
interest rates. We bear some interest rate fluctuation risk on our floating rate long-term debt and some fair value risk on our fixed
interest long-term debt. We mainly manage interest rate risk by fixing project-specific floating rate debt in order to reduce cash flow
variability. We also have a floating rate debt through an unhedged bank borrowing, a specific fair value hedge and other asset-specific
floating rate debt. A mix of fixed and floating interest rate debt is sought to reduce the net impact of fluctuating interest rates.
Derivative financial instruments used to synthetically convert interest rate exposures are mainly on interest rate swap agreements.
We use financial instruments to manage our exposure to changing interest rates and to adjust our mix of fixed and floating interest
rate debt on long-term debt. The mix was 72% fixed-rate and 28% floating-rate at the end of this year, the same as the previous year.
Interest rate sensitivity analysis
Our interest rate hedging programs are typically unaffected by changes in market conditions, as related derivative financial
instruments are generally held-to-maturity to ensure proper asset and liability management matching, consistent with the objective to
reduce risks arising from interest rate movements. As a result, the changes in variable interest rates do not have a significant impact
on our consolidated net income and other comprehensive income.
Stock-based compensation cost
Since March 2004, we have entered into equity swap agreements with two major Canadian financial institutions to reduce our cash
and net earnings exposure to fluctuations in our share price relating to the DSU and LTI-DSU programs. Pursuant to the agreement,
we receive 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 our share
price impacting the cost of the DSU and LTI-DSU programs and is reset monthly. As at March 31, 2009, the equity swap agreements
covered 2,155,000 common shares.
Hedge of self-sustaining foreign operations
We have designated a portion of our senior notes totalling US$33.0 million as at March 31, 2009 (2008 – US$33.0 million), as a hedge
of self-sustaining foreign operations and it is being used to hedge our exposure to foreign exchange risk on these investments. Gains
or losses on the translation of the designated portion of our senior notes are recognized in other comprehensive income to offset any
foreign exchange gains or losses on translation of financial statements of self-sustaining foreign operations. During the third quarter of
fiscal 2008, US$60.0 million of senior notes, maturing in June 2009, was de-designated as a hedge of self-sustaining foreign
operations. Accordingly, from the de-designation date, the change in carrying value of this portion of the senior notes as a result of
change in foreign currency is recorded in earnings. However, a highly effective cash flow hedge was obtained to cover the interest
payments and final maturity of this debt.
Refer to the Consolidated Statements of Comprehensive Income for the total amount of the change in fair value of financial
instruments designated as cash flow hedge recognized in income for the period and total amount of gains and losses recognized in
other comprehensive income. Also, refer to Note 18 of the consolidated financial statements for the classification of financial
instruments and to Note 19 of the consolidated financial statements for amounts of gains and losses associated with financial
instruments, including derivatives not designated in a hedging relationship.
8. ACQUISITIONS, BUSINESS COMBINATIONS AND DIVESTITURES
8.1 Acquisitions
Fiscal 2009 acquisitions
We acquired three businesses for a total cost, including acquisition costs, of $64.3 million which was payable primarily in cash of
$43.9 million and assumed debt of $20.4 million. The total cost does not include potential additional consideration of $6.3 million that
is contingent on certain conditions being satisfied, which, if met, would be recorded as additional goodwill.
Sabena Flight Academy
During the first quarter of fiscal 2009, we acquired Sabena Flight Academy (Sabena). Sabena offers cadet training, advanced training
and aviation consulting for airlines and self-sponsored pilot candidates.
Academia Aeronautica de Evora S.A.
During the second quarter of fiscal 2009, we increased our participation in Academia Aeronautica de Evora S.A. (AAE) to 90%
in a non-cash transaction.
Kestrel Technologies Pte Ltd
During the third quarter of fiscal 2009, we acquired Kestrel Technologies Pte Ltd (Kestrel) which provides consulting and
professional services, and provides simulator maintenance and technical support services.
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CAE Annual Report 2009 | 53
CAE Year-End Financial Results 2009 | 33
Management’s Discussion and Analysis
Fiscal 2008 acquisitions
We acquired four businesses for a total cost, including acquisition costs, of $52.4 million which was payable primarily in cash. The
total costs did not include potential additional consideration of $12 million that is contingent on certain conditions being satisfied,
which, if met, would be recorded as additional goodwill.
Engenuity Technologies Inc.
During the first quarter of fiscal 2008, we acquired Engenuity Technologies Inc. (Engenuity) which develops commercial-off-the-
shelf (COTS) simulation and visualization software for the aerospace and defence markets.
MultiGen-Paradigm Inc.
During the first quarter of fiscal 2008, we acquired MultiGen-Paradigm Inc. (MultiGen), a supplier of real-time COTS software for
creating and visualizing simulation solutions and creating industry standard visual simulation file formats.
Macmet Technologies Limited
During the second quarter of fiscal 2008, we acquired 76% of the outstanding shares of Macmet Technologies Limited (Macmet).
Macmet assembles, repairs and upgrades flight simulators, tank and gunnery trainers, as well as develops software required for
simulations.
As part of this agreement, we were given a call option on the remaining 24% of outstanding shares. The call option expires six years from
the acquisition completion date. At the expiry of the call option period, the remaining shareholders of Macmet can exercise a put option
and require us to purchase the remaining outstanding shares. As such, we consider that all outstanding shares have been purchased and
100% of Macmet’s results have been consolidated by us since the acquisition date.
Flightscape Inc.
During the second quarter of fiscal 2008, we acquired Flightscape Inc. (Flightscape), which provides expertise in flight data analysis
and flight sciences and develops software solutions that enable the effective study and understanding of recorded flight data to
improve safety, maintenance and flight operations.
During the third quarter of fiscal 2009, we recorded an additional purchase price for Flightscape of $3.0 million settled in cash and
reduced the additional potential consideration of $12.0 million to $1.0 million which, if met, would be recorded as additional goodwill.
The additional purchase price was recorded as goodwill.
The net assets of Sabena, AAE and Flightscape are included in the Training & Services/Civil segment. The net assets of Kestrel,
MultiGen and Macmet are included in Simulation Products/Military. The net assets of Engenuity are segregated between the
Simulation Products/Military and Training & Services/Military segments.
The above-listed acquisitions were accounted for under the purchase method and the operating results have been included from their
acquisition date.
8.2 Discontinued operations
CAE Elektronik GmbH Telecommunication Department
During fiscal 2008, we decided to discontinue our German telecommunication department. This department develops and sells unified
messaging software for various clients and other office software solutions. As well, the business offers services in both standardized
and customer-specific software communication solutions for voice-over-IP and ISDN environment. CAE Elektronik GmbH divested its
telecommunication department through a sales agreement with an exclusive buyer. The transaction resulted in the recognition of a net
loss in discontinued operations amounting to $2.2 million, net of a tax recovery of $1.0 million during the fourth quarter of fiscal 2008.
Forestry Systems
On May 2, 2003, we completed the sale of one of our Forestry Systems businesses to Carmanah Design and Manufacturing. We were
entitled to receive further consideration based on the performance of the business. During the first quarter of fiscal 2007, a settlement
was concluded and we received a payment of $0.2 million (net of tax expense of $0.1 million).
On August 16, 2002, we sold substantially all the assets of the sawmill division of our Forestry Systems. We were 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, we were notified by the buyers that, in their view, the targeted level of operating
performance which would trigger further payment had not been achieved. We completed a review of the buyers’ books and records
and, in January 2006, launched legal proceedings to collect the payment that we believe is owed to us. Prior to the termination of the
arbitration, for fiscal 2008 and 2007, we incurred fees in connection with the evaluation and litigation exercise amounting to $1.2 million
(net of tax recovery of $0.2 million) and $0.9 million (net of tax recovery of $0.2 million), respectively.
34 | CAE Year-End Financial Results 2009
54 | CAE Annual Report 2009
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Management’s Discussion and Analysis
Until April 2008, we were in arbitration with the buyer because of this dispute. The arbitration ceased mid-way in April 2008 when the
buyer was the subject of a petition for receivership and was understood to be insolvent. A write-off, in the amount of $8.5 million (net
of a tax recovery of $1.5 million), was accounted for in fiscal 2008 because, in accordance with the relevant accounting
pronouncements, we deemed that the impairment conditions existed at the date of our fiscal 2008 consolidated financial statements.
9. BUSINESS RISK AND UNCERTAINTY
We operate in several industry segments that have various risks and uncertainties. Management and the Board discuss the principal
risks facing our business, particularly during the annual strategic planning and budgeting processes. The risks and uncertainties
described below are risks that could materially affect our business, financial condition and results of operation. These risks are
categorized as industry-related risks, risks specific to CAE and risks related to the current market environment. These are not
necessarily the only risks we face; additional risks and uncertainties that are presently unknown to us or that we may currently deem
immaterial may adversely affect our business.
Management attempts to mitigate risks that may affect our future performance through a process of identifying, assessing, reporting
and managing risks that are significant from a corporate perspective.
9.1 Risks relating to the industry
Competition
We sell our simulation equipment and training services in highly competitive markets and new entrants are emerging and others are
positioning themselves to take advantage of expected market demand. Some of our competitors are larger than we are, 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 when competing for projects
for these organizations. We also face competition from Alteon Training L.L.C., a Boeing subsidiary, which may have certain pricing
and other competitive advantages over CAE due to its status within the Boeing group of companies.
We obtain most of our contracts through competitive bidding processes that subject us to the risk of spending a substantial amount of
time and effort on proposals for contracts that may not be awarded to us. We cannot be certain that we will continue to win contracts
through competitive bidding processes at the same rate as we have in the past.
Reduced demand resulting from the recessionary economy and credit constraints for civil market products can lead to heightened
competition for each available sale. This in turn may lead to a reduction in profit on sales won during such a period.
Level of defence spending
A significant portion of our revenue comes from sales to military customers around the world. In fiscal 2009, for example, sales by the
SP/M and TS/M segments accounted for 44% of our revenue. We are either the primary contractor or a subcontractor for various
programs by Canadian, U.S., European, and other foreign governments. If funding for a government program is cut, we could lose
future revenue, which could have a negative effect on our operations. If countries we have contracts with significantly lower their
military spending, there could be a material negative effect on our sales and earnings.
Civil aviation industry
A significant portion of our revenue comes from supplying equipment and training services to the commercial and business airline industry.
Most airlines faced financial difficulties in fiscal 2009, due both to surging costs for jet fuel (alleviated in the latter part of the year for
some, but hedging positions extended the pain for others) and the global credit crisis and ensuing economic recession which has
resulted in air cargo and traffic declines.
If fuel prices return to high levels for a sustained period, there could possibly be a greater impetus for airlines to replace older, less
fuel efficient aircraft. However, higher fuel costs could also limit the airlines’ available financial resources, and could potentially cause
deliveries of new aircraft to be delayed or cancelled. Such a reaction would negatively affect the demand for our training equipment
and services.
Constraints in the credit market leading to the higher cost, and diminished availability of credit may reduce the ability of airlines and
others to purchase new aircraft, negatively affecting the demand for our training equipment and services and to purchase our
products. However, both Airbus and Boeing have announced credit availability for their customers.
We are also exposed to credit risk on accounts receivable from our customers. We have adopted policies to ensure we are not
significantly exposed to any individual customer. Our policies include analyzing the financial position of our customers and regularly
reviewing their credit quality. We also subscribe from time to time to credit insurance and, in some instances, require a bank letter of credit.
Regulatory rules imposed by aviation authorities
We are required to comply with regulations imposed by aviation authorities. These regulations may change without notice, which could
disrupt our sales and operations. Any changes imposed by a regulatory agency, including changes to safety standards imposed by
aviation authorities such as the U.S. Federal Aviation Administration, could mean we have to make unplanned modifications to our
products and services, causing delays and resulting in cancelled sales. We cannot predict the impact that changing laws or
regulations might have on our operations. Any changes could have a materially negative effect on our results of operations or financial
condition.
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CAE Annual Report 2009 | 55
CAE Year-End Financial Results 2009 | 35
Management’s Discussion and Analysis
Sales or licences of certain CAE products require regulatory approvals
The sale or licence of many of our products are subject to regulatory controls. These can prevent us from selling to certain countries
and require us to obtain from one or more governments an export licence or other approvals to sell certain technology such as
military-related simulators or other training equipment, including military data or parts. These regulations change often and we cannot
be certain that we will be permitted to sell or license certain products to customers, which could cause a potential loss of revenue for
us. Failing to comply with any of these regulations in countries where we operate could result in fines and other material sanctions.
Government-funded military programs
Like most companies that supply products and services to governments, we can be audited and reviewed from time to time. Any
adjustments that result from government audits and reviews may have a negative effect on our results of operations. Some costs may
not be reimbursed or allowed in negotiations of fixed-price contracts. We may also be subject to a higher risk of legal actions and
liabilities than companies that cater only to the private sector, which could have a materially negative effect on our operations.
If we fail to comply with government regulations and requirements, we could be suspended or barred from government contracts or
subcontracts for a period of time, which would negatively affect our revenue from operations and profitability and could have a
negative effect on our reputation and ability to procure other government contracts in the future.
9.2 Risks relating to the Company
Product evolution
The civil aviation and military markets we operate in are characterized by changes in customer requirements, new aircraft models and
evolving industry standards. If we do not accurately predict the needs of our existing and prospective customers or develop product
enhancements that address evolving standards and technologies, we may lose current customers and be unable to bring on new
customers. This could reduce our revenue. The evolution of the technology could also have an impact on the value of our fleet of FFSs.
Research and development activities
We carry out some of our research and development initiatives with the financial support of government, including the Government of
Québec through Investissement Québec and the Government of Canada through the Strategic Aerospace and Defence Initiative
(SADI) and Technology Partnerships Canada. We may not in the future be able to replace these existing programs with other
government risk-sharing programs of comparable benefit to us, which could have a negative impact on our financial performance and
research and development activities.
Fixed-price and long-term supply contracts
We provide our products and services mainly through fixed-price contracts that require us to absorb cost overruns, even though it can
be difficult to estimate all of the costs associated with these contracts or to accurately project the level of sales we may ultimately
achieve. In addition, a number of contracts to supply equipment and services to commercial airlines and defence organizations are
long-term agreements that run up to 20 years. While some of these contracts can be adjusted for increases in inflation and costs, the
adjustments may not fully offset the increases, which could negatively affect the results of our operations.
Procurement and OEMs encroachment
We are required to procure data, parts, equipment and many other inputs from a wide variety of OEMs and sub-contractors. We are
not always able to find two or more sources for inputs we need, and in the case of specific aircraft simulators and other training
equipment, significant inputs can only be sole-sourced. We may therefore be vulnerable to delivery schedule delays, the financial
condition of the sole-source suppliers and their willingness to deal with us. Within their corporate groups, some sole-source suppliers
include businesses that compete with parts of our business.
Warranty or other product-related claims
We manufacture simulators that are highly complex and sophisticated. These may contain defects that are difficult to detect and
correct. If our products fail to operate correctly or have errors, there could be warranty claims or we could lose customers. Correcting
these defects could require significant capital investment. If a defective product is integrated into our customer’s equipment, we could
face product liability claims based on damages to the customer’s equipment. Any claims, errors or failures could have a negative
effect on our operating results and business. We cannot be certain that our insurance coverage will be sufficient to cover one or more
substantial claims.
Product integration and program management risk
Our business could be negatively affected if our products do not successfully integrate or operate with other sophisticated software,
hardware, computing and communications systems that are also continually evolving. If we experience difficulties on a project or do
not meet project milestones, we may have to devote more engineering and other resources than originally anticipated. While we
believe we have recorded adequate provisions for risks of losses on fixed-price contracts, it is possible that fixed-price and long-term
supply contracts could subject us to additional losses that exceed obligations under the terms of the contracts.
Protection of intellectual property
We rely in part on trade secrets and contractual restrictions, such as confidentiality agreements and licenses, to establish and protect
our proprietary rights. These may not be effective in preventing a misuse of our technology or in deterring others from developing
similar technologies. We may be limited in our ability to acquire or enforce our intellectual property rights in some countries.
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Management’s Discussion and Analysis
Intellectual property
Our products contain sophisticated software and computer systems that are supplied to us by third parties. These may not always be
available to us. Our production of simulators often depends on receiving confidential or proprietary data on the functions, design and
performance of a product or system that our simulators are intended to simulate. We may not be able to obtain this data on
reasonable terms, or at all.
Infringement claims could be brought against us or against our customers. We may not be successful in defending these claims and
we may not be able to develop processes that do not infringe on the rights of third parties, or obtain licenses on terms that are
commercially acceptable, if at all.
Litigation related to our intellectual property rights could be lengthy and costly and could negatively affect our operations or financial
results, whether or not we are successful in defending a claim.
Key personnel
Our continued success will depend in part on our ability to retain and attract key personnel with the relevant skills, expertise and
experience. Our compensation policy is designed to mitigate this risk.
Environmental liabilities
We use, generate, store, handle and dispose of hazardous materials at our operations, and used to at some of our discontinued or
sold operations. Past operators at some of our sites also carried out these activities.
New laws and regulations, stricter enforcement of existing laws and regulations, the discovery of previously unknown contamination,
new clean-up requirements or claims on environmental indemnities we have given may mean we have to incur substantial costs. This
could have a materially negative effect on our financial condition and results of operations.
We have made provisions for claims we know about and remediation we expect will be required, but there is a risk that our provisions
are not sufficient.
In addition, our discontinued operations are largely uninsured against such claims, so an unexpectedly large environmental claim
against a discontinued operation could reduce our profitability in the future.
Liability claims arising from casualty losses
Because of the nature of our business, we may be subject to liability claims, including claims for serious personal injury or death,
arising from:
− Accidents or disasters involving training equipment we have sold or aircraft for which we have provided training equipment or
services;
− Our pilot provisioning;
− Our live flight training operations.
We may also be subject to product liability claims relating to equipment and services that our discontinued operations sold in the past.
We cannot be certain that our insurance coverage will be sufficient to cover one or more substantial claims.
Integration of businesses acquired
The success of our acquisitions depend on our ability to crystallize synergies both in terms of successfully marketing our broadened
product offering as well as efficiently consolidating the operations of the business acquired into our existing operations.
Enterprise resource planning
We are investing time and money in an ERP system. If the system does not operate as expected or when expected, it may be difficult
for us to claim compensation or correction from any third party. We may not be able to realize the expected value of the system and
this may have a negative effect on our operations, profitability and reputation.
Length of sales cycle
The sales cycle for our products and services is long and unpredictable, ranging from 6 to 18 months for civil aviation applications and
from 6 to 24 months or longer for military applications. During the time when customers are evaluating our products and services, we
may incur expenses and management time. Making these expenditures in a quarter that has no corresponding revenue will affect our
operating results and could increase the volatility of our share price. We may pre-build certain products in anticipation of orders to
come and to facilitate a faster delivery schedule to gain competitive advantage; if orders for those products do not materialize when
expected, we have to carry the pre-built product in inventory for a period of time until a sale is realized.
9.3 Risks relating to the market
Foreign exchange
Approximately 95% of our revenue is generated in foreign currencies and this will continue to be the case. Conversely, a larger
proportion of our operating expenses are in Canadian dollars. Any significant change in the value of the Canadian dollar will cause
volatility in our results of operations, cash flow and financial condition from period to period. If the Canadian dollar increases in value,
it will negatively affect our foreign currency-denominated revenue and hence our financial results. If the Canadian dollar decreases in
value, it will negatively affect our foreign currency-denominated costs and our competitive position compared to other equipment
manufacturers in jurisdictions where operating costs are lower. We have various hedging programs to partially offset this exposure.
However, our currency hedging activities may not successfully mitigate foreign exchange risk.
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Management’s Discussion and Analysis
Availability of capital
Our main credit facility is up for renewal in fiscal 2011. We cannot determine at this time whether the credit facility will be renewed at
the same cost, for the same five year duration and on similar terms as were previously available four years ago.
Pension plans
Pension funding is based on actuarial estimates and is subject to limitations under applicable income tax and other regulations.
Actuarial estimates prepared during the year were based on assumptions related to projected employee compensation levels at the
time of retirement and the anticipated long-term rate of return on pension plan assets. The actuarial funding valuation reports
determine the amount of cash contributions that we are required to contribute into the registered retirement plans. The latest funding
reports show the pension plans to be in a solvency deficit position. Therefore, we are required to make cash funding contributions. As
the pension fund assets consist of a mix of bonds and equities, recent market conditions have reduced the market value of the
pension fund assets. If this reduced level of pension fund assets persists to the date of the next funding valuations, we will be required
to increase our cash funding contributions, reducing the availability of such funds for other corporate purposes.
Doing business in foreign countries
We have operations in over 20 countries and sell our products and services to customers around the world. Sales to customers
outside Canada and the U.S. made up approximately 60% of revenue in fiscal 2009. We expect sales outside Canada and the U.S. to
continue to represent a significant portion of revenue for the foreseeable future. As a result, we are subject to the risks of doing
business internationally.
These are the main risks we are facing:
− Change in laws and regulations;
− Tariffs, embargoes, controls and other restrictions;
− General changes in economic and geopolitical conditions;
− Complexity and risks of using foreign representatives and consultants.
10. CHANGES IN ACCOUNTING STANDARDS
10.1 Significant changes in accounting standards – fiscal 2007 to 2009
We prepare our financial statements according to Canadian GAAP as published 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 (EIC) Abstracts.
Stock-based compensation for employees eligible to retire before the vesting date
In the third quarter of fiscal 2007, we adopted EIC-162, Stock-based Compensation for Employees Eligible to Retire Before the
Vesting Date. This change was required for all companies under Canadian GAAP for interim financial statements ending on or after
December 31, 2006.
The abstract stipulates that the stock-based compensation expense for employees who will become eligible for retirement during the
vesting period be recognized over the period from the grant date to the date the employee becomes eligible to retire. In addition, if an
employee is eligible to retire on the grant date, the compensation expense is recognized at that date. The abstract also requires us to
retroactively restate prior periods.
Adopting EIC-162 had the following impact on our consolidated financial statements:
− It increased contributed surplus by $0.2 million on April 1, 2005, and decreased contributed surplus by $0.2 million on April 1, 2006;
− It resulted in a cumulative charge of $1.9 million to retained earnings on April 1, 2004, $1.6 million on April 1, 2005 and $2.9 million
on April 1, 2006;
− It increased the stock-based compensation expense by $2.2 million for fiscal year 2006 and had no impact for fiscal 2005;
− It had an impact on our basic and diluted earnings per share of $0.01 for fiscal 2006, and a nil impact for fiscal 2007 and fiscal 2005.
Accounting changes
On April 1, 2007, we adopted CICA Handbook Section 1506, Accounting Changes. This standard establishes criteria for changing
accounting policies, along with the accounting treatment and disclosure regarding changes in accounting policies, estimates and
correction of errors. The adoption of this revised standard had no effect on our consolidated statements.
Financial instruments and hedging relationships
On April 1, 2007, we adopted CICA Handbook Section 1530, Comprehensive Income, Section 3855, Financial Instruments –
Recognition and Measurement and Section 3865, Hedges, which provide accounting guidelines for recognition and measurement of
financial assets, financial liabilities and non-financial derivatives, and describe when and how hedge accounting may be applied.
Our adoption of these financial instrument standards resulted in changes in the accounting for financial instruments and hedges. The
impact of these new standards is presented as a transitional adjustment in opening retained earnings and opening accumulated other
comprehensive loss, as applicable.
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The following table summarizes the required transition adjustment upon adoption of the relevant standards as at April 1, 2007:
Management’s Discussion and Analysis
(amounts in millions)
Financial instruments classified as held-for-trading
Effect of discontinued hedging relations
Carrying value difference of financial instruments recognized as held-to-
maturity, loans and receivables and other financial liabilities carried at
amortized cost using the effective interest method
Fair value of cash flow hedge
Effect of initial recognition of embedded derivatives
Other
Income tax adjustment
Retained earnings
(0.3)
(2.6)
$
Accumulated other
comprehensive loss
–
–
$
(0.1)
(0.1)
(9.4)
0.3
3.9
(8.3)
$
–
(6.0)
–
0.9
1.6
(3.5)
$
Financial instruments – disclosures and presentation
Effective April 1, 2008, we adopted CICA Handbook Section 3862, Financial Instruments – Disclosures and Section 3863, Financial
Instruments – Presentation, issued to replace Section 3861, Financial Instruments – Disclosure and Presentation. Under CICA 3862,
an entity is required to disclose information that enables users to evaluate the significance of financial instruments on an entity’s
financial position and performance, to evaluate the nature and extent of risks, such as credit risk, liquidity risk and markets risks,
arising from financial instruments to which the entity is exposed during the period and at the consolidated balance sheet date, and to
evaluate how the entity monitors and manages those risks.
Section 3863 carries forward standards for presentation of financial instruments and non-financial derivative instruments and provides
additional guidance for the classification of financial instruments, from the perspective of the issuer, between liabilities and equity, the
classification of related interest, dividends, gains and losses, and circumstances in which financial assets and financial liabilities are
offset.
The adoption of these standards did not have any impact on the classification and measurement of our consolidated financial
statements. The new disclosures pursuant to these new CICA handbook sections are included in Note 18 of our consolidated financial
statements. Comparative information about the nature and extent of risks arising from financial instruments is not required in the year
Section 3862 is adopted.
Reclassification of financial assets
In October 2008, the CICA issued amendments to Handbook Section 3855, Financial Instruments – Recognition and Measurement
and Section 3862, Financial Instruments – Disclosures. These amendments permit the reclassification of financial assets out of
held-for-trading and available-for-sale categories in specified circumstances. The amendments are applicable to us for periods
beginning on or after July 1, 2008. There were no adjustments to our consolidated financial statements upon adoption of this new
standard.
Credit risk and fair value of financial assets and financial liabilities
During the fourth quarter of fiscal 2009, we adopted EIC-173, Credit Risk and Fair Value of Financial Assets and Financial Liabilities.
This abstract stipulates that counterparties’ credit risk and an entity’s own credit risk should be taken into account when estimating the
fair value of all financial assets and financial liabilities, including derivatives. The abstract permits retroactive application with or
without restatement of prior periods. We apply the abstract retrospectively without restatement of prior periods and as such, EIC-173
was applied April 1, 2008.
Accordingly, we have remeasured our financial instruments carried at fair value as at April 1, 2008, to take such risks into account.
The application of EIC-173 did not have a material net impact on our consolidated financial statements.
Capital disclosures
Effective April 1, 2008, we adopted CICA Handbook Section 1535, Capital Disclosures, which establishes guidelines for the disclosure
of information regarding an entity’s capital and how it is managed. This standard requires disclosure of an entity’s objectives, policies
and processes for managing capital, quantitative data about what the entity regards as capital and whether the entity has complied
with any capital requirements and, if it has not complied, the consequences of such non-compliance. The new disclosures are
included in Note 17 of our consolidated financial statements.
Inventories
Effective April 1, 2008, we adopted CICA Handbook Section 3031, Inventories, which replaced existing Section 3030 with the same
title. The new section specifies the measurement of inventory to be at the lower of cost and net realizable value with the requirement
to reverse previous write-downs in certain circumstances. It provides more extensive guidance on the determination of cost including
allocation of overhead, and narrows the permitted cost formula to apply for the recognition to expense as well as expanding disclosure
requirements. There were no adjustments to our consolidated financial statements upon adoption of this new standard. The new
disclosures are included in Note 7 of our consolidated financial statements.
General standards of financial statement presentation
Effective April 1, 2008, we adopted CICA revised Handbook Section 1400, General Standards of Financial Statement Presentation. The revision
to this section provides additional guidance related to management’s assessment of our ability to continue as a going concern. There
were no adjustments to our consolidated financial statements upon adoption of this new standard.
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Management’s Discussion and Analysis
10.2 Future changes in accounting standards
Intangible assets
In February 2008, the AcSB issued the new CICA Handbook Section 3064, Goodwill and Intangible Assets, replacing Sections 3062,
Goodwill and Other Intangible Assets, and 3540, Research and Development Costs. New Section 3064 incorporates material from
International Accounting Standard (IAS) 38, Intangible Assets, addressing when an internally developed intangible asset meets the
criteria for recognition as an asset. EIC-27, Revenues and Expenditures during the Pre-Operating Period, will no longer apply to
entities that have adopted Section 3064. For us, these changes are effective for interim and annual financial statements beginning on
April 1, 2009 and will be adopted on a retrospective basis.
We currently defer and amortize pre-operating costs on a straight-line basis over five years, but will cease this treatment upon
adoption of Section 3064. The estimated impact of adopting this accounting standard, on a retrospective basis to our consolidated
statement of earnings for years ended March 31 is:
(amounts in millions)
Deferred pre-operating costs, net of non-cash items
Income tax adjustment
Adjustment to net earnings
2009
2.2
(0.5)
1.7
$
$
2008
(0.9)
(0.5)
(1.4)
$
$
As at March 31, 2009, the impact of adopting this future change to other assets on our consolidated balance sheet will be a decrease
of $10.4 million. The shareholders’ equity at April 1, 2007, will decrease by $8.6 million, net of tax recovery of $3.6 million.
Our treatment regarding R&D costs will not be impacted as a result of this future change in accounting standard.
