2014
Annual Report
CCL IS A GLOBAL
CCL’s three business segments are Label,
SPECIALITY PACKAGING COMPANY
Avery and Container. Operating in 29 countries
HEADQUARTERED IN
TORONTO, CANADA
on five continents, CCL employs more than
10,200 people at over 101 manufacturing facilities.
C C L L A B E L
A V E R Y
C C L C O N T A I N E R
CCL Label is the world’s largest converter
of pressure sensitive and extruded film
materials for decorative, instructional and
functional applications for leading global
customers in the consumer packaging,
healthcare, automotive and consumer
durable segments.
Avery provides world-leading software
solutions that help small businesses and
consumers design online or download
templates to digitally print labels, tags,
dividers, badges and specialty card
products from avery.com. Products are
largely sold through distributors, mass
market and specialty retailers alongside
complementary off ice supplies.
CCL Container, with plants in Canada,
United States and Mexico, is a leading
manufacturer of sustainable, impact
extruded, aluminum aerosol containers and
bottles for premium brands in the North
American home and personal care and food
and beverage markets.
Sales by Sector
Sales by Geography
Avery
Label
26%
8%
66%
Container
Europe
North America
28%
56%
16%
Emerging
Markets
CCL Label
represents
of total CCL sales.
66%
Avery
represents
of total CCL sales. 26%
CCL Container
represents
of total CCL sales. 8%
CAUTION ABOUT FORWARD-LOOKING INFORMATION This Annual Report contains forward-looking information and forward-looking statements as defined under applicable securities laws (hereinafter
collectively referred to as “forward-looking statements”) that involve a number of risks and uncertainties. Forward-looking statements include all statements that are predictive in nature or depend on future events
or conditions. Forward-looking statements are typically identified by, but not limited to, the words “believes,” “expects,” “anticipates,” “estimates,” “intends,” “plans” or similar expressions. Statements regarding the
operations, business, financial condition, priorities, ongoing objectives, strategies and outlook of the Company, other than statements of historical fact, are forward-looking statements. Specifically, this Annual
Report contains forward-looking statements regarding the anticipated growth in sales, income and profitability of the Company’s segments; the Company’s improvement in market share; the Company’s capital
spending levels and planned capital expenditures in 2015; the adequacy of the Company’s financial liquidity; the Company’s targeted return on equity, earnings per share, EBITDA growth rates and dividend payout;
the Company’s eff ective tax rate; the Company’s ongoing business strategy; and the Company’s expectations regarding general business and economic conditions.
Forward-looking statements are not guarantees of future performance. They involve known and unknown risks and uncertainties relating to future events and conditions including, but not limited to, the uncertainty
of the recovery from the global financial crisis and its impact on the world economy and capital markets; the impact of competition; consumer confidence and spending preferences; general economic and
geopolitical conditions; currency exchange rates; interest rates and credit availability; technological change; changes in government regulations; risks associated with operating and product hazards; and
CCL’s ability to attract and retain qualified employees. Do not unduly rely on forward-looking statements as the Company’s actual results could diff er materially from those anticipated in these forward-looking
statements. Forward-looking statements are also based on a number of assumptions, which may prove to be incorrect, including, but not limited to, assumptions about the following: global economic recovery
and higher consumer spending; improved customer demand for the Company’s products; continued historical growth trends, market growth in specific segments and entering into new segments; the Company’s
ability to provide a wide range of products to multinational customers on a global basis; the benefits of the Company’s focused strategies and operational approach; the Company’s ability to implement its
acquisition strategy and successfully integrate acquired businesses; the achievement of the Company’s plans for improved eff iciency and lower costs, including the ability to pass on aluminum cost increases to its
customers; the availability of cash and credit; fluctuations of currency exchange rates; the Company’s continued relations with its customers; and general business and economic conditions. Should one or more
risks materialize or should any assumptions prove incorrect, then actual results could vary materially from those expressed or implied in the forward-looking statements. Further details on key risks can be found
throughout this report and particularly in Section 4: “Risks and Uncertainties.”
Except as otherwise indicated, forward-looking statements do not take into account the eff ect that transactions or non-recurring or other special items announced or occurring after the statements are made may
have on the business. Such statements do not, unless otherwise specified by the Company, reflect the impact of dispositions, sales of assets, monetizations, mergers, acquisitions, other business combinations or
transactions, asset write-downs or other charges announced or occurring after forward-looking statements are made. The financial impact of these transactions and non-recurring and other special items can be
complex and depends on the facts particular to each of them and therefore cannot be described in a meaningful way in advance of knowing specific facts.
The forward-looking statements are provided as of the date of this Annual Report and the Company does not assume any obligation to update or revise the forward-looking statements to reflect new events or
circumstances, except as required by law.
Unless the context otherwise indicates, a reference to “CCL” or “the Company” means CCL Industries Inc., its subsidiary companies and equity accounted investments.
2 0 1 4 L E T T E R T O S H A R E H O L D E R S
Donald G. Lang
Executive Chairman
Geoff rey T. Martin
President and
Chief Executive Off icer
2014 WAS A RECORD YEAR FOR CCL, MARKED BY SOLID ORGANIC GROWTH, UNDERLYING PROFIT IMPROVEMENT
AND SUCCESSFUL BOLT-ON ACQUISITIONS AT CCL LABEL, OUTSTANDING RESULTS FOR THE FIRST FULL YEAR
FROM OUR AVERY BUSINESS AND A STEADY PERFORMANCE AT CCL CONTAINER. NET EARNINGS PASSED THE
$200 MILLION MARK FOR THE FIRST TIME, RECORD FREE CASH FLOW1 OF $264 MILLION EQUATED TO 122% OF
EARNINGS AND WE REACHED THE 20% RETURN ON EQUITY1 HURDLE; ALL OF WHICH COMBINED TO DRIVE OUR
STOCK PRICE TO RECORD HIGHS.
S T R O N G O P E R AT I N G P E R F O R M A N C E
C C L L A B E L
Despite mixed global macroeconomic news, CCL posted solid
growth in both sales and profitability across all our markets
and in most of the countries in which we operate. Sales
increased 37% and, with all business segments contributing
to our success, adjusted basic earnings per share1 (“adjusted
EPS”) improved 47% from $4.43 for 2013 to $6.53 for 2014.
Foreign currency translation augmented adjusted EPS by
33 cents.
CCL Label is the world’s largest converter of pressure sensitive
and extruded film materials for decorative, functional and
information applications at large global customers. With
revenue in excess of $1.7 billion, this Segment represents
approximately two-thirds of CCL’s sales and operating
income.1 CCL Label services four main customer groups
globally: Home & Personal Care, Healthcare & Specialty, Food
& Beverage and the new CCL Design sector.
Restructuring and other expenses fell signficantly to less than
$9 million in 2014 compared to over $45 million last year.
The vast majority of the 2013 charges related to the Avery
and Designed & Engineered Solutions (“DES“) businesses
acquired from Avery Dennison that delivered a significant
payback in 2014, particularly at Avery where results exceeded
expectations as cost savings came quickly and at a higher level
than anticipated. Restructuring and other expenses in 2014
related to the announced CCL Label transactions, especially
the Sancoa and TubeDec (“Sancoa“) acquisition, plus the final
cost reduction actions at Avery internationally and at the DES
business in North America. In addition, we consolidated a
number of sub-optimal operations at CCL Label, as announced
at the end of the third quarter and implemented in the fourth
quarter. These initiatives are expected to pay back over the
next two years.
CCL Label operates in 29 countries, on five continents. Our
global network was built by acquisition in developed regions,
with greenfield sites and joint ventures in emerging and
frontier markets. In 2014 we completed new plant projects in
Bangkok, Thailand; Karachi, Pakistan; Calamba, Philippines;
and Moscow, Russia. Our commitment to invest in facilities,
new markets and advanced technologies has given us the
scale, specialized operations and capabilities to support
customers’ product launches, innovations and supply-chain
initiatives around the world.
2014 economic conditions were challenging but CCL Label
outperformed, increasing sales 28% over 2013. Emerging
Markets registered double-digit organic sales growth and
represent approximately 19% of segment revenue; Developed
Markets posted mid-single digit organic sales growth in slow
impact of currency translation,
markets. Excluding the
2014 Annual Report
1
2 0 1 4 L E T T E R T O S H A R E H O L D E R S
worldwide sales increased over 20% and operating income1
improved 18% compared to 2013. Most market sectors and
geographic regions performed at or above management
expectations. CCL Label’s EBITDA1 as a percentage of sales
exceeded 20% and remains at the high end of the range for
the specialty packaging industry. A modest year-over-year
decline was entirely due to acquisition mix; legacy margins
were up slightly.
Home & Personal Care operations in North America and
Europe continued to be impacted by soft end markets for
consumer staples, even with the improving macroeconomic
picture in the United States. After a strong first half, Emerging
Market growth rates dropped appreciably, particularly in Asia
as reported by many global customers. Latin America growth
was relatively unaff ected but the rise of the U.S. dollar inflated
the cost of materials in local currencies and temporarily
squeezed margins. Markets in the Middle East slowed in the
first half but firmed later in the year. In diff icult circumstances
the sector globally delivered organic growth in line with results
at key customers, augmented by the Sancoa acquisition,
which signficantly enhanced our position in both tubes and
labels in North America. Profit gains were stronger, including
solid progress from the core business and a good second
half of the year at Sancoa. We completed significant capacity
expansion projects at our two North American tube plants,
which gives us a leading platform for the future combined
with the TubeDec product line of labelled and laminated
tubes that came with Sancoa. In addition, we completed the
construction of our tube plant in Thailand in partnership with
Taisei of Japan; trading should commence in the first half
of 2015.
Our Healthcare & Specialty sector delivered solid sales and
profit improvement globally for the year. The North American
Healthcare business rebounded from a diff icult 2013, when key
customers were aff ected by FDA quarantines, and surpassed
its previous highs in 2012. This was partly off set by a slow year
for agricultural chemicals, with many customers impacted by
unusual winter and spring weather conditions. The Specialty
plant we acquired as part of the DES business had a solid first
full year, and in Europe we acquired Bandfix AG, which took
CCL into Switzerland for the first time where many of the
world‘s leading pharmaceutical and chemical companies are
headquartered. The European business was aff ected by the
continuing transfer of production to other regions for certain
customers but the underlying pharamaceutical and chemical
business was stable. Emerging Markets grew but profits
were impacted by currency challenges and poor results in
Australia. Healthcare & Specialty remains the highest-margin
CCL Label sector.
2
2014 Annual Report
The Food & Beverage sector outperformed
in 2014,
generating double-digit organic sales growth, significant
profit improvement and robust performance in Emerging
Markets. The new wine label plant in Sonoma, California,
opened last year grew much faster than expected, posting
a solid profit for 2014; we are now planning to add 50%
more capacity in 2015. Acrus-CCL in Chile grew strong
double digits and also moved into profit. Late in the year we
acquired Druckerei Nilles GmbH (“Nilles“), a leading wine label
producer in Germany. Despite the crisis in Russia, CCL-Kontur
gained significant share in the vodka market, and around
the world we made strong progress with leading spirits
brands, especially with new package designs in the premium
category. In the beer, juice and carbonated soft drinks market,
we see extensive new opportunities globally for our patented,
clear pressure sensitive wash-off labels and continue to invest
in our unique proprietary coating technology – making us
almost entirely backward integrated into the raw materials
science in this space. We invested in Advanced Packaging
Films, the extrusion facility acquired in 2013 and expect
to move into profit in the coming year; in-house innovation
capabilities in both stretch and shrink film materials are a
strategic imperative going forward. The Sleeve business
overall posted strong gains in sales and profits, especially in
Europe and Emerging Markets. We acquired Dekopak Ambalaj
San Ve Tic. A.S. in Turkey and completed the construction of a
new facility in Russia, taking us into important new territories.
We expect Food & Beverage to be the fastest-growing sector
at CCL Label for the immediate future.
CCL Design sales passed the $200 million mark in 2014 with
most of the growth coming from the 2013 INT Autotechnik
GmbH (“INT“) and DES acquisitions; sales at our legacy
business were up mid-single digits organically in strong end
markets for automobiles and durable goods globally. Margins
in this space are the lowest of our four market sectors at
CCL Label but we see significant expansion opportunities
from improved operational execution and new product
opportunities in the coming years. Profits were negatively
impacted by $1.7 million due to a bankruptcy at a major
Tier 1 customer in Germany. Early in 2015 we announced a
$30 million investment to build a greenfield site in Mexico,
expand two major facilities in the United States, develop
advanced converting technologies to reduce cost and create
new capabilities globally. This included the acquisition of INT‘s
associate business in Detroit, Michigan, allowing us to off er
metal tread plates to automotive OEMs on a global basis.
AV E RY
Performance in the first full year with our new consumer
arm certainly exceeded expectations. We gained share and
grew sales in the important label category and delivered
comprehensively on our cost synergy targets announced
at the time of the acquisition. The combination delivered
outstanding results: $109 million operating income1 on sales
of $666 million. Late in 2014 we launched our “WePrint“TM
service on avery.com. This new initiative allows consumers and
small businesses to design labels and cards online and have
them printed by Avery on our new digital printing engines.
Simultaneously, we acquired Nilles in Germany, which has a
unique online service to supply custom printed labels on a roll
for larger users. These new “web to print“ services will be a
strong global growth platform for the Company over the next
decade as digital technology advances. We launched Avery
Pro Media, a range of pre-die cut labels used by large format
professional digital printers and acquired Label Connections
Ltd. in the United Kingdom and its PCL brand, which focuses
on the same market. There are many possibilities to expand
our Avery franchise from its roots in the mailing address
category focused on off ice workers to these new applications
in digital printing that are growing exponentially from a small
base and across all end markets. We remain focused on the
base business, and our reinvigorated team at Avery have taken
share in the core printable media product lines focused on
administrative and home consumers. In other categories, we
focused on reducing cost, improving service and innovations
to bring greater value to our important trade partners. We are
committed to all these product lines despite industry-wide
challenges as society and business move rapidly into digital
technologies. Success was broad-based in all regions of the
world, including Canada where we opened a state-of-the-art
new label manufacturing plant in Whitby, Ontario. Secular
declines in certain product lines could make overall organic
sales growth challenging in the near term, but we have many
new product and channel opportunities plus interesting
options to develop our Avery franchise by acquisition
around the world. We continue to focus on managing costs,
particularly around those product lines that face top line
challenges. Avery had the highest return on total capital1 in
2014 of CCL Industries‘ three reporting Segments that are
detailed in our consolidated financial statements.
C C L C O N TA I N E R
Demand for aerosols was stable in 2014 but growth limited by
soft end use markets in the Personal Care Sector in the United
States evidenced by reports from mass market retailers and
our major customers. Excluding the impact of currency,
sales increased 2% to $201 million and operating income1
posted steady progress to $18 million. At the end of 2013,
we announced the planned closure of our aerosol container
plant in Penetanguishene, Ontario. During 2014 we moved
one production line to our Mexican operation and invested to
expand our facility in the United States, adding new capacity
to engineer the move of the remaining equipment from the
Canadian plant. We expect the remaining consolidation to
commence in the second half of 2015 and conclude by the
end of 2016; the decline in the Canadian dollar lifted some of
the pressure to make these moves quickly. We are targeting
an annualized lift of $10 million in Segment EBITDA1 from
2013 levels once the moves are completed. Late in 2014, we
announced a joint venture with Rheinfelden from Germany
to build a new aluminum slug plant in the United States. The
aluminum aerosol industry has only one credible source of
supply in NAFTA countries, with imports the only alternative.
The new venture will supply both CCL and its competitors.
T R A N S F O R M E D F I N A N C I A L P O S I T I O N
CCL delivered record $264 million free cash flow1 in 2014,
equal to 122% of earnings. Our net debt to EBITDA leverage
ratio1 fell to 0.9 times at year-end, despite a major acquisition
just 18 months prior and a number of bolt-on transactions
since. Net working capital1 in 2014 reached all-time lows as a
percentage of sales, even though CCL doubled in size over the
last three years. We invested $139 million net of disposals in
new equipment and facilities to improve productivity, expand
capabilities and add to geographic reach. We expect capital
expenditures to continue at or below depreciation for the
foreseeable future and are planning for $150 million in 2015.
Our balance sheet has significant capacity to raise returns to
shareholders. While acquisitions have always been our priority,
the annual dividend more than doubled over the decade
to 2013 and increased 50% from $1.00 per Class B share in
March 2014 to $1.50 per Class B share payable in March 2015.
CCL total shareholder return2 was 61% in 2014 and, measured
over the past five years, returns reached 387%.
With over 95% of our revenue coming from outside of Canada,
CCL continues to provide domestic shareholders with
considerable geographic risk diversification. The continuing
decline in the value of the Canadian dollar relative to the U.S.
dollar could provide a tailwind in 2015 with a positive currency
translation impact on both sales and earnings. As we saw in
the fourth quarter of 2014, this can bring currency transaction
challenges which might off set some or all of this benefit.
For the 2014 year, foreign exchange translation contributed
33 cents of adjusted EPS.
For more than a decade CCL proved to shareholders we can
bring value as an acquirer and market consolidator of small
2014 Annual Report
3
2 0 1 4 L E T T E R T O S H A R E H O L D E R S
and medium sized businesses in the specialty packaging
space. In 2013 and 2014 we stepped up to integrate a much
larger transaction; when successful, as in this case, the
greater financial impact of size for shareholders is clear for
all to see. Our balance sheet has considerable capacity as we
go into 2015, and we are focused on a combination of bolt-on
transactions and transformative larger opportunities.
G LO B A L L E A D E R S H I P, G OV E R N A N C E A N D
S U S TA I N A B I L I T Y
CCL is committed to a sustainable future. Our leadership
has unique experience of our business, understands
many diff erent cultures and possesses the entrepreneurial
enthusiasm for new directions, often from the younger
generation. Our operating philosophy remains to “think global
and act local” with authority and accountability decentralized.
Acquisitions, joint ventures and licence holders bring us
knowledge of frontier markets, new technologies and
innovations. Our corporate team‘s goals are to remain small,
agile, technically excellent and deeply focused on servicing
the needs of the business. People remain a key criteria for
assessing acquisition opportunities.
Our Board cycled through some important changes in late
2014 and early 2015. Doug Muzyka and Phil Gresh decided
to step down as Directors; their service and insight has been
invaluable and will be sorely missed. We welcome Mandy
Shapansky and Kathleen Keller-Hobson, who together bring
gender diversity, deep business experience, technology
insight and legal skills to our deliberations. CCL’s Board
of Directors continues to provide broad based counsel to
management and strong corporate governance.
CCL is committed to developing initiatives to reduce the
carbon footprint of our products and services. New plants are
built to exacting standards to minimize our carbon footprint.
Many operations have moved to eliminate wooden pallets
and corrugated boxes in collaborative logistic partnerships,
using multi-trip returnable plastic packaging with suppliers
and customers. Our patented wash-off technology facilitates
multi-trip use of glass bottles decorated with pressure sensitive
labels, reducing waste going to landfill. CCL‘s tubes include
products that use resins made from post-consumer plastics,
and our aerosol manufacturing process has no waste that
goes to landfill. Super Stretch Sleeves, or Triple S®, decorate
PET beverage containers without adhesive or heat and allow
for the easy removal of the label for bottle recycling. We
developed systems with our suppliers to close loop recycle
liner waste for pressure sensitive labels and down gauge to
thinner face stocks for many of our label products.
2 0 1 5 A N D A N E W I M AG E
In 2014 we redesigned the consumer identity for Avery with
a new logo that links to its past in both colour and shape,
successfully retaining – while also contemporizing – its
important brand franchise. You can see the new look on
the inside cover of the back page of our annual report. This
gave us the enthusiasm to tackle the same subject for our
core business. The design speaks to our global presence,
the idea of a label with a nod to our past, and includes the
acronym “CCL“ – the founding name for the Company. The
new corporate identity will unify our business to business
franchises under a single brand, even though we will continue
to use many diff erent legal entity names and secondary
trading descriptors around the world. We felt it appropriate to
give our new look front page prominence.
For the year ahead, we will focus on securing and developing
the base successfully built during this transformational 2014.
Global macro uncertainties continue, but this seems to be
the new norm as it‘s hard to recall any year without such
concerns in the recent past. We continue to extend our
geographic reach with greenfield sites planned for CCL Label
in both Korea and Argentina. Acquisitions remain a key focus.
We have opportunities, skilled management for execution,
a strong balance sheet and favourable financing markets.
We will be disciplined.
Finally, we would like to thank our customers and suppliers
for their unwavering support and recognize our employees
around the world – now topping 10,000 – for their creativity,
entrepreneurial spirit and commitment that we believe has
made CCL a dynamic and interesting place to work.
Donald G. Lang
Executive Chairman
Geoff rey T. Martin
President and
Chief Executive Off icer
1 Non-IFRS measures. See section 5 of CCL’s Management’s Discussion and Analysis for more detail.
2 Non-IFRS measure. See Management Information Circular for more details.
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2014 Annual Report
2 0 1 4 L E T T E R T O S H A R E H O L D E R S
F I N A N C I A L H I G H L I G H T S
(In thousands of Canadian dollars, except per share and ratio data)
Sales
EBITDA*
% of sales
Restructuring and other items – net loss
Net earnings
% of sales
Per Class B share
Basic earnings
Diluted earnings
Adjusted basic earnings*
Dividends
As at December 31
Total assets
Net debt*
Total equity
Net debt to total book capitalization*
Return on equity (before other expenses)*
Number of employees
*
A non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A.
2014
2013
% Change
$ 2,585,637
$ 1,889,426
$
481,590
$
355,565
36.8%
35.4%
18.6%
9,104
216,566
18.8%
$
$
45,248
103,588
8.4%
5.5%
6.31
6.19
6.53
1.10
$
$
$
$
3.04
2.99
4.43
0.86
$
$
$
$
$
$
$ 2,618,375
437,196
$
$ 1,216,219
$ 2,401,648
502,951
$
$ 1,018,135
26.4%
20.1%
10,200
33.1%
15.8%
9,700
109.1%
107.6%
107.0%
47.4%
27.9%
9.0%
(13.1%)
19.5%
5.2%
CCL 3208 AR_2014_full_v10_film_blue.indd 5
15-03-26 4:30 PM
2014 Annual Report
5
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
This Management’s Discussion and Analysis of the financial condition and results of operations (“MD&A”) of CCL Industries
Inc. (“CCL” or “the Company”) relates to the years ended December 31, 2014 and 2013. In preparing this MD&A, the Company
has taken into account information available until February 26, 2015, unless otherwise noted. This MD&A should be read in
conjunction with the Company’s December 31, 2014, year-end consolidated financial statements, which form part of the
CCL Industries Inc. 2014 Annual Report dated February 26, 2015. The financial statements have been prepared in accordance
with International Financial Reporting Standards (“IFRS”) and, unless otherwise noted, both the financial statements and this
MD&A are expressed in Canadian dollars as the reporting currency. The major measurement currencies of CCL’s operations
are the Canadian dollar, Chilean peso, the U.S. dollar, the euro, the Argentinian peso, the Australian dollar, the Brazilian real,
the Chinese renminbi, the Danish krone, the Japanese yen, the Mexican peso, the Philippine peso, the Polish zloty, the Russian
rouble, the South African rand, the Swiss franc, the Thai baht, the Turkish lira, the U.K. pound sterling and the Vietnamese
dong. All per Class B non-voting share (“Class B share”) amounts in this document are expressed on an undiluted basis, unless
otherwise indicated. CCL’s Audit Committee and its Board of Directors (the “Board”) have reviewed this MD&A to ensure
consistency with the approved strategy of the Company and the results of the Company.
F O R WA R D - L O O K I N G I N F O R M AT I O N
I N D E X
8 B) Customers and Markets
8 C) Strategy and Financial Targets
11 D) Recent Acquisitions and Dispositions
12 E) Consolidated Annual Financial Results
14 F) Seasonality and Fourth Quarter Financial Results
7 1. Corporate Overview
7 A) The Company
This MD&A contains forward-looking information and forward-looking statements as defined under applicable securities laws
(hereinafter collectively referred to as “forward-
looking statements”) that involve a number of risks
and uncertainties. Forward-looking statements
include all statements that are predictive in nature
or depend on future events or conditions. Forward-
looking statements are typically identified by, but
not limited to, the words “believes,” “expects,”
“anticipates,” “estimates,” “intends,” “plans”
or similar expressions. Statements regarding
the operations, business, financial condition,
priorities, ongoing objectives, strategies and
outlook of the Company, other than statements
of historical fact, are forward-looking statements.
Specifically, this MD&A contains forward-looking
statements regarding the anticipated growth in
sales, income and profitability of the Company’s
segments; the Company’s improvement in market
share; the Company’s capital spending levels
and planned capital expenditures in 2015; the
adequacy of the Company’s financial liquidity; the
Company’s targeted return on equity, earnings per
share, EBITDA growth rates and dividend payout;
the Company’s eff ective tax rate; the Company’s
ongoing business strategy; and the Company’s
expectations regarding general business and
economic conditions.
28 C) Interest Rate, Foreign Exchange Management and Other Hedges
26 3. Financing and Risk Management
26 A) Liquidity and Capital Resources
17 2. Business Segment Review
29 D) Equity and Dividends
24 D) Container Segment
23 C) Avery Segment
20 B) Label Segment
25 E) Joint Ventures
27 B) Cash Flow
17 A) General
30 E) Commitments and Other Contractual Obligations
31 F) Controls and Procedures
31 4. Risks and Uncertainties
37 5. Accounting Policies and Non-IFRS Measures
37 A) Key Performance Indicators and Non-IFRS Measures
42 B) Accounting Policies and New Standards
43 C) Critical Accounting Estimates
44 D) Related Party Transactions
44 6. Outlook
Forward-looking statements are not guarantees
of future performance. They involve known and
unknown risks and uncertainties relating to
future events and conditions including, but not
limited to, the uncertainty of the recovery from
the global financial crisis and its impact on the
world economy and capital markets; the impact
of competition; consumer confidence and
spending preferences; general economic and
geopolitical conditions; currency exchange rates;
interest rates and credit availability; technological
6
2014 Annual Report
change; changes in government regulations; risks associated with operating and product hazards; and CCL’s ability to attract
and retain qualified employees. Do not unduly rely on forward-looking statements as the Company’s actual results could
diff er materially from those anticipated in these forward-looking statements. Forward-looking statements are also based on
a number of assumptions, which may prove to be incorrect, including, but not limited to, assumptions about the following:
global economic recovery and higher consumer spending; improved customer demand for the Company’s products;
continued historical growth trends, market growth in specific segments and entering into new segments; the Company’s
ability to provide a wide range of products to multinational customers on a global basis; the benefits of the Company’s focused
strategies and operational approach; the Company’s ability to implement its acquisition strategy and successfully integrate
acquired businesses; the achievement of the Company’s plans for improved eff iciency and lower costs, including the ability
to pass on aluminum cost increases to its customers; the availability of cash and credit; fluctuations of currency exchange
rates; the Company’s continued relations with its customers; and general business and economic conditions. Should one
or more risks materialize or should any assumptions prove incorrect, then actual results could vary materially from those
expressed or implied in the forward-looking statements. Further details on key risks can be found throughout this report and
particularly in Section 4: “Risks and Uncertainties.”
Except as otherwise indicated, forward-looking statements do not take into account the eff ect that transactions or non-recurring
or other special items announced or occurring after the statements are made may have on the business. Such statements do
not, unless otherwise specified by the Company, reflect the impact of dispositions, sales of assets, monetizations, mergers,
acquisitions, other business combinations or transactions, asset write-downs or other charges announced or occurring after
forward-looking statements are made. The financial impact of these transactions and non-recurring and other special items
can be complex and depends on the facts particular to each of them and therefore cannot be described in a meaningful way
in advance of knowing specific facts.
The forward-looking statements are provided as of the date of this MD&A and the Company does not assume any obligation
to update or revise the forward-looking statements to reflect new events or circumstances, except as required by law.
Unless the context otherwise indicates, a reference to “CCL” or “the Company” means CCL Industries Inc., its subsidiary
companies and equity accounted investments.
1 . C O R P O R AT E OV E RV I E W
A) The Company
CCL Industries Inc. is the world’s largest converter of pressure sensitive and extruded film materials for a wide range of
decorative, instructional and functional applications for large global customers in the consumer packaging, healthcare,
automotive and consumer durables markets. Extruded plastic tubes, folded instructional leaflets, precision printed and die
cut metal components with LED displays and other complementary products and services are sold in parallel to specific end-
use markets. Avery is the world’s largest supplier of labels, specialty converted media and software solutions to enable short
run digital printing in businesses and homes alongside complementary off ice products sold through distributors and mass
market retailers. CCL’s Container Segment is a leading producer of impact extruded aluminum aerosol cans and bottles for
consumer packaged goods customers in the United States, Canada and Mexico.
