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Financial Report
Fiscal year ended March 31, 2017
Training partner of choice. Since 1947.
CAE is a global leader in training for the civil aviation, defence and
security, and healthcare markets. Backed by a 70-year record of
industry firsts, we continue to help define global training standards
with our innovative virtual-to-live training solutions to make flying
safer, maintain defence force readiness and enhance patient
safety. We have the broadest global presence in the industry,
with over 8,500 employees, 160 sites and training locations in
over 35 countries. Each year, we train more than 120,000 civil and
defence crewmembers and thousands of healthcare professionals
worldwide.
cae.com
Follow us on Twitter @CAE_Inc.
Check out our Annual Activity and
Corporate Social Responsibility Report!
Our Annual Activity and Corporate Social Responsibility Report
is available online. It consolidates information on our company
strategy, fiscal year 2017 performance and corporate social
responsibility (CSR) into one document.
Integrating our reporting in this way enables us to provide
stakeholders with a single source of information in key areas. It
also signals that CSR is inseparable from our core business strategy
and activities.
cae.com/ActivityReport
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. To date
CAE has helped plant 5,265 trees.
Contains FSC certified post-consumer and 70% virgin fibre
Certified EcoLogo and FSC Mixed Sources
Manufactured using biogas energy
Chairman’s messageBuilding on our 70-year legacyThe Board of Directors is proud to report that CAE’s management delivered strong financial and operational performance in fiscal 2017. Year-over-year improvements included solid growth in annual revenue, a record order backlog and a double-digit increase in earnings per share. These results reinforce the Board’s confidence in CAE’s executive management and “training partner of choice” strategy. They also point to exciting opportunities ahead for building on CAE’s 70-year history of passion and innovation.Pivot to training services is proving successfulThe decision to pivot CAE from a product to an end-to-end training services company continues to bear fruit. This move is driving benefits for customers, employees and investors alike. In fact, it played a key role in increasing the level of recurring revenue and enabling us to, among other things, increase our shareholder dividend for the sixth consecutive year.This shift in focus is also fuelling innovations that are reshaping the training industry. An excellent example of this is the imminent launch of our objective assessment pilot training system. This breakthrough data-driven system is set to significantly change commercial pilot training around the world. As our training partner of choice vision gains traction, our goal at the Board level is to ensure we maintain best practices in overseeing and guiding the executive management team. In fiscal 2017, we spent considerable time reviewing and considering compliance-related matters. We expanded the breadth of CAE’s Code of Business Conduct acknowledgment and training practices and revamped our Anti-Corruption Policy. We want to ensure that CAE maintains the highest level of ethical standards. James HankinsonChairman of the BoardBoard renewal and diversityBoard renewal was and continues to be a key focus. Over the next two years, three directors including myself are scheduled to step down from the Board due to retirement age and term limits. In fiscal 2017, we formed a Special Committee of the Board to oversee the Chairperson succession plan in anticipation of my planned departure in August 2018. We are pleased with the executive team’s emphasis on talent management and development. We are collaborating with the CEO as CAE seeks to groom its next generation of leaders through its Leadership Development program, which now has a strong focus on diversity objectives.Paying tributeSitting on a Board of this calibre is a source of great satisfaction and pride. I want to thank my fellow directors for their skill and commitment. I would especially like to thank Paul Gagné, who has fulfilled his 12-year term, for his consistently wise counsel. I would also like to welcome Transcontinental President and CEO François Olivier who joined the Board in February 2017. François adds deep financial acumen and strategic planning experience to the Board. Finally, I would be remiss if I did not thank our shareholders for their confidence in our ability to strengthen CAE’s position and to generate the economic, social and environmental benefits that stakeholders rightfully expect today. We are determined to ensure that CAE continues earning this confidence and meeting these expectations. Leading and growing Since 1947I am delighted to report that we delivered a strong performance in fiscal 2017—one of the best years in our seven-decade history. We continued to make very good progress in pursuit of our training strategy by expanding our relationships with customers around the globe. We generated $2.7 billion in annual revenue and ended the year with a record $7.5 billion backlog, which enhances visibility and augments the recurring nature of CAE’s business. I want to congratulate and sincerely thank all our employees for their strong performance in advancing our strategic priorities in fiscal 2017. Marc ParentPresident and Chief Executive OfficerMessage to shareholdersKey achievementsIn Civil Aviation Training Solutions, we generated strong demand for CAE’s unique and comprehensive training solutions, which led to higher training centre utilization and higher operating margins for Civil overall. We continued to lead the market in full-flight simulator sales with a near-record year, and in training services, we signed long-term contracts with Jet Airways in India, Vietnam Airlines and Korea Airports Corporation, among others. We completed two large-scale initiatives to help bolster our competitive position. One involved a process improvement program to significantly improve how we engineer, build, deploy and support our simulators. The other program served to enhance our ability to delight customers by helping us recruit, onboard, develop and retain the best training instructors. We also demonstrated CAE’s innovation leadership in training by successfully validating a new ground-breaking, data-driven objective assessment training system that will produce a step change in the way the industry trains commercial pilots. We expect this to become a key differentiator to grow our share of a large civil aviation training market. Our Defence & Security business secured major long-term training systems integrator (TSI) contracts and, in the process, ramped up orders by 40% for a record $1.4 billion. Among other comprehensive agreements, our innovative approach enabled us to win the contract to create the U.S. Army’s new fixed-wing training centre and program, which we operationalized ahead of schedule. We delivered in an unprecedented way from our large bid pipeline in fiscal 2017 and expect to continue winning our fair share of this market.In Healthcare, we also demonstrated our innovation leadership, positioning the business for long-term growth. We doubled the amount of business we do with original equipment manufacturers of complex medical devices. We also partnered with Microsoft to bring the power of mixed reality to medical ultrasound simulation, delivering an application with great potential to enhance healthcare education and training and improve clinical skills and patient safety. This breakthrough innovation is a prime example of what CAE brings to bear in this market. CAE is a global leader in
training in large part because
of our commitment to invest
in both technological and
operational innovation. CAE is
a 4.0 company, well positioned
to leverage the current
technological revolution.
Looking ahead: Protect, grow, innovate
‘Protect, grow, innovate’—these mutually reinforcing
strategic imperatives will guide our decisions and
actions in fiscal 2018 and beyond. To continue
protecting our business, we will maintain our
market leadership, drive operational excellence and
asset optimization, increase our process agility and
demonstrate greater thought leadership.
Over the last couple of decades, CAE has established
itself as a thought leader in aviation training and
we’re now delivering some of the most innovative and
comprehensive solutions that we believe will enable
us to unlock a greater portion of the overall $3.5
billion civil aviation training market. We see significant
headroom to grow with passenger air traffic expected
to double over the next 20 years. We recently issued
our first public Airline Pilot Demand Outlook in which
we forecast the need for 255,000 new airline pilots
by 2027. This spells good news for the world’s leading
civil aviation training company.
Geopolitical realities are driving up investments across
defence forces globally. Governments around the
world are placing a high priority on mission readiness
and the intrinsic benefits of simulation-based training.
These factors are driving a greater need for training
and we believe that CAE is very well positioned to
grow its share as a training systems integrator.
We have a positive view of CAE Healthcare’s long-
term potential as the use of simulation expands
for education and training. We remain confident
that Healthcare will become a more significant part
of CAE’s overall business, and we will continue to
broaden our offering in the training of nurses, the
largest healthcare market.
Innovation has been our ‘secret sauce’ since 1947. We
are a global leader in training in large part because
of our commitment to invest in both technological
and operational innovation. CAE is a 4.0 company,
well positioned to leverage the current technological
revolution. We are embracing new digital technologies
such as big data, artificial intelligence and machine
learning at a fast speed. Our employees are helping
us harness the value of the digital world through our
Innovation Challenges, for which we received more
employee ideas this year than ever before.
Corporate social responsibility embedded
in our strategy
Part of our evolution hinges on further embedding
corporate social responsibility (CSR), which is anchored
in our mission and our values, in everything we do.
In fiscal 2017, we significantly improved our health,
safety and environmental data and performance.
Fiscal 2017 also stands out for the cultural evolution
underway at CAE. We are taking concrete steps to
harness the real power of our company—our people.
They are the ones who will take our organization to
new heights.
Throughout calendar year 2017, we will leverage our
70th anniversary celebrations to emphasize our values
and leadership attributes while increasing our focus
on employees, their development and wellbeing, and
on continuing to inject more fun into the workplace.
These priorities support our strategy to compete for
and attract key talent into our organization. In fiscal
2017, we added 500 new employees to support our
growth.
True success story
This past year, our strong financial and operational
performance was reflected on the stock market and
by the resounding approval of our training strategy
by investors. Our compelling value proposition is
attracting a growing number of employees, customers,
partners and shareholders worldwide. As we look to
the year ahead, we expect to see continued good
growth as we pursue our vision to be the recognized
global training partner of choice.
To achieve our vision and aspirations, we must
cultivate the right talent, grow strong leaders and
recruit critical resources. We will also continue to
make it more satisfying to work at CAE. These are
just a few of the ways we will ensure that we remain
a leader and grow in the decades to come. We are
proud to pursue the mission of CAE’s founder and
all the employees before us who have made this
company a true success story over the past 70 years.
Table of Contents
Management’s Discussion and Analysis
1. HIGHLIGHTS
INTRODUCTION
2.
3. ABOUT CAE
3.1 Who we are
3.2 Our vision
3.3 Our strategy
3.4 Our operations
3.5 Foreign exchange
3.6 Non-GAAP and other financial measures
4. CONSOLIDATED RESULTS
4.1 Results from operations – fourth quarter of fiscal 2017
4.2 Results from operations – fiscal 2017
4.3 Restructuring, integration and acquisition costs
4.4 Consolidated orders and total backlog
5. RESULTS BY SEGMENT
5.1 Civil Aviation Training Solutions
5.2 Defence and Security
5.3 Healthcare
6. CONSOLIDATED CASH MOVEMENTS AND LIQUIDITY
6.1 Consolidated cash movements
6.2 Sources of liquidity
6.3 Government participation
6.4 Contractual obligations
7. CONSOLIDATED FINANCIAL POSITION
7.1 Consolidated capital employed
7.2 Off balance sheet arrangements
7.3 Financial instruments
8. BUSINESS COMBINATIONS
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. RELATED PARTY TRANSACTIONS
11. CHANGES IN ACCOUNTING POLICIES
11.1 New and amended standards adopted
11.2 New and amended standards not yet adopted
11.3 Use of judgements, estimates and assumptions
12. CONTROLS AND PROCEDURES
12.1 Evaluation of disclosure controls and procedures
12.2 Internal control over financial reporting
13. OVERSIGHT ROLE OF AUDIT COMMITTEE AND BOARD OF DIRECTORS
14. ADDITIONAL INFORMATION
15. SELECTED FINANCIAL INFORMATION
Consolidated Financial Statements
Board of Directors and Officers
Shareholder and Investor Information
Forward-Looking Statements
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Management’s Discussion and Analysis
for the fourth quarter and year ended March 31, 2017
1. HIGHLIGHTS
FINANCIAL
FOURTH QUARTER OF FISCAL 2017
Revenue from continuing operations higher compared to last quarter and the fourth quarter of fiscal 2016
(cid:16) Consolidated revenue from continuing operations was $734.7 million this quarter, $52.0 million or 8% higher than last quarter and
$12.2 million or 2% higher than the fourth quarter of fiscal 2016.
Net income attributable to equity holders of the Company from continuing operations stable compared to last quarter and
higher compared to the fourth quarter of fiscal 2016
(cid:16) Net income attributable to equity holders of the Company from continuing operations was $67.4 million (or $0.25 per share) this
quarter compared to $67.6 million (or $0.25 per share) last quarter and compared to $61.2 million (or $0.23 per share) in the fourth
quarter of last year, representing an increase of $6.2 million or 10%;
(cid:16) Specific items included in net income attributable to equity holders of the Company from continuing operations this quarter were
restructuring, integration and acquisition costs of $20.0 million ($15.0 million after tax or $0.06 per share) mainly related to the
acquisition of Lockheed Martin Commercial Flight Training (LMCFT). This restructuring, integration and acquisition program was
completed during the fourth quarter. Net income before specific items1 was $82.4 million and earnings per share before specific
items1 was $0.31 for the quarter, compared to $69.6 million (or $0.26 per share) last quarter and $72.8 million (or $0.27 per share)
in the fourth quarter of fiscal 2016;
(cid:16) Net income attributable to equity holders of the Company included a loss from discontinued operations this quarter of $0.7 million
(or nil per share) compared to earnings of $0.2 million (or nil per share) last quarter and a loss of $2.4 million (or $0.01 per share)
in the fourth quarter of fiscal 2016.
Positive free cash flow1 from continuing operations at $160.4 million this quarter
(cid:16) Net cash provided by continuing operating activities was $197.5 million this quarter, compared to $156.1 million last quarter and
$51.0 million in the fourth quarter of last year;
(cid:16) Maintenance capital expenditures1 and other asset expenditures were $26.8 million this quarter, $16.6 million last quarter and
$18.8 million in the fourth quarter of last year;
(cid:16) Cash dividends were $20.5 million this quarter, $20.8 million last quarter and $19.3 million in the fourth quarter of last year.
FISCAL 2017
Higher revenue from continuing operations compared to fiscal 2016
(cid:16) Consolidated revenue from continuing operations was $2,704.5 million, $191.9 million or 8% higher than last year.
Higher net income attributable to equity holders of the Company and diluted earnings per share from continuing operations
(cid:16) Net income attributable to equity holders of the Company from continuing operations was $252.0 million (or $0.93 per share)
compared to $239.3 million (or $0.89 per share) last year, representing a $12.7 million or 5% increase;
(cid:16) Specific items included in net income attributable to equity holders of the Company from continuing operations this year were
restructuring, integration and acquisition costs of $35.5 million ($26.4 million after tax or $0.10 per share). Net income before
specific items was $278.4 million and earnings per share before specific items was $1.03 this year, compared to $230.5 million (or
$0.86 per share) last year;
(cid:16) Net income attributable to equity holders of the Company included a loss from discontinued operations of $0.5 million (or nil per
share) compared to a loss from discontinued operations of $9.6 million (or $0.04 per share) last year.
Positive free cash flow from continuing operations at $327.9 million
(cid:16) Net cash provided by continuing operating activities was $464.3 million this year, compared to $345.8 million last year;
(cid:16) Maintenance capital expenditures and other asset expenditures were $68.3 million this year, compared to $65.1 million last year;
(cid:16) Cash dividends were $80.6 million this year, compared to $56.7 million last year.
Capital employed1 increased by $104.1 million or 4% this year, ending at $2,831.7 million
(cid:16) Return on capital employed1 (ROCE) was 11.2% this year compared to 10.6% last year;
(cid:16) Non-cash working capital1 increased by $4.1 million in fiscal 2017, ending at $193.0 million;
(cid:16) Property, plant and equipment increased by $109.5 million;
(cid:16) Other long-term assets and other long-term liabilities increased by $78.5 million and $86.5 million respectively;
(cid:16) Net debt1 decreased by $36.6 million this year, ending at $750.7 million.
1 Non-GAAP and other financial measures (see Section 3.6).
CAE Financial Report 2017 | 1
Management’s Discussion and Analysis
ORDERS22
(cid:16) The book-to-sales ratio2 for the quarter was 1.03x (Civil Aviation Training Solutions was 1.15x, Defence and Security was 0.84x
and Healthcare was 1.0x). The ratio for the last 12 months was 1.18x (Civil Aviation Training Solutions was 1.09x, Defence and
Security was 1.33x and Healthcare was 1.0x);
(cid:16) Total order intake this year was $3,193.4 million, up $411.4 million over last year;
(cid:16) Total backlog2, including obligated, joint venture and unfunded backlog was $7,530.2 million at March 31, 2017, $1,157.6 million
higher than last year.
Civil Aviation Training Solutions
(cid:16) Civil Aviation Training Solutions obtained contracts with an expected value of $1,698.8 million, including contracts for 50 full-flight
simulators (FFSs).
Defence and Security
(cid:16) Defence and Security won contracts valued at $1,383.9 million.
Healthcare
(cid:16) Healthcare order intake was valued at $110.7 million.
BUSINESS COMBINATIONS
(cid:16) On May 2, 2016, we completed the acquisition of LMCFT, a provider of aviation simulation training equipment and services.
OTHER
(cid:16) Our process improvement program results in the standardization of certain types of commercial aircraft simulators. For
standardized simulators, percentage-of-completion (POC) accounting is no longer appropriate and thus we began recognizing
revenue upon completion for such simulators in fiscal 2017;
(cid:16) On February 14, 2017, we announced the renewal of our normal course issuer bid (NCIB) to purchase, for cancellation, up to
5,366,756 of our issued and outstanding common shares over a one year period ending February 22, 2018.
2 Non-GAAP and other financial measures (see Section 3.6).
2 | CAE Financial Report 2017
Management’s Discussion and Analysis
2.
INTRODUCTION
In this report, we, us, our, CAE and Company refer to CAE Inc. and its subsidiaries. Unless we have indicated otherwise:
(cid:16) This year and 2017 mean the fiscal year ending March 31, 2017;
(cid:16) Last year, prior year and a year ago mean the fiscal year ended March 31, 2016;
(cid:16) Dollar amounts are in Canadian dollars.
This report was prepared as of May 31, 2017, and includes our management’s discussion and analysis (MD&A) for the year and the
three-month period ended March 31, 2017 and the consolidated financial statements and notes for the year ended March 31, 2017.
We have prepared it to help you understand our business, performance and financial condition for fiscal 2017. Except as otherwise
indicated, all financial information has been reported in accordance with International Financial Reporting Standards (IFRS). All
quarterly information disclosed in the MD&A is based on unaudited figures.
For additional information, please refer to our annual consolidated financial statements for this fiscal year, which you will find in the
annual report for the year ended March 31, 2017. 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:
(cid:16) Our vision;
(cid:16) Our strategy;
(cid:16) Our operations;
(cid:16) Foreign exchange;
(cid:16) Non-GAAP and other financial measures;
(cid:16) Consolidated results;
(cid:16) Results by segment;
(cid:16) Consolidated cash movements and liquidity;
(cid:16) Consolidated financial position;
(cid:16) Business combinations;
(cid:16) Business risk and uncertainty;
(cid:16) Related party transactions;
(cid:16) Changes in accounting policies;
(cid:16) Controls and procedures;
(cid:16) 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.
CAE Financial Report 2017 | 3
Management’s Discussion and Analysis
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:
(cid:16) It results in, or would reasonably be expected to result in, a significant change in the market price or value of our shares, or;
(cid:16) It is quite likely that a reasonable investor would consider the information to be important in making an investment decision.
CAUTION REGARDING FORWARD-LOOKING STATEMENTS
This report includes forward-looking statements about our activities, events and developments that we expect to or anticipate may
occur in the future including, for example, statements about our vision, strategies, market trends and outlook, future revenues, capital
spending, expansions and new initiatives, financial obligations and expected sales. Forward-looking statements normally contain
words like believe, expect, anticipate, plan, intend, continue, estimate, may, will, should, strategy, future and similar expressions. By
their nature, forward-looking statements require us to make assumptions and are subject to inherent risks and uncertainties
associated with our business which may cause actual results in future periods to differ materially from results indicated in
forward-looking statements. While these statements 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 reasonable and appropriate
in the circumstances, readers are cautioned not to place undue reliance on these forward-looking statements as there is a risk that
they may not be accurate.
Important risks that could cause such differences include, but are not limited to, risks relating to the industry such as competition, level
and timing of defence spending, government-funded defence and security programs, constraints within the civil aviation industry,
regulatory rules and compliance, risks relating to CAE such as product evolution, research and development (R&D) activities,
fixed-price and long-term supply contracts, strategic partnerships and long-term contracts, procurement and original equipment
manufacturer (OEM) leverage, warranty or other product-related claims, product integration and program management, protection of
our intellectual property, third-party intellectual property, loss of key personnel, labour relations, environmental liabilities, claims arising
from casualty losses, integration of acquired businesses, our ability to penetrate new markets, information technology systems
including cybersecurity risk, length of sales cycle, continued returns to shareholders and our reliance on technology and third-party
providers, and risks relating to the market such as foreign exchange, political instability, availability of capital, pension plan funding,
doing business in foreign countries including corruption risk and income tax laws. Additionally, differences could arise because of
events announced or completed after the date of this report. You will find more information in the Business risk and uncertainty
section of the MD&A. We caution readers that the risks described above are not necessarily the only ones we face; additional risks
and uncertainties that are presently unknown to us or that we may currently deem immaterial may adversely affect our business.
Except as required by law, we disclaim any intention or obligation to update or revise any forward-looking statements whether as a
result of new information, future events or otherwise. The forward-looking information and statements contained in this report are
expressly qualified by this cautionary statement.
4 | CAE Financial Report 2017
Management’s Discussion and Analysis
3. ABOUT CAE
3.1 Who we are
CAE is a global leader in training for the civil aviation, defence and security, and healthcare markets. Backed by a 70-year record of
industry firsts, we continue to help define global training standards with our innovative virtual-to-live training solutions to make flying
safer, maintain defence force readiness and enhance patient safety. We have the broadest global presence in the industry, with over
8,500 employees, 160 sites and training locations in over 35 countries. Each year, we train more than 120,000 civil and defence
crewmembers and thousands of healthcare professionals worldwide.
CAE’s common shares are listed on the Toronto and New York stock exchanges under the symbol CAE.
3.2 Our vision
Our vision is to be the recognized global training partner of choice to enhance safety, efficiency and readiness. Through the training
we provide, our mission is to make air travel safer, defence forces mission ready and medical personnel better able to save lives.
3.3 Our strategy
We address the imperatives of safety, efficiency and readiness for customers in three core markets: civil aviation, defence and
security, and healthcare.
Our capital and other resource allocation decisions are guided by three overarching strategic imperatives: grow by providing the most
comprehensive solutions worldwide to enable us to be the recognized global training partner of choice; protect our leadership position
by ensuring the highest levels of customer satisfaction and operational excellence; and innovate by driving new technology and
offerings which advance training for our customers.
We are a unique, pure-play simulation and training company with a proven record of commitment to our customers’ long-term training
needs.
Six pillars of strength
We believe there are six fundamental strengths that underpin our strategy and position us well for sustainable long-term growth:
(cid:16) High degree of recurring business;
(cid:16) Strong competitive moat;
(cid:16) Headroom in large markets;
(cid:16) Underlying secular tailwinds;
(cid:16) Potential for superior returns;
(cid:16) Culture of innovation.
High degree of recurring business
Nearly 60% of our business is derived from the provision of services and largely involves long-term contracts and training demand
from customers operating under regulations that require them to train on a recurrent basis.
Strong competitive moat
We pride ourselves in building strong customer and partner relationships, which in many cases span several decades, and we ar e a
market leader across all of our market segments. We offer our customers unique comprehensive solutions with market-leading global
reach and scale.
Headroom in large markets
We provide innovative training solutions to customers in large addressable markets in civil aviation, defence and security and
healthcare with substantial headroom to grow our market share over the long term.
Underlying secular tailwinds
Industry experts expect long-term commercial passenger traffic to grow at a rate of 4.2% annually over the next decade. In defence
and security, we see renewed defence investment as a positive catalyst and an increasing use of simulation-based training. We also
see an increased propensity for customers in both civil aviation and defence and security to outsource their training enterprises. In the
emerging healthcare market, we also see a rising adoption of simulation for education and training of healthcare students and
professionals.
Potential for superior returns
Our rising proportion of revenue from training services provides potential for lower amplitude cyclicality as training is largely driven by
the training requirements of the installed fleet. As well, we have potential to grow at a superior rate to that of our underlying markets
by growing market share.
Culture of innovation
We derive significant competitive advantage as an innovative leader in simulation products and training solutions. As well, we have a
demonstrated flexibility by engaging customers under a variety of partnership models.
CAE Financial Report 2017 | 5
Management’s Discussion and Analysis
3.4 Our operations
We provide integrated training solutions to three markets globally:
(cid:16) The civil aviation market includes major commercial airlines, regional airlines, business aircraft operators, civil helicopter operators,
aircraft manufacturers, third-party training centres, flight training organizations (FTOs), maintenance repair and overhaul
organizations (MROs) and aircraft finance leasing companies;
(cid:16) The defence and security market includes defence forces, OEMs, government agencies and public safety organizations worldwide;
(cid:16) The healthcare market includes hospital and university simulation centres, medical and nursing schools, paramedic organizations,
defence forces, medical societies and OEMs.
CIVIL AVIATION MARKET
We provide comprehensive training solutions for flight, cabin, maintenance and ground personnel in commercial, business and
helicopter aviation, a complete range of flight simulation training devices, as well as ab initio pilot training and crew sourcing services.
We are uniquely capable of addressing the total lifecycle needs of the professional pilot, from cadet to captain, with our
comprehensive aviation training solutions. We are the world’s largest provider of commercial aviation training services and the second
largest in business aviation training services. Our deep industry expertise and credibility, installed base, strong relationships and
reputation as a trusted partner, enable us to access a broader share of the market than any other company in our industry. We
provide aviation training services in 30 countries and through our broad global network of training centres, we serve all sectors of civil
aviation including airlines and other commercial, business and helicopter aviation operators.
Among our thousands of customers, we have long-term training centre operations and training services agreements and joint
ventures with approximately 40 major airlines and aircraft operators around the world. Our range of training solutions includes
products and services offerings for pilot, cabin crew and aircraft maintenance technician training, training centre operations,
curriculum development, courseware solutions and consulting services. We currently operate 269 FFSs, including those operating in
our joint ventures. We offer industry-leading technology, and we are shaping the future of training through innovations such as the
Next Generation Training System, which will improve training quality and efficiency through the integration of untapped flight and
simulator data-driven insights into training. As the industry leader in training, we continue our strategy to recruit, develop and retain
the best instructors, who represent our second largest employee group after engineers. In the formation of new pilots, CAE operates
the largest ab initio flight training network in the world with seven academies and a fleet of over 165 aircraft. In the area of resource
management, CAE is the global market leader in the provision of flight crew and technical personnel to airlines, aircraft leasing
companies, manufacturers and MRO companies worldwide.
Quality, fidelity and reliability are hallmarks of the CAE brand in flight simulation and we are the world leader in the development of
civil flight simulators. We continuously innovate our processes and lead the market in the design, manufacture and integration of civil
FFSs for major and regional commercial airlines, third-party training centres and OEMs. We have established a wealth of experience
in developing first-to-market simulators for more than 35 types of aircraft models. Our flight simulation equipment, including FFSs, are
designed to meet the rigorous demands of their long and active service lives, often spanning a number of decades of continuous use.
We also provide best-in-class support with a full range of services and by leveraging our extensive worldwide network of spare parts
and service teams.
Market drivers
Demand for training solutions in the civil aviation market is driven by the following:
(cid:16) Pilot training and certification regulations;
(cid:16) Safety and efficiency imperatives of commercial airline and business aircraft operators;
(cid:16) Expected long-term global growth in air travel;
(cid:16) Growing active fleet of commercial and business aircraft;
(cid:16) Demand for trained aviation professionals.
Pilot training and certification regulations
Civil aviation training is a largely recurring business driven by a highly-regulated environment through global and national standards
for pilot licensing and certification, amongst other regulatory requirements. These mandatory and recurring training requirements are
regulated by national and international aviation regulatory authorities such as the International Civil Aviation Organization (ICAO),
European Aviation Safety Agency (EASA), and Federal Aviation Administration (FAA).
In recent years, pilot certification processes and regulatory requirements have become increasingly stringent. Simulation-based pilot
certification training is taking on a greater role internationally with the Multi-crew Pilot License (MPL), Upset Prevention and Recovery
Training (UPRT) and the Airline Transport Pilot (ATP) requirements in the U.S.
6 | CAE Financial Report 2017
Management’s Discussion and Analysis
Safety and efficiency imperatives of commercial airline and business aircraft operators
The commercial airline industry is competitive, requiring operators to continuously pursue operational excellence and efficiency
initiatives in order to achieve adequate returns while continuing to maintain the highest safety standards and the confidence of air
travelers. Airlines are finding it increasingly more effective to seek expertise in training from trusted partners such as CAE to address
growing efficiency gaps, pilot capability gaps, evolving regulatory and training environments, and on-going aircraft programs.
Partnering with a training provider like CAE gives airlines immediate access to a world-wide fleet of simulators, courses, programs
and instruction capabilities, and allows them flexibility in pursuing aircraft fleet options that suit their business.
Expected long-term global growth in air travel
The secular growth in air travel is resulting in higher demand for flight, cabin, maintenance and ground personnel, which in turn drives
demand for training solutions.
In commercial aviation, the aerospace industry’s widely held expectation is that long-term average growth for air travel will continue at
4.2% annually over the next decade. For calendar 2016, global passenger traffic increased by 6.3% compared to calendar 2015. For
the first three months of calendar 2017, passenger traffic increased by 7.0% compared to the first three months of calend ar 2016.
Certain markets continued to outperform with passenger traffic in Asia and the Middle East growing at 10.0% and 9.1% respectively,
while Europe, Latin America and North America increased 6.9%, 5.1% and 2.3% respectively.
In business aviation, training demand is closely aligned to business jet travel. According to the FAA, the total number of business jet
flights, which includes all domestic and international flights, was up modestly with 1.4% growth over the past 12 months. Similarly,
according to Eurocontrol, the European Organisation for the Safety of Air Navigation, the total number of business aviation flights in
Europe has modestly improved by 1.4%.
In helicopter aviation, demand is driven mainly by the level of offshore activity in the oil and gas sector, as helicopter operators
catering to this sector make up the majority of a relatively small training segment. The current protracted downturn in petroleum prices
has negatively impacted offshore exploration activity for helicopter operators.
Potential impediments to steady growth in air travel include major disruptions such as regional political instability, acts of terrorism,
pandemics, natural disasters, prolonged economic recessions or other major world events.
Growing active fleet of commercial and business aircraft
As an integrated training solutions provider, our long-term growth is closely tied to the active commercial and business aircraft fleet.
The global active commercial aircraft fleet has grown by an average of 3.2% annually over the past 20 years and is widely expected to
continue to grow at an approximate average rate of 3.6% annually over the next two decades as a result of increasing emerging
market and low-cost carrier demand and fleet replacement in established markets. From March 2016 to March 2017, the global
commercial aircraft fleet increased by 4.2%, growing by 7.0% in Asia Pacific, 5.0% in Europe, the Middle East and Africa (EMEA), and
increasing modestly by 1.6% in the Americas.
Major business jet OEMs are continuing with plans to introduce a variety of new aircraft models in the upcoming years. Examples
include Bombardier’s Global 7000/8000, Cessna’s Citation Longitude and Hemisphere, Dassault’s Falcon 5X, Gulfstream’s 500/600 ,
Cirrus’ SF50 and Pilatus’ PC-24.
Our business aviation training network, comprehensive suite of training programs, key long-term OEM partnerships and ongoing
network investments, position us well to effectively address the training demand arising from the entry-into-service of these new
aircraft programs.
Our strong competitive moat, as defined by our extensive global training network, best-in-class instructors, comprehensive training
programs and strength in training partnerships with airlines and business aircraft operators, allows us to effectively address training
needs that arise from a growing active fleet of aircraft.
We are well positioned to leverage our technology leadership and expertise, including CAE 7000XR Series FFSs and CAE SimfinityTM
procedures trainers, in delivering training equipment solutions that address the growing training needs of airlines that continue to
operate their own training centers.
Demand for trained aviation professionals
We have large headroom in the training services market driven by a sustained secular demand for trained aviation professionals.
Demand for trained aviation professionals is driven by air traffic growth, pilot retirements and by the number of aircraft deliveries. The
expansion of global economies and airline fleets have resulted in a shortage of qualified personnel needed to fulfill this growing
capacity. Pilot supply constraints include aging crew demographics and fewer military pilots transferring to civil airlines. According to a
forthcoming CAE internal market study, expected to be released in the first half of fiscal 2017, approximately 255,000 new airline
pilots will be needed over the next ten years to sustain the growth of the commercial air transport industry and support reti rements. In
support of this growth, the aviation industry will require innovative solutions to match the learning requirements of a new generation,
leading to an increase in demand for simulation-based training services and products.
CAE Financial Report 2017 | 7
Management’s Discussion and Analysis
DEFENCE AND SECURITY MARKET
We are a training systems integrator for defence forces across the air, land and naval domains, and for government organizations
responsible for public safety.
We are a global leader in the development and delivery of integrated live, virtual and constructive (LVC) training solutions for defence
forces. Most militaries leverage a combination of live training on actual platforms, virtual training in simulators, and constructive
training using computer-generated simulations. CAE is skilled and experienced as a training systems integrator capable of helping
defence forces achieve an optimal balance of LVC training to achieve mission readiness. Our expertise in training spans a bro ad
variety of aircraft, including fighters, helicopters, trainer aircraft, maritime patrol, tanker/transport aircraft and remotely piloted aircraft,
also called unmanned aerial systems. Increasingly, we are leveraging our training systems integration capabilities in the naval domain
to provide naval training solutions, as evidenced by the contract to provide the United Arab Emirates (U.A.E) Navy with a
comprehensive Naval Training Centre and the delivery of a naval warfare training system to the Swedish Navy. We also offer training
solutions for land forces, including a range of driver, gunnery and maintenance trainers for tanks and armoured fighting vehicles as
well as constructive simulation for command and staff training. We offer training solutions to government organizations for emergency
and disaster management.
Defence forces seek to increasingly leverage virtual training and balance their training approach between live, virtual and constructive
domains to achieve maximum readiness and efficiency. As such, we have been increasingly pursuing programs requiring the
integration of LVC training and these tend to be larger in size than programs involving only a single component of such a solution. We
are a first-tier training systems integrator and uniquely positioned to offer our customers a comprehensive range of innovative LVC
solutions, ranging from academic, virtual and live training to immersive, networked mission rehearsal in a synthetic environment. Our
solutions typically include a combination of training services, products and software tools designed to cost-effectively maintain and
enhance safety, efficiency, mission readiness and decision-making capabilities. We have a wealth of experience delivering and
operating training solutions across different business models, including government-owned government-operated; government-owned
contractor-operated; or contractor-owned contractor-operated facilities. Our offerings include training needs analysis; instructional
systems design; learning management information systems; purpose-built facilities; state-of-the-art synthetic training equipment;
curriculum and courseware development; classroom, simulator, and live flying instruction; maintenance and logistics support; lifecycle
support and technology insertion; and financing alternatives.
We have delivered simulation products and training systems to approximately 50 defence forces in over 35 countries. We provide
training support services such as contractor logistics support, maintenance services, classroom instruction and simulator training at
over 80 sites around the world, including our joint venture operations. We continue to increase our support for live flying training, such
as the live training delivered as part of the NATO Flying Training in Canada and the U.S. Army Fixed-Wing Flight Training programs,
as we help our customers achieve an optimal balance across their training enterprise.
Market drivers
Demand for training solutions in the defence and security markets is driven by the following:
(cid:16) Growing defence budgets;
(cid:16) Installed base of enduring defence platforms and new customers;
(cid:16) Explicit desire of governments and defence forces to increase the use of synthetic training;
(cid:16) Desire to integrate training systems to achieve efficiencies and enhanced preparedness;
(cid:16) Attractiveness of outsourcing training and maintenance services;
(cid:16) Need for synthetic training to conduct integrated, networked mission training, including joint and coalition forces training;
(cid:16) Relationships with OEMs for simulation and training.
Growing defence budgets
The U.S. Administration has proposed plans to increase annual defence spending by over USD $54 billion while also calling on
members of the North Atlantic Treaty Organization (NATO) to increase their own defence investment. The majority of the 28 members
of NATO have also expressed plans to increase defence spending in the coming years. NATO and allied nations continue to confront
the immediate challenges posed by the war on terrorism and have been increasingly renewing and augmenting their strategic
defences in view of emerging and resurgent geopolitical threats. Growing defence budgets in the U.S and much of NATO, as well as
other regions such as Asia and the Middle East, will create increased opportunities throughout the defence establishment. Training is
fundamental for defence forces to achieve and maintain mission readiness and growth in defence spending is expected to result in
corresponding opportunities for training systems and solutions.
Installed base of enduring defence platforms and new customers
CAE generates a high degree of recurring business from its strong position on enduring platforms, including long-term services
contracts. Most defence forces in mature markets such as the U.S. have slowed down production of new platforms and delayed new
acquisition programs, which has required military forces to maximize use of their existing platforms. Upgrades, updates, and life
extension programs allow defence forces to leverage existing assets while creating a range of opportunities for simulator upgrades
and training support services. Enduring platforms, such as the C-130 Hercules transport aircraft that is operated by more than
60 nations, provide a solid installed base from which to generate business. Because of our extensive installed base of simulators
worldwide, our prime contractor position on programs such as the U.S. Air Force (USAF) KC-135 Aircrew Training System and MQ-1
Predator/MQ-9 Reaper aircrew training, and our experience on key enduring platforms, CAE is well-positioned for recurring product
upgrades/updates as well as maintenance and support services. In addition, there is strong demand for enduring platforms such as
the C-130, P-8A, C295, MH-60R and MQ-1/MQ-9 in global defence markets, thus providing opportunities to provide new training
systems and services for platforms where CAE has significant experience.
8 | CAE Financial Report 2017
Management’s Discussion and Analysis
Explicit desire of governments and defence forces to increase the use of synthetic training
One of the underlying drivers for CAE’s expertise and capabilities is the increasing use of synthetic training throughout the defence
community. More defence forces and governments are increasingly adopting synthetic training for a greater percentage of their overall
approach because it improves training effectiveness, reduces operational demands on aircraft, lowers risk compared to operating
actual weapon system platforms and significantly lowers costs. Synthetic training offers defence forces a cost-effective way to provide
realistic training for a wide variety of scenarios while ensuring they maintain a high state of readiness. The higher cost of live training
and the desire to save aircraft for operational use are two factors prompting a greater adoption of synthetic training. The nature of
mission-focused training demands at least some live training; however, the shift to more synthetic training is advancing. The U.S.
Navy reports the share of simulation-based training on some of their existing aircraft platforms could increase to nearly 50% by 2020,
and for new aircraft such as the P-8A, the training program has been designed for approximately 70% synthetic training. Because of
the high cost associated with conducting live training exercises, most defence forces are beginning to rebalance the mix of LVC
training and shift more of the training curriculum to virtual and constructive simulation. An example are the contracts that CAE won
under the USAF KC-135 program to support the Mobility Air Force Distributed Mission Operations initiative of the USAF. CAE has
upgraded a range of KC-135 aircrew training devices that are now authorized to be used on the USAF’s Distributed Training Center
Network, thus providing the USAF the ability to conduct distributed, virtual tanker training.
Desire to integrate training systems to achieve efficiencies and enhanced preparedness
Increased operational tempo combined with limited personnel and budget pressures have prompted defence forces around the world
to seek reliable partners who can help develop, manage and deliver the training systems required to support today’s complex
platforms and operations. Increasingly, defence forces are considering a more integrated and holistic approach to training. To help
manage the complexities and challenges, many training programs are calling for an industry partner to help design and manage the
total training system. CAE refers to this approach as training systems integration and has positioned the Company globally as a
platform-independent training systems integrator. The overall intent for defence forces is to maximize commonality for increased
efficiencies, cost savings, and most importantly, enhanced capability for mission preparedness. A training systems integrator can
address the overall LVC domain to deliver comprehensive training, from undergraduate individual training all the way through to
operational, multi-service and joint mission training.
Attractiveness of outsourcing training and maintenance services
Another driver for CAE’s expertise and capabilities is the efficiency gained by our customers from outsourcing training and s upport
services. Defence forces and governments continue to find ways to reduce costs while not impacting readiness and allow active-duty
personnel to focus on operational requirements. There has been a growing trend among defence forces to consider outsourcing a
variety of training services and we expect this trend to continue, which aligns directly with CAE’s strategy to grow long-term, recurring
services business. We believe governments will increasingly look to industry for training solutions to achieve faster deliver y, lower
capital investment requirements, and training support required to achieve desired readiness levels. For example, we inaugurated our
new Dothan Training Center in Dothan, Alabama and have begun providing fixed-wing flight training. This new training centre
supports the U.S. Army Fixed-Wing Flight Training program and CAE offers comprehensive classroom, simulator and live-flying
training to the U.S. Army, USAF and other customers. We believe this type of training service delivery program will become
increasingly attractive to defence forces globally.
Need for synthetic training to conduct integrated, networked mission training, including joint and coalition forces training
There is a growing trend among defence forces to use synthetic training to meet more of their mission training requirements, and to
integrate and network various training systems so military forces can train in a virtual world. Simulation-based technology solutions
enable defence customers to plan sophisticated missions and carry out full-mission rehearsals in a synthetic environment as a
complement to traditional live training for mission preparation. Allies are cooperating and creating joint and coalition forces, which are
driving the demand for networked training and operations. Training devices that can be networked to train different crews and allow
for networked training across a range of platforms are increasingly important as the desire to conduct mission rehearsal exer cises in a
synthetic environment increases. For example, the Royal Canadian Air Force (RCAF) has released its Simulation Strategy 2025,
which specifically calls for leveraging LVC domains within a networked common synthetic environment. The RCAF is transforming its
training approach from one that relies on aircraft to one that exploits new technologies to train aircrews in a simulation-focused system
that creates a virtual battlespace. The U.S., U.K. and Australian defence forces have published similar strategies. We are actively
promoting open, standard simulation architectures, such as the Common Database, to better enable integrated and networked
mission training.
Relationships with OEMs for simulation and training
We are an important partner to OEMs because of our experience, global presence, and innovative technologies. We partner with
manufacturers in the defence and security market to strengthen relationships and position for future opportunities. OEMs have
introduced new platforms and continue to upgrade and extend the life of existing platforms, which drives worldwide demand for
training systems. For example, Boeing has developed the P-8A maritime patrol aircraft and has subcontracted CAE to design and
develop P-8A operational flight trainers for the U.S. Navy and Royal Australian Air Force and continues to market the P-8
internationally, which will create further opportunities for CAE. Other examples of CAE’s relationships with OEMs on specific platforms
creating opportunities for training systems include Airbus Defence & Space on the C295, which was selected by Canada for the
Fixed-Wing Search and Rescue program; Leonardo on the M-346 lead-in fighter trainer; Lockheed Martin on the C-130J Super
Hercules transport aircraft, which is being acquired by several branches of the USAF as well international militaries; and General
Atomics on the Predator family of remotely piloted aircraft. We are also part of Team Seahawk in partnership with the U.S. Navy and
companies such as Lockheed Martin/Sikorsky which is offering the MH-60R helicopter under the foreign military sales program to
international customers.