Business Combinations, Consolidated Financial Statements and Non-Controlling Interests
In December 2008, the CICA approved three new accounting standards Handbook Section 1582, Business Combinations, Section
1601, Consolidated Financial Statements, and Section 1602, Non-Controlling Interests, replacing Section 1581, Business
Combinations and Section 1600, Consolidated Financial Statements. Section 1582 provides the Canadian equivalent to
IFRS 3 – Business Combinations (January 2008) and Sections 1601 and 1602 to IAS 27 – Consolidated and Separate Financial
Statements (January 2008). Section 1582 requires additional use of fair value measurements, recognition of additional assets and
liabilities, and increased disclosure for the accounting of a business combination. The section applies prospectively to business
combinations for which the acquisition date is on or after the beginning of the first annual reporting period beginning on or after
January 1, 2011. Entities adopting Section 1582 will also be required to adopt Sections 1601 and 1602. Section 1601 establishes
standards for the preparation of consolidated financial statements. Section 1602 establishes standards for accounting for a
non-controlling interest in a subsidiary in consolidated financial statements subsequent to a business combination. These standards
will require a change in the measurement of non-controlling interest and will require the non-controlling interest to be presented as
part of shareholders’ equity on the balance sheet. In addition, net earnings will include 100% of the subsidiary’s results and present
the allocation between the controlling interest and non-controlling interest. These standards apply to interim and annual consolidated
financial statements relating to fiscal years beginning on or after January 1, 2011. Earlier adoption is permitted. All three standards are
effective at the same time Canadian public companies will have adopted IFRS, for fiscal year beginning on or after January 1, 2011.
We are currently evaluating the impact of this standard on our consolidated financial statements.
International Financial Reporting Standards (IFRS)
In February 2008, the Canadian Accounting Standards Board (AcSB) confirmed January 1, 2011 as the date IFRS will replace current
Canadian GAAP for publicly accountable enterprises. While Canadian GAAP and IFRS are both principles-based and use comparable
conceptual frameworks, there are significant recognition, measurement, presentation and disclosure differences. In the period leading
up to the transition date, the AcSB is expected to issue accounting standards that are converged with IFRS, intentionally mitigating the
impact of adopting IFRS at the changeover date.
We plan to prepare our interim and annual financial statements in accordance with IFRS for periods commencing on April 1, 2011.
Our IFRS changeover plan
We have developed a detailed changeover plan, comprised of five phases expected to be completed according to the following
timeline:
DIAGNOSTIC
DESIGN
AND
PLANNING
SOLUTION DEVELOPMENT
(In progress)
IMPLEMENTATION
POST IMPLEMENTATION
March 31, 2008
March 31, 2009
April 1, 2010
IFRS opening
balance sheet
March 31, 2011
March 31, 2012
First IFRS
annual report
June 30, 2011
First IFRS
interim report
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Phase
Diagnostic
Design and
planning
Solution
development
Selected Key Activities
•
Identify significant high-level differences between the existing
Canadian GAAP and IFRS, as relevant to our specific instance.
• Establish project strategy, infrastructure and timeframe;
•
Identify internal stakeholders that may be affected by the
transition;
• Train the core project team;
• Raise awareness across the organization.
• Perform a detailed review of all relevant IFRS standards to
identify differences with our current accounting policies;
Management’s Discussion and Analysis
Status
Completed
Completed
Completed
Completed
Completed
to
Refer
the key
the status of
elements of the plan section below for
some of the impacts from applying
IFRS.
• Select new accounting policies when applicable, including those
under IFRS 1 transition date first time adoption exemptions;
Completed, but awaiting management
approval.
• Develop a model for our IFRS financial statements;
•
Identify information gaps and necessary changes in reporting,
processes and systems;
•
Identify effect on other internal and external stakeholders;
In progress
In progress
various
In progress. A core team has been
established which includes individuals
business
from
internal
the objective of
processes with
developing solutions
to address
impacts to their respective functions.
• Design a process to prepare the IFRS comparative information;
• Prepare a detailed implementation plan;
• Provide training to selected employees.
During the first part of fiscal 2010
During the first part of fiscal 2010
During the first part of fiscal 2010
Key preliminary accounting policy conclusions
IFRS 1 requires that first-time adopters select accounting policies that are in compliance with each IFRS effective at the end of a
company’s first annual IFRS reporting period (March 31, 2012 for CAE), and apply those policies to all periods presented in their first
IFRS financial statements. The general requirement of IFRS 1 is full retrospective application of all accounting standards effective at
an entity’s reporting date; however, certain optional exceptions are available. Any, all, or none of these exemptions may be taken.
The following are some of the preliminary conclusions with respect to some of the IFRS 1 optional exemptions:
Exemption
Preliminary Conclusion
Foreign currency translation adjustments (CTA)
Employee benefits
Business combinations
Borrowing costs
The CTA balance at the transition date will be eliminated by adjusting
retained earnings.
The cumulative net unrecognized actuarial gains and losses on our opening
balance sheet will be recognized through the adjustment of retained
earnings at the transition date.
We have elected to apply the IFRS standard only to business combinations
that have occurred after the date of transition, without restating prior
business combinations.
In addition to the interest already capitalized on our simulators, we have
elected to capitalize borrowing costs related to qualifying assets for which
commencement date for capitalization is on or after the date of transition.
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Management’s Discussion and Analysis
The following table reflects some of our preliminary accounting policy decisions. Please note that while we have attempted to include
expected changes to the current IFRS standards in our decision-making process, the standards are continuously evolving and our
decisions may change if previously unconsidered new standards or amendments become effective.
Accounting
Policy
Selected Key Activities
Accounting for
joint ventures (1)
Our joint ventures (JVs) will be accounted for using the equity
method instead of using proportionate consolidation.
Leases (1)
Material lease arrangements currently classified as operating
leases would instead qualify for finance (capital) lease treatment
and thus be on-balance sheet.
Employee
benefits
Actuarial gains and losses subsequent to the transition to IFRS are
recognized in the period in which they occur, outside net earnings,
but in a new SORIE/OCI (Statement of Recognized Income and
Expenses/Other Comprehensive
and
reconciliation.
statement
Income)
Minority interests Non-controlling interest will be presented as part of shareholder’s
equity (currently presented apart from other long-term liabilities
and shareholder’s equity) and income/losses related to non-
controlling interest will be included in net income.
Financial
instruments (1)
Our accounting for financial instruments, including the conditions
to qualify for hedge accounting, is essentially similar to IFRS.
Potential Impact
There is no impact to net earnings but
there will be a significant presentation
impact on orders and backlog figures,
the consolidated balance sheet and
consolidated statements of earnings
because revenues from JVs will not
be
in our consolidated
included
revenue line item.
be
recognized
The assets and related debt of these
finance (capital) lease arrangements
would
the
consolidated balance sheet. Rent
expense from operating leases would
instead be recognized as amortization,
interest expense from finance leases
and a repayment of capital.
on
When actuarial gains or losses occur,
the consolidated statement of earnings
will not be affected, however, this
recognition may create volatility in the
related consolidated balance sheet
accounts.
Not expected to have a significant
impact.
The impact of the recognition and
measurement of financial instruments
is not expected
to be significant,
except for the accounting for available-
for-sale financial instruments with no
Current
quoted market
Canadian GAAP states
these
investments be measured at cost.
Under IFRS, they will be accounted for
at fair value at each reporting date.
price.
that
(1)
The International Accounting Standards Board (IASB) has a work plan that estimates the completion of several projects that will amend or
replace current standards in 2010 and 2011. Included in this timetable are major projects in relation to accounting for joint ventures,
leases, and financial instruments.
Every quarter, we will update you on the timing and status of these and other key elements for our changeover plan.
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Management’s Discussion and Analysis
10.3 Critical accounting estimates
Because we prepare our consolidated financial statements according to GAAP, we are required 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
consolidated financial statements, and the reported amounts of revenue and expenses for the period reported. We regularly review
the estimates as they relate to the following areas, among others:
− Revenue recognition;
− Income taxes;
− Valuation of goodwill and intangible assets;
− Research and development (R&D) costs;
− Pre-operating costs;
− Transaction costs;
− Employee future benefits.
Management makes these estimates based on its best knowledge of current events and actions that we may undertake in the future.
Significant changes in estimates and/or assumptions could result in impairment or certain assets, and actual results could differ from
those estimates.
Our critical accounting policies are those that we believe are the most important in determining the our financial condition and results
and require significant subjective judgment by management. We consider an accounting estimate to be critical if it 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 there are likely to be changes, from period to period, in the estimate that would have a material
effect on our financial condition or results of operations.
See the Notes to the consolidated financial statements for a summary of our significant accounting policies, including the accounting
policies discussed below.
Revenue recognition
Long-term contracts
We recognize revenue from long-term contracts for the design, engineering and manufacturing of flight simulators 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 actual costs incurred to date related to the estimated total costs to complete the contract. Management conducts monthly
reviews of its estimated costs to complete, percentage-of-completion estimates and revenues and margins recognized, on a
contract-by-contract basis. 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. Provisions for estimated contract losses, if any, are recognized in the period in which the loss
is determined.
We measure contract losses at the amount by which the estimated total costs exceed the estimated total revenue from the contract.
We record warranty provisions when revenue is recognized, based on past experience. We generally do not provide customers with a
right of return or complimentary upgrade. We bill customers for post-delivery support separately and recognize revenue over the
support period.
Multiple-element arrangements
We sometimes enter into multiple-element revenue arrangements which may include, for example, a combination of designing,
engineering and manufacturing flight simulators, spare parts 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 different units of accounting if all of the following criteria are met:
− The delivered item has value to the customer on a stand-alone 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 for the delivered item and delivery or performance of the undelivered item is
considered probable and substantially in the control of the vendor.
The allocation of the revenue from a multiple deliverable agreement is based on fair value of an undelivered item as evidenced by the
price of the item regularly charged by us on an individual basis or on other basis covered by the concept of vendor-specific objective
evidence as presented in the Statement of Position (SOP) 97-2, Software Revenue Recognition issued by the American Institute of
Certified Public Accountants. We do enter into stand-alone transactions on a regular basis in regards to the sale of spare parts and
maintenance arrangements, therefore the price charged when the elements are sold separately is readily available. The process for
determining the fair value of undelivered items, with respect to the design, engineering and manufacturing of flight simulators, entails
evaluating each transaction and taking into account the unique features of each deal.
The applicable revenue recognition criteria for the separated units of accounting in regards to the individual design, engineering and
manufacturing of flight simulators, spare parts and maintenance elements are described below.
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Management’s Discussion and Analysis
Product maintenance
We recognize revenue from maintenance contracts in earnings on a straight-line method over the contract period. In situations where
it is clear that we will incur costs other than on a straight-line basis, based on historical evidence, we recognize revenue over the
contract period in proportion to the costs we expect to incur in performing services under the contract.
Spare parts
We recognize revenue from the sale of spare parts when there is persuasive evidence of an arrangement, delivery has occurred, the
fee is fixed or determinable and collection is reasonably assured.
Software arrangements
We also enter into software arrangements to sell, independently or in multiple-element arrangements, stand-alone software, services,
maintenance and software customization. We recognize revenue from software arrangements according to the guidance set out in
SOP 97-2, as described in more details as follows:
− Stand-alone products
Revenue from software licence arrangements that do not require significant production, modification, 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.
− Consulting services
Revenues from direct consulting or training services that are provided to customers are recognized as the services are rendered.
− Maintenance
Maintenance and support revenues are recognized ratably over the term of the related agreements.
− Multiple-element arrangements
We sometimes enter into multiple-element revenue software arrangements, which may include any combination of software,
services or training, customization and maintenance. In these instances, the fee is allocated to the various elements as previously
described.
− Long-term software arrangements
Revenues from fixed-price software arrangements and software customization contracts that require significant production,
modification or customization of software are also recognized under the percentage-of-completion method.
Training services
We recognize training services when persuasive evidence of an arrangement exists, the fee is fixed or can be determined, recovery is
reasonably certain and the services have been rendered.
For flight schools, the cadet training courses are offered mainly by way of ground school and live aircraft flight. During the ground
school phase, we recognize revenue in earnings on a straight-line basis, while during the live aircraft flight phase, revenue is
recognized based on actual flown flight hours.
Income taxes and investment tax credits
We use 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 us to recognize future tax benefits, such as for net operating loss carryforwards, to the extent that the
realization of such benefits is more likely than not. A valuation allowance is recognized when, in management’s opinion, it is more
likely than not that the future income tax assets will not be realized.
We measure future tax assets and liabilities by applying enacted or substantively enacted rates and laws at the date of the
consolidated financial statements for the years in which the temporary differences are expected to reverse.
We do not provide for income taxes on undistributed earnings of foreign subsidiaries that are not expected to be repatriated in the
foreseeable future.
We deduct investment tax credits (ITCs) arising from research and development (R&D) activities from the related costs, and include
them in the determination of net 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, and amortization is calculated on the net amount.
We are subject to examination by taxation authorities in various jurisdictions. Because the determination of tax liabilities and ITCs
recoverable involves certain uncertainties in interpreting complex tax regulations, we use management’s best estimates to determine
potential tax liabilities and ITCs. Differences between the estimates and the actual amount of taxes and ITCs are recorded in net
earnings at the time they can be determined.
Valuation of goodwill and intangible assets
Goodwill is tested for impairment at least annually or more often if events or changes in circumstances indicate it might be impaired.
We test for impairment by comparing the fair value of our reporting units with their carrying amount. When the carrying amount of the
reporting unit exceeds the fair value, we compare, in a second step, the fair value of goodwill related to the reporting unit to its
carrying value, and recognize 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.
64 | CAE Annual Report 2009
44 | CAE Year-End Financial Results 2009
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Management’s Discussion and Analysis
We perform the annual review of goodwill as at December 31 of each year. We did not determine that a charge was required following
the review as at December 31, 2006, December 31, 2007 and December 31, 2008.
We account for our 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 us to identify and attribute values and estimated lives to the intangible assets acquired. This involves considerable judgment
and often involves the use of significant estimates and assumptions, including those relating to future cash flows, discount rates and
asset lives. Determining these values and estimates subsequently affects the amount of amortization expense to be recognized in
future periods over the intangible assets’ estimated useful lives.
Research and development (R&D) costs
We charge research costs to consolidated earnings in the period they are incurred. We also charge development costs to
consolidated earnings in the period they are incurred unless they meet all of the criteria for deferral according to CICA Handbook
Section 3450, Research and Development Costs, and we are reasonably assured of their recovery. We deduct government
contributions for research and development activities from the related costs or assets, if they are deferred. We start amortizing
development costs deferred to future periods when the product is produced commercially, and we charge the costs to consolidated
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
We defer costs incurred during the pre-operating period for all new operations related to training centres. Pre-operating costs are
incremental in nature and management considers them to be recoverable from the future operations of the new training centre. We no
longer capitalize costs when a training centre opens. We amortize deferred pre-operating costs over a five-year period using the
straight-line method.
Transaction costs
We include transaction costs directly related to the issuance or acquisition of financial assets and liabilities (other than those classified
as held-for-trading) in the fair value initially recognized for those financial instruments and we amortize them using the
effective-interest rate method. We amortize costs related to sale and leaseback agreements and the revolving unsecured term credit
facilities on a straight-line basis over the term of the related financing agreements.
Employee future benefits
We maintain defined benefit pension plans that provide benefits based on the 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 the plan assets, the relevant 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 life 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 an event gives rise to both a curtailment and a settlement of obligations, the curtailment is accounted for prior
to the settlement.
11. SUBSEQUENT EVENTS
xwave
During the second quarter of fiscal year 2009, we signed an asset purchase agreement to acquire Bell Aliant’s Defence, Security and
Aerospace business unit which currently operates under the xwave brand. As at March 31, 2009, this transaction was not yet closed
and we have not consolidated xwave. The acquisition closed on May 1, 2009.
Restructuring
On May 14, 2009, we introduced actions required to size the company to current and expected market conditions. The actions will be
concentrated in two phases – the first of which is already underway. Overall, we will be laying off 700 employees: 380 in the coming
weeks and the balance in the fall. All employees affected will be advised in the coming days. Approximately 600 out of the 700
employees affected are based in Montreal where we produce our civil simulators, the rest are based in our other locations around the
world. We estimate a restructuring expense of approximately $34 million for both phases to be recorded in the first quarter of fiscal
year 2010.
12. CONTROLS AND PROCEDURES
The internal auditor reports regularly to management on any weaknesses it finds in our internal controls and these reports are
reviewed by the Audit Committee.
In accordance with National Instrument 52-109 issued by the Canadian Securities Administrators (CSA), certificates signed by the
President and Chief Executive Officer and the Chief Financial Officer have been filed. These filings certify the appropriateness of our
disclosure controls and procedures and the design and effectiveness of the internal controls over financial reporting.
CAE Annual Report 2009 | 65
CAE Year-End Financial Results 2009 | 45
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Management’s Discussion and Analysis
12.1 Evaluation of disclosure controls and procedures
Our disclosure controls and procedures are designed to provide reasonable assurance that information is accumulated and
communicated to our President and Chief Executive Officer (CEO) and Chief Financial Officer (CFO) and other members of
Management, so we can make timely decisions about required disclosure.
Under the supervision of the President and CEO and the CFO, management evaluated the effectiveness of our disclosure controls
and procedures, as defined in Rule 13a-15(e) and 15d-15(e) under U.S. Securities Exchange Act of 1934, as of March 31, 2009. The
President and CEO and the CFO concluded from the evaluation that the design and operation of our disclosure controls and
procedures were effective as at March 31, 2009, and ensure that information is recorded, processed, summarized and reported within
the time periods specified under Canadian and U.S. securities laws.
12.2 Internal control over financial reporting
Management is responsible for establishing and maintaining adequate internal controls over financial reporting, as defined in
Rule 13a-15(f) and 15d-15(f) under the U.S. Securities Exchange Act of 1934. Internal control over financial reporting is a process
designed to provide reasonable assurance regarding the reliability of financial reporting, and the preparation of financial statements for
external purposes in accordance with GAAP. Management evaluated the design and operation of our internal controls over financial
reporting as of March 31, 2009, based on the framework and criteria established in Internal Control – Integrated Framework issued by
the Committee of Sponsoring Organizations of the Treadway Commission (COSO), and has concluded that our internal control over
financial reporting is effective. Management did not identify any material weaknesses.
There were no changes in our internal controls over financial reporting that occurred during fiscal year 2009 that have materially
affected, or are reasonably likely to materially affect, our internal controls over financial reporting.
13. OVERSIGHT ROLE OF AUDIT COMMITTEE AND BOARD OF DIRECTORS
The Audit Committee reviews our annual MD&A and related consolidated financial statements with management and the external
auditor and recommends them to the Board of Directors for their approval. Management and our internal auditor also provide the Audit
Committee with regular reports assessing our internal controls and procedures for financial reporting. The external auditor reports
regularly to management on any weaknesses it finds in our internal control, and these reports are reviewed by the Audit Committee.
14. ADDITIONAL INFORMATION
You will find additional information about CAE, including our most recent AIF, on our website at www.cae.com, or on SEDAR at
www.sedar.com or on EDGAR at www.sec.gov.
15. SELECTED FINANCIAL INFORMATION
Selected annual information for the past five years
(unaudited - amounts in millions, except per share amounts)
Revenue
Earnings (loss) from continuing operations
Net earnings (loss)
Financial position:
Total assets
Total net debt
Per share:
Basic earnings (loss) from continuing operations
Diluted earnings (loss) from continuing operations
Basic net earnings (loss)
Diluted net earnings (loss)
Basic dividends
Shareholders’ equity
2009
2008
2007
2006
$ 1,662.2 $ 1,423.6 $ 1,250.7 $ 1,107.2 $
200.5
199.4
164.8
152.7
129.1
127.4
69.6
63.6
2005
986.2
(304.4)
(199.6)
$ 2,676.1 $ 2,253.2 $ 1,956.2 $ 1,716.1 $ 1,699.7
285.8
133.0
124.1
190.2
285.1
$
0.79 $
0.79
0.78
0.78
0.12
4.73
0.65 $
0.65
0.60
0.60
0.04
3.74
0.51 $
0.51
0.51
0.50
0.04
3.30
0.28 $
0.28
0.25
0.25
0.04
2.69
(1.23)
(1.23)
(0.81)
(0.81)
0.10
2.63
46 | CAE Year-End Financial Results 2009
66 | CAE Annual Report 2009
70407__financial_review_eng.indd 66
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Selected quarterly information
Management’s Discussion and Analysis
$
Q1
Q2
Q4
Q3
Total
$
$
$
$
$
$
$
392.1
47.0
0.18
0.18
46.1
0.18
0.18
254.3
255.1
1.01
406.7
48.9
0.19
0.19
48.7
0.19
0.19
254.9
255.4
1.04
1,662.2
200.5
0.79
0.79
199.4
0.78
0.78
254.8
255.0
1.13
438.8
51.3
0.20
0.20
51.3
0.20
0.20
254.9
254.9 (1)
1.25
424.6
53.3
0.21
0.21
53.3
0.21
0.21
254.9
254.9 (1)
1.21
(unaudited – amounts in millions, except per share
amounts and exchange rates)
Fiscal 2009
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 (basic)
Average number of shares outstanding (diluted)
Average exchange rate, U.S. dollar to Canadian dollar
Fiscal 2008
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 (basic)
Average number of shares outstanding (diluted)
Average exchange rate, U.S. dollar to Canadian dollar
Fiscal 2007
1,250.7
Revenue
129.1
Earnings from continuing operations
0.51
Basic earnings per share from continuing operations
0.51
Diluted earnings per share from continuing operations
127.4
Net earnings
0.51
Basic earnings per share
0.50
Diluted earnings per share
251.1
Average number of shares outstanding (basic)
253.0
Average number of shares outstanding (diluted)
Average exchange rate, U.S. dollar to Canadian dollar
1.14
$
(1) For the three months ended December 31, 2008 and March 31, 2009, the effect of stock options potentially exercisable was anti-dilutive;
1,423.6
164.8
0.65
0.65
152.7
0.60
0.60
253.4
254.6
1.03
344.8
40.1
0.16
0.16
39.5
0.16
0.16
253.8
254.8
0.98
331.2
29.7
0.12
0.12
29.7
0.12
0.12
251.2
253.3
1.14
366.6
47.0
0.19
0.18
35.6
0.14
0.14
253.9
254.9
1.00
337.3
35.1
0.14
0.14
34.3
0.14
0.14
251.4
253.7
1.17
358.3
38.7
0.15
0.15
38.7
0.15
0.15
252.4
253.8
1.10
301.8
33.0
0.13
0.13
32.4
0.13
0.13
250.8
253.5
1.12
353.9
39.0
0.15
0.15
38.9
0.15
0.15
253.5
254.9
1.04
280.4
31.3
0.12
0.12
31.0
0.12
0.12
251.0
252.9
1.12
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
therefore, the basic and diluted weighted average number of shares outstanding are the same.
Selected segment information (annual)
(unaudited – amounts in millions, except
operating margins)
Simulation Products
Training & Services
2009
2008
2007
2009
2008
2007
2009
2008
Total
2007
Civil
Revenue
Segment operating income
Operating margins (%)
Military
Revenue
Segment operating income
Operating margins (%)
Total
Revenue
Segment operating income
Operating margins (%)
$ 477.5
92.1
19.3
$ 483.5
87.7
18.1
$ 961.0
179.8
18.7
$ 435.3 $ 348.1 $ 460.5 $ 382.1 $ 336.9 $ 938.0 $ 817.4 $ 685.0
124.7
18.2
177.2
18.9
168.4
20.6
60.4
17.4
94.9
21.8
73.5
19.2
85.1
18.5
64.3
19.1
$ 383.7 $ 357.5 $ 240.7 $ 222.5 $ 208.2 $ 724.2 $ 606.2 $ 565.7
72.8
12.9
126.4
17.5
38.7
16.1
83.1
13.7
31.4
14.1
33.7
16.2
51.7
13.5
39.1
10.9
146.6
17.9
$ 819.0 $ 705.6 $ 701.2 $ 604.6 $ 545.1 $ 1,662.2 $ 1,423.6 $ 1,250.7
197.5
98.0
15.8
18.0
Other
(8.1)
EBIT $ 303.6 $ 251.5 $ 189.4
303.6
18.3
–
251.5
17.7
–
123.8
17.7
104.9
17.4
99.5
14.1
70407__financial_review_eng.indd 67
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CAE Year-End Financial Results 2009 | 47
CAE Annual Report 2009 | 67
Management’s Discussion and Analysis
Selected segment information (fourth quarter ending March 31)
(unaudited – amounts in millions, except
operating margins)
Simulation Products
Training & Services
Civil
Revenue
Segment operating income
Operating margins (%)
Military
Revenue
Segment operating income
Operating margins (%)
Total
Revenue
Segment operating income
Operating margins (%)
2009
2008
2009
2008
2009
$ 107.3
18.5
17.2
$ 143.6
26.8
18.7
$ 250.9
45.3
18.1
$
$
$
106.5
23.8
22.3
101.5
14.5
14.3
208.0
38.3
18.4
$ 121.4
23.7
19.5
$
66.5
9.1
13.7
$ 187.9
32.8
17.5
$ 104.5
23.8
22.8
$
54.1
7.6
14.0
$ 158.6
31.4
19.8
EBIT
$ 228.7
42.2
18.5
$ 210.1
35.9
17.1
$ 438.8
78.1
17.8
78.1
$
Total
2008
$ 211.0
47.6
22.6
$ 155.6
22.1
14.2
$ 366.6
69.7
19.0
69.7
$
48 | CAE Year-End Financial Results 2009
68 | CAE Annual Report 2009
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ManageMent’s RepoRt on InteRnal ContRol oveR
FInanCIal RepoRtIng
Independent audItoRs’ RepoRt
ConsolIdated FInanCIal stateMents
Consolidated Balance sheets
Consolidated statements of earnings
Consolidated statements of Changes in shareholders’ equity
Consolidated statements of Comprehensive Income
Consolidated statement of accumulated other Comprehensive loss
Consolidated statements of Cash Flows
notes to the ConsolIdated FInanCIal stateMents
Note 1 Nature of Operations and Significant Accounting Policies
note 2 Changes in accounting policies
note 3 Business acquisitions and Combinations
note 4 Investments in Joint ventures
note 5 discontinued operations
note 6 accounts Receivable
note 7 Inventories
note 8 property, plant and equipment
note 9 Intangible assets
note 10 goodwill
note 11 other assets
note 12 debt Facilities
note 13 deferred gains and other long-term liabilities
note 14 Income taxes
note 15 Capital stock
note 16 stock-Based Compensation plans
note 17 Capital Management
note 18 Financial Instruments and Financial Risk Management
note 19 supplementary Cash Flows and earnings Information
note 20 Contingencies
note 21 Commitments
note 22 government Cost-sharing
Note 23 Employee Future Benefits
note 24 variable Interest entities
note 25 operating segments and geographic Information
note 26 differences Between Canadian and united states
generally accepted accounting principles
note 27 Comparative Financial statements
note 28 subsequent events
70
70
72
72
73
73
75
75
76
77
77
85
87
88
89
90
90
91
91
92
92
93
95
96
97
98
100
101
109
109
110
110
111
115
116
118
126
126
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CAE Annual Report 2009 | 69
Management’s Report on Internal Control Over Financial Reporting
Management of CAE is responsible for establishing and maintaining adequate internal control over financial reporting (as defined in
Rule 13a-15(f), 15d-15(f) under the Securities and Exchange Act of 1934). CAE’s internal control over financial reporting is a process
designed under the supervision of CAE’s President and Chief Executive Officer and Chief Financial Officer to provide reasonable
assurance regarding the reliability of financial reporting and the preparation of the Company’s financial statements for external
reporting purposes in accordance with Canadian generally accepted accounting principles.
As of March 31, 2009, management conducted an assessment of the effectiveness of the Company’s internal control over the
financial reporting based on the framework and criteria established in Internal Control – Integrated Framework issued by the
Committee of Sponsoring Organization of the Treadway Commission. Based on this assessment, management concluded that the
Company’s internal control over financial reporting as of March 31, 2009 was effective.
R. E. Brown
President and Chief Executive Officer
A. Raquepas
Vice-president Chief Financial Officer
Montreal (Canada)
May 14, 2009
Independent Auditor’s Report
To the Shareholders of CAE Inc.
We have completed integrated audits of the consolidated financial statements and internal control over financial reporting of CAE Inc.
(the “Company”) as at March 31, 2009, 2008 and 2007. Our opinions, based on our audits, are presented below.
Consolidated financial statements
We have audited the accompanying consolidated balance sheets of the Company as at March 31, 2009 and 2008, and the related
consolidated statements of earnings, changes in shareholders’ equity, comprehensive income, accumulated other comprehensive
loss and cash flows for each of the three years in the period ended March 31, 2009. These consolidated 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 of the Company’s financial statements in accordance with Canadian generally accepted auditing standards
and the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and
perform an audit to obtain reasonable assurance about 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. We believe that our audits provide a reasonable basis for our opinion.
In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of
the Company as at March 31, 2009 and 2008 and the results of its operations and its cash flows for each of the three years in the
period ended March 31, 2009 in accordance with Canadian generally accepted accounting principles.
Internal control over financial reporting
We have also audited the Company’s internal control over financial reporting as at March 31, 2009, based on criteria established in
Internal Control - Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO).
The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of
the effectiveness of internal control over financial reporting. Our responsibility is to express an opinion on the effectiveness of the
Company’s internal control over financial reporting based on our audit.
We conducted our audit of internal control over financial reporting in accordance with the standards of the Public Company
Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable
assurance about whether effective internal control over financial reporting was maintained in all material respects. An audit of internal
control over financial reporting includes obtaining an understanding of internal control over financial reporting, assessing the risk that a
material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed
risk, and performing such other procedures as we consider necessary in the circumstances. We believe that our audit provides a
reasonable basis for our opinion.
70 | CAE Annual Report 2009
2 | CAE Year-End Financial Results 2009
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A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of
financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting
principles. A company’s internal control over financial reporting includes those policies and procedures that (i) pertain to the
maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the
company; (ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements
in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only
in accordance with authorizations of management and directors of the company; and (iii) provide reasonable assurance regarding
prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material
effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections
of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes
in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
In our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as at March 31,
2009 based on criteria established in Internal Control — Integrated Framework issued by the COSO.