Founded in 1951, the Company has been publicly listed under its current name since 1980. CCL’s corporate off ices are located
in Toronto, Canada, and Framingham, Massachusetts, United States. The corporate off ices provide executive and centralized
services such as finance, accounting, internal audit, treasury, risk management, legal, tax, human resources, information
technology and environmental, health and safety and oversight of operations. CCL employs in excess of 10,000 people in
over 100 production facilities located in North America, Latin America, Europe, Australia, Asia and the Middle East, including
equity investments in Russia operating four facilities, the Middle East operating five facilities, Chile operating one facility,
Thailand operating one facility and the United States, which late in the year announced plans to invest in an aluminum slug
facility. The Company also has a label and tube licence holder operating two plants in Indonesia.
2014 Annual Report
7
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
B) Customers and Markets
CCL’s legacy customer base is comprised of a significant number of global consumer product, healthcare, chemical and
durable goods companies. With the addition of Avery in 2013, CCL has diversified its customer base to include mass market
merchandisers, retail superstores, wholesalers, e-tailers and contract stationers. A strategy of many CCL customers is a
continuous focus on growing their global market positions. Recent industry trends include customer consolidation, even
among the largest players, and a disproportionate growth in sales in emerging markets and relatively lower growth in the
developed world.
Demand for consumer staples and healthcare products generally remains consistent throughout economic cycles as the end
use often requires daily consumption. These markets are less volatile than consumer durables and the information technology
industry that have higher price points and can be impacted by changes in how society works. Products sold to retailers can be
impacted by white collar employment levels and the trend towards a digital society. Certain markets, such as beverage, agro-
chemical and back-to-school products, are more seasonal in nature and aff ect the variability of quarterly sales and profitability.
The state of the global economy and geopolitical events can aff ect consumer demand and ultimately CCL’s customers’ plans
to promote competitive activity in their categories by developing marketing and sales strategies including the introduction
of new products. These factors directly influence the demand for CCL’s products. The Company’s growth expectations
generally mirror the trends of each of the markets and product lines in which CCL’s customers compete and the growth of
the economy in each geographic region. CCL anticipates improving its market share generally in each market and category
over time, which is consistent with its overall historical trend.
The label market is large and highly fragmented with many players but with no single competitor having the substantial
operating breadth or global reach of CCL’s Label Segment. Avery has a dominant market-leading position for its products
in North America, Europe and Australia. It also has a small developing presence in Latin America. The Container Segment
operates only in North America including Mexico. There are three direct competitors in the Container business in the United
States and one in Mexico.
C) Strategy and Financial Targets
CCL’s vision is to increase shareholder value through leading supply chain solutions and product innovations around the
world. CCL builds on the strength of its people in marketing, manufacturing and product development; and nurtures strong
relationships with its international, national, and regional customers and suppliers. The Company anticipates increasing its
market share in most product categories by capitalizing on consumer insights and the growth of its customers, by following
market developments such as globalization, new product innovation, branding and consumer trends.
A key attribute of CCL’s strategy is maintaining its focus and discipline. The Company aspires to be the market leader and
the highest value-added producer in each product line and region in which it chooses to compete. CCL’s primary objective
is to invest in the growth of the Label Segment globally both organically and by acquisition. The Avery Segment has similar
objectives aligned to applications in labels and specialty converted media that enable short run digital printing in businesses
and homes. In 2014, the Label Segment acquired companies expanding its Home Personal & Care, Food & Beverage and
Healthcare & Specialty businesses within the United States, Turkey, Switzerland and Germany. The Avery Segment acquired
companies enhancing its digital print products for commercial graphic arts and roll-fed custom short run label printing in the
United Kingdom and Germany. The Company also increased its ownership position in the Chilean Wine Label joint venture
to 62.5% in early 2014.
Finally, CCL expects to continue improving the performance of the Container Segment, realizing further operational and
financial advances subsequent to the completion of the restructuring plan announced in the fourth quarter of 2013.
The Company’s strategic objective in the past decade has been the long-term growth of earnings through the building
of a global business platform with investment in new plants and equipment, acquisitions and innovation in new product
development. This approach is intended to allow the Company to increase market share and to grow internationally.
The acquisition strategy includes seeking attractively priced targets within CCL’s core competencies and manufacturing
capabilities that will be immediately accretive to earnings. In addition, such acquisitions should generally support its
strategic geographic expansion plans and/or provide new technologies, and/or new customer relationships and products
to CCL’s portfolio.
8
2014 Annual Report
The Company’s financial strategy is to be fiscally prudent and conservative. During good and diff icult economic times, the
Company has maintained high levels of cash on hand and unused lines of credit to reduce its financial risk and to provide
flexibility when acquisition opportunities are available. The Company’s resilient financial results, ensuring strong free cash
flow, have produced a solid balance sheet capable, if required, of supporting debt levels in excess of the current outstanding
debt and the undrawn $296.4 million unsecured revolving line of credit. CCL has suff icient available liquidity and a secure
financial foundation for the foreseeable future.
Additionally, CCL has a continuous focus on minimizing its investment in working capital in order to maximize cash flow in
support of the growth in the business. In addition, capital expenditures are approved when they are expected to be accretive
to earnings and are selectively allocated towards the most attractive growth opportunities.
A key financial target is return on equity before goodwill impairment loss, restructuring and other items and tax adjustments
(“ROE,” a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below). CCL continues
to execute its strategy with a goal of achieving a comparable ROE level to its leading peers in specialty packaging. Over
the last five years ROE increased dramatically compared to the low posted in the economic crisis of 2009 due to significant
accretive earnings from acquisitions, principally Avery and Designed & Engineered Solutions (“DES”), as well as improved
results in its legacy operations:
Return on equity
2014
20.1%
2013
15.8%
2012
11.4%
2011
10.7%
2010
9.5%
2009
7.6%
Another metric used by the investment community as a comparative measure is return on total capital before goodwill
impairment loss, restructuring and other items and tax adjustments (“ROTC,” a non-IFRS measure; see “Key Performance
Indicators and Non-IFRS Measures” in Section 5A below). The chart below details performance since 2009. CCL targets
delivering returns in excess of its cost of capital and has improved its performance consistently since 2009.
Return on total capital
2014
14.1%
2013
11.9%
2012
9.5%
2011
8.3%
2010
6.7%
2009
4.9%
Another important and related financial target is the long-term growth rate of adjusted basic earnings per Class B share,
which excludes goodwill impairment loss, restructuring and other items, tax adjustments, gains on business dispositions and
non-cash acquisition accounting adjustments (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures”
in Section 5A below). Management believes that taking into account both the relatively stable overall demand for consumer
staple and healthcare products globally and the continuing benefits from the Company’s focused strategies and operational
approach, a positive growth rate in adjusted basic earnings per share is realistic under reasonable economic circumstances.
CCL’s historical adjusted basic earnings per share achieved significant positive growth except for the economic downturn
in the 2009 year:
EPS growth rate
2014
47%
2013
52%
2012
13%
2011
18%
2010
23%
2009
(30%)
In 2014, adjusted basic earnings increased by 47% to $6.53 per Class B share. The acquired businesses in 2014 and 2013,
in particular the new Avery Segment, contributed meaningfully to the strong improvement in adjusted basic earnings per
share. Excluding the impact of currency translation, adjusted basic earnings per share increased 37%. The Company believes
continuing growth in earnings per share is achievable in the future as the global economy stabilizes; as operating eff iciencies
are solidified for the Container Segment post-restructuring and as CCL executes its business strategies for the Label and
Avery Segments.
2014 Annual Report
9
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
The Company will continue to focus on generating cash and eff ectively utilizing the cash flow generated by operations and
divestitures. Earnings before net finance cost, taxes, depreciation and amortization, excluding goodwill impairment loss,
earnings in equity accounted investments, non-cash acquisition accounting adjustments, restructuring and other items
(“EBITDA,” a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below) is considered
a good indicator of cash flow and is used by many financial institutions and investment advisors to measure operating results
and for business valuations. The Company believes that EBITDA is an important measure in evaluating its ongoing business
in that it does not include the impact of interest, depreciation and amortization, income tax expenses and non-operating
one-time items. As a key indicator of cash flow, EBITDA demonstrates the Company’s ability to incur or service existing debt,
to invest in capital additions and to take advantage of organic growth opportunities and acquisitions that are accretive to
earnings per share. Historically, the Company has experienced positive growth in EBITDA, excluding discontinued operations:
EBITDA
% of sales
2014
2013
2012
2011
2010
2009
$
481.6
$
355.6
$
254.6
$
239.1
$
219.8
$
207.9
19%
19%
19%
19%
18%
17%
In 2014, EBITDA increased by approximately 27.2%, excluding the positive impact of foreign currency translation. CCL’s EBITDA
margins remain at the top end of the range of the Company’s specialty packaging peers. The Company expects positive
growth in EBITDA in the future as the global economy stabilizes and the Company carries out its global growth initiatives.
If net cash flow periodically exceeds attractive acquisition opportunities available, CCL may also repurchase its shares provided
that the repurchase is accretive to earnings per share, is at a valuation equal to or lower than valuations for acquisition
opportunities, and will not materially increase financial leverage beyond targeted levels. The Company repurchased
50,000 Class B shares for cancellation during 2013.
The framework supporting the above performance indicators is an appropriate level of financial leverage. Based on the
dynamics within the specialty packaging industry and the risks that higher leverage may bring, CCL has a comfort level up
to a target of approximately 45% for its net debt to total book capitalization (a non-IFRS measure; see “Key Performance
Indicators and Non-IFRS Measures” in Section 5A below). As at December 31, 2014, net debt to total book capitalization
declined to 26.4% from 33.1% at December 31, 2013, despite the significant acquisitions during the year. This current level
of leverage and profitability, including the expectation of significant future deleveraging from operating cash flow, would
imply that CCL’s debt would be in the investment-grade category. This leverage level is below the target, primarily due to the
Company’s conservative approach to financial risk and its ability to generate strong levels of free cash flow from operations
(a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below). This leverage level
also allows the Company the flexibility to quickly execute its acquisition growth strategy, including larger targets, without
significantly exposing its credit quality.
The Board also believes that the dividend payout ratio (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS
Measures” in Section 5A below) is an important metric. CCL has paid dividends quarterly for over thirty years without an
omission or reduction and has more than doubled the dividend since 2008. The Board views this consistency and dividend
growth as important factors in enhancing shareholder value. The Board’s target payout of dividends is approximately 25% of
adjusted earnings, defined as earnings excluding gains on dispositions, goodwill impairment loss, restructuring and other
items and tax adjustments. In 2014, the dividend payout ratio was 17% (2013 – 20%) of adjusted earnings. This dividend payout
ratio below the Board’s target range reflects the strong net earnings generated by newly acquired business in 2013 and 2014,
as well as the improved results for the legacy operations of the Company. After careful review of the current year results and
considering the cash flow and income budgeted for 2015, the Board has declared a 25.0% increase in the annual dividend;
seven and a half cents per Class B share per quarter, from $0.30 to $0.375 per Class B share per quarter ($1.50 per Class B
share annualized).
The Company believes that all of the above targets are mutually compatible and consequently should drive meaningful
shareholder value over time.
CCL’s strategy and its ability to grow and achieve attractive returns for its shareholders are shaped by key internal and
external factors that are common to the businesses it operates. The key performance driver is the Company’s continuous
focus on customer satisfaction, supported by its reputation for quality manufacturing, competitive price, product innovation,
dependability, ethical business practices and financial stability.
10 2014 Annual Report
D) Recent Acquisitions and Dispositions
CCL is now a global company with increased diversification across the world economy including emerging markets, a broader
customer base, new product lines and many diff erent currencies and geographies.
CCL continues to deploy its cash flow from operations into its core segments with both internal capital investments and
strategic acquisitions. The following acquisitions were completed over the last two years:
• In February 2014, Sancoa and TubeDec (“Sancoa”), privately owned companies with a common controlling shareholder
based in New Jersey, USA, for $73.1 million. Sancoa produces labels and tubes and forms an integral part of the North
American Home & Personal Care business.
• In February 2014, DekoPak Ambalaj SAN. Ve Tic. A.S. (“Dekopak”), a privately owned company based in Istanbul, Turkey,
for $4.7 million, plus contingent consideration payable in 2017 subject to incremental EBITDA improvement. Dekopak
is a leading producer of shrink sleeve labels for global and domestic customers in Turkey.
• In September 2014, Bandfix AG (“Bandfix”), a privately owned company based in Zurich, Switzerland, for $17.9 million.
Bandfix produces Specialty labels for European customers, complementing CCL’s Healthcare & Specialty business.
• In November 2014, Label Connections Ltd. (“LCL”), a privately owned company based in St. Neots, England, for
$2.8 million. LCL is a leading supplier to the commercial graphic arts sector and is the first acquisition within the Avery
Segment.
• In December 2014, Druckerei Nilles GmbH (“Nilles”), a privately owned company based in Trittenheim, Germany, for
$16.2 million. The Nilles wine label business will be added to CCL’s growing Food & Beverage operations and the Nilles
e-commerce platform will become a new business unit within the Avery Segment.
• In April 2013, INT, a privately owned company based in Munich, Germany, for $14.4 million. INT is a leading supplier to
the German automotive original equipment manufacturers alongside CCL Design.
• In July 2013, the Off ice & Consumer Products (“OCP”) and DES businesses of Avery Dennison Corporation for
US$486.7 million. The OCP business is now CCL’s new Avery Segment and the DES business has augmented the
CCL Design business within CCL Label.
• In October 2013, Advanced Packaging Films, a privately owned company based in Schkopau, Germany, for $9.3 million.
This new business trades as Advanced Performance Films (“APF”) and forms an integral part of the CCL Label global
Food & Beverage business.
Strategically, CCL has positioned itself as a growing specialty packaging company. The acquisitions completed over the past
few years, in conjunction with the building of new plants in Thailand, Brazil, Saudi Arabia, Chile, Philippines, Russia and the
United States, have positioned the Label Segment as the global leader for labels in the personal care, healthcare, food &
beverage, durables and specialty categories. Furthermore with the addition of Avery, CCL is now the world’s largest supplier
of labels, specialty converted media and software solutions to enable short run digital printing in businesses and homes
alongside complementary off ice products.
2014 Annual Report
11
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
E) Consolidated Annual Financial Results
Selected Financial Information
Results of Consolidated Operations
Sales
Cost of sales
Selling, general and administrative expenses
Earnings in equity accounted investments
Net fi nance cost
Restructuring and other items – net loss
Earnings before income taxes
Income taxes
Net earnings
Net earnings per Class B share
Restructuring and other items loss per Class B share
Diluted earnings per Class B share
Adjusted basic earnings per Class B share
Dividends per Class B share
Total assets
Total non-current liabilities
Comments on Consolidated Results
2014
2,585.6
1,891.5
358.9
335.2
3.7
(25.6)
(9.1)
304.2
87.6
216.6
6.31
0.22
6.19
6.53
1.10
2,618.4
802.0
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
2013
1,889.4
1,414.0
256.7
218.7
1.9
(25.6)
(45.2)
149.8
46.2
103.6
3.04
1.03
2.99
4.43
0.86
2,401.6
839.0
$
$
$
$
$
$
$
$
$
2012
1,308.6
996.2
160.4
152.0
2.2
(20.9)
—
133.3
35.8
97.5
2.91
—
2.86
2.91
0.78
1,602.4
393.0
Sales were $2,585.6 million in 2014, an increase of 36.8% compared to $1,889.4 million recorded in 2013. This improvement
in sales can primarily be attributed to a full year of revenue from Avery and DES as well as the other seven aforementioned
acquisitions in 2014 and 2013, which aggregated to acquisition related growth of 27.2%. Organic growth of 3.8% and the
positive impact from foreign currency translation of 5.8% also contributed to the increase.
Consistent with CCL’s 2013 year, approximately 5% of CCL’s 2014 sales to end use customers are denominated in Canadian
dollars. Consequently, changes in foreign exchange rates can have a material impact on sales and profitability when translated
into Canadian dollars for public reporting. The 2014 and 2013 results have been positively impacted by the sequential
weakening of the Canadian dollar. The appreciation of the U.S. dollar, euro and the U.K. pound by 7.2%, 7.2% and 12.9%,
respectively, was slightly off set by a 1.8% depreciation of the Brazilian real relative to the Canadian dollar in 2014 compared
to average exchange rates in 2013. Partially off setting this recent translation trend some of CCL’s foreign operations were
negatively impacted by their local currency depreciation to the U.S. dollar on transactions.
Earnings after cost of goods sold and selling, general and administrative (“SG&A”) expenses in 2014 were $335.2 million, up
$116.5 million from $218.7 million in 2013; primarily reflecting the impact of the significant acquisitions made over the last
two years.
SG&A expenses were $358.9 million for 2014, compared to $256.7 million reported in 2013. The increase in SG&A expenses
in 2014 relates primarily to the significant acquisitions made over the last two years as well as higher corporate expenses.
Corporate expenses for 2014 were $34.7 million, compared to $33.5 million for 2013. The increase in corporate expenses
relative to those in 2013 relates predominantly to an increase in executive long-term compensation expenses and an increase
in director equity compensation expense connected to their deferred share unit plan and is directly a result of the gain in the
Company’s share price in 2014.
12
2014 Annual Report
Operating income (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below)
for 2014 was $369.9 million, an increase of 46.7% compared to $252.2 million for 2013. Excluding the $16.7 million non-
cash acquisition accounting adjustment to fair value the acquired finished goods inventory for the acquired Avery and
DES businesses in 2013, operating income improved 37.6%. Foreign currency translation positively impacted consolidated
operating income by 6.5% for 2014 compared to 2013. The Label, Avery and Container Segments each improved operating
income for 2014 by 24.3%, 170.5% and 8.5%, respectively, compared to 2013. Further details on the business segments follow
later in this report.
EBITDA (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below) in 2014 was
$481.6 million, an improvement of 35.4% compared to $355.6 million recorded in 2013. Excluding the impact of currency
translation, EBITDA increased by 27.2% over the prior year.
Net finance cost was $25.6 million for 2014 and 2013.
For the full year 2014, restructuring cost and other items represented a loss of $9.1 million ($7.5 million after tax) as follows:
• For the Avery Segment, $1.6 million ($1.3 million after tax) representing the final European severance costs in CCL’s
reorganization plan and trailing transaction fees associated with the acquisition of the business.
• For the Label Segment, $7.5 million ($6.2 million after tax) primarily costs associated with the closure of a plant in
France, severance expenses associated with the DES and Sancoa businesses and transaction costs related to the six
Label Segment acquisitions closed in 2014.
The negative earnings impact of these restructuring and other items in 2014 was $0.22 per Class B share.
For the full year 2013, restructuring cost and other items represented a loss of $45.2 million ($35.1 million after tax) as follows:
• For the Avery and DES acquisitions, $32.7 million ($22.8 million after tax) for severance, facility closure costs, transaction
fees and duties and other associated costs with the acquisition and re-organization of the businesses.
• For the Container Segment, $11.0 million ($11.0 million after tax) for severance and asset write downs to close the Canadian
operations.
• For a small label plant in France, $1.5 million ($1.3 million after tax) for severance costs to downsize the operation.
The negative earnings impact of these restructuring and other items in 2013 was $1.03 per Class B share.
In 2014, the consolidated eff ective tax rate was 29.2%, compared to 31.2% in 2013, excluding earnings in equity accounted
investments. The combined Canadian federal and provincial statutory tax rate was 25.3% for 2014 (2013 – 25.3%). The decrease
in the eff ective tax rate for 2014 is attributable to a reduction in restructuring charges without any corresponding tax benefit.
Excluding the impact of these restructuring charges that impacted tax expense, the overall eff ective tax rates in 2014 and
2013 were 28.8% and 27.0%, respectively. This increase can be attributed to a higher portion of the Company’s income being
earned in higher tax jurisdictions, largely the United States.
Over 95% of CCL’s sales are from products sold to customers outside of Canada, and the income from these foreign operations
is subject to varying rates of taxation. The Company’s eff ective tax rate varies from year to year as a result of the level of
income in the various countries, recognition or reversal of tax losses, tax reassessments and income and expense items not
subject to tax. The Company’s tax rate may increase in the future if the Company earns a higher percentage of its income in
higher tax jurisdictions or if the Company is not able to tax-benefit its future tax losses in certain countries.
Net earnings for 2014 were $216.6 million, an increase of 109.1% compared to $103.6 million recorded in 2013 due to the
items described above.
Basic earnings per Class B share were $6.31 for 2014 versus the $3.04 recorded for 2013. Diluted earnings per Class B share
were $6.19 for 2014 and $2.99 for 2013.
Adjusted basic earnings per Class B share (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in
Section 5A below) was $6.53 for 2014, up 47% from $4.43 in 2013.
2014 Annual Report
13
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
The movement in foreign currency exchange rates in 2014 versus 2013 had an estimated positive translation impact of $0.33
on adjusted basic earnings per Class B share. This estimated foreign currency impact reflects the currency translation in all
foreign operations and the translation of U.S. dollar-denominated transactions in the Canadian Container operation, where
almost all sales and a significant portion of input costs are U.S. dollar-denominated.
F) Seasonality and Fourth Quarter Financial Results
2014
Sales
Label
Avery
Container
Total sales
Segment operating income
Label
Avery
Container
Operating income
Corporate expenses
Restructuring and other items
Earnings in equity accounted investments
Finance cost, net
Earnings before income taxes
Income taxes
Net earnings
Per Class B share
Basic earnings
Diluted earnings
Adjusted basic earnings
Qtr 1
Qtr 2
Qtr 3
Qtr 4
Year
423.8
132.9
53.0
609.7
69.5
13.1
6.0
88.6
6.3
0.9
(0.1)
81.5
6.7
74.8
22.2
52.6
1.54
1.51
1.56
$
$
$
$
$
$
$
423.8
174.2
52.4
650.4
56.0
28.4
4.8
89.2
7.4
1.1
(1.0)
81.7
6.3
75.4
20.1
55.3
1.61
1.58
1.63
$
$
$
$
$
$
$
437.3
204.7
47.7
689.7
59.2
44.9
3.0
107.1
11.1
—
(0.5)
96.5
6.6
89.9
26.8
63.1
1.83
1.79
1.83
$
$
$
$
$
$
$
433.4
154.6
47.8
635.8
58.0
22.9
4.1
85.0
9.9
7.1
(2.1)
70.1
6.0
64.1
18.5
45.6
1.33
1.31
1.51
$
$
$
$
$
$
$
1,718.3
666.4
200.9
2,585.6
242.7
109.3
17.9
369.9
34.7
9.1
(3.7)
329.8
25.6
304.2
87.6
216.6
6.31
6.19
6.53
$
$
$
$
$
$
$
14 2014 Annual Report
2013
Sales
Label
Avery
Container
Total sales
Segment operating income
Label
Avery
Container
Operating income
Corporate expenses
Restructuring and other items
Earnings in equity accounted investments
Finance cost, net
Earnings before income taxes
Income taxes
Net earnings
Per Class B share
Basic earnings
Diluted earnings
Adjusted basic earnings
Fourth Quarter Results
Qtr 1
Qtr 2
Qtr 3
Qtr 4
Year
$
$
$
$
$
$
$
312.3
—
51.4
363.7
56.6
—
5.4
62.0
7.6
1.3
0.4
53.5
5.2
48.3
14.2
34.1
1.01
0.99
1.04
$
$
$
$
$
$
$
309.9
—
51.5
361.4
45.0
—
5.2
50.2
6.9
1.4
0.2
42.1
5.9
36.2
9.8
26.4
0.77
0.76
0.82
$
$
$
$
$
$
$
360.4
201.7
44.5
606.6
48.7
16.2
2.9
67.8
9.3
18.3
0.5
40.7
7.7
33.0
9.4
23.6
0.68
0.67
1.38
$
$
$
$
$
$
$
361.6
153.8
42.3
557.7
45.0
24.2
3.0
72.2
9.7
24.2
0.8
39.1
6.8
32.3
12.8
19.5
0.58
0.57
1.19
$
$
$
$
$
$
$
1,344.2
355.5
189.7
1,889.4
195.3
40.4
16.5
252.2
33.5
45.2
1.9
175.4
25.6
149.8
46.2
103.6
3.04
2.99
4.43
Sales for the fourth quarter of 2014 improved 14.0% to $635.8 million, compared to $557.7 million recorded in the 2013 fourth
quarter. Excluding currency translation, sales for the fourth quarter of 2014 increased by 9.6% compared to the prior year
period. This increase was due to 2.8% of organic growth and 6.8% impact from acquisitions. The Label, Avery and Container
Segments posted sales increases of 19.9%, 0.5% and 13.0%, respectively.
Operating income (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below) in the
fourth quarter of 2014 was $85.0 million, an increase of 17.7% from $72.2 million in the fourth quarter of 2013. For the fourth
quarter of 2014 compared to the same period in 2013, the Label and Container Segments recorded improvements in operating
income of 28.9% and 36.7%, respectively. The improvement in the Label Segment was driven by strong results in North
America including the acquired Sancoa business, partially off set by a decline in the emerging market results due to start-up
costs for the new operation in the Philippines. Results for the Container Segment benefited from the sharp appreciation of
the U.S. dollar as all of production from the Canadian plant is sold in the United States, although this benefit was largely off set
by the impact of U.S. dollar purchases at the Canadian operations of the Label and Avery Segments. Operating income at the
Avery Segment was a strong $22.9 million for the fourth quarter of 2014 compared to $24.2 million in the prior year period.
Avery generated a fourth quarter return on sales of 14.8% (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS
Measures” in Section 5A below), at the high end of management’s target range. Foreign currency translation contributed an
improvement of 4.2% to the consolidated operating income.
EBITDA (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below) for the fourth
quarter of 2014 was $111.7 million, an increase of 16.2% compared to the $96.1 million for the 2013 comparable period.
2014 Annual Report
15
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
Corporate expenses were $9.9 million in the fourth quarter of 2014, an increase of $0.2 million from $9.7 million recorded in
the prior-year period. The increase is attributable to the increase in directors’ deferred share unit expense that is directly a
result of the gain in the Company’s share price during the fourth quarter of 2014.
Net finance cost was $6.0 million for the fourth quarter of 2014 compared to $6.8 million for the fourth quarter of 2013. The
decrease was attributable to the reduction in total outstanding debt for the 2014 fourth quarter compared to the same period
a year ago.
For the fourth quarter of 2014, restructuring cost and other items represented a loss of $7.1 million ($6.1 million after tax)
as follows:
• For the Avery Segment, $1.5 million ($1.1 million after tax) representing the final European severance costs in CCL’s
reorganization plan and trailing transaction fees associated with the acquisition of the business.
• For the Label Segment, $5.6 million ($5.0 million after tax) primarily for costs associated with the closure of a plant in France,
severance expenses associated with the DES business and transaction costs related to the Label Segment acquisitions
closed in 2014.
The negative earnings impact of these restructuring and other items in 2014 was $0.18 per Class B share.
For the fourth quarter of 2013, restructuring cost and other items represented a loss of $24.2 million ($20.7 million after tax)
as follows:
• For the Avery and DES acquisition, $12.5 million ($9.1 million after tax) for severance, facility closure costs, transaction and
other associated costs with the acquisition and re-organization of the businesses.
• For the Container Segment, $11.0 million with no tax impact for severance and asset write downs to close the Canadian
operations.
• For a small label plant in France, $0.7 million ($0.6 million after tax) for severance costs to downsize the operation.
The negative earnings impact of these restructuring and other items in 2013 was $0.61 per Class B share.
Tax expense in the fourth quarter of 2014 was $18.5 million compared to $12.8 million in the prior year period. The eff ective
tax rates for these two periods are 29.8% and 40.4%, respectively. The decrease in the eff ective tax rate, excluding earnings in
equity accounted investments, resulted from the aforementioned tax treatment of restructuring charges in the comparative
fourth quarters.
The net earnings in the fourth quarter of 2014 were $45.6 million compared to net earnings of $19.5 million in last year’s fourth
quarter. This increase reflects the items described above.
Basic earnings per Class B share were $1.33 in the fourth quarter of 2014 compared to $0.58 in the fourth quarter of 2013.
The movement in foreign currency exchange rates in the fourth quarter of 2014 compared to 2013 had an estimated positive
impact on the translation of CCL’s basic earnings of $0.04 per Class B share.
Adjusted basic earnings per Class B share (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in
Section 5A below) were $1.51 for the fourth quarter of 2014, an improvement of 26.9% compared to $1.19 in the corresponding
quarter of 2013.
Summary of Seasonality and Quarterly Results
Historically, the seasonality of the Label and Container Segments had evolved such that the first and second quarters were
generally the strongest due to the number of work days and various customer-related activities. Also, there are many products
that have a spring-summer bias in North America and Europe such as agricultural chemicals and certain beverage products,
which generate additional sales volumes for CCL in the first half of the year. However, with the addition of Avery, the third
quarter will be the strongest for CCL sales as Avery benefits from the “back-to-school” surge in North America. The final
quarter of the year is negatively aff ected from a sales perspective in the Northern Hemisphere by Thanksgiving and globally
by the Christmas and New Year holiday season shutdowns.