CAE Financial Report 2017 | 9
Management’s Discussion and Analysis
HEALTHCARE MARKET
We design and manufacture simulators, audiovisual and simulation centre management solutions, develop courseware and offer
services for training of medical, nursing and allied healthcare students as well as clinicians in educational institutions, hospitals and
defence organizations worldwide.
Simulation-based training is one of the most effective approaches to prepare healthcare practitioners to care for patients and respond
to critical situations while reducing the overall risk to patients. We are leveraging our experience and best practices in
simulation-based aviation training to deliver innovative solutions to improve the safety and efficiency of this industry. The healthcare
simulation market is expanding, with simulation centres becoming increasingly more prevalent in nursing and medical schools.
We offer the broadest range of medical simulation products and services in the market today, including patient, ultrasound and
interventional (surgical) simulators, audiovisual and simulation centre management solutions and courseware for simulation-based
healthcare education and training. We have sold simulators to customers in approximately 90 countries that are currently supported
by our network in Australia, Brazil, Canada, Germany, Hungary, India, Singapore, the U.K. and the U.S. We are a leader in
high-fidelity patient simulators that are uniquely powered by complex models of human physiology to mimic human responses to
clinical interventions. For example, our Lucina childbirth simulator for both normal deliveries and rare maternal emergencies was
designed to offer exceptional reliability and realism in the high-fidelity patient simulation market.
Through our Healthcare Academy, we deliver peer-to-peer training at customer sites and in our training centres in the U.S., U.K.,
Germany and Canada. Our Healthcare Academy includes more than 50 adjunct faculty consisting of nurses, physicians, paramedics
and sonographers who, in collaboration with leading healthcare institutions, have developed more than 500 Simulated Clinical
Experience (SCE) courseware packages for our customers. Our Academy partnered with the International Nursing Association for
Clinical Simulation and Learning (INACSL) to develop a fellowship program based on international best practices in healthcare
simulation with cohorts in the U.S., U.K and U.A.E.
We offer turnkey solutions, project management and professional services for healthcare simulation programs, and collaborate with
medical device companies and professional associations to develop innovative and custom training solutions. For example, we
partnered with the American Society of Anesthesiologists to develop screen-based simulation training for practicing physicians. This
new platform will deliver Maintenance of Certification in Anesthesiology (MOCA) education and allow us to expand access to
simulation-based clinical training. Furthermore, through an industry partnership with a medical device company, we developed a
specialized interventional simulator to train physicians to implant a new generation of pacemakers.
Market drivers
Demand for our simulation products and services in the healthcare market is driven by the following:
(cid:16) Increasing use of simulation in healthcare education;
(cid:16) Growing emphasis on patient safety and outcomes;
(cid:16) Limited access to live patients during training;
(cid:16) Medical technology revolution.
Increasing use of simulation in healthcare education
The majority of product and service sales in healthcare simulation involve healthcare education. Market research firm Markets and
Markets estimates the total healthcare simulation market at approximately USD $1.1 billion. North America is the largest market for
healthcare simulation, followed by Europe and Asia. Together with our more than 55 distributors worldwide, we are reaching new and
emerging markets and addressing the international demand potential for simulation-based training. CAE segments the healthcare
simulation market by high-fidelity patient simulators, interventional simulators, mid/low fidelity task trainers, ultrasound simulators,
audiovisual and simulation centre management solutions, simulated clinical environments and training services. In the U.S., significant
demand for healthcare services is driven by, among other factors, longer life expectancy and the baby boomer generation, resulting in
higher healthcare spending. The U.S. Centers for Medicare and Medicaid Services projects that annual national health spending will
grow at an average rate of 5.8% annually over the next decade. Increasingly, hospitals are given incentives to become safer and
more efficient which will drive higher demand for training. There is a growing body of evidence demonstrating that medical si mulation
improves patient outcomes and reduces medical errors, which can help mitigate the rate of increase in healthcare costs.
Growing emphasis on patient safety and outcomes
CAE expects increased adoption of simulation-based training and certification of healthcare professionals as a means to improve
patient safety and outcomes. We believe this would result in a significantly larger addressable market than the current market which is
primarily education-based. According to a study by patient-safety researchers published in the British Medical Journal in May 2016,
medical errors in hospitals and other healthcare facilities are the third-leading cause of death in the U.S. Training through the use of
simulation can help clinicians gain confidence, knowledge and expertise for improving patient safety in a risk-free environment.
Simulation is a required or recommended element in a growing movement towards High Stakes Assessment and Certification.
Examples in the U.S. include MOCA, Fundamentals of Laparoscopic Surgery and Advanced Trauma Life Support. Moreover, the
Accreditation Council for Graduate Medical Education is evolving towards outcome-based assessment with specific benchmarks to
measure and compare performance which favours the adoption of simulation products and training.
10 | CAE Financial Report 2017
Management’s Discussion and Analysis
Limited access to live patients during training
Traditionally, medical education has been an apprenticeship model in which the student cares for patients under the supervision of
more experienced staff. In this model, students have a limited role and access to high-risk procedures, rare complications and critical
decision-making skills. The use of simulation in professional training programs complements traditional learning and allows students
to hone their clinical and critical thinking skills for high risk, low frequency events. In 2014, the U.S. National Council of State Boards
of Nursing (NCSBN) released a groundbreaking study on the effectiveness of simulation training in pre-licensure nursing programs.
Among the findings, nursing students who spent up to 50 percent of clinical hours in high-quality simulation were as well-prepared for
professional practice as those whose experiences were drawn from traditional clinical practice.
Simulation provides consistent, repeatable training and exposure to a broader range of patients and scenarios than one may
experience in normal clinical practice. As an example, our Vimedix ultrasound simulator offers more than 200 patient pathologies for
cardiac, emergency and obstetrics and gynaecology medicine. The training and education model is evolving, as evidenced by military
branches around the world and most recently the U.S. Pentagon, prohibiting the use of live tissue testing in most medical training.
CAE Healthcare simulators provide a low-risk alternative for practicing life-saving procedures, interprofessional team training, major
disaster response and anaesthesia administration.
Medical technology revolution
Advancements in medical technology are driving the use of simulation. New medical devices and advanced procedures, such as
intra-cardiac echocardiography, cardiac assist devices, and mechanical ventilation enhancements, require advanced training
solutions, such as simulation, for internal product development and customer training. Regulatory and certification agencies are
increasingly stringent in requesting that clinicians be trained before adopting new disruptive technologies, an undertaking for which
simulation is well suited. As a training partner of choice with leading OEMs, we continue to collaborate to deliver innovative and
custom training for new technologies. CAE Healthcare announced the release of CAE VimedixAR, an ultrasound training simulator
integrated with the Microsoft HoloLens, the world’s first self-contained holographic computer. We are the first to bring a commercial
Microsoft HoloLens mixed reality application to the medical simulation market.
Foreign exchange
3.5
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 IFRS.
The tables below show the variations of the closing and average exchange rates for our three main operating currencies.
We used the closing 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 (€ or EUR)
British pound (£ or GBP)
We used the average foreign exchange rates below to value our revenues and expenses:
U.S. dollar (US$ or USD)
Euro (€ or EUR)
British pound (£ or GBP)
2017
1.33
1.42
1.67
2017
1.31
1.44
1.71
2016
1.30
1.48
1.87
2016
1.31
1.45
1.98
Increase /
(decrease)
2%
(4%)
(11%)
(Decrease)
-
(1%)
(14%)
For fiscal 2017, the effect of translating the results of our foreign operations into Canadian dollars resulted in a decrease in revenue of
$35.9 million and a decrease in net income of $5.3 million, when compared to fiscal 2016. We calculated this by translating the current
year’s foreign currency revenue and net income using the average monthly exchange rates from the previous year and comparing
these adjusted amounts to our current year reported results.
CAE Financial Report 2017 | 11
Management’s Discussion and Analysis
There are three areas of our business that are exposed to the fluctuations of foreign exchange rates:
(cid:16) Our network of foreign training and services operations
Most of our foreign training and services revenue and costs are denominated in local currency. Changes in the value of local
currencies relative to the Canadian dollar therefore have an impact on these operations’ net profitability and net investment. Gains
or losses in the net investment in a foreign operation that result from changes in foreign exchange rates are deferred in the foreign
currency translation account (accumulated other comprehensive income), which is part of the equity section of the consolidated
statement of financial position. Any effect of the fluctuation between currencies on the net profitability has an immediate translation
impact on the consolidated income statement and an impact on year-to-year and quarter-to-quarter comparisons. We apply net
investment hedge accounting to hedge our net investments in our U.S. entities. We have designated a portion of the principal
amount of our U.S. dollar private placements as the hedging item of those investments.
(cid:16) Our production operations outside of Canada (Australia, Germany, India, U.K. and U.S.)
Most of the revenue and costs in these foreign operations 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 have a translation impact on the operations’
net profitability and net investment when expressed in Canadian dollars, as described above.
(cid:16) Our production operations in Canada
Although the net assets of our Canadian operations are not exposed to changes in the value of foreign currencies (except for cash
balances, receivables and payables in foreign currencies), a significant portion of our annual revenue generated in Canada is in
foreign currencies (mostly U.S. dollar and Euro), while a significant portion of our expenses are in Canadian dollars.
We generally hedge the milestone payments of sales contracts denominated in foreign currencies to mitigate some of the foreign
exchange exposure.
To this effect, we continue to hold a portfolio of currency hedging positions intended to mitigate the risk to a portion of future revenues
presented by the volatility of the Canadian dollar versus foreign currencies. The hedges are intended to cover a portion of the revenue
in order to allow the unhedged portion to match the foreign currency cost component of the contract. Since not all 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 consolidated income statement. This residual exposure may be higher when foreign currencies experience
significant short term volatility.
In order to minimize the impact foreign exchange market fluctuations may have, we also hedge some of the other foreign currency
costs incurred in our manufacturing process.
Sensitivity analysis
We conducted a sensitivity analysis to determine the current impact of variations in the value of foreign currencies. For the purposes
of this sensitivity analysis, we evaluated the sources of foreign currency revenues and expenses and determined that our
consolidated exposure to foreign currency mainly occurs in two areas:
(cid:16) Foreign currency revenues and expenses in Canada for our manufacturing activities – we hedge a portion of these exposures;
(cid:16) Translation of foreign currency of operations in foreign countries. Our exposure is mainly in our operating profit.
First we calculated the revenue and expenses per currency from our Canadian operations to determine the operating profit 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 foreign operations to determine the consolidated foreign exchange exposure in different currencies.
Finally, we conducted a sensitivity analysis to determine the impact of a weakening of one cent in the Canadian dollar against each of
the other three currencies. The table below shows the expected impact of this change on our annual revenue and operating profit,
after taxes, as well as our net exposure:
Exposure (amounts in millions)
U.S. dollar (US$ or USD)
Euro (€ or EUR)
British pound (£ or GBP)
$
Revenue
13.7
3.6
1.5
$
Operating
Profit
3.6
0.1
0.1
$
Hedging
(3.1)
(0.1)
-
$
Net
Exposure
0.5
-
0.1
A possible strengthening of one cent in the Canadian dollar would have the opposite impact.
12 | CAE Financial Report 2017
Management’s Discussion and Analysis
3.6 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. These measures should not be confused with, or used as an alternative for,
performance measures calculated according to GAAP. Furthermore, these non-GAAP measures should not be compared with
similarly titled measures provided or used by other companies.
Backlog
Obligated backlog is a non-GAAP measure that represents the expected value of orders we have received but have not yet executed.
(cid:16) For the Civil Aviation Training Solutions segment, we consider an item part of our obligated 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 and includes the value of expected future revenues. Expected future revenues from customers under short-term and
long-term training contracts are included when these customers commit to pay us training fees, or when we reasonably expect the
revenue to be generated;
(cid:16) For the Defence and Security segment, we consider an item part of our obligated 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.
Defence and Security contracts are usually executed over a long-term period but some of them must be renewed each year. For
this segment, we only include a contract item in obligated backlog when the customer has authorized the contract item and has
received funding for it;
(cid:16) For the Healthcare segment, order intake is typically converted into revenue within one year, therefore we assume that order intake
is equal to revenue and consequently, backlog is nil.
Joint venture backlog is obligated backlog that represents the expected value of our share of orders that our joint ventures have
received but have not yet executed. Joint venture backlog is determined on the same basis as obligated backlog described above.
Unfunded backlog is a non-GAAP measure that represents firm Defence and Security orders we have received but have not yet
executed and for which funding authorization has not yet been obtained. We include unexercised negotiated options which we view as
having a high probability of being exercised, but exclude indefinite-delivery/indefinite-quantity (IDIQ) contracts.
Total backlog includes obligated backlog, joint venture backlog and unfunded backlog.
The book-to-sales ratio is the total orders divided by total revenue in a given 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:
(cid:16) 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 the current portion of long-term debt);
(cid:16) 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 the current portion of long-term debt, royalty
obligations, employee benefit obligations and other non-operating liabilities).
Source of capital:
(cid:16) In order to understand our source of capital, we add net debt to total equity.
Capital expenditures (maintenance and growth) from property, plant and equipment
Maintenance capital expenditure is a non-GAAP measure we use to calculate the investment needed to sustain the current level of
economic activity.
Growth capital expenditure is a non-GAAP measure we use to calculate the investment needed to increase the current level of
economic activity.
Earnings per share (EPS) before specific items
Earnings per share before specific items is a non-GAAP measure calculated by excluding the effect of restructuring, integration and
acquisition costs and one-time tax items from the diluted earnings per share from continuing operations attributable to equity holders
of the Company. The effect per share is obtained by dividing the restructuring, integration and acquisition costs, net of tax, and
one-time tax items by the average number of diluted shares. We track it because we believe it provides a better indication of our
operating performance on a per share basis and makes it easier to compare across reporting periods.
Free cash flow
Free cash flow is a non-GAAP measure that shows us how much cash we have available to invest in growth opportunities, 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, investment in other assets
not related to growth and dividends paid and adding proceeds from the disposal of property, plant and equipment, dividends received
from equity accounted investees and proceeds, net of payments, from equity accounted investees.
CAE Financial Report 2017 | 13
Management’s Discussion and Analysis
Gross profit
Gross profit is a non-GAAP measure equivalent to the operating profit excluding research and development expenses, selling, general
and administrative expenses, other (gains) losses – net, after tax share in profit of equity accounted investees and restructuring,
integration and acquisition costs. We believe it is useful to management and investors in evaluating our ongoing operational
performance.
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,
including the current portion of long-term debt, and subtracting cash and cash equivalents.
Net debt-to-capital is calculated as net debt divided by the sum of total equity plus net debt.
Net income before specific items
Net income before specific items is a non-GAAP measure we use as an alternate view of our operating results. We calculate it by
taking our net income attributable to equity holders of the Company from continuing operations and adding back restructuring,
integration and acquisition costs, net of tax, and one-time tax items. We track it because we believe it provides a better indication of
our operating performance and makes it easier to compare across reporting periods.
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 and assets held for sale)
and subtracting current liabilities (not including the current portion of long-term debt and liabilities held for sale).
Operating profit
Operating profit is an additional GAAP measure that shows us how we have performed before the effects of certain financing
decisions, tax structures and discontinued operations. We track it 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.
Research and development expenses
Research and development expenses are a financial measure we use to measure the amount of expenditures directly attributable to
research and development activities that we have expensed during the period, net of investment tax credits and government
contributions.
Return on capital employed
Return on capital employed (ROCE) is a non-GAAP measure we use to evaluate the profitability of our invested capital. We calculate
this ratio over a rolling four-quarter period by taking net income attributable to equity holders of the Company excluding net finance
expense, after tax, divided by the average capital employed.
Simulator equivalent unit
Simulator equivalent unit (SEU) is an operating measure we use to show the total average number of FFSs available to generate
earnings 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 a SEU. If a FFS is being powered down and relocated, it will not be included as a SEU until the
FFS is re-installed and available to generate earnings.
Total segment operating income
Total segment operating income is a non-GAAP measure and is the sum of our key indicator of each segment’s financial
performance. Segment operating income gives us an 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 total segment operating income by taking the
operating profit and excluding the impact of restructuring, integration and acquisition costs.
Utilization rate
Utilization rate is an operating measure we use to assess the performance of our Civil simulator training network. We calculate it by
taking the number of training hours sold on our simulators during the period divided by the practical training capacity avail able for the
same period.
14 | CAE Financial Report 2017
Management’s Discussion and Analysis
4. CONSOLIDATED RESULTS3
4.1 Results from operations – fourth quarter of fiscal 2017
(amounts in millions, except per share amounts)
Revenue
Cost of sales
Gross profit3
As a % of revenue
Research and development expenses3
Selling, general and administrative expenses
Other (gains) losses – net
After tax share in profit of equity accounted investees
Restructuring, integration and acquisition costs
Operating profit 3
As a % of revenue
Finance income
Finance expense
Finance expense – net
Earnings before income taxes and discontinued operations
Income tax expense (recovery)
As a % of earnings before income taxes and
discontinued operations (income tax rate)
Earnings from continuing operations
(Loss) earnings from discontinued operations
Net income
Attributable to:
Equity holders of the Company
Continuing operations
Discontinued operations
Non-controlling interests
EPS attributable to equity holders of the Company
Basic and diluted - continuing operations
Basic and diluted - discontinued operations
$
$
$
%
$
$
$
$
$
$
%
$
$
$
$
$
%
$
$
$
$
$
$
$
$
$
$
$
Q4-2017
Q3-2017
Q2-2017
Q1-2017
Q4-2016
734.7
499.7
235.0
32.0
31.3
109.5
(12.3)
(14.4)
20.0
100.9
13.7
(4.3)
20.6
16.3
84.6
14.8
17
69.8
(0.7)
69.1
67.4
(0.7)
66.7
2.4
69.1
0.25
-
0.25
682.7
483.4
199.3
29.2
28.8
90.0
(6.8)
(14.1)
2.8
98.6
14.4
(2.2)
20.7
18.5
80.1
11.0
14
69.1
0.2
69.3
67.6
0.2
67.8
1.5
69.3
0.25
-
0.25
635.5
448.6
186.9
29.4
25.9
84.3
3.7
(12.8)
9.6
76.2
12.0
(2.8)
20.7
17.9
58.3
9.5
16
48.8
0.1
48.9
48.3
0.1
48.4
0.5
48.9
0.18
-
0.18
651.6
461.6
190.0
29.2
25.0
80.6
2.7
(10.4)
3.1
89.0
13.7
(2.3)
22.0
19.7
69.3
(0.1)
-
69.4
(0.1)
69.3
68.7
(0.1)
68.6
0.7
69.3
0.25
-
0.25
722.5
511.9
210.6
29.1
26.5
88.9
(10.8)
(10.6)
16.8
99.8
13.8
(2.8)
21.2
18.4
81.4
19.3
24
62.1
(2.4)
59.7
61.2
(2.4)
58.8
0.9
59.7
0.23
(0.01)
0.22
3 Non-GAAP and other financial measures (see Section 3.6).
CAE Financial Report 2017 | 15
Management’s Discussion and Analysis
Revenue from continuing operations was 8% higher than last quarter and 2% higher compared to the fourth quarter of
fiscal 2016
Revenue from continuing operations was $52.0 million higher than last quarter mainly because:
(cid:16) Defence and Security revenue increased by $39.0 million, or 16%, mainly due to higher revenue from North American and Middle
Eastern programs partially offset by lower revenue from European programs;
(cid:16) Healthcare revenue increased by $8.0 million, or 31%, mainly due to higher revenue from centre management solutions and
ultrasound simulators, primarily driven by higher sales to U.S. customers;
(cid:16) Civil Aviation Training Solutions revenue increased by $5.0 million, or 1%, mainly due to higher FFS utilization in the Americas and
Europe, partially offset by lower revenue from LMCFT acquired in the first quarter of fiscal 2017 and an unfavourable foreign
exchange impact on the translation of foreign operations.
Revenue from continuing operations was $12.2 million higher than the same period last year largely because:
(cid:16) Civil Aviation Training Solutions revenue increased by $24.8 million, or 6%, mainly due to higher revenue from our manufacturing
facility due to the timing of production milestones, the integration into our results of the revenues of LMCFT and higher FFS
utilization in the Americas and Europe. The increase was partially offset by the deferral of revenue recognition, to upon completion,
from construction contracts for standardized simulators as a result of our process improvement program and an unfavourable
foreign exchange impact on the translation of foreign operations;
(cid:16) Defence and Security revenue decreased by $11.0 million, or 4%, mainly due to lower revenue from North American programs and
an unfavourable foreign exchange impact on the translation of foreign operations partially offset by higher revenue from Middle
Eastern programs;
(cid:16) Healthcare revenue decreased by $1.6 million, or 4%, mainly due to lower patient simulator revenue due, in part, to lower volume
from our international and military customers, partially offset by an increase in centre management solution and ultrasound
simulator revenue in the U.S.
You will find more details in Results by segment.
Total segment operating income4 was $19.5 million higher than last quarter and $4.3 million higher compared to the fourth
quarter of fiscal 2016
Operating profit this quarter was $100.9 million or 13.7% of revenue, compared to $98.6 million or 14.4% of revenue last quar ter and
$99.8 million or 13.8% of revenue in the fourth quarter of fiscal 2016. Restructuring, integration and acquisition costs of $20.0 million
were recorded this quarter compared to $2.8 million last quarter and $16.8 million in the fourth quarter of last year. Total segment
operating income was $120.9 million this quarter compared to $101.4 million last quarter and $116.6 million in the fourth quarter of
fiscal 2016.
Total segment operating income was $19.5 million or 19% higher compared to last quarter. Increases in segment operating income
were $12.4 million, $4.1 million and $3.0 million for Civil Aviation Training Solutions, Healthcare and Defence and Security
respectively.4
Total segment operating income increased by $4.3 million or 4% over the fourth quarter of fiscal 2016. Increases in segment
operating income of $8.8 million for Civil Aviation Training Solutions and $0.6 million for Healthcare were partially offset by a decrease
of $5.1 million for Defence and Security.
You will find more details in Restructuring costs and Results by segment.
Net finance expense was $2.2 million lower than last quarter and $2.1 million lower than the fourth quarter of fiscal 2016
Net finance expense was lower this quarter compared to last quarter. The decrease was mainly due to higher finance income.
Net finance expense this quarter was lower compared to the fourth quarter of fiscal 2016. The decrease was mainly due to higher
finance income, lower interest expense on long-term debt as a result of a repayment, in June 2016, of senior notes issued by way of a
private placement and a decrease in other finance expense. The decrease was partially offset by higher finance expense on royalty
obligations and R&D obligations.
Income tax rate was 17% this quarter
Income taxes this quarter were $14.8 million, representing an effective tax rate of 17%, compared to 14% last quarter and 24% for the
fourth quarter of fiscal 2016.
The increase in the tax rate over last quarter was mainly due to a change in the mix of income from various jurisdictions, partially
offset by an additional audit settlement in Canada this quarter. Excluding the effect of the audit settlement in Canada, the income tax
rate would have been 22% this quarter.
The decrease in the tax rate from the fourth quarter of fiscal year 2016 was mainly due to an audit settlement in Canada and a change
in the mix of income from various jurisdictions.
4 Non-GAAP and other financial measures (see Section 3.6).
16 | CAE Financial Report 2017
4.2 Results from operations – fiscal 2017
(amounts in millions, except per share amounts)
Revenue
Cost of sales
Gross profit
As a % of revenue
Research and development expenses
Selling, general and administrative expenses
Other gains – net
After tax share in profit of equity accounted investees
Restructuring, integration and acquisition costs
Operating profit
As a % of revenue
Finance income
Finance expense
Finance expense – net
Earnings before income taxes and discontinued operations
Income tax expense
As a % of earnings before income taxes and
discontinued operations (income tax rate)
Earnings from continuing operations
Loss from discontinued operations
Net income
Attributable to:
Equity holders of the Company
Continuing operations
Discontinued operations
Non-controlling interests
EPS attributable to equity holders of the Company
Basic - continuing operations
Basic - discontinued operations
Diluted - continuing operations
Diluted - discontinued operations
Management’s Discussion and Analysis
FY2017
2,704.5
1,893.3
FY2016
2,512.6
1,816.7
811.2
30.0
111.0
364.4
(12.7)
(51.7)
35.5
364.7
13.5
(11.6)
84.0
72.4
292.3
35.2
12
257.1
(0.5)
256.6
252.0
(0.5)
251.5
5.1
256.6
0.94
-
0.94
0.93
-
0.93
695.9
27.7
87.6
311.5
(24.2)
(43.4)
28.9
335.5
13.4
(9.5)
84.7
75.2
260.3
20.4
8
239.9
(9.6)
230.3
239.3
(9.6)
229.7
0.6
230.3
0.89
(0.04)
0.85
0.89
(0.04)
0.85
$
$
$
%
$
$
$
$
$
$
%
$
$
$
$
$
%
$
$
$
$
$
$
$
$
$
$
$
$
$
$
CAE Financial Report 2017 | 17
Management’s Discussion and Analysis
Revenue from continuing operations was $191.9 million or 8% higher than last year
Revenue from continuing operations was higher than last year mainly because:
(cid:16) Civil Aviation Training Solutions revenue increased by $127.8 million, or 9%, mainly due to higher revenue from our manufacturing
facility, the integration into our results of the revenues of LMCFT and higher FFS utilization in Europe and the Americas. The
increase was partially offset by the deferral of revenue recognition, to upon completion, from construction contracts for
standardized simulators as a result of our process improvement program;
(cid:16) Defence and Security revenue increased by $66.8 million, or 7%, mainly due to the integration into our results of the revenues from
BMAT acquired in the second quarter of last year and higher revenue from European and Middle Eastern programs. The increase
was partially offset by lower revenue from North American programs and an unfavourable foreign exchange impact on the
translation of foreign operations;
(cid:16) Healthcare revenue decreased by $2.7 million, or 2%, mainly due to lower patient simulator revenue due, in part, to lower volume
from our international and military customers, partially offset by increased revenue from key partnerships with OEMs.
You will find more details in Results by segment.
Gross profit was $115.3 million higher than last year
Gross profit was $811.2 million this year, or 30.0% of revenue compared to $695.9 million, or 27.7% of revenue last year. As a
percentage of revenue, gross profit was higher when compared to last year.
Total segment operating income was $35.8 million higher than last year
Operating profit for the year was $364.7 million or 13.5% of revenue, compared to $335.5 million or 13.4% of revenue last year.
Restructuring, integration and acquisition costs of $35.5 million were recorded this year compared to $28.9 million last year and total
segment operating income was $400.2 million this year compared to $364.4 million last year.
Total segment operating income was $35.8 million or 10% higher compared to last year. Increases in segment operating income were
$35.8 million for Civil Aviation Training Solutions and $0.6 million for Defence and Security respectively, were partially offset by a
decrease of $0.6 million for Healthcare.
You will find more details in Restructuring costs and Results by segment.
Net finance expense was $2.8 million lower than last year
(amounts in millions)
Net finance expense, prior period
Change in finance expense from the prior period:
Decrease in finance expense on long-term debt (other than finance leases)
Increase in finance expense on royalty obligations
Increase in finance expense on amortization of deferred financing costs
Decrease in finance expense on accretion of provisions
Decrease in other finance expense
Decrease in borrowing costs capitalized
Decrease in finance expense from the prior period
Change in finance income from the prior period:
Increase in interest income on loans and finance lease contracts
Increase in other finance income
Increase in finance income from the prior period
Net finance expense, current period
FY2016 to
FY2017
75.2
(2.1)
2.6
0.1
(0.8)
(1.0)
0.5
(0.7)
(0.3)
(1.8)
(2.1)
72.4
$
$
$
$
$
$
Net finance expense was $72.4 million this year, $2.8 million or 4% lower than last year. The decrease was mainly due to lower
interest expense on long-term debt as a result of a repayment, in June 2016, of senior notes issued by way of a private placement,
higher finance income and lower interest on other debt, partially offset by higher finance expense on R&D obligations and royalty
obligations.
18 | CAE Financial Report 2017
Management’s Discussion and Analysis
Income tax rate was 12% this year
This fiscal year, income taxes were $35.2 million, representing an effective tax rate of 12%, compared to 8% for the same period last
year.
The increase in the tax rate compared to last year was mainly due to the net impact last year of the favourable settlement of tax
oppositions in Canada with respect to the tax treatment of the sale of certain simulators, the negative impact of certain tax audits and
the U.S. tax incentives applicable to domestic manufacturers, partially offset by this year’s recognition of deferred tax ass ets in Brazil,
the favourable impact of the audit settlements in Canada and a change in mix of income from various jurisdictions. Excluding the
effect of the recognition of deferred tax assets in Brazil and this year’s favourable impact of the audit settlements in Cana da, the
income tax rate would have been 18% this year.
4.3 Restructuring, integration and acquisition costs
During the first quarter of fiscal year 2016, we implemented a process improvement program to realize the benefits from the
transformation of our production processes and product offering to further strengthen our competitive position, which resulted in a
reduction of our workforce. The restructuring program was completed during the second quarter of fiscal 2017. Restructuring costs
consisting mainly of severances and other related costs related to this process improvement program of $4.3 million after-tax were
included in net income in fiscal 2017.
In the first quarter of fiscal 2017, we acquired 100% of the shares of LMCFT, a provider of aviation simulation training equipment and
services. For the three months and twelve months ended March 31, 2017, costs for restructuring, integration and acquisition activities
of $15.6 million after-tax and $22.1 million after-tax were included in net income, respectively, in relation to this acquisition.
Restructuring costs consist mainly of severances, costs to exit leases and other related costs. Integration costs represent incremental
costs directly related to the integration of LMCFT within our ongoing activities. This primarily includes expenditures related to
regulatory and process standardization, systems integration and other activities. Acquisition costs include expenses, fees,
commissions and other costs associated with the collection of information, negotiation of contracts, risk assessments, and the
services of lawyers, advisors and specialists. The restructuring program related to the acquisition of LMCFT was completed during the
fourth quarter of fiscal 2017.
You will find more details in Note 11 and Note 22 of our consolidated financial statements.
4.4 Consolidated orders and total backlog
Our total consolidated backlog was $7,530.2 million at the end of fiscal 2017, which is 18% higher than last year. New orders of
$3,193.4 million were added this year, partially offset by $2,704.5 million in revenue generated from our obligated backlog. The
adjustment of $23.8 million was mainly due to the cancellation of orders and the revaluation of prior year contracts, partially offset by a
contract amendment related to the acquisition of Bombardier’s Military Aviation Training (BMAT) business, acquired last year, and an
adjustment of $117.8 million added as a result of the acquisition of LMCFT. Our joint venture backlog5 was $543.7 million and our
unfunded backlog was $1,456.5 million.
Total backlog up 18% over last year
(amounts in millions)
Obligated backlog, beginning of period
+ orders
- revenue
+ / - adjustments
Obligated backlog, end of period
Joint venture backlog (all obligated)
Unfunded backlog
Total backlog
FY2017
5,064.9
3,193.4
(2,704.5)
(23.8)
5,530.0
543.7
1,456.5
7,530.2
$
$
$
$
$
FY2016
4,354.1
2,782.0
(2,512.6)
441.4
5,064.9
551.3
756.4
$
6,372.6
In fiscal 2016, adjustments were mainly related to the acquisition of BMAT, as well as the revaluation of certain contracts and the
cancellation of two orders from previous years within the Civil Aviation Training Solutions segment and foreign exchange movements.
The book-to-sales ratio for the quarter was 1.03x. The ratio for the last 12 months was 1.18x.5
You will find more details in Results by segment.
5 Non-GAAP and other financial measures (see Section 3.6).
CAE Financial Report 2017 | 19
Management’s Discussion and Analysis
5. RESULTS BY SEGMENT
We manage our business and report our results in three segments:
(cid:16) Civil Aviation Training Solutions;
(cid:16) Defence and Security;
(cid:16) Healthcare.6
The method used for the allocation of assets jointly used by the 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 based on a proportion of each segment’s cost of sales.
Unless otherwise indicated, elements within our segment revenue and segment operating income analysis are presented in order of
magnitude.
KEY PERFORMANCE INDICATORS
Segment operating income
(amounts in millions, except operating margins)
FY2017 FY2016 Q4-2017 Q3-2017 Q2-2017 Q1-2017 Q4-2016
Civil Aviation Training Solutions
Defence and Security
Healthcare
Total segment operating income (SOI)
Restructuring, integration and acquisition costs
Operating profit
Capital employed6
$
%
$
%
$
%
$
$
$
273.2
17.5
237.4
16.6
83.8
20.1
71.4
17.3
54.2
15.3
120.4
11.6
119.8
12.3
33.0
11.7
30.0
12.3
29.0
11.5
6.6
6.0
7.2
6.3
4.1
12.0
-
-
400.2
364.4
120.9
101.4
(35.5)
(28.9)
(20.0)
364.7
335.5
100.9
(2.8)
98.6
2.6
9.4
85.8
(9.6)
76.2
63.8
17.2
28.4
11.0
(0.1)
-
92.1
(3.1)
89.0
75.0
19.1
38.1
13.0
3.5
9.8
116.6
(16.8)
99.8
(amounts in millions)
Civil Aviation Training Solutions
Defence and Security
Healthcare
March 31 December 31 September 30
2016
2017
2016
June 30
2016
March 31
2016
$
$
$
$
1,985.3
2,016.5
2,052.4
2,027.4
2,017.1
881.2
875.3
862.6
823.6
720.3
224.3
222.8
214.1
210.4
206.0
3,090.8
3,114.6
3,129.1
3,061.4
2,943.4
6 Non-GAAP and other financial measures (see Section 3.6).
20 | CAE Financial Report 2017
Management’s Discussion and Analysis
5.1 Civil Aviation Training Solutions
FISCAL 2017 EXPANSIONS AND NEW INITIATIVES
Acquisition
(cid:16) We completed the acquisition of LMCFT, a provider of aviation simulation training equipment and services on May 2, 2016.
Expansions
(cid:16) We integrated six FFSs into our training network following the completion of our acquisition of LMCFT. The FFSs are located in
South Korea, Brazil and Turkey;
(cid:16) Our joint venture Embraer-CAE Training Services announced an expansion of its training programs for Embraer Phenom 100 and
Phenom 300 pilots and maintenance technicians at our location in Amsterdam. The program is expected to be ready for training in
the first quarter of calendar 2018;
(cid:16) We inaugurated, together with the Hibernia Management and Development Company Ltd. and the Research & Development
Corporation, a new helicopter training and R&D centre in Newfoundland and Labrador featuring the first civilian Level D helicopter
simulator with night vision in Canada;
(cid:16) CAE Simulation Training Private Limited (CSTPL), a joint venture between CAE and InterGlobe Enterprises, announced the
inauguration of its fourth A320 FFS;
(cid:16) We commenced training on the Gulfstream G650 FFS, located at the Emirates-CAE Flight Training centre in Dubai, UAE;
(cid:16) We announced the expansion of our commercial, business and helicopter aviation training agreement with Abu Dhabi Aviation
(ADA) through which CAE and ADA will be delivering training to regional operators at ADA’s brand new training facility in
Abu Dhabi, UAE;
(cid:16) CAE-Lider, a joint venture between CAE and Lider Aviação, announced its designation by Leonardo Helicopter as the Recognized
Flight Simulation Centre for the delivery of AW139 flight simulator hours supporting training in South America.
New programs and products
(cid:16) We announced that our business aviation Upset Prevention and Recovery Training (UPRT) program is ready for training and has
received endorsement by Dassault Aviation, reaffirming our leadership position in helping prevent Loss of Control In-Flight;
(cid:16) We initiated the Next Generation Training System and launched the validation phase with AirAsia, focusing on the validation and
refinement of the system’s new training capabilities for pilot critical skill performance;
(cid:16) Our joint venture Flight Training Alliance unveiled its first C Series aircraft FFS during an inauguration held in Frankfurt, Germany
and began pilot training at the Lufthansa Flight Training Center Frankfurt;
(cid:16) Our new CAE Terminal online portal aims to enrich the customer experience by providing line pilots and flight department leaders
instant access to appropriate documentation, training records and reservation details.
ORDERS
Civil Aviation Training Solutions obtained contracts this quarter expected to generate future revenues of $481.3 million, including
contracts for 17 FFSs.
FFS contracts awarded for the quarter:
(cid:16) Five FFSs, including two Boeing 737MAX, one Boeing 787, one Airbus A350 and one Airbus A320neo to Shanghai Eastern Flight
Training Co., the training centre subsidiary of China Eastern Airlines;
(cid:16) One Boeing 737NG FFS to Donghai Airlines;
(cid:16) One C Series CS300 FFS to Korean Air;
(cid:16) One Airbus A320 FFS to Avenger Flight Group;
(cid:16) One Airbus A350 FFS to Ethiopian Airlines;
(cid:16) One Airbus A320 FFS to Airbus;
(cid:16) One Boeing 737NG FFS to ChongQing Yu Xiang Aviation;
(cid:16) Six FFSs, including two Airbus A320s, two Airbus A330s, one Airbus A350 and one Boeing 767 to undisclosed customers in Asia
and North America.
This brings the civil FFS order intake for the year to 50 FFSs.
Other notable contract awards for the quarter included:
(cid:16) A new long-term ab-initio pilot training program for an undisclosed customer in the Middle East;
(cid:16) An exclusive contract renewal with Scandinavian Airlines for pilot training and cabin crew recruitment and training services;
(cid:16) An exclusive pilot training contract with an undisclosed customer in Europe.
CAE Financial Report 2017 | 21
Management’s Discussion and Analysis
Financial results
(amounts in millions, except operating
margins, SEU, FFSs deployed and
utilization rate)
Revenue
Segment operating income
Operating margins
Depreciation and amortization
Property, plant and equipment
expenditures
Intangible assets and other
assets expenditures
Capital employed
Total backlog
SEU7
FFSs deployed
Utilization rate7
$
$
%
$
$
$
$
$
%
FY2017
FY2016 Q4-2017 Q3-2017 Q2-2017 Q1-2017 Q4-2016
1,556.9
1,429.1
417.8
412.8
354.7
371.6
393.0
273.2
17.5
140.2
237.4
16.6
133.8
83.8
20.1
33.3
71.4
17.3
37.3
54.2
15.3
34.0
63.8
17.2
35.6
75.0
19.1
34.8
124.8
92.9
52.5
16.6
25.1
30.6
29.6
20.5
1,985.3
3,288.9
210
269
76
33.7
2,017.1
3,078.6
204
261
71
5.4
1,985.3
3,288.9
210
269
77
4.7
2,016.5
3,253.5
209
269
76
5.3
2,052.4
3,337.6
210
269
70
5.1
2,027.4
3,221.6
209
269
79
8.3
2,017.1
3,078.6
205
261
76
Revenue up 1% over last quarter and up 6% over the fourth quarter of fiscal 20167
The increase over last quarter was mainly due to higher FFS utilization in the Americas and Europe, partially offset by lower revenue
from LMCFT acquired in the first quarter of fiscal 2017 and an unfavourable foreign exchange impact on the translation of foreign
operations.
The increase over the fourth quarter of fiscal 2016 was mainly due to higher revenue from our manufacturing facility due to the timing
of production milestones, the integration into our results of the revenues of LMCFT and higher FFS utilization in the Americas and
Europe. The increase was partially offset by the deferral of revenue recognition, to upon completion, from construction contracts for
standardized simulators as a result of our process improvement program and an unfavourable foreign exchange impact on the
translation of foreign operations.
Revenue was $1,556.9 million this year, 9% or $127.8 million higher than last year
The increase over last year was mainly due to higher revenue from our manufacturing facility, the integration into our results of the
revenues of LMCFT and higher FFS utilization in Europe and the Americas. The increase was partially offset by the deferral of
revenue recognition, to upon completion, from construction contracts for standardized simulators as a result of our process
improvement program.
Segment operating income up 17% over last quarter and up 12% over the fourth quarter of fiscal 2016
Segment operating income was $83.8 million (20.1% of revenue) this quarter, compared to $71.4 million (17.3% of revenue) last
quarter and $75.0 million (19.1% of revenue) in the fourth quarter of fiscal 2016.
Segment operating income increased by $12.4 million, or 17%, over last quarter. The increase was mainly due to higher FFS
utilization in Europe and the Americas and gains on the sale of simulators from our network, partially offset by higher selling, general
and administrative expenses and lower income from LMCFT.
Segment operating income increased by $8.8 million, or 12%, over the fourth quarter of fiscal 2016. The increase was mainly due to a
favourable program mix from our manufacturing facility, gains on the sale of simulators from our network and higher FFS utilization in
Europe and in the Americas. The increase was partially offset by higher selling, general and administrative expenses, non-recurring
reorganization expenses in our FTOs following the consolidation of our operations in Europe and the impact on segment operating
income of the deferral of revenue recognition for standardized simulators.
Segment operating income was $273.2 million, 15% or $35.8 million higher than last year
Segment operating income was $273.2 million (17.5% of revenue) this year, compared to $237.4 million (16.6% of revenue) last year.
The increase was mainly attributable to a favourable program mix from our manufacturing facility, higher income generated in Europe
as a result of higher FFS utilization and a net favourable foreign exchange impact from operations. The increase was partially offset
by higher selling, general and administrative expenses, non-recurring reorganization expenses in our FTOs following the consolidation
of our operations in Europe and the impact on segment operating income of the deferral of revenue recognition for standardized
simulators.
Property, plant and equipment expenditures at $52.5 million this quarter and $124.8 million for the year
Maintenance capital expenditures were $17.9 million for the quarter and $46.8 million for the year. Growth capital expenditures were
$34.6 million for the quarter and $78.0 million for the year.
7 Non-GAAP and other financial measures (see Section 3.6).
22 | CAE Financial Report 2017
Management’s Discussion and Analysis
Capital employed decreased $31.2 million from last quarter and decreased $31.8 million from last year
The decrease in capital employed from last quarter was mainly due to a lower investment in non-cash working capital mainly as a
result of higher accounts payable and accrued liabilities and deferred revenue, partially offset by higher accounts receivable. The
decrease was also due to higher long-term provisions and was partially offset by an increase in property, plant and equipment
resulting from investment in capital expenditures.