May 14, 2009
Montréal, Quebec, Canada
1 Chartered accountant auditor permit No.12300
Consolidated Financial Statements
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CAE Year-End Financial Results 2009 | 3
CAE Annual Report 2009 | 71
2009
2008
$
$
$
$
$
$
$
$
$
195.2
322.4
334.2
31.3
11.5
5.3
899.9
1,302.4
86.0
77.1
159.1
151.6
2,676.1
540.4
203.8
125.6
20.9
890.7
354.7
185.6
40.0
1,471.0
430.2
10.1
813.3
(48.5)
1,205.1
2,676.1
$
$
255.7
255.0
229.9
32.7
39.0
14.1
826.4
1,046.8
64.3
62.0
115.5
138.2
$
2,253.2
$
$
$
$
$
$
482.7
209.3
27.3
16.8
736.1
352.5
184.9
31.2
1,304.7
418.9
8.3
644.5
(123.2)
948.5
2,253.2
Consolidated Financial Statements
Consolidated Balance Sheets
As at March 31
(amounts in millions of Canadian dollars)
Assets
Current assets
Cash and cash equivalents
Accounts receivable (Note 6)
Inventories (Note 7)
Prepaid expenses
Income taxes recoverable
Future income taxes (Note 14)
Property, plant and equipment, net (Note 8)
Future income taxes (Note 14)
Intangible assets (Note 9)
Goodwill (Note 10)
Other assets (Note 11)
Liabilities and shareholders’ equity
Current liabilities
Accounts payable and accrued liabilities
Deposits on contracts
Current portion of long-term debt (Note 12)
Future income taxes (Note 14)
Long-term debt (Note 12)
Deferred gains and other long-term liabilities (Note 13)
Future income taxes (Note 14)
Shareholders’ equity
Capital stock (Note 15)
Contributed surplus
Retained earnings
Accumulated other comprehensive loss
Contingencies and commitments (Notes 20 and 21)
The accompanying notes form an integral part of these Consolidated Financial Statements.
Approved by the Board:
Robert E. Brown
Director
L. R. Wilson
Director
72 | CAE Annual Report 2009
4 | CAE Year-End Financial Results 2009
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Consolidated Statements of Earnings
Years ended March 31
(amounts in millions of Canadian dollars, except per share amounts)
Revenue
Earnings before interest and income taxes (Note 25)
Interest expense, net (Note 12)
Earnings before income taxes
Income tax expense (Note 14)
Earnings from continuing operations
Results of discontinued operations (Note 5)
Net earnings
Basic and diluted earnings per share from continuing operations
Basic earnings per share
Diluted earnings per share
Consolidated Financial Statements
2009
2008
$ 1,662.2 $ 1,423.6
2007
$ 1,250.7
$
$
$
$
$
$
$
$
$
$
303.6
20.2
283.4
82.9
200.5
(1.1)
199.4
$
0.79 $
0.78 $
0.78 $
$
$
$
$
$
$
$
251.5
17.5
234.0
69.2
164.8
(12.1)
152.7
0.65
0.60
0.60
253.4
254.6
189.4
10.6
178.8
49.7
129.1
(1.7)
127.4
0.51
0.51
0.50
251.1
253.0
Weighted average number of shares outstanding (basic) (Note 15)
Weighted average number of shares outstanding (diluted) (Note 15)
254.8
255.0
The accompanying notes form an integral part of these Consolidated Financial Statements.
Consolidated Statements of Changes in Shareholders’ Equity
Year ended March 31, 2009
(amounts in millions of Canadian dollars, except number of shares)
Number of
Shares
Common Shares
Stated
Value
Contributed
Surplus
Retained
Earnings
Accumulated
Other
Comprehensive
Loss
Total
Shareholders’
Equity
253,969,836
1,077,200
$ 418.9
9.3
$
8.3
–
$ 644.5
–
$ (123.2)
–
$
948.5
9.3
–
99,407
–
–
–
–
1.0
1.0
–
–
–
–
(1.0)
–
2.8
–
–
–
–
(1.0)
–
199.4
(29.6)
–
–
–
–
–
–
74.7
–
–
2.8
199.4
(29.6)
74.7
Balances,
beginning of year
Stock options exercised
Transfer upon exercise of
stock options
Stock dividends
Stock-based
compensation (Note 16)
Net earnings
Dividends
Other comprehensive
income
Balances,
end of year
255,146,443
$ 430.2
$ 10.1
$ 813.3
$
(48.5)
$ 1,205.1
The total of Retained earnings and Accumulated other comprehensive loss for the year ended March 31, 2009 was $764.8 million (2008 –
$521.3 million; 2007 – $422.5 million).
The accompanying notes form an integral part of these Consolidated Financial Statements.
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CAE Annual Report 2009 | 73
CAE Year-End Financial Results 2009 | 5
Consolidated Financial Statements
Year ended March 31, 2008
(amounts in millions of Canadian dollars, except number of shares)
Number of
Shares
Common Shares
Stated
Value
Contributed
Surplus
Retained
Earnings
Accumulated
Other
Comprehensive
Loss
Total
Shareholders’
Equity
251,960,449
169,851
1,814,095
$ 401.7
0.8
13.9
$
5.7
–
–
$ 510.2
–
–
$
(87.7)
–
–
$ 829.9
0.8
13.9
–
25,441
–
–
–
–
–
2.2
0.3
–
–
–
–
–
(2.2)
–
4.8
–
–
–
–
–
(0.3)
–
(8.3)
152.7
(9.8)
–
–
–
–
(3.5)
–
–
(32.0)
–
–
4.8
(11.8)
152.7
(9.8)
(32.0)
Balances,
beginning of year
Shares issued
Stock options exercised
Transfer upon exercise of
stock options
Stock dividends
Stock-based
compensation (Note 16)
Cumulative effect of
implementing
accounting standards
(Note 2)
Net earnings
Dividends
Other comprehensive loss
Balances,
end of year
253,969,836
$ 418.9
$
8.3
$ 644.5
$ (123.2)
$ 948.5
Year ended March 31, 2007
(amounts in millions of Canadian dollars, except number of shares)
Number of
Shares
Common Shares
Stated
Value
Contributed
Surplus
Retained
Earnings
Accumulated
Other
Comprehensive
Loss
Total
Shareholders’
Equity
250,702,430
1,236,895
$ 389.0
10.0
$
5.6
–
$ 392.8
–
$ (115.2)
–
$ 672.2
10.0
–
21,124
–
–
–
–
2.5
0.2
–
–
–
–
(2.5)
–
2.6
–
–
–
–
(0.2)
–
127.4
(9.8)
–
–
–
–
–
–
27.5
–
–
2.6
127.4
(9.8)
27.5
Balances,
beginning of year
Stock options exercised
Transfer upon exercise of
stock options
Stock dividends
Stock-based
compensation (Note 16)
Net earnings
Dividends
Other comprehensive
income
Balances,
end of year
251,960,449
$ 401.7
$
5.7
$ 510.2
$
(87.7)
$ 829.9
The accompanying notes form an integral part of these Consolidated Financial Statements.
6 | CAE Year-End Financial Results 2009
74 | CAE Annual Report 2009
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Consolidated Statements of Comprehensive Income
Consolidated Financial Statements
Years ended March 31
(amounts in millions of Canadian dollars)
Net earnings
Other comprehensive income (loss), net of income taxes:
Foreign currency translation adjustment
Net foreign exchange gains (losses) on translation of
2009
199.4
$
2008
2007
$
152.7
$
127.4
financial statements of self-sustaining foreign operations
$
113.3
$
(50.2)
$
26.1
Net change in (losses) gains on certain long-term debt
denominated in foreign currency and designated as
hedges on net investments of self-sustaining foreign
operations
Reclassifications to income
Income tax adjustment
Net changes in cash flow hedge
Net change in (losses) gains on derivative items designated
as hedges of cash flows
Reclassifications to income or to the related
non-financial assets or liabilities
Income tax adjustment
Total other comprehensive income (loss)
Comprehensive income
(7.7)
(1.9)
(1.3)
102.4
(48.8)
10.4
10.7
(27.7)
74.7
274.1
15.7
–
(0.6)
(35.1)
29.7
(25.2)
(1.4)
3.1
(32.0)
120.7
$
$
$
$
$
1.5
–
(0.1)
27.5
–
–
–
–
27.5
154.9
$
$
$
$
$
$
$
$
$
$
The accompanying notes form an integral part of these Consolidated Financial Statements.
Consolidated Statement of Accumulated Other Comprehensive Loss
As at and for the year ended March 31, 2009
(amounts in millions of Canadian dollars)
Balance in accumulated other comprehensive
Foreign
Currency
Translation
Adjustment
Cash Flow
Hedge
Accumulated
Other
Comprehensive
Loss
loss at beginning of year
$
(122.8)
$
(0.4)
$
(123.2)
Details of other comprehensive loss:
Net change in gains (losses)
Reclassifications to income or to the related
non-financial assets or liabilities
Income tax adjustment
Total other comprehensive income for the year
Balance in accumulated other comprehensive
loss at end of year
105.6
(1.9)
(1.3)
102.4
(20.4)
$
$
(48.8)
10.4
10.7
(27.7)
(28.1)
$
$
56.8
8.5
9.4
74.7
(48.5)
$
$
The accompanying notes form an integral part of these Consolidated Financial Statements.
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CAE Year-End Financial Results 2009 | 7
CAE Annual Report 2009 | 75
Consolidated Financial Statements
Consolidated Statements of Cash Flows
Years ended March 31
(amounts in millions of Canadian dollars)
Operating activities
Net earnings
Results of discontinued operations (Note 5)
Earnings from continuing operations
Adjustments to reconcile earnings to cash flows from operating activities:
Depreciation
Financing cost amortization
Amortization and write down of intangible and other assets
Future income taxes (Note 14)
Investment tax credits
Stock-based compensation plans (Note 16)
Employee future benefits, net (Note 23)
Amortization of other long-term liabilities
Other
Changes in non-cash working capital (Note 19)
Net cash provided by operating activities
Investing activities
Business acquisitions (net of cash and cash equivalents acquired) (Note 3)
Proceeds from the disposal of discontinued operations (net of cash and
cash equivalents disposed) (Note 5)
Capital expenditures
Deferred development costs
Deferred pre-operating costs
Other
Net cash used in investing activities
Financing activities
Net borrowing under revolving unsecured credit facilities (Note 12)
Proceeds from long-term debt, net of transaction costs and debt basis
adjustment (Note 12)
Repayment of long-term debt (Note 12)
Dividends paid
Common stock issuance (Note 15)
Other
Net cash (used in) provided by financing activities
Effect of foreign exchange rate changes on cash and cash equivalents
Net (decrease) increase in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of year
Supplementary Cash Flows Information (Note 19)
The accompanying notes form an integral part of these Consolidated Financial Statements.
$
$
$
$
$
$
$
$
$
$
2009
2008
2007
$
$
152.7
12.1
164.8
$
$
127.4
1.7
129.1
199.4
1.1
200.5
71.3
0.8
19.7
8.0
19.9
(11.5)
0.4
(9.6)
(9.4)
(94.6)
195.5
(41.5)
–
(203.7)
(10.5)
(1.8)
(5.0)
(262.5)
60.6
0.8
16.9
26.4
15.4
(0.8)
0.1
(6.8)
(0.8)
(15.7)
260.9
(41.8)
$
$
–
(189.5)
(16.5)
(3.9)
(5.5)
$ (257.2)
–
$
–
50.3
(27.8)
(29.6)
9.3
(13.4)
(11.2)
17.7
(60.5)
255.7
195.2
141.1
(37.4)
(9.8)
13.9
(5.9)
101.9
(0.1)
105.5
150.2
255.7
$
$
$
$
55.0
0.8
15.8
(14.2)
19.3
24.6
(0.9)
(7.8)
(2.6)
20.2
239.3
(4.4)
(3.8)
(158.1)
(3.0)
(5.9)
(2.9)
(178.1)
(0.6)
45.8
(39.8)
(9.8)
10.0
(2.1)
3.5
4.4
69.1
81.1
150.2
$
$
$
$
$
$
$
$
76 | CAE Annual Report 2009
8 | CAE Year-End Financial Results 2009
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Notes to the Consolidated Financial Statements
Years ended March 31, 2009, 2008 and 2007 (amounts in millions of Canadian dollars)
NOTE 1 – NATURE OF OPERATIONS AND SIGNIFICANT ACCOUNTING POLICIES
Nature of operations
CAE Inc. (or 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 on
its simulators. The Company also operates a global network of training centres in locations around the world.
The Company’s 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 equipment and software tools for
air forces, armies and navies;
(iii) Training & Services/Civil – Provides business and commercial aviation training for all flight and ground personnel and all
associated services;
(iv) Training & Services/Military – Supplies turnkey training services, support services, systems maintenance and modelling and
simulation solutions.
Generally accepted accounting principles and financial statements presentation
The Company’s accounting policies and those of 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 (U.S. GAAP). The main differences are
described in Note 26.
Except where otherwise indicated, all amounts in these consolidated financial statements are expressed in Canadian dollars.
Use of estimates
The preparation of consolidated 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 consolidated financial statements and reported amounts of revenues 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, fair value of certain financial instruments, goodwill and
intangibles, based on management’s best knowledge of current events and actions that the Company 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 the Company is the primary beneficiary. They also include the Company’s proportionate share of assets, liabilities
and earnings of joint ventures in which the Company has an interest (refer to Note 4). All significant intercompany accounts and
transactions have been eliminated. The investment over which the Company exercises significant influence is accounted for using the
equity method and the portfolio investment is accounted at fair value unless there is no readily available market value.
The Company adheres to the principles of Accounting Guideline-15 (AcG-15), Consolidation of Variable Interest Entities, to determine
if variable interest entities would be consolidated into the accounts of CAE Inc. AcG-15 requires the consolidation of a variable interest
entity (VIE) (a party with an ownership, contractual or other financial interest) when 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 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 VIEs created prior to the adoption of AcG-15 on January 1, 2005, 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. The
Company revises its determination of the accounting for VIEs when certain events occur, such as changes in governing documents or
contractual arrangements. Refer to Note 24 for additional information.
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CAE Year-End Financial Results 2009 | 9
CAE Annual Report 2009 | 77
Notes to the Consolidated Financial Statements
Revenue recognition
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. Recognized revenues and margins are subject to
revisions as the contract progresses to completion. Management conducts monthly reviews of its estimated costs to complete,
percentage-of-completion estimates and revenues and margins recognized, on a contract-by-contract basis. The cumulative impact of
any revisions in cost and earning estimates are reflected in the period in which the need for a revision becomes known. Provisions for
estimated contract losses, if any, are recognized in the period in which the loss is determined. Contract losses are measured at the
amount by which the estimated total costs exceed the estimated total revenue from the contract. Warranty provisions are recorded
when revenue is recognized based on past experience. Generally, 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.
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, spare parts 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 different units of
accounting if all of the following criteria are met:
(i) The delivered item has value to the customer on a stand-alone basis;
(ii) There is objective and reliable evidence of the fair value of the undelivered item (or items);
(iii) 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.
The allocation of the revenue from a multiple deliverable agreement is based on fair value of an undelivered item as evidenced by the
price of the item regularly charged by the Company on an individual basis or on other basis covered by the concept of vendor-specific
objective evidence as presented in the Statement of Position (SOP) 97-2, Software Revenue Recognition, issued by the American
Institute of Certified Public Accountants. The Company does enter into stand-alone transactions on a regular basis in regards to the
sale of spare parts and maintenance arrangements, therefore the price charged when the elements are sold separately is readily
available. The process for determining fair value of undelivered items, with respect to the design, engineering and manufacturing of
flight simulators, entails evaluating each transaction and taking into account the unique features of each deal.
The applicable revenue recognition criteria for the separated units of accounting in regards to the individual design, engineering and
manufacturing of flight simulators, spare parts and maintenance elements are described below.
Product maintenance
Revenue from maintenance contracts is recognized in earnings on a straight-line method 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, based on historical evidence, revenue is
recognized over the contract period in proportion to the costs expected to be incurred in performing services under the contract.
Spare parts
Revenue from the sale of spare parts is recognized when there is persuasive evidence of an arrangement, delivery has occurred, the
fee is fixed or determinable and collection is reasonably assured.
Software arrangements
The Company also enters into software arrangements to sell, independently or in multiple-element arrangements, stand-alone
software, services, maintenance and software customization. Revenue from software arrangements is recognized in accordance with
the guidance set out in SOP 97-2 as described in more detail as follows:
(i)
Stand-alone products
Revenue from software license arrangements that do not require significant production, modification, 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
as previously described.
(v)
Long-term software arrangements
Revenues from fixed-price software arrangements and software customization contracts that require significant production,
78 | CAE Annual Report 2009
10 | CAE Year-End Financial Results 2009
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Notes to the Consolidated Financial Statements
modification, or customization of software 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 the services have been rendered.
For flight schools, the cadet training courses are offered mainly by way of ground school and live aircraft flight. During the ground
school phase, revenue is recognized in earnings on a straight-line basis, while during the live aircraft flight phase, revenue is
recognized based on actual flown flight hours.
Foreign currency translation
Self-sustaining foreign operations
Assets and liabilities of self-sustaining foreign operations 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 exchange gains or losses arising from the
translation into Canadian dollars are included in accumulated other comprehensive loss, which have a separate component of
shareholders’ equity.
Amounts related to foreign currency translation in accumulated other comprehensive loss are released to the consolidated statement
of earnings when the Company reduces its overall net investment in foreign operations by way of a reduction in capital or through the
settlement of long-term intercompany balances, which have been considered part of the Company’s overall net investment.
Foreign currency operations
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 overall net investment in foreign operations, and those arising from the
translation of debt denominated in foreign currencies and designated as hedges on the overall net investments of self-sustaining
foreign operations which are included in accumulated other comprehensive loss.
Cash and cash equivalents
Cash and cash equivalents consist of cash and highly-liquid investments with original terms to maturity of 90 days or less at date of
purchase.
Accounts receivable
Receivables are carried at amortized cost using the effective interest method, 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.
Inventories
Long-term contract inventories (unbilled sales [UBS]) resulting from applying the percentage-of-completion method to account for
revenues for most of the Company’s long-term contracts are included as part of inventories and consist of materials, direct labour,
relevant manufacturing overhead, and estimated contract margins.
Work in progress is stated at the lower of cost specific identification and net realizable value. The cost of work in progress includes material,
labour, and an allocation of manufacturing overhead, based on normal operating capacity but excludes capitalized borrowing costs.
Raw materials are valued at the lower of average cost and net realizable value. Spare parts to be used in the normal course of
business are valued at the lower of cost specific identification and net realizable value.
Net realizable value is the estimated selling price in the ordinary course of business, less estimated costs of completion and the
estimated costs necessary to make the sale. In the case of raw materials and spare parts, replacement cost is generally the best
measure of net realizable value.
Long-lived assets
Property, plant and equipment and amortization
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
Aircraft
Aircraft engines
Method
Declining balance / Straight line
Straight-line (10% residual)
Declining balance / Straight line
Straight-line (15% residual)
Based on utilization
Rates / Years
2.5 to 10% / 10 to 20 years
Not exceeding 25 years
20 to 35% / 3 to 10 years
Not exceeding 12 years
Not exceeding 3,000 hours
CAE Year-End Financial Results 2009 | 11
CAE Annual Report 2009 | 79
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Notes to the Consolidated Financial Statements
Asset retirement obligations
Asset retirement obligations are recognized in the period in which the Company incurs a legal obligation associated to the retirement
of an asset. The obligation is measured initially at fair value discounted to its present value using a credit-adjusted risk-free interest
rate, and the resulting costs are capitalized into the carrying value of the related assets. The associated liability is accreted to the
estimated fair value of the obligation at the settlement date through periodic accretion charges to earnings. Costs related to asset
retirement obligations are depreciated over the remaining useful life of the underlying asset.
The Company has a known conditional asset retirement obligation which is the asbestos remediation activities to be performed in the
future, that is not reasonably estimable due to insufficient information about the timing and method of settlement of the obligation.
Accordingly, this obligation has not been recorded in the consolidated financial statements because the fair value cannot be
reasonably estimated. A liability for this obligation will be recorded in the period when sufficient information regarding timing and
method of settlement becomes available to make a reasonable estimate of the liability’s fair value.
Leases
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 and straight-line over the terms
of the lease. Gains, net of transaction costs, related to the sale and leaseback of simulators are deferred and the net gains in excess
of the residual value guarantees are amortized over the term of the lease. When at the time of the sale and leaseback transactions,
the fair value of the asset is less than the carrying value, the difference is recognized as a loss in the Company’s net earnings
immediately. The residual value guarantees are ultimately recognized in the Company’s net earnings upon expiry of the related sale
and leaseback agreement unless the Company decides to exercise its early buy-out options, when applicable at fair value. Then, the
related deferred gain from the residual value guarantee is applied against the cost of the asset.
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.
Intangible assets with definite useful lives and amortization
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 relationships
Customer contractual agreements
Technology
Enterprise resource planning and other software
Other intangible assets
Amortization
Period
2 to 20 years
3 to 10 years
5 to 12 years
5 to 10 years
3 to 10 years
2 to 20 years
Weighted Average
Amortization Period
18
9
11
10
7
14
Impairment of long-lived assets
Long-lived assets or asset groups are reviewed for impairment upon the occurrence of events or changes in circumstances indicating
that the carrying value of the assets may not be recoverable, as measured by comparing their carrying amounts to the estimated
undiscounted future cash flows generated by their use and eventual disposal. Impairment, if any, is measured as the excess of the
carrying amount of the asset or asset group over its fair value.
Other assets
Research and development (R&D) costs
Research costs are charged to consolidated earnings in the period in which they are incurred. Development costs are also charged to
consolidated 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 contribution 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 consolidated 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 related to training centres. 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 upon 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
Deferred financing costs related to the revolving unsecured term credit facilities and sale and leaseback agreements are included in
other assets and amortized on a straight-line basis over the term of the related financing agreements.
Restricted cash
The Company is required to hold a defined amount of cash as collateral under the terms of certain subsidiaries, external bank
financing, government-related sales contracts and business acquisition arrangements.
80 | CAE Annual Report 2009
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Notes to the Consolidated Financial Statements
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.
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 consolidated net earnings.
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 for net operating loss carryforwards, 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
consolidated financial statements for the years in which the temporary differences are expected to reverse.
The Company 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 R&D activities are deducted from the related costs and are accordingly included in the
determination of net 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 net earnings at the time they can be determined.
Stock-based compensation plans
The Company’s stock-based compensation plans consist of five categories of plans: Employee Stock Option Plan (ESOP), Employee
Stock Purchase Plan (ESPP), Deferred Share Unit (DSU) plan for executives, Long-Term Incentive Deferred Share Unit (LTI-DSU)
plan and Long-Term Incentive Restricted Share Unit (LTI-RSU) plan. All plans are described in Note 16.
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.
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. For DSU and LTI-DSUs, the
Company accrues a liability based on the market price of the Company’s common shares. The fair value of the LTI-RSUs liability is
determined using a binomial model. Any subsequent changes in the Company’s stock price affect the compensation expense. The
Company has entered into equity swap agreements with major Canadian financial institutions in order to reduce its cash and earnings
exposure related to the fluctuation in the Company’s share price relating to the DSU and LTI-DSU programs.
CAE’s practice is to issue options in May of each fiscal year or at the time of hiring of new employees or making 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.
Since the adoption of Emerging Issues Committee (EIC)-162, Stock-Based Compensation for Employees Eligible to Retire Before the
Vesting Date, during fiscal 2007, the Company recognizes the stock-based compensation expense for employees who will become
eligible for retirement during the vesting period over the period from grant date to the date the employee becomes eligible to retire. In
addition, if an employee is eligible to retire on the grant date, the compensation expense is recognized at that date unless the
employee is under contract which, in that case, the compensation expense is recognized over the term of the contract.
CAE Year-End Financial Results 2009 | 13
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Notes to the Consolidated Financial Statements
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, the relevant 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 lives 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 an event gives rise to both a curtailment and a settlement of obligations, the curtailment is accounted for prior
to the settlement.
Earnings per share
Earnings per share are calculated by dividing consolidated net earnings 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.
Disposal of long-lived assets and discontinued operations
Long-lived assets to be disposed of by sale are measured at the lower of their carrying amounts or fair value less selling costs and are
not 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.
Financial instruments and hedging relationships
Financial instruments
Financial assets and financial liabilities
Financial assets and financial liabilities, including derivatives, are recognized on the consolidated balance sheet when the Company
becomes a party to the contractual provisions of the financial instrument. On initial recognition, all financial instruments are measured
at fair value. Subsequent measurement of the financial instruments is based on their classification as described below. Financial
assets and financial liabilities are classified into one of these five categories: held–for-trading, held-to-maturity investments, loans and
receivables, other financial liabilities and available-for-sale. The determination of the classification depends on the purpose for which
the financial instruments were acquired and their characteristics. Except in very limited circumstances, the classification is not
changed subsequent to the initial recognition.
Held-for-trading
Financial instruments classified as held–for-trading are carried at fair value at each balance sheet date with the change in fair
value recorded in net earnings in the period in which these changes arise. The held-for-trading classification is applied when a
financial instrument:
−
Is a derivative, including embedded derivatives accounted for separately from the host contract, but excluding those
derivatives designated as effective hedging instruments;
− Has been acquired or incurred principally for the purpose of selling or repurchasing in the near future;
−
Is part of a portfolio of financial instruments that are managed together and for which there is evidence of a recent actual
pattern of short-term profit-taking; or
− Has been irrevocably designated as such by the Company (fair value option).
Held-to-maturity investments, loans and receivables and other financial liabilities
Financial instruments classified as held-to-maturity investments, loans and receivables and other financial liabilities are carried at
amortized cost using the effective interest method. The interest income or expense is included in net earnings in the period.
Available-for-sale
Financial instruments classified as available-for-sale are carried at fair value at each balance sheet date. Unrealized gains and
losses, including changes in foreign exchange rates, are recognized in other comprehensive income (loss) (OCI) in the period in
which the changes arise and are transferred to earnings when the assets are derecognized. Securities classified as available-for-
sale which do not have a readily available market value are recorded at cost.
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Notes to the Consolidated Financial Statements
As a result, the following classifications were determined:
(i) Cash and cash equivalents, restricted cash and all derivative instruments, except for derivatives designated as effective hedging
instruments, are classified as held-for-trading;
(ii) Accounts receivable and long-term receivables are classified as loans and receivables;
(iii) The Company’s minority interest investment is classified as available-for-sale while its equity investment in the entity subject to
significant influence and its joint ventures are excluded from the scope of the accounting framework of financial instruments;
(iv) Accounts payable and accrued liabilities and long-term debt, including interest payable, as well as capital lease obligations are
classified as other financial liabilities, all of which are measured at amortized costs using the effective interest rate method;
(v) To date, the Company has not classified any financial asset as held-to-maturity.
Transaction costs
Transaction costs that are directly related to the acquisition or issuance of financial assets and financial liabilities (other than those
classified as held-for-trading) are included in the fair value initially recognized for those financial instruments. These costs are
amortized to earnings using the effective interest rate method.
Offsetting of financial assets and financial liabilities
Financial assets and financial liabilities are offset and the net amount is presented in the consolidated balance sheet when the
Company has a legally enforceable right to set off the recognized amounts and intends to settle on a net basis or to realize the assets
and settle the liabilities respectively.
Derivative instruments
Freestanding derivatives
Freestanding derivative instruments are utilized by the Company to manage market risk against the volatility in foreign exchange
rates, interest rates and stock-based compensation in order to minimize their impact on the Company’s results and financial position.
The most frequently used derivative instruments by the Company are forward foreign currency contracts, interest rates, foreign
currency and equity swaps agreements. These instruments are carried at fair value at each balance sheet date. Short-term and
long-term derivative assets have been included as part of accounts receivable and other assets respectively. Short-term and
long-term derivative liabilities have been included as part of accounts payable and accrued liabilities, and deferred gains and other
long-term liabilities respectively.
Embedded derivatives
Embedded derivatives are a component of a hybrid instrument that also includes a non-derivative host contract. They are recorded at
fair value separately from the host contract when their economic characteristics and risks are not clearly and closely related to those
of the host contract, the terms of the embedded derivatives are the same as those of a freestanding derivative and the hybrid
instrument is not classified as held-for-trading or designated at fair value. The Company may enter into freestanding derivative
instruments which are not eligible for hedge accounting, to offset the foreign exchange exposure of embedded foreign currency
derivatives. In such circumstances, both derivatives are carried at fair value at each balance sheet date with the change in fair value
recorded in consolidated net earnings in the period in which these changes arise.
Hedge accounting
Policy
Derivative instruments are utilized by the Company to manage market risk against the volatility in foreign exchange rates, interest rates
and stock-based compensation in order to minimize their impact on the Company’s results and financial position. The Company’s policy
is not to utilize any derivative financial instruments for trading or speculative purposes. The Company may choose to designate
derivative instruments, either freestanding or embedded, as hedging items. This process consists of matching all derivative hedging
instruments to specific assets and liabilities or to specific firm commitments or to forecasted transactions.
Documentation
At the inception of a hedge, if the Company elects to use hedge accounting, the Company formally documents the designation of the
hedge, the risk management objectives, the hedging relationship between the hedged item and hedging item and the method for
testing the effectiveness of the hedge, which must be reasonably assured over the term of the hedging relationship. The Company
formally assesses, both at inception of the hedge relationship and on an ongoing basis, whether the derivatives that are used in
hedging transactions are highly effective in offsetting changes in fair values or cash flows of hedged items.
Method of accounting
All derivative instruments are carried at fair value at each balance sheet date. The method of recognizing fair value gains and losses
depends on whether derivatives are held-for-trading or are designated as hedging instruments, and, if the latter, the nature of the risks
being hedged. All gains and losses from changes in the fair value of derivatives not designated as hedges are recognized in the
consolidated statements of earnings. When derivatives are designated as hedges, the Company classifies them either as: (a) hedges
of the change in fair value of recognized assets or liabilities or firm commitments (fair value hedges); or (b) hedges of the variability in
highly probable future cash flows attributable to a recognized asset or liability, a firm commitment or a forecasted transaction (cash
flow hedges).