16 2014 Annual Report
Sales and net earnings comparability between the quarters of 2014 and 2013, were primarily aff ected by regional economic
variances, the impact of dramatic foreign currency changes relative to the Canadian dollar, the timing of acquisitions and
the eff ect of restructuring, tax adjustments and other items.
The Label Segment has generally experienced strong demand in its existing and newly acquired operations in the past few
years. The Segment increased sales, excluding the impact of currency translation, in all four quarters of 2014, primarily driven
by organic growth and acquisitions.
Return on sales (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below) for the
Label Segment in 2014 was 14.1% compared to 14.5% in 2013 reflecting the margin impact of the acquired DES and Sancoa
businesses. The Sancoa acquisition also impacted results for the third and fourth quarters of 2014, historically the slowest
periods for CCL’s legacy label operations, yet the busiest for Sancoa resulting in an uptick in return on sales for these periods.
The Avery Segment quarterly results mirrored its expected seasonal pattern for 2014, posting robust results for the third
quarter of the year reflecting the “back-to-school” intensity in North America. Third quarter 2014 return on sales in the Avery
Segment of 21.9% exceeded margin returns for any Segment in any quarter in the Company.
At the Container Segment quarterly results were true to its seasonal pattern, however, the year-over-year sharp depreciation in
the Canadian dollar to the U.S. dollar in the fourth quarter of 2014 bolstered the results for the Segment as all the production
in the Canadian plant is sold to U.S. based customers. This was largely off set by the reverse eff ect on U.S. dollar purchases in
Canada at the Avery and Label Segments.
Net earnings in 2014 increased 109.1% compared to 2013. Restructuring charges of $42.5 million for the acquired Avery and
DES businesses along with the restructuring expense for the Canadian Container operation reduced 2013 third and fourth
quarter net earnings. During the fourth quarter of 2014 additional restructuring charges of $7.1 million were recorded to
finalize the Avery and DES restructuring plan and costs predominantly associated with the closure of a Label plant in France.
Adjusted basic earnings per Class B share (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures”
in Section 5A below), which excludes the impact of restructuring charges and other unique acquisition related items, was
$6.53 for 2014, up 47.4% from $4.43 in 2013.
2 . B U S I N E S S S E G M E N T R E V I E W
A) General
Over the last decade all divisions invested significant capital and management eff ort to develop world-class manufacturing
operations, with spending allocated to geographic expansion, cost-reduction projects, the development of innovative
products and processes, the maintenance and expansion of existing capacity and the continuous improvement in health and
safety in the workplace, including environmental management. CCL also makes strategic acquisitions for global competitive
advantage, servicing large customers, taking advantage of new geographic markets, finding adjacent and new product
opportunities, adding new customer segments, building infrastructure and improving operating performance across the
Company. Since 2009, average annual capital spending has been broadly in line with annual depreciation expense. The new
Avery Segment is less capital intensive as a percentage of sales than CCL’s legacy business. Further discussion on capital
spending is provided in the “Business Segment Review” sections below.
Although each Segment is a leader in market share or has a significant position in the markets it serves in each of its
operating locales, it also operates generally in a mature and competitive environment. In recent years, consumer products
and healthcare companies have experienced steady pressure to maintain or even reduce prices to their major retail and
distribution channels, which has driven significant consolidation in CCL’s customer base. This has resulted in many customers
seeking supply-chain eff iciencies and cost savings in order to maintain profit margins. The global economic crisis experienced
in 2008 and early 2009, the instability of the economic recovery that followed and its eff ect on the availability of capital
accentuated this trend. Volatile commodity costs have also created challenges to manage pricing with customers. These
dynamics have been an ongoing challenge for CCL and its competitors, requiring greater management and financial control
and flexible cost structures. Unlike some of its competitors, CCL has the financial strength to invest in the equipment and
innovation necessary to constantly strive to be the highest value-added producer in the markets that it serves.
2014 Annual Report
17
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
Avery reaches its consumers, including small businesses, through distribution channels that include mass-market
merchandisers, retail superstores, wholesalers, e-tailers and contract stationers. Merger activity and store closures in these
distribution channels can lead to short term volume declines as customer inventory positions are consolidated. Avery is
the leading brand in its core markets, with the principal competition being lower priced private label products. Avery has
experienced secular decline in its core mailing address label product as e-mail and internet-based digital communication has
grown rapidly. In response, Avery has developed innovative new products targeted at applications such as shipping labels
and product identification. It is CCL’s expectation that growth in these new printable media products and in new markets
for existing products may soon exceed the decline in volume for mailing applications and reestablish a growth rate for the
Segment. It is also CCL’s expectation that Avery will open up new revenue streams in short run digital printing applications.
Strategic acquisitions like LCL and Nilles will expand Avery’s digital print capabilities to the commercial graphic arts sector
and e-commerce platform to custom designed roll fed labels in new markets around the world.
The cost of many of the key raw material inputs for CCL, such as plastic films and resins, paper, specialty chemicals and
aluminum, are largely dependent on the economics within the petrochemical and energy industries. The significant cost
fluctuations for these inputs can have an impact on the Company’s profitability. CCL generally has the ability, due to its size
and the use of long-term contracts with both its suppliers and its customers, to mitigate volatility in costs from its suppliers
and, where necessary, to pass on price movements to its customers. The success of the Company is dependent on each
business managing the cost-and-price equation with suppliers and customers. The cost of aluminum represents the largest
component of the Container Segment’s product cost. The significant volatility in aluminum costs over the past few years has
made it especially challenging to manage pricing with its customers who are generally accustomed to more stable pricing
in other product lines. Consequently, the Container Segment successfully introduced pricing mechanisms in its customer
contracts that passes through the fluctuations in the cost of aluminum as the commodity price changes on the London Metals
Exchange (“LME”).
Most of CCL’s facilities are in locations with adequate skilled labour, resulting in moderate pressure on wage rates and
employee benefits. CCL’s labour costs are competitive in each of its businesses. The Company uses a combination of annual
and long-term incentive plans specifically designed for corporate, divisional and plant staff to focus key employees on the
objectives of achieving annual business plans and creating shareholder value through growth, innovation, cost reductions
and cash flow generation in the longer term.
A driver common to all Segments for maximizing operating profitability is the discipline of pricing contracts based on size
and complexity, including consideration for fluctuations in raw materials and packaging costs, manufacturing eff iciency and
available capacity. This approach facilitates eff ective asset utilization and relatively higher levels of profitability. Performance is
generally measured by product against estimates used to calculate pricing, including targets for scrap and output eff iciency.
An analysis of total utilization versus capacity available per production line or facility is also used to manage certain divisions
of the business. In most of the Company’s operations, the measurement of each sales order shipped is based on actual
selling prices and production costs to calculate the amount of actual profit margin earned and its return on sales relative to
the established benchmarks. This process ensures that pricing policies and production performance are aligned in attaining
profit margin targets by order, by plant and by division.
Performance measures used by the divisions that are critical to meeting their operating objectives and financial targets
are return on sales, cash flow, days of working capital employed and return on investment. Measures used at the corporate
level include operating income, return on sales, EBITDA, net debt to total book capitalization, return on equity, return on
total capital, free cash flow and adjusted basic earnings per Class B share (all of which are non-IFRS measures; see “Key
Performance Indicators and Non-IFRS Measures” in Section 5A below). Growth in adjusted earnings per Class B share is a
key metric. In addition, the Company monitors earnings per share before restructuring and other items since the timing and
extent of restructuring and other items do not reflect or relate to the Company’s future ongoing operating performance.
Performance measures are primarily evaluated against a combination of prior year, budget, industry standards and other
internal benchmarks to promote continuous improvement in each business and process.
Management believes it has both the financial and non-financial resources, internal controls and reporting systems and
processes in place to execute its strategic plan, to manage its key performance drivers and to deliver targeted financial results
over time. In addition, the Company’s internal audit function provides another discipline to ensure that its disclosure controls
and procedures and internal control over financial reporting will be assessed on a regular basis against current corporate
standards of eff ectiveness and compliance.
18 2014 Annual Report
CCL is not particularly dependent upon specialized manufacturing equipment. Most of the manufacturing equipment
employed by the divisions can be sourced from many diff erent suppliers. CCL, however, has the resources to invest in large-
scale projects to build infrastructure in current and new markets because of its financial strength relative to that of many
of its competitors. Most of CCL’s direct competitors in the Label Segment are much smaller and may not have the financial
resources to stay current in maintaining state-of-the-art facilities. Certain new manufacturing lines take many months for
suppliers to construct, and any delays in delivery and commissioning can have an impact on customer expectations and the
Company’s profitability. The Company also uses strategic partnerships as a method of obtaining proprietary technology in
order to support growth plans and to expand its product off erings. CCL’s major competitive advantage is based on its strong
customer service, process technology, the know-how of its people, market leading brand awareness and loyalty, and the
ability to develop proprietary technologies and manufacturing techniques.
The expertise of CCL’s employees is a key element in achieving the Company’s business plans. This know-how is broadly
distributed throughout the Company and its 101 facilities throughout the world; therefore, the Company is generally not at risk
of losing its competency through the loss of any particular employee or group of employees. Employee skills are constantly
being developed through on-the-job training and external technical education, and are enhanced by CCL’s entrepreneurial
culture of considering creative alternative applications and processes for the Company’s manufactured products.
The nature of the research carried out by the Label and Container Segments can be characterized as application or process
development. As a leader in specialty packaging, the Company spends meaningful resources on assisting customers to
develop new and innovative products. While customers regularly come to CCL with concepts and request assistance to
develop products, the Company also takes its own new ideas to the market. Company and customer information is protected
through the use of confidentiality agreements and by limiting access to CCL’s manufacturing facilities. The Company values
the importance of protecting its customers’ brands and products from fraudulent use and consequently is selective in
choosing appropriate customer and supplier relationships.
Avery has a strong commitment to understanding its ultimate end users, actively seeking product feedback and using
consumer focus groups to drive product development initiatives. Furthermore, it leverages the Label Segment’s applications
and technology to deliver product innovation that aligns with consumer printable media trends.
The Company continues to invest time and capital to upgrade and expand its information technology systems. This investment
is critical to keeping pace with customer requirements and in gaining or maintaining a competitive edge. Software packages
are, in general, off -the-shelf systems customized to meet the needs of individual business locations. The Label Segment
communicates with many customers and suppliers electronically, particularly with regard to supply-chain management
solutions and when transferring and confirming design formats and colours. A core attribute of Avery’s printable media
products is the customized software to enable short run digital printing in businesses and homes. Avery recognizes that it
is critical to relentlessly innovate in its software solutions to maintain its market leading position with consumers. In 2014,
Avery launched “WePrintTM” expanding its software solutions, and acquired Nilles’s e-commerce platform to leverage acquired
digital print software into the pre-existing Avery suite.
Within the Avery Segment, all products are sold under the market leading “Avery” brand, and with equal prominence in
German speaking countries, the “Zweckform” brand name. The Company recognizes that in order to maintain the pre-eminent
positions for Avery and Zweckform, it must continually invest in promoting these brands. Unique consumer insights result
in successful easy-to-use products supported by the largest end user website in CCL’s industry, advertising, promotions and
other brand development activities in a variety of communication mediums. Product quality, innovation and performance are
recognized attributes to the success of these brands.
The Company has deployed many initiatives to reduce the carbon footprint of its products and services. These include
collaborative logistic partnerships with the Company’s customers and suppliers to reduce the usage of wooden pallets and
corrugated boxes. CCL continues to develop unique products that help its customers reduce their carbon footprint such as
CCL’s Super Stretch Sleeves that decorate PET beverage containers without adhesive or energy and CCL’s “wash off ” labels
for reusable bottles, which lowers the impact of glass going to landfill. The Company’s greenfield sites are designed and
constructed to specific standards to reduce CCL’s carbon footprint and some plants have adopted the use of solar power to
run their facilities.
2014 Annual Report
19
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
In addition to CCL’s dedication to preserving the environment, the Company recognizes it must be a socially responsible
organization. CCL is committed to fair labour practices, maintaining a safe workplace and giving back to its employees and
the communities in which it operates. The Company’s confidential ethics hotline allows employees to safely voice concerns
and CCL’s Employee Assistance Program provides reassuring advice and support for anxieties outside the workplace.
Business Segment Results
Segment sales
Label
Avery
Container
Total sales
Operating income*
Label
Avery
Container
Segment operating income
2014
2013
$
1,718.3
666.4
200.9
$
2,585.6
$
$
242.7
109.3
17.9
369.9
$
$
$
$
1,344.2
355.5
189.7
1,889.4
195.3
40.4
16.5
252.2
* This is a non-IFRS measure. Refer to “Key Performance Indicators and Non-IFRS Measures” in Section 5A below.
Comments on Business Segments
The above summary includes the results of acquisitions on reported sales and operating income from the date of acquisition.
Operating income in 2014 was $369.9 million, an improvement of 47% compared to $252.2 million in 2013. The increase
in operating income was attributable to the improvements in all of CCL’s Segments, Label, Avery and Container in 2014
compared to 2013. Excluding the impact of foreign currency translation, operating income increased by 40.2% over the prior
year. Return on sales (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below)
increased to 14.3% in 2014 compared to 13.3% in 2013, primarily reflecting the benefit of a full year of results from the Avery
Segment following the Company’s restructuring initiative.
B) Label Segment
Overview
The Label Segment is the leading global producer of innovative label solutions for consumer product marketing companies
in the personal and beauty care, food and beverage, household, chemical and promotional segments of the industry,
and also supplies major pharmaceutical, healthcare, automotive, durable goods and industrial chemical companies. The
Segment’s product lines include pressure sensitive, shrink sleeve, stretch sleeve, in-mould, precision printed and die cut
metal components, expanded content labels and pharmaceutical instructional leaflets. It currently operates 76 production
facilities located in Canada, the United States (including Puerto Rico), Australia, Austria, Brazil, Chile, China, Denmark, Egypt,
France, Germany, Italy, Japan, Mexico, the Netherlands, Oman, Pakistan, Philippines, Poland, Russia, Saudi Arabia, Switzerland,
Thailand, Turkey, United Arab Emirates, the United Kingdom and Vietnam. The four plants in Russia, five plants in the Middle
East, one plant in Chile and a plant in Thailand are connected to the equity investments in CCL-Kontur, Pacman-CCL, Acrus-
CCL and CCL-Taisei respectively, and are included in the above locations.
This Segment operates within a sector of the packaging industry made up of a very large number of competitors that
manufacture a vast array of decorative, product information and identification labels. There are some label categories that
do not fall within the Segment’s target market. The Company believes that the Label Segment is the largest consolidated
operator in most of its defined global label market sectors. Competition largely comes from single-plant businesses, often
owned by private operators who compete in local markets with CCL. There are also a few multi-plant competitors in certain
regions of the world and specialists in a single market segment globally. However, there is no major competitor that has the
global reach and scale of CCL Label.
20 2014 Annual Report
CCL Label’s mission is to be the global supply-chain leader of innovative premium package and promotional label solutions for
the world’s largest consumer product, healthcare and durable goods companies. It aspires to do this from regional facilities
that focus on specific customer groups, products and manufacturing technologies in order to maximize management’s
expertise and manufacturing eff iciencies to enhance customer satisfaction. The Label Segment is expected to continue to
grow and expand its global reach through acquisitions, joint ventures and greenfield start-ups as well as expand its product
off erings in segments of the label industry that it has not yet entered.
The Company has completed several label acquisitions over the past few years that have positioned the Label Segment as a
global leader within its multinational customer base in the personal care, healthcare, household, food, beverage, automotive,
durable goods and specialty label categories.
The Segment considers customers’ demand levels, particularly in North America and Western Europe, to be reasonably
mature and, as such, will continue to focus its expansion plans on innovative and higher growth product lines within those
geographies with a view to improving overall profitability. In Asia, Latin America and other emerging markets, a higher level
of economic growth is still expected over the coming years, despite the slower conditions experienced in the second half of
2014. This should provide opportunities for the Segment to improve market share and increase profitability in these regions.
The Segment produces labels predominantly from polyolefin films and paper partly sourced from extruding, coating and
laminating companies, using raw materials primarily from the petrochemical and paper industries. CCL Label is generally
able to mitigate the cost volatility of these components due to a combination of purchasing leverage, agreements with
suppliers and its ability to pass on these cost increases to customers. In the label industry, price changes regularly occur as
specifications are constantly changed by the marketers and, as a result, the selling price for these labels is updated, reflecting
current market costs and new shapes and designs.
CCL Design now represents a significant fourth component of the Label Segment. The 2013 acquisitions of INT operating
in Germany, and DES with operations in North America and Italy, give CCL Design a global scope to support the automotive
and durable goods market.
There is a close alignment in label demand to consumer staples other than CCL Design, which is completely aligned to
the automotive and durable goods industry. Management believes the Company will attain the sales volumes, geographic
distribution and reach, mirroring those of its customers over the next few years through its focused strategy and by capitalizing
on following customer trends.
CCL Label’s global customers are requiring more of their suppliers, expecting a full range of product off erings in more
geographic regions; further integration into their supply-chain at a global level and protection of their brands, particularly
in markets where counterfeiting is rife. These requirements put many of CCL’s competitors at a disadvantage, as do the
investment hurdles in converting equipment and technologies to deliver products, services and innovations. Trusted and
reliable suppliers are important considerations for global consumer product companies, major pharmaceutical companies
and OEMs in the durable goods business. This is even more important in an uncertain economic environment when many
smaller competitors encounter diff iculties and customers want to ensure their suppliers are financially viable.
Label Segment Financial Performance
Sales
Operating income
Return on sales
2014
% Growth
$
$
1,718.3
242.7
14.1%
27.8%
24.3%
$
$
2013
1,344.2
195.3
14.5%
Sales in the Label Segment for 2014 increased to $1,718.3 million, compared to $1,344.2 million in 2013. Foreign currency
translation had a favourable impact of 6.0%. Excluding foreign currency translation, the Label Segment increased 6.5% from
strong organic growth and 15.3% due to the positive benefit of seven acquisitions since the beginning of the 2013 year.
2014 Annual Report
21
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
Sales in 2014 for North America increased significantly compared to 2013 due to a full year of results from DES, the Sancoa
acquisition, solid organic growth and the translation impact of the stronger U.S. dollar which enhanced Canadian dollar
revenues. Healthcare & Specialty results improved considerably as the prior year was impacted by FDA quarantines at certain
pharmaceutical customers. The Home & Personal care business, excluding the Sancoa acquisition grew modestly, in a soft
consumer staples market. Results for Sancoa, subsequent to the restructuring initiatives improved each consecutive quarter
in 2014, meeting management expectations. Sales in the Food and Beverage sector improved but profitability fell due to
operational challenges at the main Sleeve plant which expanded its capacity. Sales for the Wine & Spirits operations advanced
on market share gains and moved to solid profitability compared to start-up losses in 2013. Sales for CCL Design, a significant
portion of the acquired DES operations, were driven by strong demand in the automotive market and operating margins
improved year-over-year due to cost reduction initiatives. Overall profitability, excluding the DES and Sancoa acquisitions, was
up double digits due to the rebound in profitability in Healthcare & Specialty, gains in Home & Personal Care and the absence
of start-up losses in the Wine & Spirits sector. Including the mix aff ect from the results of the aforementioned acquisitions,
return on sales improved slightly in North America.
European sales were up mid-single digits for 2014, excluding currency translation and the impact of acquisitions in the region
compared to 2013. The Home & Personal Care business continues to make market share gains and profitability improvements
attributable to strong operational execution, in particular, a reversal of operating losses in France. Healthcare & Specialty sales,
excluding foreign currency translation and the Bandfix acquisition, were up slightly but profitability declined as advances in
Scandinavia were off set by a change in business mix in France and foreign exchange challenges in the UK with the weaker
euro. Results in Food & Beverage in local currencies, excluding the Dekopak acquisition, were strong on continued solid
performance in Sleeves partially off set by start-up losses at the new APF film extrusion plant, and robust sales and profit
gains in Beverage. Sales improved significantly at the CCL Design business due to the acquisition of INT, the small Italian
operation included in DES and strong automotive demand. Profitability declined slightly due to a large German customer
insolvency resulting in a receivables write-down of $1.7 million. Overall, European operating income excluding acquisitions
and currency translation increased appreciably and as a percent of sales, compared to the prior year. The newly acquired
businesses, Nilles in Germany, Dekopak in Turkey and Bandfix in Switzerland met management expectations for the year but
did not contribute meaningfully to results.
Sales in Latin America increased double digits for 2014 compared to 2013 excluding the impact of currency translation.
Market share gains drove strong sales growth in Mexico outpacing solid gains in Brazil. Foreign exchange related input cost
pressures due to the strong U.S. dollar off set incremental profitability associated with revenue improvement in both Brazil and
Mexico. This resulted in flat profitability for the year albeit operating margin levels in the region remain above the CCL average.
Asia Pacific continued to post double-digit increases in sales for 2014 compared to 2013; however, the rate of improvement
declined appreciably in the second half of the year and was up only low single digits in the fourth quarter. For the year,
operations in China delivered substantial improvement in both sales and operating income on market share gains, strong
domestic demand and reduced losses at the plant in Tianjin. ASEAN results were mixed with Thailand aff ected by a change
in business mix, start-up losses in the Philippines, while results in Vietnam improved significantly. Australia and South Africa
experienced mixed results with profit advances in Wine & Spirits and Beverage operations almost entirely off set by poor
results at the Healthcare plants that experienced revenue and profitability decline. Overall profitability in the Asia Pacific
region increased, excluding the start-up expenses for the Philippines operation, which only commenced trading in the fourth
quarter of 2014.
Operating income for the Label Segment improved 24.3% to $242.7 million for 2014 compared to $195.3 million for 2013.
Excluding the $2.1 million non-cash acquisition accounting adjustment for the fair value of the acquired DES inventory in
2013, operating income increased 22.9% for 2014. Foreign currency translation had a positive eff ect of 6.2% on 2014 operating
income compared to 2013. Operating income as a percentage of sales was 14.1% in 2014 compared to the 14.5% return
generated in the prior year. Although 2014’s return on sales declined slightly due to the mix impact of the lower margin DES,
Sancoa and other acquisitions, it still remains at the high end of CCL’s target range.
The Label Segment invested $106.7 million in capital spending in 2014 compared to $97.7 million last year. The most significant
capital investments for 2014 were related to equipment installations to support the Home & Personal Care business in North
America and the Food & Beverage sector globally. Capital expenditures in the Label Segment are expected to continue in
line with depreciation in order to increase its capabilities, expand geographically and replace or upgrade existing plants and
equipment. Depreciation and amortization for the Label Segment was $118.6 million in 2014 compared to $98.7 million in 2013.
22 2014 Annual Report
C) Avery Segment
Avery is the world’s largest supplier of labels, specialty converted media and software solutions to enable short run digital
printing in businesses and homes alongside complementary off ice products sold through distributors and mass market
retailers. The products are split into two primary lines, (1) Printable Media including address labels, shipping labels, marketing
and product identification labels, indexes and dividers, business cards, name badges and specialty media labels supported
by customized software solutions, and (2) BOPWI including binders, sheet protectors and writing instruments. The majority
of products in the Printable Media category are used by businesses and individual consumers consistently throughout a year;
however, in the BOPWI category, North American consumers engage in the back-to-school surge during the third quarter.
All products are sold under the market-leading “Avery” brand and, with equal prominence in German-speaking countries,
under the “Zweckform” brand name that is better known by consumers in this part of Europe.
Avery operates nine manufacturing and four distribution facilities. Sales for Avery are principally generated in North America,
Europe and Australia with a market leading position. There is a small developing presence in Latin America. Avery markets
its products to consumers and small businesses through many channels that include the mass-market merchandisers, retail
superstores, wholesalers, “e-tailers” and contract stationers. The business reaches consumers through marketing activities
including Avery.com.
Subsequent to CCL’s acquisition on July 1, 2013, Avery implemented a comprehensive restructuring plan to right size operations
and the management organization which was completed in the fourth quarter of 2014. In addition to headcount reductions
throughout the acquired business, the Company reduced its North American supply chain infrastructure closing the two
facilities in Massachusetts. Operations from these two facilities were reallocated to the remaining footprint in the United
States and Mexico, and a new state-of-the-art manufacturing and distribution facility in Whitby, Ontario, that commenced
operations in the fourth quarter of 2014 to service the Canadian market. The majority of the aforementioned restructuring
charges were taken in 2013, with the final $1.6 million in 2014, largely associated with Europe.
Although Avery remains the clear market leader in its industry, over the last decade it has experienced secular declines in its
core mailing address label and other product lines vulnerable to the rise of internet-based digital communication and data
storage mediums. It is CCL’s expectation that at some point growth in new printable media products and new markets for
existing products will exceed the decline in products challenged by secular decline and re-establish a growth rate for the
Segment. CCL also expects new revenue streams to open up as digital printing expands around the world.
Avery Segment Financial Performance
Sales
Operating income
Return on sales
$
$
2014
666.4
109.3
16.4%
% Growth
87.5%
170.5%
$
$
2013
355.5
40.4
11.4%
Sales in the Avery Segment for 2014 were $666.4 million, reflecting a full year of operations, compared to the $355.5 million
posted in 2013 subsequent to the July 1 acquisition. Foreign currency translation had a favourable influence of 6.4% while the
LCL acquisition impact was nominal.
North American sales exceeded expectations with Printable Media gains off setting secular declines in the BOPWI category.
Cost reduction programs, new product initiatives and procurement savings took root and absolute profitability improved
most notably in the Labels sub-category within the Printable Media sector. The BOPWI category, which benefited from two
seasonally stronger quarters post-acquisition, performed well in 2014 maintaining an identical annual operating margin to
that posted in the 2013 six-month period.
International sales are mostly generated from products in the Printable Media category representing approximately 25% of
the Avery Segments sales for 2014. Sales geographically outperformed expectations in Europe and were slightly behind in
Asia Pacific and in Latin America. In all international regions profitability and operating margins were stronger than expected
due to cost cutting measures, procurement savings and sound operational execution.
2014 Annual Report 23
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
Operating income for 2014 increased 170.5% to $109.3 million compared to $40.4 million in 2013. Operating income improved
98.7% adjusting for the $14.6 million non-cash acquisition accounting adjustment to fair value the finished goods inventory
in 2013. Return on sales was a stellar 16.4% for 2014.
The Avery Segment invested $25.0 million in capital spending for 2014 compared to $12.3 million for the six months ending
December 31, 2013. The expenditures in 2014 were primarily for equipment upgrades and the purchase of the key manufacturing
facility in Germany. In 2013, expenditures were for information technology in order to decouple the business from the former
parent, Avery Dennison Corporation and the purchase of the new building to operate the business in Argentina. Depreciation
and amortization for the Avery Segment was $12.9 million for 2014 compared to $6.6 million for the six-month period ended
December 31, 2013. Capital expenditures are expected to contract for the Avery segment in 2015.
D) Container Segment
Overview
The Container Segment is a leading manufacturer of aluminum specialty containers for the consumer products industry in
North America, including Mexico. The key product line is recyclable aluminum aerosol cans for the personal care, home care
and cosmetic industries, plus shaped aluminum bottles for the beverage market. The Segment functions in a competitive
environment, which includes imports and the ability of customers, in some cases, to shift a product to competing alternative
technology.
The Container Segment currently operates from four plants, one each in the United States and Canada and two in Mexico. The
Canadian operation for the last number of years has exported its entire output into the United States while posting operating
losses since the economic downturn in 2009 through 2013. Therefore, during the fourth quarter of 2013 the decision was
made to close the Canadian operation and redistribute the sales volume to the existing Container operations. The immediate
plan for this Segment is to focus on improving overall profitability in the United States and growing CCL’s presence in Mexico,
while redeploying the equipment from the Canadian operation.
Product innovation remains a strategic focus for the Segment, investing significant resources in the development of innovatively
shaped and highly decorated containers for existing and new customer applications. As the demand for these new, higher-
value products has grown, the Segment has adapted existing production equipment and acquired new technology in order
to meet expected overall market requirements and to maximize manufacturing eff iciencies.
Aluminum represents a significant variable cost for this Segment. Aluminum is a commodity that is supplied by a limited
number of global producers and is traded in the market by financial investors and speculators. Aluminum prices have been
extremely volatile in the past few years and continue to have the largest impact on manufacturing costs for the Container
Segment requiring disciplined focus on managing selling prices to CCL’s customers.