The decrease in capital employed from last year was mainly due to higher deferred gains and other non-current liabilities, higher
long-term provisions and a lower investment in non-cash working capital. The lower investment in non-cash working capital was
mainly due to higher deferred revenue and accounts payable and accrued liabilities, lower contracts in progress assets and higher
provisions, partially offset by an increase in inventory and higher accounts receivable. The decrease in capital employed was partially
offset by an increase in property, plant and equipment and a higher investment in equity accounted investees as a result of increased
profitability within our joint ventures.
Total backlog was at $3,288.9 million at the end of the year
(amounts in millions)
Obligated backlog, beginning of period
+ orders
- revenue
+ / - adjustments
Obligated backlog, end of period
Joint venture backlog (all obligated)
Total backlog
FY2017
$
2,623.3
1,698.8
(1,556.9)
58.7
2,823.9
465.0
3,288.9
$
$
FY2016
$
2,397.7
1,683.0
(1,429.1)
(28.3)
2,623.3
455.3
3,078.6
$
$
Fiscal 2017 adjustments includes $117.8 million added as a result of the acquisition of LMCFT, the revaluation of prior year contracts
and the cancellation of an order from a previous year.
Fiscal 2016 adjustments were mainly due to the revaluation of certain contracts during the year, the cancellation of two orders from
previous years and foreign exchange movements.
This quarter's book-to-sales ratio was 1.15x. The ratio for the last 12 months was 1.09x.
CAE Financial Report 2017 | 23
Management’s Discussion and Analysis
5.2 Defence and Security
FISCAL 2017 EXPANSIONS AND NEW INITIATIVES
Expansions
(cid:16) We delivered the Naval Warfare Training System to the Swedish Navy and commenced the provision of training support services
during the third quarter;
(cid:16) We continue to expand our naval capabilities and expertise, and have begun the design and build of the Naval Training Centre for
the United Arab Emirates Navy;
(cid:16) We constructed and inaugurated the CAE Dothan Training Center in Dothan, U.S., where we began offering training for the U.S.
Army Fixed-Wing Flight Training program in March 2017;
(cid:16) We received an Authorization to Operate KC-135 aircrew training devices on the U.S. Air Force’s Distributed Training Center
Network.
New programs and products
(cid:16) We signed a Memorandum of Understanding with Draken International to pursue global opportunities related to the provision of
advanced adversary and aggressor air training services;
(cid:16) We supported both the Royal Canadian Air Force and Royal Australian Air Force as they participated in Coalition Virtual Flag 16,
one of the world's largest virtual air combat exercises;
(cid:16) We launched our next-generation CAE Medallion-6000XR image generator to support the creation of highly immersive and realistic
synthetic environments;
(cid:16) The Open Geospatial Consortium (OGC), an international consortium developing geospatial standards and interoperable solutions,
formally approved the CAE-developed Common Database (CDB) as an international OGC standard.
ORDERS
Defence and Security was awarded $238.8 million in orders this quarter, including notable contract awards from:
(cid:16) Airbus Defence and Space for a comprehensive C295W aircrew and maintenance training solution to support the Royal Canadian
Air Force’s (RCAF) Fixed-Wing Search and Rescue program;
(cid:16) The NATO Support and Procurement Agency to provide comprehensive training services, including instructors, for the NATO E-3A
Airborne Warning and Control System aircrew training program;
(cid:16) Lockheed Martin to continue providing a range of training support services for the U.S. Air Force C-130J Maintenance and Aircrew
Training System program.
Financial results
$
$
%
$
(amounts in millions, except operating
margins)
Revenue
Segment operating income
Operating margins
Depreciation and amortization
Property, plant and equipment
expenditures
Intangible assets and other
assets expenditures
Capital employed
Total backlog
$
$
$
$
FY2017
FY2016
Q4-2017
Q3-2017
Q2-2017
Q1-2017
Q4-2016
1,036.9
120.4
11.6
57.8
970.1
119.8
12.3
69.8
282.7
243.7
253.2
257.3
293.7
33.0
11.7
14.3
30.0
12.3
14.5
29.0
11.5
11.1
28.4
11.0
17.9
38.1
13.0
20.7
95.8
22.9
19.7
19.0
33.5
23.6
9.4
26.9
881.2
17.6
720.3
12.6
881.2
6.7
875.3
2.9
862.6
4.7
823.6
8.1
720.3
4,241.3
3,294.0
4,241.3
4,139.6
3,197.4
3,306.0
3,294.0
Revenue up 16% over last quarter and down 4% from the fourth quarter of fiscal 2016
The increase over last quarter was mainly due to higher revenue from North American and Middle Eastern programs partially offset by
lower revenue from European programs.
The decrease from the fourth quarter of fiscal 2016 was mainly due to lower revenue from North American programs and an
unfavourable foreign exchange impact on the translation of foreign operations partially offset by higher revenue from Middle Eastern
programs.
Revenue was $1,036.9 million this year, 7% or $66.8 million higher than last year
The increase was mainly due to the integration into our results of the revenues from BMAT acquired in the second quarter of last year
and higher revenue from European and Middle Eastern programs. The increase was partially offset by lower revenue from North
American programs and an unfavourable foreign exchange impact on the translation of foreign operations.
24 | CAE Financial Report 2017
Management’s Discussion and Analysis
Segment operating income up 10% over last quarter and down 13% from the fourth quarter of fiscal 2016
Segment operating income was $33.0 million (11.7% of revenue) this quarter, compared to $30.0 million (12.3% of revenue) last
quarter and was $38.1 million (13.0% of revenue) in the fourth quarter of fiscal 2016.
The increase over last quarter was mainly due to higher volume on North American programs and higher margins on Asian programs,
partially offset by higher selling, general and administrative expenses and lower volume on European programs.
The decrease from the fourth quarter of fiscal 2016 was mainly due to a benefit recognized last year related to the renegotiation of
long-term royalty obligations partially offset by an unfavourable tax assessment in one of our joint ventures and a loss on dispos al of
assets related to our process improvement plan. The decrease was partially offset by higher margins on North American and Asian
programs and higher profitability in our joint ventures, offset, in part, by higher selling, general and administrative expenses.
Segment operating income was $120.4 million this year, 1% or $0.6 million higher than last year
Segment operating income was $120.4 million (11.6% of revenue) this year, compared to $119.8 million (12.3% of revenue) last year.
The increase over last year was mainly due to higher margins on North American programs, the integration into our results of BMAT,
higher margins on Asian programs, higher profitability in our joint ventures and higher volume on European and Middle Eastern
programs, partially offset by higher selling, general and administrative expenses and higher net research and development expenses.
The increase in segment operating income was partially offset by a benefit recognized last year related to the renegotiation of
long-term royalty obligations and higher investment tax credits claimed last year partially offset by an unfavourable tax assessment in
one of our joint ventures, and a loss on disposal of assets related to our process improvement plan.
Capital employed increased $5.9 million over last quarter and increased $160.9 million over last year
The increase over last quarter was mainly due to higher intangible assets, higher property, plant and equipment and lower def erred
gains and other non-current liabilities, partially offset by a lower investment in non-cash working capital as a result of higher accounts
payable and accrued liabilities, partially offset by an increase in accounts receivables.
The increase over last year was mainly due to an increase in property, plant and equipment as a result of capital expenditures related
to the U.S. Army Fixed-Wing Flight Training program, lower deferred gains and other non-current liabilities, higher other assets, an
increase in intangible assets and a higher investment in non-cash working capital. The higher investment in non-cash working capital
was mainly due lower accounts payable and accrued liabilities and an increase in accounts receivables, partially offset by a decrease
in prepayments.
Total backlog up 29% compared to last year
(amounts in millions)
Obligated backlog, beginning of period
+ orders
- revenue
+ / - adjustments
Obligated backlog, end of period
Joint venture backlog (all obligated)
Unfunded backlog
Total backlog
FY2017
2,441.6
1,383.9
(1,036.9)
(82.5)
2,706.1
78.7
1,456.5
4,241.3
$
$
$
$
$
FY2016
1,956.4
985.6
(970.1)
469.7
2,441.6
96.0
756.4
$
3,294.0
Fiscal 2017 adjustments include the cancellation of two orders and the revaluation of prior year contracts, partially offset by a contract
amendment related to the acquisition of BMAT, acquired in the second quarter of fiscal 2016.
Fiscal 2016 adjustments are mainly due to backlog added as a result of the acquisition of BMAT and foreign exchange movements.
This quarter's book-to-sales ratio was 0.84x. The ratio for the last 12 months was 1.33x.
In fiscal 2017, $146.7 million of unfunded backlog was transferred to obligated backlog and $939.2 million was added to the unfunded
backlog.
CAE Financial Report 2017 | 25
Management’s Discussion and Analysis
5.3 Healthcare
FISCAL 2017 EXPANSIONS AND NEW INITIATIVES
Expansions
(cid:16) Our Vimedix ultrasound simulator was used to deliver the European Diploma in Echocardiography exam for the first time during the
European Society for Intensive Care Medicine Congress in Milan, Italy, demonstrating its use not only for training, but also for
certification;
(cid:16) We commenced collaboration under a co-marketing agreement with a medical device manufacturer promoting point-of-care
ultrasound training and its expanded use for patient assessment and diagnosis;
(cid:16) We released a new version of the Respiratory Education Simulation Program (RESP 1 and RESP 2) Learning Module for Apollo,
iStan, METIman and the Human Patient Simulator;
(cid:16) Our Essentials of Simulation course, which is offered in partnership with the University of Rotterdam, was accredited by the Dutch
National Office of Continuous Medical Education;
(cid:16) We hosted our 20th Human Patient Simulation Network (HPSN) World conference for attendees from 21 countries in the fourth
quarter, and hosted our first HPSN conferences in China and India, expanding our potential customer bases and simulation
markets.
New programs and products
(cid:16) We launched the VimedixAR ultrasound simulator with Microsoft Hololens, the first ultrasound simulator with real-time interactive
holograms of human anatomy;
(cid:16) We launched the Blue Phantom Gen II PICC with IV and arterial access ultrasound model at the National League for Nursing
conference in Orlando, U.S. This model is used to train clinicians in the skills associated with ultrasound guided peripheral venous
and arterial access procedures;
(cid:16) We added a Spectral Doppler capability as well as a new Emergency Care pathology package to our Vimedix offerings.
ORDERS
CAE Healthcare sales this quarter included:
(cid:16) 13 patient simulators and five centre management systems for major contracts to customers in the U.S. and the Middle East;
(cid:16) Five VimedixAR ultrasound simulators with Microsoft Hololens to customers in the U.S. and a custom Vimedix solution to an OEM.
Financial results
$
$
%
$
(amounts in millions, except operating
margins)
Revenue
Segment operating income
Operating margins
Depreciation and amortization
Property, plant and equipment
expenditures
Intangible assets and other
assets expenditures
Capital employed
$
$
$
FY2017
FY2016
Q4-2017
Q3-2017
Q2-2017
Q1-2017
Q4-2016
110.7
113.4
6.6
6.0
13.9
7.2
6.3
14.2
34.2
4.1
12.0
3.8
-
-
3.5
26.2
27.6
2.3
2.0
1.4
0.2
2.6
9.4
3.3
0.2
22.7
(0.1)
-
3.3
35.8
3.5
9.8
3.6
0.5
0.8
3.7
224.3
2.6
206.0
-
224.3
1.6
222.8
1.0
214.1
1.1
210.4
0.4
206.0
Revenue up 31% over last quarter and down 4% from the fourth quarter of fiscal 2016
The increase over last quarter was mainly due to higher revenue from centre management solutions and ultrasound simulators,
primarily driven by higher sales to U.S. customers.
The decrease from the fourth quarter of fiscal 2016 was mainly due to lower patient simulator revenue due, in part, to lower volume
from our international and military customers, partially offset by an increase in centre management solution and ultrasound simulator
revenue in the U.S.
26 | CAE Financial Report 2017
Management’s Discussion and Analysis
Revenue was $110.7 million this year, 2% or $2.7 million lower than last year
The decrease was mainly due to lower patient simulator revenue due, in part, to lower volume from our international and military
customers, partially offset by increased revenue from key partnerships with OEMs.
Segment operating income higher over last quarter and the fourth quarter of fiscal 2016
Segment operating income was $4.1 million this quarter (12.0% of revenue), compared to nil last quarter and $3.5 million (9.8% of
revenue) in the fourth quarter of fiscal 2016.
The increase over last quarter was mainly due to higher margins from a more favourable product mix and higher revenue, as
mentioned above. The increase was partially offset by higher selling, general and administrative expenses and higher research and
development expenses.
The increase over the fourth quarter of fiscal 2016 was mainly the result of higher margins from a more favourable product mix,
partially offset by higher research and development expenses and lower revenue, as mentioned above.
Segment operating income was $6.6 million this year, $0.6 million lower than last year
Segment operating income was $6.6 million (6.0% of revenue) this year, compared to $7.2 million (6.3% of revenue) last year.
The decrease from last year was mainly due to higher research and development expenses, higher selling, general and administrative
expenses, driven mainly by a higher investment in marketing expenses, and lower revenue, as mentioned above. The decrease was
partially offset by higher margins from a more favourable product mix.
Capital employed increased by $1.5 million over last quarter and by $18.3 million over last year
The increase over last quarter was mainly due to higher non-cash working capital resulting primarily from an increase in accounts
receivable and a decrease in deferred revenue, partially offset by an increase in accounts payable and accrued liabilities. The
increase was offset in part by lower intangible assets mainly as a result of amortization.
The increase over last year was primarily due to higher non-cash working capital resulting mainly from lower deferred revenue and
accounts payable and accrued liabilities and higher accounts receivable and inventory.
CAE Financial Report 2017 | 27
Management’s Discussion and Analysis
6. CONSOLIDATED CASH MOVEMENTS AND LIQUIDITY
We manage liquidity and regularly monitor the factors that could affect it, including:
(cid:16) Cash generated from operations, including timing of milestone payments and management of working capital;
(cid:16) Capital expenditure requirements;
(cid:16) Scheduled repayments of long-term debt obligations, our credit capacity and expected future debt market conditions. 8
$
$
$
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 operating activities
Maintenance capital expenditures8
Other assets
Proceeds from the disposal of property, plant
and equipment
Net (payments to) proceeds from equity accounted investees
Dividends received from equity accounted investees
Dividends paid
Free cash flow from continuing operations 8
Growth capital expenditures 8
Capitalized development costs
Common shares repurchased
Other cash movements, net
Business combinations, 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 increase (decrease) in cash before proceeds and
repayment of long-term debt
* before changes in non-cash working capital
FY2017
FY2016 Q4-2017
Q3-2017
Q4-2016
435.2 $
29.1
348.9 $
116.9 $
124.4 $
(3.1)
80.6
31.7
464.3 $
345.8 $
197.5 $
156.1 $
(45.4)
(19.7)
1.8
3.4
18.5
(56.7)
(24.5)
(2.3)
4.1
(1.2)
7.3
(20.5)
(13.9)
(2.7)
0.2
(0.6)
6.4
(20.8)
247.7 $
(72.4)
(35.6)
160.4 $
(49.1)
(14.0)
124.7 $
(21.9)
(8.9)
(7.7)
15.9
13.9
30.4
(3.0)
2.3
-
-
(5.9)
0.6
5.4
-
(62.8)
(5.5)
6.6
(10.6)
16.5
(80.6)
327.9 $
(160.1)
(37.8)
(41.7)
13.4
(5.5)
-
(4.9)
5.7
(0.1)
(3.4)
(16.1)
$
91.3 $
197.9 $
96.5 $
90.6 $
(47.2)
100.3
(49.3)
51.0
(12.7)
(6.1)
0.3
(1.3)
0.9
(19.3)
12.8
(27.1)
(12.4)
(7.7)
1.8
0.3
1.2
Free cash flow from continuing operations was $160.4 million for the quarter
Free cash flow was $35.7 million higher than last quarter and $147.6 million higher compared to the fourth quarter of fiscal 2016.
Free cash flow was higher compared to last quarter mainly due to a lower investment in non-cash working capital, partially offset by
higher maintenance capital expenditures.
Free cash flow was higher compared to the fourth quarter of fiscal 2016 mainly due to a lower investment in non-cash working capital
and an increase in cash provided by continuing operating activities.
Free cash flow from continuing operations was $327.9 million this year
Free cash flow increased by $80.2 million, or 32%, compared to last year.
Free cash flow was higher compared to last year mainly due to an increase in cash provided by continuing operating activities and a
lower investment in non-cash working capital, partially offset by higher dividends paid and an increase in maintenance capital
expenditures.
Capital expenditures were $73.6 million this quarter and $222.9 million for the year
Growth capital expenditures were $49.1 million this quarter and $160.1 million for the year. Our growth capital allocation decisions are
market-driven in nature and are intended to keep pace with the demand of our existing and new customers. Maintenance capital
expenditures were $24.5 million this quarter and $62.8 million for the year.
8 Non-GAAP and other financial measures (see Section 3.6).
28 | CAE Financial Report 2017
Management’s Discussion and Analysis
6.2
Sources of liquidity
We have a committed line of credit at floating rates, provided by a syndicate of lenders. We and some of our subsidiaries can borrow
funds directly from this credit facility to cover operating and general corporate expenses and to issue letters of credit and bank
guarantees.
The total amount available through this committed bank line at March 31, 2017 was US$550.0 million (2016 – US$550.0 million) with
the option, subject to lender’s consent, to increase to a total amount of US$850.0 million. There was no amount drawn under the
facility as at March 31, 2017 (2016 – nil) and US$92.0 million was used for letters of credit (2016 - US$111.9 million). The applicable
interest rate on this revolving term credit facility is 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. Subsequent to March 31, 2017 the maturity date
of our revolving unsecured term credit facility was extended to October 2019.
We have an unsecured Export Development Canada (EDC) Performance Security Guarantee (PSG) account for US$125.0 million.
This is an uncommitted revolving facility for performance bonds, advance payment guarantees or similar instruments. As at
March 31, 2017 the total outstanding for these instruments was $115.9 million (2016 – $57.2 million).
We manage a program in which we sell undivided interests in certain of our accounts receivable (current financial assets program) to
a third party for cash consideration for amounts up to US$150.0 million with limited recourse to CAE. As at March 31, 2017, the
Canadian dollar equivalent of $141.6 million (2016 – $105.9 million) of specific accounts receivable were sold to a financial institution.
In March 2017, we terminated a facility of €12.5 million with a European bank for the issuance of bank guarantees and letters of
credit. As at March 31, 2016, we had used $9.9 million principally in support of our European defence and security operations.
As at March 31, 2017, we are compliant with all our financial covenants.
We believe that our cash and cash equivalents, access to credit facilities and expected free cash flow will provide sufficient flexibility
for our business, repurchase of common shares and payment of dividends and will enable us to meet all other expected financial
requirements in the near term.
The following table summarizes the long-term debt:
(amounts in millions)
Total long-term debt
Less:
Current portion of long-term debt
Current portion of finance leases
Long-term portion of long-term debt
As at March 31
2017
As at March 31
2016
$
1,255.4
$
1,272.9
31.2
20.7
98.5
20.8
$
1,203.5
$
1,153.6
In December 2016, we entered into a term loan for the financing of aircraft operating in the U.S. This represents a loan obligation of
$14.2 million as at March 31, 2017.
As part of the acquisition of LMCFT, we acquired leases for simulators in Asia. This represents a finance lease obligation of $25.3 million
as at March 31, 2017.
In June 2016, we repaid $73.5 million of our senior notes issued by way of a private placement.
CAE Financial Report 2017 | 29
Management’s Discussion and Analysis
6.3 Government participation
We have agreements with various governments whereby the latter contribute a portion of the cost, based on expenditures incurred by
CAE, of certain R&D programs for modeling, simulation and training services technology.
During fiscal 2014, we announced Project Innovate, an R&D program extending over five and a half years. The goal of Project
Innovate is to expand our modeling and simulation technologies, develop new ones and continue to differentiate our service offering.
Concurrently, the Government of Canada agreed to participate in Project Innovate through a repayable loan of up to $250 million
made through the Strategic Aerospace and Defence Initiative (SADI).
During fiscal 2016, we amended and extended our Project New Core Markets, an R&D program, for an additional four years. The aim
is to leverage our modeling, simulation and training services expertise in healthcare. The Quebec government, through
Investissement Québec, agreed to participate up to $70 million in contributions related to costs incurred before the end of fiscal 2020.
During fiscal 2017, we announced our participation in project SimÉco 4.0, an R&D project under the SA2GE program. The aim of this
project is the development of new products or processes which will further contribute to greenhouse gas emissions reductions. The
government of Quebec, through the Ministry of Economy, Science and Innovation, and SA2GE have committed to contribute amounts
up to 50% of eligible costs incurred by CAE to fiscal 2020.
You will find more details in Note 1 and Note 13 of our consolidated financial statements.
___
6.4 Contractual obligations
We enter into contractual obligations and commercial commitments in the normal course of our business. The table below represents
our contractual obligations and commitments for the next five years and thereafter:
Contractual obligations
(amounts in millions)
Long-term debt (excluding interest) $
Finance leases (excluding interest)
Non-cancellable operating leases
2018
31.9 $
20.7
55.3
2019
18.4
18.4
38.9
2020
2021
2022 Thereafter
Total
$
$
190.7
31.9
33.4
26.9 $
29.3
29.2
178.8 $
12.4
24.1
0.3
638.2
60.6
82.0
$ 1,084.9
173.3
262.9
1.7
239.1
Purchase commitments
118.4
54.9
56.6
7.2
$
226.3
$
130.6
$
312.6
$
92.6
$
215.6
$
782.5
$ 1,760.2
We also had total availability under the committed credit facility of US$458.0 million as at March 31, 2017 compared to
US$438.1 million at March 31, 2016.
We have purchase commitments 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
various points in time.
As at March 31, 2017, 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. CAE’s cash obligation in respect of the
accrued employee pension liability depends on various elements including market returns, actuarial gains and losses and i nterest
rates. We did not include deferred 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.
30 | CAE Financial Report 2017
7. CONSOLIDATED FINANCIAL POSITION
7.1 Consolidated capital employed
(amounts in millions)
Use of capital:
Current assets
Less: cash and cash equivalents
Less: net assets held for sale
Current liabilities
Less: current portion of long-term debt
Non-cash working capital9
Net assets held for sale
Property, plant and equipment
Other long-term assets
Other long-term liabilities
Total capital employed
Source of capital:
Current portion of long-term debt
Long-term debt
Less: cash and cash equivalents
Net debt9
Equity attributable to equity holders of the Company
Non-controlling interests
Source of capital
Management’s Discussion and Analysis
As at March 31
2017
As at March 31
2016
$
$
$
$
$
$
1,919.7
(504.7)
-
(1,273.9)
51.9
193.0
-
1,582.6
1,852.5
(796.4)
2,831.7
51.9
1,203.5
(504.7)
750.7
2,020.8
60.2
2,831.7
$
$
$
$
$
$
1,749.6
(485.6)
(1.5)
(1,192.9)
119.3
188.9
1.5
1,473.1
1,774.0
(709.9)
2,727.6
119.3
1,153.6
(485.6)
787.3
1,888.7
51.6
2,727.6
Capital employed increased $104.1 million, or 4%, over last year
The increase over last year was mainly due to higher property, plant and equipment and other long-term assets, partially offset by an
increase in other long-term liabilities.
Our return on capital employed9 (ROCE) was 11.2% this year compared to 10.6% last year.
Non-cash working capital increased by $4.1 million9
The increase was mainly due to higher inventories and accounts receivable, partially offset by higher deferred revenue, accounts
payable and accrued liabilities and contracts in progress liabilities and lower prepayments.
Net property, plant and equipment up $109.5 million
The increase was mainly due to $222.9 million of capital expenditures, partially offset by depreciation of $122.8 million.
Other long-term assets up $78.5 million
The increase was mainly due to higher other assets, a higher investment in equity accounted investees as a result of increased
profitability within our joint ventures, partially offset by dividends issued, and higher intangible assets.
Other long-term liabilities up $86.5 million
The increase was mainly due to higher deferred gains and other non-current liabilities, an increase in provisions resulting mainly from
the acquisition of LMCFT and higher deferred tax liabilities, partially offset by lower employee benefit obligations.
Net debt lower than last year
The decrease was mainly due to the impact of cash movements during the year, partially offset by the addition of leases for simulators
in Asia, obtained as part of the acquisition of LMCFT.
9 Non-GAAP and other financial measures (see Section 3.6).
CAE Financial Report 2017 | 31
Management’s Discussion and Analysis
Change in net debt
(amounts in millions)
Net debt, beginning of period
Impact of cash movements on net debt
(see table in the consolidated cash movements section)
Effect of foreign exchange rate changes on long-term debt
Impact from business combinations
Other
Decrease in net debt during the period
Net debt, end of period
Net debt-to-capital10
FY2017
787.3
(91.3)
14.0
25.8
14.9
(36.6)
750.7
26.5
$
$
$
$
%
FY2016
949.6
(197.9)
20.2
-
15.4
(162.3)
787.3
28.9
$
$
$
$
%
Total equity increased by $140.7 million this year10
The increase in equity was mainly due to net income of $256.6 million, partially offset by cash dividends of $80.6 million, common
shares repurchased and cancelled of $41.7 million and an unfavourable foreign currency translation of $31.8 million.
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 268,397,224 common shares issued and outstanding as at March 31, 2017 with total s hare
capital of $615.4 million. In addition, we had 5,541,625 options outstanding under the Employee Stock Option Plan (ESOP).
As at April 30, 2017, we had a total of 268,405,774 common shares issued and outstanding and 5,533,075 options outstanding under
the ESOP.
Repurchase and cancellation of shares
On February 19, 2016, we announced that we received approval from the Toronto Stock Exchange (TSX) to purchase, by way of a
normal course issuer bid (NCIB) up to 5,398,643 of our common shares, representing 2% of the 269,932,164 issued and outstanding
common shares as of February 12, 2016. The NCIB began on February 23, 2016, and ended on February 22, 2017.
On February 14, 2017, we announced that we received approval from the Toronto Stock Exchange (TSX) to renew the normal course
issuer bid (NCIB) up to 5,366,756 of our common shares, representing 2% of the 268,337,816 issued and outstanding common
shares as of February 9, 2017. The NCIB began on February 23, 2017, and will end on February 22, 2018 or on such earlier date
when we complete our purchases or elect to terminate the NCIB. These purchases will be made on the open market plus brokerage
fees through the facilities of the TSX and/or alternative trading systems at the prevailing market price at the time of the transaction, in
accordance with the TSX’s applicable policies. All common shares purchased pursuant to the NCIB will be cancelled.
In fiscal 2017, we repurchased and cancelled a total of 2,490,900 common shares (2016 – 515,200), at a weighted average price of
$16.73 per common share (2016 – $15.01), for a total consideration of $41.7 million (2016 – $7.7 million). An excess of the shares’
repurchase value over their carrying amount of $36.1 million (2016 – $6.6 million) was charged to retained earnings as share
repurchase premiums.
Dividends
We paid a dividend of $0.075 per share in the first quarter and $0.08 per share in the second, third and fourth quarter of fiscal 2017.
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
declare dividends of approximately $85.9 million in fiscal 2018 based on our current dividend and the number of common shares
outstanding as at March 31, 2017.
Guarantees
As at March 31, 2017, we have a total of $238.2 million outstanding letters of credit and performance guarantees which are not
recognized in the consolidated statement of financial position, compared to $212.3 million last fiscal year.
Pension obligations
We maintain defined benefit and defined contribution pension plans. Subsequent to recent legislative changes, the defined benefit
pension plans are considered sufficiently funded. We expect to contribute $23.3 million in fiscal 2018.
10 Non-GAAP and other financial measures (see Section 3.6).
32 | CAE Financial Report 2017
Management’s Discussion and Analysis
7.2 Off balance sheet arrangements
Although most of our sale and leaseback transactions entered into as part of our operations are classified as finance leases and their
obligations are included in the consolidated statement of financial position, other specific sale and leaseback transactions are
classified as operating leases and are off balance sheet obligations.
Most of our off balance sheet obligations are from obligations related to operating leases for:
(cid:16) Certain buildings that are leased throughout our training network and production facilities in the normal course of business;
(cid:16) Certain FFSs that are leased throughout our training network in the normal course of business;
(cid:16) The operation of our Medium Support Helicopter (MSH) training centre for the U.K. Ministry of Defence to provide simulation
training services;
(cid:16) Certain aircraft within our live training operations for the Canadian Department of National Defence.
These leases are non-recourse to us.
You can find more details about operating lease commitments in Note 27 of our consolidated financial statements.
In the normal course of business, we manage a program in which we sell undivided interests in certain of our accounts receivable
(current financial assets program) to a third party for cash consideration for an amount up to US$150.0 million with limited recourse to
CAE. We continue to act as a collection agent. These transactions are accounted for when we have considered to have surrendered
control over the transferred accounts receivable. As at March 31, 2017, the Canadian dollar equivalent of $141.6 million
(2016 - $105.9 million) of specific accounts receivable were sold to a financial institution.
Financial instruments
7.3
We are exposed to various financial risks in the normal course of business. We enter into forward contracts and swap agreements to
manage our exposure to fluctuations in foreign exchange rates, interest rates and share price which have an effect on our
share-based payments costs. We formally assess, both at inception of the hedge relationship and on an ongoing basis, whether the
derivatives we use in hedging transactions are highly effective in offsetting changes in cash flows of hedged items in relation to the
hedged risk. We enter into these transactions to reduce our exposure to risk and volatility, and not for trading or speculative purposes.
We only enter into contracts with counterparties that are of high credit quality.
Classification of financial instruments
We have made the following classifications for our financial instruments:
(cid:16) Cash and cash equivalents, restricted cash and all derivative instruments, except for derivatives designated as effec tive hedging
instruments, are classified at fair value through profit and loss (FVTPL);
(cid:16) Accounts receivable, contracts in progress, non-current receivables and advances are classified as loans and receivables, except
for those that we intend to sell immediately or in the near term which are classified at FVTPL;
(cid:16) Portfolio investments are classified as available-for-sale;
(cid:16) Accounts payable and accrued liabilities and long-term debt, including interest payable, as well as finance lease obligations and
royalty obligations are classified as other financial liabilities, all of which are carried at amortized cost using the effective interest
method.
Fair value of financial instruments
The fair value of a financial instrument is determined by reference to the available market information at the reporting 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 a valuation model, we primarily use external, readily observable market
data inputs. Assumptions or inputs that are not based on observable market data incorporate our best estimates of market participant
assumptions and are used when external data is not available. Counterparty credit risk and our own credit risk are taken into account
in estimating the fair value of all financial assets and financial liabilities.
The following assumptions and valuation methodologies have been used to measure the fair value of financial instruments:
(cid:16) The fair value of accounts receivable, contracts in progress, accounts payable and accrued liabilities approximate their carr ying
values due to their short-term maturities;
(cid:16) The fair value of derivative instruments, which include forward contracts, swap agreements and embedded derivatives accounted
for separately, is determined using valuation techniques and is calculated as the present value of the estimated future cash flows
using an appropriate interest rate yield curve and foreign exchange rate. Assumptions are based on market conditions prevailing at
each reporting date. Derivative instruments reflect the estimated amounts that we would receive or pay to settle the contracts at
the reporting date;
(cid:16) The fair value of the available-for-sale investment, which does not have a readily available market value, is estimated using a
discounted cash flow model, which includes some assumptions that are not based on observable market prices or rates;
(cid:16) The fair value of non-current receivables is estimated based on discounted cash flows using current interest rates for instruments
with similar terms and remaining maturities;
(cid:16) The fair value of provisions, long-term debts and non-current liabilities, including finance lease obligations and royalty obligations,
are estimated based on discounted cash flows using current interest rates for instruments with similar terms and remaining
maturities.
A description of the fair value hierarchy is discussed in Note 29 of our consolidated financial statements.
CAE Financial Report 2017 | 33
Management’s Discussion and Analysis
Financial risk management
Due to the nature of the activities that we carry out and as a result of holding financial instruments, we are exposed to cre dit risk,
liquidity risk and market risk, including foreign currency risk and interest rate risk. Our exposure to credit risk, liquidity risk and market
risk is managed within risk management parameters documented in corporate policies. These risk management parameters remain
unchanged since the previous period, unless otherwise indicated.
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 CAE. We are exposed to credit risk on our accounts receivable 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 assets. Credit risks arising from our normal commercial activities are managed in regards to
customer credit risk.
Our customers are mainly established companies, some of which have publicly available credit ratings, as well as government
agencies, which facilitates risk assessment and monitoring. In addition, we typically receive substantial non-refundable advance
payments for construction contracts. We closely monitor our exposure to major airline companies in order to mitigate our risk to the
extent possible. Furthermore, our trade receivables are not concentrated with specific customers but are held with 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 third-party financial institutions for cash consideration on a limited recourse basis (current financial assets program). We
do not hold any collateral as security. The credit risk on cash and cash equivalents is mitigated by the fact that they are m ainly in
place with a diverse group of major North American and European financial institutions.
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. We
signed International Swaps & Derivatives Association, Inc. (ISDA) Master Agreements with the majority of counterparties with whom
we trade derivative financial instruments. These agreements make it possible to offset when a contracting party 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 CAE 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.
The carrying amounts presented in Note 4 and Note 29 of our consolidated financial statements represent the maximum exposure to
credit risk for each respective financial asset as at the relevant dates.
Liquidity risk
Liquidity risk is defined as the potential risk that we cannot meet our cash obligations as they become due.
We manage this risk by establishing cash forecasts, as well as long-term operating and strategic plans. The management of
consolidated liquidity requires a regular monitoring of expected cash inflows and outflows which is achieved through a forecast of our
consolidated liquidity position, for 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 obligations. We manage
our liquidity risk to maintain sufficient liquid financial resources to fund our operations and meet our commitments and obli gations. In
managing our liquidity risk, we have access to a revolving unsecured credit facility of US$550.0 million, with an option, subject to the
lender’s consent, to increase to a total amount of up to US$850.0 million. As well, we have agreements to sell certain of our accounts
receivable for an amount of up to US$150.0 million (current financial assets program). We also regularly 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 in 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.
We use derivative instruments to manage market risk against the volatility in foreign exchange rates, interest rates and shar e-based
payments 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.
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 fluctuations
in foreign exchange rates. We are exposed to foreign exchange rate variability primarily in relation to certain sale commitments,
expected purchase transactions and debt denominated in a foreign currency, as well as on our net investment from our foreign
operations which have functional currencies other than the Canadian dollar (in particular the U.S. dollar, Euro and British pound). In
addition, these operations have exposure to foreign exchange rates primarily through cash and cash equivalents and other working
capital accounts denominated in currencies other than their functional currencies.
We mitigate foreign currency risks by having our foreign operations transact in their functional currency for material procurement, sale
contracts and financing activities.
34 | CAE Financial Report 2017
Management’s Discussion and Analysis
We use forward foreign currency contracts and foreign currency swap agreements to manage our exposure from transactions in
foreign currencies. These transactions include forecasted transactions and firm commitments denominated in foreign currencies. Our
foreign currency hedging programs are typically unaffected by changes in market conditions, as related derivative financial
instruments are generally held until their maturity, consistent with the objective to fix currency rates on the hedged item.
Foreign currency risk sensitivity analysis
Foreign currency risk arises on financial instruments that are denominated in a foreign currency. Assuming a reasonably po ssible
strengthening of 5% in the U.S. dollar, Euro and British pound currency against the Canadian dollar as at March 31, 2017, and
assuming all other variables remain constant, the pre-tax effects on net income would have been a negative net adjustment of
$3.6 million (2016 – negative net adjustment of $0.7 million) and a negative net adjustment of $13.1 million (2016 – negative net
adjustment of $13.1 million) on other comprehensive income (OCI). A reasonably possible weakening of 5% in the relevant foreign
currency against the Canadian dollar would have an opposite impact on pre-tax income and 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 fl uctuations 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 have a floating rate debt through our revolving unsecured credit facility and other asset-specific floating rate debts. 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 manage interest rate exposures are mainly 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 90% fixed-rate and 10% floating-rate at the end of this year (2016 – 90% fixed rate and 10%
floating rate).
Our interest rate hedging programs are typically unaffected by changes in market conditions, as related derivative financial
instruments are generally held until their maturity to establish asset and liability management matching, consistent with the objective
to reduce risks arising from interest rate movements.
Interest rate risk sensitivity analysis
In fiscal 2017, a 1% increase in interest rates would decrease our net income by $1.3 million (2016 – $1.3 million) and decrease our
OCI by $0.5 million (2016 – $0.5 million) assuming all other variables remained constant. A 1% decrease in interest rates would have
an opposite impact on net income and OCI.
Hedge of share-based payments cost
We have entered into equity swap agreements with two (2016 – three) major Canadian financial institutions to reduce our income
exposure to fluctuations in our share price relating to the Deferred Share Unit (DSU), Long-Term Incentive Deferred Share Unit
(LTI-DSU) and Long-Term Incentive Time Based Restricted Share Unit (LTI-TB RSU) programs. Pursuant to the agreement, we
receive the economic benefit of dividends and share price appreciation while providing payments to the financial institutions for the
institution’s cost of funds and any share price depreciation. The net effect of the equity swaps partly offset movements in o ur share
price impacting the cost of the DSU, LTI-DSU and LTI-TB RSU programs and is reset quarterly. As at March 31, 2017, the equity
swap agreements covered 1,850,000 of our common shares (2016 – 1,950,000).
Hedge of net investments in foreign operations
As at March 31, 2017, we have designated a portion of our senior notes totalling US$372.8 million (2016 – US$417.8 million) and a
portion of the obligations under finance lease totalling US$9.9 million (2016 – US$12.1 million) as a hedge of our net investments in
U.S. entities. Gains or losses on the translation of the designated portion of our senior notes are recognized in OCI to offset any
foreign exchange gains or losses on translation of the financial statements of those U.S. entities.
We have determined that there is no concentration of risks arising from financial instruments and estimated that the information
disclosed above is representative of our exposure to risk during the period.
Refer to the consolidated statement of comprehensive income for the total amount of the change in fair value of financial instruments
designated as cash flow hedges recognized in income for the period and total amount of gains and losses recognized in OCI and to
Note 29 of our consolidated financial statements for the classification of financial instruments.
CAE Financial Report 2017 | 35
Management’s Discussion and Analysis
8. BUSINESS COMBINATIONS
On May 2, 2016, the Company acquired 100% of the shares of Lockheed Martin Commercial Flight Training (LMCFT), a provider of
aviation simulation training equipment and services for a purchase consideration of $25.6 million. The transaction includes cash
remaining in the company at closing. With this acquisition, the Company expanded its customer installed base of commercial flight
simulators and obtained assets including full-flight simulators, simulator parts and equipment, facilities, technology and a talented
workforce. Total acquisition costs incurred during fiscal 2017 relating to LMCFT amount to $1.4 million and were included in
restructuring, integration and acquisition costs in the consolidated income statement.
The determination of the fair value for the above acquisition of the net identifiable assets acquired and liabilities assumed is included
in the following table. The fair value of the acquired identifiable intangible assets is $24.2 million (including customer relationships and
other software) and goodwill is $3.3 million. The goodwill arising from the acquisition of LMCFT is attributable to the advantages
gained, which include:
- Expansion of CAE’s customer installed base of commercial flight simulators;
- Experienced workforce with subject matter expertise.
The fair value and the gross contractual amount of the acquired accounts receivable were $8.7 million.
The revenue and segment operating income included in the consolidated income statement from LMCFT since the acquisition date is
$62.7 million and $6.4 million respectively. Had LMCFT been consolidated from April 1, 2016, the consolidated income statement
would have shown revenue and total segment operating income of $64.5 million and $6.6 million respectively. These pro-forma
amounts are estimated based on the operations of the acquired business prior to the business combination by the Company. The
amounts are provided as supplemental information and are not indicative of the Company’s future performance.
Other
During fiscal 2017, adjustments to the determination of net identifiable assets acquired and liabilities assumed for the fiscal 2016
acquisition of BMAT was completed and resulted in an increase in goodwill of $1.6 million.
Net assets acquired and liabilities assumed arising from the acquisitions are as follows:
Total
2017
$
89.2
(106.2)
38.5
4.5
27.5
6.7
(49.3)
$
10.9
12.5
23.4
2.2
(5.4)
20.2
$
$
Current assets (1)
Current liabilities
Property, plant and equipment
Non-current assets
Intangible assets (2)
Deferred tax
Non-current liabilities
Fair value of net assets acquired, excluding cash and cash equivalents
Cash and cash equivalents acquired
Total purchase price
Additional transaction costs paid on behalf of the seller
Additional consideration received related to previous fiscal years' acquisition
Total purchase consideration
(1) Excluding cash on hand.
(2) Goodwill, included in intangible assets, is not deductible in fiscal 2017 for tax purposes.
The net assets, including goodwill, of LMCFT are included in the Civil Aviation Training Solutions segment.
You will find more details in Note 3 of our consolidated financial statements.
36 | CAE Financial Report 2017
Management’s Discussion and Analysis
9. BUSINESS RISK AND UNCERTAINTY
We operate in several industry segments that have various risks and uncertainties. Management and the Board of Directors (the
Board) discuss quarterly the principal risks facing our business, as well as annually during the 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.
In order to mitigate the risks that may impact our future performance, management has established an enterprise risk management
process to identify, assess and prioritize these risks. Management develops and deploys risk mitigation strategies that align with our
strategic objectives and business processes. Management reviews the evolution of the principal risks facing our business on a
quarterly basis and the Board oversees the risk management process and validates it through procedures performed by our internal
auditors when it deems necessary. One should carefully consider the following risk factors, in addition to the other information
contained herein, before deciding to purchase CAE common stock.
9.1 Risks relating to the industry
Competition
We sell our simulation equipment and training services in highly competitive markets. New participants have emerged in recent years
and the competitive environment has intensified as aerospace and defence companies position themselves to try to take greater
market share by consolidating existing commercial aircraft simulation companies and by developing their own internal capabili ties.
Most of our competitors in the simulation and training markets are also involved in other major segments of the aerospace and
defence industry beyond simulation and training. As such, some of them are larger than we are, and may have greater financial,
technical, marketing, manufacturing and distribution resources. In addition, our main competitors are either aircraft manufacturers, or
have well-established relationships with aircraft manufacturers, airlines and governments, which may give them an advantage when
competing for projects with these organizations. In particular, we face competition from Boeing, which has pricing and other
competitive advantages over us.