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CAE Year-End Financial Results 2009 | 15
CAE Annual Report 2009 | 83
Notes to the Consolidated Financial Statements
Fair value hedge
The Company has outstanding and discontinued interest rate swap agreements, which it designates as fair value hedges related to
variations of the fair value of its long-term debt due to changes in LIBOR interest rates. For fair value hedges outstanding, gains or
losses arising from the measurement of derivative hedging instruments at fair value and attributable to the hedged risks are
accounted for as an adjustment to the carrying amount of hedged items and are recorded in earnings. However, for fair value hedges
that were discontinued prior to the adoption of financial instrument standards, carrying amounts of hedged items are adjusted by the
remaining balances of any deferred gains or losses on the hedging items. The adjustment is amortized in earnings.
Cash flow hedge
The Company has forward foreign currency contracts and foreign currency and interest rate swap agreements, which it designates as
cash flow hedges of recognized assets or liabilities, firm commitments or forecasted transactions. When all the critical terms of the
hedging items and the hedged item coincide (such as dates, quantities and delivery location), the Company assumes the hedge to be
perfectly effective against changes in the overall fair value of the hedged item. Otherwise, the amounts and timing of future cash flows
are projected on the basis of their contractual terms and estimated progress on projects. The aggregate cash flows, over time, form
the basis for identifying the effective portion of gains and losses on the derivative instruments designated as cash flow hedges. The
effective portion of changes in the fair value of derivative instruments that are designated and qualify as cash flow hedges is
recognized in comprehensive income (loss). Any gain or loss in fair value relating to the ineffective portion is recognized immediately
in the consolidated net earnings. Amounts accumulated in OCI are reclassified to earnings in the period in which the hedged item
affects earnings. However, when the forecasted transactions that are hedged items result in recognition of non-financial assets (for
example, inventories or property, plant and equipment), gains and losses previously deferred in OCI are included in the initial carrying
value of the related non-financial assets acquired or liabilities incurred. The deferred amounts are ultimately recognized in
consolidated net earnings as the related non-financial assets are derecognized or amortized.
Hedge accounting is discontinued prospectively when the hedging relationship no longer meets the criteria for hedge accounting or
when the hedging instrument expires or is sold. Any cumulative gain or loss existing in OCI at that time remains in OCI until the
hedged item is eventually recognized in earnings. When it is probable that a hedged transaction will not occur, the cumulative gain or
loss that was reported in OCI is recognized immediately in earnings.
Hedge of self-sustaining foreign operations
The Company has designated certain long-term debt as a hedge of its overall net investment in self-sustaining foreign operations
whose activities are denominated in a currency other than the Company’s functional currency. The portion of gains or losses on the
hedging item that is determined to be an effective hedge is recognized in OCI, net of tax and is limited to the translation gain or loss
on the net investment, while the ineffective portion is recorded in earnings.
Comprehensive income (loss)
Comprehensive income represents the change in shareholders’ equity, from transactions and other events and circumstances from
non-owner sources, and is composed of net earnings and OCI.
OCI refers to revenues, expenses, gains and losses that are recognized in comprehensive income (loss), but excluded from
consolidated net earnings. OCI includes net changes in unrealized foreign exchange gains (losses) on translating financial statements
of self-sustaining foreign operations, net changes in gains (losses) on items designated as hedges on net investments and as cash
flow hedges, reclassifications to income or to the related non-financial assets or liabilities and net changes on financial assets
classified as available-for-sale, as well as income tax adjustments.
Government cost sharing
Contributions from Industry Canada under the Technology Partnerships Canada program (TPC) and from Investissement Québec for
costs incurred in R&D programs, are recorded as a reduction of costs or as a reduction of capitalized costs.
A liability to repay the government contribution is recognized when conditions arise and the repayment thereof is reflected in the
consolidated statements of earnings when royalties become due.
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
contract with its employees to pay such termination benefits. Such termination benefits and the benefit arrangements 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.
Disclosure of guarantees
The Company discloses 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.
84 | CAE Annual Report 2009
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Notes to the Consolidated Financial Statements
NOTE 2 – CHANGES IN ACCOUNTING POLICIES
Implemented in fiscal 2009
Financial instruments – disclosures and presentation
Effective April 1, 2008, the Company adopted CICA Handbook Section 3862, Financial instruments – Disclosures and Section 3863,
Financial Instruments – Presentation, issued to replace Section 3861, Financial Instruments – Disclosure and Presentation. Under
Section 3862, an entity is required to disclose information that enables users to evaluate the significance of financial instruments on
an entity’s financial position and performance, to evaluate the nature and extent of risks, such as credit risk, liquidity risk and market
risks, arising from financial instruments to which the entity is exposed during the period and at the balance sheet date, and to evaluate
how the entity monitors and manages those risks.
Section 3863 carries forward standards for presentation of financial instruments and non-financial derivative instruments and provides
additional guidance for the classification of financial instruments, from the perspective of the issuer, between liabilities and equity, the
classification of related interest, dividends, gains and losses, and circumstances in which financial assets and financial liabilities are
offset.
The adoption of these standards did not have any impact on the classification and measurement of the Company’s financial
statements. The new disclosures pursuant to these new CICA handbook sections are included in Note 18. Comparative information
about the nature and extent of risks arising from financial instruments is not required in the year Section 3862 is adopted.
Reclassification of financial assets
In October 2008, the CICA issued amendments to Handbook Section 3855, Financial Instruments – Recognition and Measurement
and Section 3862, Financial Instruments – Disclosures. These amendments permit the reclassification of financial assets out of
held-for-trading and available-for-sale categories in specified circumstances. The amendments are applicable to the Company to
periods beginning on or after July 1, 2008. There were no adjustments to the Company’s consolidated financial statements upon
adoption of this new standard.
Credit risk and fair value of financial assets and financial liabilities
During the fourth quarter of fiscal 2009, the Company adopted EIC-173, Credit Risk and Fair Value of Financial Assets and Financial
Liabilities. This abstract stipulates that counterparties’ credit risk and an entity’s own credit risk should be taken into account when
estimating the fair value of all financial assets and financial liabilities, including derivatives. The abstract permits retroactive application
with or without restatement of prior periods. The Company applies the abstract retrospectively without restatement of prior periods
and as such, EIC-173 was applied April 1, 2008.
Accordingly, the Company has remeasured its financial instruments carried at fair value as at April 1, 2008, to take such risks into
account. The application of EIC-173 did not have a material net impact on consolidated financial statements of the Company.
Capital disclosures
Effective April 1, 2008, the Company adopted CICA Handbook Section 1535, Capital Disclosures, which establishes guidelines for the
disclosure of information regarding an entity’s capital and how it is managed. This standard requires disclosure of an entity’s
objectives, policies and processes for managing capital, quantitative data about what the entity regards as capital and whether the
entity has complied with any capital requirements and, if it has not complied, the consequences of such non-compliance. The new
disclosures are included in Note 17.
Inventories
Effective April 1, 2008, the Company adopted CICA Handbook Section 3031, Inventories, which replaced Section 3030 with the same
title. The new section specifies the measurement of inventory to be at the lower of cost and net realizable value with the requirement
to reverse previous write downs in certain circumstances. It provides more extensive guidance on the determination of cost including
allocation of overhead, and narrows the permitted cost formula to apply for the recognition to expense as well as expanding disclosure
requirements. There were no adjustments to the Company’s consolidated financial statements upon adoption of this new standard.
The required disclosures are included in Note 7.
General standards of financial statement presentation
Effective April 1, 2008, the Company adopted CICA revised Handbook Section 1400, General Standards of Financial Statement Presentation.
The revision to this section provides additional guidance related to management’s assessment of the Company’s ability to continue as
a going concern. There were no adjustments to the Company’s consolidated financial statements upon adoption of this new standard.
Implemented in fiscal 2008
Financial instruments and hedging relationships
On April 1, 2007, the Company adopted CICA Handbook Section 1530, Comprehensive Income, Section 3855, Financial Instruments
– Recognition and Measurement and Section 3865, Hedges, which provide accounting guidelines for recognition and measurement of
financial assets, financial liabilities and non-financial derivatives, and describe when and how hedge accounting may be applied.
The Company’s adoption of these financial instrument standards resulted in changes in the accounting for financial instruments and
hedges. The impact of these new standards is presented as a transitional adjustment in opening retained earnings and opening
accumulated other comprehensive loss, as applicable.
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Notes to the Consolidated Financial Statements
The following table summarizes the required transition adjustment upon adoption of the relevant standards as at April 1, 2007:
(amounts in millions)
Financial instruments classified as held-for-trading
Effect of discontinued hedging relations
Carrying value difference of financial instruments recognized as held-to-
maturity, loans and receivables and other financial liabilities carried at
amortized cost using the effective interest method
Fair value of cash flow hedge
Effect of initial recognition of embedded derivatives
Other
Income tax adjustment
Retained Earnings
(0.3)
(2.6)
$
Accumulated Other
Comprehensive Loss
–
$
–
(0.1)
(0.1)
(9.4)
0.3
3.9
(8.3)
$
–
(6.0)
–
0.9
1.6
(3.5)
$
Accounting changes
On April 1, 2007, the Company adopted CICA Handbook Section 1506, Accounting Changes. This standard establishes criteria for
changing accounting policies, along with the accounting treatment and disclosure regarding changes in accounting policies, estimates
and correction of errors. The adoption of this revised standard had no effect to the Company’s consolidated financial statements.
Future changes to accounting standards
Intangible assets
In February 2008, the AcSB issued the new CICA Handbook Section 3064, Goodwill and Intangible Assets, replacing Sections 3062,
Goodwill and Other Intangible Assets, and 3540, Research and Development Costs. New Section 3064 incorporates material from
International Accounting Standard (IAS) 38, Intangible Assets, addressing when an internally developed intangible asset meets the
criteria for recognition as an asset. EIC-27, Revenues and Expenditures during the Pre-Operating Period, will no longer apply to
entities that have adopted Section 3064. For the Company, these changes are effective for interim and annual financial statements
beginning on April 1, 2009 and will be adopted on a retrospective basis.
The Company currently defers and amortizes pre-operating costs on a straight-line basis over five years, but will cease this treatment
upon adoption of Section 3064. The estimated impact of adopting this accounting standard, on a retrospective basis to the Company’s
consolidated statement of earnings for years ended March 31 is:
(amounts in millions)
Deferred pre-operating costs, net of non-cash items
Income tax adjustment
Adjustment to net earnings
2009
2.2
(0.5)
1.7
$
$
2008
(0.9)
(0.5)
(1.4)
$
$
As at March 31, 2009, the impact of adopting this future change to other assets on the Company’s consolidated balance sheet would
be a decrease of $10.4 million. The shareholders’ equity at April 1, 2007, will decrease by $8.6 million, net of tax recovery of
$3.6 million.
The Company’s treatment regarding R&D costs will not be impacted as a result of this future change in accounting standard.
International Financial Reporting Standards (IFRS)
In February 2008, the AcSB confirmed that Canadian GAAP, for publicly accountable enterprises in Canada, will be converged with
IFRS with a changeover date on January 1, 2011. As a result, the Company is required to prepare its consolidated financial
statements in accordance with IFRSs for interim and annual financial statements relating to fiscal year beginning April 1, 2011. The
Company is currently evaluating the impact of adopting IFRS on its consolidated financial statements.
Business Combinations, Consolidated Financial Statements and Non-Controlling Interests
In December 2008, the CICA approved three new accounting standards Handbook Section 1582, Business Combinations, Section
1601, Consolidated Financial Statements, and Section 1602, Non-Controlling Interests, replacing Section 1581, Business
Combinations and Section 1600, Consolidated Financial Statements. Section 1582 provides the Canadian equivalent to IFRS 3 –
Business Combinations (January 2008) and Sections 1601 and 1602 to IAS 27 – Consolidated and Separate Financial Statements
(January 2008). Section 1582 requires additional use of fair value measurements, recognition of additional assets and liabilities, and
increased disclosure for the accounting of a business combination. The section applies prospectively to business combinations for
which the acquisition date is on or after the beginning of the first annual reporting period beginning on or after January 1, 2011.
Entities adopting Section 1582 will also be required to adopt Sections 1601 and 1602. Section 1601 establishes standards for the
preparation of consolidated financial statements. Section 1602 establishes standards for accounting for a non-controlling interest in a
subsidiary in consolidated financial statements subsequent to a business combination. These standards will require a change in the
measurement of non-controlling interest and will require the non-controlling interest to be presented as part of shareholders’ equity on
the balance sheet. In addition, the net earnings will include 100% of the subsidiary’s results and will be allocated between the
controlling interest and non-controlling interest. These standards apply to interim and annual consolidated financial statements
relating to fiscal years beginning on or after January 1, 2011. Earlier adoption is permitted. All three standards are effective at the
same time Canadian public companies will have adopted IFRS, for fiscal year beginning on or after January 1, 2011. The Company is
currently evaluating the impact of this standard on its consolidated financial statements.
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Notes to the Consolidated Financial Statements
NOTE 3 – BUSINESS ACQUISITIONS AND COMBINATIONS
Fiscal 2009 acquisitions
The Company acquired three businesses for a total cost, including acquisition costs, of $64.3 million which was payable primarily in
cash of $43.9 million and assumed debt of $20.4 million. The total cost does not include potential additional consideration of
$6.3 million that is contingent on certain conditions being satisfied, which, if met, would be recorded as additional goodwill.
Sabena Flight Academy
During the first quarter of fiscal 2009, the Company acquired Sabena Flight Academy (Sabena). Sabena offers cadet training,
advanced training and aviation consulting for airlines and self-sponsored pilot candidates.
Academia Aeronautica de Evora S.A.
During the second quarter of fiscal 2009, the Company increased its participation in Academia Aeronautica de Evora S.A.
(AAE) to 90% in a non-cash transaction.
Kestrel Technologies Pte Ltd
During the third quarter of fiscal 2009, the Company acquired Kestrel Technologies Pte Ltd (Kestrel) which provides consulting
and professional services, and provides simulator maintenance and technical support services.
Fiscal 2008 acquisitions
The Company acquired four businesses for a total cost, including acquisition costs, of $52.4 million which was payable primarily in
cash. The total costs did not include potential additional consideration of $12 million that is contingent on certain conditions being
satisfied, which, if met, would be recorded as additional goodwill.
Engenuity Technologies Inc.
During the first quarter of fiscal 2008, the Company acquired Engenuity Technologies Inc. (Engenuity) which develops
commercial-off-the-shelf (COTS) simulation and visualization software for the aerospace and defence markets.
MultiGen-Paradigm Inc.
During the first quarter of fiscal 2008, the Company acquired MultiGen-Paradigm Inc. (MultiGen), a supplier of real-time COTS
software for creating and visualizing simulation solutions and creating industry standard visual simulation file formats.
Macmet Technologies Limited
During the second quarter of fiscal 2008, the Company acquired 76% of the outstanding shares of Macmet Technologies Limited
(Macmet). Macmet assembles, repairs and upgrades flight simulators, tank and gunnery trainers, as well as develops software
required for simulations.
As part of this agreement, the Company was given a call option on the remaining 24% of outstanding shares. The call option expires six
years from the acquisition completion date. At the expiry of the call option period, the remaining shareholders of Macmet can exercise a
put option and require the Company to purchase the remaining outstanding shares. As such, the Company considers that all outstanding
shares have been purchased and 100% of Macmet’s results have been consolidated by the Company since the acquisition date.
Flightscape Inc.
During the second quarter of fiscal 2008, the Company acquired Flightscape Inc. (Flightscape), which provides expertise in flight data
analysis and flight sciences and develops software solutions that enable the effective study and understanding of recorded flight data
to improve safety, maintenance and flight operations.
During the third quarter of fiscal 2009, the Company recorded an additional purchase price for Flightscape of $3.0 million settled in
cash and reduced the additional potential consideration of $12.0 million to $1.0 million which, if met, would be recorded as additional
goodwill. The additional purchase price was recorded as goodwill.
Fiscal 2007 acquisition
Kesem International Pty Ltd
During the third quarter of fiscal 2007, the Company acquired all the issued and outstanding shares of Kesem International Pty Ltd
(Kesem), which offers a range of professional services to support design, analysis and experimentation in the defence and homeland
security markets. Total consideration for this acquisition, excluding acquisition costs of $0.3 million, amounted to AUD$5.0 million
($4.6 million).
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CAE Year-End Financial Results 2009 | 19
CAE Annual Report 2009 | 87
Notes to the Consolidated Financial Statements
Summary of total net assets of all acquisitions
(amounts in millions)
Current assets (1)
Current liabilities
Property, plant and equipment
Other assets
Intangible assets
Trade names
Technology
Customer relationships
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: Call/put option payable
Book value of investment at acquisition date
Non-controlling interest
Total cash consideration for acquisitions during the
fiscal year
Add: Additional consideration related to a previous fiscal
year acquisition
Total cash consideration (3)
(1)
2009
$ 12.9
(25.4)
40.2
–
0.1
–
10.9
21.7
6.4
(19.6)
(4.0)
$ 43.2
5.4
$ 48.6
–
(4.5)
(0.2)
$
2008
13.7
(23.4)
2.3
2.8
1.5
20.8
5.9
28.8
(5.6)
(1.8)
(2.1)
42.9
9.5
52.4
(1.1)
–
–
$
$
$ 43.9
$
51.3
3.0
$ 46.9
–
51.3
$
2007
0.9
(1.1)
0.1
–
0.1
0.1
0.6
4.1
(0.2)
–
(0.2)
4.4
0.5
4.9
–
–
–
4.9
–
4.9
$
$
$
$
$
(2)
(3)
Excluding cash on hand.
This goodwill is not deductible for tax purposes.
The total cash consideration includes acquisition costs of $2.7 million in fiscal 2009, $4.0 million in fiscal 2008 and $0.3 million in fiscal 2007.
The net assets of Sabena, AAE and Flightscape are included in the Training & Services/Civil segment. The net assets of Kestrel,
MultiGen and Macmet are included in Simulation Products/Military. The net assets of Engenuity are segregated between the
Simulation Products/Military and Training & Services/Military segments. The net assets of Kesem are included in the Training &
Services/Military segment.
The above-listed acquisitions were accounted for under the purchase method and the operating results have been included from their
acquisition date.
NOTE 4 – INVESTMENTS IN JOINT VENTURES
The Company’s consolidated balance sheets and consolidated statements of earnings and cash flows include, on a proportionate
consolidation basis, the impact of its joint venture companies of Zhuhai Xiang Yi Aviation Technology Company Limited – 49%,
Helicopter Training Media International GmbH – 50%, Helicopter Flight Training Services GmbH – 25%, the Emirates-CAE Flight
Training centre – 50%, Embraer CAE Training Services LLC – 49% (starting fiscal 2008), HATSOFF Helicopter Training Private
Limited – 50% (starting fiscal 2008), National Flying Training Institute Private Limited – 51% (starting fiscal 2009), and CAE Bangalore
training centre – 50% (starting fiscal 2009).
Except for the Helicopter Training Media International GmbH joint venture, whose operations are essentially focused on designing,
manufacturing and supplying advanced helicopter military training product applications, the other joint venture companies’ operations
are focused on providing civil and military aviation training and related services.
88 | CAE Annual Report 2009
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The impact on the Company’s consolidated financial statements from all joint ventures is as follows:
Notes to the Consolidated Financial Statements
(amounts in millions)
Assets
Current assets
Property, plant and equipment and other non-current assets
Liabilities
Current liabilities
Long-term debt (including current portion)
Deferred gains and long-term liabilities
Earnings
Revenue
Net earnings
Segmented operating income
Simulation Products/Military
Training and Services/Civil
Training and Services/Military
Cash flows from (used in)
Operating activities
Investing activities
Financing activities
$
$
$
2009
58.4
242.3
44.9
120.4
4.5
78.9
17.7
6.0
14.4
(0.8)
41.3
(40.1)
34.6
$
$
$
2008
33.8
163.1
22.9
75.9
–
60.6
11.8
0.6
14.0
(0.5)
22.1
(20.1)
17.3
2007
$
24.5
159.4
12.0
59.2
–
50.0
6.8
1.4
7.5
(0.2)
4.6
(39.2)
29.9
$
$
NOTE 5 – DISCONTINUED OPERATIONS
CAE Elektronik GmbH Telecommunication Department
During fiscal 2008, the Company decided to discontinue its German telecommunication department. This department develops and
sells unified messaging software for various clients and other office software solutions. As well, the business offers services in both
standardized and customer-specific software communication solutions for voice-over-IP and ISDN environment. CAE Elektronik
GmbH divested its telecommunication department through a sales agreement with an exclusive buyer. The transaction resulted in the
recognition of a net loss in discontinued operations amounting to $2.2 million, net of a tax recovery of $1.0 million during the fourth
quarter of fiscal 2008.
Forestry Systems
On May 2, 2003, the Company completed the sale of one of its Forestry Systems businesses to Carmanah Design and Manufacturing.
The Company was entitled to receive further consideration based on the performance of the business. During the first quarter of
fiscal 2007, a settlement was concluded and the Company received a payment of $0.2 million (net of tax expense of $0.1 million).
On August 16, 2002, the Company 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. The Company completed a review of the
buyers’ books and records and in January 2006, launched legal proceedings to collect the payment that it believed was owed. Prior to
the termination of the arbitration, for fiscal 2008 and 2007, the Company incurred fees in connection with the evaluation and litigation
exercise amounting to $1.2 million (net of tax recovery of $0.2 million) and $0.9 million (net of tax recovery of $0.2 million), respectively.
Until April 2008, the Company was in arbitration with the buyer because of this dispute. The arbitration ceased mid-way in April 2008
when the buyer was the subject of a petition for receivership and was understood to be insolvent. A write-off, in the amount of
$8.5 million (net of a tax recovery of $1.5 million), was accounted for in fiscal 2008 because, in accordance with the relevant
accounting pronouncements, the Company deemed that the impairment conditions existed at the date of the Company’s fiscal 2008
consolidated financial statements.
Summary of discontinued operations
(amounts in millions, except per share amounts)
Net loss from CAE Elektronik GmbH Telecommunication Department,
2009 – net of tax recovery of $0.1; 2008 – net of tax recovery of $1.0
Net loss from Forestry Systems, 2009 – net of tax recovery of $0.1;
2008 – net of tax recovery of $1.7; 2007 – net of tax recovery of $0.1
Net loss from other discontinued operations, 2009 – net of tax recovery of $nil;
2008 – net of tax recovery of $0.1; 2007 – net of tax recovery of $0.3
Results of discontinued operations
Basic and diluted net loss per share from discontinued operations
2009
2008
2007
$
(0.3)
$
(2.2)
$
–
(0.7)
(9.7)
(0.7)
(0.1)
(1.1)
(0.01)
$
$
(0.2)
(12.1)
(0.05)
(1.0)
(1.7)
(0.01)
$
$
$
$
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CAE Year-End Financial Results 2009 | 21
CAE Annual Report 2009 | 89
Notes to the Consolidated Financial Statements
NOTE 6 – ACCOUNTS RECEIVABLE
Accounts receivable are carried on the consolidated balance sheet net of an allowance for doubtful accounts. This provision is
established based on the Company’s best estimates regarding the ultimate recovery of balances for which collection is uncertain.
Uncertainty of ultimate collection may become apparent from various indicators, such as a deterioration of the credit situation of a
given client and of delay in collection when the age of invoices exceeds the contractually agreed upon payment terms. Management
regularly reviews accounts receivable, monitors past due balances and assesses the appropriateness of the allowance for doubtful
accounts.
Details of accounts receivable were as follows:
(amounts in millions)
Past due trade receivables
1-30 days
31-60 days
61-90 days
Greater than 90 days
Total
Allowance for doubtful accounts
Current trade receivables
Accrued receivables
Derivative assets
Other receivables
Total accounts receivable
2009
35.1
12.0
13.1
28.0
88.2
(8.2)
122.9
55.4
32.2
31.9
322.4
$
$
$
$
2008
38.0
10.7
6.3
20.6
75.6
(7.4)
81.2
48.5
17.2
39.9
255.0
$
$
$
$
The Company has an agreement to sell third-party receivables to a financial institution for an amount of up to $50 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, 2009, $45.6 million (2008 - $43.7 million) of
specific accounts receivable were sold to the financial institution pursuant to this agreement. Proceeds (net of $0.8 million in fees, 2008 –
$0.5 million) of the sale were used for corporate purposes and to repay borrowings under the Company’s credit facilities.
Changes in allowance for doubtful accounts were as follows:
(amounts in millions)
Allowance for doubtful accounts, beginning of year
Additions
Amounts charged off
Foreign exchange
Allowance for doubtful accounts, end of year
NOTE 7 – INVENTORIES
(amounts in millions)
Long-term contracts (unbilled sales [UBS])
Work in progress
Raw materials, supplies and manufactured products
$
$
$
$
The amount of inventories, excluding long-term contracts, recognized as cost of sales was as follows:
(amounts in millions)
Work in progress
Raw materials, supplies and manufactured products
$
$
2009
(7.4)
(10.0)
10.3
(1.1)
(8.2)
2009
215.3
79.1
39.8
334.2
2009
78.9
64.9
143.8
2008
(4.4)
(6.4)
3.2
0.2
(7.4)
2008
138.9
56.0
35.0
229.9
2008
81.4
36.7
118.1
$
$
$
$
$
$
The amount of provision of inventories recognized as an expense was $2.8 million for fiscal 2009 (2008 – $2.4 million; 2007 –
$1.9 million), which was recorded in cost of sales. The amount of reversals of provision in inventories that was recognized as an
expense in prior periods, as a result of an increase in net realizable value, was $1.1 million for fiscal 2009 (2008 – $1.4 million; 2007 –
$2.1 million). The carrying amount of inventories pledged as security for loans was $2.8 million as at March 31, 2009 (2008 –
$2.0 million).
22 | CAE Year-End Financial Results 2009
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Notes to the Consolidated Financial Statements
NOTE 8 – PROPERTY, PLANT AND EQUIPMENT
(amounts in millions)
Land
Buildings and improvements
Simulators
Machinery and equipment
Aircraft and engines
Assets under capital lease (1)
Assets under construction
$
Cost
24.3
273.5
1,020.6
198.2
15.0
44.3
168.7
$ 1,744.6
Accumulated
Depreciation
–
$
91.3
189.1
134.3
2.0
25.5
–
442.2
$
2009
Net Book
Value
24.3
182.2
831.5
63.9
13.0
18.8
168.7
1,302.4
$
$
(1)
Includes simulators, machinery and equipment, and a building.
The average remaining amortization period for the simulators is 15 years.
NOTE 9 – INTANGIBLE ASSETS
(amounts in millions)
Trade names
Customer relationships
Customer contractual agreements
Technology
Enterprise resource planning –
(ERP) and other software
Other intangible assets
Cost
14.8
22.7
8.8
24.0
33.5
4.4
108.2
Accumulated
Depreciation
4.2
$
3.4
4.7
5.3
10.8
2.7
31.1
$
$
$
2009
Net Book
Value
10.6
19.3
4.1
18.7
22.7
1.7
77.1
$
$
$
$
$
$
The continuity of intangible assets is as follows:
(amounts in millions)
Opening balance
Acquisitions (Note 3)
ERP and other software additions
Other additions
Amortization
Foreign exchange
Closing balance
Cost
23.2
244.4
756.5
193.6
–
33.3
136.5
1,387.5
Accumulated
Depreciation
–
$
80.2
111.5
125.4
–
23.6
–
340.7
$
Cost
12.2
8.4
6.8
21.9
27.6
4.0
80.9
Accumulated
Depreciation
2.5
$
1.0
3.2
2.5
7.6
2.1
18.9
$
2009
62.0
11.0
5.4
2.5
(9.7)
5.9
77.1
$
$
$
$
$
$
2008
Net Book
Value
23.2
164.2
645.0
68.2
–
9.7
136.5
1,046.8
2008
Net Book
Value
9.7
7.4
3.6
19.4
20.0
1.9
62.0
2008
36.0
28.2
7.2
1.1
(7.8)
(2.7)
62.0
$
$
The annual amortization expense for the next five years will be approximately $9.1 million.
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CAE Year-End Financial Results 2009 | 23
CAE Annual Report 2009 | 91
Notes to the Consolidated Financial Statements
NOTE 10 – GOODWILL
(amounts in millions)
Opening balance
Acquisitions (Note 3)
Foreign exchange
Closing balance
(amounts in millions)
Opening balance
Acquisitions (Note 3)
Foreign exchange
Closing balance
$
Simulation
Products/
Civil
–
–
–
–
$
$
Training &
Services/
Civil
0.8
24.4
2.4
27.6
$
$
Simulation
Products/
Military
76.3
0.3
11.3
87.9
$
$
Training &
Services/
Military
38.4
–
5.2
43.6
$
Simulation
Products/
Civil
–
–
–
–
$
$
Training &
Services/
Civil
–
0.8
–
0.8
$
$
$
Simulation
Products/
Military
54.6
28.0
(6.3)
76.3
$
Training &
Services/
Military
42.3
–
(3.9)
38.4
$
$
NOTE 11 – OTHER ASSETS
(amounts in millions)
Restricted cash
Investment in and advances to CVS Leasing Ltd.(i)
Deferred development costs, net of accumulated amortization of $30.0 (2008 – $26.7)(ii)
Deferred pre-operating costs, net of accumulated amortization of $25.7 (2008 – $23.6)(iii)
Deferred financing costs, net of accumulated amortization of $17.9 (2008 – $17.0)
Long-term receivables
Accrued benefit asset (Note 23)
Other, net of accumulated amortization of $7.8 (2008 – $6.7)
Long-term derivative assets
2009
15.7
46.0
22.4
10.4
2.6
1.3
28.4
5.7
19.1
151.6
$
$
2009
Total
115.5
24.7
18.9
159.1
2008
Total
96.9
28.8
(10.2)
115.5
2008
8.6
41.7
20.0
12.7
3.5
2.0
25.9
10.1
13.7
138.2
$
$
$
$
$
$
(i)
(ii)
The Company leads a consortium, which was contracted by the United Kingdom (U.K.) Ministry of Defence (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 CAE Aircrew Training Plc (Aircrew). The Company’s interest in the subsidiary
is 77% with the balance being accounted for as a minority investment of 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 12% minority shareholding and has advanced funds to CVS Leasing Ltd. (CVS), the entity that owns the
simulators and other equipment leased to Aircrew.