Aluminum trades as a commodity on the LME and the Container Segment in 2009 successfully introduced pricing mechanisms
in its customer contracts that pass through the fluctuations in the cost of aluminum to its customers. In specific situations, the
Container Segment will hedge some of its anticipated future aluminum purchases using futures contracts on the LME if they
are matched to specific fixed-price customer contracts. The Segment hedged 20.1% of its 2014 volume but has only hedged
8.1% of its expected 2015 requirements, and all, including matured 2014 hedges, were matched to fixed-price customer
contracts. Existing hedges are priced in the US$1,910 to US$2,060 range per metric ton. The unrealized loss on the aluminum
futures contracts as at December 31, 2014, was $0.3 million. Pricing for aluminum in 2014 ranged from US$1,640 to US$2,120
per metric ton, compared to US$1,690 to US$2,130 per metric ton in 2013.
Management believes that the aluminum container business can continue to improve levels of profitability in the coming years
with increased demand, continued pricing discipline and by driving greater operational eff iciencies with a newly reorganized
manufacturing footprint in the United States and Mexico. The aluminum container continues to be generally perceived as
more esthetically pleasing by customers and consumers compared to tin plate containers. The biggest risk for the Segment’s
business base relates to customers shifting their products into containers of other materials such as steel, glass or plastic,
leading to a loss in market share. However, certain products and delivery systems can only be provided in an aluminum
container. The relative cost of steel versus aluminum containers sometimes impacts the marketers’ choice of container and
may cause volume gains or losses if customers decide to change from one product form to another. Aluminum costs remain
the key factor in determining the level of growth in the market.
24 2014 Annual Report
In North America, there are three direct competitors in the United States and one in Mexico in the impact-extruded aluminum
container business. CCL believes that it is approximately the same size as its key United States competitor in the aerosol
market and has about 50% market share. Other competition comes from South American, Asian and European imports;
however, currency exchange rates and logistical issues, such as delivery lead times and costs, significantly impact their
competitiveness.
The success of new products promoted heavily in the market will have a material impact on the Segment’s sales and
profitability. Beverage products packaged in CCL’s shaped re-sealable aluminum bottles, for example, are directly impacted
by the success or failure of these new products in the market. Another growth opportunity is the possibility of acquiring
market share from competitors in existing product lines.
The plant in Guanajuato, Mexico, continues to grow as many global marketers that use aluminum containers have moved
production of these products to Mexico to achieve cost and logistic savings.
Container Segment Financial Performance
Sales
Operating income
Return on sales
$
$
2014
200.9
17.9
8.9%
% Growth
5.9%
8.5%
$
$
2013
189.7
16.5
8.7%
For 2014, the Container Segment posted sales of $200.9 million, an increase of 5.9% compared to $189.7 million in 2013.
Foreign currency translation had a 4.0% positive impact on sales for 2014 compared to 2013. The Container Segment
increased sales modestly in local currency in both the United States and Mexico largely through volume gains. Mix had
limited impact and changes in aluminum costs, which were relatively stable, were successfully passed on to customers. The
Container Segment for 2014 posted operating income of $17.9 million, an increase of 8.5% compared to $16.5 million for
2013. The drivers of the operating income improvement were strong operational performance in North America, including
the Canadian operation that benefited from cost reduction initiatives pursuant to the restructuring plan that was announced
in the fourth quarter of 2013. The Mexican operation posted lower operating income due to changes in business mix and
start-up costs associated with the first production line moved from the Canadian plant. Return on sales improved to 8.9%
for 2014 compared to 8.7% for 2013.
During the fourth quarter of 2013 the Container Segment recorded an $11.0 million restructuring charge for severance and
asset write-downs to close the Canadian operations. The Company had budgeted a further $4.0 million of move costs to be
recorded of which $0.5 million was incurred in 2014. Subsequent to the closure of the Canadian facility and redistribution of
the business to the remaining plants, which is slated for completion by mid-2016, management expects annualized operating
improvements totalling $10.0 million.
The Container Segment invested $20.1 million of capital in 2014 compared to $6.0 million last year. The majority of the 2014
expenditures were for the previously announced facility expansion and installation of a new manufacturing line at the U.S.
operation to enable the eff icient redistribution of part of the Canadian plant’s equipment. Depreciation and amortization in
2014 and 2013 were $14.1 million and $14.1 million, respectively. It is management’s expectation that capacity and infrastructure
additions will total $25.0 million in order to accommodate the redistribution of the Canadian operations to the United States
and Mexico with approximately 60% of that spent in 2014.
E) Joint Ventures
In January 2014, the Company acquired an additional 12.5% equity interest in Acrus-CCL, the Chilean wine label joint venture,
for US$1.2 million increasing its total ownership to 62.5% of the equity.
In December 2014, CCL contributed a 50% investment in Rheinfelden Americas, LLC (“Rheinfelden”), a newly established
joint venture with Rheinfelden Semis GmbH, a leading German producer of aluminum slugs. The initial equity investment of
$4.5 million by both parties along with $13.5 million in debt financing will be used to create an alternate source of aluminum
slugs in North America.
2014 Annual Report 25
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
In March 2013, the Company announced the creation of a Home & Personal Care joint venture, CCL-Taisei, in Thailand. CCL
holds a 50% equity interest in the newly established Bangkok venture dedicated to making plastic tubes for global customers.
In 2013, CCL made equity investments totalling $2.5 million matched by its joint venture partner.
Results from the joint ventures in CCL-Kontur, Russia; Pacman-CCL, Middle East; Acrus-CCL, Chile; CCL-Taisei, Thailand; and
Rheinfelden Americas, United States, are not proportionately consolidated into the Label or Container Segment but instead
are accounted for as equity investments. CCL’s share of the joint ventures net income is disclosed in “Earnings in Equity
Accounted Investments” in the consolidated income statement. Sales and profits at CCL-Kontur improved markedly for 2014
compared to the prior year despite challenges with the ruble’s depreciation. Pacman-CCL contributed significantly to overall
earnings for 2014 and profits included small contributions from start-up operations in Saudi Arabia and Pakistan. For 2014,
Acrus-CCL posted significant sales gains and moved to solid profitability compared to breakeven operating performance for
2013. CCL-Taisei completed the construction of its new plant in the fourth quarter of the year and incurred start-up losses in
2014. CCL-Taisei will commence trading in the first quarter of 2015. Rheinfelden Americas results were negligible for 2014.
Earnings in equity accounted investments amounted to $3.7 million for 2014 compared to $1.9 million for 2013.
3 . F I N A N C I N G A N D R I S K M A N AG E M E N T
A) Liquidity and Capital Resources
The Company’s capital structure is as follows:
Current debt
Long-term debt
Total debt(1)
Cash and cash equivalents
Net debt(1)
Equity
Net debt to total book capitalization(1)
Dec 31,
2014
59.1
600.0
659.1
(221.9)
437.2
1,216.2
$
$
$
$
$
$
$
$
$
$
$
$
Dec 31,
2013
47.0
665.0
712.0
(209.1)
502.9
1,018.1
26.4%
33.1%
(1) Total debt, net debt and net debt to total book capitalization are non-IFRS measures. See “Key Performance Indicators and Non-IFRS Measures” in Section 5A below.
The Company’s debt structure at December 31, 2014, was comprised of three private debt placements completed in 1998,
2006 and 2008 for a total of US$239.0 million (C$277.3 million) and a bank syndicated US$322.4 million (C$374.0 million)
non-revolving credit and $300.0 million revolving facility. In addition to the scheduled US$10.0 million quarterly repayments,
an extra US$2.0 million was repaid against the non-revolving facility in 2014. During 2014, the Company fully repaid all
drawdowns, other than contingent letters of credit totalling $3.6 million; consequently there was $296.4 million of unused
availability at December 31, 2014. There are no private placement repayments coming due in the next year and the Company
expects to repay the US$10.0 million of non-revolving debt coming due at the end of each quarter next year from internally
generated cash sources or from its operations.
Net debt (a non-IFRS financial measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below)
was $437.2 million at December 31, 2014, $65.7 million lower than the net debt of $502.9 million at December 31, 2013. The
decrease in net debt was primarily attributable to the aforementioned repayments as well as an increase in cash-on-hand.
Net debt to total book capitalization (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in
Section 5A below) declined to 26.4% as at December 31, 2014, compared to 33.1% at the end of 2013, due to the decline in
net debt and significant increase in net earnings for the year. The Company expects the net debt to total book capitalization
to continue to decline as 2015 forecasted cash flows will be used to reduce outstanding debts.
The Company’s overall average finance rate was 3.6% as at December 31, 2014, compared to 3.4% as at December 31, 2013.
The increase in the average finance rate was caused by the Company’s reduction in its prepayable non-revolving and revolving
variable rate syndicated debt. The Company is unable to repay, without prohibitive penalties, its fixed rate private placements,
which incur an average finance rate of 6.2%.
26 2014 Annual Report
Interest coverage (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below)
continues at a high level, and was 13.1 times and 8.5 times in 2014 and 2013, respectively.
The Company’s committed credit availability at December 31, 2014, was as follows:
Lines of credit – committed, unused
Standby letters of credit outstanding
Total amounts available
$
$
300.0
3.6
296.4
In addition, the Company had uncommitted and unused lines of credit of approximately US$15.9 million at December 31,
2014. The Company’s uncommitted lines of credit do not have a commitment expiration date and may be cancelled at any
time by the Company or the banks.
The Company’s approach to managing liquidity risk is to ensure that it will always have suff icient liquidity to meet liabilities
when they are due. The Company believes its liquidity will be satisfactory for the foreseeable future due to its significant
cash balances, its expected positive operating cash flow and the availability of its unused revolving credit line. The Company
anticipates funding all of its future commitments from the above sources but may raise further funds by entering into new
debt financing arrangements or issuing further equity to satisfy its future additional obligations or investment opportunities.
B) Cash Flow
Summary of Cash Flows
Cash provided by operating activities
Cash provided by (used in) fi nancing activities
Cash used for investing activities
Eff ect of exchange rates on cash
Increase in cash and cash equivalents
Cash and cash equivalents – end of year
2014
403.5
(138.2)
(255.2)
2.7
12.8
221.9
$
$
$
2013
333.7
314.5
(642.3)
14.2
20.1
209.1
$
$
$
In 2014, cash provided by operating activities was $403.5 million, compared to $333.7 million in 2013. Free cash flow from
operations (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below) reached
$264.1 million for 2014 compared to $219.7 million in the prior year. The increase in operating cash flow and free cash flow
from operations was primarily attributable to an increase in net earnings, continued improvement in non-cash working capital
items partially off set by an increase in interest and income taxes paid.
The Company maintains a rigorous focus on its investment in non-cash working capital. Days of working capital employed
(a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below) were 9 and 11 at
December 31, 2014, and December 31, 2013, respectively.
Cash used for financing activities in 2014 was $138.2 million, consisting of net debt repayments of $111.3 million and dividend
payments of $37.9 million partly off set by proceeds from the issuance of shares of $8.8 million due to the exercise of stock
options and $2.2 million from the repayment of a share purchase loan. In 2013, financing activities provided $314.5 million
primarily from borrowing to acquire Avery and DES net against the subsequent partial repayments.
Cash used for investing activities in 2014 of $255.2 million was primarily for the acquisitions totalling $115.9 million and net
capital expenditures of $139.3 million (see below). Consequently, cash and cash equivalents increased by $12.8 million in
2014 to $221.9 million.
2014 Annual Report 27
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
Capital spending in 2014 amounted to $153.6 million and proceeds from capital dispositions were $14.3 million, resulting
in net capital expenditures of $139.3 million compared to $114.0 million in 2013. Gross capital spending exceeded annual
depreciation expense as the Company had an opportunity to purchase a key leased facility in the Avery Segment, however
net capital expenditures were slightly below annual depreciation expense. The Company is continuing to seek investment
opportunities to expand its business geographically, add capacity in its facilities and improve its competitiveness. As in
previous years, capital spending will be monitored closely and adjusted based on the level of cash flow generated. Depreciation
and amortization in 2014 amounted to $146.4 million, compared to $120.2 million in 2013.
C)
Interest Rate, Foreign Exchange Management and Other Hedges
The Company periodically uses derivative financial instruments to hedge interest rate, foreign exchange and aluminum cost
risks. The Company does not utilize derivative financial instruments for speculative purposes.
As CCL operates internationally less than 5% of its 2014 sales to end-use customers are denominated in Canadian dollars,
the Company has exposure to market risks from changes in foreign exchange rates. The Company partially manages these
exposures by contracting primarily in Canadian dollars, euros, U.K. pounds and U.S. dollars. Additionally, each subsidiary’s
sales and expenses are primarily denominated in its local currency, further minimizing the foreign exchange impact on the
operating results. The Company has not used financial instruments to hedge its U.S. dollar foreign exchange risk since 2009.
Container Segment U.S. dollar denominated sales to the United States from its Canadian operation are now largely balanced
by U.S. dollar denominated purchases at the Label and Avery Segment operations located in Canada.
The Company also has exposure to market risks related to interest rate fluctuations on its debt. To mitigate this risk, the
Company maintains a combination of fixed and floating rate debt.
The Company uses interest rate swap agreements (“IRSAs”) to allocate notional debt between fixed and floating rates. The
Company believes that a balance of fixed and floating rate debt can reduce overall interest expense and is in line with its
investment in short-term assets such as working capital, and long-term assets such as property, plant and equipment.
As at December 31, 2014, the Company had an IRSA in place converting US$80.0 million of floating rate debt (hedging a
portion of the non-revolving syndicated credit facility) into fixed rate debt as the majority of the Company’s debt is floating
rate debt. This IRSA expires in September 2016.
The Company is potentially exposed to credit risk arising from derivative financial instruments if a counterparty fails to meet
its obligations. CCL’s counterparties are large international financial institutions and, to date, no such counterparty has failed
to meet its financial obligations to the Company. As at December 31, 2014, the Company’s exposure to credit risk arising from
derivative financial instruments was nil. The eff ect of interest on these swap agreements was to increase net finance cost by
$0.7 million in 2014 (2013 – reduce by $0.2 million).
As at December 31, 2014, the Company had EUR 61.6 million drawn under the non-revolving credit facility to hedge a portion
of its euro-based investment and cash flows.
The only other material hedges in which the Company is involved are the aluminum futures contracts discussed in Section 2D:
“Container Segment.”
28 2014 Annual Report
D) Equity and Dividends
Summary of Changes in Equity
For the years ended December 31
Net earnings
Dividends
Settlement of exercised stock options
Purchase of shares held in trust, net of shares released
Contributed surplus on expensing of stock options and stock-based compensation plans
Normal course issuer bid
Defi ned benefi t plan actuarial losses, net of tax
Increase in accumulated other comprehensive loss
Increase in equity
Equity
Shares issued at December 31 – Class A (000s)
– Class B (000s)
$
$
$
2014
216.6
(37.7)
10.7
0.2
14.3
—
(9.1)
3.1
198.1
1,216.2
2,368
32,325
$
$
$
2013
103.6
(29.4)
20.1
(9.2)
2.3
(3.0)
(0.8)
47.3
130.9
1,018.1
2,368
32,021
On March 21, 2013, the Company announced a share repurchase program under a normal course issuer bid to purchase up
to 2.1 million Class B non-voting shares, approximately 8.3% of the public float. As of December 31, 2013, the Company had
repurchased 50,000 Class B shares for cancellation. This issuer bid expired at the end of its annual term and no shares were
repurchased for cancellation in 2014.
In 2014, the Company declared dividends of $37.7 million, compared to $29.4 million declared in the prior year. As previously
discussed, the dividend payout ratio in 2014 was 17% (20% in 2013) of adjusted earnings and below the Company’s targeted
payout rate of approximately 25% of adjusted earnings. After careful review of the current year’s results and considering the
cash flow and income budgeted for 2015, the CCL Board of Directors has declared a 25% increase in the dividend; seven
and a half cents per Class B share per quarter, from $0.30 to $0.375 per Class B share ($1.50 per Class B share annualized).
2014 Annual Report 29
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
E) Commitments and Other Contractual Obligations
The Company’s obligations relating to debt, leases and other liabilities at the end of 2014 were as follows:
Dec 31, 2013
Dec 31, 2014
Payments Due by Period
Carrying
Amount
Carrying
Amount
Contractual
Cash Flows
0–6
Months
6–12
Months
1–2
Years
2–5
Years
More than
5 Years
Non-derivative fi nancial liabilities
Secured bank loans
$
Unsecured bank loans
Unsecured senior notes
Finance lease liabilities
Unsecured bank credit facility
Other long-term obligations
Interest on unsecured
senior notes
Interest on unsecured
bank credit facility
Interest on other long-term debt
Trade and other payables
Derivative fi nancial liabilities
Outfl ow – CF hedges
Interest on derivatives
Accrued post-employment
benefi t liabilities
Operating leases
$
3.9
4.9
253.7
0.7
447.6
1.2
$
2.4 $
10.8
276.8
5.7
362.6
0.8
2.4
10.8
277.3
5.7
362.6
0.8
$
0.6
0.9
—
0.8
23.2
0.2
*
*
39.9*
2.8
—
—
475.8
—
—
519.4
1.4
*
*
—
0.8
*
*
—
11.6
1.7
519.4
0.3
1.3*
37.9*
83.4
1.8
0.6
519.4
0.3
0.4
1.3
8.5
0.5
8.6
—
0.8
23.2
0.2
8.7
2.5
0.5
—
—
0.4
1.3
8.5
$
$
0.9
0.4
127.6
1.3
46.4
0.4
$
0.4
0.6
149.7
2.4
269.8
—
11.5
16.9
4.9
0.3
—
—
0.5
4.6
13.5
2.4
0.3
—
—
—
13.6
28.2
—
0.3
—
0.4
—
—
—
—
—
—
—
—
17.1
24.7
Total contractual cash
obligations
$ 1,189.2
$ 1,179.3 $ 1,355.1
$ 560.8
$
55.2
$ 212.3
$ 484.3
$
42.5
* Accrued long-term employee benefit and post-employment benefit liability of $2.6 million, accrued interest of $6.5 million on unsecured senior notes and
syndicated credit facility and accrued interest of nil on derivatives are reported in trade and other payables in 2014 (2013: $2.6 million, $6.5 million and
nil, respectively).
Pension Obligations
Our Company sponsors a number of defined benefit plans in 10 countries that give rise to accrued post-employment benefit
obligations. The accrued benefit obligation for these plans at the end of 2014 was $180.8 million (2013 – $123.2 million) and
the fair value of the plan assets was $63.0 million (2013 – $25.1 million), for a net deficit of $117.8 million (2013 – $98.1 million).
Contributions to defined benefit plans during 2014 were $4.0 million (2013 – $3.2 million). The Company expects to contribute
$21.6 million to the pension plans in 2015, inclusive of defined contribution plans. These estimated funding requirements
will be adjusted annually thereafter, based on various market factors such as interest rates, expected returns and staff ing
assumptions, including compensation and mortality. The Company’s contributions are funded through cash flows generated
from operations. Management anticipates that future cash flows from operations will be suff icient to fund expected future
contributions. Details of the Company’s pension plans and related obligations are set out in note 19, Employee Benefits, of
the consolidated financial statements.
Other Obligations and Commitments
The Company has no material “off -balance sheet” financing obligations except for typical long-term operating lease
agreements. The nature of these commitments is described in note 25 of the consolidated financial statements. There are no
defined benefit plans funded with CCL stock.
30 2014 Annual Report
F) Controls and Procedures
Disclosure controls and procedures are designed to provide reasonable assurance that all relevant information is gathered and
reported to senior management, including the President and Chief Executive Off icer (“CEO”) and the Senior Vice President
and Chief Financial Off icer (“CFO”), on a timely basis so that appropriate decisions can be made regarding public disclosure.
CCL’s Disclosure Committee reviews all external reports and documents of CCL before publication to enhance the Company’s
disclosure controls and procedures.
As at December 31, 2014, based on the continued evaluation of the disclosure controls and procedures, the CEO and the
CFO have concluded that CCL’s disclosure controls and procedures, as defined in National Instrument 52-109 Certificate of
Disclosure in Issuers Annual and Interim Filings (“NI 52-109”), are eff ective to ensure that information required to be disclosed
in reports and documents that CCL files or submits under Canadian securities legislation is recorded, processed, summarized
and reported within the time periods specified.
Internal control over financial reporting is designed to provide reasonable assurance regarding the reliability of financial
reporting and the preparation of financial statements for external purposes in accordance with IFRS. Management is
responsible for establishing and maintaining adequate internal control over financial reporting. NI 52-109 requires CEOs and
CFOs to certify that they are responsible for establishing and maintaining internal control over financial reporting for the
issuer, that internal control has been designed to provide reasonable assurance regarding the reliability of financial reporting
and the preparation of financial statements in accordance with IFRS, that the internal control over financial reporting is
eff ective, and that the issuer has disclosed any changes in its internal control during its most recent interim period that has
materially aff ected or is reasonably likely to materially aff ect its internal control over financial reporting.
Based on the evaluation of the design and operating eff ectiveness of CCL’s internal control over financial reporting, the CEO
and the CFO concluded that the Company’s internal control over financial reporting was eff ective as at December 31, 2014.
There were no material changes in internal control over financial reporting in the financial year ended December 31, 2014.
4 . R I S KS A N D U N C E R TA I N T I E S
The Company is subject to the usual commercial risks and uncertainties from operating as a Canadian public company and
as a supplier of goods and services to the non-durable consumer packaging and consumer durables industries on a global
basis. A number of these potential risks and uncertainties that could have a material adverse eff ect on the business, financial
condition and results of operations of the Company are as follows:
Uncertainty Resulting from a Sustained Global Economic Crisis
The Company is dependent on the global economy and overall consumer confidence, disposable income and purchasing
trends. A global economic downturn or period of economic uncertainty can erode consumer confidence and may materially
reduce consumer spending. Any decline in consumer spending may negatively aff ect the demand for customers’ products.
This decline directly influences the demand for the Company’s packaging components used in its customers’ products, and
may negatively aff ect the Company’s consolidated earnings. The global economic conditions have aff ected interest rates
and credit availability, which may have a negative impact on earnings due to higher interest costs or the inability to secure
additional indebtedness to fund operations or refinance maturing obligations as they come due. In addition, the sustained
global economic crisis may have an unpredictable adverse impact on the Company’s suppliers of manufacturing equipment
and raw materials, which in turn may have a negative impact on the availability of manufacturing equipment and the cost of
raw materials. Although the Company has a strong statement of financial position, diverse businesses and a broad geographic
presence, it may not be able to manage a reduction in its earnings and cash flow that may arise from lower sales, increased
cost of raw materials and decreased profits if the global economic environment deteriorates for an extended period.
2014 Annual Report 31
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
Potential Risks Relating to Significant Operations in Foreign Countries
The Company operates plants in North America, Europe, Latin America, Asia, Australia and the Middle East. Sales to customers
located outside of Canada in 2014 were over 95% of the Company’s total sales, a level similar to that in 2013. Non-Canadian
operating results are translated into Canadian dollars at the average exchange rate for the period covered. The Company has
significant operating bases in both the United States and Europe. In 2014, 49.0% and 28.1% of total sales were to customers
in United States and Europe, respectively. The Company’s operating results and cash flows could be negatively impacted
by slower or declining growth rates in these key markets. The sales from business units in Latin America, Asia, South Africa
and Australia in 2014 were 16.1% of the Company’s total sales. In addition, the Company has equity accounted investments
in Chile, Russia, Thailand, the United States and the Middle East. There are risks associated with operating a decentralized
organization in 101 facilities in countries around the world with a variety of diff erent cultures and values. Operations outside
of Canada, the United States and Europe are perceived generally to have greater political and economic risks and include
CCL’s operations in Latin America, Asia, Russia and the Middle East. These risks include, but are not limited to, fluctuations in
currency exchange rates, inflation, unexpected changes in foreign law and regulations, government nationalization of certain
industries, currency controls, potential adverse tax consequences and locally accepted business practices and standards that
may not be similar to accepted business practices and standards in North America and Europe. Although the Company has
controls and procedures intended to mitigate these risks, these risks cannot be entirely eliminated and may have a material
adverse eff ect on the consolidated financial results of the Company.
Competitive Environment
The Company faces competition from other suppliers in all the markets in which it operates. There can be no assurance that
the Company will be able to compete successfully against its current or future competitors or that such competition will not
have a material adverse eff ect on the business, financial condition and results of operations of the Company. This competitive
environment may preclude the Company from passing on higher material, labour and energy costs to its customers. Any
significant increase in in-house manufacturing by customers of the Company could adversely aff ect the business, financial
condition and results of operations of the Company. In addition, the Company’s consolidated financial results may be
negatively impacted by competitors developing new products or processes that are of superior quality, fit CCL’s customers’
needs better, or have lower costs; or by consolidation within CCL’s competitors or further pricing pressure on the industry
by the large retail chains.
Sustainability of Profitability of the Container Segment
The Company’s Container Segment operated at a substantial loss in 2009 and 2010; however, it posted a return to profitability
in 2011 and its results have continued to improve since then. The main drivers of the previous losses were largely due to the
higher sales mix of low-margin household products, the eff ect of the weaker U.S. dollar, and the negative impact of aluminum
hedges and lower volumes. If the Segment is not able to sustain increased prices to maintain and improve its margins, pass
cost increases on to its customers, improve operations, and maintain and grow sales volumes to utilize production capacity, it
could have a material adverse eff ect on the business, financial condition and results of operations of the Company. In addition,
foreign currency could have a material adverse eff ect on the Container Segment’s results, as the Canadian plant sells almost
all of its production to the U.S. market in U.S. dollars. Lastly, the Container Segment has commenced a restructuring plan
that encompasses the closure of its Canadian operations and redistribution of its operations to the Segment’s other locations
in the United States and Mexico. The success or failure of this restructuring initiative could have a material impact on the
financial condition and results of operations of the Company.
32 2014 Annual Report
Foreign Exchange Exposure and Hedging Activities
Sales of the Company’s products to customers outside Canada account for approximately 95% of the revenue of the Company.
Because the prices for such products are quoted in foreign currencies, any increase in the value of the Canadian dollar relative
to such currencies, in particular the U.S. dollar and the euro, reduces the amount of Canadian dollar revenues and operating
income reported by the Company in its consolidated financial statements. The Company also buys inputs for its products
in world markets in several currencies. Exchange rate fluctuations are beyond the Company’s control and there can be no
assurance that such fluctuations will not have a material adverse eff ect on the reported results of the Company. The use of
derivatives to provide hedges of certain exposures, such as interest rate swaps, forward foreign exchange contracts and
aluminum futures contracts could impact negatively on the Company’s operations.
Retention of Key Personnel and Experienced Workforce
Management believes that an important competitive advantage of the Company has been, and will continue to be, the know-
how and expertise possessed by its personnel at all levels of the Company. While the machinery and equipment used by the
Company are generally available to competitors of the Company, the experience and training of the Company’s workforce
allows the Company to obtain a level of eff iciency and a level of flexibility that management believes to be high relative to
levels in the industries in which it competes. To date, the Company has been successful in recruiting, training and retaining
its personnel over the long-term, and while management believes that the know-how of the Company is widely distributed
throughout the Company, the loss of the services of certain of its experienced personnel could have a material adverse eff ect
on the business, financial condition and results of operations of the Company.
The operations of the Company are dependent on the abilities, experience and eff orts of its senior management team. To date,
the Company has been successful in recruiting and retaining competent senior management. Loss of certain members of the
executive team of the Company could have a disruptive eff ect on the implementation of the Company’s business strategy and
the eff icient running of day-to-day operations. This could have a material adverse eff ect on the business, financial condition
and results of operations of the Company.
Acquired Businesses
As part of its growth strategy, the Company continues to pursue acquisition opportunities where such transactions are
economically and strategically justified. However, there can be no assurance that the Company will be able to identify
attractive acquisition opportunities in the future or have the required resources to complete desired acquisitions, or that
it will succeed in eff ectively managing the integration of acquired businesses. The failure to implement the acquisition
strategy, to successfully integrate acquired businesses or joint ventures into the Company’s structure, or to control operating
performance and achieve synergies may have a material adverse eff ect on the business, financial condition and results of
operations of the Company.
In addition, there may be liabilities that the Company has failed or was unable to discover in its due diligence prior to the
consummation of the acquisition. In particular, to the extent that prior owners of acquired businesses failed to comply with
or otherwise violated applicable laws, including environmental laws, the Company, as a successor owner, may be financially
responsible for these violations. A discovery of any material liabilities could have a material adverse eff ect on the business,
financial condition and results of operations of the Company.
2014 Annual Report 33
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
Integration and Restructuring of OCP and DES
Subsequent to the acquisition of Avery and DES on July 1, 2013, CCL announced and began implementation of a comprehensive
integration and restructuring initiative for the acquired businesses. These restructuring initiatives were not completed for the
Avery business until the fourth quarter of 2014. While the Avery and DES integration appears to have been very successful,
evidenced by 2014’s results, ongoing risks with this large transaction remain. The Avery business has secular decline product
lines that deliver lower gross margin dollars year over year and new product initiatives may not successfully make up for this
trend. The CCL Design segment is still a relatively new business for the Company and is associated with the volatility of the
automotive industry. Operational integration activities in this part of the business will continue for the next 18 months as plants
are consolidated in a more complex business than Avery. A failure to integrate and restructure the acquired businesses in a
timely and eff ective manner could have a material adverse eff ect on the business, financial condition and results of operations
of the Company. The ultimate recognition of this material adverse eff ect may occur in future periods.