OEMs like Airbus and Boeing have certain advantages in competing with independent training service providers. An OEM controls the
pricing for the data, parts and equipment packages that are often required to manufacture a simulator specific to that OEM’s aircraft,
which in turn is a critical capital cost for any simulation-based training service provider. OEMs may be in a position to demand licence
fees or royalties to permit the manufacturing of simulators based on the OEM’s aircraft, and/or to permit any training on such
simulators. CAE also has some advantages, including being a simulator manufacturer, having the ability to replicate certain aircraft
without data, parts and equipment packages from an OEM and owning a diversified training network that includes joint ventures with
large airline operators which are aircraft customers for OEMs. In addition, we work with some OEMs on business opportunities related
to equipment and training services.
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. A significant portion of our revenue is dependent on
obtaining new orders and continuously replenishing our backlog. We cannot be certain that we will continue to win contracts t hrough
competitive bidding processes at the same rate as we have in the past. The presence of new market participants as noted a bove, and
their efforts to gain market share, creates heightened competition in bidding which may negatively impact pricing and margins.
Economic growth underlies the demand for all of our products and services. Periods of economic recession, constrained credit,
government austerity and/or international commercial sanctions generally lead to heightened competition for each available order.
This in turn typically leads to a reduction in profit on sales won during such a period. Should such conditions occur, we could
experience price and margin erosion.
CAE Financial Report 2017 | 37
Management’s Discussion and Analysis
Level and timing of defence spending
A significant portion of our revenues is generated by sales to defence and security customers around the world. We provide products
and services for numerous programs to U.S., Canadian, European, Australian, and other foreign governments as both prime and/or
subcontractors. As defence spending comes from public funds and is always competing with other public interests for funding, there is
a risk associated with the level of spending a particular country may devote to defence as well as the timing of defence contract
awards. Significant cuts to defence spending by mature markets such as the U.S., Canada, Germany, U.K. and Australia or a
significant delay in the timing of defence procurement could have a material negative impact on our future revenue, earnings and
operations. In order to mitigate the level and timing of defence procurements, we have established a diversified global business and a
strong position on enduring platforms.
Government-funded defence and security 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. As a result, 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.
Civil aviation industry
A significant portion of our revenue comes from supplying equipment and training services to the commercial and business airl ine
industry.
Lower jet fuel prices generally have a positive impact on airlines’ profitability; however, the long-term ramifications on the commercial
aviation industry stemming from customers in oil-based economies are more complex. For example, in helicopter aviation training,
which represents less than 2% of our Civil Aviation Training Solutions revenue, demand is driven mainly by the level of offshore
operator activity servicing customers in the oil and gas sector. Lower petroleum prices in recent years have negatively impacted
offshore activity which, in turn, has had some negative affect on our operating results. As well, airline and business jet cust omers
originating from the Gulf states may have less capital resources available to them due to lower oil-related economic activity. We
continue to monitor the potential impact on the civil aviation industry as it relates to such oil price movements. Conversely, if jet fuel
prices attain high levels for a sustained period, there could 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 deliverie s of new
aircraft to be delayed or cancelled. Airlines may slow capacity growth or cut capacity should sustained high fuel costs make the
availability of such capacity not economically viable. Such a reaction would negatively affect the demand for our training equipment
and services.
Constraints in the credit market may reduce the ability of airlines and others to purchase new aircraft, negatively affecting the demand
for our training equipment and services, and the purchase of our products.
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 certain 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 to secure our customers’ payments to us.
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. FAA, could mean that we have to make unplanned modifications to our products and services,
causing delays or resulting in cancelled sales. We cannot predict the impact that changing laws or regulations might have on our
operations. Any changes could present opportunities or, to the contrary, have a materially negative effect on our results of operations
or financial condition.
Sales or licences of certain CAE products require regulatory approvals and compliance
The sale or licence of many of our products is subject to regulatory controls. These can prevent us from selling to certain countries, or
to certain entities or people in or from a country, and require us to obtain from one or more governments an export licence or other
approvals to sell certain technology such as defence and security simulators or other training equipment, including data or parts.
These regulations change often and we cannot be certain that we will be permitted to sell or licence certain products to cust omers,
which could cause a potential loss of revenue for us.
If we fail to comply with government laws and regulations related to export controls and national security requirements, we could be
fined and/or suspended or barred from government contracts or subcontracts for a period of time, which would negatively affec t 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.
38 | CAE Financial Report 2017
Management’s Discussion and Analysis
9.2 Risks relating to the Company
Product evolution
The civil aviation and defence and security markets in which we operate 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 attract new customers. This could reduce our revenue. The evolution of the technology could also have a negative impact on the value
of our fleet of FFSs.
Research and development activities
We carry out some of our R&D initiatives with the financial contribution of governments, including the Government of Quebec through
Investissement Québec (IQ) and the SA2GE program, and the Government of Canada through its Strategic Aerospace and Defence
Initiative (SADI). The level of government financial participation reflects government policy, fiscal policy and other political and
economic factors. We may not, in the future, be able to replace these existing programs with other government funding and/or
risk-sharing programs of comparable benefit to us, which could have a negative impact on our financial performance and research
and development activities.
We receive investment tax credits from federal and provincial governments in Canada and from the federal government in the U.S. on
eligible R&D activities that we undertake. The credits we receive are based on legislation currently enacted. The investment tax
credits available to us can be reduced by changes to the respective governments’ legislation 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 can 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.
Strategic partnerships and long-term contracts
We have long-term strategic partnerships and contracts with major airlines, aircraft operators and defence forces around the world.
We cannot be certain that these partnerships and contracts will be renewed on similar terms, or at all, when they expire.
Procurement and OEM leverage
We secure data, parts, equipment and many other inputs from a wide variety of OEMs, sub-contractors and other sources. We are not
always able to find two or more sources for inputs that we require 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. This could lead to onerous licencing terms, high licence fees or even
refusal to licence to us the data, parts and equipment packages that are often required to manufacture and operate a simulator based
on an OEM’s aircraft.
Where CAE uses an internally produced simulation model for an aircraft, or develops courseware without using OEM-sourced and
licenced data, parts and equipment, the OEM in question may attempt retaliatory or obstructive actions against CAE to block the
provision of training services or manufacturing, sale and/or deployment for training of a simulator for such aircraft, claiming breach of
its intellectual property rights or other legal basis. Such actions may cause CAE to incur material legal fees and/or may delay or
prevent completion of the simulator development project or provision of training services, which may negatively impact our financial
results.
Similarly, where CAE uses open source software, freeware or commercial off-the-shelf software from a third party, the third party in
question or other persons may attempt retaliatory or obstructive actions against CAE to block the use of such software or freeware,
claiming breach of licence rights or other legal basis. Such actions may cause CAE to incur material legal fees and/or may delay or
prevent completion of the simulator development project or provision of training services, which may negatively impact our financial
results.
Warranty or other product-related claims
We manufacture simulators that are highly complex and sophisticated. Additionally, we may purchase simulators or obtain simulators
in a business acquisition. These simulators may contain defects that are difficult to detect and correct and if they 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.
CAE Financial Report 2017 | 39
Management’s Discussion and Analysis
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 our intellectual property
We rely, in part, on trade secrets, copyrights and contractual restrictions, such as confidentiality agreements, patents and licences 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. 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.
Third-party 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 licences on terms that are
commercially acceptable, if at all.
The markets in which we operate are subject to extensive patenting by third parties. Our ability to modify existing products or to
develop new products may be constrained by third-party patents such that we incur incremental costs to licence the use of the patent
or design around the claims made therein.
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. We also have succession plans in place to help identify and
develop an internal pipeline of leadership talent pertaining to the technical, pilot instructor and general management domains.
Labour relations
Approximately 1,600 of our employees are represented by unions and are covered by 42 collective agreements. These differing
collective bargaining agreements have various expiration dates. While we maintain positive relationships with our respective unions,
the re-negotiations of the collective bargaining agreements could result in work disruption including work stoppages or work
slowdowns. Should a work stoppage occur, it could interrupt our manufacturing or service operations at the impacted locations which
could adversely affect service to our customers and our financial performance.
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 result in us having to incur substantial costs.
This could have a materially negative effect on our financial condition and results of operations.
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:
(cid:16) Accidents or disasters involving training equipment that we have sold or aircraft for which we have provided training equipment or
services;
(cid:16) Our pilot provisioning;
(cid:16) 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, though to date our
insurance coverage has been adequate to meet claims.
Integration of acquired businesses
The success of our acquisitions depends 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 acquired businesses into our existing operations.
Our ability to penetrate new markets
We are leveraging our knowledge, experience and best practices in simulation-based aviation training and optimization to penetrate
the simulation-based training market in healthcare.
As we operate in this market, unforeseen difficulties and expenditures could arise, which may have an adverse effect on our
operations, profitability and reputation. Penetrating a new market is inherently more difficult than managing within our already
established markets.
40 | CAE Financial Report 2017
Management’s Discussion and Analysis
Length of sales cycle
The sales cycle for our products and services can be long and unpredictable, ranging from 6 to 18 months for civil aviation
applications and from 6 to 24 months or longer for defence and security applications. During the time when customers are evaluating
our products and services, we may incur expenses and management time. Making these expenditures in a period 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.
Government procurement policies often allow unsuccessful bidders to protest a contract award. The protest of a contract awarded to
CAE may result in the cancellation of our award, extend the period before which we can start recognizing revenue or cause us to incur
material legal fees.
Returns to shareholders
Payment of dividends, the repurchase of shares under our NCIB and other cash or capital returns to our shareholders depend on
various factors, including our operating cash flows, sources of capital, the satisfaction of solvency tests and other financial
requirements, our operations and financial results, as well as CAE’s dividend and other policies which may be reviewed from time to
time.
Information technology systems
An information technology system failure or non-availability, cyber-attack or breach of systems security could disrupt our operations,
cause the loss of, corruption of, or unauthorized access to business information and data, compromise confidential or classified
information belonging to CAE, our employees, or our business partners, including aircraft OEMs and Defence and Security
customers, expose us to regulatory investigation, litigation or contractual penalties or cause reputational harm. We depend on
information technology infrastructure and systems, hosted internally or outsourced, to process, transmit and store electronic data and
financial information, to manage business operations and to comply with regulatory, legal, national security, contractual and tax
requirements. These
to perform
day-to-day operations and to the effective operation of our business. If the systems do not operate as expected or when expected,
this may have a negative effect on our operations, reporting capabilities, profitability and reputation. A series of governance processes
are in place to mitigate this risk.
technology networks and
systems are essential
to our ability
information
We may, from time to time, replace or update our information technology networks and systems. The implementation of, and transition
to, new networks and systems can temporarily disrupt our business activities and result in productivity disruptions.
Reliance on third-party providers for information technology systems and infrastructure management
We have outsourced certain information technology systems maintenance and support services and infrastructure management
functions, to third-party service providers. If these service providers are disrupted or do not perform effectively, it may have a material
adverse impact on our operations and/or we may not be able to achieve the expected cost savings and may have to incur additional
costs to correct errors made by such service providers. Depending on the function involved, such errors may also lead to business
disruption, processing inefficiencies and/or security vulnerability.
Cybersecurity
We may experience cybersecurity threats to our information technology infrastructure and systems, and unauthorized attempts to gain
access to our proprietary or sensitive information, as may our customers, suppliers, subcontractors and joint venture partner s. Our
dependence on information technology infrastructure and systems and our business relationships with aircraft OEMs and defence and
security customers may increase the risk of such cybersecurity threats. We may experience similar security threats at customer sites
that we operate or manage. We must rely on our own safeguards as well as the safeguards put in place by our partners to mitigate
the threats. Our partners have varying levels of cybersecurity expertise and safeguards, and their relationships with government
contractors, such as CAE, may increase the likelihood that they are targeted by the same cyber threats we face.
Our business requires the appropriate and secure utilization of sensitive and confidential information belonging to third par ties such as
aircraft OEMs and national defence forces. Our customers or governmental authorities may question the adequacy of our threat
mitigation and detection processes and procedures and this could have a negative impact on existing business or future opportunities.
Furthermore, given the highly evolving nature of cyber or other security threats or disruptions and their increased frequency, the
impact of any future incident cannot be easily predicted or mitigated, and the costs related to such threats or disruptions may not be
fully insured or indemnified by other means. We have implemented security controls, policy enforcement mechanisms, management
oversight and monitoring systems in order to prevent, detect and address potential threats. The Audit Committee of our Board of
Directors is responsible for the oversight of our cybersecurity risk mitigation strategy. Any prior cyber-attacks directed at us have not
had a material impact on our financial results and we believe our threat detection and mitigation processes and procedures are
adequate.
CAE Financial Report 2017 | 41
Management’s Discussion and Analysis
9.3 Risks relating to the market
Foreign exchange
Our operations are global with approximately 90% of our revenue generated from worldwide exports and international activities
generally denominated in foreign currencies, mainly the U.S. dollar, the Euro and the British pound. Our revenue is generated
approximately one-third in each of the U.S, Europe and the rest of the world.
A significant portion of the revenue generated in Canada is in foreign currencies, while a large portion of our operating cos ts is in
Canadian dollars. When the Canadian dollar increases in value, it negatively affects our foreign currency-denominated revenue and
hence our financial results. We continue to hold a portfolio of currency hedging positions intended to mitigate the risk to a portion of
future revenues presented by the volatility of the Canadian dollar versus foreign currencies. 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. It is not possible to
completely offset the effects of changing foreign currency values, which leaves some residual exposure that may impact our financial
results. This residual exposure may be higher when currencies experience significant short term volatility. When the Canadian dollar
decreases in value, it negatively affects our foreign currency-denominated costs. In order to minimize the impact foreign exchange
market fluctuations may have, we also hedge some of the foreign currency costs incurred in our manufacturing process.
Business conducted through our foreign operations are substantially based in local currencies. A natural hedge exists by virtue of
revenues and operating expenses being in like currencies. However, changes in the value of foreign currencies relative to the
Canadian dollar creates unhedged currency translation exposure since results are consolidated in Canadian dollars for financial
reporting purposes. Appreciation of foreign currencies against the Canadian dollar would have a positive translation impact a nd a
devaluation of foreign currencies against the Canadian dollar would have the opposite effect.
Availability of capital
We have various debt facilities with maturities ranging between May 2017 and October 2036, and we cannot provide assurance that
these facilities will be refinanced at the same cost, for the same duration and on similar terms as were previously available.
Pension plans
Economic and capital market fluctuations can negatively affect the investment performance, funding and expense associated with our
defined benefit pension plans. Pension funding for these plans is based on actuarial estimates and is subject to limitations under
applicable regulations. Actuarial estimates prepared during the year were based on, amongst others, assumptions regarding the
performance of financial markets, discount rates, inflation rates, future salary increases, estimated retirement ages and mortality
rates. The actuarial funding valuation reports determine the amount of cash contributions that we are required to make into registered
retirement plans. There can be no assurance that our pension expense and the funding of these plans will not increase in the future,
negatively impacting our earnings and cash flow. We seek to mitigate this risk by implementing policies and procedures designed to
control investment risk and through ongoing monitoring of our funding position.
Additional cash contributions, if required, to fund our defined benefit and defined contribution pension plans may have a negative
effect on our operations, financial results and reputation.
Doing business in foreign countries
We have operations in over 35 countries including our joint venture operations and sell our products and services to customers
around the world. Sales to customers outside Canada made up approximately 90% of revenue in fiscal 2017. We expect sales outside
Canada to continue to represent a significant portion of revenue in the foreseeable future. As a result, we are subject to th e risks of
doing business internationally, including geopolitical instability.
These are the main risks we are facing:
(cid:16) Change in laws and regulations;
(cid:16) Tariffs, embargoes, controls, sanctions and other restrictions;
(cid:16) General changes in economic and geopolitical conditions;
(cid:16) Complexity and corruption risks of using foreign representatives and consultants.
Sales to foreign customers are subject to Canadian and foreign laws and regulations, including, without limitation, the Corruption of
Foreign Public Officials Act (Canada), the Foreign Corrupt Practices Act (United States) and other anti-corruption laws. While we have
stringent policies in place to comply with such laws, failure by CAE, our employees, foreign representatives and consultants or others
working on our behalf to comply with it could result in administrative, civil, or criminal liabilities, including suspension, debarment from
bidding for or performing government contracts, which could have a material adverse effect on us. We frequently team with
international subcontractors and suppliers who are also exposed to similar risks.
Changes to the political and regulatory environment in countries in which we do business may lead to higher tariffs or stricter trade
policies that may have a negative impact on our sales, financial results and business model.
42 | CAE Financial Report 2017
Management’s Discussion and Analysis
Political instability
Political instability in certain regions of the world may be prolonged and unpredictable. A prolongation of political instability could lead
to delays or cancellation of orders, deliveries or projects, or the expropriation of assets, in which we have invested significant
resources, particularly when the customers are state-owned or state-controlled entities. Geo-political risks will change over time and
CAE must respect any applicable sanctions and controls applied in the countries in which we carry on business. It is possible that in
the markets we serve, unanticipated political instability could impact our operating results and financial position.
Income tax laws
A substantial portion of our business is conducted in foreign countries and is thereby subject to numerous countries’ tax laws and
fiscal policies. A change in applicable tax laws, treaties or regulations or their interpretation, including any new action to address Base
Erosion and Profit Shifting (BEPS) released by the Organization for Economic Co-Operation and Development (OECD), could result
in a higher effective tax rate on our earnings which could significantly impact our financial results.
10. RELATED PARTY TRANSACTIONS
A list of principal investments which, in aggregate, significantly impact our results or assets is presented in Note 32 of our
consolidated financial statements.
The following table presents our outstanding balances with joint ventures:
(amounts in millions)
Accounts receivable
Contracts in progress: assets
Other assets
Accounts payable and accrued liabilities
Contracts in progress: liabilities
$
2017
54.0
14.2
27.4
15.3
25.9
$
2016
42.6
34.5
21.9
20.1
4.3
Other assets include a finance lease receivable of $12.4 million (2016 – $14.8 million) maturing in October 2022 and carrying an
interest rate of 5.14% per annum, loans receivable of $8.4 million (2016 – $0.6 million) maturing August 2018 and June 2026 and
carrying respectively interest rates of 11% and 5% per annum, and a fixed interest rate of ten years Euro swap rate plus a spread of
2.50%, and a long-term interest-free account receivable of $6.6 million (2016 – $6.5 million) with no repayment term. As at
March 31, 2017 and 2016 there are no provisions held against the receivables from related parties.
The following table presents our transactions with joint ventures:
(amounts in millions)
Revenue
Purchases
Other income
$
2017
71.5
4.0
1.8
$
2016
95.3
2.9
2.3
In addition, during fiscal 2017, transactions amounting to $1.4 million (2016 – $2.2 million) were made, at normal market prices, with
organizations for which some of our directors are officers.
Compensation of key management personnel
Key management personnel have the ability and responsibility to make major operational, financial and strategic decisions for the
Company and include certain executive officers. The compensation of key management for employee services is shown below:
(amounts in millions)
Salaries and other short-term employee benefits
Post-employment benefits – defined benefit plans(1)
Share-based payments
(1)Includes net interest on employee benefit obligations.
$
$
2017
7.1
1.3
16.8
25.2
2016
4.8
1.0
8.6
14.4
$
$
CAE Financial Report 2017 | 43
Management’s Discussion and Analysis
11. CHANGES IN ACCOUNTING POLICIES
11.1 New and amended standards adopted
The amendments to IFRS effective for fiscal year 2017 have no material impact on our consolidated financial statements.
11.2 New and amended standards not yet adopted
IFRS 9 - Financial Instruments
In July 2014, the IASB released the final version of IFRS 9 - Financial Instruments replacing IAS 39 - Financial Instruments:
Recognition and Measurement.
IFRS 9 introduces a revised approach for the classification of financial assets based on how an entity manages financial assets and
the characteristics of the contractual cash flows of the financial assets replacing the multiple rules in IAS 39. Most of the requirements
in IAS 39 for classification and measurement of financial liabilities have been carried forward in IFRS 9. Our preliminary analysis has
not identified any significant differences in respect to the classification and measurement of financial instruments.
IFRS 9 also introduces a new hedge accounting model that is more closely aligned with risk-management activities and a new
expected credit loss model for calculating impairment on financial assets replacing the incurred loss model in IAS 39.
IFRS 9 is effective for annual periods beginning on April 1, 2018 for CAE. We continue to evaluate the impact of the new standard on
our consolidated financial statements.
IFRS 15 - Revenue from contracts with customers
In May 2014, the IASB released IFRS 15 - Revenue from Contracts with Customers. The core principle of the new standard is to
recognize revenue to depict fulfillment of performance obligations to customers in amounts that reflect the consideration to which we
expect to be entitled in exchange for those goods or services. The new standard also intends to enhance disclosures on revenue.
IFRS 15 supersedes IAS 11 - Construction Contracts and IAS 18 - Revenue and related interpretations.
IFRS 15 is effective for annual periods beginning on April 1, 2018 for CAE. We have elected to apply IFRS 15 retrospectively and thus
will restate our comparative results, with an opening adjustment to equity as at April 1, 2017.
We have conducted a preliminary assessment of the effects of the application of IFRS 15 on its interim and annual consolidated
financial statements. Our preliminary analysis has identified that revenue from the sale of certain Civil training devices currently
considered as construction contracts and accounted for under the percentage-of-completion method will not meet the requirements
for revenue recognition over time. This change will result in the deferral of revenue recognition to the date when control is transferred
to the customer, instead of revenue recognition over the construction period. We are currently assessing the impact of this expected
change on our consolidated financial statements.
As we progress in our assessment, we continue to evaluate the impact of the new standard on our consolidated financial statements.
IFRS 16 - Leases
In January 2016, the IASB released IFRS 16 - Leases. The new standard eliminates the classification of leases as either operating or
finance leases and introduces a single accounting model for the lessee under which a lease liability and a right-of-use asset is
recognized for all leases with a term of more than 12 months. IFRS 16 also substantially carries forward the lessor accounting
requirements; accordingly, a lessor continues to classify its leases as operating leases or finance leases. IFRS 16 supersedes
IAS 17 - Leases and related interpretations.
IFRS 16 will be effective for annual periods beginning on April 1, 2019 for CAE, with earlier application permitted if we also apply
IFRS 15. We are currently evaluating the impact of the new standard on our consolidated financial statements. Where CAE is the
lessee, we expect that the adoption of IFRS 16 will result in the recognition of assets and liabilities on the consolidated statement of
financial position for certain lease arrangements related to training devices and buildings that under current IFRS standards we
classify as contractual obligations in the form of operating leases (Note 27). We also expect a decrease of our rent expense and an
increase of our finance and depreciation expenses resulting from the change to the recognition, measurement and presentation of
lease expense.
IFRIC 22 – Foreign Currency
In December 2016, the IASB issued IFRIC 22 - Foreign Currency Transactions and Advance Consideration. The interpretation
clarifies how to determine the date of the transaction for the purpose of determining the exchange rate to use on initial rec ognition of
related asset, expense or revenue on the derecognition of a non-monetary asset or non-monetary liability arising from the payment or
receipt of advance consideration in a foreign currency. IFRIC 22 is effective for annual periods beginning on April 1, 2018 f or CAE,
and early adoption is permitted. We have completed our assessment and have concluded that the interpretation has no impact on our
consolidated financial statements.
44 | CAE Financial Report 2017
Management’s Discussion and Analysis
11.3 Use of judgements, estimates and assumptions
The preparation of the consolidated financial statements requires management to make judgements, estimates and assumptions that
affect the application of accounting policies, the reported amounts of assets and liabilities and disclosures at the date of the
consolidated financial statements, as well as the reported amounts of revenues and expenses for the period reported. It also requires
management to exercise its judgement in applying accounting policies. The areas involving a high degree of judgement or complexity,
or areas where assumptions and estimates are significant to the consolidated financial statements are disclosed below. Actual results
could differ from those estimates. Changes will be reported in the period in which they are identified.
Business combinations
Business combinations are accounted for in accordance with the acquisition method. The consideration transferred and the acqu iree’s
identifiable assets, liabilities and contingent liabilities are measured at their fair value. Depending on the complexity of determ ining
these valuations, we either consult with independent experts or develop the fair value internally by using appropriate valuat ion
techniques which are generally based on a forecast of the total expected future net discounted cash flows. These evaluations are
linked closely to the assumptions made by management regarding the future performance of the related assets and the discount rate.
Contingent consideration is measured at fair value using a discounted cash flow model.
Development costs
Development costs are recognized as intangible assets and are amortized over their useful lives when they meet the criteria for
capitalization. Forecasted revenue and profitability for the relevant projects are used to assess compliance with the capitalization
criteria and to assess the recoverable amount of the assets.
Impairment of non-financial assets
Our impairment test for goodwill is based on internal estimates of fair value less costs of disposal calculations and uses valuation
models such as the discounted cash flows model (level 3). Key assumptions which management has based its determination of fair
value less costs of disposal include estimated growth rates, post-tax discount rates and tax rates. These estimates, including the
methodology used, can have a material impact on the respective values and ultimately the amount of any goodwill impairment.
Likewise, whenever property, plant and equipment and intangible assets are tested for impairment, the determination of the assets’
recoverable amount involves the use of estimates by management and can have a material impact on the respective values and
ultimately the amount of any impairment.
See Note 20 of our consolidated financial statements for further details regarding assumptions used.
Revenue recognition
The percentage-of-completion method requires us to estimate the work performed to date as a proportion of the total work to be
performed. Management conducts monthly reviews of its estimated costs to complete, percentage-of-completion estimates and
revenue and margins recognized, on a contract-by-contract basis. The impact of any revisions in cost and revenue estimates is
reflected in the period in which the need for a revision becomes known.
Defined benefit pension plans
The cost of defined benefit pension plans and the present value of the employee benefit obligations are determined using actuarial
valuations. Actuarial valuations involve, amongst others, making assumptions about discount rates, future salary increases and
mortality rates. All assumptions are reviewed at each reporting date. Any changes in these assumptions will impact the carrying
amount of the employee benefit obligations and the cost of the defined benefit pension plans. In determining the appropriate discount
rate, management considers the interest rates of high quality corporate bonds that are denominated in the currency in which the
benefits will be paid, and that have terms to maturity approximating the terms of the related pension liability. The mortality rate is
based on publicly available mortality tables for the specific country. Future salary increases and pension increases are based on
expected future inflation rates for the specific country. Individual discount rates are derived from the yield curve and are used to
determine the service cost and interest cost of the Canadian defined benefit pension plans at the beginning of the year. The present
value of the employee benefit obligations for these Canadian plans is determined based on the individual discount rates derived from
the yield curve at the end of the year.
Other key assumptions for pension obligations are based, in part, on current market conditions. See Note 14 of our consolidated
financial statements for further details regarding assumptions used.
Government royalties repayments
In determining the amount of repayable government royalties, assumptions and estimates are made in relation to discount rates,
expected revenues and the expected timing of revenues. Revenue projections take into account past experience and represent
management’s best estimate about the future. Revenues after a five-year period are extrapolated using estimated growth rates,
ranging from 5% to 15%, over the period of repayments. The estimated repayments are discounted using average rates ranging from
7% to 9.5% based on terms of similar financial instruments. These estimates, along with the methodology used to derive the
estimates, can have a material impact on the respective values and ultimately any repayable obligation in relation to government
participation. A 1% increase to the growth rates would increase the royalty obligation at March 31, 2017 by approximately $5.0 million
(2016 − $4.5 million).
CAE Financial Report 2017 | 45
Management’s Discussion and Analysis
Share-based payments
We measure the cost of cash and equity-settled transactions with employees by reference to the fair value of the related instruments
at the date at which they are granted. Estimating fair value for share-based payments requires determining the most appropriate
valuation model for a grant, which depends on the terms and conditions of the grant. This also requires making assumptions and
determining the most appropriate inputs to the valuation model including the expected life of the option, volatility and dividend yield.
Income taxes
We are subject to income tax laws in numerous jurisdictions. Judgement is required in determining the worldwide provision for income
taxes. The determination of tax liabilities and assets involves uncertainties in the interpretation of complex tax regulations. We provide
for potential tax liabilities based on the weighted average probability of the possible outcomes. Differences between actual results and
those estimates could have an effect on the income tax liabilities and deferred tax liabilities in the period in which such determinations
are made.
Deferred tax assets are recognized to the extent that it is probable that taxable profit will be available against the losses that can be
utilized. Significant management judgement is required to determine the amount of deferred tax assets that can be recognized, based
upon the likely timing and the level of future taxable profits together with future tax planning strategies. The recorded amount of total
deferred tax assets could be altered if estimates of projected future taxable income and benefits from available tax strategi es are
lowered, or if changes in current tax regulations are enacted that impose restrictions on the timing or extent of our ability to utilize
future tax benefits.
Leases
The classification as either finance or operating lease is based on management’s judgement of the application of criteria pro vided in
IAS 17 – Leases and on the substance of the lease arrangement. Most of our arrangements accounted for as operating leases are in
relation to buildings and flight simulators. With regards to certain aircraft used in our live training operations, management has
concluded that the undiscounted lease rental payments in the amount of $192.3 million (2016 - $265.1 million) associated with the
lease convention to these aircraft should be accounted for as an off balance sheet arrangement as it is offset by a reciprocal
arrangement with a third party and is non-recourse to CAE.
46 | CAE Financial Report 2017
Management’s Discussion and Analysis
12. CONTROLS AND PROCEDURES
The internal auditor reports regularly to management on any weaknesses it finds in our internal controls and these reports ar e
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 (CEO) and the Chief Financial Officer (CFO) 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.
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 CEO and CFO and other members of management, so we can make timely decisions about
required disclosure and ensure that information is recorded, processed, summarized and reported within the time periods speci fied
under Canadian and U.S. securities laws.
Under the supervision of the President and CEO and the CFO, management evaluated the effectiveness of our disclosure controls
and procedures as of March 31, 2017. 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, 2017.
12.2 Internal control over financial reporting
Management is responsible for establishing and maintaining adequate internal controls over financial reporting. Internal control over
financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting, and the
preparation of consolidated financial statements for external purposes in accordance with IFRS. Management evaluated the design
and operation of our internal controls over financial reporting as of March 31, 2017, based on the framework and criteria established
by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) on Internal Control – Integrated Framework
(2013 Framework), 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 2017 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.
CAE Financial Report 2017 | 47
Management’s Discussion and Analysis
15. SELECTED FINANCIAL INFORMATION
The following table provides selected quarterly financial information for the years 2015 through to 2017.
$
$
$
$
$
$
$
$
$
$
$
$
(amounts in millions, except per share amounts and exchange rates)
Fiscal 2017
Revenue
Net income
Equity holders of the Company
Continuing operations
Discontinued operations
Non-controlling interests
Basic EPS attributable to equity holders of the Company
Continuing operations
Discontinued operations
Diluted EPS attributable to equity holders of the Company
Continuing operations
Discontinued operations
Earnings per share before specific items
Average number of shares outstanding (basic)
Average number of shares outstanding (diluted)
Average exchange rate, U.S. dollar to Canadian dollar
Average exchange rate, Euro to Canadian dollar
Average exchange rate, British pound to Canadian dollar
Fiscal 2016
Revenue
Net income
Equity holders of the Company
$
Continuing operations
$
Discontinued operations
Non-controlling interests
$
Basic and diluted EPS attributable to equity holders of the Company $
$
Continuing operations
$
Discontinued operations
Earnings per share before specific items
$
Average number of shares outstanding (basic)
Average number of shares outstanding (diluted)
Average exchange rate, U.S. dollar to Canadian dollar
Average exchange rate, Euro to Canadian dollar
Average exchange rate, British pound to Canadian dollar
Fiscal 2015
Revenue
Net income
Equity holders of the Company
$
Continuing operations
$
Discontinued operations
Non-controlling interests
$
Basic and diluted EPS attributable to equity holders of the Company $
$
Continuing operations
Discontinued operations
$
Average number of shares outstanding (basic)
Average number of shares outstanding (diluted)
Average exchange rate, U.S. dollar to Canadian dollar
Average exchange rate, Euro to Canadian dollar
Average exchange rate, British pound to Canadian dollar
$
$
$
$
Q1
Q2
Q3
Q4
Total
651.6
69.3
635.5
48.9
682.7
69.3
734.7
69.1
2,704.5
256.6
68.7
(0.1)
0.7
0.25
0.25
-
0.25
0.25
-
0.26
269.3
269.6
1.29
1.46
1.85
48.3
0.1
0.5
0.18
0.18
-
0.18
0.18
-
0.21
268.7
269.6
1.30
1.46
1.71
67.6
0.2
1.5
0.25
0.25
-
0.25
0.25
-
0.26
268.5
269.7
1.33
1.44
1.66
67.4
(0.7)
2.4
0.25
0.25
-
0.25
0.25
-
0.31
268.3
269.6
1.32
1.41
1.64
252.0
(0.5)
5.1
0.94
0.94
-
0.93
0.93
-
1.03
268.7
269.6
1.31
1.44
1.71
557.0
44.5
616.8
69.2
616.3
56.9
722.5
59.7
2,512.6
230.3
44.9
(0.5)
0.1
0.17
0.17
-
0.19
267.4
267.8
1.23
1.36
1.88
75.3
(6.5)
0.4
0.26
0.28
(0.02)
0.18
268.6
268.9
1.31
1.46
2.03
57.9
(0.2)
(0.8)
0.21
0.21
-
0.22
269.3
269.7
1.33
1.46
2.02
61.2
(2.4)
0.9
0.22
0.23
(0.01)
0.27
269.9
270.2
1.38
1.52
1.97
239.3
(9.6)
0.6
0.85
0.89
(0.04)
0.86
268.8
269.2
1.31
1.45
1.98
526.2
41.6
529.4
42.5
559.1
52.9
631.6
67.7
2,246.3
204.7
43.8
(2.0)
(0.2)
0.16
0.17
(0.01)
263.9
265.0
1.09
1.50
1.84
42.0
0.9
(0.4)
0.16
0.16
-
264.7
265.6
1.09
1.44
1.82
52.1
0.9
(0.1)
0.20
0.20
-
265.5
266.4
1.14
1.42
1.80
63.3
0.8
3.6
0.24
0.24
-
266.4
267.4
1.24
1.40
1.88
201.2
0.6
2.9
0.76
0.76
-
265.1
266.0
1.14
1.44
1.83
48 | CAE Financial Report 2017
Selected segment information
(amounts in millions, except operating margins)
Q4-2017
Q4-2016
FY2017
FY2016
FY2015
Management’s Discussion and Analysis
Civil Aviation Training Solutions
Revenue
Segment operating income
Operating margins (%)
Defence and Security
Revenue
Segment operating income
Operating margins (%)
Healthcare
Revenue
Segment operating income
Operating margins (%)
Total
Revenue
Segment operating income
Operating margins (%)
Restructuring, integration and acquisition costs
Operating profit
Selected annual information for the past five years
$
417.8
$
393.0
$ 1,556.9
$ 1,429.1
$ 1,294.6
83.8
20.1
282.7
33.0
11.7
34.2
4.1
12.0
734.7
120.9
16.5
(20.0)
100.9
$
$
$
$
$
$
$
$
$
$
75.0
19.1
273.2
17.5
293.7
38.1
13.0
$ 1,036.9
120.4
11.6
35.8
3.5
9.8
$
110.7
6.6
6.0
237.4
16.6
970.1
119.8
12.3
113.4
7.2
6.3
$
$
210.5
16.3
857.4
115.6
13.5
94.3
6.7
7.1
$
$
722.5
116.6
16.1
(16.8)
99.8
$ 2,704.5
400.2
$ 2,512.6
364.4
$ 2,246.3
332.8
14.8
(35.5)
364.7
$
$
14.5
(28.9)
335.5
$
$
14.8
-
332.8
$
$
(amounts in millions, except per share amounts)
Revenue
Net income
Equity holders of the Company
Continuing operations
Discontinued operations
Non-controlling interests
Average exchange rate, U.S. dollar to Canadian dollar
Average exchange rate, Euro to Canadian dollar
Average exchange rate, British pound to Canadian dollar
Financial position:
Total assets
Total non-current financial liabilities(2)
Total net debt
Per share:
Basic EPS attributable to equity holders of the Company
Continuing operations
Discontinued operations
Diluted EPS attributable to equity holders of the Company
Continuing operations
Discontinued operations
Dividends declared
$
2017
2016
2015
2014
$ 2,704.5
256.6
$ 2,512.6
230.3
$ 2,246.3
204.7
$ 2,077.9
191.1
252.0
(0.5)
5.1
1.31
1.44
1.71
239.3
(9.6)
0.6
1.31
1.45
1.98
201.2
0.6
2.9
1.14
1.44
1.83
188.3
1.7
1.1
1.05
1.41
1.68
2013 (1)
$ 1,993.7
140.7
134.3
3.4
3.0
1.00
1.29
1.58
$ 5,354.8
1,370.8
750.7
$ 4,996.7
1,318.6
787.3
$ 4,656.9
1,427.3
949.6
$ 4,236.7
1,340.2
856.2
$ 3,691.3
1,209.3
813.4
0.94
$
0.89
$
0.76
$
-
(0.04)
0.93
-
0.315
0.89
(0.04)
0.295
-
0.76
-
0.27
$
0.72
0.01
0.72
0.01
0.22
0.52
0.01
0.52
0.01
0.19
(1) Figures have not been restated to reflect the adoption of IFRS 11 and IAS 19 which was effective fiscal 2014 and the classification of our
mining business as discontinued operations in fiscal 2015.
(2) Includes long-term debt, long-term derivative liabilities and other long-term liabilities meeting the definition of a financial liability.
CAE Financial Report 2017 | 49
CAE INC.
CONSOLIDATED FINANCIAL STATEMENTS
Management’s Report on Internal Control Over Financial Reporting
Report of Independent Registered Public Accounting Firm
Consolidated Financial Statements
Consolidated Statement of Financial Position
Consolidated Income Statement
Consolidated Statement of Comprehensive Income
Consolidated Statement of Changes in Equity
Consolidated Statement of Cash Flows
Notes to the Consolidated Financial Statements
Note 1 – Nature of Operations and Summary of Significant Accounting Policies
Note 2 – Changes in Accounting Policies
Note 3 – Business Combinations
Note 4 – Accounts Receivable
Note 5 – Inventories
Note 6 – Property, Plant and Equipment
Note 7 – Intangible Assets
Note 8 – Other Assets
Note 9 – Accounts Payable and Accrued Liabilities
Note 10 – Contracts in Progress
Note 11 – Provisions
Note 12 – Debt Facilities
Note 13 – Government Participation
Note 14 – Employee Benefit Obligations
Note 15 – Deferred Gains and Other Non-Current Liabilities
Note 16 – Income Taxes
Note 17 – Share Capital, Earnings per Share and Dividends
Note 18 – Accumulated Other Comprehensive Income
Note 19 – Employee Compensation
Note 20 – Impairment of Non-Financial Assets
Note 21 – Other Gains – Net
Note 22 – Restructuring, Integration and Acquisition costs
Note 23 – Finance Expense – Net
Note 24 – Share-Based Payments
Note 25 – Supplementary Cash Flows Information
Note 26 – Contingencies
Note 27 – Commitments
Note 28 – Capital Risk Management
Note 29 – Fair Value of Financial Instruments
Note 30 – Financial Risk Management
Note 31 – Operating Segments and Geographic Information
Note 32 – Related Party Relationships
Note 33 – Related Party Transactions
50 | CAE Financial Report 2017
51
52
53
54
55
56
57
58
69
70
71
72
72
73
74
74
75
75
76
77
78
82
82
84
85
85
85
86
86
86
87
90
91
91
92
92
95
100
102
104
Consolidated Financial Statements
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 defi ned in
Rule 13a-15(f), 15d-15(f) under the Securities 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 consolidated financial statements for
external reporting purposes in accordance with IFRS, as issued by the International Accounting Standards Board (IASB).
As of March 31, 2017, management conducted an assessment of the effectiveness of the Company’s internal control over the
financial reporting based on the framework and criteria established by the Committee of Sponsoring Organizations of the Treadway
Commission (COSO) on Internal Control – Integrated Framework (2013 Framework). Based on this assessment, management
concluded that the Company’s internal control over financial reporting as of March 31, 2017 was effective.
M. Parent
President and Chief Executive Officer
S. Branco
Vice-president, Finance and Chief Financial Officer
Montreal (Canada)
May 31, 2017
CAE Financial Report 2017 | 51
Report of Independent Registered Public Accounting Firm
To the Shareholders of CAE Inc.
We have audited the accompanying consolidated statement of financial position of CAE Inc. and its subsidiaries as of March 31, 2017
and March 31, 2016 and the related consolidated income statement, statement of comprehensive income, statement of changes in
equity, and statement of cash flows for the years then ended. We also have audited CAE Inc. and its subsidiaries’ internal control over
financial reporting as of March 31, 2017, based on criteria established in Internal Control - Integrated Framework (2013) issued by the
Committee of Sponsoring Organizations of the Treadway Commission (COSO). Management is responsible for these consolidated
financial statements, for maintaining effective internal control over financial reporting, and for its assessment of the effectiveness of
internal control over financial reporting, included in the accompanying Management’s Report on Internal Control over Financial
Reporting. Our responsibility is to express an opinion on these consolidated financial statements and an opinion on the compa ny’s
internal control over financial reporting based on our integrated audits.
We conducted our audits 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 the consolidated financial
statements are free of material misstatement and whether effective internal control over financial reporting was maintained in all
material respects. Our audits of the consolidated financial statements included examining, on a test basis, evidence supporting the
amounts and disclosures in the consolidated financial statements, assessing the accounting principles used and significant estimates
made by management, and evaluating the overall consolidated financial statement presentation. Our audit of internal control over
financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material
weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the asses sed risk.
Our audits also included performing such other procedures as we considered necessary in the circumstances. We believe that our
audits provide a reasonable basis for our opinions.
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 consolidated 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
consolidated 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 consolidated financial statements referred to above present fairly, in all material respects, the financial position of
CAE Inc. and its subsidiaries as of March 31, 2017 and March 31, 2016 and the results of their operations and their cash flows for the
years then ended in conformity with International Financial Reporting Standards as issued by the International Accounting Standards
Board. Also, in our opinion, CAE Inc. and its subsidiaries maintained, in all material respects, effective internal control over financial
reporting as of March 31, 2017, based on criteria established in Internal Control - Integrated Framework (2013) issued by COSO.