R&D expenditures aggregated to $125.6 million (2008 – $113.7 million; 2007 – $99.8 million) during the year including amortization of
$3.3 million (2008 – $2.9 million; 2007 – $4.8 million). Of this amount, $91.7 million (2008 – $78.1 million; 2007 – $80.3 million) was
recorded as an expense. The remaining balance has been deferred in different line items on the balance sheet, of which $10.5 million
(2008 – $16.5 million; 2007 – $3.0 million) net of government contributions was recorded as deferred development costs (refer to Note 22
for government contributions recorded against these expenditures).
(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 2009, $1.8 million was capitalized (2008 – $3.9 million) and an amortization of $2.1 million was taken
(2008 – $2.0 million; 2007 – $3.0 million).
92 | CAE Annual Report 2009
24 | CAE Year-End Financial Results 2009
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NOTE 12 – DEBT FACILITIES
Long-term debt
(amounts in millions)
Recourse debt
(i) Senior notes (US$60.0 maturing
June 2009 and US$33.0 maturing
June 2012)
(ii) Revolving unsecured term credit
facilities, 5 years maturing
July 2010; US$400.0 and €100.0
(iii) Term loans, maturing in May and
June 2011 (outstanding as at
March 31, 2009 – €12.6 and €2.6, as
at March 31, 2008 – €18.3 and €3.6)
(iv) Grapevine Industrial Development
Corporation bonds, secured,
maturing in January 2010 and 2013
(US$27.0)
(v) Miami Dade County Bonds,
collateralized, maturing in
March 2024 (US$11.0)
(vi) Other debt, with various maturities
from April 2010 to March 2016
(vii) Obligations under capital lease
commitments
Non-recourse debt(1)
(viii)Term loan of £12.7 collateralized,
maturing in October 2016
(outstanding as at March 31, 2009 –
£3.5, as at March 31, 2008 – £4.0)
(ix) Term loan maturing in
December 2019 (outstanding as at
March 31, 2009 – €40.9, as at
March 31, 2008 – €32.5)
(x) Term loans with various maturities to
August 2014 (outstanding as at
March 31, 2009 – US$21.7, ¥59.5
and HKD49.0, as at March 31, 2008
– US$18.1, ¥40.7 and HKD nil)
(xi) Term loan maturing in 2014
(outstanding as at March 31, 2009 –
US$24.8 and £9.6, as at
March 31, 2008 – US$25.2 and
£9.9)
Term loan maturing in 2018
(outstanding as at March 31, 2009 –
US$43.2 and £8.5, as at
March 31, 2008 – US$43.2 and
£8.5)
(xii) Term loan maturing in 2025
collateralized, (outstanding as at
March 31, 2009 – US$6.0, as at
March 31, 2008 – US$ nil)
Total long-term debt
Less:
Current portion of long-term debt
Current portion of capital lease
Notes to the Consolidated Financial Statements
Gross
Amount
Transaction
Costs
Debt Basis
Adjustment
2009
Net
Debt
Gross
Amount
Transaction
Costs
Debt Basis
Adjustment
2008
Net
Debt
$ 117.2 $
(0.1)
$
5.3
$ 122.4 $
95.6
$
(0.2)
$
4.3 $ 99.7
–
25.5
34.0
13.9
18.1
26.2
6.4
–
–
–
–
–
–
–
68.4
(1.2)
46.3
–
48.6
(1.8)
69.6
(3.0)
–
–
–
–
–
–
–
–
–
–
–
–
–
25.5
35.6
34.0
27.7
13.9
11.3
18.1
11.3
26.2
8.1
6.4
8.2
–
–
–
–
–
–
–
67.2
52.8
(1.3)
–
–
–
–
–
–
–
–
–
35.6
27.7
11.3
11.3
8.1
8.2
51.5
46.3
24.4
–
–
24.4
46.8
46.0
(2.3)
–
43.7
66.6
61.5
(3.2)
–
58.3
7.6
$ 481.8 $
122.6
4.0
$ 355.2 $
(0.7)
(6.8)
(1.0)
–
(5.8)
$
–
5.3
–
–
6.9
–
$ 480.3 $ 382.5 $
121.6
4.0
27.6
0.7
$
5.3 $ 354.7 $ 354.2 $
–
(7.0)
(1.0)
–
(6.0)
$
$
–
–
4.3 $ 379.8
–
–
26.6
0.7
4.3 $ 352.5
(1)
Non-recourse debt is classified as such when recourse against the debt in a subsidiary is limited to the assets, equity interest and
undertaking of such subsidiary.
CAE Annual Report 2009 | 93
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Notes to the Consolidated Financial Statements
(i) Pursuant to a private placement, the Company borrowed US$93.0 million (2008 – US$93.0 million). These unsecured senior
notes rank equally with term bank financings with fixed repayment amounts of US$60.0 million in 2009 and US$33.0 million in
2012. 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. The Company has an outstanding interest rate swap contract that replaced a swap
contract that had previously been put in place when the debt was raised. The existing swap contract is designated as a fair value
hedge of its private placement resulting in changes in LIBOR interest rates. With regards to the outstanding fair value hedge, the
gains or losses on the hedged items attributable to the hedged risk are accounted for as an adjustment to the carrying value of
the hedged items. For the fair value hedge that was discontinued prior to the transaction date, the carrying amount of the hedged
item is adjusted by the remaining balance of any deferred gain or loss on the hedging item. As such, the debt basis adjustment
has been recorded with the private placement as an increase to the gross long-term debt amount.
(ii) On July 7, 2005, the Company entered into a revolving credit agreement. This revolving unsecured term credit facility
(US$400.0 million and €100.0 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’ acceptance rates or LIBOR plus a
spread which depends on the credit rating assigned by Standard & Poor’s Rating Services.
(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, 2009, is equal to
approximately $89.4 million (€53.5 million) [2008 – $85.0 million (€52.3 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. 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, 2009, the combined rate for both series was approximately 3.06% (2008 – 4.69%). 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 collateralized by a simulator. As at
March 31, 2009, the applicable floating rate, which is reset weekly, was 3.10%. Also, a letter of credit has been issued to support
the bonds for the outstanding amount of the loans.
(vi) Other debts include an unsecured $35.0 million facility to secure financing for the cost of establishment of an enterprise resource
planning (ERP) system, maturing March 2016. A drawdown under the ERP 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. Also included is a $0.9 million (€0.5 million) loan for one of the Company’s flight schools, maturing
April 2010. The average interest rates on these borrowings are approximately 6.1%.
(vii) These capital leases relate to the leasing of various equipment, simulators, and a building assumed as a result of our fiscal 2009
acquisitions. The leases have maturities ranging from September 2009 to March 2018, and effective interest rates ranging from
3.98% to 6.09%. The implicit lease rate for the capital lease related to the building was considered below the market rate upon
initial recognition on the date of acquisition. Accordingly, this capital lease was initially recorded at a fair market value that was
lower than its face value. As the debt will be accreted over time, the full face value of the debt will be repaid upon maturity.
(viii) 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 U.K. The credit facility includes a term loan that is collateralized by the project assets of the
subsidiary and a bi-annual repayment that 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 £3.5 million,
fixing the interest rate at 6.31%. The book value of the assets pledged as collateral for the credit facility as at March 31, 2009 is
£35.8 million (2008 – £31.2 million).
(ix) Term loan, maturing in December 2019, representing CAE’s proportionate share of the German NH90 project. The total amount
available for the project Company under the facility is €175.5 million. The debt is non-recourse to CAE. The borrowings bear
interest at a EURIBOR rate and are currently swapped to a fixed rate of 4.8%.
(x) Term loans representing CAE’s proportionate share of term debt for the acquisition of simulators and expansion of the building,
on a non-recourse basis, for its joint venture in Zhuhai Xiang Yi Aviation Technology Company Limited. The term debt has been
arranged through several financial institutions. Borrowings are denominated in U.S. dollars, Chinese Yuan Renminbi (¥), and
Hong Kong dollars (HKD). The U.S. dollar-based borrowings bear interest on a floating rate basis of U.S. LIBOR plus a spread
ranging from 0.45% to 1% and have maturities between August 2008 and August 2014. The ¥ based borrowings bear interest at
the local rate of interest with final maturities between September 2008 and September 2011. The HKD borrowings bear interest
at HKD HIBOR plus a spread of 1.5% with final maturities in April 2009.
94 | CAE Annual Report 2009
26 | CAE Year-End Financial Results 2009
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Notes to the Consolidated Financial Statements
(xi) During fiscal year 2008, the Company obtained senior secured financing for two new civil aviation training centres. As at
March 31, 2009, the outstanding aggregate balance amounted to $118.2 million (US$68.0 million and £18.1 million). The
drawdown is separated into two tranches with principal and interest. Tranche A is being amortized quarterly beginning in
December 2008 with a final maturity of June 2014 and principal and interest of Tranche B being amortized quarterly beginning in
July 2014 until final maturity of June 2018. The debt is non-recourse to the Company and is collateralized by the assets of the
training centres and is cross-guaranteed and cross-collateralized by the cash-flow generated by the two training centres. The
combined coupon rate of the post-swap debt amounts to 8.28%.
(xii) During fiscal year 2009, the Company and its partner obtained US$42.1 million of senior collateralized non-recourse financing for
the HATSOFF Helicopter Training Private Limited joint venture, a military aviation training centre in Bangalore, India. The debt
begins semi-annual amortization in September 2013 with a final maturity of September 2025. After taking into consideration the
effect of USD-Indian rupees cross currency swap agreement, the fixed interest rate is 10.35% per annum. As at March 31, 2009,
CAE’s proportionate share of the drawn amount was US$6.0 million.
Payments required in each of the next five fiscal years to meet the retirement provisions of the long-term debt and face values of
capital leases are as follows:
(amounts in millions)
2010
2011
2012
2013
2014
Thereafter
$
Long-term debt
122.6
32.9
27.3
89.8
35.9
147.1
455.6
$
Capital lease
4.0
$
10.3
1.9
1.9
2.0
7.3
27.4
$
Total
126.6
43.2
29.2
91.7
37.9
154.4
483.0
$
$
As at March 31, 2009, CAE is in compliance with its financial covenants.
Short-term debt
The Company has an unsecured and uncommitted bank line of credit available in euros totalling $5.0 million (2008 – $4.9 million;
2007 – $4.6 million), none of which is used as at March 31, 2009 (2008 – Nil). The line of credit bears interest at a euro base rate.
Interest expense, net
Details of interest expense (income) are as follows:
(amounts in millions)
Long-term debt interest expense
Amortization of deferred financing costs and other
Interest capitalized
Interest on long-term debt
Interest income
Other interest income, net
Interest income, net
Interest expense, net
2009
26.9
3.2
(5.9)
24.2
(2.6)
(1.4)
(4.0)
20.2
$
$
$
$
$
$
$
$
$
$
2008
23.9
2.7
(4.7)
21.9
(3.0)
(1.4)
(4.4)
17.5
2007
18.5
2.3
(4.1)
16.7
(4.8)
(1.3)
(6.1)
10.6
$
$
$
$
$
The Company’s interest income is mainly a result of interest revenue on cash on hand and advances to CVS. CVS is an entity that
owns simulators and other equipment used to train U.K. Ministry of Defence pilots at the Company’s Benson Air Force Base training
centre. The Company owns a minority shareholding of 12% in CVS.
NOTE 13 – 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 23)
Non-controlling interest(ii)
Long-term payable to Investissement Québec
Long-term derivative liabilities
LTI RSU/DSU compensation obligation
Other
2009
52.8
31.6
5.8
32.5
20.8
–
20.4
17.1
4.6
185.6
$
$
2008
63.3
21.3
8.1
29.2
20.2
0.7
9.1
22.0
11.0
184.9
$
$
(i)
(ii)
The related amortization for the year amounted to $4.4 million (2008 – $3.8 million; 2007 – $4.0 million).
Non-controlling interest of 23% in Military CAE Aircrew Training Centre, 20% of the civil training centres in Madrid and 10% in AAE.
CAE Year-End Financial Results 2009 | 27
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2008
234.0
31.80 %
74.4
2007
$ 178.8
32.08 %
57.4
$
Notes to the Consolidated Financial Statements
NOTE 14 – INCOME TAXES
A reconciliation of income taxes at Canadian statutory rates with the reported income taxes is as follows:
(amounts in millions except for income tax rates)
Earnings 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
Losses not tax effected
Tax benefit of operating 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
Other tax benefit not previously recognized
Other
Total income tax expense
2009
283.4
30.92 %
87.6
(7.3)
5.0
(0.3)
(0.8)
2.0
1.5
(0.6)
(1.0)
(3.0)
(0.2)
82.9
$
$
$
$
$
$
(5.5)
4.1
(1.8)
(0.2)
5.0
(2.0)
(2.4)
(0.9)
(2.5)
1.0
69.2
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)
Tax benefit of operating losses not previously recognized
Impact of change in income tax rates on the future income taxes
Other tax benefit not previously recognized
Change related to temporary differences
Total income tax expense
2009
74.9
(0.3)
(0.6)
(3.0)
11.9
82.9
$
$
2008
42.8
(1.8)
(2.4)
(2.5)
33.1
69.2
$
$
The tax effects of temporary differences that give rise to future tax liabilities and assets are as follows:
(2.8)
0.3
(2.3)
(0.6)
2.4
(1.0)
(1.2)
(0.8)
(3.2)
1.5
49.7
2007
63.9
(2.3)
(1.2)
(3.2)
(7.5)
49.7
$
$
$
(amounts in millions)
Future income tax assets
Non-capital loss carryforwards
Capital loss carryforwards
Intangible assets
Amounts not currently deductible
Deferred revenues
Tax benefit carryover
Unclaimed research and development expenditures
Other
Valuation allowance
Future income tax liabilities
Investment tax credits
Property, plant and equipment
Percentage-of-completion versus completed contract
Deferred research and development expenses
Other
Net future income tax assets
Net current future income tax asset
Net non-current future income tax asset
Net current future income tax liability
Net non-current future income tax liability
96 | CAE Annual Report 2009
28 | CAE Year-End Financial Results 2009
2009
2008
$
$
$
$
$
$
$
$
42.8
2.0
9.4
21.3
9.9
6.0
4.5
3.4
99.3
(21.4)
77.9
(15.5)
(29.2)
(2.1)
(0.7)
–
(47.5)
30.4
5.3
86.0
(20.9)
(40.0)
30.4
$
$
$
$
$
$
$
$
39.0
2.4
11.7
20.0
10.7
4.6
3.9
–
92.3
(20.6)
71.7
(18.3)
(13.9)
(8.8)
(0.2)
(0.1)
(41.3)
30.4
14.1
64.3
(16.8)
(31.2)
30.4
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Notes to the Consolidated Financial Statements
As at March 31, 2009, the Company has accumulated non-capital losses carried forward relating to operations in Canada for
approximately $17.3 million. For financial reporting purposes, a net future income tax asset of $5.1 million has been recognized in
respect of these loss carryforwards.
As at March 31, 2009, the Company has accumulated non-capital losses carried forward relating to operations in the United States for
approximately $11.7 million (US$9.3 million). For financial reporting purposes, a net future income tax asset of $2.6 million
(US$2.1 million) has been recognized in respect of these loss carryforwards.
The Company has accumulated non-capital tax losses carried forward relating to its operations in other countries of approximately
$107.4 million. For financial reporting purposes, a net future income tax asset of $22.9 million has been recognized.
The Company also has accumulated capital losses carried forward relating to operations in the United States for approximately
$5.8 million (US$4.6 million). For financial reporting purposes, no future income tax asset was recognized, as a full valuation
allowance was taken.
The non-capital losses for income tax purposes expire as follows:
(amounts in millions)
Expiry date
2010
2013
2015
2020 – 2029
No expiry date
US$
United States (US$) Other Countries (CA$)
3.7
–
0.6
18.8
101.6
124.7
–
5.4
–
3.9
–
9.3
US$
$
$
The valuation allowance principally relates to loss carryforward benefits where realization is not likely due to a history of losses, 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 2009, $3.3 million (2008 – $4.3 million) of the valuation allowance balance was reversed based on the assessment of the
Company that it is more likely than not that the future income tax benefits will be realized.
NOTE 15 – CAPITAL STOCK
Capital stock
Authorized
The Company is authorized to issue an unlimited number of common shares without par value and an unlimited number of preferred
shares without par value, issuable in series.
The preferred shares may be issued with rights and conditions to be determined by the Board of Directors, prior to their issue. To
date, the Company has not issued any preferred shares.
Issued
A reconciliation of the issued and outstanding common shares of the Company is as follows:
(amounts in millions, except number of shares)
Balance at beginning of year
Shares issued(a)
Stock options exercised
Transfer of contributed surplus
upon exercise of stock options
Stock dividends
Balance at end of year
(a)
Number
of Shares
253,969,836
–
1,077,200
–
99,407
255,146,443
2009
Stated
Value
418.9
–
9.3
Number
of Shares
251,960,449
169,851
1,814,095
1.0
1.0
430.2
–
25,441
253,969,836
$
$
2008
Stated
Value
401.7
0.8
13.9
2.2
0.3
418.9
$
$
Number
of Shares
250,702,430
–
1,236,895
–
21,124
251,960,449
2007
Stated
Value
389.0
–
10.0
2.5
0.2
401.7
$
$
On November 30, 2007, the Company issued 169,851 common shares at a price of $4.71 per share for the fourth and final tranche
payment for the purchase of CAE Professional Services (Canada) Inc.
The following is a reconciliation of the denominators for the basic and diluted earnings per share computations:
Weighted average number of common shares outstanding – Basic
Effect of dilutive stock options
Weighted average number of common shares outstanding – Diluted
2009
254,756,989
201,817
254,958,806
2008
253,406,176
1,160,474
254,566,650
2007
251,110,476
1,894,730
253,005,206
Options to acquire 1,992,880 common shares (2008 – 1,144,704; 2007 – 1,397,200) have been excluded from the above calculation
since their inclusion would have had an anti-dilutive effect.
CAE Year-End Financial Results 2009 | 29
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Notes to the Consolidated Financial Statements
NOTE 16 – 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 of 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 to be equivalent to the weighted average closing price of the common shares on the Toronto Stock Exchange
(TSX) of the five days of trading prior to the effective date of the grant.
As at March 31, 2009, a total of 15,047,696 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 vests over a period of four years of continuous employment from the grant
date. 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:
Years ended March 31
2009
Weighted
Average
Exercise
Price
Number
of Options
Number
of Options
Options outstanding at beginning of year
4,602,374
$
9.00
5,441,915
$
Granted
Exercised
Forfeited
Expired
829,600
(1,077,200)
(79,574)
(64,050)
Options outstanding at end of year
Options exercisable at end of year
4,211,150
1,959,690
$
$
13.09
8.62
7.56
12.73
9.87
6.76
1,167,588
(1,814,095)
(47,034)
(146,000)
4,602,374
2,543,545
$
$
2008
Weighted
Average
Exercise
Price
7.57
14.06
7.66
9.57
12.59
9.00
7.26
2007
Weighted
Average
Exercise
Price
7.66
9.13
8.07
10.60
–
7.57
8.58
Number
of Options
6,347,235
$
647,700
(1,236,895)
(316,125)
–
5,441,915
2,986,135
$
$
The following table summarizes information about the Company’s ESOP as at March 31, 2009:
Range of exercise prices
Options Outstanding
Options Exercisable
$4.08 to $6.03
$6.19 to $9.12
$10.31 to $14.10
Total
Weighted
Average
Remaining
Contractual
Life (Years)
1.35
2.15
4.59
3.08
Weighted
Average
Exercise
Price
5.42
7.69
13.64
9.87
$
$
Number
Exercisable
1,057,145
735,050
167,495
1,959,690
Weighted
Average
Exercise
Price
5.37
7.11
13.96
6.76
$
$
Number
Outstanding
1,178,170
1,040,100
1,992,880
4,211,150
For the year ended March 31, 2009, compensation cost for CAE’s stock options was recognized in consolidated net earnings with a
corresponding credit of $2.8 million (fiscal 2008 – $4.8 million; fiscal 2007 – $2.6 million) to contributed surplus using the fair value
method of accounting for awards that were granted since 2004.
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
Expected option term
Weighted average fair value of options granted
2009
2008
2007
0.90%
29.3%
3.50%
4 years
3.62
$
0.28%
33.0%
4.64%
4 years
4.57
$
0.44%
45.0%
4.38%
4 years
3.57
$
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 or lump-sum payment plus employer contributions.
The ESPP 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. The plan provides for tax deferral of employee and employer contributions through a Registered
Retirement Saving Plan (RRSP) and 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 $4.3 million (2008 – $3.9 million; 2007 – $3.1 million) in respect of employer contributions
under the Plan.
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Notes to the Consolidated Financial Statements
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 TSX 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 a cash payment equal to the fair market value
of the equivalent number of common shares, net of withholdings.
In fiscal 2000, the Company adopted a DSU plan for non-employee directors. A non-employee director holding less than the minimum
holdings of common shares of the Company receives the Board retainer and attendance fees in the form of deferred share units.
Minimum holdings means not less than the number of common shares or deferred share units equivalent in fair market value to three
times the annual retainer fee payable to a director for service on the Board. A non-employee director holding no less than the
minimum holdings of 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 TSX during the last day on which the common shares traded
prior to the date of issue.
The Company records the cost of the DSU plans as a compensation expense and accrues its long-term liability in Deferred gains and
other long-term liabilities in the Company’s consolidated balance sheet. The recovery recorded in fiscal 2009 was $0.9 million
(2008 – $0.1 million expense; 2007 – $2.0 million expense).
The following table summarizes the DSU units outstanding:
Years ended March 31
DSUs outstanding at beginning of year
Units granted
Units cancelled
Units redeemed
Dividends paid in units
DSUs outstanding at end of year
2009
405,680
80,410
–
(22,526)
5,728
469,292
2008
425,092
42,599
(127)
(63,128)
1,244
405,680
Long-Term Incentive (LTI) – Deferred Share Unit Plans
All CAE 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 senior
management of the Company. A LTI-DSU is equal in value to one common share at a specific date. The LTI-DSU are also entitled to
dividend equivalents payable in additional units in an amount equal to dividends paid on CAE common shares. With the exception of
the fiscal year 2004 plan which precludes the redemption of vested DSUs upon the participant’s voluntary resignation, eligible
participants are entitled to receive a cash payment equivalent to the fair market value of the number of vested DSUs held upon any
termination of employment. Upon termination of employment for reasons of retirement, unvested units continue to vest until
November 30 of the year following the retirement date. For participants subject to section 409A of the United States Internal Revenue
Code, vesting of unvested units takes place at the time of retirement.
Fiscal year 2004 plan
The fiscal year 2004 plan stipulates that granted units vest equally over four years. All the units issued under that Plan are now
vested. The recovery recorded in fiscal 2009 was $0.6 million (2008 – $0.1 million expense; 2007 – $0.2 million expense).
Fiscal year 2005 plan
The fiscal year 2005 plan replaced the fiscal year 2004 plan for succeeding years. The Plan stipulates that granted units vest equally
over five years and that following a take-over bid, all unvested units vest immediately. The recovery recorded in fiscal 2009 was
$0.9 million (2008 – $3.2 million expense; 2007 – $7.5 million expense).
Since fiscal 2004, the Company entered into equity swap agreements to reduce its earnings exposure to the fluctuations in its share
price (refer to Note 18).
The following table summarizes the LTI-DSU units outstanding:
Years ended March 31
LTI-DSUs outstanding at beginning of year
Units granted
Units cancelled
Units redeemed
Dividends paid in units
LTI-DSUs outstanding at end of year
Fiscal Year 2005 Plan
Fiscal Year 2004 Plan
2009
1,824,762
269,806
(6,305)
(97,013)
27,919
2,019,169
2008
1,392,653
481,577
(27,115)
(27,760)
5,407
1,824,762
2009
517,702
–
(14,543)
(101,861)
5,768
407,066
2008
548,097
–
(5,161)
(26,863)
1,629
517,702
CAE Annual Report 2009 | 99
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Notes to the Consolidated Financial Statements
Long-Term Incentive – Restricted Share Unit Plans
Fiscal year 2005 plan
In May 2004, the Company adopted a Long-Term Incentive Performance Based Restricted Shares Unit Plan (LTI-RSU) for its
executives and senior management. The LTI-RSU 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 is a stock-based performance plan.
LTI-RSUs granted pursuant to this plan vest after three years from their grant date. LTI-RSUs vest 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 occurs for any appreciation 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. The recovery recorded in
fiscal 2009 was $1.3 million (2008 – $3.1 million expense; 2007 – $12.1 million expense).
Fiscal year 2008 plan
In May 2007, the Company amended the fiscal year 2005 plan for fiscal 2008 and subsequent years. 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 a stock-based performance plan.
LTI-RSUs granted pursuant to the revised plan vest after three years from their grant date. LTI-RSUs vest as follows:
(i) 100% of the units, if CAE shares have appreciated by a minimum annual compounded growth defined as the Bank of Canada
10-year risk-free rate of return on the grant date plus 350 basis points (3.50%) over the valuation period, or, in the case of pro-
rated vesting, as of the end of the pro-ration period. For 2009 fiscal year grants, this represents a target of 7% (2008 – 8%) of
compound annual growth over the three-year period;
(ii) 50% of the units if, based on the grant price, the closing average price on the common CAE shares has met or exceeded the
performance of the Standard & Poor’s Aerospace and Defence Index (S&P A&D index), adjusted for dividends, or, in the case of
pro-rated vesting, as of the end of the pro-ration period.
Participants subject to loss of employment, other than voluntarily or for cause, are entitled to conditional pro-rata vesting. The
expense recorded in fiscal 2009 was $0.4 million (2008 – $0.5 million).
The following table summarizes the LTI-RSU units outstanding:
Years ended March 31
LTI-RSUs outstanding at beginning of year
Units granted
Units cancelled
Units redeemed
Dividends paid in units
LTI-RSUs outstanding at end of year
NOTE 17 – CAPITAL MANAGEMENT
Fiscal Year 2008 Plan
Fiscal Year 2005 Plan
2009
340,974
427,711
(6,303)
–
–
762,382
2008
–
352,258
(11,284)
–
–
340,974
2009
1,065,710
–
(14,349)
(562,734)
–
488,627
2008
2,009,666
–
(17,708)
(926,248)
–
1,065,710
The Company’s objectives when managing capital are threefold:
(i) Optimize the use of debt in relation to managing the cost of capital of the Company;
(ii) Keep the debt level at an amount where the Company’s financial strength and credit quality is maintained in order to withstand
economic cycles;
(iii) Provide the Company’s shareholders with an appropriate rate of return on their investment.
The Company sets the amount of capital in proportion to risk. The Company manages the capital structure and makes corresponding
adjustments based on changes in economic conditions and the risk characteristics of the underlying assets. In order to maintain or
adjust the capital structure, the Company may adjust the amount of dividends paid to shareholders, return capital to shareholders,
issue new shares, or use cash to reduce debt.
In view of this, the Company monitors its capital on the basis of the adjusted net debt to capital ratio. This ratio is calculated as adjusted
net debt divided by the sum of the adjusted net debt and equity. Adjusted net debt is calculated as total debt (as presented in the
consolidated balance sheet and including non-recourse debt) added to the present value of operating leases (held off balance sheet) less
cash and cash equivalents. Equity comprises all components of shareholders’ equity (i.e. capital stock, contributed surplus, retained
earnings and accumulated other comprehensive loss).
100 | CAE Annual Report 2009
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The level of debt versus equity in the capital structure will be maintained at levels appropriate for a given economic cycle and according
to the Company’s growth strategy relative to the different business segments and is therefore adjusted over time to appropriate levels
ensuring the achievement of the objectives as stated above. The ratios are as follows:
Notes to the Consolidated Financial Statements
As at March 31
(amounts in millions)
Total long-term debt
Add: Present value of operating leases (held off balance sheet)
Less: Cash and cash equivalents
Adjusted net debt
Shareholders’ equity
Adjusted net debt : shareholders’ equity
$
2009
480.3
215.0
(195.2)
$
500.1
$ 1,205.1
29:71
$
$
$
2008
379.8
200.2
(255.7)
324.3
948.5
25:75
The increase in the adjusted net debt to equity ratio during fiscal 2009 resulted primarily from the increase in net debt that occurred as
a result of foreign exchange variations, cash used for the acquisition of Sabena Flight Academy, other general corporate and working
capital purposes.
In the first quarter of fiscal 2009, the Board of Directors approved an increase in the dividend per share to $0.03 from $0.01.
The Company has certain debt agreements which require the maintenance of a certain level of capital. As at March 31, 2009, the
Company is compliant with all its capital maintenance covenants.
NOTE 18 – FINANCIAL INSTRUMENTS AND FINANCIAL RISK MANAGEMENT
Fair value of financial instruments
The fair value of a financial instrument is the amount at which the financial instrument could be exchanged in an arm’s-length
transaction between knowledgeable and willing parties under no compulsion to act. The fair value of a financial instrument is
determined by reference to the available market information at the balance sheet date. When no active market exists for a financial
instrument, the Company determines the fair value of that instrument based on valuation methodologies as discussed below. In
determining assumptions required under the valuation model, the Company primarily uses external, readily observable market inputs.