Long-term Growth Strategy
The Company has experienced significant and steady growth since the global economic downturn of 2009. The Company’s
organic growth initiatives coupled with its international acquisitions over the last number of years can place a strain on a
number of aspects of its operating platform including: human infrastructure, operational capacity and information systems.
The Company’s ability to continually adapt and augment all aspects of its operational platform is critical to realizing its
long-term growth strategy. If the Company cannot adjust to its anticipated growth, results of operations may be materially
adversely aff ected.
Exposure to Income Tax Reassessments
The Company operates in many countries throughout the world. Each country has its own income tax regulations and
many of these countries have additional income and other taxes applied at state, provincial and local levels. The Company’s
international investments are complex and subject to interpretation in each jurisdiction from a legal and tax perspective.
The Company’s tax filings are subject to audit by local authorities and the Company’s positions in these tax filings may be
challenged. The Company may not be successful in defending these positions and could be involved in lengthy and costly
litigation during this process and could be subject to additional income taxes, interest and penalties. The Company may
not be able to receive a tax benefit from its taxable losses in domestic or foreign jurisdictions, depending on the timing and
extent of such losses. This outcome could have a material adverse eff ect on the business, financial condition and results of
operations of the Company.
Fluctuations in Operating Results
While the Company’s operating results over the past several years have indicated a general upward trend in sales and net
earnings, operating results within particular product forms, within particular facilities of the Company and within particular
geographic markets have undergone fluctuations in the past and, in management’s view, are likely to do so in the future.
Operating results may fluctuate in the future as a result of many factors in addition to the global economic conditions,
and they include the volume of orders received relative to the manufacturing capacity of the Company, the level of price
competition (from competing suppliers both in domestic and in other lower-cost jurisdictions), variations in the level and
timing of orders, the cost of raw materials and energy, the ability to develop innovative solutions and the mix of revenue
derived in each of the Company’s businesses. Operating results may also be impacted by the inability to achieve planned
volumes through normal growth and successful renegotiation of current contracts with customers and by the inability to
deliver expected benefits from cost reduction programs derived from the restructuring of certain business units. Any of
these factors or a combination of these factors could have a material adverse eff ect on the business, financial condition and
results of operations of the Company.
34 2014 Annual Report
Insurance Coverage
Management believes that insurance coverage of the Company’s facilities addresses all material insurable risks, provides
coverage that is similar to that which would be maintained by a prudent owner/operator of similar facilities and is subject
to deductibles, limits and exclusions that are customary or reasonable given the cost of procuring insurance and current
operating conditions. However, there can be no assurance that such insurance will continue to be off ered on an economically
feasible basis or at current premium levels, that the Company will be able to pass through any increased premium costs or that
all events that could give rise to a loss or liability are insurable, or that the amounts of insurance will at all times be suff icient
to cover each and every loss or claim that may occur involving the assets or operations of the Company.
Dependence on Customers
The Company has a modest dependence on certain customers. The Company’s two largest customers combined accounted
for approximately 15% of consolidated revenue for fiscal 2014. The five largest customers of the Company represented
approximately 28% of the total revenue for 2014 and the largest 25 customers represented approximately 52% of the total
revenue. Several hundred customers make up the remainder of total revenue. Although the Company has strong partnership
relationships with its customers, there can be no assurance that the Company will maintain its relationship with any particular
customer or continue to provide services to any particular customer at current levels. A loss of any significant customer, or
a decrease in the sales to any such customer, could have a material adverse eff ect on the business, financial condition and
results of operations of the Company. Consolidation within the consumer products marketer base and off ice retail superstores
could have a negative impact on the Company’s business, depending on the nature and scope of any such consolidation.
Environmental, Health and Safety Requirements and Other Considerations
The Company is subject to numerous federal, provincial, state and municipal statutes, regulations, by-laws, guidelines and
policies, as well as permits and other approvals related to the protection of the environment and workers’ health and safety.
The Company maintains active health and safety and environmental programs for the purpose of preventing injuries to
employees and pollution incidents at its manufacturing sites. The Company also carries out a program of environmental
compliance audits, including independent third-party pollution liability assessment for acquisitions, to assess the adequacy
of compliance at the operating level and to establish provisions, as required, for environmental site remediation plans. The
Company has environmental insurance for most of its operating sites, with certain exclusions for historical matters.
Despite these programs and insurance coverage, further proceedings or inquiries from regulators on employee health and
safety requirements, particularly in Canada, the United States and the European Economic Community (collectively, the
“EHS Requirements”), could have a material adverse eff ect on the business, financial condition and results of operations of
the Company. In addition, changes to existing EHS Requirements, the adoption of new EHS Requirements in the future, or
changes to the enforcement of EHS Requirements, as well as the discovery of additional or unknown conditions at facilities
owned, operated or used by the Company, could require expenditures that might materially aff ect the business, financial
condition and results of operations of the Company, to the extent not covered by indemnity, insurance or covenant not to
sue. Furthermore, while the Company has generally benefited from increased regulations on its customers’ products, the
demand for the services or products of the Company may be adversely aff ected by the amendment or repeal of laws or by
changes to the enforcement policies of the regulatory agencies concerning such laws.
Operating and Product Hazards
The Company’s revenues are dependent on the continued operation of its facilities and its customers. The operation of
manufacturing plants involves many risks, including the failure or substandard performance of equipment, natural disasters,
suspension of operations and new governmental statutes, regulations, guidelines and policies. The operations of the Company
and its customers are also subject to various hazards incidental to the production, use, handling, processing, storage and
transportation of certain hazardous materials. These hazards can cause personal injury, severe damage to and destruction
of property and equipment and environmental damage. Furthermore, the Company may become subject to claims with
respect to workplace exposure, workers’ compensation and other matters. The Company’s pharmaceutical and specialty
food product operations are subject to stringent federal, state, provincial and local health, food and drug regulations and
controls, and may be impacted by consumer product liability claims and the possible unavailability and/or expense of liability
insurance. The Company prints information on its labels and containers that, if incorrect, could give rise to product liability
claims. A determination by applicable regulatory authorities that any of the Company’s facilities are not in compliance with
2014 Annual Report 35
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
any such regulations or controls in any material respect may have a material adverse eff ect on the Company. A successful
product liability claim (or a series of claims) against the Company in excess of its insurance coverage could have a material
adverse eff ect on the business, financial condition and results of operations of the Company. There can be no assurance as
to the actual amount of these liabilities or the timing thereof. The occurrence of material operational problems, including,
but not limited to, the above events, could have a material adverse eff ect on the business, financial condition and results of
operations of the Company.
Decline in Address Mailing Labels
Since the advent of email, traditional mail volumes have declined and more significantly over the past decade. Address labels
used for traditional mail was a core product for the acquired Avery business. There is a direct correlation of address label
sales volumes to the quantity of mail in circulation in each of the markets in which Avery operates. Accordingly, a further
dramatic decline in traditional mail volume, without the introduction of off setting new consumer printable media applications
in Avery, could have a material adverse eff ect on the business, financial condition and results of operations of the Company.
New Product Developments
The packaging and printable media industries are continually evolving based on the ingenuity of the Company’s competitors,
consumer preferences and new product identification and information technologies. To the extent that any such new
developments result in the decrease in the use of any of the Company’s products, a material adverse eff ect on the business,
financial condition and results of operations of the Company could occur.
Labour Relations
While labour relations between the Company and its employees have been stable in the recent past and there have been
no material disruptions in operations as a result of labour disputes, the maintenance of a productive and eff icient labour
environment cannot be assured. Accordingly, a strike, lockout or deterioration of labour relationships could have a material
adverse eff ect on the business, financial condition and results of operations of the Company.
Legal Proceedings
Any alleged failure by the Company to comply with applicable laws and regulations in the countries of operation may lead
to the imposition of fines and penalties or the denial, revocation or delay in the renewal of permits and licences issued by
governmental authorities. In addition, governmental authorities, as well as third parties, may claim that the Company is liable
for environmental damages. A significant judgment against the Company, the loss of a significant permit or other approval
or the imposition of a significant fine or penalty could have a material adverse eff ect on the business, financial condition and
results of operations of the Company. Moreover, the Company may from time to time be notified of claims that it may be
infringing patents, copyrights or other intellectual property rights owned by other third parties. Any litigation could result in
substantial costs and diversion of resources, and could have a material adverse eff ect on the business, financial condition
and results of operations of the Company. In the future, third parties may assert infringement claims against the Company or
its customers. In the event of an infringement claim, the Company may be required to spend a significant amount of money
to develop a non-infringing alternative or to obtain licences. The Company may not be successful in developing such an
alternative or obtaining a licence on reasonable terms, if at all. In addition, any such litigation could be lengthy and costly and
could have a material adverse eff ect on the business, financial condition and results of operations of the Company.
The Company may also be subject to claims arising from its failure to manufacture a product to the specifications of its
customers or from personal injury arising from a consumer’s use of a product or component manufactured by the Company.
While the Company will seek indemnity from its customers for claims made against the Company by consumers, and while
the Company maintains what management believes to be appropriate levels of insurance to respond to such claims, there
can be no assurance that the Company will be fully indemnified by its customers nor that insurance coverage will continue
to be available or, if available, adequate to cover all costs arising from such claims. In addition, the Company could become
subject to claims relating to its prior businesses, including environmental and tax matters. There can be no assurance that
insurance coverage will be adequate to cover all costs arising from such claims.
36 2014 Annual Report
Defined Benefit Post-Employment Plans
The Company is the sponsor of a number of defined benefit plans in ten countries that give rise to accrued post-employment
benefit obligations. Although the Company believes that its current financial resources combined with its expected future
cash flows from operations and returns on post-employment plan assets will be suff icient to satisfy the obligations under
these plans in future years, the cash outflow and higher expenses associated with these plans may be higher than expected
and may have a material adverse impact on the financial condition of the Company.
Material Disruption of Information Technology Systems
The Company is increasingly dependent on information technology systems to manufacture its products, process transactions,
respond to customer questions, manage inventory, purchase, sell and ship goods on a timely basis and maintain cost-eff icient
operations as well as maintain its e-commerce websites. Any material disruption or slowdown of the systems, including a
disruption or slowdown caused by CCL’s failure to successfully upgrade its systems, system failures, viruses or other causes,
could have a material adverse eff ect on the business, financial condition and results of operations of the Company. If changes
in technology cause the Company’s information systems to become obsolete, or if CCL’s information systems are inadequate
to handle the Company’s growth, CCL could incur losses and costs due to interruption of its operations.
Impairment in the Carrying Value of Goodwill and Intangible Assets
As of December 31, 2014, the Company had over $714 million of goodwill and indefinite life intangible assets on its statement
of financial position, the value of which is reviewed for impairment at least annually. The assessment of the value of goodwill
and intangible assets depends on a number of key factors requiring estimates and assumptions about earnings growth,
operating margins, discount rates, economic projections, anticipated future cash flows and market capitalization. There can
be no assurance that future reviews of goodwill and intangible assets will not result in an impairment charge. Although it does
not aff ect cash flow, an impairment charge does have the eff ect of reducing the Company’s earnings, total assets and equity.
5. AC C O U N T I N G P O L I C I E S A N D N O N - I F R S M E A S U R E S
A) Key Performance Indicators and Non-IFRS Measures
CCL measures the success of the business using a number of key performance indicators, many of which are in accordance
with IFRS as described throughout this report. The following performance indicators are not measurements in accordance with
IFRS and should not be considered as an alternative to or replacement of net earnings or any other measure of performance
under IFRS. These non-IFRS measures do not have any standardized meaning and may not be comparable to similar measures
presented by other issuers. In fact, these additional measures are used to provide added insight into CCL’s results and are
concepts often seen in external analysts’ research reports, financial covenants in banking agreements and note agreements,
purchase and sales contracts on acquisitions and divestitures of the business, and in discussions and reports to and from the
Company’s shareholders and the investment community. These non-IFRS measures will be found throughout this report and
are referenced alphabetically in the definition section below.
Adjusted Basic Earnings per Class B Share – An important non-IFRS measure to assist in understanding the ongoing earnings
performance of the Company excluding items of a one-time or non-recurring nature. It is not considered a substitute for basic
net earnings per Class B share, but it does provide additional insight into the ongoing financial results of the Company. This
non-IFRS measure is defined as basic net earnings per Class B share excluding gains on dispositions, goodwill impairment
loss, Avery and DES finance costs, non-cash acquisition accounting adjustment to finished goods inventory, restructuring and
other items and tax adjustments.
2014 Annual Report 37
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
Earnings per Class B Share
Basic earnings
Net loss from restructuring and other items
Avery and DES fi nance costs
Non-cash acquisition accounting adjustment
to fi nished goods inventory
Fourth Quarter
Year-to-Date
$
$
2014
$ 1.33
0.18
—
—
2013
0.58
0.61
—
—
$
$
2014
6.31
0.22
—
—
2013
3.04
1.03
0.02
0.34
4.43
Adjusted basic earnings
$
1.51
$
1.19
$
6.53
$
Days of Working Capital Employed – A measure indicating the relative liquidity and asset intensity of the Company’s working
capital. It is calculated by multiplying the net working capital by the number of days in the quarter and then dividing by the
quarterly sales. Net working capital includes trade and other receivables, inventories, prepaid expenses, trade and other
payables, and income taxes recoverable and payable.
The following table reconciles the net working capital used in the days of working capital employed measure to IFRS measures
reported in the consolidated statements of financial position as at the periods ended as indicated.
Days of Working Capital Employed
At December 31 (in millions of Canadian dollars)
Trade and other receivables
Inventories
Prepaid expenses
Income taxes recoverable
Trade and other payables
Income taxes payable
Net working capital
Days in quarter
Fourth quarter sales
Days of working capital employed
$
$
$
2014
381.0
192.3
14.9
11.8
(519.4)
(21.4)
59.2
92
635.8
9
$
$
$
2013
363.5
181.6
13.5
2.5
(475.8)
(21.1)
64.2
92
557.7
11
Dividend Payout – The ratio of earnings paid out to the shareholders. It provides an indication of how well earnings support
the dividend payments. Dividend payout is defined as dividends declared divided by earnings, excluding goodwill impairment
loss, Avery and DES finance costs, non-cash acquisition accounting adjustment to finished goods inventory, restructuring
and other items and tax adjustments, expressed as a percentage.
Dividend Payout Ratio
(in millions of Canadian dollars)
Dividends declared per equity
Adjusted earnings
Dividend payout ratio
2014
37.7
224.1
$
$
Year-to-Date
2013
29.4
151.0
$
$
17%
20%
Earnings per Share Growth Rate – A measure indicating the percentage change in adjusted basic earnings per Class B share
(see definition above).
38 2014 Annual Report
EBITDA – A critical financial measure used extensively in the packaging industry and other industries to assist in understanding
and measuring operating results. It is also considered as a proxy for cash flow and a facilitator for business valuations. This
non-IFRS measure is defined as earnings before net finance cost, taxes, depreciation and amortization, goodwill impairment
loss, earnings in equity accounted investments, non-cash acquisition accounting adjustments, restructuring and other items.
The Company believes that EBITDA is an important measure as it allows the assessment of CCL’s ongoing business without
the impact of net finance costs, depreciation and amortization and income tax expenses, as well as non-operating factors
and one-time items. As a proxy for cash flow, it is intended to indicate the Company’s ability to incur or service debt and
to invest in property, plant and equipment, and it allows comparison of CCL’s business to that of its peers and competitors
who may have diff erent capital or organizational structures. EBITDA is a measure tracked by financial analysts and investors
to evaluate financial performance and is a key metric in business valuations. EBITDA is considered an important measure by
lenders to the Company and is included in the financial covenants for CCL’s bank lines of credit.
The following table reconciles EBITDA measures to IFRS measures reported in the consolidated income statements for the
periods ended as indicated.
EBITDA
Fourth Quarter
Year-to-Date
(in millions of Canadian dollars)
2014
2013
Net earnings
Corporate expense
Earnings in equity accounted investments
Finance cost, net
Restructuring and other items – net loss
Income taxes
Operating income (a non-IFRS measure)
Less: Corporate expense
Add: Non-cash acquisition accounting adjustment
to fi nished goods inventory
Add: Depreciation and amortization
$
$
$
$
45.6
9.9
(2.1)
6.0
7.1
18.5
85.0
(9.9)
—
36.6
EBITDA (a non-IFRS measure)
$
111.7
$
19.5
9.7
(0.8)
6.8
24.2
12.8
72.2
(9.7)
—
33.6
96.1
$
$
$
2014
216.6
34.7
(3.7)
25.6
9.1
87.6
369.9
(34.7)
—
146.4
481.6
$
$
$
2013
103.6
33.5
(1.9)
25.6
45.2
46.2
252.2
(33.5)
16.7
120.2
355.6
Free Cash Flow from Operations – A measure indicating the relative amount of cash generated by the Company during the
year and available to fund dividends, debt repayments and acquisitions. It is calculated as cash flow from operations less
capital expenditures, net of proceeds from the sale of property, plant and equipment.
The following table reconciles the free cash flow from operations measure to IFRS measures reported in the consolidated
statements of cash flows for the periods ended as indicated.
Free Cash Flow from Operations
(in millions of Canadian dollars)
Cash provided by operating activities
Less: Additions to property, plant and equipment
Add: Proceeds on disposal of property, plant and equipment
Free cash fl ow from operations
2014
403.5
(153.7)
14.3
$
2013
333.7
(116.1)
2.1
264.1
$
219.7
$
$
2014 Annual Report 39
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
Leverage Ratio is a measure that indicates the financial leverage of the Company. It indicates the Company’s ability to service
its existing debt. Leverage ratio is calculated as net debt (see calculation below) divided by EBITDA.
Leverage Ratio
(in millions of Canadian dollars)
Current debt
Long-term debt
Total debt
Cash and cash equivalents
Net debt
EBITDA
Leverage ratio
Dec 31,
2014
59.1
600.0
659.1
(221.9)
437.2
481.6
0.9
$
$
$
Interest Coverage – A measure indicating the relative amount of operating income earned by the Company compared to the
amount of net finance cost incurred by the Company. It is calculated as operating income (see definition below), including
discontinued items, less corporate expense, divided by net finance cost on a twelve-month rolling basis.
The following table reconciles the interest coverage measure to IFRS measures reported in the consolidated income
statements for the periods ended as indicated.
Interest Coverage
(in millions of Canadian dollars)
Operating income (a non-IFRS measure: see defi nition below)
Less: Corporate expense
Net fi nance cost
Interest coverage
$
$
$
2014
369.9
(34.7)
335.2
25.6
13.1
$
$
$
2013
252.2
(33.5)
218.7
25.6
8.5
Net Debt – A measure indicating the financial indebtedness of the Company assuming that all cash on hand is used to repay
a portion of the outstanding debt. It is defined as current debt including cash advances, plus long-term debt, less cash and
cash equivalents.
Net Debt to Total Book Capitalization – A measure that indicates the financial leverage of the Company. It measures the
relative use of debt versus equity in the book capital of the Company. Net debt to total book capitalization is defined as net
debt (see definition above) divided by net debt plus equity, expressed as a percentage.
Operating Income – A measure indicating the profitability of the Company’s business units defined as income before
corporate expenses, net finance costs, goodwill impairment loss, earnings in equity accounted investments, restructuring
and other items and tax.
See the definition of EBITDA above for a reconciliation of operating income measures to IFRS measures reported in the
consolidated income statements for the periods ended as indicated.
Restructuring and Other Items and Tax Adjustments – A measure of significant non-recurring items that are included in net
earnings. The impact of restructuring and other items and tax adjustments on a per share basis is measured by dividing the
after-tax income of the restructuring and other items and tax adjustments by the average number of shares outstanding in
the relevant period. Management will continue to disclose the impact of these items on the Company’s results because the
timing and extent of such items do not reflect or relate to the Company’s ongoing operating performance. Management
evaluates the operating income of its Segments before the eff ect of these items.
40 2014 Annual Report
Return on Equity before goodwill impairment loss, restructuring and other items and tax adjustments (“ROE”) – A measure
that provides insight into the eff ective use of shareholder capital in generating ongoing net earnings. ROE is calculated by
dividing annual net earnings before goodwill impairment loss, restructuring and other items, Avery and DES finance costs,
non-cash acquisition accounting adjustment to finished goods inventory, and tax adjustments by the average of the beginning
and the end-of-year equity.
The following table reconciles net earnings used in calculating the ROE measure to IFRS measures reported in the consolidated
statements of financial position and in the consolidated income statements for the periods ended as indicated.
Return on Equity
(in millions of Canadian dollars, except per share data)
Net earnings
Restructuring and other items, Avery and DES fi nance costs, and non-cash
acquisition accounting adjustment to fi nished goods inventory (net of tax)
Adjusted net earnings
Average equity
Return on equity
2014
216.6
$
7.5
224.1
1,117.2
$
$
$
$
$
Year-to-Date
2013
103.6
47.4
151.0
952.7
20.1%
15.8%
Return on Total Capital before goodwill impairment loss, restructuring and other items and tax adjustments (“ROTC”) – A
measure of the returns the Company is achieving on capital employed. ROTC is calculated by dividing annual net income
before goodwill impairment loss, restructuring and other items, Avery and DES finance costs, non-cash acquisition accounting
adjustment to finished goods inventory, and tax adjustments by the average of the beginning and the end-of-year equity and
net debt.
The following table reconciles net earnings used in calculating the ROE measure to IFRS measures reported in the consolidated
statements of financial position and in the consolidated income statements for the periods ended as indicated.
Return on Total Capital
(in millions of Canadian dollars, except per share data)
Net earnings
Restructuring and other items, Avery and DES fi nance costs, and non-cash
acquisition accounting adjustment to fi nished goods inventory (net of tax)
Adjusted net earnings
Average total capital
Return on total capital
2014
216.6
$
7.5
224.1
1,587.3
14.1%
$
$
Year-to-Date
2013
103.6
47.4
151.0
1,274.2
11.9%
$
$
$
Return on Sales – A measure indicating relative profitability of sales to customers. It is defined as operating income (see above
definition) divided by sales, expressed as a percentage.
The following table reconciles the return on sales measure to IFRS measures reported in the consolidated statements of
earnings in the industry segmented information as per note 4 of the Company’s annual financial statements for the periods
ended as indicated.
2014 Annual Report 41
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
Return on Sales
Year-to-Date
(in millions of Canadian dollars)
Label
Avery
Container
Total operations
2014
$ 1,718.3
666.4
200.9
$ 2,585.6
Sales
2013
$ 1,344.2
355.5
189.7
$ 1,889.4
Operating Income
Return on Sales
$
2014
242.7
109.3
17.9
$
2013
195.3
40.4
16.5
$
369.9
$
252.2
2014
14.1%
16.4%
8.9%
14.3%
2013
14.5%
11.4%
8.7%
13.3%
Total Debt – A measure indicating the financial indebtedness of the Company. It is defined as current debt, including bank
advances, plus long-term debt.
The following table reconciles total debt used in the total debt measure to IFRS measures reported in the consolidated
statement of financial position as at the periods ended as indicated.
Total Debt
At December 31 (in millions of Canadian dollars)
Current debt, including bank advances
Plus: Long-term debt
Total debt
2014
59.1
600.0
659.1
$
$
2013
47.0
665.0
712.0
$
$
Total Debt to Total Book Capitalization – A measure that indicates the financial leverage of the Company. It measures the
relative use of debt versus equity in the book capital of the Company. Total debt to total book capitalization is defined as total
debt (see definition above) divided by total debt plus equity, expressed as a percentage.
The following table reconciles the total debt to total book capitalization measure to IFRS measures reported in the consolidated
statement of financial position as at the periods ended as indicated.
Total Debt to Total Book Capitalization
At December 31 (in millions of Canadian dollars)
Total Debt (see above table)
Equity
Total debt to total book capitalization
B) Accounting Policies and New Standards
Accounting Policies
2014
659.1
1,216.2
$
$
2013
712.0
1,018.1
$
$
35.1%
41.2%
The above analysis and discussion of the Company’s financial condition and results of operation are based on its consolidated
financial statements prepared in accordance with IFRS.
A summary of the Company’s significant accounting policies is set out in note 3 of the consolidated financial statements.
Recently Issued New Accounting Standards, Not Yet Eff ective
In July 2014, the complete IFRS 9, Financial Instruments (“IFRS 9”) was issued by the IASB. IFRS 9 introduces new requirements
for the classification and measurement of financial assets. Under IFRS 9, financial assets are classified and measured based
on the business model in which they are held and the characteristics of their contractual cash flows. The standard introduces
additional changes relating to financial liabilities. It also amends the impairment model by introducing a new ‘expected credit
loss’ model for calculating impairment. IFRS 9 also includes a new general hedge accounting standard that aligns hedge
accounting more closely with risk management. This new standard does not fundamentally change the types of hedging
relationships or the requirement to measure and recognize ineff ectiveness, however it will provide for more hedging strategies
that are used for risk management to qualify for hedge accounting and introduce more judgment to assess the eff ectiveness
42 2014 Annual Report
of a hedging relationship. This standard is eff ective for annual periods beginning on or after January 1, 2018; however, early
adoption is permitted. The Company is currently evaluating the impact of IFRS 9 on its consolidated financial statements.
In May 2014, IFRS 15, Revenue from Contracts with Customers (“IFRS 15”) was issued and provides guidance on the timing
and amount of revenue that should be recognized. It also requires more informative and relevant disclosures. The standard
provides a single, principles-based five-step model to be applied to all contracts with customers. This standard is eff ective
for annual periods beginning January 1, 2017; however, early adoption is permitted. The Company is currently evaluating the
impact of IFRS 15 on its consolidated financial statements.
In November 2013, the IASB issued amendments to pension accounting under IAS 19, Employee Benefits. The amendments
apply retrospectively for annual periods beginning on or after July 1, 2014. Earlier application is permitted. The amendments
introduce a relief (practical expedient) that will reduce the complexity and burden of accounting for certain contributions
from employees or third parties. When employee contributions are eligible for the practical expedient, a company is permitted
(but not required) to recognize them as a reduction of the service cost in the period in which the related service is rendered.
The Company intends to adopt these amendments in its financial statements for the annual period beginning on January 1,
2015. The Company does not expect the amendments to have a material impact on the financial statements.
In December 2014, the IASB issued amendments to IAS 1, Presentation of Financial Statements as part of its major initiative
to improve presentation and disclosure in financial reports. The amendments are eff ective for annual periods beginning on
or after January 1, 2016; however, early adoption is permitted. The Company is currently evaluating the impact of IAS 1 on its
consolidated financial statements and intends to adopt these amendments for the period beginning January 1, 2016.
C) Critical Accounting Estimates
The preparation of financial statements requires management to make estimates and assumptions that aff ect the reported
amounts of sales and expenses during the year and the reported amounts of assets and liabilities and the disclosure of
contingent assets and liabilities at the date of the financial statements. In particular, estimates are used when determining
the amounts recorded for depreciation and amortization of property, plant and equipment and intangible assets, outstanding
self-insurance claims, pension and other post-employment benefits, income and other taxes, provisions, certain fair value
measures including those related to the valuation of business combinations, share-based payments and financial instruments
and also in the valuation of goodwill and intangible assets.
Goodwill and Indefinite Life Intangibles
Goodwill represents the excess of the purchase price of the Company’s interest in the businesses acquired over the fair value
of the underlying net identifiable tangible and intangible assets arising on acquisitions. Goodwill and indefinite life intangibles
are not amortized but are required to be tested for impairment at least annually or if events or changes in circumstances
indicate that the carrying amount may not be recoverable.
During the fourth quarter, the Company completed its impairment test as at September 30, 2014. Previously, the testing
was performed as at December 31 for Label and Container and June 30 for Avery. The change to a common testing date
aligns the annual impairment test for all cash-generating units (“CGU”). Impairment testing for Label, Avery and Container
Segments was done by a comparison of the unit’s carrying amount to its estimated value in use, determined by discounting
future cash flows from the continuing use of the unit. Key assumptions used in the determination of the value in use include
growth rates of 2.0% to 4.0% and a pre-tax discount rates ranging from 13.0% to 17.0%. Discount rates reflect current market
assumptions and risks related to the Segments and are based upon the weighted average cost of capital for the Segment.
The Company’s historical growth rates are used as a basis in determining the growth rate applied for impairment testing.
Significant management judgment is required in preparing the forecasts of future operating results that are used in the
discounted cash flow method of valuation. In 2014 and 2013, it was determined that the carrying amount of goodwill and
indefinite life intangibles was not impaired. Since the process of determining fair values requires management judgment
regarding projected results and market multiples, a change in these assumptions could impact the fair value of the reporting
units resulting in an impairment charge.