1
Montreal, Quebec
May 31, 2017
1 CPA auditor, CA, public accountancy permit No. A123498
52 | CAE Financial Report 2017
Consolidated Statement of Financial Position
As at March 31
(amounts in millions of Canadian dollars)
Notes
March 31
2017
March 31
2016
Consolidated Financial Statements
Assets
Cash and cash equivalents
Accounts receivable
Contracts in progress: assets
Inventories
Prepayments
Income taxes recoverable
Derivative financial assets
Assets held for sale
Total current assets
Property, plant and equipment
Intangible assets
Investment in equity accounted investees
Deferred tax assets
Derivative financial assets
Other assets
Total assets
Liabilities and equity
Accounts payable and accrued liabilities
Provisions
Income taxes payable
Deferred revenue
Contracts in progress: liabilities
Current portion of long-term debt
Derivative financial liabilities
Liabilities held for sale
Total current liabilities
Provisions
Long-term debt
Royalty obligations
Employee benefit obligations
Deferred gains and other non-current liabilities
Deferred tax liabilities
Derivative financial liabilities
Total liabilities
Equity
Share capital
Contributed surplus
Accumulated other comprehensive income
Retained earnings
Equity attributable to equity holders of the Company
Non-controlling interests
Total equity
Total liabilities and equity
4
10
5
29
6
7
32
16
29
8
9
11
10
12
29
11
12
14
15
16
29
17
18
The accompanying notes form an integral part of these Consolidated Financial Statements.
$
504.7
548.4
337.5
416.3
63.8
25.6
23.4
-
$ 1,919.7
1,582.6
944.0
378.4
42.8
16.0
471.3
$ 5,354.8
$
695.2
43.2
9.6
266.6
191.9
51.9
15.5
-
$ 1,273.9
39.1
1,203.5
138.5
157.7
217.8
238.6
4.7
$ 3,273.8
$
615.4
19.4
193.7
1,192.3
$ 2,020.8
60.2
$ 2,081.0
$ 5,354.8
$
485.6
500.0
339.1
278.3
86.3
34.5
24.2
1.6
$ 1,749.6
1,473.1
929.2
345.1
46.8
19.8
433.1
$ 4,996.7
$
660.8
30.0
11.3
172.0
174.7
119.3
24.7
0.1
$ 1,192.9
10.2
1,153.6
135.3
168.0
172.7
213.1
10.6
$ 3,056.4
$
601.7
18.3
220.7
1,048.0
$ 1,888.7
51.6
$ 1,940.3
$ 4,996.7
CAE Financial Report 2017 | 53
Consolidated Financial Statements
Consolidated Income Statement
Years ended March 31
(amounts in millions of Canadian dollars, except per share amounts)
Continuing operations
Revenue
Cost of sales
Gross profit
Research and development expenses
Selling, general and administrative expenses
Other gains – net
After tax share in profit of equity accounted investees
Restructuring, integration and acquisition costs
Operating profit
Finance income
Finance expense
Finance expense – net
Earnings before income taxes
Income tax expense
Earnings from continuing operations
Discontinued operations
Loss from discontinued operations
Net income
Attributable to:
Equity holders of the Company
Non-controlling interests
Earnings (loss) per share from continuing and discontinued
operations attributable to equity holders of the Company
Basic – continuing operations
Basic – discontinued operations
Diluted – continuing operations
Diluted – discontinued operations
Notes
31
21
31
22
23
23
16
17
17
17
17
The accompanying notes form an integral part of these Consolidated Financial Statements.
2017
2016
$ 2,704.5
1,893.3
$ 2,512.6
1,816.7
$
811.2
111.0
364.4
(12.7)
(51.7)
35.5
$
695.9
87.6
311.5
(24.2)
(43.4)
28.9
$
364.7
$
335.5
(11.6)
84.0
72.4
292.3
35.2
$
$
(9.5)
84.7
75.2
260.3
20.4
$
$
$
257.1
$
239.9
(0.5)
(9.6)
$
256.6
$
230.3
$
251.5
5.1
$
256.6
$
229.7
0.6
$
230.3
$
0.94
-
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0.89
(0.04)
$
0.94
$
0.85
$
0.93
-
$
0.89
(0.04)
$
0.93
$
0.85
54 | CAE Financial Report 2017
Consolidated Statement of Comprehensive Income
Consolidated Financial Statements
Years ended March 31
(amounts in millions of Canadian dollars)
Net income
Items that may be reclassified to net income
Foreign currency translation
Net currency translation difference on the translation of financial
statements of foreign operations
Net loss on certain long-term debt denominated in foreign
currency and designated as hedges of net investments in foreign operations
Reclassification to income
Income taxes
Net change in cash flow hedges
Effective portion of changes in fair value of cash flow hedges
Reclassification to income(1)(2)
Income taxes
Net change in available-for-sale financial instruments
Net change in fair value of available-for-sale financial asset
Share in the other comprehensive income of equity accounted investees
Share in the other comprehensive income of equity accounted investees
Items that are never reclassified to net income
Defined benefit plan remeasurements
Defined benefit plan remeasurements
Income taxes
Other comprehensive (loss) income
Total comprehensive income
Attributable to:
Equity holders of the Company
Non-controlling interests
Total comprehensive income (loss) attributable to equity holders of the Company:
Continuing operations
Discontinued operations
Notes
2017
2016
$
256.6
$
230.3
16
16
29
14
16
$
(16.9)
$
62.3
(12.1)
(4.3)
1.5
(12.5)
(18.1)
(2.4)
$
(31.8)
$
29.3
$
1.8
13.6
(4.1)
$
(22.5)
38.9
(4.4)
$
11.3
$
12.0
$
$
$
$
$
$
$
$
$
(0.2)
(0.2)
(6.7)
(6.7)
18.6
(5.1)
13.5
(13.9)
242.7
238.0
4.7
$
$
$
$
$
$
$
$
$
0.1
0.1
3.5
3.5
34.5
(9.3)
25.2
70.1
300.4
298.3
2.1
$
242.7
$
300.4
$
238.5
(0.5)
$
238.0
$
312.6
(14.3)
$
298.3
(1) Fiscal 2017 includes net losses of $17.9 million reclassified to revenue (2016 – net losses of $36.4 million) and net gain of $4.3 million reclassified to finance
expense – net (2016 – net losses of $2.5 million).
(2) An estimated net amount of $3.6 million of gains is expected to be reclassified from other comprehensive income during the next 12 months. Future fluctuation
in market rate (foreign exchange rate or interest rate) will impact the amount expected to be reclassified.
The accompanying notes form an integral part of these Consolidated Financial Statements.
CAE Financial Report 2017 | 55
Consolidated Financial Statements
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Consolidated Statement of Cash Flows
Years ended March 31
(amounts in millions of Canadian dollars)
Operating activities
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Depreciation of property, plant and equipment
Amortization of intangible and other assets
After tax share in profit of equity accounted investees
Deferred income taxes
Investment tax credits
Share-based compensation
Defined benefit pension plans
Amortization of other non-current liabilities
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Other
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Net cash provided by operating activities
Investing activities
Business combinations, net of cash and cash equivalents acquired
Proceeds from disposal of discontinued operations
Capital expenditures for property, plant and equipment
Proceeds from disposal of property, plant and equipment
Capitalized development costs
Enterprise resource planning (ERP) and other software
Net (payments to) proceeds from equity accounted investees
Dividends received from equity accounted investees
Other
Net cash used in investing activities
Financing activities
Proceeds from borrowing under revolving unsecured credit facilities
Repayment of borrowing under revolving unsecured credit facilities
Proceeds from long-term debt
Repayment of long-term debt
Repayment of finance lease
Dividends paid
Common stock issuance
Repurchase of common shares
Other
Net cash used in financing activities
Effect of foreign exchange rate changes on cash
and cash equivalents
Net increase in cash and cash equivalents
Cash and cash equivalents, beginning of period
Cash and cash equivalents, end of period
Supplemental information:
Dividends received
Interest paid
Interest received
Income taxes paid
6
16
24
14
25
3
6
7
7
12
12
12
12
12
17
The accompanying notes form an integral part of these Consolidated Financial Statements.
Consolidated Financial Statements
Notes
2017
2016
$
257.1
$
239.9
122.8
89.1
(51.7)
26.4
(18.2)
29.2
9.4
(67.8)
14.5
24.4
29.1
464.3
$
$
(5.5)
-
(222.9)
6.6
(37.8)
(13.1)
(10.6)
16.5
7.6
$ (259.2)
$
667.5
(667.5)
50.9
(98.8)
(24.3)
(80.6)
12.7
(41.7)
0.7
$ (181.1)
$
$
$
$
(4.9)
19.1
485.6
504.7
16.5
58.5
11.9
24.8
1
1
1
121.5
96.3
(43.4)
25.0
(40.5)
8.3
9.7
(42.9)
(10.5)
(14.5)
(3.1)
345.8
$
$
13.9
30.4
(117.8)
1.8
(35.6)
(15.6)
3.4
18.5
(4.1)
$ (105.1)
$
$
$
$
$
$
516.3
(539.3)
27.7
(25.8)
(21.4)
(56.7)
15.9
(7.7)
-
(91.0)
5.7
155.4
330.2
485.6
18.5
65.1
9.8
18.5
CAE Financial Report 2017 | 57
Notes to the Consolidated Financial Statements
Notes to the Consolidated Financial Statements
(Unless otherwise stated, all tabular amounts are in millions of Canadian dollars)
The consolidated financial statements were authorized for issue by the board of directors on May 31, 2017.
NOTE 1 – NATURE OF OPERATIONS AND SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
Nature of operations
CAE Inc. and its subsidiaries (or the Company) design, manufacture and supply simulation equipment, provide training, and develop
integrated training solutions for defence and security markets, commercial airlines, business aircraft operators, helicopter operators,
aircraft manufacturers and for healthcare education and service providers. CAE’s flight simulators replicate aircraft perform ance in
normal and abnormal operations as well as a comprehensive set of environmental conditions utilizing visual systems that contain a
database of airports, other landing areas, flying environments, mission-specific environments, and motion and sound cues. The
Company offers a range of flight training devices based on the same software used on its simulators. The Company also op erates a
global network of training centres with locations around the world.
The Company’s operations are managed through three segments:
(i) Civil Aviation Training Solutions – Provides comprehensive training solutions for flight, cabin, maintenance and ground personnel
in commercial, business and helicopter aviation, a range of flight simulation training devices, as well as ab initio pilot tr aining and
crew sourcing services;
(ii) Defence and Security – Is a training systems integrator for defence forces across the air, land and naval domains, and for
government organizations responsible for public safety;
(iii) Healthcare – Designs and manufactures simulators, audiovisual and simulation centre management solutions, develops
courseware and offers services for training of medical, nursing and allied healthcare students as well as clinicians in educational
institutions, hospitals and defence organizations.
CAE is a limited liability company incorporated and domiciled in Canada. The address of the main office is 8585 Côte-de-Liesse,
Saint-Laurent, Québec, Canada, H4T 1G6. CAE shares are traded on the Toronto Stock Exchange and on the New York Stock
Exchange.
Basis of preparation
The key accounting policies applied in the preparation of these consolidated financial statements are described below. These policies
have been consistently applied to all years presented, unless otherwise stated.
The consolidated financial statements have been prepared in accordance with Part I of the CPA Canada Handbook – Accounting,
International Financial Reporting Standards (IFRS), as issued by the International Accounting Standards Board (IASB).
The consolidated financial statements have been prepared under the historical cost convention, except for the following items
measured at fair value: contingent consideration, derivative financial instruments, financial instruments at fair value through profit and
loss, available-for-sale financial assets and liabilities for cash-settled share-based arrangements.
The functional and presentation currency of CAE Inc. is the Canadian dollar.
Basis of consolidation
Subsidiaries
Subsidiaries are all entities over which the Company has control. Control exists when the Company is exposed to, or has the rights to,
variable returns from its involvement with the entity and has the ability to affect those returns through the power over the entity.
Subsidiaries are fully consolidated from the date control is obtained and they are no longer consolidated on the date control ceases.
All intercompany accounts and transactions have been eliminated.
Joint arrangements
Joint arrangements are arrangements in which the Company exercises joint control as established by contracts requiring unanimous
consent for decisions about the activities that significantly affect the arrangement’s returns. When the Company has the rights to the
net assets of the arrangement, the arrangement is classified as a joint venture and is accounted for using the equity method. When
the Company has rights to the assets and obligations for the liabilities relating to an arrangement, the arrangement is classified as a
joint operation and the Company accounts for each of its assets, liabilities and transactions, including its share of those held or
incurred jointly, in relation to the joint operation.
Under the equity method of accounting, interests in joint ventures are initially recognized at cost and adjusted thereafter to recognize
the Company’s share of the profits or losses and movements in other comprehensive income (loss) (OCI) of the investee. When the
Company’s share of losses in a joint venture equals or exceeds its interests in the joint ventures, the Company does not recognize
further losses, unless it will incur obligations or make payments on behalf of the joint ventures.
58 | CAE Financial Report 2017
Notes to the Consolidated Financial Statements
Unrealized gains resulting from transactions with joint ventures are eliminated, to the extent of the Company’s share in the joint
venture. For sales of products or services from the Company to its joint ventures, the elimination of unrealized profits is considered in
the carrying value of the investment in equity accounted investees in the consolidated statement of financial position and in the share
in profit or loss of equity accounted investees in the consolidated income statement.
Business combinations
Business combinations are accounted for under the acquisition method. The consideration transferred for the acquisition of a
subsidiary is the fair value of the assets transferred, the liabilities incurred and the equity interests issued by the Company, if any, at
the date control is obtained. The consideration transferred includes the fair value of any liability resulting from a contingent
consideration arrangement. Acquisition-related costs, other than share and debt issue costs incurred to issue financial instruments
that form part of the consideration transferred, are expensed as incurred. Identifiable assets acquired and liabilities assum ed in a
business combination are measured initially at their fair value at the acquisition date. If a business combination is achieved in stages,
the Company remeasures its previously held interest in the acquiree at its acquisition-date fair value and recognizes the resulting gain
or loss, if any, in net income.
Contingent consideration classified as a provision is measured at fair value, with subsequent changes recognized in income. If the
contingent consideration is classified as equity, it is not remeasured until it is finally settled within equity.
New information obtained during the measurement period, up to 12 months following the acquisition date, about facts and
circumstances existing at the acquisition date affect the acquisition accounting.
Non-controlling interests
Non-controlling interests (NCI) represent equity interests in subsidiaries owned by outside parties. The share of net assets of
subsidiaries attributable to non-controlling interests is presented as a component of equity. Changes in the Company’s ownership
interest in subsidiaries that do not result in a loss of control are accounted for as equity transactions.
The Company treats transactions with non-controlling interests as transactions with equity owners of the Company. For interests
purchased from non-controlling interests, the difference between any consideration paid and the relevant share acquired of the
carrying value of net assets of the subsidiary is recorded in equity. Gains or losses on disposals of non-controlling interests are also
recorded in equity.
Financial instruments and hedging relationships
Financial instruments
Financial assets and financial liabilities
A financial instrument is any contract that gives rise to a financial asset of one entity and a financial liability or equity instrument of
another entity. Financial assets and financial liabilities, including derivatives, are recognized on the consolidated statement of financial
position 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. When there is a difference between the fair value of the consideration given or
received at initial recognition and the amount determined using a valuation technique, such difference is recognized immediat ely in
income unless it qualifies for recognition as some other type of asset or liability.
Subsequent measurement of the financial instruments is based on their classification as described below. 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.
Financial instruments at fair value through profit and loss
Financial instruments classified at fair value through profit and loss (FVTPL) are carried at fair value at each reporting date with the
change in fair value recorded in income. The FVTPL classification is applied when a financial instrument:
(cid:16)
Is a derivative, including embedded derivatives accounted for separately from the host contract, but excluding those derivatives
designated as effective hedging instruments;
(cid:16) Has been acquired or incurred principally for the purpose of selling or repurchasing in the near future;
(cid:16)
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
(cid:16) Has been irrevocably designated as such by the Company (fair value option).
Cash and cash equivalents, restricted cash and all derivative instruments, except for derivatives designated as effective hedging
instruments, are classified at FVTPL.
Embedded derivatives are recorded at FVTPL separately from the host contract when their economic characteristics and risks are not
clearly and closely related to those of the host contract.
CAE Financial Report 2017 | 59
Notes to the Consolidated Financial Statements
Loans and receivables
Loans and receivables are carried at amortized cost using the effective interest method. Interest income or expense is included in
income in the period as incurred. Accounts receivable, contracts in progress, non-current receivables and advances are classified as
loans and receivables except for those that the Company intends to sell immediately or in the near term, which are classified at
FVTPL.
At each reporting date, the carrying amounts of the financial assets other than those to be measured at FVTPL are assessed to
determine whether there is objective evidence of impairment. Impairment losses on financial assets carried at amortized cost are
reversed in subsequent periods if the amount of loss decreases and the decrease can be related objectively to an event occurring
after the impairment was recognized.
Available-for-sale
Available-for-sale financial assets are non-derivative financial assets that are designated as available-for-sale or that are not classified
in any of the preceding categories. The portfolio investments are classified as available-for-sale.
Financial assets classified as available-for-sale are carried at fair value at each reporting date. Unrealized gains and losses, including
changes in foreign exchange rates for non-monetary financial assets, are recognized in OCI in the period in which the changes arise
and are transferred to income when the assets are derecognized or impairment occurs. Objective evidence of impairment of an equity
investment includes a significant or prolonged decline in the fair value of the security below its cost. If a reliable estima te of the fair
value of an unquoted equity instrument cannot be made, this instrument is measured at cost, less any impairment losses. Dividends
are recognized in income when the right of payment has been established.
Other financial liabilities
Other financial liabilities are carried at amortized cost using the effective interest method. Accounts payable and accrued liabilities and
long-term debt, including interest payable, as well as finance lease obligations and royalty obligations are classified as other f inancial
liabilities.
Transaction costs
Transaction costs that are directly related to the acquisition or issuance of financial assets and financial liabilities (other than those
classified at FVTPL) are included in the fair value initially recognized for those financial instruments. These costs are amortized to
income using the effective interest method.
Offsetting of financial assets and financial liabilities
Financial assets and financial liabilities are offset and the net amount is presented in the consolidated statement of financ ial position
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 simultaneously.
Fair value hierarchy transfers
For financial instruments that are recognized at fair value on a recurring basis, the Company determines whether transfers have
occurred between levels in the fair value hierarchy. The assessment is based on the lowest level input that is significant to the fair
value measurement as a whole at the end of each period.
Derivative financial instruments and hedge accounting
Derivative financial instruments offering economic hedging without being eligible for hedge accounting are accounted for at FVTPL.
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 and strategy, 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 and
can be reliably measured. 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 in relation to the hedged risk.
Cash flow hedge
The effective portion of changes in the fair value of derivative instruments that are designated and qualify as cash flow hed ges is
recognized in OCI, while the ineffective portion is recognized immediately in income. Amounts accumulated in OCI are reclassified to
income in the period in which the hedged item affects income. 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
recognized 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 income 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,
when the designation is revoked, or when the hedging instrument expires or is sold. Any cumulative gain or loss directly recognized in
OCI at that time remains in OCI until the hedged item is eventually recognized in income. When it is probable that a hedged
transaction will not occur, the cumulative gain or loss that was recognized in OCI is recognized immediately in income.
60 | CAE Financial Report 2017
Hedge of net investments in foreign operations
The Company has designated certain long-term debt as a hedging item of CAE’s overall net investments in 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 and is limited to the translation gain or loss on the net
investment.
Notes to the Consolidated Financial Statements
Derecognition
Financial assets
A financial asset (or, where applicable a part of a financial asset or part of a group of similar financial assets) is derecognized when:
(cid:16)
(cid:16)
The rights to receive cash flows from the asset have expired;
The Company has transferred its rights to receive cash flows from the asset and either has transferred substantially all the risks
and rewards of the asset or has neither transferred nor retained substantially all the risks and rewards of the asset, but has
transferred control of the asset;
The Company is involved in a program in which it sells undivided interests in certain of its accounts receivable and contract s in
progress: assets. The Company continues to act as a collection agent. These transactions are accounted for when the Company
is considered to have surrendered control over the transferred accounts receivable and contracts in progress: assets.
(cid:16)
Financial liabilities
A financial liability is derecognized when the obligation under the liability is discharged, cancelled or expires.
When an existing financial liability is replaced by another from the same lender on substantially different terms, or the ter ms of an
existing liability are substantially modified, such an exchange or modification is treated as a derecognition of the original liability and
the recognition of a new liability, and the difference in the respective carrying amounts is recognized in income.
Foreign currency translation
Foreign operations
Assets and liabilities of subsidiaries that have a functional currency other than the Canadian dollar are translated from their functional
currency to Canadian dollars at exchange rates in effect at the reporting date. Revenue and expenses are translated at the av erage
exchange rates. The resulting translation adjustments are included in OCI.
When a Company has a long-term intercompany balance receivable from or payable to a foreign operation for which settlement is not
planned in the foreseeable future, such item is considered, in substance, a part of the Company’s net investment in that foreign
operation. Gains or losses arising from the translation of those intercompany balances denominated in foreign currencies are also
included in OCI.
Transactions and balances
Monetary assets and liabilities denominated in foreign currencies are translated at the prevailing exchange rate at the reporting date.
Non-monetary assets and liabilities, and revenue and expense items denominated in foreign currencies are translated into the
functional currency using the exchange rate prevailing at the dates of the respective transactions. Foreign exchange gains and losses
resulting from the settlement of such transactions are recognized in income, except when deferred in OCI as qualifying cash flow
hedges and qualifying net investment hedges.
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 the date
of purchase.
Accounts receivable
Receivables are initially recognized at fair value and are subsequently carried at amortized cost, net of an allowance for doubtful
accounts, based on expected recoverability. The amount of the allowance is the difference between the asset’s carrying amount and
the present value of the estimated future cash flows, discounted at the original effective interest rate. The loss is recognized in
income. Subsequent recoveries of amounts previously provided for or written-off are recognized in income.
Inventories
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, determined on a specific identification basis, and net realizable value.
Work in progress is stated at the lower of cost, determined on a specific identification basis, and net realizable value. The cost of work
in progress includes material, labour and an allocation of manufacturing overhead, which is based on normal operating capacity.
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 generate revenue. In the case of raw materials and spare parts, the replacement cost is the best
measure of net realizable value.
CAE Financial Report 2017 | 61
Notes to the Consolidated Financial Statements
Property, plant and equipment
Property, plant and equipment are recorded at cost less any accumulated depreciation and any accumulated net impairment losses.
Costs include expenditures that are directly attributable to the acquisition or manufacturing of the item. The cost of an item of property,
plant and equipment that is initially recognized includes, when applicable, the initial present value estimate of the costs r equired to
dismantle and remove the asset and restore the site on which it is located at the end of its useful life. Purchased software that is
integral to the functionality of the related equipment is capitalized as part of that equipment. Subsequent costs, such as updates on
training devices, are included in the asset’s carrying amount or recognized as a separate asset only when it is probable that future
economic benefits will flow to the Company and the cost of the item can be reliably measured; otherwise, they are expensed.
A loss on disposal is recognized in income when the carrying value of a replaced item is derecognized, unless the item is transferred
to inventories. If it is not practicable to determine the carrying value, the cost of the replacement and the accumulated depreciation
calculated by reference to that cost will be used to derecognize the replaced part. The costs of day-to-day servicing of property, plant
and equipment are recognized in income as incurred. Gains and losses on disposal of property, plant and equipment are determined
by comparing the proceeds from disposal with its carrying amount, and are recognized net within other gains and losses.
The different components of property, plant and equipment are recognized separately when their useful lives are materially di fferent
and such components are depreciated separately in income. Leased assets are depreciated over the shorter of the lease term and
their useful lives. If it is reasonably certain that the Company will obtain ownership by the end of the lease term, the leas ed asset is
depreciated over its useful life. Land is not depreciated. The estimated useful lives, residual values and depreciation methods are as
follows:
Buildings and improvements
Simulators
Machinery and equipment
Aircraft
Aircraft engines
Method
Straight-line
Straight-line (10% residual)
Declining balance/Straight-line
Straight-line (residual not exceeding 15%)
Based on utilization
Amortization rate/period
2.5 to 10%/3 to 40 years
Not exceeding 25 years
20 to 35%/2 to 10 years
Not exceeding 25 years
Not exceeding 3,500 hours
Depreciation methods, useful lives and residual values are reviewed and adjusted, if appropriate, on a prospective basis at each
reporting date.
Leases
The Company leases certain property, plant and equipment from and to others. Leases in which substantially all the risks and rewards
of ownership are transferred are classified as finance leases. All other leases are accounted for as operating leases.
The Company as a lessor
With regards to finance leases, the asset is derecognized at the commencement of the lease. The net present value of the minimum
lease payments and any discounted unguaranteed residual value are recognized as non-current receivables. Finance income is
recognized over the term of the lease based on the effective interest method. Income from operating leases is recognized on a
straight-line basis over the term of the corresponding lease.
The Company as a lessee
Finance leases are capitalized at the lease’s commencement at the lower of the fair value of the leased item and the present value of
the minimum lease payments. Any initial direct costs of the lessee are added to the amount recognized as an asset. The
corresponding obligations are included in long-term debt. Finance expense is recognized over the term of the lease based on the
effective interest method. Payments made under operating leases are charged to income on a straight-line basis over the term of the
lease.
Sale and leaseback transactions
The Company engages in sales and leaseback transactions as part of the Company’s financing strategy to support investment in the
Civil Aviation training Solutions and Defence and Security segments. Where a sale and leaseback transaction results in a finance
lease, any excess of sales proceeds over the carrying amount is deferred and amortized over the lease term. Where a sale and
leaseback transaction results in an operating lease, and it is clear that the transaction is established at fair value, any profit or loss is
recognized in income. If the sales price is below fair value, the shortfall is recognized in income immediately except if the loss is
compensated for by future lease payments at below market price, it is deferred and amortized in proportion to the lease payments
over the period the asset is expected to be used. If the sale price is above fair value, the excess over fair value is deferred and
amortized over the period the asset is expected to be used.
Intangible assets
Goodwill
Goodwill is measured at cost less accumulated impairment losses, if any.
Goodwill arises on the acquisition of subsidiaries. Goodwill represents the excess of the aggregate of the cost of an acquisi tion,
including the Company’s best estimate of the fair value of contingent consideration and the acquisition-date fair value of any previous
held equity interest in the acquiree, over the fair value of the net identifiable assets of the acquiree at the acquisition date.
62 | CAE Financial Report 2017
Notes to the Consolidated Financial Statements
Gains and losses on the disposal of an entity include the carrying amount of goodwill relating to the entity sold.
Research and development (R&D)
Research costs are expensed as incurred. Development costs are also charged to income in the period incurred unless they meet all
the specific capitalization criteria established in IAS 38, Intangible Assets. Capitalized development costs are stated at cost and net of
accumulated amortization and accumulated impairment losses, if any. Amortization of the capitalized development costs commences
when the asset is available for use and is included in research and development expense.
Other intangible assets
Intangible assets acquired separately are measured at cost upon initial recognition. The cost of intangible assets acquired i n a
business combination is the fair value as at the acquisition date. Following initial recognition, intangible assets are carried at cost, net
of accumulated amortization and accumulated impairment losses, if any.
The cost of an internally generated intangible asset comprises all directly attributable costs necessary to create, produce, and prepare
the asset to be capable of operating in the manner intended by management.
Gains and losses on disposal of intangible assets are determined by comparing the proceeds from disposal with its carrying amount
and are recognized within other gains and losses.
Amortization
Amortization is calculated using the straight-line method for all intangible assets over their estimated useful lives as follows:
Capitalized development costs
Customer relationships
ERP and other software
Technology
Other intangible assets
Amortization period
(in years)
5 to 10
3 to 15
3 to 10
3 to 10
2 to 40
Amortization methods and useful lives are reviewed and adjusted, if appropriate, on a prospective basis at each reporting date.
Impairment of non-financial assets
The carrying amounts of the Company’s non-financial assets subject to amortization are tested for impairment whenever events or
changes in circumstances indicate that the carrying amount may not be recoverable. Goodwill and assets that are not yet available for
use are tested for impairment annually or at any time if an indicator of impairment exists.
The recoverable amount of an asset or a cash-generating unit (CGU) is the greater of its value in use and its fair value less costs of
disposal. The recoverable amount is determined for an individual asset; unless the asset does not generate cash inflows that are
largely independent of those from other assets or groups of assets. In such case, the CGU that the asset belongs to is used to
determine the recoverable amount.
For the purposes of impairment testing, the goodwill acquired in a business combination is allocated to CGUs or groups of CGU s,
which generally corresponds to its operating segments or one level below, that are expected to benefit from the synergies of the
combination, irrespective of whether other assets or liabilities of the acquiree are assigned to those units.
An impairment loss is recognized if the carrying amount of an asset or CGU exceeds its estimated recoverable amount. Where the
recoverable amount of a CGU to which goodwill has been allocated is lower than the CGU’s carrying amount, the related goodwil l is
impaired. Any remaining amount of impairment exceeding the impaired goodwill is recognized on a pro rata basis of the carrying
amount of each asset in the respective CGU. Impairment losses are recognized in income.
The Company evaluates impairment losses, other than goodwill impairment, for potential reversals at each reporting date. An
impairment loss is reversed if there is any indication that the loss has decreased or no longer exists due to changes in the estimates
used to determine the recoverable amount. An impairment loss is reversed only to the extent that the asset’s carrying amount does
not exceed the carrying amount that would have been determined, net of depreciation or amortization, if no impairment loss had been
recognized. Such reversal is recognized in income.
Borrowing costs
Borrowing costs that are directly attributable to the acquisition or construction of a qualifying asset are capitalized as part of the cost of
the asset. A qualifying asset is one that takes a substantial period of time to get ready for its intended use. Capitalization of borrowing
costs ceases when the asset is completed and ready for its intended use. All other borrowing costs are recognized as finance
expense in income, as incurred.
CAE Financial Report 2017 | 63
Notes to the Consolidated Financial Statements
Other assets
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 combination arrangements.
Deferred financing costs
Deferred financing costs related to the revolving unsecured term credit facilities, when it is probable that some or all of the facilities will
be drawn down, and deferred financing costs related to sale and leaseback agreements are included in other assets at cost and are
amortized on a straight-line basis over the term of the related financing agreements.
Accounts payable and accrued liabilities
Accounts payable and accrued liabilities are recognized initially at fair value and subsequently measured at amortized cost using the
effective interest method.
Provisions
Provisions are recognized when the Company has a present legal or constructive obligation as a result of past events, it is probable
that an outflow of resources will be required to settle the obligation and the amount can be reliably estimated. Provisions a re not
recognized for future operating losses. Provisions are measured at the present value of the expenditures expected to be required to
settle the obligation using a pre-tax rate that reflects current market assessments of the time value of money and the risks specific to
the obligation. The increase in the provision due to passage of time is recognized as a finance expense. When there are a number of
similar obligations, the likelihood that an outflow will be required in settlement is determined by considering the class of obligations as
a whole.
Long-term debt
Long-term debt is recognized initially at fair value, net of transaction costs incurred. They are subsequently stated at amortized cost.
Any difference between the proceeds, net of transaction costs, and the redemption value is recognized in income over the period of
borrowings using the effective interest method.
Fees paid on the establishment of loan facilities are recognized as transaction costs of the loan to the extent that it is pr obable that
some or all of the facility will be drawn down. In these cases, the fee is deferred until the drawdown occurs. To the extent that there is
no evidence that it is probable that some or all of the facility will be drawn down, the fee is capitalized as a pre-payment for liquidity
services and amortized over the period of the facility to which it relates.
Share capital
Common shares are classified as equity. Incremental costs directly attributable to the issue of new shares or options are shown in
equity as a deduction, net of tax, from the proceeds.
When share capital recognized as equity is repurchased, the amount of the consideration paid, which includes directly attributable
costs, net of tax, is recognized as a deduction from equity.
Revenue recognition
Revenue is measured at the fair value of the consideration received or receivable. Revenue is recognized when the amount can be
reliably measured, when it is probable that future economic benefits will flow to the Company and when specific criteria have been
met for each of the categories, as described below.
Multiple component arrangements
The Company sometimes enters into multiple component revenue arrangements, which may include a combination of design,
engineering and manufacturing of flight simulators and other products, as well as the provision of training services, spare parts and
maintenance. When a single sales transaction requires the delivery of more than one product or service (multiple components), the
revenue recognition criteria are applied to the separately identifiable components. A component is considered separately identifiable if
the delivered item has value to the customer on a stand-alone basis and the fair value associated with the product or service can be
reliably measured.
The allocation of the revenue from a multiple component arrangement is based on the fair value of each element in relation to the fair
value of the arrangement as a whole.
The Company's revenues can be divided into two main accounting categories: construction contracts and sales of goods and
services.
Construction contracts
A construction contract is a contract specifically negotiated for the construction of an asset or of a group of assets, which are
interrelated in terms of their design, technology, function, purpose or use. According to its characteristics, a construction contract can
be accounted for separately, be segmented into several components which are each accounted for separately, or be combined wit h
another construction contract in order to form a single construction contract for accounting purposes in respect of which revenues and
expense will be recognized.
64 | CAE Financial Report 2017
Notes to the Consolidated Financial Statements
Revenue from construction contracts for the design, engineering and manufacturing of specifically designed training devices is
recognized using the percentage-of-completion method when it is probable that the economic benefits associated with the contract
will flow to the Company, the revenue, contract costs to complete and the stage of contract completion at the end of the repo rting
period can be reliably measured and when the contract costs can be clearly identified and reliably measured so that actual contract
costs incurred can be compared with prior estimates. The stage of completion is measured by reference to the contract costs incurred
up to the end of the reporting period as a percentage of total estimated costs for each contract. When the criteria to use the
percentage-of-completion method are not met, construction contract revenue is recognized to the extent of the contract costs incurred
that are likely to be recoverable.
Provisions for estimated contract losses 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.
The cumulative amount of costs incurred and profit recognized, reduced by losses and progress billing, is determined on a
contract-by-contract basis. If this amount is positive it is classified in contracts in progress: assets. If this amount is negative it is
classified in contracts in progress: liabilities.
Post-delivery customer support is billed separately, and revenue is recognized over the support period.
Sales of goods and services
Standardized training devices
Revenue from contracts for the construction of standardized training devices is recognized primarily on the training devices’ date of
completion when the significant risks and rewards of ownership associated to the training devices are transferred to the customer and
the Company retains neither continuing managerial involvement to the degree usually associated with ownership nor effective c ontrol
over the training devices sold.
Software arrangements
fixed-price software
Revenue
arrangements and software customization contracts that require significant production, modification, or customization of soft ware is
recognized using the percentage-of-completion method.
from off-the-shelf software sales is recognized when delivery has occurred. Revenue
from
Spare parts
Revenue from the sale of spare parts is primarily recognized upon shipment to the customer. Upon shipment, the significant risks and
rewards of ownership of the goods are transferred and the Company retains neither continuing managerial involvement to the degree
usually associated with ownership nor effective control over the goods sold.
Product maintenance
Revenue from maintenance contracts is generally recognized on the basis of the percentage-of-completion of the transaction.
Training and consulting services
Revenue from training and consulting services is recognized as the services are rendered.
For flight schools, cadet training courses are offered mainly by way of ground school and live aircraft flight. During the ground school
phase, revenue is recognized in income on a straight-line basis, while during the live aircraft flight phase, revenue is recognized
based on actual flight hours.
Other
Sales incentives to customers
The Company may provide sales incentives in the form of discounts and volume rebates, these incentives are recorded as a reduction
of revenues.
Non-monetary transactions
The Company may also enter into sales arrangements where little or no monetary consideration is involved. The non-monetary
transactions are measured at the more reliable measure of the fair value of the asset given up and fair value of the asset received.
Deferred revenue
Cash payments received or advances currently due pursuant to contractual arrangements, with the exception of those related to
construction contracts, are recorded as deferred revenue until all of the foregoing conditions of revenue recognition have been met.
CAE Financial Report 2017 | 65
Notes to the Consolidated Financial Statements
Employee benefits
Defined benefit pension plans
The Company maintains defined benefit pension plans that provide benefits based on length of service and final average earnings.
The defined benefit asset or liability comprises the present value of the defined benefit obligation at the reporting date less the fair
value of plan assets out of which the obligations are to be settled. The defined benefit obligations are actuarially determined for each
plan using the projected unit credit method. The present value of the defined benefit obligation is determined by discounting the
estimated future cash flows using the interest rate of high-quality corporate bonds that are denominated in the currency in which the
benefit will be paid and that have terms to maturity approximating the terms of the related pension obligation. In countries where there
is no deep market in such bonds, the market rates on government bonds are used.
The value of any employee benefit asset recognized is restricted to the present value of any economic benefits available in the form of
refunds from the plan or reductions in the future contributions to the plan (asset ceiling test). Minimum funding requirements may give
rise to an additional liability to the extent that they require paying contributions to cover an existing shortfall. Plan ass ets can only be
used to fund employee benefits, are not available to the creditors of the Company, nor can they be paid directly to the Company. Fair
value of plan assets is based on market price information.
The Company determines the net pension cost of its Canadian defined benefit plans utilizing individual discount rates derived from the
yield curve. For the other defined benefit plans, the Company utilises a single weighted average discount rate derived from t he yield
curve.
Actuarial gains and losses arising from experience adjustments, changes in actuarial assumptions and the effect of any asset ceiling
and minimum liability are recognized to OCI in the period in which they arise. Past service costs are recognized as an expens e as
incurred at the earlier of when the plan amendment or curtailment occurs and when the entity recognizes related termination benefits.
Defined contribution pension plans
The Company also maintains defined contribution plans for which the Company pays fixed contributions to publicly or privately
administered pension insurance plans on a mandatory, contractual or voluntary basis. The Company has no legal or constructive
obligation to pay further amounts if the fund does not hold sufficient assets to pay the benefits to all employees. Obligations for
contributions to defined contribution pension plans are recognized as an employee benefit expense in income as the services are
provided.
Termination benefits
Termination benefits are recognized as an expense when the Company is demonstrably committed, without realistic possibility of
withdrawal, to a formal detailed plan to either terminate employment before the normal retirement date, or to provide termination
benefits as a result of an offer made to encourage voluntary redundancy. Termination benefits for voluntary redundancies are
recognized as an expense, if the Company has made an offer of voluntary redundancy, based on the number of employees expected
to accept the offer. Benefits falling due more than 12 months after the reporting date are discounted to their present value.
Share-based payment transactions
The Company’s share-based payment plans consist of two categories: an equity-settled share-based payment plan comprised of the
Employee Stock Option Plan (ESOP); and cash-settled share-based payments plans that include the Employee Stock Purchase Plan
(ESPP), the Executive Deferred Share Unit (EDSU) plan, the Deferred Share Unit (DSU) plan, the Long-Term Incentive Time Based
plans and the Long-Term Incentive Performance Based plans. The Long-Term Incentive – Deferred Share Unit (LTI-DSU) plan and
the Long-Term Incentive – Time Based Restricted Share Unit (LTI-TB RSU) plan are time based plans while the Long-Term Incentive
– Restricted Share Unit (LTI-RSU) plan and the Long-Term Incentive – Performance Share Unit (LTI-PSU) plan are performance
based plans.
For both categories, the fair value of the employee services received in exchange is recognized as an expense in income. Service
and non-market performance conditions attached to the transactions are not taken into account in determining fair value.
For the equity-settled plan, the cost of equity-settled transactions is measured at fair value using the Black-Scholes option pricing
model. The compensation expense is measured at the grant date and recognized over the service period with a corresponding
increase to contributed surplus. The cumulative expenses recognized for equity-settled transactions at each reporting date represents
the extent to which the vesting period has expired and management’s best estimate of the number of equity instruments that will
ultimately vest. For options with graded vesting, each tranche is considered a separate grant with a different vesting date and fair
value, and each tranche is accounted for separately. When the options are exercised, the Company issues new shares and the
proceeds received net of any directly attributable transaction costs are credited to share capital.
For cash-settled plans, a corresponding liability is recognized. The fair value of employee services received is calculated by
multiplying the number of units expected to vest with the fair value of one unit as of grant date based on the market price o f the
Company’s common shares. The fair value of the ESPP is a function of the Company’s contributions. Until the liability is settled, the
Company re-measures the fair value of the liability at the end of each reporting period and at the date of settlement, with any changes
in fair value recognized in income for the period. The Company has entered into equity swap agreements with two major Canadian
financial institutions in order to reduce its earnings exposure related to the fluctuation in the Company’s share price relat ing to the
EDSU, DSU, LTI-DSU and LTI-TB RSU programs.
66 | CAE Financial Report 2017
Notes to the Consolidated Financial Statements
Current and deferred income tax
Income tax expense comprises current and deferred tax. An income tax expense is recognized in income except to the extent that it
relates to items recognized in OCI or directly in equity, in which case it is recognized in OCI or directly in equity, respectively.
Current tax is the amount expected to be paid or recovered from taxation authorities on the taxable income or loss for the year, using
tax rates enacted or substantively enacted at the reporting date in the countries where the Company and its subsidiaries operate and
generate taxable income, and any adjustment to tax payable or receivable in respect of previous years.
Management periodically evaluates positions taken in tax returns with respect to situations in which applicable tax regulation is
subject to interpretation. It establishes provisions, where appropriate, on the basis of amounts expected to be paid to the tax
authorities.
Deferred tax is recognized using the balance sheet liability method, providing for temporary differences between the tax bases of
assets or liabilities and their carrying amounts in the consolidated financial statements.
Deferred income tax is provided on temporary differences arising on investments in subsidiaries, and jointly controlled entit ies, except
where the timing of the reversal of the temporary difference is controlled by the Company and it is probable that the temporary
difference will not reverse in the foreseeable future.
Deferred tax is measured on an undiscounted basis at the tax rates that are expected to be applied to temporary differences when
they reverse, based on the laws that have been enacted or substantively enacted by the reporting date.
Deferred tax assets are recognized for all deductible temporary differences and carry forward of unused tax losses. The recognition of
deferred tax assets are limited to the amount which is probable to be realized.