Assumptions or inputs that are not based on observable market data are used when external data is not available. Fair value
calculations represent the Company’s best estimates of market conditions on a given date. Considering the variability of the factors
used in determining fair value and the volume of financial instruments, the fair values presented below may not be indicative of the
amounts the Company could realize in the current market environment or by immediate settlement of the instruments.
The following methods and assumptions have been used to estimate the fair value of financial instruments:
(i) Cash and cash equivalents, accounts receivable, accounts payable and accrued liabilities are valued at their carrying amounts
on the balance sheet, which represent an appropriate estimate of their fair values due to their short-term maturities;
(ii) Capital leases are valued using the discounted cash flow method;
(iii) The fair value of long-term debt, the long-term obligation and long-term receivables (including advances) are estimated based on
discounted cash flows using current interest rates for instruments with similar terms and remaining maturities;
(iv) The fair value of the Company’s derivative instruments (including forward contracts, swap agreements and embedded derivatives
with economic characteristics and risks that are not clearly and closely related to those of the host contract) are determined using
valuation techniques and are calculated as the present value of the estimated future cash flows using an appropriate interest rate
yield curve, adjusted for counterparty credit risk. Assumptions are based on market conditions prevailing at each balance sheet
date. Derivative instruments reflect the estimated amounts that the Company would receive or pay to settle the contracts at the
balance sheet date;
(v) The fair value of available-for-sale investments which do not have readily available market value is estimated using a discounted
cash flow model, which includes some assumptions that are not supportable by observable market prices or rates.
Counterparty credit risk and the Company’s own credit risk have been taken into account in estimating the fair value of all financial
assets and financial liabilities, including derivatives.
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CAE Year-End Financial Results 2009 | 33
CAE Annual Report 2009 | 101
Notes to the Consolidated Financial Statements
The carrying values and fair values of financial instruments, by class, are as follows:
As at March 31, 2009
(amounts in millions)
Financial assets
Cash and cash equivalents
Accounts receivable(a)
Other assets(a)
Derivative assets
Carrying Value
Fair Value
Held-for-
Trading
Available-
for-Sale
Loans &
Receivables
$ 195.2
–
15.7 (c)
16.6 (f)
$ 227.5
$
$
(d)
–
–
0.8
–
0.8
$
–
270.0 (b)
20.5 (e)
–
$ 290.5
Total
195.2
270.0
37.0
16.6
518.8
$
$
$ 195.2
270.0
38.4
16.6
$ 520.2
Financial liabilities
Accounts payable and accrued liabilities(a)
Total long-term debt
Deferred gains and other long-term liabilities(a)
Derivative liabilities
Carrying Value
Fair Value
Held-for-
Trading
$
$
–
–
–
17.2 (f)
17.2
Other
Financial
Liabilities
$
$
416.6 (g)
481.8 (h)
0.3 (i)
–
898.7
Total
416.6
481.8
0.3
17.2
915.9
$
$
$ 416.6
471.9
0.3
17.2
$ 906.0
(a)
(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)
Excludes derivative financial instruments that have been presented separately.
Includes trade receivables, accrued receivables and certain other receivables.
Includes restricted cash.
Represents the Company’s investment in CVS.
Includes long-term receivables and advances.
Includes embedded derivatives accounted for separately from the host contract, including derivatives not designated in a hedging
relationship, but excluding derivatives that are designated and effective hedging instruments.
Includes trade accounts payable, accrued liabilities, interest payable and certain payroll-related liabilities.
Excludes transaction costs and debt basis adjustments.
Includes a long-term payable that meets the definition of a financial liability.
102 | CAE Annual Report 2009
34 | CAE Year-End Financial Results 2009
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Notes to the Consolidated Financial Statements
As at March 31, 2008
(amounts in millions)
Financial assets
Cash and cash equivalents
Accounts receivable(a)
Other assets(a)
Derivative assets
Carrying Value
Fair Value
Held-for-
Trading
Available-
for-Sale
Loans &
Receivables
$ 255.7
–
8.6 (c)
12.0 (f)
$ 276.3
$
$
–
–
0.8 (d)
–
0.8
$
–
205.5 (b)
23.0 (e)
–
$ 228.5
Total
255.7
205.5
32.4
12.0
505.6
$
$
$
$
255.7
205.5
32.4
12.0
505.6
Financial liabilities
Accounts payable and accrued liabilities(a)
Total long-term debt
Deferred gains and other long-term liabilities(a)
Derivative liabilities
Carrying Value
Fair Value
Held-for-
Trading
Other
Financial
Liabilities
$
–
–
–
16.9 (f)
$
345.5 (g)
382.5 (h)
0.5 (i)
–
$
Total
345.5
382.5
0.5
16.9
$
345.5
389.3
0.5
16.9
$
16.9
$
728.5
$
745.4
$
752.2
(a)
(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)
Excludes derivative financial instruments that have been presented separately.
Includes trade receivables, accrued receivables and certain other receivables.
Includes restricted cash.
Represents the Company’s investment in CVS.
Includes long-term receivables and advances.
Includes embedded derivatives accounted for separately from the host contract, including derivatives not designated in a hedging
relationship, but excluding derivatives that are designated and effective hedging instruments.
Includes trade accounts payable, accrued liabilities, interest payable and certain payroll-related liabilities.
Excludes transaction costs and debt basis adjustments.
Includes a long-term payable that meets the definition of a financial liability.
The Company did not elect to voluntarily designate any financial instruments as held-for-trading; moreover, there have not been any
changes to the classification of the financial instruments since March 31, 2008.
As part of its financing transactions, the Company, through its subsidiaries, has pledged certain financial assets including cash and
cash equivalents, accounts receivable, other assets and derivative assets. As at March 31, 2009, the aggregate carrying value of
these pledged financial assets amounted to $85.3 million (2008 – $70.7 million).
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CAE Year-End Financial Results 2009 | 35
CAE Annual Report 2009 | 103
Notes to the Consolidated Financial Statements
Financial risk management
Due to the nature of the activities that the company carries out and as a result of holding financial instruments, the Company is
primarily exposed to credit risk, liquidity risk and market risk, especially foreign currency risk and interest rate risk.
Derivative instruments are utilized by the Company to manage market risk against the volatility in foreign exchange rates, interest
rates and stock-based compensation in order to minimize their impact on the Company’s results and financial position. The
Company’s policy is not to utilize any derivative financial instruments for trading or speculative purposes. The Company may choose
to designate derivative instruments, either freestanding or embedded, as hedging items. This process consists of matching derivative
hedging instruments to specific assets and liabilities or to specific firm commitments or forecasted transactions. To some extent, the
Company uses non-derivative financial liabilities to hedge foreign currency exchange rate risk exposures.
The following table distinguishes carrying values of derivative financial instruments and non-derivative financial liabilities between
those designated and those not designated as effective hedging as at March 31:
(amounts in millions)
2009
2008
Assets
Liabilities
Assets
Liabilities
Derivative financial instruments designated as fair
value hedges
Interest rate swap agreements
Derivative financial instruments designated as cash
flow hedges
Forward foreign currency contracts
Embedded foreign currency derivatives
Foreign currency swap agreements
Interest rate swap agreements
Derivative financial instruments classified as held–
for-trading
Forward foreign currency contracts
Embedded foreign currency derivatives
Equity swap agreement
Total derivative financial instruments
Non-derivative financial liabilities designated as
hedges of net investments of self-sustaining foreign
operations
Total long-term debt (a)
Other non-derivative financial liabilities
Accounts payable and accrued liabilities
Total long-term debt (a)
Deferred gains and other long-term liabilities
Total non-derivative financial liabilities
Total derivative financial instruments and non-
derivative financial liabilities
(a)
Excludes transaction costs and debt basis adjustments.
$
$
$
$
$
$
$
$
$
2.5
22.7
–
9.5
–
32.2
2.4
12.8
1.4
16.6
51.3
–
–
–
–
–
$
$
$
$
$
$
–
25.1
1.3
–
12.9
39.3
14.0
3.2
–
17.2
56.5
$
41.6
416.6
440.2
0.3
$ 898.7
51.3
$ 955.2
$
$
$
$
$
$
$
$
$
1.3
13.7
–
1.6
2.3
17.6
8.6
3.4
–
12.0
30.9
–
–
–
–
–
$
$
$
$
$
$
–
12.8
–
0.1
4.3
17.2
3.4
12.1
1.4
16.9
34.1
$
33.9
345.5
348.6
0.5
$ 728.5
30.9
$ 762.6
Credit risk
Credit risk is defined as the Company’s exposure to a financial loss if a debtor fails to meet its obligations in accordance with the
terms and conditions of its arrangements with the Company, in relation to financial instruments. The Company is exposed to credit
risk on its account receivables and certain other assets through its normal commercial activities. The Company is also exposed to
credit risk through its normal treasury activities on its cash and cash equivalents, and derivative financial instrument assets.
Credit risks arising from the Company’s normal commercial activities are independently managed and controlled by its four segments,
specifically in regards to customer credit risk. Trade accounts receivable are recognized initially at fair value and subsequently
measured at amortized cost less allowance for doubtful accounts. An allowance for doubtful accounts is established when there is a
reasonable expectation that the Company will not be able to collect all amounts due according to the original terms of the receivables
(refer to Note 6). The carrying amount of the trade accounts receivable is reduced through the use of an allowance account and the
amount of any increase to the allowance is recognized in earnings. When a trade receivable is uncollectible, it is written-off against
the allowance account for trade receivables. Subsequent recoveries of amounts previously written-off are recognized in earnings.
104 | CAE Annual Report 2009
36 | CAE Year-End Financial Results 2009
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Notes to the Consolidated Financial Statements
The Company’s customers are primarily established companies with publicly available credit ratings and government agencies, which
facilitates risk monitoring. 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. Furthermore, the Company’s trade
accounts receivable are not concentrated to any specific customers but rather are from a wide range of commercial and government
organizations. As well, the Company’s credit exposure is further reduced by the sale of certain of its accounts receivable to a
third-party for cash consideration on a non-recourse basis. The Company does not hold any collateral as security. The credit risk on
cash and cash equivalents is mitigated by the fact that they are in place with a diverse syndicate of major Japanese, North American
and European financial institutions.
The Company is exposed to credit risk in the event of non-performance by counterparties to its derivative financial instruments. The
Company uses several measures to minimize this exposure. First, the Company entered into contracts with counterparties that are of
high credit quality (mainly A-rated or better). The Company signed International Swaps & Derivatives Association, Inc. (ISDA) Master
Agreements with the majority of counterparties it trades derivative financial instruments with. These agreements make it possible to
apply full netting of the gross amounts of the market price assessments, when one of the contracting parties defaults on the
agreement, for each of the transactions covered by the agreement and in force at the time of default. Also, collateral or other security
to support derivative financial instruments subject to credit risk can be requested by the Company or its counterparties (or both
parties, if need be) when the net balance of gains and losses on each transaction exceeds a threshold defined in the ISDA Master
Agreement. Finally, the Company monitors the credit standing of counterparties on a regular basis to help minimize credit risk
exposure.
The carrying amounts presented in the previous financial instrument tables represent the maximum exposure to credit risk for each
respective financial asset as at the relevant dates. In addition, an amount of $34.7 million as at March 31, 2009 (2008 – $18.9 million)
represents the maximum exposure to credit risk for derivatives that are designated and effective hedging instruments.
Liquidity risk
Liquidity risk is defined as the potential that the Company cannot meet a demand for cash or meet its obligations as they become due.
The Company manages this risk by establishing detailed cash forecasts, as well as long-term operating and strategic plans. The
management of consolidated liquidity requires a constant monitoring of expected cash inflows and outflows which is achieved through
a detailed forecast of the Company’s consolidated liquidity position, for adequacy and efficient use of cash resources. Liquidity
adequacy is assessed in view of seasonal needs, growth requirements and capital expenditures, and the maturity profile of
indebtedness, including off-balance sheet indebtedness. The Company manages its liquidity risk to maintain sufficient liquid financial
resources to fund its operations and meet its commitments and obligations. In managing its liquidity risk, the Company has access to
revolving unsecured term-credit facilities of US$400.0 million and €100.0 million. As well, the Company has an agreement to sell
certain of its accounts receivable up to $50 million. The Company also constantly monitors any financing opportunities to optimize its
capital structure and maintain appropriate financial flexibility.
The following table presents a maturity analysis, from the consolidated balance sheet date to the contractual maturity date, of the
Company’s financial liabilities based on expected cash flows. The amounts are the contractual undiscounted cash flows. All amounts
contractually denominated in foreign currency are presented in Canadian dollar equivalent amounts using the period-end spot rate
except as otherwise stated:
As at March 31, 2009
(amounts in millions)
Accounts payable and accrued
liabilities(a, f)
Forward foreign currency
contracts(b)
Outflow
Inflow
Total long-term debt(c)
Swap derivatives on total long-
term debt(d)
Outflow
Inflow
Deferred gains and other long-
term liabilities(e, f)
Carrying
Amount
Contractual
Cash Flows
0-12
Months
13-24
Months
25-36
Months
37-48
Months
49-60
Months
Thereafter
$
416.6
$
416.6
$ 416.6
$
–
$
–
$
–
$
–
$
14.0
693.8
(678.5)
561.5
(555.9)
481.8
584.3
145.2
102.7
(96.0)
59.8
15.5
(13.8)
45.2
4.0
(3.6)
104.0
10.1
(9.2)
48.1
–
–
–
182.0
0.9
113.5
(106.5)
8.8
(6.6)
10.3
(7.7)
12.7
(11.1)
11.8
(11.0)
12.7
(11.6)
57.2
(58.5)
0.3
0.3
–
0.1
0.2
–
–
–
$
913.6
$ 1,023.5
$ 569.6
$ 69.2
$ 48.7
$ 105.2
$ 50.1
$ 180.7
(a)
(b)
(c)
(d)
(e)
(f)
Includes trade accounts payable, accrued liabilities, interest payable and certain payroll-related liabilities.
Includes forward foreign currency contracts, but excludes all embedded derivatives, either presented as derivative liabilities or derivative
assets. Outflows and inflows are presented in CAD equivalent using the contractual forward foreign currency rate.
Contractual cash flows include contractual interest and principal payments related to debt obligations.
Includes interest rate swaps and foreign currency swap contracts either designated as cash flow hedges or as fair value hedges of
long-term debt presented as derivative liabilities or derivative assets.
Includes certain other long-term liabilities.
Excludes derivative financial liabilities which have been presented separately.
CAE Annual Report 2009 | 105
CAE Year-End Financial Results 2009 | 37
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Notes to the Consolidated Financial Statements
Market risk
Market risk is defined as the Company’s exposure to a gain or a loss to the value of its financial instruments as a result of changes in market
prices, whether those changes are caused by factors specific to the individual financial instruments or its issuer, or factors affecting all similar
financial instruments traded in the market. The Company is mainly exposed to foreign currency risk and interest rate risk.
Foreign currency risk
Foreign currency risk is defined as the Company’s exposure to a gain or a loss in the value of its financial instruments as a result of
the fluctuations in foreign exchange rates. The Company is exposed to foreign currency rate variability primarily in relation to certain
sale commitments, expected purchase transactions and debt denominated in a foreign currency. As well, its foreign operations are
essentially self-sustaining and these foreign operations’ functional currencies are other than the Canadian dollar (in particular the U.S.
dollar [USD], euro [€] and British pounds [GBP or £]). The Company’s related exposure to the foreign currency rates is primarily
through cash and cash equivalents and other working capital elements of these foreign operations.
The segments also mitigate foreign currency risks by transacting, in their functional currency for material procurement, sale contracts
and financing activities.
The Company uses forward foreign currency contracts and foreign currency swap agreements to manage the Company’s exposure
from transactions in foreign currencies and to synthetically modify the currency of exposure of certain balance sheet items. The
Company applies hedge accounting for a significant portion of forecasted transactions and firm commitments denominated in foreign
currencies, designated as cash flow hedges.
As at March 31, 2009, the Company entered into forward foreign currency contracts totalling $708.9 million (buy contracts for
$95.6 million and sell contracts for $613.3 million) mainly to reduce the risk of variability of future cash flows resulting from forecasted
transactions and firm sales commitments, forecasted sales transactions and debt denominated in foreign currencies. To some extent,
the Company also enters into forward foreign currency contracts offering economic hedging without being eligible to apply hedge
accounting of embedded foreign currency derivatives that mainly result from firm sales commitments denominated in U.S. dollars with
European-based companies, Australian-based companies and certain Asian-based companies.
The consolidated forward foreign currency contracts outstanding were as follows as at March 31:
(amounts in millions, except average rate)
Currencies (sold/bought)
USD/CDN
Less than 1 year
Between 1 and 3 years
Between 3 and 5 years
USD/AUD
Less than 1 year
CDN/EUR
Less than 1 year
EUR/CDN
Less than 1 year
Between 1 and 3 years
Between 3 and 5 years
EUR/AUD
Less than 1 year
Between 1 and 3 years
GBP/CDN
Less than 1 year
Between 1 and 3 years
AUD/CDN
Less than 1 year
USD/GBP
Less than 1 year
Between 1 and 3 years
CDN/USD
Less than 1 year
Between 1 and 3 years
Total
Effect of master netting agreement
Net outstanding amount
(1)
2009
Average
Rate
0.84
0.87
0.90
–
–
0.63
0.66
0.66
0.57
–
0.50
0.53
1.18
1.75
1.72
1.02
–
Notional
Amount (1)
$
356.1
83.8
13.8
–
–
78.9
22.9
0.8
1.1
–
39.3
10.9
1.1
2.3
2.3
95.6
–
708.9
219.9
928.8
$
$
2008
Average
Rate
0.97
0.95
0.92
0.88
1.46
0.67
0.66
0.66
0.58
0.57
0.49
0.50
–
–
–
0.97
0.97
Notional
Amount (1)
$ 268.7
62.8
5.8
0.2
17.6
84.5
23.1
0.7
2.7
0.9
4.1
38.9
–
–
–
76.0
64.0
$ 650.0
187.6
$ 837.6
Exchange rates as at the end of the respective fiscal year were used to translate amounts in foreign currencies.
The Company has entered into foreign currency swap agreements related to its senior collateralized financing, obtained in 2008, to
convert a portion of the USD-denominated debt into GBP to finance its civil aviation training centre in the United Kingdom. The
Company designates two USD to GBP foreign currency swap agreements, as cash flow hedges, with outstanding notional amounts,
of $4.9 million (£2.7 million) (2008 – $5.7 million [£2.8 million]) and $15.3 million (£8.5 million) (2008 – $17.3 million [£8.5 million]),
respectively, amortized in accordance with the repayment schedule of the debt until June 2014 and June 2018 respectively.
The Company’s foreign currency hedging programs are typically unaffected by changes in market conditions, as related derivative
financial instruments are generally held-to-maturity, consistent with the objective to fix currency rates on the hedged item.
106 | CAE Annual Report 2009
38 | CAE Year-End Financial Results 2009
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Notes to the Consolidated Financial Statements
During fiscal year 2009, hedge accounting was discontinued for certain forward foreign currency contracts when it became probable that
the original forecasted transactions would not occur by the end of the originally specified period. As a result, a loss of $2.2 million
(2008 – gain of $0.9 million) was recorded in earnings.
Also, a net loss of $0.4 million (2008 – net gain of $0.9 million) representing the ineffective portion of the change in fair value of the
cash flow hedges and the component of the hedging item’s gain or loss excluded from the assessment of effectiveness, was
recognized in net earnings.
The estimated net amount before tax of existing losses reported in accumulated other comprehensive loss that is expected to be
materialized during the next 12 months is $26.6 million. Future fluctuation in market rate (foreign exchange rate and/or interest rate)
will impact the reclassified amount.
Foreign currency sensitivity analysis
The following table shows the Company’s exposure to foreign exchange risk and pre-tax effects on net earnings and OCI as a result
of a reasonably possible strengthening of 5% in the relevant foreign currency against the Canadian dollar for the year ended
March 31, 2009. This analysis assumes all other variables remain constant.
(amounts in millions)
As at March 31, 2009
Financial assets
Cash and cash equivalents
Accounts receivable(a)
Derivative assets(b)
Financial liabilities
Accounts payable and other accrued liabilities(c)
Total long-term debt
Derivative liabilities(b)
Total
(a)
USD
€
Net
Earnings
OCI
Net
Earnings
$
$
0.6
6.8
5.1
(8.2)
(1.4)
(4.2)
(1.3)
$
–
–
4.5
–
(5.6)
(16.7)
$ (17.8)
$
$
0.1
1.3
–
(2.7)
–
(0.2)
(1.5)
GBP
Net
Earnings
$
0.7
0.1
(0.2)
(0.3)
–
–
0.3
$
$
OCI
–
–
(1.9)
–
–
(0.2)
(2.1)
$
OCI
–
0.1
(0.3)
–
–
(4.5)
(4.7)
$
$
Includes trade receivables, accrued receivables and certain other receivables, but excludes derivative financial instrument assets which
have been presented separately.
(b)
(c)
Includes forward foreign currency contracts, foreign currency swap contracts and embedded foreign currency derivatives.
Includes trade accounts payable, accrued liabilities, interest payable and certain payroll-related liabilities.
A reasonably possible weakening of 5% in the relevant foreign currency against the Canadian dollar would have an opposite impact on
pre-tax consolidated net earnings and OCI.
Interest rate risk
Interest rate risk is defined as the Company’s exposure to a gain or a loss to the value of its financial instruments as a result of the
fluctuations in interest rates. The Company bears some interest rate fluctuation risk on its floating rate long-term debt and some fair
value risk on its fixed interest long-term debt. The Company mainly manages interest rate risk by fixing project-specific floating rate
debt in order to reduce cash flow variability. The Company also has a floating rate debt through an unhedged bank borrowing, a
specific fair value hedge and other asset-specific floating rate debt. A mix of fixed and floating interest rate debt is sought to reduce
the net impact of fluctuating interest rates. Derivative financial instruments used to synthetically convert interest rate exposures are
mainly on interest rate swap agreements.
As at March 31, 2009, the Company has entered into eight interest rate swap agreements with five different financial institutions to
mitigate these risks for a total notional value of $165.1 million.
One agreement, with a notional value of $41.6 million (US$33.0 million), has converted fixed interest rate debt into a floating interest
rate debt 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 Company designated this interest rate swap contract as a fair value hedge.
Also, during fiscal 2009, the Company entered into a cross currency swap agreement in connection with a senior secured
non-recourse financing obtained to finance a military aviation training centre in India. This cross currency swap converts a
USD-denominated floating rate debt into an Indian rupee (INR)-denominated fixed rate debt. This swap is designated as a cash flow
hedge with notional amounts corresponding to the underlying loan until March 2020. When fully drawn, the swap notional will be
US$42.1 million (INR 2,185.0 million). The outstanding notional amount, as at March 31, 2009, was $7.7 million (INR 311.4 million).
70407__financial_review_eng.indd 107
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CAE Year-End Financial Results 2009 | 39
CAE Annual Report 2009 | 107
Notes to the Consolidated Financial Statements
During fiscal year 2008, the Company obtained senior collateralized financing for an amount of $107.5 million for two new civil
aviation training centres. The drawdown to March 31, 2009 was for the full amount (US$45.6 million and £29.3 million [2008 –
US$45.7 million and £29.6 million]) after taking into consideration the effect of foreign exchange swap arrangements entered in
relation to this financing transaction. The Company designated the following interest rate swap contracts as cash flow hedges:
(i) Two USD-denominated floating-to-fixed swaps with notional amounts of $5.4 million (US$4.3 million) (2008 – $4.5 million
[US$4.4 million]) and $16.5 million (US$13.1 million) (2008 – $13.4 million [US$13.0 million]) amortizing in accordance with the
repayment schedule of the debt until June 2014 and June 2018, respectively. The Company pays a weighted average fixed
interest rate of 8.09%;
(ii) Two GBP-denominated floating-to-fixed swaps with notional amounts of $5.0 million (£2.7 million) (2008 – $5.7 million
[£2.8 million]) and $15.3 million (£8.5 million) (2008 – $17.3 million [£8.5 million]) amortizing in accordance with the repayment
schedule of the debt until June 2014 and June 2018, respectively. The Company pays a weighted average fixed interest rate of
8.39%.
The remaining contracts, which are designated as cash flow hedges, convert a floating interest rate debt into a fixed rate for a notional
value of $73.6 million, whereby the Company will receive quarterly LIBOR and pay fixed interest payments as follows:
(i) Amortizing based on a repayment schedule of the debt until October 2016 on $6.3 million (£3.5 million), the Company will pay
quarterly fixed annual interest rates of 6.31%;
(ii) Accreting swap based on a borrowing schedule until December 2019 on $67.3 million (€40.3 million), the Company will pay a
semi-annual fixed annual interest rate of 4.78%.
After considering these swap agreements, as at March 31, 2009, 72% (2008 – 72%) of the long-term debt bears fixed interest rates.
The Company’s interest rate hedging programs are typically unaffected by changes in market conditions, as related derivative
financial instruments are generally held-to-maturity to ensure asset and liability management matching, consistent with the objective
to reduce risks arising from interest rate movements. As a result, the changes in variable interest rates do not have a significant
impact on the Company’s consolidated net income and other comprehensive income.
Stock-based compensation cost
Since March 2004, the Company entered into equity swap agreements with two major Canadian financial institutions to reduce its
cash and net 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 and is reset monthly. As at
March 31, 2009, the equity swap agreements covered 2,155,000 common shares of the Company.
Hedge of self-sustaining foreign operations
The Company has designated a portion of its senior notes totalling US$33.0 million as at March 31, 2009 (2008 – US$33.0 million) as
a hedge of self-sustaining foreign operations and is being used to hedge the Company’s exposure to foreign exchange risk on these
investments. Gains or losses on the translation of the designated portion of its senior notes are recognized in other comprehensive
income to offset any foreign exchange gains or losses on translation of financial statements of self-sustaining foreign operations.
During the third quarter of fiscal 2008, US$60.0 million of senior notes, maturing in June 2009, was de-designated as a hedge of
self-sustaining foreign operations. Accordingly, from the de-designation date, the change in carrying value of this portion of the senior
notes as a result of change in foreign currency is recorded in earnings. However, a highly effective cash flow hedge was obtained to
cover the interest payments and final maturity of this debt.
R&D obligation from a government agency
The repayable contribution that the Company will begin receiving in fiscal 2010 via the Government of Canada’s participation in
Project Falcon (refer to Note 22) will be recognized as an interest-bearing long-term obligation from a government agency.
The measurement of the accounting liability recognized to repay to the lender will be discounted using the prevailing market rates of
interest for a similar instrument (similar as to currency, term, type of interest rate, guarantees or other factors) with a similar credit
rating. The difference between the fair value of the long-term obligation and the discounted value of the long-term obligation will be
accounted for as government assistance and in accordance with the Company’s current accounting policy regarding government cost
sharing (refer to Note 1).
Letters of credit and guarantees
As at March 31, 2009, the Company had outstanding letters of credit and performance guarantees in the amount of $115.7 million
(2008 – $108.9 million) issued in the normal course of business. These guarantees are issued mainly under 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 signing 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
108 | CAE Annual Report 2009
40 | CAE Year-End Financial Results 2009
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and varies according to the payment schedule of the lease agreement.
(amounts in millions)
Advance payment
Contract performance
Operating lease obligation
Simulator deployment obligation
Other
Total
Notes to the Consolidated Financial Statements
2009
61.5
10.1
29.7
5.0
9.4
115.7
$
$
2008
48.9
4.7
24.2
20.8
10.3
108.9
$
$
All of the advance payment guarantees were issued 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 $13.1 million (2008 – $17.4 million), of which $8.2 million matures in 2020
and $4.9 million in 2023. Of this amount, as at March 31, 2009, $13.1 million is recorded as a deferred gain (2008 – $17.4 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, historically, 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.
NOTE 19 – SUPPLEMENTARY CASH FLOWS AND EARNINGS INFORMATION
(amounts in millions)
Cash provided by (used in) non-cash working capital:
Accounts receivable
Inventories
Prepaid expenses
Income taxes recoverable
Accounts payable and accrued liabilities
Deposits on contracts
Changes in non-cash working capital
Supplemental cash flow disclosure:
Interest paid
Income taxes paid (received)
Supplemental statements of earnings disclosure:
Foreign exchange gains (losses) on financial instruments
recognized in earnings:
Loans and receivables
Financial assets and financial liabilities required to be
classified as held-for-trading
Other financial liabilities
Foreign exchange (loss) gain
NOTE 20 – CONTINGENCIES
2009
2008
2007
$
$
$
$
14.7
(74.6)
3.0
18.7
(41.2)
(15.2)
(94.6)
24.6
14.4
$
$
$
$
8.5
(20.9)
(8.7)
(18.6)
4.4
19.6
(15.7)
24.0
28.0
$
$
$
$
(39.2)
(14.8)
4.0
20.2
22.5
27.5
20.2
17.1
(1.4)
$
17.5
$
(29.5)
$
1.4
(5.0)
(13.4)
(0.9)
$
$
17.3
24.8
12.6
6.0
(4.5)
2.9
$
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 have been 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 does not believe that the
ultimate outcome of these matters will have a material impact on its consolidated financial position.