2014 Annual Report 43
M A N A G E M E N T ’ S D I S C U S S I O N A N D A N A LY S I S
Years ended December 31, 2014 and 2013 (Tabular amounts in millions of Canadian dollars, except per share data)
Long-Lived Assets
Long-lived assets are reviewed for impairment when events or changes in circumstances indicate that the carrying amount of
an asset may not be recoverable. Performance of this evaluation involves management estimates of the associated business
plans, economic projections and anticipated cash flows. Specifically, management considers forecasted operating cash
flows, which are subject to change due to economic conditions, technological changes or changes in operating performance.
An impairment loss would be recognized if the carrying amount of the asset held for use exceeded the discounted cash flow
or fair value. Changes in these estimates in the future may result in an impairment charge.
Employee Benefits
The Company accrues its obligation under employee benefit plans and related costs net of plan assets. Pension costs are
determined periodically by independent actuaries. The actuarial determination of the accrued benefit obligations for the plans
uses the projected unit credit method and incorporates management’s best estimate of future salary escalation, retirement
age, inflation and other actuarial factors. The cost is then charged as services are rendered. Since these assumptions, which
are disclosed in note 19 of the consolidated financial statements, involve forward-looking estimates and are long-term in
nature, they are subject to uncertainty. Actual results may diff er, and the diff erences may be material.
D) Related Party Transactions
The Company has entered into a number of agreements with its subsidiaries that govern the management and commercial
and cost-sharing arrangements with and among the subsidiaries. These inter-company structures are established on terms
typical of arm’s length agreements. A summary of the Company’s related party transactions are set out in note 26 of the
consolidated financial statements.
6. O U T LO O K
CCL posted a record year for 2014 increased revenue 36.8% to $2.6 billion and successfully completed the restructuring and
integration of its acclaimed 2013 Avery and DES acquisitions. The Label Segment continued to underpin the consolidated
financial improvement contributing 24.3% operating income lift but also adding new capabilities and geographic presence
with the Sancoa, Dekopak and Bandfix acquisitions. Avery’s financial results exceeded management’s expectations for the
year, but more importantly, Avery introduced new digital print product off erings and completed the strategic acquisitions
of LCL and Nilles, all of which are expected to provide complementary avenues for growth. Finally, the Container Segment
successfully initiated the restructuring of the Canadian operation while posting an 8.5% improvement in operating income.
All-in-all, CCL finished 2014 with a record $6.53 in adjusted basic earnings per Class B share.
The 2014 year started optimistically with positive momentum in the eurozone and emerging markets, coupled with solid
consumer sentiment in the U.S. However, the world economy finished the year and commenced 2015 with uncertainty due to
the unprecedented rapid decline in oil prices, renewed European financial challenges and a decline in consumer consumption
in emerging markets. The U.S. economy continued to reveal positive economic indicators with solid results for the automotive,
labour and housing markets however improved demand for consumer staples has lagged. Latin America, Asia and other
emerging markets domestic demand, now accounting for 19% of CCL Label’s revenue, although slowed, should outpace
developed world economies in 2015. Therefore, to prepare for the coming year the Company recorded restructuring charges
of $4.9 million in the fourth quarter to close or merge some less profitable facilities within the Label segment.
CCL in the coming year will continue to execute its global growth strategy for its Label Segment pursuing expansion plans
in new and existing markets with its core customers where the opportunity meets the Company’s long-term profitability
objectives. The Company is confident this strategy will continue to generate strong cash flows that will support additional
investment opportunities and allow CCL to further expand its geographic and market segment reach.
At Avery, restructuring programs were completed in the fourth quarter of this year with a charge of $1.4 million largely for
European operations. These initiatives should drive additional cost reductions and eff iciency gains. New product initiatives,
consumer digital print momentum, and cross selling initiatives from Avery’s two recent acquisitions provide incremental
opportunities for growth in the Segment. Lastly, Avery will endeavor to find complementary acquisitions that add new
territories, expand channels to market and complement the product off erings in the core digital print domain.
44 2014 Annual Report
The 2015 year will continue as a year of transition for the Container Segment. Attention will be given to cautiously redistributing
and installing the remaining equipment at the Canadian operation to the U.S. and Mexico. CCL is committed to $10 million of
incremental annual cash flow gains upon the completion of the restructuring initiative, which is expected to conclude in late
2016. Furthermore, with the investment in Rheinfelden, the Segment plans on developing a sustainable secondary source of
aluminum slugs for its North American manufacturing requirements.
The Company remains focused on vigilantly managing working capital and prioritizing capital to higher-growth organic
opportunities or unique acquisitions that are expected to enhance shareholder value. The Company has significant cash on
hand of $221.9 million and unused credit lines of $296.4 million. The Company expects capital expenditures for 2015 to be
approximately $150 million, in line with depreciation expense.
Orders in the first weeks of 2015 continue to follow the trends of the second half of 2014 with low growth in the developed world
and a slower rate of growth in emerging regions. Much focus will be given to monitoring unstable foreign currency markets;
notwithstanding the current depreciation of the Canadian dollar to the U.S. dollar should act as a tailwind to translated results.
2014 Annual Report 45
I N D E P E N D E N T A U D I T O R S ’ R E P O R T
To the Shareholders of CCL Industries Inc.
We have audited the accompanying consolidated financial statements of CCL Industries Inc. (“the Company”), which
comprise the consolidated statement of financial position as at December 31, 2014 and December 31, 2013, the consolidated
income statements, statements of comprehensive income, changes in equity and cash flows for the years then ended,
and notes, comprising a summary of significant accounting policies and other explanatory information.
Management’s Responsibility for the Consolidated Financial Statements
Management is responsible for the preparation and fair presentation of these consolidated financial statements in
accordance with International Financial Reporting Standards, and for such internal control as management determines
is necessary to enable the preparation of consolidated financial statements that are free from material misstatement,
whether due to fraud or error.
Auditors’ Responsibility
Our responsibility is to express an opinion on these consolidated financial statements based on our audit. We conducted
our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply
with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the consolidated
financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated
financial statements. The procedures selected depend on our judgment, including the assessment of the risks of material
misstatement of the consolidated financial statements, whether due to fraud or error. In making those risk assessments, we
consider internal control relevant to the entity’s preparation and fair presentation of the consolidated financial statements
in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an
opinion on the eff ectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of
accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating
the overall presentation of the consolidated financial statements.
We believe that the audit evidence we have obtained is suff icient and appropriate to provide a basis for our audit opinion.
Opinion
In our opinion, the consolidated financial statements present fairly, in all material respects, the consolidated financial
position of the Company as at December 31, 2014 and December 31, 2013, and of its consolidated financial performance
and its consolidated cash flows for the years then ended in accordance with International Financial Reporting Standards.
Chartered Professional Accountants, Licensed Public Accountants
February 26, 2015
Toronto, Canada
46 2014 Annual Report
C O N S O L I D AT E D S TAT E M E N T S O F F I N A N C I A L P O S I T I O N
(In thousands of Canadian dollars)
As at December 31
Assets
Current assets
Cash and cash equivalents
Trade and other receivables
Inventories
Prepaid expenses
Income taxes recoverable
Total current assets
Non-current assets
Property, plant and equipment
Goodwill
Intangible assets
Deferred tax assets
Equity accounted investments
Other assets
Total non-current assets
Total assets
Liabilities
Current liabilities
Trade and other payables
Current portion of long-term debt
Income taxes payable
Derivative instruments
Total current liabilities
Non-current liabilities
Long-term debt
Deferred tax liabilities
Employee benefi ts
Provisions and other long-term liabilities
Derivative instruments
Total non-current liabilities
Total liabilities
Equity
Share capital
Contributed surplus
Retained earnings
Accumulated other comprehensive income
Total equity attributable to shareholders of the Company
Acquisitions
Commitments
Subsequent events
Note
2014
2013
$
6
7
8
221,873
380,965
192,286
14,949
11,810
821,883
925,512
563,730
226,567
4,183
54,652
21,848
$
209,095
363,493
181,644
13,458
2,503
770,193
856,001
494,231
207,569
4,115
47,363
22,176
1,796,492
1,631,455
$ 2,618,375
$ 2,401,648
$
519,440
59,058
21,419
280
600,197
600,011
43,453
138,594
19,413
488
801,959
$
475,777
47,070
21,060
642
544,549
664,976
42,661
109,068
21,511
748
838,964
1,402,156
1,383,513
248,087
26,241
938,526
3,365
237,189
11,919
768,738
289
1,216,219
1,018,135
10
11, 12
11
14
9
13
17
23
17
14
19
23
15
28
5
25
30
Total liabilities and equity
$ 2,618,375
$ 2,401,648
See accompanying explanatory notes to the consolidated financial statements.
On behalf of the Board:
Donald G. Lang
Director
Geoff rey T. Martin
Director
2014 Annual Report 47
C O N S O L I D AT E D I N C O M E S TAT E M E N T S
(In thousands of Canadian dollars, except per share information)
Years ended December 31
Sales
Cost of sales
Gross profi t
Selling, general and administrative expenses
Restructuring and other items
Earnings in equity accounted investments
Finance cost
Finance income
Net fi nance cost
Earnings before income tax
Income tax expense
Net earnings
Attributable to:
Shareholders of the Company
Net earnings
Earnings per share
Basic earnings per Class B share
Diluted earnings per Class B share
See accompanying explanatory notes to the consolidated financial statements.
Note
2014
2013
$ 2,585,637
1,891,506
$ 1,889,426
1,413,991
694,131
358,962
9,104
(3,686)
329,751
26,705
(1,152)
25,553
304,198
87,632
216,566
216,566
216,566
6.31
6.19
$
$
$
$
$
475,435
256,740
45,248
(1,870)
175,317
26,290
(642)
25,648
149,669
46,081
103,588
103,588
103,588
3.04
2.99
$
$
$
$
$
29
18
18
21
16
16
48
2014 Annual Report
C O N S O L I D AT E D S TAT E M E N T S O F C O M P R E H E N S I V E I N C O M E
(In thousands of Canadian dollars)
Years ended December 31
Net earnings
Other comprehensive income (loss), net of tax:
Items that may subsequently be reclassifi ed to income:
Foreign currency translation adjustment for foreign operations, net of tax expense
of $4,802 for the year ended December 31, 2014 (2013 – tax expense of $937)
Net losses on hedges of net investment in foreign operations, net of tax recovery
of $6,103 for the year ended December 31, 2014 (2013 – tax recovery of $3,876)
Eff ective portion of changes in fair value of cash fl ow hedges, net of tax recovery
of $14 for the year ended December 31, 2014 (2013 – tax recovery of $557)
Net change in fair value of cash fl ow hedges transferred to the income statement, net
of tax recovery of $152 for the year ended December 31, 2014 (2013 – tax recovery of $400)
Actuarial losses on defi ned benefi t post-employment plans, net of tax recovery
of $2,336 for the year ended December 31, 2014 (2013 – tax recovery of $122)
Other comprehensive income (loss), net of tax
Total comprehensive income
Attributable to:
Shareholders of the Company
Total comprehensive income
See accompanying explanatory notes to the consolidated financial statements.
2014
2013
$
216,566
$
103,588
45,278
74,402
(42,685)
(26,279)
33
450
(9,049)
(5,973)
210,593
210,593
210,593
$
$
$
(1,980)
1,182
(773)
46,552
150,140
150,140
150,140
$
$
$
2014 Annual Report 49
C O N S O L I D AT E D S TAT E M E N T S O F C H A N G E S I N E Q U I T Y
(In thousands of Canadian dollars)
Class A
Shares
(note 15)
Class B
Shares
(note 15)
Shares
Held
in Trust
Total
Share
Capital
Contributed
Surplus
Retained
Earnings
Comprehensive
Income (Loss)
Total
Equity
Accumulated
Other
Balances, January 1, 2013
$
4,507
$
227,123
$
(4,928) $
226,702
$
9,584
$
697,937
$
(47,036) $
887,187
Net earnings – 2013
Dividends declared
Class A
Class B
Defi ned benefi t plan actuarial
losses, net of tax
Conversion of shares
Normal course issuer bid
Stock-based compensation plan
Shares redeemed from trust
Shares purchased and held in trust
Stock option expense
Stock options exercised
Income tax eff ect related to
stock options
Repurchase of shares
Other comprehensive income
Balances, December 31, 2013
Net earnings – 2014
Dividends declared
Class A
Class B
Defi ned benefi t plan actuarial
losses, net of tax
Stock-based compensation plan
Shares redeemed from trust
Shares purchased and held in trust
Stock option expense
Stock options exercised
Income tax eff ect related
to stock options
Other comprehensive income
—
—
—
—
(3)
—
—
—
—
—
—
—
—
—
—
—
—
—
3
(364)
—
—
—
—
20,081
—
—
—
—
—
—
—
—
—
—
4,500
(13,730)
—
—
—
—
—
—
—
—
—
—
(364)
—
4,500
(13,730)
—
20,081
—
—
—
—
—
—
—
—
—
(908)
—
—
2,117
(3,144)
4,270
—
—
103,588
(1,919)
(27,439)
(773)
—
—
—
—
—
—
—
—
(2,656)
—
—
—
—
—
—
—
—
—
—
—
—
—
—
47,325
103,588
(1,919)
(27,439)
(773)
—
(364)
(908)
4,500
(13,730)
2,117
16,937
4,270
(2,656)
47,325
$
$
4,504
—
246,843
—
$
(14,158) $
—
237,189
—
$
11,919
—
$
768,738
216,566
$
289
—
$ 1,018,135
216,566
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
10,678
—
—
—
—
—
—
434
(214)
—
—
—
—
—
—
—
—
434
(214)
—
10,678
—
—
—
—
—
5,228
—
—
3,071
(1,886)
7,909
—
(2,486)
(35,243)
(9,049)
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
3,076
(2,486)
(35,243)
(9,049)
5,228
434
(214)
3,071
8,792
7,909
3,076
Balances, December 31, 2014
$
4,504
$
257,521
$
(13,938) $
248,087
$
26,241
$
938,526
$
3,365
$ 1,216,219
See accompanying explanatory notes to the consolidated financial statements.
50
2014 Annual Report
C O N S O L I D AT E D S TAT E M E N T S O F C A S H F L O W S
(In thousands of Canadian dollars)
Years ended December 31
Cash provided by (used for)
Operating activities
Net earnings
Adjustments for:
Depreciation and amortization
Earnings in equity accounted investments, net of dividends received
Net fi nance costs
Current income tax expense
Deferred tax expense (benefi t)
Equity-settled share-based payment transactions
Gain on sale of property, plant and equipment
Change in inventories
Change in trade and other receivables
Change in prepaid expenses
Change in trade and other payables
Change in income taxes payable
Change in employee benefi ts
Change in other assets and liabilities
Interest paid
Income taxes paid
Cash provided by operating activities
Financing activities
Proceeds on issuance of long-term debt
Repayment of long-term debt
Proceeds from issuance of shares
Repayment of executive share purchase plan loans
Purchase of shares held in trust
Repurchase of shares
Dividends paid
Cash (used for) provided by fi nancing activities
Investing activities
Additions to property, plant and equipment
Proceeds on disposal of property, plant and equipment
Business acquisitions
Cash used for investing activities
Net increase in cash and cash equivalents
Cash and cash equivalents at beginning of year
Translation adjustments on cash and cash equivalents
Cash and cash equivalents at end of year
See accompanying explanatory notes to the consolidated financial statements.
2014
2013
$
216,566
$
103,588
146,421
(1,498)
25,553
78,810
8,822
8,726
(1,122)
482,278
2,934
5,758
(847)
15,446
(1,534)
29,526
(19,363)
514,198
(24,163)
(86,505)
403,530
138,663
(249,903)
8,792
2,186
—
—
(37,943)
(138,205)
(153,657)
14,312
(115,876)
(255,221)
10,104
209,095
2,674
120,155
682
25,648
61,620
(15,539)
5,709
(377)
301,486
35,730
(5,343)
(7,206)
73,704
757
27,986
(13,468)
413,646
(25,405)
(54,503)
333,738
566,752
(223,036)
16,937
—
(13,680)
(3,018)
(29,408)
314,547
(116,097)
2,107
(528,319)
(642,309)
5,976
188,972
14,147
$
221,873
$
209,095
2014 Annual Report
51
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
1 . R E P O R T I N G E N T I T Y
CCL Industries Inc. (the “Company”) is a public company, listed on the Toronto Stock Exchange, and is incorporated and
domiciled in Canada. These consolidated financial statements of the Company as at and for the years ended December 31,
2014 and 2013, comprise the results of the Company and its subsidiaries and the Company’s interest in joint ventures and
associates. The Company has manufacturing facilities around the world and is involved in the manufacture of labels, containers
and tubes as well as specialty converted media and software solutions to enable short run digital printing in businesses and
homes, and complementary off ice products sold through distributors and mass market retailers.
2 . B A S I S O F P R E PA R AT I O N
(a) Statement of compliance
These consolidated financial statements have been prepared in accordance with International Financial Reporting Standards
(“IFRS”) and its interpretations adopted by the International Accounting Standards Board (“IASB”).
These consolidated financial statements were authorized for issue by the Company’s Board of Directors on February 26, 2015.
(b) Basis of measurement
These consolidated financial statements have been prepared on the historical cost basis except for the following items in
the statements of financial position:
• derivative instruments are measured at fair value;
• financial instruments at fair value through profit or loss are measured at fair value;
• liabilities for cash-settled share-based payment arrangements are measured at fair value; and
• assets related to the defined benefit plans are measured at fair value and liabilities related to the defined benefit plans
are calculated by qualified actuaries using the projected unit credit method.
(c) Functional and presentation currency
These consolidated financial statements are presented in Canadian dollars, which is the Company’s functional currency.
All financial information presented in Canadian dollars has been rounded to the nearest thousand, unless otherwise noted.
(d) Use of estimates and judgments
The preparation of these consolidated financial statements requires management to make estimates and assumptions that
aff ect the application of accounting policies and the reported amounts of sales and expenses during the year and the reported
amounts of assets and liabilities and the disclosure of contingent assets and liabilities at the date of the financial statements.
Actual results could diff er from those estimates.
Judgment is used mainly in determining whether a balance or transaction should be recognized in the consolidated financial
statements. Estimates and assumptions are used mainly in determining the measurement of recognized transactions
and balances.
In the process of applying the entity’s accounting policies, management makes various judgments, apart from those involving
estimations, that can significantly aff ect the amounts it recognizes in the financial statements.
Judgments, estimates and assumptions are continually evaluated and are based on historical experience and other factors
including expectations of future events that are believed to be reasonable under the circumstances.
The Company has applied judgment in its assessment of the classification of financial instruments, the recognition of tax
losses and provisions, the determination of cash-generating units (“CGU”), the identification of the indicators of impairment
for property and equipment and intangible assets, the level of componentization of property and equipment and the allocation
of purchase price adjustments on business combinations.
Estimates are used when determining the amounts recorded for depreciation and amortization of property, plant and
equipment and intangible assets, outstanding self-insurance claims, pension and other post-employment benefits, income
and other taxes, provisions, certain fair value measures including those related to the valuation of business combinations,
share-based payments and financial instruments and also in the valuation of goodwill and intangible assets.
52
2014 Annual Report
3 . S I G N I F I C A N T AC C O U N T I N G P O L I C I E S
The accounting policies set out below have been applied consistently to all comparative information presented in these
consolidated financial statements.
(a) Basis of consolidation
(i) Business combinations
The Company measures goodwill as the fair value of the consideration transferred including the recognized amount of
any non-controlling interest in the acquiree, less the net recognized amount (generally fair value) of the identifiable assets
acquired and liabilities assumed, all measured as of the acquisition date. When the excess is negative, a bargain purchase
gain is recognized immediately in profit or loss. The Company elects to measure, on a transaction-by-transaction basis, non-
controlling interest either at its fair value or at its proportionate share of the recognized amount of the identifiable net assets
at the acquisition date. Transaction costs, other than those associated with the issue of debt or equity securities, that the
Company incurs in connection with a business combination are expensed as incurred.
(ii) Subsidiaries
Subsidiaries are entities controlled by the Company. Control exists when the Company is exposed to, or has rights to, variable
returns from its involvement with the entity and has the ability to aff ect those returns through its power over the entity.
The financial statements of subsidiaries are included in the consolidated financial statements from the date that control
commences until the date that control ceases. The accounting policies of subsidiaries have been changed, when necessary,
to align them with the policies adopted by the Company.
(iii) Associates and joint arrangements
The Company’s interests in equity-accounted investees comprise of interests in associates and joint ventures.
Associates are those entities in which the Company has significant influence, but not control or joint control, over the financial
and operating policies. Significant influence is presumed to exist when the Company holds between 20% and 50% of the
voting power of another entity.
The Company classifies its interest in joint arrangements as either joint operations (if the Company has rights to the assets,
and has obligations for the liabilities, relating to an arrangement) or joint ventures (if the Company has the rights only to the
net assets of an arrangement). When making this assessment, the Company considers the structure of the arrangements, the
legal form of any separate vehicles, the contractual terms of the arrangements and other facts and circumstances.
Investments in associates and joint ventures are accounted for using the equity method and are recognized initially at
cost. The Company’s investments include goodwill identified on acquisition, net of any accumulated impairment losses.
The consolidated financial statements include the Company’s share of the income and expenses and equity movements of
equity accounted investees, after adjustments to align the accounting policies with those of the Company, from the date
that significant influence commences until the date that it ceases. When the Company’s share of losses exceeds its interest
in an equity accounted investee, the carrying amount of that interest (including any long-term investments) is reduced to nil
and the recognition of further losses is discontinued except to the extent that the Company has an obligation or has made
payments on behalf of the investee.
(iv) Transactions eliminated on consolidation
Inter-company balances and transactions, and any unrealized income and expenses arising from inter-company transactions,
are eliminated in preparing the consolidated financial statements. Unrealized gains arising from transactions with equity
accounted investees are eliminated against the investment to the extent of the Company’s interest in the investee. Unrealized
losses are eliminated in the same way as are unrealized gains, but only to the extent that there is no evidence of impairment.
2014 Annual Report 53
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
(b) Foreign currency
(i) Foreign currency transactions
Transactions in foreign currencies are translated to the respective functional currencies of the Company’s entities using
exchange rates at the dates of the transactions. Monetary assets and liabilities denominated in foreign currencies at the
reporting date are translated to the functional currency using the exchange rate at that date. The foreign currency gain or
loss on monetary items is the diff erence between amortized cost in the functional currency at the beginning of the period,
adjusted for eff ective interest and payments during the period, and the amortized cost in foreign currency translated at
the exchange rate at the end of the period. Non-monetary assets and liabilities denominated in foreign currencies that
are measured at fair value are translated to the functional currency at the exchange rate at the date that the fair value
was determined. Foreign currency diff erences arising on translation are recognized in the income statement, except for
diff erences arising on the translation of a financial liability designated as a hedge of the net investment in a foreign operation,
or qualifying cash flow hedges, which are recognized directly in other comprehensive income (see note 3(b)(iii) below).
Foreign currency-denominated non-monetary items, measured at historical cost, have been translated at the rate of exchange
at the transaction date
(ii) Foreign operations
The financial statements of each of the Company’s subsidiaries are measured using the currency of the primary economic
environment in which the entity operates.
The assets and liabilities of foreign operations, including goodwill and fair value adjustments arising on acquisition, are
translated into Canadian dollars using exchange rates at the reporting date. The income and expenses of foreign operations
are translated into Canadian dollars using the average exchange rates for the period.
Foreign currency diff erences are recognized directly in other comprehensive income and presented within the foreign
currency translation adjustment.
When a foreign operation is disposed of, the amount in other comprehensive income related to the foreign operation is fully
transferred to the income statement. A disposal occurs when the entire interest in the foreign operation is disposed of, or in
the case of a partial disposal, the partial disposal results in the loss of control of a subsidiary or the loss of significant influence.
For any partial disposal of the Company’s interest in a subsidiary that includes a foreign operation, the Company re-attributes
the proportionate share of the relevant amounts in other comprehensive income to non-controlling interests. For any other
partial disposal of a foreign operation, the Company reclassifies to the income statement only the proportionate share of the
relevant amount in other comprehensive income.
Foreign exchange gains and losses arising from a monetary item receivable from or payable to a foreign operation, the
settlement of which is neither planned nor likely in the foreseeable future, are considered to form part of a net investment in
a foreign operation and are recognized directly in other comprehensive income and presented within the foreign currency
translation adjustment.
(iii) Hedge of net investment in a foreign operation
The Company applies hedge accounting to the foreign currency exposure arising between the functional currency of the
foreign operation and the parent entity’s functional currency (Canadian dollars), regardless of whether the net investment is
held directly or through an intermediate parent.
Foreign currency diff erences arising on the translation of a financial liability designated as a hedge of a net investment in a
foreign operation are recognized directly in other comprehensive income, to the extent that the hedge is eff ective. To the
extent that the hedge is ineff ective, such diff erences are recognized in the income statement. When the hedged part of a net
investment is disposed of or partially disposed of, the associated cumulative amount in equity is transferred to the income
statement as an adjustment to the income statement on disposal in accordance with the policy described in note 3(b)(ii) above.
(c) Financial instruments
(i) Non-derivative financial instruments
Non-derivative financial instruments comprise cash and cash equivalents, trade and other receivables, trade and other
payables and long-term debt.
54
2014 Annual Report
Non-derivative financial instruments are recognized initially at fair value, plus any directly attributable transaction costs, for
instruments not at fair value through profit or loss. Subsequent to initial recognition non-derivative financial instruments are
measured as described below.
The carrying values of cash and cash equivalents, trade and other receivables, and trade and other payables approximate fair
values due to the short-term maturities of these financial instruments.
Financial assets and liabilities are off set and the net amount presented in the statement of financial position when, and only
when, the Company has a legal right to off set the amounts and intends either to settle on a net basis or to realize the asset
and settle the liability simultaneously.
Loans and receivables
Loans and receivables are financial assets with fixed or determinable payments that are not quoted in an active market. Such
assets are recognized initially at fair value plus any directly attributable transaction costs. Subsequent to initial recognition,
loans and receivables are measured at amortized cost using the eff ective interest method, less any impairment losses.
Loans and receivables comprise trade and other receivables. The carrying value of trade and other receivables is net of an
allowance for doubtful accounts. The allowance is based upon the aging of the receivables, the Company’s knowledge of the
financial condition of its customers, historical experience and the current business environment.
Cash and cash equivalents comprise cash on hand and short-term investments with original maturity dates of 90 days or less.
Financial assets at fair value through profit or loss
An instrument is classified at fair value through profit or loss if it is held for trading or is designated as such upon initial
recognition. Financial instruments are designated at fair value through profit or loss if the Company manages such
investments and makes purchase and sale decisions based on their fair value in accordance with the Company’s documented
risk management or investment strategy. Upon initial recognition, the attributable transaction costs are recognized in the
income statement when incurred. Financial instruments at fair value through profit or loss are measured at fair value, and
changes therein are recognized in the income statement.
Available-for-sale financial assets
Available-for-sale financial assets are non-derivative financial assets that are designated as available-for-sale, are not classified
in any of the previous categories and are included in other assets.
These items are initially recognized at fair value plus transaction costs and are subsequently carried at fair value with changes
recognized in other comprehensive income. When an investment is derecognized the accumulated gain or loss recognized
in other comprehensive income is transferred to the income statement.
Non-derivative financial liabilities
The Company initially recognizes debt securities issued and subordinated liabilities on the date that they are originated. All
other financial liabilities (including liabilities designated at fair value through profit or loss) are recognized initially on the trade
date at which the Company becomes a party to the contractual provisions of the instrument. The Company derecognizes a
financial liability when its contractual obligations are discharged, are cancelled or expire.
Financial liabilities are recognized initially at fair value plus any directly attributable transaction costs. Subsequent to initial
recognition these financial liabilities are measured at amortized cost using the eff ective interest method. Fair value, which
is determined for disclosure purposes, is calculated based on the present value of future principal and interest cash flows,
discounted at the market rate of interest at the reporting date. For finance leases the market rate of interest is determined by
reference to similar lease agreements.
(ii) Derivative financial instruments, including hedge accounting
The Company uses derivative financial instruments to manage its foreign currency and interest rate risk exposure and price
risk exposure related to the purchase of raw materials. Embedded derivatives are separated from the host contract and
accounted for separately. If the economic characteristics and risks of the host contract and the embedded derivative are
not closely related, a separate instrument with the same terms as the embedded derivative would meet the definition of a
derivative, and the combined instrument is not measured at fair value through the income statement.
2014 Annual Report 55
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
On initial designation of the hedge, the Company formally documents the relationship between the hedging instrument(s) and
hedged item(s), including the risk management objectives and strategy in undertaking the hedge transaction, together with
the methods that will be used to assess the eff ectiveness of the hedging relationship. The Company makes an assessment,
both at the inception of the hedging relationship and on an ongoing basis, whether the hedging instruments are expected
to be “highly eff ective” in off setting the changes in the fair value or cash flows of the respective hedged items during the
period for which the hedge is designated, and whether the actual results of each hedge are within a range of 80% to 125%.