Deferred tax assets are reviewed at each reporting date and are reduced to the extent that it is no longer probable that a recognized
deferred tax asset will be realized. Unrecognized deferred tax assets are reassessed at each reporting date and are recognize d to the
extent that it has become probable that an unrecognized deferred tax asset will be realized.
Deferred tax assets and liabilities are offset if there is a legally enforceable right to offset current tax liabilities and assets, and they
relate to income taxes levied by the same tax authority on the same taxable entity, or on different taxable entities which in tend to
settle current tax liabilities and assets on a net basis or if their tax assets and liabilities will be realized simultaneously.
Taxes on income in the interim periods are accrued by jurisdiction using the effective tax rate that would be applicable to e xpected
total annual profit or loss of the jurisdiction.
Investment tax credits
Investment tax credits (ITCs) arising from R&D activities are deducted from the related costs and are accordingly included in the
determination of net income when there is reasonable assurance that the credits will be realized. ITCs arising from the acquisition or
development of property, plant and equipment and capitalized development costs are deducted from the cost of those assets wit h
amortization calculated on the net amount. Investment tax credits expected to be recovered beyond 12 months are classified in Other
assets.
Earnings per share
Earnings per share is calculated by dividing the net income for the period attributable to the common shareholders of the Company by
the weighted average number of common shares outstanding during the period. 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 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. Only the Company’s stock options have a dilutive potential on common shares.
Government participation
Government contributions are recognized when there is reasonable assurance that the contributions will be received and all at tached
conditions will be complied with by the Company. Government participation related to the acquisition of intangible assets is recorded
as a reduction of the cost of the related asset while government participation related to current expenses is recorded as a reduction of
the related expenses.
The Company benefits from investment tax credits that are deemed to be equivalent to government contributions. Contributions are
received for Project New Core Markets from Investissement Québec (IQ) for costs incurred in R&D programs. Contributions were
received in previous fiscal years for Project Phoenix from Industry Canada under the Technology Partnerships Canada (TPC)
program and from IQ.
CAE Financial Report 2017 | 67
Notes to the Consolidated Financial Statements
Project New Core Markets and Project Phoenix require the Company to pay royalties. The obligation to pay royalties, recognized as
royalty obligations, is recorded when the contribution is receivable and is estimated based on future projections. The obliga tion is
discounted using the prevailing market rates of interest, at that time, for a similar instrument (similar as to currency, term, type of
interest rate, guarantees or other factors) with a similar credit rating. The current portion is included as part of accrued liabilities. The
difference between government contributions and the discounted value of royalty obligations is accounted for as a government
participation which is recognized as a reduction of related expenses or as a reduction of the cost of the related asset.
The Company recognizes the Government of Canada’s participation in Project Falcon and Project Innovate as interest-bearing
long-term debt. The initial measurement of the accounting liability is discounted using the prevailing market rates of interest, at that
time, 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 face value of the long-term obligation and the discounted value of the long-term obligation is accounted
for as a government contribution which is recognized as a reduction of costs or as a reduction of capitalized expenditures.
Use of judgements, estimates and assumptions
The preparation of the consolidated financial statements requires the Company’s management (management) to make judgements,
estimates and assumptions that affect the application of accounting policies, the reported amounts of assets and liabilities and
disclosures at the date of the consolidated financial statements, as well as the reported amounts of revenues and expenses for the
period reported. It also requires management to exercise its judgement in applying the Company’s accounting policies. The are as
involving a high degree of judgement or complexity, or areas where assumptions and estimates are significant to the consolidated
financial statements are disclosed below. Actual results could differ from those estimates. Changes will be reported in the p eriod in
which they are identified.
Business combinations
Business combinations are accounted for in accordance with the acquisition method. The consideration transferred and the acquiree’s
identifiable assets, liabilities and contingent liabilities are measured at their fair value. Depending on the complexity of determining
these valuations, the Company either consults with independent experts or develops the fair value internally by using appropriate
valuation techniques which are generally based on a forecast of the total expected future net discounted cash flows. These
evaluations are linked closely to the assumptions made by management regarding the future performance of the related assets and
the discount rate. Contingent consideration is measured at fair value using a discounted cash flow model.
Development costs
Development costs are recognized as intangible assets and are amortized over their useful lives when they meet the criteria for
capitalization. Forecasted revenue and profitability for the relevant projects are used to assess compliance with the capitalization
criteria and to assess the recoverable amount of the assets.
Impairment of non-financial assets
The Company’s impairment test for goodwill is based on internal estimates of fair value less costs of disposal calculations a nd uses
valuation models such as the discounted cash flows model (level 3). Key assumptions which management has based its
determination of fair value less costs of disposal include estimated growth rates, post-tax discount rates and tax rates. These
estimates, including the methodology used, can have a material impact on the respective values and ultimately the amount of any
goodwill impairment.
Likewise, whenever property, plant and equipment and intangible assets are tested for impairment, the determination of the as sets’
recoverable amount involves the use of estimates by management and can have a material impact on the respective values and
ultimately the amount of any impairment.
See Note 20 for further details regarding assumptions used.
Revenue recognition
The percentage-of-completion method requires the Company to estimate the work performed to date as a proportion of the total work
to be performed. Management conducts monthly reviews of its estimated costs to complete, percentage-of-completion estimates and
revenue and margins recognized, on a contract-by-contract basis. The impact of any revisions in cost and revenue estimates is
reflected in the period in which the need for a revision becomes known.
Defined benefit pension plans
The cost of defined benefit pension plans and the present value of the employee benefit obligations are determined using actuarial
valuations. Actuarial valuations involve, amongst others, making assumptions about discount rates, future salary increases and
mortality rates. All assumptions are reviewed at each reporting date. Any changes in these assumptions will impact the carrying
amount of the employee benefit obligations and the cost of the defined benefit pension plans. In determining the appropriate discount
rate, management considers the interest rates of high quality corporate bonds that are denominated in the currency in which the
benefits will be paid, and that have terms to maturity approximating the terms of the related pension liability. The mortalit y rate is
based on publicly available mortality tables for the specific country. Future salary increases and pension increases are based on
expected future inflation rates for the specific country. Individual discount rates are derived from the yield curve and are used to
determine the service cost and interest cost of the Canadian defined benefit pension plans at the beginning of the year. The present
value of the employee benefit obligations for these Canadian plans is determined based on the individual discount rates derived from
the yield curve at the end of the year.
68 | CAE Financial Report 2017
Notes to the Consolidated Financial Statements
Other key assumptions for pension obligations are based, in part, on current market conditions. See Note 14 for further details
regarding assumptions used.
Government royalties repayments
In determining the amount of repayable government royalties, assumptions and estimates are made in relation to discount rates,
expected revenues and the expected timing of revenues. Revenue projections take into account past experience and represent
management’s best estimate about the future. Revenues after a five-year period are extrapolated using estimated growth rates,
ranging from 5% to 15%, over the period of repayments. The estimated repayments are discounted using average rates ranging from
7% to 9.5% based on terms of similar financial instruments. These estimates, along with the methodology used to derive the
estimates, can have a material impact on the respective values and ultimately any repayable obligation in relation to government
participation. A 1% increase to the growth rates would increase the royalty obligation at March 31, 2017 by approximately $5.0 million
(2016 − $4.5 million).
Share-based payments
The Company measures the cost of cash and equity-settled transactions with employees by reference to the fair value of the related
instruments at the date at which they are granted. Estimating fair value for share-based payments requires determining the most
appropriate valuation model for a grant, which depends on the terms and conditions of the grant. This also requires making
assumptions and determining the most appropriate inputs to the valuation model including the expected life of the option, volatility and
dividend yield.
Income taxes
The Company is subject to income tax laws in numerous jurisdictions. Judgement is required in determining the worldwide provi sion
for income taxes. The determination of tax liabilities and assets involves uncertainties in the interpretation of complex tax regulations.
The Company provides for potential tax liabilities based on the weighted average probability of the possible outcomes. Differ ences
between actual results and those estimates could have an effect on the income tax liabilities and deferred tax liabilities in the period in
which such determinations are made.
Deferred tax assets are recognized to the extent that it is probable that taxable profit will be available against the losses that can be
utilized. Significant management judgement is required to determine the amount of deferred tax assets that can be recognized, based
upon the likely timing and the level of future taxable profits together with future tax planning strategies. The recorded amount of total
deferred tax assets could be altered if estimates of projected future taxable income and benefits from available tax strategi es are
lowered, or if changes in current tax regulations are enacted that impose restrictions on the timing or extent of the Company’s ability
to utilize future tax benefits.
Leases
The classification as either finance or operating lease is based on management’s judgement of the application of criteria pro vided in
IAS 17 – Leases and on the substance of the lease arrangement. Most of the Company’s arrangements accounted for as operating
leases are in relation to buildings and flight simulators. With regards to certain aircraft used in the Company’s live traini ng operations,
management has concluded that the undiscounted lease rental payments in the amount of $192.3 million (2016 - $265.1 million)
associated with the lease convention to these aircraft should be accounted for as an off balance sheet arrangement as it is offset by a
reciprocal arrangement with a third party and is non-recourse to CAE.
NOTE 2 – CHANGES IN ACCOUNTING POLICIES
New and amended standards adopted by the Company
The amendments to IFRS effective for fiscal year 2017 have no material impact on the Company’s consolidated financial statements.
New and amended standards not yet adopted by the Company
IFRS 9 - Financial Instruments
In July 2014, the IASB released the final version of IFRS 9 - Financial Instruments replacing IAS 39 - Financial Instruments:
Recognition and Measurement.
IFRS 9 introduces a revised approach for the classification of financial assets based on how an entity manages financial assets and
the characteristics of the contractual cash flows of the financial assets replacing the multiple rules in IAS 39. Most of the requirements
in IAS 39 for classification and measurement of financial liabilities have been carried forward in IFRS 9. The Company’s prel iminary
analysis has not identified any significant differences in respect to the classification and measurement of financial instruments.
IFRS 9 also introduces a new hedge accounting model that is more closely aligned with risk-management activities and a new
expected credit loss model for calculating impairment on financial assets replacing the incurred loss model in IAS 39.
For the Company, IFRS 9 is effective for annual periods beginning on April 1, 2018. The Company continues to evaluate the impact of
the new standard on its consolidated financial statements.
CAE Financial Report 2017 | 69
Notes to the Consolidated Financial Statements
IFRS 15 - Revenue from contracts with customers
In May 2014, the IASB released IFRS 15 - Revenue from Contracts with Customers. The core principle of the new standard is to
recognize revenue to depict fulfillment of performance obligations to customers in amounts that reflect the consideration to which the
Company expects to be entitled in exchange for those goods or services. The new standard also intends to enhance disclosures on
revenue. IFRS 15 supersedes IAS 11 - Construction Contracts and IAS 18 - Revenue and related interpretations.
For the Company, IFRS 15 is effective for annual periods beginning on April 1, 2018. The Company has elected to apply IFRS 15
retrospectively and thus will restate its comparative results, with an opening adjustment to equity as at April 1, 2017.
The Company has conducted a preliminary assessment of the effects of the application of IFRS 15 on its interim and annual
consolidated financial statements. The Company’s preliminary analysis has identified that revenue from the sale of certain Civil
training devices currently considered as construction contracts and accounted for under the percentage-of-completion method will not
meet the requirements for revenue recognition over time. This change will result in the deferral of revenue recognition to the date
when control is transferred to the customer instead of revenue recognition over the construction period. The Company is currently
assessing the impact of this expected change on its consolidated financial statements.
As the Company progresses in its assessment, it continues to evaluate the impact of the new standard on its consolidated financial
statements.
IFRS 16 - Leases
In January 2016, the IASB released IFRS 16 - Leases. The new standard eliminates the classification of leases as either operating or
finance leases and introduces a single accounting model for the lessee under which a lease liability and a right-of-use asset is
recognized for all leases with a term of more than 12 months. IFRS 16 also substantially carries forward the lessor accounting
requirements; accordingly, a lessor continues to classify its leases as operating leases or finance leases. IFRS 16 supersedes
IAS 17 - Leases and related interpretations.
For the Company, IFRS 16 will be effective for annual periods beginning on April 1, 2019, with earlier application permitted if the
Company also applies IFRS 15. The Company is currently evaluating the impact of the new standard on its consolidated financial
statements. Where the Company is the lessee, it expects that the adoption of IFRS 16 will result in the recognition of assets and
liabilities on the consolidated statement of financial position for certain lease arrangements related to training devices and buildings
that under current IFRS standards the Company classify as contractual obligations in the form of operating leases (Note 27). The
Company also expects a decrease of its rent expense and an increase of its finance and depreciation expenses resulting from t he
change to the recognition, measurement and presentation of lease expense.
IFRIC 22 – Foreign Currency
In December 2016, the IASB issued IFRIC 22 - Foreign Currency Transactions and Advance Consideration. The interpretation
clarifies how to determine the date of the transaction for the purpose of determining the exchange rate to use on initial recognition of
related asset, expense or revenue on the derecognition of a non-monetary asset or non-monetary liability arising from the payment or
receipt of advance consideration in a foreign currency. For the Company, IFRIC 22 is effective for annual periods beginning on
April 1, 2018 and early adoption is permitted. The Company has completed its assessment and has concluded that the interpretation
has no impact on its consolidated financial statements.
NOTE 3 – BUSINESS COMBINATIONS
On May 2, 2016, the Company acquired 100% of the shares of Lockheed Martin Commercial Flight Training (LMCFT), a provider of
aviation simulation training equipment and services for a purchase consideration of $25.6 million. The transaction includes cash
remaining in the company at closing. With this acquisition, the Company expanded its customer installed base of commercial flight
simulators and obtained assets including full-flight simulators, simulator parts and equipment, facilities, technology and a talented
workforce. Total acquisition costs incurred during fiscal 2017 relating to LMCFT amount to $1.4 million and were included in
restructuring, integration and acquisition costs in the consolidated income statement.
The determination of the fair value for the above acquisition of the net identifiable assets acquired and liabilities assumed is included
in the following table. The fair value of the acquired identifiable intangible assets is $24.2 million (including customer relationships and
other software) and goodwill is $3.3 million. The goodwill arising from the acquisition of LMCFT is attributable to the advantages
gained, which include:
- Expansion of CAE’s customer installed base of commercial flight simulators;
- Experienced workforce with subject matter expertise.
The fair value and the gross contractual amount of the acquired accounts receivable were $8.7 million.
The revenue and segment operating income included in the consolidated income statement from LMCFT since the acquisition date is
$62.7 million and $6.4 million respectively. Had LMCFT been consolidated from April 1, 2016, the consolidated income statement
would have shown revenue and total segment operating income of $64.5 million and $6.6 million respectively. These pro-forma
amounts are estimated based on the operations of the acquired business prior to the business combination by the Company. The
amounts are provided as supplemental information and are not indicative of the Company’s future performance.
70 | CAE Financial Report 2017
Notes to the Consolidated Financial Statements
Other
During fiscal 2017, adjustments to the determination of net identifiable assets acquired and liabilities assumed for the fiscal 2016
acquisition of Bombardier’s Military Aviation Training business (BMAT) was completed and resulted in an increase in goodwill of
$1.6 million.
Net assets acquired and liabilities assumed arising from the acquisitions are as follows:
Current assets (1)
Current liabilities
Property, plant and equipment
Non-current assets
Intangible assets (2)
Deferred tax
Non-current liabilities
Fair value of net assets acquired, excluding cash and cash equivalents
Cash and cash equivalents acquired
Total purchase price
Additional transaction costs paid on behalf of the seller
Additional consideration received related to previous fiscal years' acquisition
Total purchase consideration
(1) Excluding cash on hand.
(2) Goodwill, included in intangible assets, is not deductible in fiscal 2017 for tax purposes.
Total
2017
$
89.2
(106.2)
38.5
4.5
27.5
6.7
(49.3)
$
$
$
10.9
12.5
23.4
2.2
(5.4)
20.2
The net assets, including goodwill, of LMCFT are included in the Civil Aviation Training Solutions segment.
NOTE 4 – ACCOUNTS RECEIVABLE
Accounts receivable are carried on the consolidated statement of financial position net of 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 delay in collection beyond 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 are as follows:
(amounts in millions)
Current trade receivables
Past due trade receivables
1-30 days
31-60 days
61-90 days
Greater than 90 days
Allowance for doubtful accounts
Total trade receivables
Accrued receivables
Receivables from related parties (Note 33)
Other receivables
Total accounts receivable
Changes in the allowance for doubtful accounts are as follows:
(amounts in millions)
Allowance for doubtful accounts, beginning of year
Additions (Note 31)
Amounts charged off
Unused amounts reversed (Note 31)
Exchange differences
Allowance for doubtful accounts, end of year
2017
2016
$
207.5
$ 187.8
56.8
14.5
13.0
56.4
(14.5)
333.7
105.8
54.0
54.9
$
35.7
20.2
17.5
48.9
(15.7)
294.4
110.2
42.6
52.8
$
$
548.4
$
500.0
$
2017
(15.7)
(6.1)
5.4
1.4
0.5
$
2016
(15.6)
(3.5)
1.9
2.1
(0.6)
$
(14.5)
$
(15.7)
CAE Financial Report 2017 | 71
Notes to the Consolidated Financial Statements
NOTE 5 – INVENTORIES
(amounts in millions)
Work in progress
Raw materials, supplies and manufactured products
The amount of inventories recognized as cost of sales is as follows:
(amounts in millions)
Work in progress
Raw materials, supplies and manufactured products
NOTE 6 – PROPERTY, PLANT AND EQUIPMENT
Buildings
and
2017
$
270.0
146.3
$
2016
154.6
123.7
$
416.3
$
278.3
2017
$
141.6
131.7
$
2016
64.2
91.7
$
273.3
$
155.9
Assets
under
finance
Assets
under
lease construction
$
174.3
-
-
(3.2)
(17.8)
-
(5.7)
5.9
$
108.6
79.2
-
-
-
-
(91.0)
0.4
Total
$ 1,461.2
117.8
0.4
(7.9)
(121.5)
(1.7)
(9.7)
34.5
Machinery Aircraft and
aircraft
engines
and
equipment
Land improvements Simulators
$ 24.0
-
-
-
-
-
-
0.1
$
201.8
8.1
-
-
(16.4)
-
3.4
2.7
$
881.1
12.1
-
(4.5)
(67.4)
(1.7)
82.4
23.9
$
52.3
12.9
0.4
(0.1)
(17.5)
-
1.2
1.5
$
19.1
5.5
-
(0.1)
(2.4)
-
-
-
$ 24.1
$
199.6
$
925.9
$
50.7
$
22.1
$
153.5
$
97.2
$ 1,473.1
-
-
-
-
-
(0.5)
14.9
1.9
(1.3)
(15.9)
(1.4)
(1.7)
34.6
22.5
(3.1)
(68.9)
113.8
(12.1)
15.2
0.4
(0.1)
(17.1)
(0.2)
(0.3)
41.3
-
(4.7)
(3.6)
-
0.1
-
13.7
(0.2)
(17.3)
(1.6)
2.0
116.9
-
-
-
(118.9)
1.1
222.9
38.5
(9.4)
(122.8)
(8.3)
(11.4)
$ 23.6
$
196.1
$ 1,012.7
$
48.6
$
55.2
$
150.1
$
96.3
$ 1,582.6
(amounts in millions)
Net book value at March 31, 2015
Additions
Acquisition of subsidiaries (Note 3)
Disposals
Depreciation
Impairment (Note 20)
Transfers and others
Exchange differences
Net book value at March 31, 2016
Additions
Acquisition of subsidiaries (Note 3)
Disposals
Depreciation
Transfers and others
Exchange differences
Net book value at March 31, 2017
(amounts in millions)
Cost
Accumulated depreciation
Buildings
and
Machinery Aircraft and
aircraft
engines
and
equipment
Land improvements Simulators
$ 24.1
-
$
372.3
(172.7)
$ 1,316.4
(390.5)
$
236.8
(186.1)
Assets
under
finance
Assets
under
lease construction
$
$
$
29.8
(7.7)
22.1
62.2
(7.0)
$
287.3
(133.8)
$
153.5
$
291.5
(141.4)
$
$
$
97.2
-
97.2
96.3
-
Total
$ 2,363.9
(890.8)
$ 1,473.1
$ 2,495.1
(912.5)
Net book value at March 31, 2016
$ 24.1
$
199.6
$
925.9
$
50.7
Cost
Accumulated depreciation
$ 23.6
-
$
375.4
(179.3)
$ 1,427.2
(414.5)
$
218.9
(170.3)
Net book value at March 31, 2017
$ 23.6
$
196.1
$ 1,012.7
$
48.6
$
55.2
$
150.1
$
96.3
$ 1,582.6
As at March 31, 2017, the average remaining amortization period for full-flight simulators is 10.8 years (2016 – 11.4 years).
As at March 31, 2017, bank borrowings are collateralized by property, plant and equipment for a value of $82.2 million
(2016 – $59.7 million).
72 | CAE Financial Report 2017
The Company leases some of its property, plant and equipment to third parties, the future minimum lease payments receivable under
these non-cancellable operating leases are as follows:
Notes to the Consolidated Financial Statements
(amounts in millions)
No later than 1 year
Later than 1 year and no later than 5 years
Later than 5 years
$
2017
19.3
47.1
22.9
$
2016
16.3
45.2
29.3
$
89.3
$
90.8
As at March 31, 2017, the net book value of simulators leased out to third parties is $56.5 million (2016 – $38.0 million).
Assets under finance lease, by category, with lease terms ending between May 2017 and October 2036, are as follows:
(amounts in millions)
Simulators
Cost
Accumulated depreciation
Net book value
Buildings
Cost
Accumulated depreciation
Net book value
Total net book value
NOTE 7 – INTANGIBLE ASSETS
(amounts in millions)
Net book value at March 31, 2015
Additions – internal development
Additions – acquired separately
Acquisition of subsidiaries (Note 3)
Amortization
Loss on measurement
to fair value
Transfers and others
Exchange differences
Net book value at March 31, 2016
Additions – internal development
Additions – acquired separately
Acquisition of subsidiaries (Note 3)
Amortization
Transfers and others
Exchange differences
Net book value at March 31, 2017
(amounts in millions)
Cost
Accumulated amortization
Net book value at March 31, 2016
Cost
Accumulated amortization
2017
2016
$
222.4
(117.8)
$
221.3
(113.3)
$
104.6
$
108.0
$
$
$
69.0
(23.5)
45.5
150.1
$
$
$
66.0
(20.5)
45.5
153.5
ERP and
other
software
$
69.8
15.6
-
-
(15.1)
-
(0.2)
0.1
Technology
$
19.0
-
-
4.2
(6.4)
-
(0.2)
0.7
Other
intangible
assets
$
28.2
-
0.8
-
(2.8)
-
-
1.0
Total
$
844.7
51.2
2.7
68.8
(59.1)
(4.3)
(0.2)
25.4
Capitalized
Goodwill development
(Note 20)
$
487.4
-
-
49.2
-
143.8
35.6
-
-
(18.7)
$
Customer
costs relationships
$
96.5
-
1.9
15.4
(16.1)
-
(0.2)
3.2
(4.3)
0.4
0.4
-
-
20.0
$
556.6
-
-
4.9
-
-
(1.5)
$
157.2
$ 100.7
$
70.2
$
17.3
$
27.2
$
929.2
37.8
-
-
(24.3)
(2.6)
0.1
-
0.2
23.6
(19.6)
(0.4)
1.8
13.1
-
0.6
(17.3)
(0.8)
-
-
-
-
(4.8)
(0.8)
0.3
-
0.8
-
(3.1)
7.4
(0.6)
50.9
1.0
29.1
(69.1)
2.8
0.1
$
560.0
$
168.2
$ 106.3
$
65.8
$
12.0
$
31.7
$
944.0
Capitalized
development
Customer
costs relationships
Goodwill
ERP and
other
software
$
$
$
556.6
-
$
241.9
(84.7)
$ 179.4
(78.7)
$
159.4
(89.2)
556.6
$
157.2
$ 100.7
$
70.2
560.0
-
$
276.0
(107.8)
$ 202.9
(96.6)
$
171.4
(105.6)
Other
intangible
assets
$
$
$
57.8
(30.6)
27.2
55.6
(23.9)
Total
$ 1,245.7
(316.5)
$
929.2
$ 1,316.6
(372.6)
Technology
$
$
$
50.6
(33.3)
17.3
50.7
(38.7)
Net book value at March 31, 2017
$
560.0
$
168.2
$ 106.3
$
65.8
$
12.0
$
31.7
$
944.0
CAE Financial Report 2017 | 73
Notes to the Consolidated Financial Statements
For the year ended March 31, 2017, amortization of $44.5 million (2016 – $38.5 million) has been recorded in cost of sales,
$23.2 million (2016 – $19.0 million) in research and development expenses and $1.4 million (2016 – $1.6 million) in selling, general
and administrative expenses.
As at March 31, 2017, the average remaining amortization period for the capitalized development costs
(2016 – 6.4 years).
is 5.5 years
The categories of capitalized development costs and ERP and other software both primarily consist of internally generated intangible
assets.
The Company has no indefinite life intangible assets other than goodwill.
NOTE 8 – OTHER ASSETS
(amounts in millions)
Restricted cash
Prepaid rent to a portfolio investment
Advances to a portfolio investment
Non-current receivables
Investment tax credits
Other
$
2017
26.0
28.5
39.7
134.8
223.1
19.2
$
2016
27.0
22.7
46.9
122.6
199.1
14.8
$
471.3
$
433.1
The present value of future minimum lease payment receivables, included in the current and non-current receivables is as follows:
(amounts in millions)
Gross investment in finance lease contracts
Less: unearned finance income
Less: discounted unguaranteed residual values of leased assets
Present value of future minimum lease payment receivables
$
2017
185.0
76.3
5.8
$
2016
174.9
72.7
5.2
$
102.9
$
97.0
Future minimum lease payments from investments in finance lease contracts to be received are as follows:
(amounts in millions)
No later than 1 year
Later than 1 year and no later than 5 years
Later than 5 years
2017
2016
Gross
Investment
Present value of
future minimum
lease payments
Gross
Investment
Present value of
future minimum
lease payments
$
10.0
47.1
127.9
$
7.9
22.5
72.5
$
11.0
39.5
124.4
$
5.2
16.4
75.4
$
185.0
$ 102.9
$
174.9
$
97.0
NOTE 9 – ACCOUNTS PAYABLE AND ACCRUED LIABILITIES
(amounts in millions)
Accounts payable trade
Accrued liabilities
Amounts due to related parties (Note 33)
Current portion of royalty obligations
$
2017
317.1
353.3
15.3
9.5
$
2016
304.5
327.5
20.1
8.7
$
695.2
$
660.8
74 | CAE Financial Report 2017
NOTE 10 – CONTRACTS IN PROGRESS
(amounts in millions)
Contracts in progress: assets
Contracts in progress: liabilities
Contracts in progress: net assets
Details of contracts in progress are as follows:
(amounts in millions)
Aggregate amount of costs incurred plus recognized
profits (less recognized losses) to date
Less: progress billings
Contracts in progress: net assets
Notes to the Consolidated Financial Statements
2017
337.5 $
(191.9)
2016
339.1
(174.7)
145.6 $
164.4
2017
2016
2,800.1 $
2,654.5
3,581.1
3,416.7
145.6 $
164.4
$
$
$
$
Advances received from customers on construction contracts related to work not yet commenced amounts to $20.2 million at
March 31, 2017 (2016 – $18.4 million). Construction contracts revenue recognized in fiscal 2017 amounts to $983.6 million
(2016 – $980.9 million).
NOTE 11 – PROVISIONS
Restoration and simulator removal
In certain situations, simulators are installed at locations that are not owned by the Company. In some of these cases, the Company
has an obligation to dismantle and remove the simulators from these sites and to restore the location to its original condition. A
provision is recognized for the present value of estimated costs to be incurred to dismantle and remove the simulators from these
sites and restore the location. The provision also includes amounts relating to leased land and building where restoration costs are
contractually required at the end of the lease. Where such costs arise as a result of capital expenditure, these restoration costs are
also capitalized.
Restructuring
Restructuring costs consist mainly of severances and other related costs.
Legal claims
The amount represents a provision for certain legal claims brought against the Company. The corresponding charge is recognized in
income within selling, general and administrative expenses or other gains – net. Management’s best estimate is that the outcome of
these legal claims will not give rise to any significant loss beyond the amounts provided at March 31, 2017.
Warranties
A provision is recognized for expected warranty claims on products sold based on past experience of the level of repairs and
returns. It is expected that most of these costs will be incurred between 1 to 10 years. Assumptions used to calculate the provision for
warranties were based on current sales levels and current information available about returns based on the warranty period of
products sold.
Contingent consideration
A provision is recognized for contingent consideration arising from business combinations when the proceeds include a contingent
consideration arrangement.
Changes in provisions are as follows:
(amounts in millions)
Total provisions, beginning of year
Additions
Acquisition of subsidiaries
Amounts used
Unused amounts reversed
Exchange differences
Total provisions, end of year
Less: current portion
Long-term portion
Restoration
and removal Restructuring
Legal Warranties
Contingent
consideration
$
$
$
5.6 $
2.1
-
-
(0.4)
(0.2)
7.1 $
-
7.1 $
22.4 $
29.6
-
(28.3)
(2.5)
-
21.2 $
12.5
8.7 $
2.4 $
0.7
-
(0.1)
-
(0.1)
2.9 $
2.7
0.2 $
6.9 $
12.3
31.8
(8.7)
(0.5)
(0.6)
41.2 $
18.6
22.6 $
0.6 $
-
-
(0.5)
-
-
0.1 $
0.1
- $
Other
2.3 $
4.9
12.8
(8.6)
(1.4)
(0.2)
9.8 $
9.3
0.5 $
Total
40.2
49.6
44.6
(46.2)
(4.8)
(1.1)
82.3
43.2
39.1
CAE Financial Report 2017 | 75
Notes to the Consolidated Financial Statements
NOTE 12 – DEBT FACILITIES
Long-term debt, net of transaction costs is as follows:
(amounts in millions)
Total recourse debt
Total non-recourse debt (1)
Total long-term debt
Less: current portion of long-term debt
Less: current portion of finance leases
2017
2016
$ 1,192.8
$ 1,214.5
62.6
58.4
$ 1,255.4
31.2
20.7
$ 1,272.9
98.5
20.8
$ 1,203.5
$ 1,153.6
(1) Non-recourse debt is a debt in a subsidiary for which recourse is limited to the assets, equity, interest and undertaking of such subsidiary and not CAE Inc.
Details of the recourse debt are as follows:
(amounts in millions)
Unsecured senior notes ($125.0 and US$225.0 maturing between December 2019 and December 2027), floating
interest rates based on bankers’ acceptances rate plus a spread on $50.0 million and interest rates ranging from
3.59% and 4.15% for remaining $75.0 and US$225.0
2017
2016
$
424.0
$
416.8
Unsecured senior notes of US$60.0 maturing in June 2019 (2016 - $15.0 and US$105.0), interest rate of 7.66%
payable semi-annually in June and December
Unsecured senior notes (US$100.0 maturing in August 2021 and US$50.0 maturing in August 2026), average
blended rate of 4.47% payable semi-annually in August and February
Obligations under finance lease, with various maturities from May 2017 to October 2036, interest rates from
2.75% to 10.68%
Term loan maturing in June 2018 of US$14.6 and £2.8 (2016 – US$26.3 and £5.1), combined coupon rate of
post-swap debt of 7.97% (2016 – 7.98%)
R&D obligation from a government agency maturing in July 2029 (i)
R&D obligation from a government agency maturing in July 2035 (ii)
Term loan maturing in January 2020 of €2.0 (2016 – €2.6), floating interest rate of EURIBOR plus a spread
Credit facility maturing in January 2020 of INR nil (2016 – INR 114.2) terminated in October 2016, interest based
on floating interest rates in India prevailing at the time of each drawdown
Term loans, with maturities between October 2020 and December 2021, of US$18.7 (2016 – US$10.0), average
blended rate of 3.64%
Other debt of US$11.0 maturing March 2024, floating interest of 0.67%
Total recourse debt, net amount
77.9
149.2
199.3
194.6
173.3
166.4
23.6
160.5
92.0
2.7
42.6
153.1
58.2
3.7
-
2.2
24.9
14.6
13.0
14.7
$ 1,192.8
$ 1,214.5
(i)
(ii)
Represents an interest-bearing long-term obligation with the Government of Canada relative to Project Falcon, an R&D
program that ended in fiscal 2014, for a maximum amount of $250.0 million. The discounted value of the debt recognized
amounted to $160.5 million as at March 31, 2017 (2016 – $153.1 million);
Represents an interest-bearing long-term obligation with the Government of Canada relative to Project Innovate, an R&D
program extending over five and a half years, for a maximum amount of $250.0 million. The aggregate amount recognized in
fiscal 2017 was $169.9 million (2016 – $110.9 million). The discounted value of the debt recognized amounted to $92.0 million
as at March 31, 2017 (2016 – $58.2 million).
Revolving credit facility
The Company has access to a revolving unsecured term credit facility maturing in October 2018. The available facility amount is
US$550.0 million with an option, subject to the lender’s consent, to increase to a total amount of up to US$850.0 million. The facility
has covenants requiring a minimum fixed charge coverage and a maximum debt coverage. 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. As at March 31, 2017 and 2016, the
Company had no outstanding borrowings under its revolving credit facility.
76 | CAE Financial Report 2017
Notes to the Consolidated Financial Statements
Details of the non-recourse debt are as follows:
(amounts in millions)
Term loan maturing in October 2017 of £0.2 (2016 – £0.5), interest rate of 13.50%
Term loan maturing in March 2028 of US$47.1 (2016 – US$44.6), interest rate of LIBOR plus 2.50% (i)
Total non-recourse debt, net amount
$
2017
0.4
62.2
$
2016
1.0
57.4
$
62.6
$
58.4
(i)
Represents collateralized non-recourse financing for a term loan to finance a training centre in Brunei. The subsidiary may also
avail an additional amount of up to US$12.0 million in the form of letters of credit.
Payments required to meet the retirement provisions of the long-term debt are as follows:
(amounts in millions)
No later than 1 year
Later than 1 year and no later than 5 years
Later than 5 years
Total payments required
Less: transaction costs
The present value of the obligations under finance lease are as follows:
(amounts in millions)
Gross future minimum lease payments
Less: future finance charges on finance leases
Less: discounted guaranteed residual values of leased assets
Present value of future minimum lease payments
$
2017
31.9
414.8
638.2
$ 1,084.9
2.8
$ 1,082.1
$
2016
99.3
253.7
757.0
$ 1,110.0
3.5
$ 1,106.5
$
2017
240.4
58.3
8.8
$
2016
236.8
62.6
7.8
$
173.3
$
166.4
The future minimum lease payments of the obligations under finance lease are as follows:
(amounts in millions)
2017
2016
No later than 1 year
Later than 1 year and no later than 5 years
Later than 5 years
minimum lease
payments
$
30.1
123.3
87.0
Gross future Present value of
future minimum minimum lease
lease payments
payments
Gross future Present value of
future minimum
lease payments
$
20.7
92.0
60.6
$
30.0
120.3
86.5
$
20.8
88.1
57.5
$
240.4
$
173.3
$
236.8
$
166.4
As at March 31, 2017, the Company is in compliance with all of its financial covenants.
NOTE 13 – GOVERNMENT PARTICIPATION
The Company has agreements with various governments whereby the latter contribute a portion of the cost, based on expenditures
incurred by the Company, of certain R&D programs for modeling, simulation and training services technology.
During fiscal 2014, the Company announced Project Innovate, an R&D program extending over five and a half years. The goal of
Project Innovate is to expand the Company’s modeling and simulation technologies, develop new ones and continue to differentiate
its service offering. Concurrently, the Government of Canada agreed to participate in Project Innovate through a repayable loan of up
to $250 million made through the Strategic Aerospace and Defence Initiative (SADI).
During fiscal 2016, the Company amended and extended its Project New Core Markets, an R&D program, for an additional four years.
The aim is to leverage the Company’s modeling, simulation and training services expertise in healthcare. The Quebec government,
through Investissement Québec, agreed to participate up to $70 million in contributions related to costs incurred before the end of
fiscal 2020.
During fiscal 2017, the Company announced that it is participating in project SimÉco 4.0, an R&D project under the SA2GE program.
The aim of this project is the development of new products or processes which will further contribute to greenhouse gas emissions
reductions. The government of Quebec, through the Ministry of Economy, Science and Innovation, and SA2GE have committed to
contribute amounts up to 50% of eligible costs incurred by the Company to fiscal 2020.
See Notes 1 and 12 for explanations of the royalty obligations and debt.
CAE Financial Report 2017 | 77
Notes to the Consolidated Financial Statements
The following table provides aggregate information regarding net contributions recognized and amounts not yet received for the
projects New Core Markets, Innovate and SimÉco 4.0:
(amounts in millions)
Net outstanding contribution receivable, beginning of year
Contributions
Payments received
Net outstanding contribution receivable, end of year
The aggregate contributions recognized for all programs are as follows:
(amounts in millions)
Contributions credited to capitalized expenditures:
Project New Core Markets
Project Innovate
Project SimÉco 4.0
Contributions credited to income:
Project New Core Markets
Project Innovate
Project SimÉco 4.0
Total contributions:
Project New Core Markets
Project Innovate
Projet SimÉco 4.0
$
2017
7.7
33.3
(34.7)
$
2016
8.8
28.3
(29.4)
$
6.3
$
7.7
2017
2016
$
$
2.3
4.1
1.1
2.4
23.2
0.2
4.7
27.3
1.3
$
$
0.9
7.0
-
2.9
17.5
-
3.8
24.5
-
There are no unfulfilled conditions or unfulfilled contingencies attached to these government contributions.
NOTE 14 – EMPLOYEE BENEFIT OBLIGATIONS
Defined benefit plans
The Company has three registered funded defined benefit pension plans in Canada (two for employees and one for designated
executives) that provide benefits based on length of service and final average earnings. The Company also maintains funded pension
plans for employees in the Netherlands and United Kingdom that provide benefits based on similar provisions.
The Company’s annual contributions, to fund both benefits accruing in the year and deficits accumulated over prior years, and the
plans’ financial position are determined based on the actuarial valuations. Applicable pension legislations prescribe minimum funding
requirements.
In addition, the Company maintains unfunded plans in Canada, Germany and Norway that provide defined benefits based on length of
service and final average earnings. These unfunded plans are the sole obligation of the Company, and there is no requirement to fund
them. However, the Company is obligated to pay the benefits when they become due. As at March 31, 2017, the unfunded defined
benefit pension obligations are $79.1 million (2016 – $76.6 million) and the Company has issued letters of credit totalling $59.1 million
(2016 – $58.4 million) to collateralize these obligations under the Canadian plan.
The funded plans are trustee administered funds. Plan assets held in trusts are governed by local regulations and practices in each
country, as is the nature of the relationship between the Company and the trustees and their composition. Responsibility for
governance of the plans, including investment decisions and contribution schedules, lies jointly with the Company and the board of
trustees.
In fiscal 2016, the Company discontinued its Norway defined benefit plans and transferred its employees to defined contribution plans
resulting in a gain on curtailment and settlement of $1.1 million. In addition, upon the acquisition of BMAT, the Company assumed a
funded defined benefit plan and a post-employment benefit (OPEB) plan, resulting in additional pension obligation of $4.4 million and
$1.0 million respectively. In addition, the Company assumed a defined contribution plan.
The employee benefit obligations are as follows:
(amounts in millions)
Funded defined benefit pension obligations
Fair value of plan assets
Funded defined benefit pension obligations – net
Unfunded defined benefit pension obligations
Employee benefit obligations
78 | CAE Financial Report 2017
$
$
2017
541.3
462.7
78.6
79.1
$
157.7
$
2016
521.2
429.8
91.4
76.6
168.0
The changes in the funded defined benefit pension obligations and the fair value of plan assets are as follows:
Notes to the Consolidated Financial Statements
(amounts in millions)
Pension obligations, beginning of year
Current service cost
Interest cost
Past service cost, settlements
and curtailments
Actuarial loss (gain) arising from:
Experience adjustments
Economic assumptions
Demographic assumptions
Employee contributions
Pension benefits paid
Acquisition of subsidiaries
Exchange differences
Pension obligations, end of year
Fair value of plan assets, beginning of year
$
$
Interest income
Return on plan assets, excluding amounts
included in interest income
Employer contributions
Employee contributions
Pension benefits paid
Settlements
Acquisition of subsidiaries
Administrative costs
Exchange differences
Canadian
Foreign
$
468.9
22.0
16.5
$
52.3
1.2
1.3
$
2017
Total
521.2
23.2
17.8
Canadian
Foreign
$
450.8
25.8
15.5
$
70.1
2.7
1.3
$
2016
Total
520.9
28.5
16.8
-
-
-
(0.3)
(7.1)
(7.4)
1.4
13.5
(19.1)
5.7
(21.5)
-
-
487.4
382.9
13.6
19.1
17.2
5.7
(21.5)
-
-
(1.1)
-
$
$
0.3
1.8
0.5
0.2
(1.1)
-
(2.6)
53.9
46.9
1.1
0.3
1.7
0.2
(1.1)
-
-
(0.1)
(2.2)
$
$
1.7
15.3
(18.6)
5.9
(22.6)
-
(2.6)
541.3
429.8
14.7
19.4
18.9
5.9
(22.6)
-
-
(1.2)
(2.2)
$
$
(7.8)
(32.2)
-
5.5
(18.0)
29.6
-
468.9
356.2
12.5
(19.2)
21.6
5.5
(18.0)
-
25.2
(0.9)
-
$
$
(3.4)
(14.0)
(0.7)
0.3
(1.2)
-
4.3
52.3
54.8
1.0
(6.9)
1.3
0.3
(1.2)
(6.0)
-
(0.1)
3.7
$
$
(11.2)
(46.2)
(0.7)
5.8
(19.2)
29.6
4.3
521.2
411.0
13.5
(26.1)
22.9
5.8
(19.2)
(6.0)
25.2
(1.0)
3.7
Fair value of plan assets, end of year
$
415.9
$
46.8
$
462.7
$
382.9
$
46.9
$
429.8
The changes in the unfunded defined benefit pension obligations are as follows:
(amounts in millions)
Pension obligations, beginning of year
Current service cost
Interest cost
Past service cost, settlements
and curtailments
Actuarial (gain) loss arising from:
Experience adjustments
Economic assumptions
Demographic assumptions
Pension benefits paid
Acquisition of subsidiaries
Exchange differences
Canadian
Foreign
$
62.9
2.2
1.9
$
13.7
-
0.2
$
2017
Total
76.6
2.2
2.1
Canadian
Foreign
$
62.2
2.9
2.0
$
13.6
-
0.2
$
2016
Total
75.8
2.9
2.2
-
0.1
0.1
-
-
-
1.1
1.0
-
(2.9)
-
-
-
0.3
-
(0.7)
-
(0.7)
1.1
1.3
-
(3.6)
-
(0.7)
(0.9)
(1.1)
-
(3.2)
1.0
-
0.2
(0.7)
-
(0.7)
-
1.1
(0.7)
(1.8)
-
(3.9)
1.0
1.1
Pension obligations, end of year
$
66.2
$
12.9
$
79.1
$
62.9
$
13.7
$
76.6
CAE Financial Report 2017 | 79
Notes to the Consolidated Financial Statements
The net pension cost is as follows:
Years ended March 31
(amounts in millions)
Funded plans
Current service cost
Interest cost
Interest income
Past service cost, settlements
and curtailments
Administrative cost
Net pension cost
Unfunded plans
Current service cost
Interest cost
Past service cost, settlements
and curtailments
Net pension cost
Total net pension cost
Canadian
Foreign
2017
Total
Canadian
Foreign
$
22.0
16.5
(13.6)
-
1.1
$
26.0
$
$
$
2.2
1.9
-
4.1
30.1
$
$
$
$
$
1.2
1.3
(1.1)
-
0.1
1.5
-
0.2
0.1
0.3
1.8
$
23.2
17.8
(14.7)
$
25.8
15.5
(12.5)
-
1.2
(0.3)
0.9
$
27.5
$
29.4
$
$
$
2.2
2.1
0.1
4.4
31.9
$
2.9
2.0
-
$
$
4.9
34.3
$
$
$
$
$
2.7
1.3
(1.0)
(1.1)
0.1
2.0
-
0.2
-
0.2
2.2
2016
Total
$
28.5
16.8
(13.5)
(1.4)
1.0
$
31.4
$
2.9
2.2
-
$
$
5.1
36.5
For the year ended March 31, 2017, pension costs of $12.5 million (2016 – $13.5 million) have been charged in cost of sales,
$4.9 million (2016 – $4.5 million) in research and development expenses, $8.2 million (2016 – $11.9 million) in selling, general and
administrative expenses, $5.2 million (2016 – $5.5 million) in finance expense and $1.1 million (2016 – $1.4 million) were capitalized.