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CAE Year-End Financial Results 2009 | 41
CAE Annual Report 2009 | 109
Notes to the Consolidated Financial Statements
NOTE 21 – COMMITMENTS
Significant contractual purchase obligations and future minimum lease payments under operating leases are as follows:
Years ending March 31
(amounts in millions)
2010
2011
2012
2013
2014
Thereafter
SP/C
3.1
2.4
2.4
2.3
–
0.3
10.5
$
$
SP/M
6.1
4.7
3.0
2.2
0.1
0.3
16.4
$
$
TS/C
40.6
41.0
47.8
40.3
36.1
123.7
329.5
$
$
TS/M
17.8
17.4
15.4
9.8
4.9
16.1
81.4
$
$
Total
67.6
65.5
68.6
54.6
41.1
140.4
437.8
$
$
As at March 31, 2009, included in the total contractual purchase obligations and future minimum lease payments under operating
leases is an amount of $74.5 million (March 31, 2008 – $103.3 million; March 31, 2007 – $136.0 million) designated as commitments
to CVS.
Of the total $437.8 million disclosed as being commitments as at March 31, 2009, $27.9 million represent contractual purchase
obligations.
NOTE 22 – GOVERNMENT COST-SHARING
The Company has signed agreements with various governments 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.
The following table provides information regarding contributions recognized and amounts not yet received for Project Phoenix, the
R&D program announced by the Company during fiscal 2006, in which the Government of Canada agreed to contribute approximately
30% ($189 million) of the value of CAE’s R&D program and in which, during fiscal 2007, the Government of Québec agreed to
participate in the form of a contribution of up to $31.5 million:
(amounts in millions)
Outstanding contribution receivable, beginning of year
Contributions
Payments received
Outstanding contribution receivable, end of year
2009
24.2
64.8
(65.7)
23.3
$
$
2008
18.4
62.4
(56.6)
24.2
$
$
In addition to the Project Phoenix program, the Company has also signed previous R&D agreements with the Government of Canada,
in order to share in a portion of the specific costs incurred by the Company on previous R&D programs. The following table provides
contributions recognized and aggregate royalty expenditures recognized from both Project Phoenix and previous programs:
(amounts in millions)
Contributions credited to capitalized costs:
Project Phoenix
Contributions credited to income:
Project Phoenix
Total contributions:
Project Phoenix
Royalty expenses:
Project Phoenix
Previous programs
2009
2008
2007
$
15.1
49.7
64.8
–
10.1
$
$
$
$
$
20.3
$
7.1
42.1
62.4
–
8.8
$
$
45.0
52.1
–
7.5
The cumulative contributions recognized by the Company, since their respective inceptions, for all current government cost-sharing
programs still active as at March 31, 2009 amount to $277.1 million. The cumulative sum of royalty expenses recognized by the
Company since their respective inceptions, for all current government cost-sharing programs still active as at March 31, 2009,
amounts to $42.1 million.
Project Falcon
On March 31, 2009, the Company announced that it will invest up to $714 million in Project Falcon, an R&D program that will continue
over five years. The goal of Project Falcon is to expand the Company’s current modelling and simulation technologies, develop new
ones and increase its capabilities beyond training into other areas of the aerospace and defence market, such as analysis and
operations. Concurrently, the Government of Canada has agreed to participate in Project Falcon through a repayable investment of
up to $250 million made through the Strategic Aerospace and Defence Initiative (SADI), which supports strategic industrial research
and pre-competitive development projects in the aerospace, defence, space and security industries.
110 | CAE Annual Report 2009
42 | CAE Year-End Financial Results 2009
70407__financial_review_eng.indd 110
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Notes to the Consolidated Financial Statements
The participation from the Government of Canada is unconditionally repayable and will be accounted for as a long-term obligation
repayable over 15 years. The repayments will begin only after Project Falcon is completed. As at March 31, 2009, the Company has
not received any amount from the government in relation to Project Falcon.
NOTE 23 – EMPLOYEE FUTURE BENEFITS
Defined 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 and in the United Kingdom that provides benefits based on similar provisions.
In addition, the Company maintains a supplemental arrangement plan in Canada and two in Germany (CAE Elektronik GmbH plan
and CAE Beyss GmbH plan [Beyss]) 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, 2009, the Company has issued letters of credit totalling $22.5 million
(2008 – $23.1 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 2007, the Company closed some of its training centres in Europe, resulting in a curtailment gain of $0.9 million.
In fiscal 2009, the Company temporarily amended its early retirement provisions, resulting in additional past service costs of
$3.0 million to defer and amortize on a straight-line basis over the average remaining service period of active employees at the date of
the amendment.
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)
Pension obligations at beginning
of year
Current service cost
Interest cost
Employee contributions
Pension benefits paid
Plan amendments
Actuarial (gain) loss
Foreign exchange
Pension obligation at end of year
Fair value of plan assets at
beginning of year
Actual return on plan assets
Pension benefits paid
Employee contributions
Employer contributions
Foreign exchange
Fair value of plan assets
at end of year
Financial position – plan deficit
Unrecognized net actuarial loss
Unamortized past service cost
Amount recognized at end of year
Amount recognized in:
Other assets (Note 11)
Other long-term liabilities (Note 13)
Canadian
Foreign
$
$
$
$
$
$
$
$
193.9
6.6
10.7
2.3
(10.1)
2.4
(51.9)
–
153.9
168.6
(24.8)
(10.1)
2.3
9.5
–
145.5
(8.4)
29.3
6.5
27.4
27.4
–
27.4
$
$
$
$
$
$
$
$
25.3
0.5
1.5
0.3
(0.3)
0.6
(2.3)
0.2
25.8
23.9
(2.2)
(0.3)
0.3
1.0
0.1
22.8
(3.0)
2.8
0.6
0.4
1.0
(0.6)
0.4
$
$
$
$
$
$
$
$
2009
Total
219.2
7.1
12.2
2.6
(10.4)
3.0
(54.2)
0.2
179.7
192.5
(27.0)
(10.4)
2.6
10.5
0.1
168.3
(11.4)
32.1
7.1
27.8
28.4
(0.6)
27.8
Canadian
Foreign
$
$
$
$
$
$
$
$
191.7
6.0
10.0
2.2
(10.2)
–
(5.8)
–
193.9
163.1
4.2
(10.2)
2.2
9.3
–
168.6
(25.3)
46.0
4.6
25.3
25.3
–
25.3
$
$
$
$
$
$
$
$
21.9
0.6
1.0
0.3
(0.3)
–
1.2
0.6
25.3
23.3
0.1
(0.3)
0.3
–
0.5
23.9
(1.4)
1.4
–
–
0.6
(0.6)
–
$
$
$
$
$
$
$
$
2008
Total
213.6
6.6
11.0
2.5
(10.5)
–
(4.6)
0.6
219.2
186.4
4.3
(10.5)
2.5
9.3
0.5
192.5
(26.7)
47.4
4.6
25.3
25.9
(0.6)
25.3
70407__financial_review_eng.indd 111
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CAE Year-End Financial Results 2009 | 43
CAE Annual Report 2009 | 111
Notes to the Consolidated Financial Statements
Included in the above pension obligation and fair value of plan assets at the end of the year are the following amounts in respect of
plans that are in deficit (the two Canadian funded plans and the United Kingdom and Netherlands plan [since fiscal 2008]).
(amounts in millions)
Pension obligations at end of year
Fair value of plan assets at end of
year
Financial position – plan deficit
$
Canadian
153.9
$
145.5
(8.4)
Foreign
25.8
22.8
(3.0)
$
$
$
$
2009
Total
179.7
Canadian
193.9
$
168.3
(11.4)
$
168.6
(25.3)
Foreign
25.3
23.9
(1.4)
$
$
The change in pension obligations related to the supplemental arrangements are as follows:
(amounts in millions)
Pension obligation
at beginning of year
Current service cost
Interest cost
Pension benefits paid
Actuarial (gain) loss
Foreign exchange variation
Pension obligation at end of year
Financial position – plan deficit
Unrecognized net actuarial loss
Amount recognized in other
long-term liabilities (Note 13)
Canadian
Foreign
$
$
$
$
27.7
2.1
1.5
(1.3)
(1.3)
–
28.7
(28.7)
6.2
(22.5)
$
$
$
$
10.2
0.2
0.5
(0.6)
(0.8)
0.3
9.8
(9.8)
0.4
(9.4)
$
$
$
$
2009
Total
37.9
2.3
2.0
(1.9)
(2.1)
0.3
38.5
(38.5)
6.6
(31.9)
Canadian
Foreign
$
$
$
$
23.8
1.6
1.3
(1.3)
2.3
–
27.7
(27.7)
7.9
(19.8)
$
$
$
$
9.8
0.2
0.4
(0.5)
(0.2)
0.5
10.2
(10.2)
1.4
(8.8)
The net pension cost for funded pension plans for the years ended March 31 included the following components:
(amounts in millions)
Current service cost
Interest cost on pension obligations
Actual return on plan assets
Actuarial (gain) loss on benefit obligations
Plan amendments
Pension cost before adjustments to recognize the long-term nature of plans
Adjustments to recognize the long-term nature of plans:
Difference between expected and actual return on plan assets
Difference between actuarial (gain) loss recognized for the year and actual
actuarial (gain) 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
Net pension cost including curtailment
The following components are combinations of the items presented above:
(amounts in millions)
Expected return on plan assets
Amortization of net actuarial loss
Amortization of past service costs
$
$
$
$
$
$
$
2009
7.1
12.2
27.0
(54.2)
3.0
(4.9)
(40.4)
55.7
(2.5)
12.8
7.9
–
7.9
2009
(13.4)
1.5
0.5
$
$
$
$
$
$
$
2008
6.6
11.0
(4.3)
(4.6)
–
8.7
(8.2)
6.4
0.5
(1.3)
7.4
–
7.4
2008
(12.5)
1.8
0.5
$
$
$
$
$
$
$
$
$
$
$
$
$
2008
Total
219.2
192.5
(26.7)
2008
Total
33.6
1.8
1.7
(1.8)
2.1
0.5
37.9
(37.9)
9.3
(28.6)
2007
6.8
10.0
(19.2)
10.0
–
7.6
8.1
(7.4)
0.5
1.2
8.8
(0.9)
7.9
2007
(11.1)
2.6
0.5
112 | CAE Annual Report 2009
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Notes to the Consolidated Financial Statements
With respect to the supplemental arrangements, the net pension cost is as follows:
(amounts in millions)
Current service cost
Interest cost on pension obligations
Actuarial (gain) loss on benefit obligations
Pension cost before adjustments to recognize the long-term nature of plans
Adjustments to recognize the long-term nature of plans:
Difference between actuarial (gain) loss recognized for the year and actual
actuarial (gain) loss on benefit obligations for the year
Net pension cost
The following component is a combination of the items presented above:
(amounts in millions)
Amortization of net actuarial loss
2009
2.3
2.0
(2.1)
2.2
2.7
4.9
2009
0.6
$
$
$
$
$
$
2008
1.8
1.7
2.1
5.6
(1.8)
3.8
2008
0.3
2007
1.5
1.5
1.0
4.0
(0.6)
3.4
2007
0.4
$
$
$
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, 2008
55%
45%
100%
December 31, 2007
62%
38%
100%
The target allocation percentage for equity securities is 63%, which includes a mix of Canadian, U.S. and international equities, and is
37% for fixed-income securities, 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. During the year, in response to volatility in the equity markets, management decided to reduce its
exposure in the equity markets by investing the regular monthly contributions in short-term fixed income securities. Also, the reduction
in equity values contributed to the change in mix of asset classes over the year.
Netherlands Pension Plan assets are invested through an insurance company, and the asset allocation is approximately 78% (2008 –
75%) in fixed income, 22% (2008 – 24%) in equities and nil% (2008 – 1%) in cash.
The asset allocation for the United Kingdom Pension Plan assets is approximately 52% (2008 – 64%) in equities, 48% (2008 – 27%)
in fixed income and nil% (2008 – 9%) in cash.
Additional information on employer contributions:
(amounts in millions)
Actual contribution – fiscal 2008
Actual contribution – fiscal 2009
Expected contribution – fiscal 2010 (unaudited)
$
Canadian
9.3
9.5
10.6
Funded Plan
$
Foreign
–
1.0
1.1
Supplemental
Arrangements
$
Canadian
1.3
1.3
1.5
$
Foreign
0.5
0.6
0.6
Additional information about benefit payments expected to be paid in future years:
Years ending March 31
(amounts in millions – unaudited)
2010
2011
2012
2013
2014
2015 – 2019
$
Canadian
10.8
11.5
12.4
13.4
14.4
89.0
Funded Plan
$
Foreign
0.4
0.5
0.8
0.8
1.1
6.6
Supplemental
Arrangements
$
$
Canadian
1.5
2.2
2.2
2.3
2.3
12.8
Foreign
0.6
0.6
0.6
0.6
0.6
3.5
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CAE Year-End Financial Results 2009 | 45
CAE Annual Report 2009 | 113
Notes to the Consolidated Financial Statements
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
2009
Canadian
Foreign
Canadian
7.50%
3.50%
7.00%
5.50%
3.50%
5.64%
1.85%
5.65%
5.40%
1.80%
5.50%
3.50%
7.00%
5.25%
3.50%
2008
Foreign
5.40%
1.80%
5.50%
4.70%
1.90%
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 September 30, 2007 for the Canadian employee
funded plans. The next required valuation will be on December 31, 2009 for both funded plans.
An actuarial valuation of the funded United Kingdom plan is made every three years on March 31. The last actuarial valuation was
filed on March 31, 2009.
The most recent actuarial valuation of the pension plans for funding purposes was on December 31, 2008 for the Netherlands
employee funded plan. The next required valuation will be on December 31, 2009.
Defined contribution plans
The Company maintains an Employee Stock Purchase Plan (ESPP) to enable Company employees 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 of every $2 on additional employee contributions, up to a maximum of 3% of the employee’s base
salary. Refer to Note 16 for further details and compensation expense recorded during the period.
All of the Company’s U.S. employees may participate in defined contribution saving plans. These plans are subject to U.S. federal tax
limitations and provide for voluntary employee salary deduction contributions. The formula for the Company’s defined contribution
plans are based on a percentage of salary. The Company’s 2009 contribution was $3.7 million (2008 – $2.9 million, 2007 –
$2.1 million).
In addition, the Company offered defined contribution pension plans to employees of some of its subsidiaries for which the formula is
based on a percentage of salary. The Company’s 2009 contribution was $0.5 million (2008 – $0.1 million, 2007 – $0.1 million).
114 | CAE Annual Report 2009
46 | CAE Year-End Financial Results 2009
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Notes to the Consolidated Financial Statements
NOTE 24 – VARIABLE INTEREST ENTITIES
The following table summarizes the total assets and total liabilities by segment 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
Emirates-CAE Flight Training Centre – Fiscal 2002(1)
Toronto Training Centre – Fiscal 2002
Denver/Dallas – Fiscal 2003
SimuFlite – Fiscal 2004
Assets and liabilities of non-consolidated VIEs subject to
disclosure
Training and Services/Military:
Sale and leaseback structures
Aircrew Training Centre – Fiscal 1998
Consolidated assets and liabilities before allowing for its
classification as a VIE and the Company being the primary
beneficiary
Simulation Products/Military:
Partnership arrangements
Eurofighter Simulation Systems – Fiscal 1999
Assets and liabilities of non-consolidated VIEs subject to
disclosure
2009
2008
Assets
Liabilities
Assets
Liabilities
$
$
$
$
$
$
12.6
–
10.9
49.4
70.5
143.4
65.7
65.7
80.2
80.2
$
$
$
$
$
$
12.6
–
10.9
49.4
70.5
143.4
50.0
50.0
75.0
75.0
$
$
$
$
$
$
13.3
11.9
11.4
51.8
73.6
162.0
65.6
65.6
112.4
112.4
$
$
$
$
$
$
13.3
11.9
11.4
51.8
73.6
162.0
48.5
48.5
108.0
108.0
(1)
During fiscal 2009, the Company has exercised an option to purchase the asset thereby eliminating its variable interest in regards to this
arrangement.
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.
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 full-flight simulators (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 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 centres 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. Collaterized long-term debt and third-party equity investors who, in certain cases, benefit from tax
incentives finance these SPEs. 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 one case where it is in the form of equity and subordinated loan. In another case, the Company also provides
administrative services to the SPE in return for a market fee.
The Company concluded that some of these SPEs are VIEs. At the end of fiscal 2009 and 2008, the Company is the primary beneficiary
for one of them. The assets and liabilities of this VIE are fully consolidated into the Company’s consolidated financial statements as at
March 31, 2009 and March 31, 2008 before allowing for its classification as a VIE and the Company being the primary beneficiary.
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, 2009, the Company’s maximum potential exposure to losses relating to these non-consolidated SPEs was $48.1 million
($42.0 million in 2008).
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CAE Year-End Financial Results 2009 | 47
CAE Annual Report 2009 | 115
Notes to the Consolidated Financial Statements
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, 2009 and 2008, 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 25 – OPERATING SEGMENTS AND GEOGRAPHIC INFORMATION
The Company elected to organize its businesses based principally on products and services as follows:
(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 equipment and software tools for
air forces, armies and navies;
(iii) Training & Services/Civil – Provides business and commercial aviation training for all flight and ground personnel and all
associated services;
(iv) Training & Services/Military – Supplies turnkey training services, support services, systems maintenance and modelling and
simulation solutions.
Results by segment
The profitability measure employed by the Company for making decisions about allocating resources to segments and assessing
segment performance is earnings before other income (expense), interest, income taxes and discontinued operations (hereinafter
referred to as segment operating income). 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
Total
2009
2008
2007
2009
2008
2007
2009
2008
2007
$ 477.5 $ 435.3 $ 348.1 $ 460.5 $ 382.1 $ 336.9 $ 938.0
177.2
85.1
73.5
92.1
64.3
60.4
94.9
$ 817.4 $ 685.0
124.7
168.4
4.8
2.0
5.6
4.7
2.2
4.6
5.2
4.2
14.4
54.8
9.3
168.9
44.5
7.5
161.8
39.5
6.0
108.1
59.6
11.3
174.5
49.2
9.7
166.4
44.7
10.2
122.5
$ 483.5 $ 383.7 $ 357.5 $ 240.7 $ 222.5 $ 208.2 $ 724.2 $ 606.2 $ 565.7
72.8
31.4
126.4
33.7
51.7
38.7
87.7
39.1
83.1
6.0
5.4
6.5
6.0
4.5
7.3
6.0
3.0
5.5
5.7
3.0
22.7
5.4
2.7
15.8
4.3
2.6
30.1
11.7
8.4
29.2
11.4
7.2
23.1
10.3
5.6
35.6
$ 961.0 $ 819.0 $ 705.6 $ 701.2 $ 604.6 $ 545.1 $ 1,662.2 $ 1,423.6 $ 1,250.7
197.5
104.9
303.6
179.8
123.8
251.5
146.6
99.5
98.0
10.8
7.4
12.1
10.7
6.7
11.9
11.2
7.2
19.9
60.5
12.3
191.6
49.9
10.2
177.6
43.8
8.6
138.2
71.3
19.7
203.7
60.6
16.9
189.5
55.0
15.8
158.1
Civil
External revenue
Segment operating income
Depreciation and amortization
Property, plant and equipment
Intangible and other assets
Capital expenditures
Military
External revenue
Segment operating income
Depreciation and amortization
Property, plant and equipment
Intangible and other assets
Capital expenditures
Total
External revenue
Segment operating income
Depreciation and amortization
Property, plant and equipment
Intangible and other assets
Capital expenditures
116 | CAE Annual Report 2009
48 | CAE Year-End Financial Results 2009
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Earnings before interest and income taxes
The following table provides reconciliation between total Segment Operating Income and earnings before interest and income taxes:
Notes to the Consolidated Financial Statements
(amounts in millions)
Total segment operating income
Restructuring charge
Other costs associated with the restructuring plan(a)
Earnings before interest and income taxes
(a)
2009
303.6
–
–
303.6
$
$
2008
251.5
–
–
251.5
$
$
2007
197.5
(1.2)
(6.9)
189.4
$
$
In the past, the Company incurred costs, which were excluded from the determination of segment operating income, related to the
re-engineering of the Company’s business processes including a component associated with the first phase of the deployment of the ERP
system. As at April 1, 2007, the costs related to the first phase of the ERP deployment have ended. Current costs associated with
additional phases of the deployment of the ERP system are not considered restructuring costs and are included in the determination of
segment operating income.
Assets employed by segment
The Company 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 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
$
2009
257.3
400.1
1,366.7
260.7
$ 2,284.8
$
391.3
$ 2,676.1
2008
208.3
302.8
1,067.6
219.8
1,798.5
454.7
2,253.2
$
$
$
$
Geographic information
The Company markets its products and services in over 20 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
China
United Arab Emirates
Other Asian countries
Australia
Other countries
(amounts in millions)
Property, plant and equipment, goodwill and intangible assets
Canada
United States
South America
United Kingdom
Spain
Germany
Belgium
Netherlands
Other European countries
United Arab Emirates
Other Asian countries
Other countries
2009
2008
2007
$
93.8
561.2
124.0
203.8
87.5
174.3
86.3
69.3
117.7
79.2
65.1
$ 1,662.2
2009
$
210.7
422.2
76.1
164.1
95.8
81.1
91.6
129.2
43.7
85.0
126.3
12.8
$ 1,538.6
$
98.4
468.9
102.2
162.6
98.0
145.5
71.1
53.3
81.8
78.1
63.7
$ 1,423.6
$
137.5
398.6
98.1
153.3
92.4
127.1
56.3
52.5
70.8
33.1
31.0
$ 1,250.7
2008
$
205.9
297.2
66.1
166.3
95.4
67.2
27.1
134.0
34.2
63.6
54.3
13.0
$ 1,224.3
CAE Annual Report 2009 | 117
CAE Year-End Financial Results 2009 | 49
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Notes to the Consolidated Financial Statements
NOTE 26 – 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 if its consolidated financial
statements had been prepared in accordance with generally accepted accounting principles in the United States (U.S. GAAP).
As required by the United States Securities and Exchange Commission (SEC), the effect of these principal differences on the
Company’s consolidated financial statements is described and quantified as follows:
Reconciliation of consolidated net earnings in Canadian GAAP to U.S. GAAP
(amounts in millions, except per share amounts)
Net earnings in accordance with Canadian GAAP
Results of discontinued operations in accordance with Canadian GAAP
Earnings from continuing operations in accordance with Canadian GAAP
Deferred development costs excluding amortization
Amortization of deferred development costs
Deferred pre-operating costs excluding amortization
Amortization of pre-operating costs
Financial instruments
Reduction of the net investment in self-sustaining operations
Defined benefit and other post-retirement benefit plans
Stock-based compensation
Future income tax relating to the above adjustments
Earnings from continuing operations – U.S. GAAP
Results from discontinued operations in accordance with U.S. GAAP
Net earnings in accordance with U.S. GAAP
Basic and diluted earnings per share from continuing operations in
accordance with U.S. GAAP
Basic and diluted results per share from discontinued operations in
accordance with U.S. GAAP
Basic and diluted net earnings per share in accordance with U.S. GAAP
Dividends per common share
Weighted average number of common shares outstanding (Basic)
Weighted average number of common shares outstanding (Diluted)
Notes
A
A
B
B
C
E
F
H
2009
$ 199.4
(1.1)
$ 200.5
(5.7)
3.3
0.1
2.1
(7.8)
(1.9)
0.2
(2.2)
1.1
$ 189.7
(1.1)
$ 188.6
$
$
$
$
0.75
(0.01)
0.74
0.12
254.8
255.0
2008
$ 152.7
(12.1)
$ 164.8
1.8
2.9
(2.9)
2.0
6.2
–
–
(5.9)
(5.9)
$ 163.0
(12.1)
$ 150.9
$
$
$
$
0.64
(0.05)
0.59
0.04
253.4
254.6
2007
$ 127.4
(1.7)
$ 129.1
(3.4)
4.8
(6.9)
3.0
7.0
–
–
5.2
(2.9)
$ 135.9
(1.7)
$ 134.2
$
$
$
$
0.54
(0.01)
0.53
0.04
251.1
253.0
118 | CAE Annual Report 2009
50 | CAE Year-End Financial Results 2009
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Consolidated statements of comprehensive income in accordance with U.S. GAAP
Notes to the Consolidated Financial Statements
(amounts in millions)
Net earnings in accordance with U.S. GAAP
Other comprehensive income (loss)
Available-for-sale financial asset
Net change in fair value on available-for-sale financial asset
Income tax adjustment
Defined benefit and other post-retirement benefit plans
Net change in actuarial gains or losses
Change in accumulated minimum pension liability
Reclassifications to income
Income tax adjustment
Notes
2009
$ 188.6
2008
$ 150.9
2007
$ 134.2
C
C
F
F
F
F
$
$
$
$
(0.6)
0.1
(0.5)
19.0
–
2.6
(6.6)
15.0
$
$
$
$
–
–
–
(5.9)
–
2.7
(0.5)
(3.7)
$
$
$
$
–
–
–
–
17.0
–
(5.3)
11.7
Foreign currency translation adjustment
Net foreign exchange gains (losses) on translation of financial statements of
self-sustaining foreign operations
B,F
$ 114.4
$
(50.2)
$
26.1
Net change in (losses) gains of certain long-term debt denominated in
foreign currency and designated as hedges on net investments on
self-sustaining foreign operations
Income tax adjustment
Total other comprehensive income (loss) in accordance with U.S. GAAP
Comprehensive income in accordance with U.S. GAAP
E
(7.7)
(1.4)
$ 105.3
$ 119.8
$ 308.4
15.7
(0.6)
$
(35.1)
(38.8)
$
$ 112.1
1.5
(0.1)
$
27.5
39.2
$
$ 173.4
Consolidated statements of accumulated other comprehensive loss in accordance with U.S. GAAP
(amounts in millions)
Accumulated other comprehensive loss in accordance with
U.S. GAAP, beginning of year
Other comprehensive income (loss) in accordance with U.S. GAAP
Available-for-sale financial asset, net of tax expense of $0.3 million (2008 –
$nil; 2007 – $nil)
Unrecognized actuarial gains and losses and past service costs on defined
benefit pension plan, net of tax recovery
of $nil (2008 – $nil; 2007 – $14.9)
Accumulated other comprehensive loss in accordance with
U.S. GAAP, end of year
Notes
2009
2008
2007
$ (154.6)
119.8
$ (115.8)
(38.8)
$ (122.0)
39.2
C
F
1.5
–
–
–
–
(33.0)
$
(33.3)
$ (154.6)
$ (115.8)
Reconciliation of consolidated shareholders’ equity in Canadian GAAP to U.S. GAAP
(amounts in millions)
Shareholders’ equity in accordance with Canadian GAAP
Deferred development costs,
net of tax recovery of $6.4 (2008 – $6.3; 2007 – $12.7)
Deferred pre-operating costs,
net of tax recovery of $2.6 (2008 – $3.1; 2007 – $3.6)
Financial instruments,
net of tax expense of $9.8 (2008 – tax recovery of $0.1;
2007 – tax recovery of $5.5)
Foreign currency translation adjustment
Defined benefit and other post-retirement benefit plans,
net of tax recovery of $11.6 (2008 – $17.5; 2007 – $18.0)
Stock-based compensation,
net of tax expense of $0.5 (2008 – $1.0; 2007 – $3.3)
Shareholders’ equity in accordance with U.S. GAAP
Notes
2009
$ 1,205.1
2008
$ 948.5
2007
$ 829.9
A
B
C
B,F
F
H
(16.0)
(13.7)
(12.0)
(8.3)
(10.0)
(8.6)
22.6
1.1
0.7
–
(12.9)
–
(30.7)
(43.7)
(40.0)
1.0
$ 1,174.8
2.1
$ 883.9
7.0
$ 763.4
CAE Year-End Financial Results 2009 | 51
CAE Annual Report 2009 | 119
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19/6/09 12:47:29 AM
Notes to the Consolidated Financial Statements
Consolidated balance sheets in accordance with U.S. GAAP
(amounts in millions)
Notes
Assets
Current assets
Cash and cash equivalents
Accounts receivable
Derivative instruments
Inventories
Prepaid expenses
Income taxes recoverable
Future income taxes
Property, plant and equipment, net
Future income taxes
Derivative instruments
Intangible assets
Goodwill
Other assets
Liabilities and shareholders’ equity
Current liabilities
Accounts payable and accrued liabilities
Deposits on contracts
Derivative instruments
Current portion of long-term debt
Future income taxes
I
C
C
C
B,C
C
A,B,C,F,H
C
A,B,C,F
F,H
C
C
C
A,C,H
Long-term debt
Deferred gains and other long-term liabilities
Derivative instruments
Future income taxes
C
B,C,F,H
C
A,B,C,F,H
Shareholders’ equity
Capital stock
Contributed surplus
Retained earnings
Accumulated other comprehensive loss
D,G
H
A,B,C,D,E,F,G,H
B,C,E,F
Canadian
GAAP
2009
U.S.
GAAP
Canadian
GAAP
2008
U.S.