For a cash flow hedge of a forecast transaction, the transaction should be highly probable to occur and should present an
exposure to variations in cash flows that could ultimately aff ect reported net income.
Derivatives are recognized initially at fair value; attributable transaction costs are recognized in profit or loss as incurred.
Subsequent to initial recognition, derivatives are measured at fair value, and changes therein are accounted for as
described below.
The fair value of forward exchange contracts is based on their listed market price, if available. If a listed market price is not
available, then fair value is estimated by discounting the diff erence between the contractual forward price and the current
forward price for the residual maturity of the contract using a risk-free interest rate (based on government bonds).
The fair value of interest rate swaps is based on broker quotes. Those quotes are tested for reasonableness by discounting
estimated future cash flows based on the terms and maturity of each contract and using market interest rates for a similar
instrument at the measurement date.
Fair values reflect the credit risk of the instrument and include adjustments to take account of the credit risk of the group
entity and counterparty when appropriate.
Cash flow hedges
When a derivative is designated as the hedging instrument in a hedge of the variability in cash flows attributable to a particular
risk associated with a recognized asset or liability or a highly probable forecast transaction that could aff ect profit or loss, the
eff ective portion of changes in the fair value of the derivative is recognized in other comprehensive income and presented
in the hedging reserve in equity. The amount recognized in other comprehensive income is removed and included in profit
or loss in the same period that the hedged cash flows aff ect profit or loss under the same line item in the statement of
comprehensive income as the hedged item. Any ineff ective portion of changes in the fair value of the derivative is recognized
immediately in the income statement.
If the hedging instrument no longer meets the criteria for hedge accounting, expires or is sold, terminated, exercised, or
the designation is revoked, then hedge accounting is discontinued prospectively. The cumulative gain or loss previously
recognized in other comprehensive income and presented in unrealized gains or losses on cash flow hedges in equity remains
there until the forecast transaction aff ects profit or loss. When the hedged item is a non-financial asset, the amount recognized
in other comprehensive income is transferred to the carrying amount of the asset when the asset is recognized. If the forecast
transaction is no longer expected to occur, then the balance in other comprehensive income is recognized immediately in
profit or loss. In other cases, the amount recognized in other comprehensive income is transferred to the income statement
in the same period that the hedged item aff ects profit or loss.
Fair value hedges
Fair value hedges are hedges of the fair value of recognized assets, liabilities or unrecognized firm commitments. Changes
in the fair value of derivatives that are designated as fair value hedges are recorded in the income statement together with
any changes in the fair value of the hedged item that are attributable to the hedged risk.
Separable embedded derivatives
Changes in the fair value of separable embedded derivatives are recognized immediately in the income statement.
(d) Property, plant and equipment
(i) Recognition and measurement
Items of property, plant and equipment are measured at cost less accumulated depreciation and accumulated impairment
losses.
56
2014 Annual Report
Cost includes expenditures that are directly attributable to the acquisition of the asset. The cost of self-constructed assets
includes the cost of materials and direct labour, any other costs directly attributable to bringing the assets to a working
condition for their intended use, and the costs of dismantling and removing the items and restoring the site on which
they are located. Purchased software that is integral to the functionality of the related equipment is capitalized as part of
that equipment.
The fair value of property, plant and equipment recognized as a result of a business combination is based on the amount for
which a property could be exchanged on the date of valuation between knowledgeable, willing parties in an arm’s length
transaction.
Borrowing costs related to the acquisition, construction or production of qualifying assets are capitalized as part of the cost
of the assets.
When parts of an item of property, plant and equipment have diff erent useful lives, they are accounted for as separate items
(major components) of property, plant and equipment.
Gains and losses on disposal of an item of property, plant and equipment are determined by comparing the proceeds
from disposal with the carrying amount of property, plant and equipment and are recognized within selling, general and
administrative expenses in the income statement.
The cost of replacing a part of an item of property, plant and equipment is recognized in the carrying amount of the item if it is
probable that the future economic benefits embodied within the part will flow to the Company, and its cost can be measured
reliably. The carrying amount of the replaced part is derecognized. The costs of the day-to-day servicing of property, plant
and equipment are recognized in profit or loss as incurred.
(ii) Depreciation
Depreciation is calculated based on the cost of the asset, or other amount substituted for cost, less its residual value.
Depreciation is recognized in profit or loss on a straight-line basis over the estimated useful lives of each part of an item of
property, plant and equipment, since this most closely reflects the expected pattern of consumption of the future economic
benefits embodied in the asset. Leased assets are depreciated over the shorter of the lease term and their useful lives unless
it is reasonably certain that the Company will obtain ownership by the end of the lease term.
The estimated useful lives for the current and comparative periods are as follows:
• buildings
Up to 40 years
• machinery and equipment
Up to 15 years
• fixtures and fittings
• minor components
Up to 10 years
Up to 5 years
Depreciation methods, useful lives and residual values are reviewed at each reporting date and adjusted if appropriate.
(e) Intangible assets
(i) Goodwill
Goodwill arises on the acquisition of subsidiaries and is tested for impairment annually or more frequently if events or
circumstances indicate that the carrying amount may not be recoverable. For measurement of goodwill at initial recognition,
see note 3(a)(i).
Subsequent measurement
Goodwill is measured at cost less accumulated impairment losses. In respect of equity accounted investments, the carrying
amount of goodwill is included in the carrying amount of the investment.
(ii) Other intangible assets
Intangible assets consist of patents, trademarks, brands, software and the value of acquired customer contracts and
relationships. Impairment losses for intangible assets where the carrying value is not recoverable are measured based on fair
value. Fair value is calculated by using discounted cash flows.
2014 Annual Report 57
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
The fair value of brands and customer relationships acquired in a business combination are determined using the multi-period
excess earnings method, whereby the subject asset is valued after deducting a fair return on all other assets that are part of
creating the related cash flows.
Amortization is recognized in the income statement on a straight-line basis over the estimated useful lives of intangible assets,
other than indefinite life intangible assets, such as brands and goodwill, from the date that they are available for use. The
estimated useful lives for the current and comparative years are as follows:
• patents and trademarks
• software
• customer relationships
• brands
(f) Leases
Up to 10 years
Up to 5 years
Up to 15 years
Indefinite useful life
Leases for which the Company assumes substantially all the risks and rewards of ownership are classified as finance leases.
Upon initial recognition, the leased asset is measured at an amount equal to the lower of its fair value and the present value of
the minimum lease payments. Subsequent to initial recognition, the asset is accounted for in accordance with the accounting
policy applicable to that asset.
Minimum lease payments made under finance leases are apportioned between the finance cost and the reduction of the
outstanding liability. The finance cost is allocated to each period during the lease term so as to produce a constant periodic
rate of interest on the remaining balance of the liability.
Assets under operating leases are not recognized in the Company’s statement of financial position.
Payments made under operating leases are recognized in the income statement on a straight-line basis over the term of the
lease. Lease incentives received are recognized as an integral part of the total lease expense, over the term of the lease.
(g) Inventories
Inventories are measured at the lower of cost and net realizable value. The cost of inventories is based on the first-in, first-
out principle and includes expenditures incurred in acquiring the inventories, production or conversion costs and other
costs incurred in bringing them to their existing location and condition. In the case of manufactured inventories and work in
progress, cost includes an appropriate share of production overheads based on normal operating capacity.
Net realizable value is the estimated selling price in the ordinary course of business, less the estimated costs of completion
and selling.
The fair value of inventories acquired in a business combination is determined based on the estimated selling price in the
ordinary course of business less the estimated costs of completion and sale, and a reasonable profit margin based on the
eff ort required to complete and sell the inventories.
Estimates regarding obsolete and slow-moving inventory are also computed.
(h) Impairment
(i) Financial assets, including receivables
A financial asset not carried at fair value through the income statement is assessed at each reporting date to determine
whether there is any objective evidence that it is impaired. A financial asset is considered to be impaired if objective evidence
indicates that one or more events have occurred after the initial recognition of the asset that have a negative eff ect on the
estimated future cash flows of that asset that can be estimated reliably.
The Company considers evidence of impairment for loans and receivables and held-to-maturity investment securities at
both a specific asset and collective level. All individually significant loans and receivables and held-to-maturity investment
securities are assessed for specific impairment. All individually significant loans and receivables and held-to-maturity
investment securities found not to be specifically impaired are then collectively assessed for any impairment that has been
incurred but not yet identified.
58
2014 Annual Report
In assessing collective impairment, the Company uses historical trends of the probability of default, timing of recoveries and
the amount of loss incurred, adjusted for management’s judgment as to whether current economic and credit conditions are
such that the actual losses are likely to be greater or less than suggested by historical trends.
An impairment loss in respect of a financial asset measured at amortized cost is calculated as the diff erence between its
carrying amount, and the present value of the estimated future cash flows discounted at the original eff ective interest rate
and reflected in an allowance account against accounts receivable. Losses are recognized in the income statement. When a
subsequent event causes the amount of impairment loss to decrease, the decrease in impairment loss is reversed through
profit or loss.
An impairment loss in respect of an available-for-sale financial asset is calculated by reference to its fair value and is recognized
by transferring the cumulative loss that has been recognized in other comprehensive income, and presented in unrealized
gains or losses on available-for-sale financial assets in equity, to profit or loss. The cumulative loss that is removed from other
comprehensive income and recognized in profit or loss is the diff erence between the acquisition cost, net of any principal
repayment and amortization, and the current fair value, less any impairment loss previously recognized in profit or loss.
An impairment loss is reversed if the reversal can be related objectively to an event occurring after the impairment loss was
recognized. For financial assets measured at amortized cost and for available-for-sale financial assets that are debt securities,
the reversal is recognized in the income statement. For available-for-sale financial assets that are equity securities, the reversal
is recognized directly in other comprehensive income.
(ii) Non-financial assets
The carrying amounts of non-financial assets, other than inventories and deferred tax assets, are reviewed at each reporting
date to determine whether there is any indication of impairment. If any such indication exists, the impairment would be
recognized in the income statement.
Impairments are recorded when the recoverable amount of assets is less than their carrying amount. The recoverable amount
is the higher of an asset’s or a cash-generating unit’s fair value less cost to sell and its value in use. In assessing value in
use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current
market assessments of the time value of money and the risks specific to the asset. For the purpose of impairment testing,
assets that cannot be tested individually are grouped together into the smallest group of assets that generates cash inflows
from continuing use that are largely independent of the cash inflows of other assets or groups of assets. For the purposes
of goodwill impairment testing, goodwill acquired in a business combination is allocated to the CGU, or the group of CGU,
that is expected to benefit from the synergies of the combination. This allocation is subject to an operating segment ceiling
test and reflects the lowest level at which that goodwill is monitored for internal reporting purposes. An impairment loss is
recognized if the carrying amount of an asset or its CGU exceeds its estimated recoverable amount. Impairment losses are
recognized in profit or loss. Impairment losses, other than those relating to goodwill, are evaluated for potential reversals
when events or changes in circumstances warrant such consideration.
The carrying values of finite-life intangible assets are reviewed for impairment whenever events or changes in circumstances
indicate that their carrying amounts may not be recoverable. Additionally, the carrying values of goodwill and indefinite life
intangibles are tested annually for impairment.
An impairment loss in respect of goodwill is not reversed. In respect of other assets, impairment losses recognized in prior
years are assessed at each reporting date for any indications that the losses have decreased or no longer exist. An impairment
loss is reversed if there has been a change 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.
Goodwill that forms part of the carrying amount of an equity accounted investment is not recognized separately and therefore
is not tested for impairment separately. Instead, the entire amount of the equity accounted investment is tested for impairment
as a single asset when there is objective evidence that the equity accounted investment may be impaired.
2014 Annual Report 59
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
(i) Employee benefits
(i) Defined contribution plans
A defined contribution plan is a post-employment benefit plan under which an entity pays fixed contributions into a separate
entity and will have no legal or constructive obligation to pay further amounts. Obligations for contributions to defined
contribution pension plans are recognized as an employee benefit expense in the income statement in the period that the
service is rendered by the employee.
(ii) Defined benefit plans
A defined benefit plan is a post-employment benefit plan other than a defined contribution plan. The Company’s net obligation
in respect of defined benefit post-employment plans is calculated separately for each plan by estimating the amount of future
benefit that employees have earned in return for their service in the current and prior periods; that benefit is discounted to
determine its present value using a discount rate comparable to high-quality corporate bonds. Any unrecognized past service
costs and the fair value of any plan assets are deducted. The calculation is performed annually by a qualified actuary using the
projected unit credit method. When the calculation results in a benefit to the Company, the recognized asset is limited to the
total of any unrecognized past service costs and the present value of economic benefits available in the form of any future
refunds from the plan or reductions in future contributions to the plan. An economic benefit is available to the Company if it
is realizable during the life of the plan, or on settlement of the plan liabilities.
When the benefits of a plan are improved, the portion of the increased benefit relating to past service by employees is
recognized in the income statement on a straight-line basis over the average period until the benefits become vested. To the
extent that the benefits vest immediately, the expense is recognized immediately in the income statement.
The Company recognizes all actuarial gains and losses arising from defined benefit plans directly in other comprehensive
income immediately and reports them in retained earnings.
The Company determines the net interest expense on the net defined benefit liability for the period by applying the discount
rate used to measure the defined benefit obligation at the beginning of the annual period to the then-net defined benefit
liability, taking into account any changes in the net defined benefit liability during the period as a result of the contributions
and benefit balances. Net interest expense and other expenses related to the defined benefit plans are recognized in profit
or loss. Previously, interest income on plan assets were based on their long-term expected return.
(iii) 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 provide
termination benefits as a result of an off er made to encourage voluntary redundancy. Termination benefits for voluntary
redundancies are recognized as an expense if the Company has made an off er of voluntary redundancy, it is probable that the
off er will be accepted and the number of acceptances can be estimated reliably. If benefits are payable more than 12 months
after the reporting period, then they are discounted to their present value.
(iv) Short-term benefits
Short-term employee benefit obligations are measured on an undiscounted basis and are recognized as the related service
is provided.
(v) Share-based payment transactions
For equity-settled share-based plans, the grant date fair value of options granted to employees is recognized as an employee
expense, with a corresponding increase in equity, over the period that the employees become unconditionally entitled
to the options. The amount recognized as an expense is adjusted to reflect the actual number of share options for which
the related service and non-market vesting conditions are expected to be met. The fair value of employee stock options is
measured using the Black-Scholes model. Measurement inputs include share price on measurement date, exercise price of
the instrument, expected volatility, weighted average expected life of the instrument, expected dividends, and the risk-free
interest rate. Service and non-market performance conditions attached to the transactions are not taken into account in
determining fair value.
60
2014 Annual Report
The fair value of the amount payable for deferred share units (“DSU”), which are settled in cash, is recognized as an expense
with a corresponding increase in liabilities when they are issued. The fair value of a DSU is measured using the average of
the high and low trading prices of the Class B shares for the five trading days immediately preceding the date of issue and is
remeasured, using a similar five-day average, at the financial statement date and at the settlement date. Any changes in the
fair value of the liability are recognized as personnel expense in the income statement. The value of DSU received in lieu of
dividends is also recognized as a personnel cost in the income statement.
(j) Provisions
A provision is recognized if, as a result of a past event, the Company has a present legal or constructive obligation that can be
estimated reliably and it is probable that an outflow of economic benefits will be required to settle the obligation. Provisions
are determined by discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of
the time value of money and the risks specific to the liability. The unwinding of the discount is recognized as a finance cost.
(k) Revenue
Revenue from sale of goods is measured at the fair value of the consideration received or receivable, net of returns, trade
discounts and volume rebates. Revenue is recognized and related costs transferred to cost of sales when the significant risks
and rewards of ownership have been transferred to the buyer, recovery of the consideration is probable, the associated costs
and possible return of goods can be estimated reliably, there is no continuing management involvement with the goods,
and the amount of revenue can be measured reliably. Generally, this would be at the time the goods are shipped. At that
time, persuasive evidence of an arrangement exists, the price to the customer is fixed and ultimate collection is reasonably
assured. A provision for sales returns and allowances is recognized when the underlying products are sold. The provision is
based on an evaluation of products currently under quality assurance review as well as historical sales returns experience.
(l) Finance income and costs
Finance income comprises interest income on invested funds including available-for-sale financial assets, gains on the
disposal of available-for-sale financial assets, changes in the fair value of financial assets at fair value through profit or loss,
and gains on hedging instruments that are recognized in the income statement. Interest income is recognized as it accrues
in the income statement, using the eff ective interest method.
Finance costs comprise interest expense on borrowings, unwinding of the discount on provisions, changes in the fair value of
financial assets at fair value through profit or loss, impairment losses recognized on financial assets, and losses on hedging
instruments that are recognized in the income statement. All borrowing costs are recognized in the income statement using
the eff ective interest method, except for those amounts capitalized as part of the cost of qualifying property, plant and
equipment.
(m) Taxation
Income tax expense comprises current and deferred tax. Income tax expense is recognized in the income statement except
to the extent that it relates to items recognized either in other comprehensive income or directly in equity. In such cases, the
tax is also recognized in other comprehensive income or directly in equity, respectively.
(i) Current tax
Current tax expense is based on the results for the period as adjusted for items that are not taxable or not deductible. Current
tax is calculated using tax rates and laws that were enacted or substantively enacted at the end of the reporting period and
includes any adjustments to taxes payable 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. Provisions are established
where appropriate on the basis of amounts expected to be paid to the tax authorities.
(ii) Deferred tax
Deferred tax is recognized, using the liability method, on temporary diff erences arising between the tax bases of assets and
liabilities and their carrying amounts in the consolidated statement of financial position. Deferred tax is calculated using tax
rates and laws that have been enacted or substantively enacted at the end of the reporting period and which are expected
to apply when the related deferred tax asset is realized or the deferred tax liability is settled.
2014 Annual Report 61
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
(iii) Deferred tax liabilities
Deferred tax liabilities are generally recognized for all taxable temporary diff erences. Deferred tax liabilities are recognized
for taxable temporary diff erences arising on investments in subsidiaries and associates, except where the reversal of the
temporary diff erence can be controlled by the Company and it is probable that the temporary diff erence will not reverse in
the foreseeable future.
(iv) Deferred tax assets
A deferred tax asset is recognized for unused tax losses, tax credits and deductible temporary diff erences, to the extent that
it is probable that future taxable profits will be available against which they can be utilized. Deferred tax assets are reviewed
at each reporting date and are reduced to the extent that it is no longer probable that the related tax benefit will be realized.
Deferred tax is not recognized for taxable temporary diff erences arising on the initial recognition of goodwill or in respect of
temporary diff erences that arise on initial recognition of assets and liabilities acquired other than in a business combination
and that aff ect neither accounting nor taxable profit or loss.
(n) Share capital
All shares are recorded as equity. When share capital is repurchased, the amount of the consideration paid, which includes
directly attributable costs, net of any tax eff ect, is recognized as a deduction from equity. Repurchased shares are classified as
treasury shares and are presented as a deduction from total equity. When repurchased shares are sold or reissued subsequently,
the amount received is recognized as an increase in equity, and the resulting surplus or deficit on the transaction is transferred
to retained earnings.
(o) Earnings per share
The Company presents basic and diluted earnings per share (“EPS”) data for its Class B shares. Basic EPS is calculated by
dividing the profit or loss attributable to shareholders of the Company by the weighted average number of shares outstanding
during the period. Diluted EPS is determined by adjusting the profit or loss attributable to shareholders and the weighted
average number of shares outstanding for the eff ects of all potentially dilutive shares, which primarily comprise share options
granted to employees.
(p) Segment reporting
A segment is a distinguishable component of the Company that is engaged either in providing related products (business
segment) or in providing products within a particular economic environment (geographical segment) and that is subject
to risks and returns that are diff erent from those of other segments. Segment information is presented in respect of the
Company’s business and geographical segments. The Company’s primary format for segment reporting is based on business
segments. The business segments are determined based on the Company’s management and internal reporting structure.
Segment results, assets and liabilities include items directly attributable to a segment as well as those that can be allocated
on a reasonable basis. Unallocated items comprise mainly other investments and related revenue, loans and borrowings and
related expenses, corporate assets (primarily the Company’s headquarters) and head off ice expenses.
Segment capital expenditure is the total cost incurred during the period to acquire property, plant and equipment and
intangible assets, other than goodwill.
(q) New standards and interpretations not yet eff ective
In July 2014, the complete IFRS 9, Financial Instruments (“IFRS 9”) was issued by the IASB. IFRS 9 introduces new requirements
for the classification and measurement of financial assets. Under IFRS 9, financial assets are classified and measured based
on the business model in which they are held and the characteristics of their contractual cash flows. The standard introduces
additional changes relating to financial liabilities. It also amends the impairment model by introducing a new ‘expected credit
loss’ model for calculating impairment. IFRS 9 also includes a new general hedge accounting standard that aligns hedge
accounting more closely with risk management. This new standard does not fundamentally change the types of hedging
relationships or the requirement to measure and recognize ineff ectiveness, however it will provide for more hedging strategies
that are used for risk management to qualify for hedge accounting and introduce more judgment to assess the eff ectiveness
of a hedging relationship. This standard is eff ective for annual periods beginning on or after January 1, 2018; however, early
adoption is permitted. The Company is currently evaluating the impact of IFRS 9 on its consolidated financial statements.
62
2014 Annual Report
In May 2014, IFRS 15, Revenue from Contracts with Customers (“IFRS 15”) was issued and provides guidance on the timing
and amount of revenue that should be recognized. It also requires more informative and relevant disclosures. The standard
provides a single, principles-based five-step model to be applied to all contracts with customers. This standard is eff ective
for annual periods beginning January 1, 2017; however, early adoption is permitted. The Company is currently evaluating the
impact of IFRS 15 on its consolidated financial statements.
In November 2013, the IASB issued amendments to pension accounting under IAS 19, Employee Benefits. The amendments
apply retrospectively for annual periods beginning on or after July 1, 2014. Earlier application is permitted. The amendments
introduce a relief (practical expedient) that will reduce the complexity and burden of accounting for certain contributions
from employees or third parties. When employee contributions are eligible for the practical expedient, a company is permitted
(but not required) to recognize them as a reduction of the service cost in the period in which the related service is rendered.
The Company intends to adopt these amendments in its financial statements for the annual period beginning on January 1,
2015. The Company does not expect the amendments to have a material impact on the financial statements.
In December 2014, the IASB issued amendments to IAS 1, Presentation of Financial Statements as part of its major initiative
to improve presentation and disclosure in financial reports. The amendments are eff ective for annual periods beginning on
or after January 1, 2016; however, early adoption is permitted. The Company is currently evaluating the impact of IAS 1 on
its consolidated financial statements and intends to adopt these amendments the annual period beginning January 1, 2016.
4 . S E G M E N T R E P O R T I N G
Business segments
The Company has three reportable segments, as described below, which are the Company’s main business units. The business
units off er diff erent products and services, and are managed separately as they require diff erent technology and marketing
strategies. For each of the business units, the Company’s chief executive off icer and the chief operating decision maker review
internal management reports regularly.
The Company’s reportable segments are:
• Label – Includes the production of pressure sensitive and extruded film materials for a wide range of decorative, instructional
and functional applications for large global customers in the consumer packaging, healthcare, automotive and consumer
durables markets. Extruded and laminated plastic tubes, folded instructional leaflets, precision printed and die cut metal
components with LED displays and other complementary products and services are sold in parallel to specific end-user
markets.
• Avery – Includes the manufacturing and selling of various consumer products, including labels, binders, dividers, sheet
protectors and writing instruments in North America, Latin America, Asia Pacific and Europe.
• Container – Includes the manufacturing of specialty containers for the consumer products industry in North America,
including Mexico. The key product line is recyclable aluminum aerosol cans and bottles for the personal care, home care
and cosmetic industries, plus shaped aluminum bottles for the beverage market.
2014 Annual Report 63
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
Label
Avery
Container
Corporate expenses
Restructuring and other items
Earnings in equity accounted investments
Finance cost
Finance income
Income tax expense
Net earnings
2014
Sales
2013
$ 1,718,347
666,413
200,877
$ 1,344,206
355,548
189,672
$
2014
242,723
109,274
17,888
Operating Income
$
2013
195,332
40,386
16,483
$ 2,585,637
$ 1,889,426
$
369,885
$
252,201
(34,716)
(9,104)
3,686
(26,705)
1,152
(87,632)
(33,506)
(45,248)
1,870
(26,290)
642
(46,081)
$
216,566
$
103,588
Total Assets
Total Liabilities
Depreciation
and Amortization
Capital Expenditures
2014
2013
2014
2013
2014
2013
2014
2013
$ 1,668,565 $ 1,488,412 $
481,278
147,858
490,337
162,460
436,527 $ 357,386 $ 118,679 $
12,882
205,154
189,567
14,064
49,607
54,701
98,718 $ 106,739 $
24,957
6,560
20,077
14,074
97,711
12,293
6,047
54,652
242,361
47,363
236,737
—
721,361
—
771,366
—
796
—
803
—
1,884
—
46
Label
Avery
Container
Equity accounted
investments
Corporate
Total
$ 2,618,375 $ 2,401,648 $ 1,402,156 $ 1,383,513 $ 146,421 $ 120,155 $ 153,657 $ 116,097
Geographical segments
The Label, Avery and Container segments are managed on a worldwide basis but operate in the following geographical areas:
• Canada,
• United States and Puerto Rico,
• Mexico, Brazil and Argentina,
• Europe,
• Asia, Australia and Africa.
Canada
United States and Puerto Rico
Mexico, Brazil and Argentina
Europe
Asia, Australia and Africa
Consolidated
$
2014
174,964
1,266,140
193,995
727,248
223,290
$
Sales
2013
138,098
846,357
174,090
549,585
181,296
Property, Plant and
Equipment and Goodwill
$
2014
103,399
581,383
180,542
473,029
150,889
$
2013
113,081
474,895
184,920
431,535
145,801
$ 2,585,637
$ 1,889,426
$ 1,489,242
$ 1,350,232
The geographical segment is determined by the location of the Company’s country of operation.
64
2014 Annual Report
5. AC Q U I S I T I O N S
(a) In December, 2014, the Company acquired Druckerei Nilles GmbH and its related subsidiaries (“Nilles”); a private company
located in the heart of the German wine producing region on the River Mosel. In addition to its wine label business, Nilles
enables customers to purchase custom designed labels online using proprietary e-commerce software. The purchase
consideration was $16.2 million (€11.4 million), which included $5.2 million (€3.6 million) of assumed debt. The initial
purchase allocation has resulted in goodwill and intangibles of $7.3 million (€5.1 million). Goodwill is not deductible for
tax purposes.
(b) In November 2014, the Company acquired Label Connections Ltd. (“Label Connections”); a private U.K. company based
in St. Neots, near Cambridge, that designs, manufactures and markets a range of pre-die cut pressure sensitive labels in
sheet form for use on professional digital printers. The purchase price was $2.8 million (£1.5 million) net of cash acquired.
The initial purchase price allocation has resulted in goodwill and intangibles of $1.5 million (£0.8 million). Goodwill is not
deductible for tax purposes.
(c) In September 2014, the Company acquired Bandfix AG (“Bandfix”); a privately owned label company focused on European
Specialty customers located in Switzerland. The purchase price was $17.9 million (CHF15.3 million) net of cash acquired,
the settlement of financial debt and working capital adjustments. The purchase price allocation has resulted in goodwill
of $7.6 million (CHF6.6 million).
The following table summarizes the allocation of the consideration to the fair value of the assets acquired and liabilities
assumed:
(In millions of Canadian dollars)
Cash consideration
Trade and other receivables
Inventories
Other current assets
Property, plant and equipment
Other long-term assets
Goodwill
Trade and other payables
Other long-term liabilities
Net assets acquired
$
$
17.9
8.9
4.8
0.6
6.5
1.5
7.6
(8.3)
(3.7)
$
17.9
Goodwill is comprised of the excess fair value of the consideration paid over the fair value of the net assets acquired.
Factors that make up the amount of goodwill recognized include expected synergies from the acquisition, the expertise and
the knowledge of the assembled workforce and cost saving opportunities in the delivery of certain shared administrative
and other services. Goodwill is not deductible for tax purposes.
(d) In February 2014, the Company acquired DekoPak Ambalaj San. Ve Tic. A.S. (“Dekopak”); a leading shrink sleeve producer
based in Istanbul, Turkey. The purchase price consisted of a cash payment of $4.7 million (€3.1 million) plus contingent
consideration based on average annual EBITDA for the earn-out period to be settled in 2017. The contingent consideration
is estimated at $5.8 million (€3.8 million). The total amount of goodwill and intangibles amounted to $9.4 million
(€6.2 million). Goodwill is not deductible for tax purposes.