In fiscal 2017, no curtailment and settlement is included in restructuring costs (2016 – $0.3 million).
As at March 31, 2017, the total cumulative amount of net actuarial losses before income taxes recognized in OCI was $150.8 million
(2016 – $169.4 million).
The fair value of the plan assets, by major categories, are as follows:
(amounts in millions)
Canadian plans
Equity funds
Canadian
Foreign
Bond funds
Government
Corporate
Other
Cash and cash equivalents
Other
Total Canadian plans
Foreign plans
Equity instruments
Debt instruments
Government
Corporate
Other
Property
Cash and cash equivalents
Other(1)
Total Foreign plans
Total plans
$
$
$
$
$
Quoted
Unquoted
Total
Quoted
Unquoted
Total
2017
2016
-
-
-
-
-
-
-
-
$ 110.0
122.3
$ 110.0
122.3
$
116.4
34.6
-
-
32.6
116.4
34.6
-
-
32.6
$
415.9
$
415.9
2.4
$
-
$
2.4
-
1.5
1.2
-
-
-
5.1
5.1
-
-
-
0.1
0.3
41.3
-
1.5
1.2
0.1
0.3
41.3
$
41.7
$ 457.6
$
46.8
$ 462.7
$
$
$
$
-
-
-
-
-
-
-
-
$
96.3
104.1
$
96.3
104.1
114.7
33.3
-
-
34.5
114.7
33.3
-
-
34.5
$
382.9
$
382.9
2.5
$
-
$
2.5
0.9
1.1
0.6
-
-
-
5.1
5.1
-
-
-
0.1
0.1
41.6
0.9
1.1
0.6
0.1
0.1
41.6
$
41.8
$ 424.7
$
46.9
$ 429.8
(1)Includes an insurance policy to cover a portion of the defined benefit obligation.
As at March 31, 2017 and March 31, 2016, there were no ordinary shares of the Company in the pension plan assets.
80 | CAE Financial Report 2017
Significant assumptions (weighted average):
Pension obligations as at March 31:
Discount rate
Compensation rate increases
Net pension cost for years ended March 31:
Discount rate
Compensation rate increases
Notes to the Consolidated Financial Statements
2017
3.78%
3.50%
3.96%
3.50%
Canadian
2016
3.97%
3.50%
3.63%
3.49%
2017
2.05%
2.82%
2.26%
2.86%
Foreign
2016
2.26%
2.86%
1.82%
2.92%
Assumptions regarding future mortality are based on actuarial advice in accordance with published statistics and mortality tables and
experience in each territory. The mortality tables and the average life expectancy in years for a member age 45 and 65 are as follows:
As at March 31, 2017
(in years)
Country
Canada
Canada
Canada
Netherlands
Germany
Norway
United Kingdom
As at March 31, 2016
(in years)
Country
Canada
Canada
Canada
Netherlands
Germany
Norway
United Kingdom
Mortality table
at age 45
Life expectancy over 65 for a member
Female
at age 65
at age 45
Male
at age 65
CPM private tables (employees)
CPM private tables (designated executives)
CPM private tables (CMAT)
AG2016
Heubeck RT2005G
K2013
S1PA
22.4
23.9
22.7
23.8
21.8
22.8
24.3
21.3
22.9
21.6
21.5
19.3
22.1
22.6
24.7
25.4
25.0
26.2
25.7
26.5
26.8
23.7
24.4
24.0
23.8
23.2
25.4
24.9
Mortality table
at age 45
Life expectancy over 65 for a member
Female
at age 65
at age 45
Male
at age 65
CPM private tables (employees)
CPM private tables (designated executives)
CPM private tables (CMAT)
AG2014
Heubeck RT2005G
K2013
S1PA
22.4
23.9
22.7
23.7
21.6
22.7
23.1
21.3
22.8
21.5
21.3
19.0
22.0
21.3
24.6
25.3
25.0
25.7
25.6
26.3
25.6
23.6
24.4
24.0
23.5
23.1
25.3
23.6
The weighted average duration of the defined benefit obligation is 18.01 years.
The following table summarizes the impact on the defined benefit obligation as a result of a 0.25% change in the significant
assumptions as at March 31, 2017:
Discount rate:
Increase
Decrease
Compensation rate:
Increase
Decrease
Canadian
Funded plans
Foreign
Canadian
Unfunded plans
Foreign
Total
$
(20.8)
22.4
$
(2.6)
2.8
$
(2.0)
2.3
$
(0.4)
0.4
$
(25.8)
27.9
5.6
(5.4)
0.1
(0.1)
0.4
(0.4)
-
-
6.1
(5.9)
Through its defined benefit plans, the Company is exposed to a number of risks, the most significant being the exposure to asset
volatility, to changes in bond yields and to changes in life expectancy. The plan liabilities are calculated using a discount rate set with
reference to corporate bond yields, if plan assets underperform against this yield, this will create a deficit. A decrease in corporate
bond yields will increase plan liabilities, although this will be partially offset by an increase in the value of the plans’ bond holdings.
The plans’ obligations are to provide benefits for the duration of the life of its members, therefore, increases in life expectancy will
result in an increase in the plans’ liabilities.
CAE Financial Report 2017 | 81
Notes to the Consolidated Financial Statements
Contributions reflect actuarial assumptions of future investment returns, salary projections and future service benefits. The expected
employer contributions for the next fiscal year is as follows:
(amounts in millions)
Funded plans
Foreign
Canadian
Canadian
Unfunded plans
Foreign
Total
Expected contributions – fiscal 2018
$
18.2
$
1.9
$
2.6
$
0.6
$
23.3
NOTE 15 – DEFERRED GAINS AND OTHER NON-CURRENT LIABILITIES
(amounts in millions)
Deferred gains on sale and leasebacks (1)
Deferred revenue
Share-based compensation obligations (Note 24)
Purchase options
Other
(1) The related amortization for the year amounted to $3.7 million (2016 – $3.6 million).
NOTE 16 – INCOME TAXES
Income tax expense
A reconciliation of income taxes at Canadian statutory rates with the reported income taxes is as follows:
Years ended March 31
Earnings before income taxes
Canadian statutory income tax rates
Income taxes at Canadian statutory rates
Difference between Canadian and Foreign statutory rates
Unrecognized tax benefits
Tax benefit of operating losses not previously recognized
Non-taxable capital (gain) loss
Tax impact on equity accounted investees
Non-deductible items
Prior years' tax adjustments and assessments
Impact of change in income tax rates on deferred income taxes
Non-taxable research and development tax credits
Other tax benefits not previously recognized
Income tax expense
$
2017
23.1
116.9
62.5
1.6
13.7
$
2016
26.4
86.0
40.0
1.5
18.8
$
217.8
$
172.7
2017
2016
$
292.3
26.95%
$
260.3
26.95%
$
78.8
(10.6)
10.3
(7.7)
(1.3)
(12.3)
0.7
(13.0)
0.4
(0.6)
(9.5)
$
70.2
(8.9)
5.6
(2.6)
0.5
(10.6)
0.6
(29.0)
0.4
(2.3)
(3.5)
$
35.2
$
20.4
The applicable statutory tax rate is 26.95% in fiscal 2017 (2016 – 26.95%). The Company's applicable tax rate is the Canadian
combined rates applicable in the jurisdictions in which the Company operates.
Significant components of the provision for the income tax expense are as follows:
(amounts in millions)
Current income tax expense (recovery):
Current period
Adjustment for prior years
Deferred income tax (recovery) expense:
Tax benefit not previously recognized used to reduce the deferred tax expense
Impact of change in income tax rates on deferred income taxes
Origination and reversal of temporary differences
Income tax expense
2017
2016
$
21.0
(12.2)
$
23.5
(28.1)
(17.2)
0.4
43.2
(6.1)
0.4
30.7
$
35.2
$
20.4
Income tax recognized in OCI
During fiscal 2017, a deferred tax expense of $7.7 million was recorded in OCI (2016 – $16.1 million). No current income tax expense
(recovery) was recognized in OCI for fiscal 2017 nor fiscal 2016.
82 | CAE Financial Report 2017
Notes to the Consolidated Financial Statements
Deferred tax assets and liabilities
Movements in temporary differences during fiscal year 2017 are as follows:
Recognized in
discontinued
operation and
transferred
Balance Recognized Recognized
in income
from assets Acquisition of
Balance
in OCI held for sale subsidiaries differences end of year
Exchange
beginning of year
Non-capital loss carryforwards
Intangible assets
Amounts not currently deductible
Deferred revenue
Tax benefit carryover
Unclaimed research and
development expenditures
Investment tax credits
Property, plant and equipment
Unrealized (gains) losses
on foreign exchange
Financial instruments
Government particpation
Employee benefit plans
Percentage-of-completion versus
completed contract
Other
$
49.4
(74.1)
34.3
25.4
5.7
24.1
(56.7)
(131.6)
(16.1)
(1.0)
(24.9)
41.7
(40.6)
(1.9)
$
0.6
(3.0)
14.0
(10.2)
0.2
(3.9)
(3.3)
(17.5)
(1.3)
2.1
(2.5)
3.1
(5.0)
0.3
$
-
-
-
-
-
-
-
-
1.5
(4.1)
-
(5.1)
-
-
$
$
0.4
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(7.1)
-
10.5
-
-
-
3.3
-
-
-
-
-
-
$
0.1
0.1
0.2
0.1
0.1
-
-
(3.1)
(0.1)
-
-
(0.1)
0.2
-
$
50.5
(84.1)
48.5
25.8
6.0
20.2
(60.0)
(148.9)
(16.0)
(3.0)
(27.4)
39.6
(45.4)
(1.6)
Net deferred income tax (liabilities) assets
$ (166.3)
$
(26.4)
$
(7.7)
$
0.4
$
6.7
$
(2.5)
$ (195.8)
Movements in temporary differences during fiscal year 2016 are as follows:
Recognized in
Balance Recognized Recognized discontinued Acquisition of
in OCI
Balance
operation subsidiaries differences end of year
Exchange
in income
beginning of year
(amounts in millions)
Non-capital loss carryforwards
Intangible assets
Amounts not currently deductible
Deferred revenue
Tax benefit carryover
Unclaimed research and
development expenditures
Investment tax credits
Property, plant and equipment
Unrealized gains
on foreign exchange
Financial instruments
Government participation
Employee benefit plans
Percentage-of-completion versus
completed contract
Other
$
$
50.8
(74.0)
26.3
7.2
0.4
11.6
(44.5)
(109.3)
(13.1)
7.5
(16.5)
46.2
(33.7)
(1.8)
$
(3.1)
4.8
7.5
(2.3)
5.4
12.5
(12.2)
(20.2)
(0.6)
(4.1)
(8.4)
3.2
(6.7)
(0.8)
$
-
-
-
-
-
-
-
-
(2.4)
(4.4)
-
(9.3)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
0.7
0.7
$
$
-
(4.1)
0.3
20.5
-
-
-
-
-
-
-
1.2
-
-
1.7
(0.8)
0.2
-
(0.1)
-
-
(2.1)
-
-
-
0.4
(0.2)
-
$
49.4
(74.1)
34.3
25.4
5.7
24.1
(56.7)
(131.6)
(16.1)
(1.0)
(24.9)
41.7
(40.6)
(1.9)
$
17.9
$
(0.9)
$ (166.3)
Net deferred income tax (liabilities) assets
$ (142.9)
$
(25.0)
$
(16.1)
$
As at March 31, 2017, taxable temporary differences of $834.2 million (2016 – $730.8 million) related to investments in foreign
operations, including subsidiaries and interests in joint ventures has not been recognized, because the Company controls whether the
liability will be incurred and it is satisfied that it will not be incurred in the foreseeable future.
CAE Financial Report 2017 | 83
Notes to the Consolidated Financial Statements
The non-capital losses incurred in various jurisdictions expire as follows:
(amounts in millions)
Expiry date
2018
2019
2020
2021
2022
2023
2024 – 2037
No expiry date
Unrecognized Recognized
$
1.3
1.5
2.7
2.1
2.4
6.3
65.7
101.8
$
-
-
2.0
5.7
3.7
-
44.3
133.8
$
183.8
$ 189.5
As at March 31, 2017, the Company has $292.6 million (2016 – $268.6 million) of deductible temporary differences for which deferred
tax assets have not been recognized. These amounts will reverse during a period of up to 30 years. The Company also has
$0.9 million (2016 – $0.9 million) of accumulated capital losses carried forward for which deferred tax assets have not been
recognized. These capital losses can be carried forward indefinitely.
NOTE 17 – SHARE CAPITAL, EARNINGS PER SHARE AND DIVIDENDS
Share capital
Authorized shares
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 issu e. To
date, the Company has not issued any preferred shares.
Repurchase and cancellation of common shares
On February 19, 2016, the Company announced that it received approval from the Toronto Stock Exchange (TSX) to purchase, by
way of a normal course issuer bid (NCIB) up to 5,398,643 of its common shares, representing 2% of the 269,932,164 issued and
outstanding common shares as of February 12, 2016. The NCIB began on February 23, 2016, and ended on February 22, 2017.
On February 14, 2017 the Company announced the renewal of the NCIB to purchase up to 5,366,756 of its common shares,
representing 2% of the 268,337,816 issued and outstanding common shares as of February 9, 2017. The NCIB began on
February 23, 2017 and will end on February 22, 2018 or on such earlier date when the Company completes its purchases or elects to
terminate the NCIB. These purchases will be made on the open market plus brokerage fees through the facilities of the TSX and/or
alternative trading systems at the prevailing market price at the time of the transaction, in accordance with the TSX’s appli cable
policies. All common shares purchased pursuant to the NCIB will be cancelled.
As at March 31, 2017, the Company had repurchased and cancelled a total of 2,490,900 common shares (2016 – 515,200), at a
weighted average price of $16.73 per common share (2016 – $15.01), for a total consideration of $41.7 million (2016 – $7.7 million).
An excess of $36.1 million (2016 – $6.6 million) of the shares’ repurchase value over their carrying amount was charged to retained
earnings as share repurchase premiums.
Issued shares
A reconciliation of the issued and outstanding common shares of the Company is presented in the consolidated statement of changes
to 268,397,224
in equity. As at March 31, 2017,
(2016 – 269,634,816).
the number of shares
fully paid amount
issued and
that are
Earnings per share computation
The denominators for the basic and diluted earnings per share computations are as follows:
Years ended March 31
Weighted average number of common shares outstanding
Effect of dilutive stock options
2017
2016
268,693,589 268,804,733
391,613
903,690
Weighted average number of common shares outstanding for diluted earnings per share calculation
269,597,279 269,196,346
As at March 31, 2017, options to acquire 46,700 common shares (2016 – 1,645,600) have been excluded from the above calculation
since their inclusion would have had an anti-dilutive effect.
84 | CAE Financial Report 2017
Notes to the Consolidated Financial Statements
Dividends
The dividends declared for fiscal 2017 were $84.6 million or $0.315 per share (2016 – $80.1 million or $0.295 per share).
NOTE 18 – ACCUMULATED OTHER COMPREHENSIVE INCOME
As at March 31
(amounts in millions)
Foreign currency
translation
2016
2017
Net changes in
cash flow hedges
2017
2016
Net changes in
available-for-sale
financial instruments
2016
2017
Share in the other
comprehensive
income of equity
accounted investees
2016
2017
2017
Total
2016
Balances, beginning of year
OCI
$
180.0 $ 152.2 $
(31.4)
27.8
(15.6) $ (27.6) $
11.3
12.0
0.7 $
(0.2)
0.6 $
0.1
55.6 $
(6.7)
52.1 $
3.5
220.7 $ 177.3
(27.0)
43.4
Balances, end of year
$
148.6 $ 180.0 $
(4.3) $ (15.6) $
0.5 $
0.7 $
48.9 $
55.6 $
193.7 $ 220.7
NOTE 19 – EMPLOYEE COMPENSATION
The total employee compensation expense recognized in the determination of net income is as follows:
(amounts in millions)
Salaries and other short-term employee benefits
Share-based payments, net of equity swap (Note 24)
Post-employment benefits – defined benefit plans (Note 14)
Post-employment benefits – defined contribution plans
Termination benefits
Total employee compensation expense(1)
877.0
(1)Certain members of key management may have employment agreements with clauses for payment in case of termination without cause and payment in case of
termination of employment following a change in control. All such employment agreements are for an indeterminate term. Please refer to the 2017 CAE Inc.
Management Proxy Circular for more information.
838.4
40.4
30.8
12.4
11.2
786.9
22.5
35.1
9.5
23.0
933.2
2017
2016
$
$
$
$
NOTE 20 – IMPAIRMENT OF NON-FINANCIAL ASSETS
Goodwill is monitored by management at the operating segment level.
The carrying amount of goodwill allocated to the Company's CGUs per operating segment is as follows:
Net book value at March 31, 2015
Acquisition of subsidiaries (Note 3)
Exchange differences
Net book value at March 31, 2016
Acquisition of subsidiaries (Note 3)
Exchange differences
Net book value at March 31, 2017
Civil Aviation
Defence
Training Solutions and Security
$
183.3
-
14.3
$
165.1
49.2
2.6
Healthcare
$ 139.0
-
3.1
$
Total
487.4
49.2
20.0
$
197.6
$
216.9
$ 142.1
$ 556.6
3.3
(6.9)
1.6
2.0
-
3.4
4.9
(1.5)
$ 194.0
$ 220.5
$ 145.5
$ 560.0
Goodwill is allocated to CGUs or a group of CGUs, which generally corresponds to the Company’s operating segments or one level
below.
The Company’s impairment test for goodwill is based on level 3 fair value less costs of disposal calculations and uses valuation
models such as the discounted cash flows model. The cash flows are derived from the projections approved by management for the
next five years. Cash flow projections take into account past experience and represent management’s best estimate about futur e
developments and form part of the Company’s strategic plan approved annually by the Board of Directors. Cash flows after the five
year period are extrapolated using a constant growth rate of 2% for Civil Aviation Training Solutions as well as for Defence and
Security, and 3% for Healthcare. For fiscal 2017, the post-tax discount rates were derived from the respective CGUs’ representative
weighted average cost of capital, which range from 6.5% to 9%.
CAE Financial Report 2017 | 85
Notes to the Consolidated Financial Statements
In fiscal 2016, an impairment loss of $1.7 million was recognized in Civil Aviation Training Solutions cost of sales following the
decision to sell an asset. The recoverable amount of $1.8 million was estimated using its fair value, based on a level 3 market price,
less costs of disposal.
NOTE 21 – OTHER GAINS – NET
(amounts in millions)
Disposals of property, plant and equipment
Net foreign exchange gains
Net loss on litigation
Termination of customer agreements
Reversal of royalty obligations
Other
Other gains – net
NOTE 22 – RESTRUCTURING, INTEGRATION AND ACQUISITION COSTS
Restructuring costs (Note 11)
Integration costs
Acquisition costs (Note 3)
Restructuring, integration and acquisition costs
$
2017
7.7
0.1
(1.1)
-
-
6.0
$
2016
-
4.6
(1.9)
(2.4)
20.0
3.9
$
12.7
$
24.2
$
2017
27.1
7.0
1.4
$
2016
28.9
-
-
$
35.5
$
28.9
Restructuring costs
Restructuring costs are related to the Company’s process improvement program implemented during fiscal 2016 and to the
acquisition of LMCFT on May 2, 2016. These costs consist mainly of severances, costs to exit leases and other related costs,
including the associated employee benefits obligation expense. The restructuring costs related to the Company’s process
improvement program and to the acquisition of LMCFT were completed during fiscal 2017.
Integration costs
Integration costs represent incremental costs directly related to the integration of LMCFT in the Company’s ongoing activities. This
primarily includes expenditures related to regulatory and process standardization, systems integration and other activities.
Acquisition costs
Acquisition costs represent costs directly related to the acquisition of LMCFT. These costs include expenses, fees, commissions and
other costs associated with the collection of information, negotiation of contracts, risk assessments, and the services of lawyers,
advisors and specialists.
NOTE 23 – FINANCE EXPENSE – NET
Finance expense:
Long-term debt (other than finance leases)
Finance leases
Royalty obligations
Employee benefits obligations (Note 14)
Financing cost amortization
Provisions and other non-current liabilities
Other
Borrowing costs capitalized (1)
Finance expense
Finance income:
Loans and finance lease contracts
86 | CAE Financial Report 2017
Other
Finance income
Finance expense – net
(1) The average capitalization rate used during fiscal 2017 to determine the amount of borrowing costs eligible for capitalization was 4.37% (2016 – 4.00%).
72.4
$
$
$
$
2017
2016
$
53.7
10.5
10.6
5.2
1.5
0.1
5.6
(3.2)
$
55.8
10.5
8.0
5.5
1.4
1.2
6.0
(3.7)
$
84.0
$
84.7
$
(8.2)
(3.4)
(11.6)
$
(7.9)
(1.6)
(9.5)
75.2
Notes to the Consolidated Financial Statements
NOTE 24 – SHARE-BASED PAYMENTS
The Company’s share-based payment plans consist of two categories: an equity-settled share-based payment plan comprised of the
Employee Stock Option Plan (ESOP); and cash-settled share-based payments plans that include the Employee Stock Purchase Plan
(ESPP), the Executive Deferred Share Unit (EDSU) plan, the Deferred Share Unit (DSU) plan, the Long-Term Incentive Time Based
plans and the Long-Term Incentive Performance Based plans. The Long-Term Incentive – Deferred Share Unit (LTI-DSU) plan and
the Long-Term Incentive – Time Based Restricted Share Unit (LTI-TB RSU) plan are time based plans while the Long-Term Incentive
– Restricted Share Unit (LTI-RSU) plan and the Long-Term Incentive – Performance Share Unit (LTI-PSU) plan are performance
based plans.
The effect of share-based payment arrangements in the consolidated income statement and in the consolidated statement of financial
position are as follows as at, and for the years ended March 31:
Cash-settled share-based compensation:
ESPP
DSU
LTI-DSU
LTI-TB RSU
LTI-RSU
LTI-PSU
Compensation
cost
2016
Recognized in the consolidated
statement of financial position
2016
2017
$
6.3
1.9
1.7
2.5
2.8
5.0
$
-
(14.1)
(23.9)
(8.1)
-
(31.1)
$
-
(10.5)
(19.4)
(3.6)
(7.0)
(7.7)
$
2017
6.8
5.5
7.2
4.5
-
23.5
Total cash-settled share-based compensation
$
47.5
$
20.2
$ (77.2)
$
(48.2)
Equity-settled share-based compensation:
ESOP
Total equity-settled share-based compensation
Total share-based compensation cost
$
$
$
3.7
3.7
51.2
$
$
$
3.7
3.7
23.9
$ (19.4)
$ (19.4)
$ (96.6)
$
$
$
(18.3)
(18.3)
(66.5)
For the year ended March 31, 2017, share-based compensation costs of $0.3 million (2016 – $0.4 million) were capitalized.
The Company entered into equity swap agreements with two major Canadian financial institutions in order to reduce its earnings
exposure related to the fluctuation in the Company’s share price relating to the DSU and Long-Term Incentive Time Based plans (see
Note 29 and Note 30). The recovery recognized in fiscal 2017 amounts to $10.5 million (2016 – $1.0 million).
The share-based payment plans are described below. There have been no plan cancellations during fiscal 2017 or fiscal 2016.
Employee Stock Option Plan
Under the Company’s long-term incentive program, options may be granted to key employees to purchase common shares of the
Company at a subscription price of 100% of the market value at the date of the grant. Market value is determined as the weighted
average closing price of the common shares on the Toronto Stock Exchange (TSX) of the five days of trading prior to the effective
date of the grant.
As at March 31, 2017, a total of 15,924,289 common shares (2016 – 6,954,014) remained authorized for issuance under the
Employee Stock Option Plan (ESOP). The options are exercisable during a period not to exceed seven years (six years for options
issued before March 31, 2011), and are not exercisable during the first 12 months after the date of the grant. The right to exercise all
of the options vests over a period of four years of continuous employment from the grant date. Upon termination of employment at
retirement, unvested options continue to vest following the retiree’s retirement date, subject to the four year vesting perio d. However,
if there is a change of control of the Company, the options outstanding become immediately exercisable by option holders. Options
are adjusted proportionately for any stock dividends or stock splits attributed to the common shares of the Company.
Outstanding options are as follows:
Years ended March 31
Options outstanding, beginning of year
Granted
Exercised
Forfeited
Expired
Options outstanding, end of year
Options exercisable, end of year
2017
Weighted
average exercise
price (CAD$)
$
13.30
16.19
12.25
14.50
-
$
$
14.51
12.57
Number
of options
4,834,725
2,073,600
(1,029,725)
(336,975)
-
5,541,625
1,483,450
2016
Weighted
average exercise
price (CAD$)
$
11.46
15.13
9.61
13.41
14.66
$
$
13.30
11.90
Number
of options
5,027,316
1,747,400
(1,654,005)
(281,336)
(4,650)
4,834,725
1,098,075
CAE Financial Report 2017 | 87
Notes to the Consolidated Financial Statements
Summarized information about the Company's ESOP as at March 31, 2017 is as follows:
Range of
exercise prices
(CAD$)
$9.60 to $11.02
$12.65 to $15.00
$15.14 to $18.06
Total
Number of
options
outstanding
1,147,025
1,092,600
3,302,000
5,541,625
Weighted
average remaining
contractual life (years)
2.92
4.12
5.77
4.86
Options Outstanding
Weighted
average exercise
price (CAD$)
$ 10.79
14.57
15.78
$ 14.51
Number of
options
exercisable
782,150
443,150
258,150
1,483,450
Options Exercisable
Weighted
average exercise
price (CAD$)
$ 10.68
14.39
15.14
$ 12.57
The weighted average market share price for share options exercised in 2017 was $17.14 (2016 – $15.04).
For the year ended March 31, 2017, compensation cost for CAE’s stock options of $3.7 million (2016 – $3.7 million) was recognized
with a corresponding credit to contributed surplus using the fair value method of accounting for awards that were granted since
fiscal 2012.
The assumptions used for the purpose of the option calculations outlined in this note are presented below:
2017
2016
Weighted average assumptions used in the Black-Scholes options pricing model:
Weighted average share price
Exercise price
Dividend yield
Expected volatility
Risk-free interest rate
Expected option term
Weighted average fair value option granted
$
$
16.43
16.19
1.83%
19.65%
0.75%
4 years
2.20
$
$
$
14.86
15.13
1.89%
20.12%
0.85%
4 years
1.91
$
Expected volatility is estimated by considering historical average share price volatility over the option's expected term.
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 a lump-sum payment plus employer contributions.
The Company and its participating subsidiaries match the first $500 employee contribution and contribute $1 for every $2 of additional
employee contributions, up to a maximum of 3% of the employee’s base salary.
Deferred Share Unit Plans
In fiscal 2017, CAE adopted an Executive Deferred Share Unit (EDSU) plan. The purpose of the plan is to attract and retain talented
individuals to serve as officers and executives of the Company and to promote a greater alignment of interests between the
executives and shareholders of CAE. Under this plan, Canadian and U.S.-based executives can elect to defer a portion or entire
short-term incentive payment to the EDSU plan on an annual basis. Such deferred short-term incentive amount is converted to
EDSUs based on the volume weighted average price of the common shares on the TSX during the last five trading days prior to the
date on which such incentive compensation becomes payable to the executive. The EDSU is equal in value to one common share of
CAE. The units also accrue dividend equivalents payable in additional units in an amount equal to dividends paid on CAE common
shares. EDSUs mature upon termination of employment, whereupon holders are entitled to receive a lump sum cash payment equal
to the number of EDSUs credited to their account as of that date multiplied the volume weighted average price of the common shares
on the TSX during the last five trading days prior to the settlement date.
The Company also maintains a Deferred Share Unit (DSU) plan for executives, under which units are no longer granted, whereby an
executive elected to receive cash incentive compensation in the form of deferred share units. A DSU is equal in value to one common
share of the Company. The units were 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 divid end
equivalents payable in additional units in an amount equal to dividends paid on CAE common shares. DSUs mature upon termination
of employment, whereupon an executive is entitled to receive a cash payment equal to the fair market value, determined as 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 settlement date, of the equivalent number of common shares, net of withholdings.
The Company also maintains a DSU plan for non-employee directors. A non-employee director holding less than the minimum
required holdings of common shares of the Company receives the Board retainer and attendance fees in the form of deferred share
units. Minimum required holdings means no 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 required holdings of common shares may elect to participate in the plan in respect of half or all of his or her retainer
and part or all of his or her attendance fees. The terms of the plan are identical to the executive DSU plan except that unit s 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.
88 | CAE Financial Report 2017
The Company records the cost of the DSU plans as a compensation expense and accrues its non-current liability in deferred gains
and other non-current liabilities.
Notes to the Consolidated Financial Statements
DSUs outstanding are as follows:
Years ended March 31
DSUs outstanding, beginning of year
Units granted
Units redeemed
Dividends paid in units
DSUs outstanding, end of year
DSUs vested, end of the year
2017
701,205
86,599
(107,524)
11,418
691,698
691,698
2016
633,693
104,514
(49,726)
12,724
701,205
701,205
Long-Term Incentive Time Based Plans
The Company maintains two Long-Term Incentive Time Based plans. The plans are intended for executives and senior management
to promote a greater alignment of interests between executives and shareholders of the Company. A unit under these plans is equal
in value to one common share at a specific date. One of these plans is no longer granted.
Long-Term Incentive – Deferred Share Unit Plan (LTI-DSU)
The LTI-DSUs are entitled to dividend equivalents payable in additional units in an amount equal to dividends paid on CAE common
shares. Eligible participants are entitled to receive a cash payment equivalent to the fair market value of the number of vested
LTI-DSUs held upon any termination of employment. Upon termination of employment at 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. Effective fiscal 2015, this plan was replaced by the
LTI-TB RSU plan.
The plan stipulates that granted units vest equally over five years and that following a change of control, all unvested units vest
immediately.
Long-Term Incentive – Time Based Restricted Share Unit Plan (LTI-TB RSU)
The LTI-TB RSU plan under which units are currently granted. Eligible participants are entitled to receive a cash payment equivalent
to the fair market value of the number of vested LTI-TB RSUs held at the end of the vesting period. For participants subject to loss of
employment other than voluntarily or for cause, a portion of the unvested LTI-TB RSUs will vest by one third for each full year of
employment completed during the period from the grant date to the date of termination. If termination of a participant is due to
resignation or for cause, all unvested units are forfeited. Upon termination of employment at retirement, unvested grants continue to
vest in accordance to their vesting date. For certain participants in the United States, vesting of unvested units takes place at the time
of retirement.
LTI-TB RSUs granted pursuant to the plan vest after three years from their grant date and following a change of control, all unvested
units vest immediately.
Long-Term Incentive Time Based units outstanding under all plans are as follows:
Years ended March 31
Units outstanding, beginning of year
Units granted
Units cancelled
Units redeemed
Dividends paid in units
Units outstanding, end of year
Units vested, end of year
2017
1,342,075
-
(13,246)
(156,072)
20,966
1,193,723
1,177,529
LTI-DSU
2016
1,677,005
-
(19,459)
(343,074)
27,603
1,342,075
1,294,208
2017
385,880
211,030
(42,090)
(3,610)
-
551,210
400,183
LTI-TB RSU
2016
182,450
227,520
(21,884)
(2,206)
-
385,880
241,172
Long-Term Incentive Performance Based Plans
The Company maintains two Long-Term Incentive Performance Based plans, one of which is no longer granted. The plans are
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.
CAE Financial Report 2017 | 89
Notes to the Consolidated Financial Statements
Long-Term Incentive – Restricted Share Unit Plan (LTI-RSU)
LTI-RSUs granted pursuant to this plan vest over three years from their grant date as follows:
(i) One-sixth of the total number of granted units multiplied by a factor vests every year. The factor is calculated from the one-year
Total Shareholder Return (TSR) relative performance of CAE’s share price versus that of the S&P A&D index for the period
April 1 to March 31, immediately preceding each of the first, second, and third anniversary of the grant date, according to the
following rule:
Annual TSR relative performance
First quartile (0 – 25 percentile)
Second quartile (26 – 50 percentile)
Third quartile (51 – 75 percentile)
Fourth quartile (76 – 100 percentile)
Factor
-
50% – 98%
100% – 148%
150%
(ii) One-half of the total number of granted units multiplied by a factor vests in the final year. The factor is calculated from the
three-year TSR relative performance of CAE’s share price versus that of the companies listed on the S&P A&D index for the
period April 1, immediately preceding the grant date, to March 31, immediately preceding the third anniversary of the grant date,
according to the same rule described in the table above.
Participants subject to loss of employment, other than voluntarily or for cause, are entitled to the units vested. Effective fiscal 2015 this
plan was replaced by the LTI-PSU plan.
Long-Term Incentive – Performance Share Unit Plan (LTI-PSU)
Eligible participants of the LTI-PSU are entitled to receive a cash payment equivalent to the fair market value of the number of vested
LTI-PSUs held at the end of the vesting period multiplied by a factor which ranges from 0% to 200% based on the attainment of
performance criteria set out pursuant to the plan. In relation to participants subject to loss of employment other than voluntarily or for
cause, a portion of the unvested LTI-PSUs will vest by one third for each full year of employment completed during the period from the
grant date to the date of termination for incentives issued in fiscal years 2015 and 2016,and will vest by one-sixth after year one, one-
third after year two and one-half after year three for incentives issued in fiscal 2017. If termination of a participant is due to resignation
or for cause, all unvested units are forfeited. Upon termination of employment at retirement, unvested grants continue to vest in
accordance to their vesting date.
LTI-PSUs granted pursuant to the plan vest after three years from their grant date and following a change of control, all unvested units
vest immediately.
Long-Term Incentive Performance Based units outstanding under all plans are as follows:
Years ended March 31
Units outstanding, beginning of year
Units granted
Units cancelled
Units redeemed
Units outstanding, end of year
Units vested, end of year
2017
378,920
82,731
(5,698)
(455,953)
-
-
LTI-RSU
2016
805,380
-
(186,297)
(240,163)
378,920
370,760
2017
934,500
490,270
(108,727)
(7,980)
1,308,063
956,057
LTI-PSU
2016
504,280
495,400
(62,544)
(2,636)
934,500
617,234
NOTE 25 – SUPPLEMENTARY CASH FLOWS INFORMATION
Changes in non-cash working capital are as follows:
(amounts in millions)
Cash (used in) provided by non-cash working capital:
Accounts receivable
Contracts in progress: assets
Inventories
Prepayments
Income taxes recoverable
Accounts payable and accrued liabilities
Provisions
Income taxes payable
Deferred revenue
Contracts in progress: liabilities
Changes in non-cash working capital
90 | CAE Financial Report 2017
2017
2016
$ (35.9)
(3.7)
(55.5)
1.2
4.4
16.2
(2.1)
(1.0)
79.2
26.3
$
29.1
$
(19.0)
(29.0)
(6.0)
3.7
15.2
(10.2)
18.4
1.9
3.4
18.5
$
(3.1)
Notes to the Consolidated Financial Statements
NOTE 26 – CONTINGENCIES
In the normal course of operations, the Company is party to a number of lawsuits, claims and contingencies. 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.
The Company is subject to audits from various government and regulatory agencies on an ongoing basis. As a result, from time to
time, authorities may disagree with positions and conclusions taken by the Company in its filings.
During fiscal 2015, the Company received a reassessment from the Canada Revenue Agency challenging the Company’s
characterization of the amounts received under the SADI program. No amount has been recognized in the Company’s financial
statements, since the Company believes that there are strong grounds for defence and will vigorously defend its position. Such
matters cannot be predicted with certainty, however, the Company believes that the resolution of these proceedings will not have a
material adverse effect on its financial position.
NOTE 27 – COMMITMENTS
The future aggregate minimum lease payments under non-cancellable operating leases are as follows:
(amounts in millions)
No later than 1 year
Later than 1 year and no later than 5 years
Later than 5 years
$
2017
55.3
125.6
82.0
$
2016
49.9
119.9
73.4
$
262.9
$
243.2
Rental expenses recognized in fiscal 2017 amount to $72.5 million (2016 – $77.2 million).
Contractual purchase commitments
The total contractual purchase commitments are as follows:
(amounts in millions)
No later than 1 year
Later than 1 year and no later than 5 years
Later than 5 years
Commitments to joint ventures
$
$
$
2017
118.4
119.0
1.7
$
2016
106.7
127.3
2.0
$
239.1
$
236.0
The Company’s total commitments to its joint ventures amount to nil as at March 31, 2017 (2016 – nil).
CAE Financial Report 2017 | 91
Notes to the Consolidated Financial Statements
NOTE 28 – CAPITAL RISK MANAGEMENT
The Company’s objectives when managing capital are threefold:
(i) Optimize the Company’s cost of capital;
(ii) Maintain the Company’s financial strength and credit quality;
(iii) Provide the Company’s shareholders with an appropriate rate of return on their investment.
The Company manages its 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, issue new shares or debt, use cash to reduce debt or repurchase shares.
To accomplish its objectives stated above, the Company monitors its capital on the basis of the net debt to capital. This ratio is
calculated as net debt divided by the sum of the net debt and total equity. Net debt is calculated as total debt, including the short-term
portion (as presented in the consolidated statement of financial position and including non-recourse debt) less cash and cash
equivalents. Total equity comprises share capital, contributed surplus, accumulated other comprehensive income, retained earnings
and non-controlling interests.
The level of debt versus equity in the capital structure is monitored, and the ratios are as follows:
(amounts in millions)
Total debt (Note 12)
Less: cash and cash equivalents
Net debt
Equity
Total net debt plus equity
Net debt: equity
2017
$ 1,255.4
504.7
$
750.7
2,081.0
$ 2,831.7
27:73
2016
$ 1,272.9
485.6
$
787.3
1,940.3
$ 2,727.6
29:71
The Company has certain debt agreements which require the maintenance of a certain level of capital. As at March 31, 2017, the
Company is compliant with its financial covenants.
NOTE 29 – FAIR VALUE OF FINANCIAL INSTRUMENTS
The fair value of a financial instrument is determined by reference to the available market information at the reporting 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 a valuation model, the Company primarily uses
external, readily observable market data inputs. Assumptions or inputs that are not based on observable market data incorporate the
Company’s best estimates of market participant assumptions and are used when external data is not available. Counterparty credit
risk and the Company’s own credit risk are taken into account in estimating the fair value of all financial assets and financ ial liabilities.
The following assumptions and valuation methodologies have been used to measure the fair value of financial instruments:
(i) The fair value of accounts receivable, contracts in progress, accounts payable and accrued liabilities approximate their carr ying
values due to their short-term maturities;
(ii) The fair value of derivative instruments, which include forward contracts, swap agreements and embedded derivatives accounted
for separately, is determined using valuation techniques and is calculated as the present value of the estimated future cash flows
using an appropriate interest rate yield curve and foreign exchange rate. Assumptions are based on market conditions prevailing
at each reporting date. Derivative instruments reflect the estimated amounts that the Company would receive or pay to settle the
contracts at the reporting date;
(iii) The fair value of the available-for-sale investment, which does not have a readily available market value, is estimated using a
discounted cash flow model, which includes some assumptions that are not based on observable market prices or rates;
(iv) The fair value of non-current receivables is estimated based on discounted cash flows using current interest rates for instruments
with similar terms and remaining maturities;
(v) The fair value of provisions, long-term debts and non-current liabilities, including finance lease obligations and royalty obligations,
are estimated based on discounted cash flows using current interest rates for instruments with similar terms and remaining
maturities.