GAAP
$
$
195.2
290.2
32.2
334.2
31.3
11.5
5.3
899.9
1,302.4
86.0
19.1
77.1
159.1
132.5
$ 2,676.1
$
$
195.2
289.1
50.5
334.8
31.3
11.5
5.3
917.7
1,305.7
90.3
24.9
77.1
159.1
79.5
$ 2,654.3
$
$
255.7
237.8
17.2
229.9
32.7
39.0
14.1
826.4
1,046.8
64.3
13.7
62.0
115.5
124.5
$ 2,253.2
$
$
255.7
238.3
19.0
229.9
32.7
39.0
14.2
828.8
1,046.8
71.0
14.9
62.0
115.5
72.9
$ 2,211.9
$
504.3
203.8
36.1
125.6
20.9
890.7
354.7
165.2
20.4
40.0
$ 1,471.0
$
$
506.5
196.4
42.5
126.6
26.7
898.7
355.2
174.9
22.5
28.2
$ 1,479.5
$
$
457.7
209.3
25.0
27.3
16.8
736.1
352.5
175.8
9.1
31.2
$ 1,304.7
$
$
458.4
210.2
29.9
28.3
13.1
739.9
354.2
206.5
11.7
15.7
$ 1,328.0
$
$
430.2
10.1
813.3
(48.5)
$ 1,205.1
$ 2,676.1
$
674.4
10.0
523.7
(33.3)
$ 1,174.8
$ 2,654.3
$
418.9
8.3
644.5
(123.2)
$
948.5
$ 2,253.2
$
663.1
7.6
367.8
(154.6)
$
883.9
$ 2,211.9
120 | CAE Annual Report 2009
52 | CAE Year-End Financial Results 2009
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Notes to the Consolidated Financial Statements
Reconciliation of consolidated statements of cash flows in Canadian GAAP to U.S. GAAP
The reconciliation of cash flows under Canadian GAAP to conform to U.S. GAAP is as follows:
(amounts in millions)
Net cash provided by operating activities in accordance with Canadian
Notes
GAAP
Deferred development costs
Deferred pre-operating costs
Net cash provided by operating activities in accordance with
U.S. GAAP
Net cash used in investing activities in accordance with
Canadian GAAP
Deferred development costs
Deferred pre-operating costs
Net cash used in investing activities in accordance with
U.S. GAAP
Net cash (used in) provided by financing activities in accordance with
U.S. GAAP
A
B
A
B
2009
195.5
(10.5)
(1.8)
183.2
(262.5)
10.5
1.8
(250.2)
(11.2)
$
$
$
$
$
2008
260.9
(16.5)
(3.9)
240.5
(257.2)
16.5
3.9
(236.8)
101.9
$
$
$
$
$
2007
239.3
(3.0)
(5.9)
230.4
(178.1)
3.0
5.9
(169.2)
3.5
$
$
$
$
$
Reconciliation items
A) Deferred development costs
Under U.S. GAAP, development costs are expensed as incurred. Under Canadian GAAP, certain development costs are
capitalized and amortized over their estimated useful lives if they meet the criteria for deferral.
B) Deferred pre-operating costs
Under U.S. GAAP, pre-operating costs are expensed as incurred. Under Canadian GAAP, the amounts are deferred and
amortized over five years based on the expected period and pattern of benefit of the deferred expenditures.
C) Financial instruments
Prior to April 1, 2007
Foreign currency derivatives
Under Canadian GAAP, the Company’s derivatives, not used for speculative purposes and that did not qualify for hedge
accounting were carried at fair value on the consolidated balance sheet, with changes in fair value recognized into earnings.
There was no difference in accounting between Canadian GAAP and U.S. GAAP in respect to these derivatives.
The derivatives embedded within host contracts were not separately accounted for and the Company’s derivatives that qualified
and had been designated as part of a hedging relationship were off-balance sheet items. The Company recognized the gains and
losses on foreign currency derivatives entered into for hedging purposes in income concurrently with the recognition of the
transactions being hedged.
For U.S. GAAP, the Company recognized all of its derivatives, including embedded derivatives in host contracts, on the
consolidated balance sheet at fair value with realized and unrealized gains and losses resulting from the change in fair value of
derivatives recognized in earnings as the gains and losses arose and not concurrently with the recognition of the transactions
being hedged.
Interest rate swap
Under Canadian GAAP, the interest payments relating to interest rate swaps were recorded in net earnings over the life of the
underlying transaction on an accrual basis as an adjustment to interest income or interest expense. Also the deferred gain on interest
rate swaps was amortized against the interest expense of the relevant long-term debt over the remaining terms of the swaps.
Under U.S. GAAP, the interest rate swaps were recorded on the consolidated balance sheet at fair value with changes in fair
value recognized in earnings. The Company did not apply the optional hedge accounting provisions of Statement of Financial
Accounting Standards (SFAS) 133, Accounting for Derivative Instruments and Hedging Activities, SFAS 138, Accounting for
Certain Derivative Instruments and Hedging Activities – an amendment of SFAS 133 and SFAS 149, Amendment of Statement
133 on Derivative Instruments and Hedging Activities. As a result, the amortization of the deferred gain and the remaining
unamortized amount on interest rate swaps under Canadian GAAP is reversed for the purposes of U.S. GAAP.
70407__financial_review_eng.indd 121
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CAE Annual Report 2009 | 121
CAE Year-End Financial Results 2009 | 53
Notes to the Consolidated Financial Statements
Effective April 1, 2007
The Company adopted CICA Handbook Section 3855, Financial Instruments Recognition and Measurement, which requires the
Company to recognize all of its derivative instruments (whether designated in hedging relationships or not, or embedded within
hybrid instruments) at fair value on the consolidated balance sheet.
Under Canadian GAAP, the accounting for changes in fair value (i.e. gains and losses) of derivatives instruments depends on whether
it has been designated and qualifies as part of a hedging relationship.
Cash flow hedges
For strategies designated as cash flow hedges, the effective portion of the changes in the fair value of the derivative is
accumulated in Other Comprehensive Income (OCI) until the variability in the cash flow being hedged is recognized in earnings
in future accounting periods. For cash flow hedges, if a derivative instrument is designated as a hedge and meets the criteria for
hedge effectiveness, earnings offset is available, but only to the extent that the hedge is effective. The ineffective portion of cash
flow hedges is recorded in earnings in the current period.
Under U.S. GAAP, realized and unrealized gains and losses resulting from the change in fair value of derivatives that qualify and
have been designated as part of a hedging relationship are recognized in earnings as the gains and losses arise and not
concurrently with the recognition of the transactions being hedged, as the Company has not chosen to apply the optional hedge
accounting provisions of SFAS 133, 138 and 149 for cash flow hedges. As such, all amounts accumulated in OCI under
Canadian GAAP are reversed into earnings and retained earnings for U.S. GAAP purposes.
Fair value hedges
The Company has an outstanding interest rate swap contract that replaced a swap contract that had previously been put in place
when the private placement was raised. The existing swap contract is designated as a fair value hedge of its private placement
resulting from changes in LIBOR interest rates. With regards to the outstanding fair value hedge, the gains or losses on the
hedged items attributable to the hedged risk are accounted for as an adjustment to the carrying value of the hedged items. For
the fair value hedge that was discontinued prior to the transaction date, the carrying amount of the hedged item is adjusted by the
remaining balance of any deferred gain or loss on the hedging item. As such, the debt basis adjustment has been recorded with
the private placement as an increase to the gross long-term debt amount.
Under U.S. GAAP, the interest rate swap is recorded on the consolidated balance sheet at fair value with changes in fair value
recognized in earnings. The Company did not apply the optional hedge accounting provisions of SFAS 133, 138 and 149 for fair
value hedges. As a result, the debt basis adjustment has been recorded in earnings for U.S. GAAP purposes.
Embedded foreign currency derivatives
Under Canadian GAAP, the Company elects to record, as a single contract, an embedded foreign currency derivative in a host
contract that is not a financial instrument, provided:
(i)
(ii)
(iii)
it is not leveraged;
it does not contain an option feature; and
it requires payments denominated in a currency that is commonly used in contracts to purchase or sell non-financial
items in the economic environment in which the transaction takes place (for example, a relatively stable and liquid
currency that is commonly used in local business transactions or external trade).
This policy choice is not permitted under U.S. GAAP. U.S. GAAP requires the embedded derivative to be bifurcated from the host
contract, unless the currency is the functional currency of one of the substantial parties to the contract or is the routinely
denominated currency for that particular good or service.
Transaction costs
Since April 1, 2007, under Canadian GAAP, the Company elected to record transaction costs with the asset or liability to which
they are associated thereby reclassifying deferred financing costs from other assets to long-term debt. Under U.S. GAAP,
transaction costs are recorded as deferred financing costs presented in other assets.
Effective April 1, 2008
Fair value measurement
The Company adopted SFAS 157, Fair Value Measurements, on April 1, 2008. The new standard includes a definition of fair
value as well as a framework for measuring fair value. In February 2008, FASB issued SFAS 157-2, Effective Date of FASB
Statement No. 157, delaying the effective date of SFAS 157 for non-financial assets and non-financial liabilities, except for items
that are recognized or disclosed at fair value in the financial statements on a recurring basis until fiscal years beginning after
November 15, 2008.
Under Canadian GAAP, the Company measures its available-for-sale financial asset at cost as no readily available market value
exists according to Section 3855, Financial Instruments – Recognition and Measurement. Under U.S. GAAP, SFAS 157-3,
Determining the Fair Value of a Financial Asset When the Market for That Asset Is Not Active, provides guidance to determine
the fair value when a market value is not readily available.
122 | CAE Annual Report 2009
54 | CAE Year-End Financial Results 2009
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Notes to the Consolidated Financial Statements
D) 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 U.S. GAAP, the reduction of stated capital would not be permitted.
E) Foreign currency translation adjustment
In fiscal 2009, the Company transferred to consolidated earnings a gain of $1.8 million, net of tax expense of $0.1 million as a
result of reductions in net investments in self-sustaining foreign operations. Under U.S. GAAP, the reduction in currency
translation adjustment account for this transaction is not permitted.
F) Defined benefit and other post-retirement benefit plans
Until the application of SFAS 158, Employers’ Accounting for Defined Benefit Pension and Other Post Retirement Plans – an
amendment of FAS Statements No. 87, 88, 106 and 132(R), the provisions under U.S. GAAP of SFAS 87, Employers’
Accounting for Pensions, required that 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 an additional minimum liability does
not currently exist under Canadian GAAP.
As at March 31, 2007, the Company prospectively adopted SFAS 158. Under this statement, the over-funded or under-funded
status of a defined benefit pension and other post-retirement benefit plans is recognized as an asset or liability on the
consolidated balance sheet. Any unrecognized actuarial gains or losses, prior service cost or credits and unrecognized net
transitional assets or obligations are recognized as a component of accumulated other comprehensive income. This concept
does not currently exist under Canadian GAAP.
Under Canadian GAAP, plan assets and obligations measured as at the date of the annual financial statements or not more than
three months prior to that date. The Company measures its plan assets and obligations on December 31 of each year. Under
U.S. GAAP, SFAS 158 requires defined benefit plan assets and obligations to be measured as at the year end balance sheet
date, March 31 of each year.
G) Share issue costs
Under Canadian GAAP, costs related to share issuance can be presented in retained earnings, net of taxes. In fiscal 2004, the
Company included share issued costs of $5.1 million into its retained earnings. Under U.S. GAAP, these costs were recorded as
a reduction of capital stock.
H) Stock-based compensation
Under Canadian GAAP, the Company has adopted Emerging Issues Committee (EIC)-162, Stock-Based Compensation for
Employees Eligible to Retire Before the Vesting Date, in the third quarter of fiscal 2007, with restatement of prior periods. Under
U.S. GAAP, the Company adopted SFAS No. 123R, Share-Based Payment (revised 2004), on April 1, 2006, which has the same
requirements as EIC-162 under Canadian GAAP except that SFAS 123R is to be applied prospectively from April 1, 2006 to new
option awards that have retirement eligibility provisions. The nominal vesting period approach is continued for any option awards
granted prior to adopting SFAS 123R and for the remaining portion of unvested outstanding options. Consequently, this creates a
discrepancy in the compensation expense reported in each year.
I) Accounting for joint ventures
U.S. GAAP requires the Company’s investments in joint ventures to be accounted for using the equity method. However, under
an accommodation of the SEC, accounting for joint ventures need not to be reconciled from Canadian to U.S. GAAP. The
different accounting treatment affects only display and classification and not earnings or shareholders’ equity.
J)
Investment tax credits
Under Canadian GAAP, the Company records its ITCs arising from research and development activities on a net basis against
the costs to which they relate. Under U.S. GAAP, when the Company recognizes its federal ITCs into earnings, the credit is
reflected as a reduction of tax expense.
Change in accounting policies
Defined benefit pension and other post-retirement plans
In September 2006, the FASB issued SFAS 158. The recognition requirement of SFAS 158 was adopted as at March 31, 2007 as
required per SFAS 158. However, in regards to the measurement requirement which requires to measure defined benefit plan
assets and obligations as of the year-end balance sheet date, this was adopted in fiscal year 2009.
As a result, the Company recorded a reduction of $2.1 million, net of tax recovery of $0.8 million to retained earnings representing the
net periodic benefit cost for the period between January 1, 2008 and March 31, 2008.
Fair value measurements
On April 1, 2008, the Company adopted SFAS No. 157, Fair Value Measurements. This statement defines fair value, establishes a
framework for measuring fair value in generally accepted accounting principles and expands disclosures about fair value
measurements. This statement applies under other accounting pronouncements that require or permit fair value measurements. The
standard is effective for fiscal periods beginning after November 15, 2007 and was applied prospectively, except for certain financial
instruments where it had to be applied retrospectively as a cumulative-effect adjustment to the balance of opening retained earnings
in the year of adoption.
CAE Annual Report 2009 | 123
CAE Year-End Financial Results 2009 | 55
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Notes to the Consolidated Financial Statements
At the same time, the Company adopted Staff Position (FSP) SFAS 157-1: Application of FASB Statement No. 157 to FASB
Statement No. 13 and Other Accounting Pronouncements That Address Fair Value Measurements for Purposes of Lease Clarification
or Measurement under Statement 13. This FSP amends SFAS 157 to exclude SFAS 13, Accounting for Leases, and other accounting
pronouncements that address fair value measurements for purposes of lease classification or measurement under Statement 13.
However, this scope exception does not apply to assets acquired and liabilities assumed in a business combination that are required
to be measured at fair value under SFAS 141, Business Combinations, or No. 141 (revised 2007), Business Combinations, regardless
of whether those assets and liabilities are related to leases.
In October 2008, FASB issued FSP SFAS 157-3, Determining the Fair Value of a Financial Asset When the Market for That Asset Is
Not Active, which clarifies the application of SFAS-157 in an inactive market and provides an example to illustrate key considerations
in determining the fair value of a financial asset when the market for that financial asset is not active.
As a result, the Company recorded an increase in Accumulated other comprehensive income of $1.5 million, net of tax expense of
$0.3 million representing the change in fair value at April 1, 2008.
The fair value option for financial assets and financial liabilities
On April 1, 2008, the Company adopted SFAS No. 159, The Fair Value Option for Financial Assets and Financial Liabilities, including
an amendment of SFAS 115, Accounting for Certain Investments in Debt and Equity Securities. This statement permits entities to
choose to measure many financial instruments and certain other items at fair value. The objective is to improve financial reporting by
providing entities with the opportunity to mitigate volatility in reported earnings caused by measuring related assets and liabilities
differently without having to apply complex hedge accounting provisions. This statement is expected to expand the use of fair value
measurement. This statement is effective as of the beginning of the first fiscal year that begins after November 15, 2007. This
statement should not be applied retrospectively to fiscal years beginning prior to the effective date, except as permitted under certain
circumstances if adopted earlier. The Company has not chosen to use the fair value option. This new standard did not have any
impact on the Company’s consolidated financial statements.
Offsetting of amounts related to certain contracts
On April 1, 2008, the Company adopted FSP FIN 39-1, Amendment of FASB Interpretation No. 39, Offsetting of Amounts Related to
Certain Contracts. This FSP replaces the terms conditional contracts and exchange contracts with the term derivative instruments as
defined in SFAS 133, Accounting for Derivative Instruments and Hedging Activities. It also permits a reporting entity to offset fair value
amounts recognized for the right to reclaim cash collateral or the obligation to return cash collateral against fair value amounts
recognized for derivative instruments executed with the same counterparty under the same master netting arrangement that have
been offset in accordance with the related accounting literature. This staff position is effective for fiscal years beginning after
November 15, 2007 although early application is permitted. This staff position should be applied retrospectively as a change in
accounting principle for all financial statements presented. This new standard did not have any impact on the Company’s consolidated
financial statements.
Future changes to accounting standards
Fair value measurements
In February 2008, the FASB issued FSP FAS 157-2: Effective Date of FASB Statement No. 157. This FSP delays the effective date of
SFAS 157 for non-financial assets and non-financial liabilities, except for items that are recognized or disclosed at fair value in the
financial statements on a recurring basis (at least annually) to fiscal years beginning after November 15, 2008. The Company is
currently evaluating the impact of this standard on its consolidated financial statements.
Business combination and non-controlling interests in consolidated financial statements
In December 2007, FASB issued SFAS No. 141(R), Business Combinations, and No. 160, Non-controlling Interests in Consolidated
Financial Statements. These statements require a greater number of acquired assets and assumed liabilities to be measured at fair
value as at the acquisition date. As well, liabilities related to contingent consideration should be remeasured to fair value at each
subsequent reporting period. In addition, an acquirer should expense all acquisition-related costs in the pre-acquisition period. Finally,
non-controlling interests in subsidiaries should initially be measured at fair value and classified as a separate component of equity.
These statements shall be applied prospectively to business combinations for which the acquisition date is on or after the beginning of
the first annual reporting period beginning on or after December 15, 2008. For business combinations in which the acquisition date
was before the effective date of this statement, the acquirer shall apply the requirements of Statement 109, Accounting for Income
Taxes, as amended by this statement, prospectively.
124 | CAE Annual Report 2009
56 | CAE Year-End Financial Results 2009
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Additional U.S. GAAP disclosures
i) Statements of earnings
(amounts in millions)
Notes
Canadian
GAAP
I
C
Revenues from sales of
simulators (a)
Revenues from sales of training
and services (a)
C
Cost of sales from simulators (b) A,B,C,F,J
Cost of sales from training and
services (b)
Rental expenses
Selling, general
A,B,C,F,J
and administrative expenses
Foreign exchange loss (gain)
Interest expense, net
(a)
H
C,E
C
$
$
$
$
$
$
$
$
961.0
701.2
668.6
422.6
72.4
194.1
0.9
20.2
Notes to the Consolidated Financial Statements
2009
U.S.
GAAP
969.0
701.9
684.4
423.8
72.4
196.3
6.7
26.9
$
$
$
$
$
$
$
$
Canadian
GAAP
$
$
$
$
$
$
$
$
819.0
604.6
572.2
359.9
66.1
186.5
(12.6)
17.5
2008
U.S.
GAAP
813.7
604.6
575.5
362.6
66.1
192.4
(26.1)
19.6
$
$
$
$
$
$
$
$
Canadian
GAAP
$
$
$
$
$
$
$
$
705.6
545.1
507.8
308.8
72.6
166.9
(2.9)
10.6
2007
U.S.
GAAP
699.0
545.4
509.9
317.3
72.6
161.7
(15.4)
9.8
$
$
$
$
$
$
$
$
Taxes assessed by government authorities that are directly imposed on revenue-producing transactions between the Company and
customers are excluded from revenue.
(b)
Includes research and development expenses.
ii) Balance sheet
Accounts payable and accrued liabilities on a U.S. GAAP basis are presented as follows:
(amounts in millions)
Accounts payable trade
Contract liabilities
Income tax payable
Other accrued liabilities
Accounts payable and accrued liabilities
2009
257.0
62.4
8.1
179.0
506.5
$
$
Accounts receivable from governments amounted to $90.9 million as of March 31, 2009 (2008 – $77.2 million).
iii) Income taxes
The components of earnings before income taxes on a Canadian GAAP basis are as follows:
(amounts in millions)
Earnings before income taxes
Canada
Other countries
Current income taxes
Canada
Other countries
Future income taxes
Canada
Other countries
Total income tax expense
2009
155.9
127.5
283.4
65.2
9.7
74.9
(17.7)
25.7
8.0
82.9
$
$
$
$
$
$
$
$
$
$
$
$
$
$
2008
147.2
86.8
234.0
30.8
12.0
42.8
19.9
6.5
26.4
69.2
2008
180.4
77.9
8.0
192.1
458.4
2007
38.8
140.0
178.8
53.8
10.1
63.9
(41.2)
27.0
(14.2)
49.7
$
$
$
$
$
$
$
$
$
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CAE Annual Report 2009 | 125
CAE Year-End Financial Results 2009 | 57
Notes to the Consolidated Financial Statements
iv) Product warranty costs
The Company has warranty obligations in connection with 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 both on a Canadian and U.S. GAAP basis, is 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 liability at the end of the year
2009
12.6
(5.9)
9.1
0.3
16.1
$
$
2008
10.7
(5.9)
7.5
0.3
12.6
$
$
NOTE 27 – 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.
NOTE 28 – SUBSEQUENT EVENTS
xwave
During the second quarter of fiscal year 2009, the Company signed an asset purchase agreement to acquire Bell Aliant’s Defence,
Security and Aerospace business unit which currently operates under the xwave brand. As at March 31, 2009, this transaction was
not yet closed and the Company has not consolidated xwave. The acquisition closed on May 1, 2009.
Restructuring
On May 14, 2009, the Company introduced actions required to size the company to current and expected market conditions. The
actions will be concentrated in two phases – the first of which is already underway. Overall, we will be laying off 700 employees: 380
in the coming weeks and the balance in the fall. All employees affected will be advised in the coming days. Approximately 600 out of
the 700 employees affected are based in Montreal where we produce our civil simulators, the rest are based in our other locations
around the world. The impact for both phases will be recorded in the first quarter of fiscal year 2010.
126 | CAE Annual Report 2009
58 | CAE Year-End Financial Results 2009
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Board of Directors and Officers
James F. Hankinson 3, 4
President and Chief Executive Officer
Ontario Power Generation Inc.
Toronto, Ontario
OFFICERS
Lynton R. Wilson
Chairman of the Board
E. Randolph (Randy) Jayne II 2
Managing Partner
Heidrick & Struggles International,
Inc.
McLean, Virginia
Robert Lacroix, Ph.D 4
Corporate Director
Montréal, Québec
John Manley 2
Counsel
McCarthy Tétrault LLP
Ottawa, Ontario
Gen. Peter J. Schoomaker U.S.A
(Ret.) 4
Corporate Director
Tampa, Florida
Katharine b. Stevenson 3
Corporate Director
Toronto, Ontario
Lawrence N. Stevenson 2
Managing Director
Callisto Capital
Toronto, Ontario
Robert E. brown
President and Chief Executive Officer
Marc Parent
Executive Vice President and
Chief Operating Officer
Martin Gagné
Group President
Military Simulation Products, Training
and Services
Jeff Roberts
Group President
Civil Simulation Products, Training
and Services
Alain Raquepas
Vice President, Finance and
Chief Financial Officer
Antoine Auclair
Vice President and
Corporate Controller
Jacques Ferraro
Treasurer
Hartland J. A. Paterson
Vice President, Legal
General Counsel and
Corporate Secretary
bOARD OF DIRECTORS
Lynton R. Wilson, O.C. 1, 2, 4
Chairman of the Board
CAE Inc.
Oakville, Ontario
Robert E. brown , C.M., O.Q.1
President and Chief Executive Officer
CAE Inc.
Westmount, Québec
Marc Parent
Executive Vice President and
Chief Operating Officer
CAE Inc.
Blainville, Québec
brian E. barents 2
Corporate Director
Andover, Kansas
John A. (Ian) Craig 3
President
Lanzsmirn Investments
Ottawa, Ontario
H. Garfield Emerson, Q.C. 3,4
Principal, Emerson Advisory
and Corporate Director
Toronto, Ontario
Anthony S. Fell, O.C. 1, 4
Corporate Director
Toronto, Ontario
Paul Gagné 3
Chairman
Wajax Income Fund
Montréal, Québec
1 Member of the Executive Committee
2 Member of the Human Resources Committee
3 Member of the Audit Committee
4 Member of the Corporate Governance Committee
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CAE Annual Report 2009 | 127
Shareholder and Investor Information
cORPORATE GOVERNANcE
The following documents pertaining
to CAE’s corporate governance
practices may be accessed either
from CAE’s website (www.cae.com)
or by request from the Corporate
Secretary:
– Board and Board Committee
mandates
– Position descriptions for the Board
Chair, the Committee Chairs and
the Chief Executive Officer
– CAE’s Code of Business Conduct,
and the Board Member’s Code of
Conduct
– Corporate Governance Guideline.
Most of the New York Exchange’s
(NYSE) corporate governance listing
standards are not mandatory for CAE.
Significant differences between CAE’s
practices and the requirements
applicable to U.S. companies listed
on the NYSE are summarized on
CAE’s website. CAE is otherwise in
compliance with the NYSE
requirements in all significant
respects.
cAE SHARES
CAE’s shares are traded on the Toronto
Stock Exchange (TSX) under the
symbol “CAE” and on the New York
Stock Exchange (NYSE) under the
symbol “CGT”.
TRANSFER AGENT AND
REGISTRAR
Computershare Trust Company of
Canada
100 University Avenue, 9th Floor
Toronto, Ontario M5J 2Y1
Tel. (514) 982-7555 or
1 800 564-6253
(toll free in Canada and the U.S.)
www.computershare.com
DIVIDEND REINVESTMENT PLAN
Canadian resident registered
shareholders of CAE Inc. who wish to
receive dividends in the form of
CAE Inc. common shares rather than
a cash payment may participate in
CAE’s dividend reinvestment plan. In
order to obtain the dividend
reinvestment plan form, please
contact Computershare Trust
Company of Canada.
DIREcT DEPOSIT DIVIDEND
Canadian resident registered
shareholders of CAE Inc. who receive
cash dividends may elect to have the
dividend payment deposited directly
to their bank accounts instead of
receiving a cheque. In order to obtain
the direct deposit dividend form,
please contact Computershare Trust
Company of Canada.
DUPLIcATE MAILINGS
To eliminate duplicate mailings by
consolidating accounts, registered
shareholders must contact
Computershare Trust Company of
Canada; non-registered shareholders
must contact their investment
brokers.
128 | CAE Annual Report 2009
INVESTOR RELATIONS
Quarterly and annual reports as well
as other corporate documents are
available on our website at
www.cae.com. These documents can
also be obtained from our Investor
Relations department:
Investor Relations
CAE Inc.
8585 Côte-de-Liesse
Saint-Laurent, Québec H4T 1G6
Tel. 1 866 999-6223
investor.relations@cae.com
Version française
Pour obtenir la version française du
rapport annuel, s’adresser à
investisseurs@cae.com.
2009 ANNUAL MEETING
The Annual and Special Meeting of
Shareholders will be held at 10:30
a.m. (Eastern Time), Wednesday,
August 12, 2009 at the Hilton Omni
Mont-Royal, 1050, Sherbrooke West,
Montréal, Québec. The meeting will
also be webcast live on CAE’s
website, www.cae.com.
AUDITORS
PricewaterhouseCoopers LLP
Chartered Accountants
Montréal, Québec
TRADEMARKS
Trademarks and/or registered
trademarks of CAE Inc. and/or its
affiliates include but are not limited to
CAE, CAE & Design, CAE Medallion,
CAE Tropos, CAE Simfinity, CAE True
Electric Motion, CAE True Airport and
CAE True Environment. All other
brands and product names are
trademarks or registered trademarks
of their respective owners. All logos,
tradenames and trademarks referred
to and used herein remain the
property of their respective owners
and may not be used, changed,
copied, altered, or quoted without the
written consent of the respective
owner. All rights reserved.
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Corporate
Profile
1 2009 Financial Highlights
2 Financial Overview
3 Chairman’s Message
4 Message to Shareholders
6 Message from the EVP and COO
8 CAE Global Reach
CAE is a world leader in providing simulation and modelling
technologies and integrated training solutions for the civil aviation
industry and defence forces around the globe. With annual
revenues exceeding C$1.6 billion, CAE employs more than
6,500 people at more than 75 sites and training locations in
10 Four Balanced Reporting Segments
20 countries. We have the largest installed base of civil and
11 Leveraging our Capabilities
12 Training and Services/Military
13 Training and Services/Civil
14 Simulation Products/Military
15 Simulation Products/Civil
military full-flight simulators and training devices. Through our
global network of 29 civil aviation and military training centres,
we train more than 75,000 crewmembers yearly. We also offer
modelling and simulation software to various market segments
16 CAE Professional Services & Presagis
and through CAE’s professional services division, we assist
customers with a wide range of simulation-based needs.
17 Pilot Provisioning & CAE Healthcare
18 Community & Environment
19 Financial Review
21 Management’s Discussion and Analysis
70 Management’s Report on Internal
Control over Financial Reporting
70 Independent Auditors’ Report
72 Consolidated Financial Statements
77 Notes to Consolidated Financial Statements
127 Board of Directors and Officers
128 Shareholder and Investor Information
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. All statements, other than statements of historical facts, included herein or
incorporated be reference herein that pertains to activities, events or developments that we expect or anticipate will or may
occur in the future including, 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 are forward-looking
statements. The words “expect”, “anticipate”, “estimate”, “may”, “will”, “should”, “intend”, “believe”, “plan” and similar
expressions are intended to identify forward-looking statements. Such statements are not guarantees of future performance.
They are based on management’s expectations and assumptions regarding historical trends, current conditions and expected
future developments, as well as other factors that we believe are appropriate in the circumstances. Such expectations and
assumptions 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. Important risks that could cause such differences include, but are
not limited to, the length of sales cycle, rapid product evolution, level of defence spending, condition of the civil aviation industry,
competition, availability of critical in-puts, foreign exchange rate of currencies and doing business in foreign countries. These
and other risks that could cause actual results or events to differ materially from current expectations or assumptions, are
described in the risk factors section of CAE’s Annual Information Form for the year ended March 31, 2009, filed with the
Canadian securities commissions and the U.S. Securities and Exchange Commission. Any forward-looking statements made in
this annual report represent our expectations as of May 14, 2009, and accordingly, are subject to change after such date. We
disclaim any intention or obligation to update any forward-looking statements unless legislation requires us to do so.
30 %
EcoLogo
30 %
30 %
EcoLogo
EcoLogo
As an eTree member, CAE Inc. is committed to meeting shareholder needs while
being environmentally friendly. For each shareholder that receives electronic
copies of shareholder communications, CAE will plant a tree through Tree
Canada, the leader in Canadian urban reforestation.
Contains 30% post-consumer fibre and 70% FSC certified virgin fibre
Certified EcoLogo and FSC Mixed Sources
Manufactured using biogas energy
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Annual Report
for the year
ended March 31
2009
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cae.com
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