92 | CAE Financial Report 2017
The carrying values and fair values of financial instruments, by class, are as follows at March 31, 2017:
Notes to the Consolidated Financial Statements
(amounts in millions)
Financial assets
Cash and cash equivalents
Accounts receivable
Contracts in progress: assets
Derivative financial assets
Other assets
At
(1)
FVTPL
Available-
Loans &
for-Sale Receivables
(2)
DDHR
Total
Carrying Value
Fair Value
$
$
504.7
-
-
12.2
(4)
26.0
$
-
-
-
-
1.4
(5)
-
526.4
337.5
-
167.6
(3)
(6)
$
-
-
-
27.2
-
$
504.7
526.4
337.5
39.4
195.0
$
504.7
526.4
337.5
39.4
210.7
$
542.9
$
1.4
$ 1,031.5
$
27.2
$ 1,603.0
$ 1,618.7
At
FVTPL
(1)
Other
Financial
Liabilities
(2)
DDHR
Total
Carrying Value
Fair Value
Financial liabilities
Accounts payable and accrued liabilities
Provisions
Total long-term debt
Other non-current liabilities
Derivative financial liabilities
$
$
-
0.1
-
-
9.8
9.9
$
(7)
615.0
39.3
(8)
1,258.2
(9)
146.5
-
$
-
-
-
-
10.4
$
615.0
39.4
1,258.2
146.5
20.2
$
615.0
39.4
1,340.3
170.4
20.2
$ 2,059.0
$
10.4
$ 2,079.3
$ 2,185.3
The carrying values and fair values of financial instruments, by class, were as follows at March 31, 2016:
(amounts in millions)
Financial assets
Cash and cash equivalents
Accounts receivable
Contracts in progress: assets
Derivative financial assets
Other assets
At
(1)
FVTPL
Available-
Loans &
for-Sale Receivables
(2)
DDHR
Total
Carrying Value
Fair Value
$
$
485.6
-
-
9.0
27.0
(4)
$
-
-
-
-
1.6
(5)
-
481.3
339.1
-
163.7
(3)
(6)
$
-
-
-
35.0
-
$
485.6
481.3
339.1
44.0
192.3
$
485.6
481.3
339.1
44.0
213.7
$
521.6
$
1.6
$
984.1
$
35.0
$ 1,542.3
$ 1,563.7
At
FVTPL
(1)
Other
Financial
Liabilities
(2)
DDHR
Total
Carrying Value
Fair Value
Financial liabilities
Accounts payable and accrued liabilities
Provisions
Total long-term debt
Other non-current liabilities
Derivative financial liabilities
$
-
0.6
-
-
13.1
$
(7)
603.1
32.8
(8)
1,276.4
(9)
144.2
-
$
-
-
-
-
22.2
$
603.1
33.4
1,276.4
144.2
35.3
$
603.1
33.4
1,363.5
146.9
35.3
$
13.7
$ 2,056.5
$
22.2
$ 2,092.4
$ 2,182.2
(1) FVTPL: Fair value through profit and loss.
(2) DDHR: Derivatives designated in a hedge relationship.
(3) Includes trade receivables, accrued receivables and certain other receivables.
(4) Represents restricted cash.
(5) Represents the Company's portfolio investment.
(6) Includes non-current receivables and advances.
(7) Includes trade accounts payable, accrued liabilities, interest payable, certain payroll-related liabilities and current royalty obligations.
(8) Excludes transaction costs.
(9) Includes non-current royalty obligations and other non-current liabilities.
CAE Financial Report 2017 | 93
Notes to the Consolidated Financial Statements
The Company did not elect to voluntarily designate any financial instruments at FVTPL; moreover, there have not been any changes
to the classification of the financial instruments since inception.
Fair value hierarchy
The fair value hierarchy reflects the significance of the inputs used in making the measurements and has the following levels:
Level 1: Quoted prices (unadjusted) in active markets for identical assets or liabilities;
Level 2: Inputs other than quoted prices included within level 1 that are observable for the asset or liability, either directly (i.e. as
prices in markets that are not active) or indirectly (i.e. quoted prices for similar assets or liabilities);
Level 3: Inputs for the asset or liability that is not based on observable market data (unobservable inputs).
Each type of fair value is categorized based on the lowest level input that is significant to the fair value measurement in its entirety.
The following table presents the financial instruments, by class, which are recognized at fair value:
Level 2
Level 3
Total
Level 2
Level 3
Total
2017
2016
504.7
26.0
7.4
1.8
3.0
-
10.8
16.4
570.1
$
$
-
-
-
-
-
1.4
$
504.7
26.0
7.4
1.8
3.0
1.4
$
485.6
27.0
6.3
2.7
-
-
-
-
-
-
-
1.6
$
485.6
27.0
6.3
2.7
-
1.6
-
-
10.8
16.4
16.9
18.1
-
-
16.9
18.1
$
1.4
$
571.5
$
556.6
$
1.6
$
558.2
$
-
9.8
-
$
0.1
-
-
0.1
9.8
-
$
10.0
0.4
20.2
-
-
10.0
0.4
$
$
-
12.6
0.5
20.9
1.3
0.6
-
-
-
-
0.6
12.6
0.5
20.9
1.3
$
0.1
$
20.3
$
35.3
$
0.6
$
35.9
2017
2016
$
1.0
$
0.1
-
(0.2)
0.5
(0.1)
-
1.0
$
1.3
$
1.0
(amounts in millions)
Financial assets
At FVTPL
Cash and cash equivalents
Restricted cash
Forward foreign currency contracts
Embedded foreign currency derivatives
Equity swap agreements
Available-for-sale
Derivatives designated in a hedge relationship
Forward foreign currency contracts
Foreign currency swap agreements
Financial liabilities
At FVTPL
Contingent consideration arising on business combinations
Forward foreign currency contracts
Equity swap agreements
Derivatives designated in a hedge relationship
Forward foreign currency contracts
Interest rate swap agreements
Changes in level 3 financial instruments are as follows:
(amounts in millions)
Balance, beginning of year
Total realized and unrealized losses:
Included in income
Included in other comprehensive income
Issued and settled
Balance, end of year
$
$
$
$
94 | CAE Financial Report 2017
The following table presents the fair value of the financial instruments, by class, which are recognized at amortized cost:
Notes to the Consolidated Financial Statements
(amounts in millions)
Financial assets
Accounts receivable
Contracts in progress: assets
Other assets
Investment in finance leases
Other
Financial liabilities
Accounts payable and accrued liabilities
Provisions
Total long-term debt
Other non-current liabilities
Level 2
Level 3
Total
Level 2
Level 3
Total
2017
2016
$
$
-
-
$
526.4
337.5
$
526.4
337.5
$
-
-
$
481.3
339.1
$
481.3
339.1
109.8
40.6
-
32.9
109.8
73.5
108.7
51.4
-
25.0
108.7
76.4
150.4
$
896.8
$ 1,047.2
$
160.1
$
845.4
$ 1,005.5
$
-
-
1,340.3
-
$ 1,340.3
$
615.0
39.3
-
170.4
$
615.0
39.3
1,340.3
170.4
$
-
-
1,363.5
-
$
603.1
32.8
-
146.9
$
603.1
32.8
1,363.5
146.9
$
824.7
$ 2,165.0
$ 1,363.5
$
782.8
$ 2,146.3
NOTE 30 – 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
exposed to credit risk, liquidity risk and market risk, including foreign currency risk and interest rate risk. The Company’s exposure to
credit risk, liquidity risk and market risk is managed within risk management parameters documented in corporate policies. These risk
management parameters remain unchanged since the previous period, unless otherwise indicated.
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. The Company is exposed to credit risk on its accounts receivable 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 assets. Credit risks arising from the Company’s normal com mercial
activities are managed in regards to customer credit risk.
The Company’s customers are mainly established companies, some of which have publicly available credit ratings, as well as
government agencies, which facilitates risk assessment and monitoring. In addition, the Company typically receives substantial
non-refundable advance payments for construction contracts. The Company closely monitors its exposure to major airline companies
in order to mitigate its risk to the extent possible. Furthermore, the Company’s trade receivables are not concentrated with specific
customers but are held with 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 third-party financial institutions for cash consideration on a limited
recourse basis (current financial assets program). 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 mainly in place with a diverse group of major 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 enters into contracts with counterparties that are of
high credit quality. The Company signed International Swaps & Derivatives Association, Inc. (ISDA) Master Agreements with the
majority of counterparties with whom it trades derivative financial instruments. These agreements make it possible to offset when a
contracting party 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 thres hold
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 Note 4 and Note 29 represent the maximum exposure to credit risk for each respective financial
asset as at the relevant dates.
CAE Financial Report 2017 | 95
Notes to the Consolidated Financial Statements
Liquidity risk
Liquidity risk is defined as the potential risk that the Company cannot meet its cash obligations as they become due.
The Company manages this risk by establishing cash forecasts, as well as long-term operating and strategic plans. The management
of consolidated liquidity requires a regular monitoring of expected cash inflows and outflows which is achieved through a forecast of
the Company’s consolidated liquidity position, for 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
obligations. 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 a revolving unsecured credit facility of
US$550.0 million, with an option, subject to the lender’s consent, to increase to a total amount of up to US$850.0 million. As well, the
Company has agreements to sell certain of its accounts receivable for an amount of up to US$150.0 million (current financial assets
program). As at March 31, 2017, the Canadian dollar equivalent of $141.6 million (2016 – $105.9 million) of specific accounts
receivable were sold to a financial institution pursuant to these agreements. Proceeds were net of $1.2 million in fees (2016 –
$1.2 million). The Company also regularly monitors any financing opportunities to optimize its capital structure and maintain
appropriate financial flexibility.
The following tables present a maturity analysis based on contractual maturity date, of the Company’s financial liabilities based on
expected cash flows. Cash flows from derivatives presented either as derivative assets or liabilities have been included, as the
Company manages its derivative contracts on a gross basis. 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, 2017
Non-derivative financial
liabilities
Accounts payable
and accrued liabilities (1)
Total provisions
Total long-term debt (2)
Other non-current liabilities (3)
Derivative financial
instruments
Forward foreign
currency contracts (4)
Outflow
Inflow
Swap derivatives on total
long-term debt (5)
Outflow
Inflow
Embedded foreign currency
derivatives (6)
Equity swap agreement
Carrying Contractual
Amount Cash Flows
0-12
Months
13-24
Months
25-36
Months
37-48
Months
49-60
Months Thereafter
$ 615.0
39.4
1,258.2
146.5
$
615.0
39.8
1,664.1
410.3
$
615.0
23.6
95.2
-
$
-
4.2
77.2
20.4
$
-
1.0
256.1
19.0
$
-
1.0
83.6
19.0
$
-
0.9
213.3
28.2
$
-
9.1
938.7
323.7
$ 2,059.1
$ 2,729.2
$
733.8
$
101.8
$
276.1
$
103.6
$
242.4
$ 1,271.5
$
1.6
$ 1,380.4
(1,375.8)
$ 1,140.5
(1,139.3)
$
167.1
(165.7)
$
63.9
(62.2)
$
$
8.2
(8.1)
$
0.7
(0.5)
-
-
(16.0)
(1.8)
(3.0)
75.2
(94.2)
(1.8)
(3.0)
$
(19.2)
$
(19.2)
$ 2,039.9
$ 2,710.0
$
$
13.4
(17.5)
(1.5)
(3.0)
(7.4)
726.4
9.7
(12.3)
8.7
(10.8)
8.7
(10.8)
8.7
(10.8)
26.0
(32.0)
(0.3)
-
(1.5)
100.3
$
$
-
-
-
-
-
-
-
-
$
$
(0.4)
275.7
$
$
(2.0)
101.6
$
$
(1.9)
$
(6.0)
240.5
$ 1,265.5
(1) Includes trade accounts payable, accrued liabilities, interest payable and certain payroll-related liabilities.
(2) Contractual cash flows include contractual interest and principal payments related to debt obligations and excludes transaction costs.
(3) Includes non-current royalty obligations and other non-current liabilities.
(4) Outflows and inflows are presented in CDN equivalent using the contractual forward foreign currency rate and include forward foreign currency contracts either
presented as derivative liabilities or derivative assets.
(5) Includes interest rate swap and cross currency swaps contracts either presented as derivative liabilities or derivative assets.
(6) Includes embedded foreign currency derivatives either presented as derivative liabilities or derivative assets.
96 | CAE Financial Report 2017
As at March 31, 2016
Non-derivative financial
liabilities
Accounts payable and
accrued liabilities (1)
Total provisions
Total long-term debt (2)
Other non-current liabilities (3)
Derivative financial
instruments
Forward foreign
currency contracts (4)
Outflow
Inflow
Swap derivatives on total
long-term debt (5)
Outflow
Inflow
Embedded foreign currency
derivatives (6)
Equity swap agreement
Notes to the Consolidated Financial Statements
Carrying Contractual
Amount Cash Flows
0-12
Months
13-24
Months
25-36
Months
37-48
Months
49-60
Months Thereafter
$ 603.1
33.4
1,276.4
144.2
$
603.1
35.0
1,731.5
410.1
$
603.1
23.3
165.9
-
$
-
2.8
88.8
20.7
$
-
0.5
71.4
20.2
$
-
0.4
248.7
19.0
$
-
0.4
77.3
19.0
$
-
7.6
1,079.4
331.2
$ 2,057.1
$ 2,779.7
$
792.3
$
112.3
$
92.1
$
268.1
$
96.7
$ 1,418.2
$
10.3
(16.8)
(2.7)
0.5
(8.7)
$
$ 1,235.8
(1,246.9)
$
994.4
(998.3)
$
180.7
(184.8)
$
45.3
(47.3)
$
11.2
(12.3)
$
3.6
(3.6)
$
0.6
(0.6)
90.5
(93.4)
(2.7)
0.5
14.8
(15.2)
(1.1)
0.5
13.8
(14.5)
(1.3)
-
9.8
(10.2)
(0.3)
-
8.7
(8.9)
-
-
8.7
(8.9)
34.7
(35.7)
-
-
-
-
$
(16.2)
$
(4.9)
$
(6.1)
$
(2.7)
$
(1.3)
$
(0.2)
$
(1.0)
$ 2,048.4
$ 2,763.5
$
(1) Includes trade accounts payable, accrued liabilities, interest payable and certain payroll-related liabilities.
(2) Contractual cash flows include contractual interest and principal payments related to debt obligations and excludes transaction costs.
(3) Includes non-current royalty obligations and other non-current liabilities.
(4) Outflows and inflows are presented in CDN equivalent using the contractual forward foreign currency rate and include forward foreign currency contracts either
presented as derivative liabilities or derivative assets.
(5) Includes interest rate swap and cross currency swap contracts either presented as derivative liabilities or derivative assets.
(6) Includes embedded foreign currency derivatives either presented as derivative liabilities or derivative assets.
106.2
266.8
787.4
96.5
89.4
$
$
$
$
$ 1,417.2
Market risk
Market 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 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.
Derivative instruments are utilized by the Company to manage market risk against the volatility in foreign exchange rates, in terest
rates and share-based payments 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.
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
fluctuations in foreign exchange rates. The Company is exposed to foreign exchange rate variability primarily in relation to certain sale
commitments, expected purchase transactions and debt denominated in a foreign currency, as well as on the net investment from its
foreign operations which have functional currencies other than the Canadian dollar (in particular the U.S. dollar (USD), Euro (€) and
British pound (GBP or £). In addition, these operations have exposure to foreign exchange rates primarily through cash and cash
equivalents and other working capital accounts denominated in currencies other than their functional currencies.
The Company mitigates foreign currency risks by having its foreign operations transact 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. These transactions include forecasted transactions and firm commitments denominated in
foreign currencies.
CAE Financial Report 2017 | 97
Notes to the Consolidated Financial Statements
The consolidated forward foreign currency contracts outstanding are as follows:
(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
CDN/EUR
Less than 1 year
Between 1 and 3 years
EUR/CDN
Less than 1 year
Between 1 and 3 years
EUR/USD
Less than 1 year
Between 1 and 3 years
GBP/CDN
Less than 1 year
Between 1 and 3 years
Between 3 and 5 years
CDN/GBP
Less than 1 year
Between 1 and 3 years
CDN/USD
Less than 1 year
Between 1 and 3 years
GBP/USD
Less than 1 year
Between 1 and 3 years
USD/EUR
Less than 1 year
Between 1 and 3 years
SEK/USD
Less than 1 year
Other currencies
Less than 1 year
Between 1 and 3 years
Between 3 and 5 years
Total
Notional (1)
Amount
$
567.7
158.5
8.6
33.3
15.2
79.7
4.9
4.7
0.9
116.3
9.9
0.1
25.7
3.1
130.0
8.7
76.8
11.1
17.2
-
2017
Average
Rate
Notional (1)
Amount
2016
Average
Rate
0.74
0.77
0.77
1.45
1.45
0.69
0.67
0.90
0.88
0.58
0.55
0.51
1.73
1.74
1.32
1.33
0.76
0.69
1.10
-
$
541.8
128.6
14.8
13.1
-
104.7
23.9
1.8
2.7
37.7
8.4
1.7
2.1
0.1
135.8
15.6
52.4
27.0
12.2
0.9
0.78
0.81
0.84
1.42
-
0.69
0.70
0.86
0.85
0.51
0.50
0.51
1.84
1.89
1.29
1.31
0.67
0.67
1.11
1.13
13.8
8.81
15.5
8.48
75.4
18.7
-
$ 1,380.3
-
-
-
76.1
8.5
16.5
$ 1,241.9
-
-
-
(1) Exchange rates as at the end of the respective fiscal years were used to translate amounts in foreign currencies.
The Company has entered into foreign currency swap agreements related to its June 2007 senior collateralized financing, to convert a
portion of the USD-denominated debt into GBP to finance its civil aviation training centre in the United Kingdom. The Company
designated one (2016 – one) USD to GBP foreign currency swap agreement as cash flow hedge. The currency swap agreement has
an outstanding notional amount of US$5.7 million (£2.8 million) (2016 – US$10.2 million (£5.1 million)) and is amortized in accordance
with the repayment schedule of the debt until June 2018.
In fiscal 2013, the Company entered into interest-only cross currency swap agreements related to its multi-tranche private placement
debt issued in December 2012, to effectively fix the USD-denominated interest cash flows in CDN equivalent. The Company
designated two USD to CDN interest-only currency swap agreements as cash flow hedges with outstanding notional amounts of
($130.5 million) (2016 – US$127.0 million ($130.5 million)) and US$98.0 million ($100.7 million)
US$127.0 million
(2016 – US$98.0 million ($100.7 million)) corresponding to the two tranches of the private placement until December 2024 and
December 2027 respectively.
The Company’s foreign currency hedging programs are typically unaffected by changes in market conditions, as related derivati ve
financial instruments are generally held until their maturity, consistent with the objective to fix currency rates on the hedged item.
98 | CAE Financial Report 2017
Notes to the Consolidated Financial Statements
Foreign currency risk sensitivity analysis
The following table presents the Company’s exposure to foreign currency risk of financial instruments and the pre-tax effects on net
income and OCI as a result of a reasonably possible strengthening of 5% in the relevant foreign currency against the Canadian dollar
as at March 31. This analysis assumes all other variables remain constant.
(amounts in millions)
2017
2016
USD
Net
Income
$
$
(3.3)
(0.7)
OCI
$ (10.6)
$ (11.1)
€
Net
Income
$
$
0.2
-
OCI
(0.8)
(1.1)
$
$
GBP
Net
Income
$
$
(0.5)
-
OCI
(1.7)
(0.9)
$
$
A reasonably possible weakening of 5% in the relevant foreign currency against the Canadian dollar would have an opposite impact
on pre-tax income 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
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 has a floating rate debt through its revolving unsecured credit facility and
other asset-specific floating rate debts. 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 manage interest rate exposures are mainly interest rate swap agreements.
As at March 31, 2017, the Company has entered into two (2016 – three) interest rate swap agreements with one (2016 – two)
financial institution for a total notional value of $10.7 million (2016 – $20.4 million). After considering these swap agreements, as at
March 31, 2017, 90% (2016 – 90%) 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 until their maturity to establish asset and liability management matching, consistent with the
objective to reduce risks arising from interest rate movements.
Interest rate risk sensitivity analysis
In fiscal 2017, a 1% increase in interest rates would decrease the Company’s net income by $1.3 million (2016 – $1.3 million) and
decrease the Company’s OCI by $0.5 million (2016 – $0.5 million) assuming all other variables remained constant. A 1% decrease in
interest rates would have an opposite impact on net income and OCI.
Hedge of share-based payments cost
The Company has entered into equity swap agreements with two (2016 – three) major Canadian financial institutions to reduce its
income exposure to fluctuations in its share price relating to the DSU, LTI-DSU and LTI-TB RSU programs. Pursuant to the
agreement, the Company receives the economic benefit of dividends and share price appreciation while providing payments to the
financial institutions for the institution’s cost of funds and any share price depreciation. The net effect of the equity swaps partly offset
movements in the Company’s share price impacting the cost of the DSU, LTI-DSU and LTI-TB RSU programs and is reset quarterly.
As at March 31, 2017, the equity swap agreements covered 1,850,000 common shares (2016 – 1,950,000) of the Company.
Hedge of net investments in foreign operations
As at March 31, 2017, the Company has designated a portion of its senior notes totalling US$372.8 million (2016 – US$417.8 million)
and a portion of the obligations under finance lease totalling US$9.9 million (2016 – US$12.1 million) as a hedge of its net
investments in U.S. entities. Gains or losses on the translation of the designated portion of its senior notes are recognized in OCI to
offset any foreign exchange gains or losses on translation of the financial statements of those U.S. entities.
Letters of credit and guarantees
As at March 31, 2017, the Company had outstanding letters of credit and performance guarantees in the amount of $238.2 million
(2016 – $212.3 million) issued in the normal course of business. These guarantees are issued 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 the Company’s 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 the Company and to the customer’s requirements. The customer releases the Company from these
guarantees at the signing of a certificate of completion. The letter of credit for the lease obligation provides credit support for the
benefit of the owner participant on a sale and leaseback transaction and varies according to the payment schedule of the lease
agreement.
CAE Financial Report 2017 | 99
Notes to the Consolidated Financial Statements
(amounts in millions)
Advance payment
Contract performance
Lease obligation
Financial obligations
Other
$
2017
64.3
47.7
35.3
88.1
2.8
$
2016
67.8
17.5
33.0
89.4
4.6
$
238.2
$
212.3
Sale and leaseback transactions
For 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 $11.6 million (2016 – $14.4 million), of which $7.4 million matures in fiscal year 2020 and
$4.2 million in fiscal year 2023. Of this amount, as at March 31, 2017, $10.0 million is recorded as a deferred gain (2016 –
$10.2 million).
Indemnifications
In certain instances when the Company sells businesses, it 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 t hat
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 r elated
claims, and all available defences, 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, net income or cash flows.
NOTE 31 – OPERATING SEGMENTS AND GEOGRAPHIC INFORMATION
The Company elected to organize its operating segments principally on the basis of its customer markets. The Company manages its
operations through its three segments. Operating segments are reported in a manner consistent with the internal reporting provided to
the chief operating decision-maker.
Results by segment
The profitability measure employed by the Company for making decisions about allocating resources to segments and assessing
segment performance is operating profit (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. 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 based on a proportion of each segment’s cost of sales.
Year ended March 31, 2017
(amounts in millions)
External revenue
Depreciation and amortization
Property, plant and equipment
Intangible and other assets
Impairment of non-financial
assets – net (Note 20)
Write-downs (reversals of write-downs)
Civil Aviation
Training Solutions
2017
2016
Defence
and Security
2016
2017
Healthcare
2016
2017
2017
Total
2016
$ 1,556.9 $ 1,429.1 $ 1,036.9 $
970.1 $
110.7 $
113.4 $ 2,704.5 $ 2,512.6
102.6
37.6
103.5
30.3
17.6
40.2
15.1
54.7
2.6
11.3
2.9
11.3
122.8
89.1
121.5
96.3
-
1.7
-
-
-
-
-
1.7
of inventories – net
2.5
(0.5)
1.4
0.3
0.1
0.1
4.0
(0.1)
Write-downs (reversals of write-downs)
of accounts receivable – net (Note 4)
3.6
2.1
-
(0.8)
0.4
0.1
4.0
1.4
After tax share in profit of
equity accounted investees
Segment operating income
39.6
273.2
38.5
237.4
12.1
120.4
4.9
119.8
-
6.6
-
7.2
51.7
400.2
43.4
364.4
100 | CAE Financial Report 2017
Capital expenditures which consist of additions to non-current assets (other than financial instruments and deferred tax assets), by
segment are as follows:
Notes to the Consolidated Financial Statements
(amounts in millions)
Civil Aviation Training Solutions
Defence and Security
Healthcare
Total capital expenditures
Operating profit
The following table provides a reconciliation between total segment operating income and operating profit:
Total segment operating income
Restructuring, integration and acquisition costs (Note 22)
Operating profit
$
2017
145.3 $
122.7
6.0
2016
126.6
40.5
4.6
$
274.0 $
171.7
$
2017
400.2 $
(35.5)
2016
364.4
(28.9)
$
364.7 $
335.5
Assets and liabilities employed by segment
The Company uses assets employed and liabilities employed to assess resources allocated to each segment. Assets employed
include accounts receivable, contracts in progress, inventories, prepayments, property, plant and equipment, intangible assets,
investment in equity accounted investees, derivative financial assets and other assets. Liabilities employed include accounts payable
and accrued liabilities, provisions, contracts in progress, deferred gains and other non-current liabilities and derivative financial
liabilities.
Assets and liabilities employed by segment are reconciled to total assets and liabilities as follows:
(amounts in millions)
Assets employed
Civil Aviation Training Solutions
Defence and Security
Healthcare
Assets classified as held for sale
Assets not included in assets employed
Total assets
Liabilities employed
Civil Aviation Training Solutions
Defence and Security
Healthcare
Liabilities classified as held for sale
Liabilities not included in liabilities employed
Total liabilities
Products and services information
The Company's revenue from external customers for its products and services are as follows:
Years ended March 31
(amounts in millions)
Revenue
Simulation products
Training and services
2017
2016
$ 2,821.1 $ 2,627.9
1,234.1
253.6
1.6
879.5
$ 5,354.8 $ 4,996.7
1,363.6
264.0
-
906.1
$
835.8 $
482.4
39.7
-
610.8
513.8
47.6
0.1
1,915.9
1,884.1
$ 3,273.8 $ 3,056.4
2017
2016
$ 1,208.7 $ 1,146.1
1,366.5
1,495.8
$ 2,704.5 $ 2,512.6
CAE Financial Report 2017 | 101
Notes to the Consolidated Financial Statements
Geographic information
The Company markets its products and services globally. Sales are attributed to countries based on the location of customers.
Non-current assets other than financial instruments and deferred tax assets are attributed to countries based on the location of the
assets.
(amounts in millions)
Revenue from external customers
Canada
United States
United Kingdom
Germany
Netherlands
Other European countries
United Arab Emirates
China
Other Asian countries
Australia
Other countries
(amounts in millions)
Non-current assets other than financial instruments and deferred tax assets
Canada
United States
Brazil
United Kingdom
Luxembourg
Netherlands
Other European countries
Asian countries
Other countries
2017
2016
$
269.9
981.3
270.2
83.8
88.7
320.4
70.5
158.5
321.2
65.0
75.0
$
233.7
887.3
277.5
98.5
77.5
336.4
66.5
161.1
230.9
59.7
83.5
$ 2,704.5
$ 2,512.6
2017
2016
$ 1,051.1
988.1
124.9
218.0
182.9
159.0
274.0
109.1
74.2
$ 3,181.3
$ 1,002.8
880.7
100.7
245.8
186.7
121.6
265.3
114.0
70.6
$ 2,988.2
NOTE 32 – RELATED PARTY RELATIONSHIPS
The following tables include principal investments which, in aggregate, significantly impact the results or assets of the Company:
Investments in subsidiaries consolidated in the Company’s financial statements:
As at March 31
Name
CAE (UK) plc
CAE (US) Inc.
CAE Aircrew Training Services plc
CAE Australia Pty Ltd.
CAE Aviation Services Pte Ltd.
CAE Aviation Training B.V.
CAE Aviation Training Chile Limitada
CAE Aviation Training Peru S.A.
CAE Brunei Multi Purpose Training Centre Sdn Bhd
CAE Center Amsterdam B.V.
CAE Center Brussels N.V.
CAE Centre Copenhagen A/S
CAE Centre Hong Kong Limited
CAE Centre Oslo AS
CAE Centre Stockholm AB
CAE CFT B.V.
CAE CFT Korea Ltd.
102 | CAE Financial Report 2017
Country of incorporation
United Kingdom
United States
United Kingdom
Australia
Singapore
Netherlands
Chile
Peru
Brunei
Netherlands
Belgium
Denmark
Hong Kong
Norway
Sweden
Netherlands
Korea
% equity
interest
2017
% equity
interest
2016
100.0%
100.0%
76.5%
100.0%
100.0%
100.0%
100.0%
100.0%
60.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
76.5%
100.0%
100.0%
100.0%
100.0%
100.0%
60.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
-
-
Investments in subsidiaries consolidated in the Company’s financial statements (continued):
Notes to the Consolidated Financial Statements
Name
CAE Civil Aviation Training Solutions, Inc.
CAE Delaware Buyco Inc.
CAE Electronik GmbH
CAE Euroco S.à r.l.
CAE Flight & Simulator Services Sdn. Bhd.
CAE Flight Training Center Mexico, S.A. de C.V.
CAE Global Academy Évora, SA
CAE Healthcare Canada Inc.
CAE Healthcare, Inc.
CAE Holdings Limited
CAE India Private Limited
CAE Integrated Enterprise Solutions Australia Pty Ltd.
CAE International Holdings Limited
CAE Investments S.à r.l.
CAE Luxembourg Acquisition S.à r.l.
CAE Luxembourg Financing S.à r.l.
CAE Management Luxembourg S.à r.l.
CAE Maritime Middle East LLC
CAE Middle East L.L.C.
CAE Military Aviation Training Inc.
CAE New Zealand Pty Ltd.
CAE North East Training Inc.
CAE Oxford Aviation Academy Phoenix Inc.
CAE Services Italia S.r.l.
CAE Servicios Globales de Instrucción de Vuelo (España), S.L.
CAE Shanghai Company, Limited
CAE SimuFlite Inc.
CAE Simulation Technologies Private Limited
CAE Simulator Services Inc.
CAE Singapore (S.E.A.) Pte Ltd.
CAE South America Flight Training do Brasil Ltda.
CAE STS Limited
CAE Training & Services Brussels NV
CAE Training & Services UK Ltd.
CAE Training Norway AS
CAE USA Inc.
CAE Verwaltungsgesellschaft mbH
Flight Simulator-Capital L.P.
Oxford Aviation Academy (Oxford) Limited
Parc Aviation Limited
Parc Interim Limited
Presagis Canada Inc.
Presagis Europe (S.A.)
Presagis USA Inc.
Servicios de Instrucción de Vuelo, S.L.
SIM-Industries Brasil Administracao de Centros de Treinamento Ltda.
SIV Ops Training, S.L.
Country of incorporation
United States
United States
Germany
Luxembourg
Malaysia
Mexico
Portugal
Canada
United States
United Kingdom
India
Australia
Canada
Luxembourg
Luxembourg
Luxembourg
Luxembourg
United Arab Emirates
United Arab Emirates
Canada
New Zealand
United States
United States
Italy
Spain
China
United States
India
Canada
Singapore
Brazil
United Kingdom
Belgium
United Kingdom
Norway
United States
Germany
Canada
United Kingdom
Ireland
Ireland
Canada
France
United States
Spain
Brazil
Spain
% equity
interest
2017
% equity
interest
2016
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
49.0%
49.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
80.0%
100.0%
80.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
49.0%
49.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
80.0%
-
80.0%
CAE Financial Report 2017 | 103
Notes to the Consolidated Financial Statements
Investments in joint ventures accounted for under the equity method:
As at March 31
Name
Asian Aviation Centre of Excellence Sdn. Bhd.
Aviation Training Northeast Asia B.V.
CAE Flight and Simulator Services Korea, Ltd.
CAE Flight Training (India) Private Limited
CAE-LIDER Training do Brasil Ltda.
CAE Melbourne Flight Training Pty Ltd.
China Southern West Australia Flying College Pty Ltd.
Embraer CAE Training Services, LLC
Emirates-CAE Flight Training LLC
Flight Training Alliance GmbH (JV)
HATSOFF Helicopter Training Private Limited
Helicopter Training Media International GmbH
HFTS Helicopter Flight Training Services GmbH
JAL CAE Flight Training Co. Ltd.
National Flying Training Institute Private Limited
Rotorsim s.r.l.
Rotorsim USA LLC
Pegasus Ucus Egitim Merkezi A.S.
Zhuhai Free Trade Zone Xiang Yi Aviation Technology Company Limited
Zhuhai Xiang Yi Aviation Technology Company Limited
Country of incorporation
Malaysia
Netherlands
Korea
India
Brazil
Australia
Australia
United States
United Arab Emirates
Germany
India
Germany
Germany
Japan
India
Italy
United States
Turkey
China
China
% equity
interest
2017
% equity
interest
2016
50.0%
50.0%
50.0%
50.0%
50.0%
50.0%
47.1%
49.0%
49.0%
50.0%
50.0%
50.0%
25.0%
50.0%
51.0%
50.0%
50.0%
49.9%
49.0%
49.0%
50.0%
50.0%
50.0%
50.0%
50.0%
50.0%
47.1%
49.0%
49.0%
50.0%
50.0%
50.0%
25.0%
50.0%
51.0%
50.0%
50.0%
-
49.0%
49.0%
In fiscal 2017, the unrecognized share of profits of joint ventures for which the Company ceased to recognize when applying the
equity method was $1.7 million (2016 – $1.2 million (losses)). As at March 31, 2017, the cumulative unrecognized share of losses for
these entities was $8.9 million (2016 – $10.6 million) and the cumulative unrecognized share of comprehensive loss of joint ventures
was $10.5 million (2016 – $12.3 million).
NOTE 33 – RELATED PARTY TRANSACTIONS
The following table presents the Company’s outstanding balances with its joint ventures:
(amounts in millions)
Accounts receivable (Note 4)
Contracts in progress: assets
Other assets
Accounts payable and accrued liabilities (Note 9)
Contracts in progress: liabilities
$
2017
54.0
14.2
27.4
15.3
25.9
$
2016
42.6
34.5
21.9
20.1
4.3
Other assets include a finance lease receivable of $12.4 million (2016 – $14.8 million) maturing in October 2022 and carrying an
interest rate of 5.14% per annum, loans receivable of $8.4 million (2016 – $0.6 million) maturing August 2018 and June 2026 and
carrying respectively interest rates of 11% and 5% per annum, and a fixed interest rate of ten years Euro swap rate plus a spread of
2.50%, and a long-term interest-free account receivable of $6.6 million (2016 – $6.5 million) with no repayment term. As at
March 31, 2017 and 2016 there are no provisions held against the receivables from related parties.
The following table presents the Company’s transactions with its joint ventures:
(amounts in millions)
Revenue
Purchases
Other income
$
2017
71.5
4.0
1.8
$
2016
95.3
2.9
2.3
In addition, during fiscal 2017, transactions amounting to $1.4 million (2016 – $2.2 million) were made, at normal market prices, with
organizations for which some of the Company’s directors are officers.
104 | CAE Financial Report 2017
Compensation of key management personnel
Key management personnel have the ability and responsibility to make major operational, financial and strategic decisions for the
Company and include certain executive officers. The compensation of key management for employee services is shown below:
Notes to the Consolidated Financial Statements
(amounts in millions)
Salaries and other short-term employee benefits
Post-employment benefits – defined benefit plans(1)
Share-based payments
(1) Includes net interest on employee benefit obligations.
$
2017
7.1
1.3
16.8
$
2016
4.8
1.0
8.6
$
25.2
$
14.4
CAE Financial Report 2017 | 105
Board of Directors and Officers
BOARD OF DIRECTORS
OFFICERS
James F. Hankinson
Chairman of the Board
CAE Inc.
Toronto, Ontario
Margaret S. (Peg) Billson2
Corporate Director
Albuquerque, New Mexico
The Honourable Michael M.
Fortier, P.C.
1
Vice Chairman
RBC Capital Markets
Town of Mount Royal, Québec
Paul Gagné
1, 2
Chairman
Wajax Corporation
Senneville, Québec
Alan N. MacGibbon
2
Vice Chair
Osler, Hoskin & Harcourt LLP
Oakville, Ontario
The Honourable John Manley,
P.C., O.C.
1, 3
President and Chief Executive
Officer
Business Council of Canada
Ottawa, Ontario
François Olivier
President and Chief
Executive Officer
Transcontinental Inc.
Montréal, Québec
Marc Parent
President and Chief
Executive Officer
CAE Inc.
Montréal, Québec
James F. Hankinson
Chairman of the Board
Marc Parent
President and
Chief Executive Officer
Nick Leontidis
Group President
Civil Aviation Training Solutions
Gen. Peter J. Schoomaker U.S.A.
(Ret.)
1, 3
Gene Colabatistto
Group President
Defence & Security
Consultant on defence
matters
Tampa, Florida
Andrew J. Stevens
1, 3
Corporate Director
Cheltenham, Gloucestershire, UK
Katharine B. Stevenson
2, 3
Corporate Director
Toronto, Ontario
Sonya Branco
Vice President, Finance and
Chief Financial Officer
Mark Hounsell
General Counsel,
Chief Compliance Officer and
Corporate Secretary
Constantino Malatesta
Vice President and Corporate
Controller
Mario Pizzolongo
Treasurer
1
Member of the Human Resources Committee
2
Member of the Audit Committee
3
Member of the Governance Committee
106 | CAE Financial Report 2017
Shareholder and Investor Information
CAE SHARES
DUPLICATE MAILINGS
TRADEMARKS
CAE’s shares are traded on the
Toronto Stock Exchange (TSX)
and on the New York Stock
Exchange (NYSE) under the
symbol “CAE”.
To eliminate duplicate mailings by
consolidating accounts, registered
shareholders must contact
Computershare Trust Company
of Canada; non-registered shareholders
must contact their investment brokers.
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 financier, s’adresser à
investisseurs@cae.com.
2017 ANNUAL MEETING
The Annual Shareholders Meeting will be
held at 11 a.m. (Eastern Time), Thursday,
August 10, 2017 at the CAE Head Office
(Entrance 4 - Auditorium), 8585 Côte-de-
Liesse, Saint-Laurent, Québec, Canada.
The meeting will also be webcast live on
CAE’s website, www.cae.com.
AUDITORS
PricewaterhouseCoopers LLP
Chartered Professional Accountants
Montreal, Québec
TRANSFER AGENT
AND REGISTRAR
Computershare Trust Company
of Canada
100 University Avenue, 8th 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 or go to
www.cae.com/dividend.
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.
www.cae.com/dividend
Trademarks and/or registered
trademarks of CAE Inc. and/or
its affiliates include but are not
limited to CAE, CAE Medallion
6000, CAE Simfinity, CAE
Fidelis Lucina, CAE VimedixAR,
CAE Vïvo, Dynamic Synthetic
Environment (DSE), CAE
7000XR Series, CAE 3000
Series. 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.
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
− Corporate Governance
Guidelines
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 Financial Report 2017
FORWARD-LOOKING STATEMENTS
This annual report includes forward-looking statements about our activities, events and developments that we expect to or
anticipate may occur in the future including, for example, statements about our vision, strategies, market trends and
outlook, future revenues, capital spending, expansions and new initiatives, financial obligations and expected sales.
Forward-looking statements normally contain words like believe, expect, anticipate, plan, intend, continue, estimate, may,
will, should, strategy, future and similar expressions. By their nature, forward-looking statements require us to make
assumptions and are subject to inherent risks and uncertainties associated with our business which may cause actual
results in future periods to differ materially from results indicated in forward-looking statements. While these statements 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 reasonable and appropriate in the circumstances, readers are
cautioned not to place undue reliance on these forward-looking statements as there is a risk that they may not be accurate.
Important risks that could cause such differences include, but are not limited to, risks relating to the industry such as
competition, level and timing of defence spending, government-funded defence and security programs, constraints within
the civil aviation industry, regulatory rules and compliance, risks relating to CAE such as product evolution, research and
development (R&D) activities, fixed-price and long-term supply contracts, strategic partnerships and long-term contracts,
procurement and original equipment manufacturer (OEM) leverage, warranty or other product-related claims, product
integration and program management, protection of our intellectual property, third-party intellectual property, loss of key
personnel, labour relations, environmental liabilities, claims arising from casualty losses, integration of acquired
businesses, our ability to penetrate new markets, information technology systems including cybersecurity risk, length of
sales cycle, continued returns to shareholders and our reliance on technology and third-party providers, and risks relating
to the market such as foreign exchange, political instability, availability of capital, pension plan funding, doing business in
foreign countries including corruption risk and income tax laws. Additionally, differences could arise because of events
announced or completed after the date of this annual report. You will find more information in the Business risk and
uncertainty subsection of the Management’s Discussion and Analysis section of this annual report. We caution readers that
the risks described above are not necessarily the only ones we face; additional risks and uncertainties that are presently
unknown to us or that we may currently deem immaterial may adversely affect our business.
Except as required by law, we disclaim any intention or obligation to update or revise any forward-looking statements
whether as a result of new information, future events or otherwise. The forward-looking information and statements
contained in this annual report are expressly qualified by this cautionary statement.
108 | CAE Financial Report 2017
Training partner of choice. Since 1947.
CAE is a global leader in training for the civil aviation, defence and
security, and healthcare markets. Backed by a 70-year record of
industry firsts, we continue to help define global training standards
with our innovative virtual-to-live training solutions to make flying
safer, maintain defence force readiness and enhance patient
safety. We have the broadest global presence in the industry,
with over 8,500 employees, 160 sites and training locations in
over 35 countries. Each year, we train more than 120,000 civil and
defence crewmembers and thousands of healthcare professionals
Follow us on Twitter @CAE_Inc.
Check out our Annual Activity and
Corporate Social Responsibility Report!
Our Annual Activity and Corporate Social Responsibility Report
is available online. It consolidates information on our company
strategy, fiscal year 2017 performance and corporate social
responsibility (CSR) into one document.
Integrating our reporting in this way enables us to provide
stakeholders with a single source of information in key areas. It
also signals that CSR is inseparable from our core business strategy
and activities.
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. To date
CAE has helped plant 5,265 trees.
Contains FSC® certified post-consumer and 70% virgin fibre
Certified EcoLogo and FSC® Mixed Sources
Manufactured using biogas energy
Since 1947
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cae.com
Financial Report
Fiscal year ended March 31, 2017