(e) In February 2014, the Company acquired Sancoa and TubeDec (“Sancoa”); two privately owned companies, with a
common controlling shareholder, supplying labels and laminate tubes to Home & Personal Care customers within North
America from three plants located in New Jersey and Ohio. The purchase price was $73.1 million (US$66.0 million) net
of cash acquired, the settlement of financial debt and working capital adjustments. The purchase price allocation has
resulted in goodwill and intangibles of $42.6 million (US$38.5 million).
2014 Annual Report 65
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
The following table summarizes the allocation of the consideration to the fair value of the assets acquired and liabilities
assumed:
(In millions of Canadian dollars)
Cash consideration
Trade and other receivables
Inventories
Other current assets
Property, plant and equipment
Goodwill
Intangible assets
Trade and other payables
Net assets acquired
$
$
$
73.1
10.5
6.0
0.2
27.4
32.3
10.3
(13.6)
73.1
Goodwill is comprised of the excess fair value of the consideration paid over the fair value of the net assets acquired.
Factors that make up the amount of goodwill recognized include expected synergies from combining operations, the
expertise of the assembled workforce and cost saving opportunities in the delivery of certain shared administrative and
other services. Total goodwill is deductible for tax purposes.
The determination of the fair value of assets and liabilities acquired is based upon preliminary estimates and assumptions
as the Company continues to collect information. The Company will continue to review information prior to finalizing the
fair value of the assets acquired and liabilities assumed. The actual fair values of the assets acquired and liabilities assumed
may diff er from the amounts noted above.
The following table summarizes the combined sales and earnings that Sancoa, Dekopak, Bandfix, Label Connections and
Nilles contributed to the Company since their respective acquisition dates:
(In millions of Canadian dollars)
Sales
Net earnings
(f) Pro forma information
$
$
94.7
1.4
The unaudited pro forma consolidated financial information below has been prepared following the accounting policies of
the Company as if the acquisitions took place January 1, 2014.
The unaudited pro forma consolidated financial information has been presented for illustrative purposes only and is not
necessarily indicative of results of operations and financial position that would have been achieved had the pro forma events
taken place on the dates indicated, or the future consolidated results of operations or financial position of the consolidated
company. Future results may vary significantly from the pro forma results presented.
The historical consolidated financial information has been adjusted in preparing the unaudited pro forma consolidated
financial information to give eff ect to events that are: (i) directly attributable to the acquisition; (ii) factually supportable; and
(iii) with respect to revenues and earnings, expected to have a continuing impact on the results of the Company. As such,
the impact from acquisition-related expenses are not included in the accompanying unaudited pro forma consolidated
financial information. The unaudited pro forma consolidated financial information does not reflect any cost savings (or
associated costs to achieve such savings) from operating eff iciencies, synergies or other restructuring that could result from
the acquisition.
66
2014 Annual Report
The following table summarizes the sales and earnings of the Company combined with Sancoa, Dekopak, Bandfix, Label
Connections and Nilles as though the acquisitions took place on January 1, 2014:
(In millions of Canadian dollars)
Sales
Net earnings
6. C A S H A N D C A S H E Q U I VA L E N T S
Bank balances
Short-term investments
Cash and cash equivalents
7. T R A D E A N D OT H E R R E C E I VA B L E S
Trade receivables
Other receivables
Trade and other receivables
8 . I N V E N TO R I E S
Raw material
Work in progress
Finished goods
Total inventories
Year ended
Dec 31, 2014
$
$
2,651.3
226.5
Dec 31, 2014
Dec 31, 2013
$
$
193,261
28,612
$
197,607
11,488
221,873
$
209,095
Dec 31, 2014
Dec 31, 2013
$
$
364,195
16,770
380,965
$
$
347,634
15,859
363,493
Dec 31, 2014
Dec 31, 2013
$
$
83,299
15,045
93,942
74,242
14,650
92,752
$
192,286
$
181,644
The total amount of inventories recognized as an expense in 2014 was $1,891.5 million (2013 – $1,414.0 million), including
depreciation of $136.6 million (2013 – $112.1 million).
9. E Q U I T Y AC C O U N T E D I N V E S T M E N T S
Summary financial information for equity accounted investments, including joint ventures and associates, not adjusted for
the percentage ownership held by the Company is as follows:
At December 31, 2014
Net earnings
Other comprehensive income (loss)
Total comprehensive income (loss)
Carrying amount of investments in associates and joint ventures
Associates
Joint Ventures
Total
$
$
$
2,289
(10,559)
(8,270)
20,785
$
$
$
5,029
4,049
9,078
33,867
$
$
$
7,318
(6,510)
808
54,652
2014 Annual Report 67
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
Associates
Joint Ventures
Total
At December 31, 2013
Net earnings
Other comprehensive income (loss)
Total comprehensive income (loss)
Carrying amount of investments in associates and joint ventures
1 0. P R O P E R T Y, P L A N T A N D E Q U I P M E N T
$
$
$
66
(642)
(576)
19,640
Cost
Balance at January 1, 2013
Acquisitions through business combinations
Other additions
Disposals
Eff ect of movements in exchange rates
$
Land and
Buildings
260,901
76,942
19,846
(8)
18,159
Machinery
and
Equipment
$ 1,006,044
56,420
94,640
(15,206)
42,440
$
$
$
$
3,674
1,106
4,780
27,723
$
$
$
3,740
464
4,204
47,363
Fixtures,
Fittings
and Other
Total
16,914
2,529
1,611
(214)
937
$ 1,283,859
135,891
116,097
(15,428)
61,536
Balance at December 31, 2013
$ 375,840
$ 1,184,338
$
21,777
$ 1,581,955
Acquisitions through business combinations
Other additions
Disposals
Eff ect of movements in exchange rates
21,882
39,952
(23,297)
7,937
21,019
109,919
(11,875)
46,509
Balance at December 31, 2014
$
422,314
$ 1,349,910
Accumulated depreciation and impairment losses
Balance at January 1, 2013
Depreciation for the year
Disposals
Eff ect of movements in exchange rates
$
78,768
12,459
(1)
7,753
$
513,831
98,092
(13,500)
14,778
736
3,786
(1,123)
(1,446)
43,637
153,657
(36,295)
53,000
23,730
$ 1,795,954
11,403
1,804
(198)
765
$
604,002
112,355
(13,699)
23,296
$
$
Balance at December 31, 2013
$
98,979
$
613,201
$
13,774
$
725,954
Depreciation for the year
Disposals
Eff ect of movements in exchange rates
16,839
(10,949)
2,333
117,382
(11,172)
29,918
Balance at December 31, 2014
$
107,202
$
749,329
Carrying amounts
At December 31, 2013
At December 31, 2014
$
$
276,861
315,112
$
$
571,137
600,581
2,422
(984)
(1,301)
136,643
(23,105)
30,950
13,911
$
870,442
8,003
9,819
$
$
856,001
925,512
$
$
$
68
2014 Annual Report
1 1 . I N TA N G I B L E A S S E T S
Customer
Relationships
Patents and
Trademarks
Soft ware
Brands
Total
Goodwill
Cost
Balance at
January 1, 2013
Acquisitions through
business combinations
Additions
Eff ect of movements
in exchange rates
Balance at
December 31, 2013
Acquisitions through
business combinations
Additions
Eff ect of movements
in exchange rates
Balance at
December 31, 2014
$
68,992
$
7,104
$
10,228
$
—
$
86,324
$
353,350
37,367
—
4,096
4,725
140
1,160
—
68
481
137,970
—
180,062
208
121,310
—
2,840
8,577
19,571
110,455
13,129
10,777
140,810
275,171
494,231
12,756
1,196
7,784
105
274
(5,491)
—
6
365
—
—
10,093
12,861
1,476
12,751
57,974
—
11,525
$
132,191
$
8,017
$
11,148
$
150,903
$
302,259
$
563,730
Amortization and impairment losses
Balance at
$
January 1, 2013
Amortization for the year
Eff ect of movements
in exchange rates
41,242
7,331
1,912
$
5,275
395
948
$
10,187
74
$
238
Balance at
December 31, 2013
$
50,485
$
6,618
$
10,499
$
Amortization for the year
Eff ect of movements
in exchange rates
9,104
555
(298)
(1,723)
119
333
Balance at
December 31, 2014
$
59,291
Carrying amounts
At December 31, 2013
At December 31, 2014
$
$
59,970
72,900
$
$
$
5,450
$
10,951
6,511
2,567
$
$
278
197
$
$
$
—
—
—
—
—
—
—
$
$
56,704
7,800
3,098
$
67,602
$
9,778
(1,688)
$
75,692
$
—
—
—
—
—
—
—
140,810
150,903
$
$
207,569
226,567
$
$
494,231
563,730
2014 Annual Report 69
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
1 2 . G O O DW I L L A N D I N D E F I N I T E - L I F E I N TA N G I B L E A S S E T S
Impairment testing for cash-generating units containing goodwill and indefinite-life intangible assets
For the purpose of impairment testing, goodwill and indefinite-life intangible assets are allocated to the Company’s operating
segments, which represent the lowest level within the Company at which the goodwill is monitored for internal management
purposes.
The aggregate carrying amounts of goodwill allocated to each unit are as follows:
Goodwill
Label
Avery
Container
Indefi nite-life intangible assets – brands
Avery
Dec 31, 2014
Dec 31, 2013
$
472,902
78,071
12,757
$
406,857
74,629
12,745
$
563,730
$
494,231
$
150,903
$
140,810
Impairment testing for goodwill and indefinite-life intangible assets was done by a comparison of the assets carrying amount to
its estimated value in use, determined by discounting the CGU’s future cash flows. Key assumptions used in the determination
of the value in use include a growth rate of 2%–4%, and a pre-tax discount rate of 13%–17%. Discount rates reflect current
market assumptions and risks related to the CGU’s and are based upon the weighted average cost of capital. The Company’s
historical growth rates are used as a basis in determining the growth rate applied for impairment testing.
During the fourth quarter, the Company completed its impairment test as at September 30, 2014. Previously, the testing was
performed as at December 31 for Label and Container and June 30 for Avery. The change was made to more closely align the
annual impairment testing date with the planning process.
The estimated value in use of Label, Avery and Container assets exceeded their carrying values. As a result, no goodwill and
indefinite-life intangible assets impairment was recorded.
1 3 . T R A D E A N D OT H E R PAYA B L E S
Trade payables
Other payables
1 4 . D E F E R R E D TA X
(a) Unrecognized deferred tax assets
Deferred tax assets have not been recognized in respect of the following items:
Deductible temporary diff erences
Tax losses
Income tax credits
70
2014 Annual Report
Dec 31, 2014
Dec 31, 2013
$
$
269,229
250,211
519,440
$
$
228,262
247,515
475,777
Dec 31, 2014
Dec 31, 2013
$
$
8,708
20,111
680
9,579
24,481
987
$
29,499
$
35,047
The unrecognized deferred tax assets on tax losses of $3,372 will expire between 2015 and 2025, $10,002 will expire beyond
2025 and $6,737 may be carried forward indefinitely. The deductible temporary diff erences do not expire under current tax
legislation. Deferred tax assets have not been recognized in respect of these items because it is not probable that future
taxable income will be available against which the Company can utilize the benefits therefrom. Income tax credits of $680
expire between 2015 and 2017.
In 2013, $79 of previously unrecognized tax losses were recognized as management considered it probable that future taxable
income will be available against which they can be utilized. No additional previously unrecognized tax losses were recognized
in 2014 due to management’s assessment of future taxable income.
(b) Recognized deferred tax assets and liabilities
Deferred tax assets and liabilities are attributable to the following:
Assets
Liabilities
Net (Assets)/Liabilities
Dec 31, 2014
Dec 31, 2013
Dec 31, 2014
Dec 31, 2013
Dec 31, 2014
Dec 31, 2013
$
$
Property, plant and
equipment
Intangible assets
Derivatives
Inventory reserves
Employee benefi t plans
Share-based payments
Provisions
Other items
Tax loss carry-forwards
Balance before off set
971
50
142
6,760
41,899
15,513
12,370
—
2,556
80,261
1,573
64
196
5,045
35,660
6,018
14,417
404
7,735
71,112
Off set of tax
(76,078)
(66,997)
$
$
62,202
55,704
1,392
—
—
—
—
233
—
119,531
(76,078)
$
56,665
50,113
2,880
—
—
—
—
—
—
109,658
(66,997)
$
61,231
55,654
1,250
(6,760)
(41,899)
(15,513)
(12,370)
233
(2,556)
39,270
—
55,092
50,049
2,684
(5,045)
(35,660)
(6,018)
(14,417)
(404)
(7,735)
38,546
—
Balance aft er off set
$
4,183
$
4,115
$
43,453
$
42,661
$
39,270
$
38,546
Balance
Dec 31, 2013
Liability/(Asset)
Recognized
in Income
Statement
Acquisitions
Translation
and Others
Recognized
in Other
Comprehensive
Income/Equity
Balance
Dec 31, 2014
Liability/(Asset)
$
$
Property, plant and
equipment
Intangible assets
Derivatives
Inventory reserves
Employee benefi t plans
Share-based payments
Provisions
Other items
Tax loss carry-forwards
55,092
50,049
2,684
(5,045)
(35,660)
(6,018)
(14,417)
(404)
(7,735)
$
$
(137)
4,196
(274)
(1,554)
(1,707)
(1,344)
3,742
593
5,307
$
2,165
—
—
175
(478)
—
(881)
44
—
4,111
1,409
3
(336)
(1,718)
(242)
(814)
—
(128)
—
—
(1,163)
—
(2,336)
(7,909)
—
—
—
$
61,231
55,654
1,250
(6,760)
(41,899)
(15,513)
(12,370)
233
(2,556)
$
38,546
$
8,822
$
1,025
$
2,285
$
(11,408)
$
39,270
2014 Annual Report
71
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
Balance
Dec 31, 2012
Liability/(Asset)
Recognized
in Income
Statement
Acquisitions
Translation
and Others
Recognized
in Other
Comprehensive
Income
Balance
Dec 31, 2013
Liability/(Asset)
$
$
Property, plant and
equipment
Intangible assets
Derivatives
Inventory reserves
Employee benefi t plans
Share-based payments
Provisions
Other items
Tax loss carry-forwards
52,969
46,016
7,419
(1,797)
(24,111)
(3,309)
(7,253)
845
(14,858)
$
(4,379)
1,652
(1,547)
(3,033)
(7,460)
(946)
(5,838)
(1,255)
7,267
$
$
3,299
639
—
(35)
(2,438)
—
(779)
—
—
3,203
1,742
(92)
(180)
(1,529)
(93)
(547)
6
(144)
$
—
—
(3,096)
—
(122)
(1,670)
—
—
—
55,092
50,049
2,684
(5,045)
(35,660)
(6,018)
(14,417)
(404)
(7,735)
$
55,921
$
(15,539)
$
686
$
2,366
$
(4,888)
$
38,546
The aggregate amount of temporary diff erences associated with investments in subsidiaries and joint ventures for which
deferred tax liabilities were not recognized as at December 31, 2014, is $689 million (2013 – $538 million).
The aggregate amount of temporary diff erences associated with investments in subsidiaries and joint ventures for which
deferred tax assets were not recognized as at December 31, 2014, is $16 million (2013 – $26 million).
1 5. S H A R E C A P I TA L
Shares issued
Shares (000s)
Balance, January 1, 2013
Stock options exercised
Normal course issuer bid
Conversion of Class A to Class B shares
Balance, December 31, 2013
Stock options exercised
$
2,369
—
—
(1)
2,368
$
—
Class A
Amount
4,507
—
—
(3)
4,504
—
$
Shares (000s)
31,451
619
(50)
1
Class B
Amount
227,123
20,081
(364)
3
$
Total
231,630
20,081
(364)
—
32,021
$
246,843
$
251,347
304
10,678
10,678
Balance, December 31, 2014
2,368
$
4,504
32,325
$
257,521
$
262,025
At December 31, 2014, the authorized share capital comprised an unlimited number of Class A voting shares and an unlimited
number of Class B non-voting shares. The Class A and Class B shares have no par value. All issued shares are fully paid. Both
Class A and Class B shares are classified as equity.
(i) Class A
The holders of Class A shares receive dividends set at $0.05 per share per annum less than Class B shares, are entitled to one
vote per share at meetings of the Company and their shares are convertible at any time into Class B shares.
(ii) Class B
Class B shares rank equally in all material respects with Class A shares, except as follows:
(a) The holders of Class B shares are entitled to receive material and attend, but not to vote at, regular shareholder meetings.
(b) Holders of Class B shares are entitled to voting privileges when consideration for the Class A shares, under a takeover bid
when voting control has been acquired, exceeds 115% of the market price of the Class B shares.
(c) Holders of Class B shares are entitled to receive, or have set aside for payment, dividends declared by the Board of
Directors from time to time, set at $0.05 per share per annum greater than Class A shares.
72
2014 Annual Report
Dividends
The annual dividends per share were as follows:
Class A share
Class B share
Shares held in trust
2014
1.05
1.10
$
$
2013
0.81
0.86
$
$
During 2013, the Company granted awards totalling 190,300 Class B shares of the Company. Shares to be used to satisfy
this obligation were purchased in the open market and are restricted in nature. These share awards are dependent on the
Company’s performance and continuing employment. The grant date fair value of these stock awards are amortized over the
vesting period and recognized as compensation expense.
1 6. E A R N I N G S P E R S H A R E
Basic earnings per share
The calculation of basic earnings per share for the year ended December 31, 2014, was based on profit attributable to
Class A shares of $14.8 million (2013 – $7.1 million) and Class B shares of $201.8 million (2013 – $96.5 million) and a weighted
average number of Class A shares outstanding of 2,367,525 (2013 – 2,368,838) and Class B shares outstanding of 31,997,181
(2013 – 31,781,053).
Weighted average number of shares
Issued and outstanding shares at January 1
Conversion of Class A to Class B shares
Eff ect of stock options exercised
Eff ect of shares cancelled
Eff ect of reciprocal shares purchased
Eff ect of reciprocal shares vested
Class A
Shares
2,367,525
—
—
—
—
—
2014
Class B
Shares
31,819,938
—
169,931
—
(559)
7,871
Class A
Shares
2,369,025
(187)
—
—
—
—
2013
Class B
Shares
31,305,352
187
464,031
(39,583)
(55,572)
106,638
Weighted average number of shares at December 31
2,367,525
31,997,181
2,368,838
31,781,053
Diluted earnings per share
The calculation of diluted earnings per share for the year ended December 31, 2014, was based on profit attributable to
Class A shares of $14.5 million (2013 – $7.0 million) and Class B shares of $202.0 million (2013 – $96.6 million) and a weighted
average number of Class A shares outstanding of 2,367,525 (2013 – 2,368,838) and Class B shares outstanding of 32,648,658
(2013 – 32,349,184).
Weighted average number of shares (diluted)
Weighted average number of shares (basic)
Eff ect of deferred share units on issue
Eff ect of reciprocal shareholdings
Eff ect of share options on issue
Weighted average number of shares (diluted)
Dec 31, 2014
Dec 31, 2013
34,364,706
103,047
193,781
354,649
34,149,891
100,692
96,544
370,895
35,016,183
34,718,022
The average market value of the Company’s shares for purposes of calculating the dilutive eff ect of share options was based
on quoted market prices for the year that the options were outstanding.
2014 Annual Report 73
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
1 7. LOA N S A N D B O R R OW I N G S
This note provides information about the contractual terms of the Company’s interest-bearing loans and borrowings, which
are measured at amortized cost. For more information about the Company’s exposure to interest rate, foreign currency and
liquidity risk, see note 23.
Current liabilities
Current portion of unsecured syndicated bank credit facility
Current portion of fi nance lease liabilities
Current portion of other loans
Short-term operating credit lines available
Short-term operating credit lines used
Non-current liabilities
Unsecured syndicated bank credit facility
Unsecured senior notes
Finance lease liabilities
Other loans
Dec 31, 2014
Dec 31, 2013
$
$
$
$
$
46,405
1,600
11,053
59,058
26,249
8,770
316,172
276,832
4,100
2,907
$
$
$
$
$
40,000
333
6,737
47,070
14,082
3,432
407,646
253,672
327
3,331
$
600,011
$
664,976
Interest rates charged on the credit lines are based on rates varying with London Interbank Off ered Rate (“LIBOR”), the prime
rate and similar market rates for other currencies.
In July 2013, subsequent to the completion of the Avery acquisition, the Company entered into a syndicated $400.0 million
non-revolving and $300.0 million revolving facility that replaced the pre-existing bilateral credit facility. Amounts drawn on
the revolving facility are due in full at maturity on July 2, 2017. The non-revolving facility has scheduled quarterly repayments
of US$10.0 million until maturity, with the remaining balance due at maturity on July 2, 2017.
As at December 31, 2014, except for contingent letters of credit of $3.6 million, US$0 million was drawn under the revolving
portion of the syndicated credit facility, US$158.0 million (LIBOR plus 1.0%) and €61.6 million (EURIBOR plus 1.0%) was drawn
under the term portion of the syndicated credit facility. A further US$80.0 million was also drawn under the term portion of
the syndicated credit facility; however, the LIBOR on this US$80.0 million was swapped into a fixed rate of 1.047% in mid-
September 2013 for a term of three years. The syndicated credit facility spread, currently 1.0%, will continue to be paid on
this swapped debt.
As at December 31, 2013, US$56.0 million (LIBOR plus 1.25%) was drawn under the revolving portion of the syndicated credit
facility, US$200.0 million (LIBOR plus 1.25%) and €61.6 million (EURIBOR plus 1.25%) was drawn under the term portion of the
syndicated credit facility. The US$80.0 million mentioned above was also drawn under the term portion of the syndicated
credit facility and swapped, as discussed above. This facility is also utilized to support letters of credit. The unused portion of
the current syndicated credit facility was $296.4 million at December 31, 2014 (December 31, 2013 – $236.8 million).
Other loans include term bank loans at various rates and repayment terms.
In July 2013 and September 2013, the Company made scheduled senior note debt repayments of US$28.0 million and
US$52.0 million, respectively.
As at December 31, 2014, the carrying amount of financial and non-financial assets pledged as collateral, against $3.2 million
of long-term debt, amounted to $13.3 million.
74
2014 Annual Report
1 8 . F I N A N C E I N C O M E A N D C O S T
Recognized in income statement
Interest expense on fi nancial liabilities measured at amortized cost
Fees and interest recognized on other fi nancial instruments
Finance cost
Interest income on cash and cash equivalents
Interest income on loans and receivables and other fi nancial instruments
Finance income
$
2014
23,960
2,745
26,705
944
208
1,152
$
2013
24,096
2,194
26,290
490
152
642
Net fi nance cost recognized in income statement
$
25,553
$
25,648
Th e above fi nancial income and expense includes the following in respect of assets
(liabilities) not at fair value through profi t or loss:
Total fi nance income on fi nancial assets
Total fi nance expense on fi nancial liabilities
$
$
1,152
26,705
$
$
642
26,290
1 9. E M P LOY E E B E N E F I T S
The Company has defined contribution post-employment plans in Canada, the U.S., Australia, Austria, Brazil, Denmark,
Germany, the Netherlands, Thailand, the U.K. and Vietnam.
The expense for the defined contribution post-employment plans for continuing operations was $25.0 million in
2014 (2013 – $19.6 million), of which $0.1 million (2013 – $0.1 million) was for key management personnel.
The Company also has long-term incentive plans with cash and share-based payments, long-service leave plans and jubilee
plans in various countries around the world.
The Company’s primary defined benefit post-employment plans are in Canada, the U.S., the United Kingdom, Germany and
Switzerland. Details of these plans are as follows:
(a) In Canada, the Company has a registered funded defined benefit pension plan for seven retired executives and one
active employee of CCL. It also maintains non-registered, unfunded supplemental retirement arrangements for one
active Canadian executive, eight retired Canadian executives and three retired U.S. executives or their widows. The
Company makes all required contributions to the plans. Benefits are based on employee earnings. An actuary is involved in
measuring the obligation of the plans and in calculating the expense and any contributions required. The plans are closed
to new members. The primary risk factors for these plans are longevity of plan beneficiaries and discount rate volatility.
The Company has determined that any surplus in the plan after all obligations have been covered are fully available to
the Company.
(b) In the U.S., the Company has a post-employment unfunded deferred compensation plan for designated executives
(“NQP”). Liabilities are based strictly on the contributions made to the plan, an established rate of return and are not
subject to actuarial adjustments. It allows executives to elect to defer specified portions of salary, cash bonuses and long-
term incentive plan payments. The Company contributes a matching portion of the executive’s NQP deferred amount
to a maximum of 8% of the executive’s base salary plus bonus. The Company may also contribute a discretionary annual
company contribution based on a percentage of base salary and annual bonus. Contributions to the NQP for one of the
executives vest immediately. For the other executives, immediate vesting of discretionary Company contributions and
interest occurs on death, disability or change of control with normal vesting occurring at age 60 with 10 years’ service.
The Company match portion and interest vests in the same manner as Company contributions in the 401k plan. Elective
deferrals by the executive vest immediately.
2014 Annual Report 75
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
(c) In the U.K., the Company has a registered funded defined benefit pension plan that has no active members and is closed
to new members. Benefits are based on final salary. All members of the plan are either deferred or retired and benefits are
provided to spouses or dependents in the event of a member’s death before or after retirement. The Company is required
to make payments of £650 thousand in deficit funding contributions annually. An actuary is involved in measuring the
obligation of the plan and in calculating the expense and any contributions required. The primary risk factors for this
plan are longevity of plan beneficiaries and discount rate volatility on the value of the obligation and market risk on the
assets. Fluctuations in the pension liability resulting from actuarial gains or losses due to changes in these risk factors are
recorded in other comprehensive income. The Company has determined that any surplus in the plan after all obligations
have been covered are fully available to the Company.
(d) In Germany, the Company has several unfunded defined benefit plans. There are three salary-based annuity plans that
are closed to new membership, but currently have 11 active members. All contributions and benefits are funded by the
Company. The primary risk factors for these plans are longevity of plan beneficiaries and discount rate volatility. There
are also three cash balance plans for current employees. Two of those plans, making up approximately forty percent
of the total liability of the German plans, require the Company to match a specific portion of employee contributions.
Upon retirement, lump sum payments are made unless an employee requests an annuity. The third cash balance plan
has employer and employee contributions and pays out in three instalments upon retirement. The primary risk factor for
these three plans is discount rate volatility. Changes in the pension liability resulting from actuarial gains or losses due to
a change in discount rate are recorded in other comprehensive income.
(e) In Switzerland, CCL provides a mandatory legislated contribution-based cash balance plan for employees that is accounted
for as a post-employment defined benefit plan. Benefits from the plan are paid out at retirement, disability, or death. If
an employee terminates from the Company prior to retirement, the vested benefit equal to the accumulated savings
account balance is transferred to the pension plan of the new employer. The plan is governed by a foundation board that
is legally responsible for the operation of the plan and includes employer and employee representation, in equal numbers.
A legally required minimum level of retirement benefit is based on age-related savings contributions, an insured salary
defined by law and a required rate of return set annually by the Swiss government. Contributions from both employers
and employees are compulsory and vary according to age and salary. The primary risk factors for this plan are longevity
of plan beneficiaries, discount rate volatility for the value of the obligation and market risk on the assets. Modifications
in the pension liability resulting from actuarial gains or losses due to changes in these risk factors are recorded in other
comprehensive income. Under Swiss pension law, any surplus assets technically belong to the pension plan and any
reduction in contributions is at the discretion of the Board.
CCL also has unfunded post-employment defined benefit plans in Austria, France, Italy, Mexico and Thailand. Benefits are
paid out in lump sums upon retirement, disability or death. There are no employee contributions in these plans. Benefits are
based on salary and length of service with the Company.
The most recent actuarial valuation for funding purposes for the executive defined benefit pension plan in Canada was as of
January 1, 2012. The next required actuarial valuation will be as of January 1, 2015. The most recent actuarial valuation of the
U.K. defined benefit pension plan for funding purposes was as of January 1, 2011. The next required valuation is as of January 1,
2014. The new valuation will be finalized towards the end of the first quarter in 2015.
76
2014 Annual Report
Present value of unfunded defi ned benefi t obligations
Present value of wholly or partly funded defi ned benefi t obligations
Total present value of obligations
Fair value of plan assets
Recognized liability for defi ned benefi t obligations
Liability for long-service leave and jubilee plans
Liability for long-term incentive plan
Cash-settled share-based payment liability
Total employee benefi ts
Total employee benefi ts reported in other payables
Dec 31, 2014
Dec 31, 2013
$
98,504
82,290
180,794
(63,005)
117,789
3,276
6,942
13,211
141,218
2,624
$
85,638
37,553
123,191
(25,058)
98,133
3,085
2,557
7,888
111,663
2,595
Total employee benefi ts reported in non-current liabilities
$
138,594
$
109,068
Information for December 31 regarding the defined benefit post-employment plans, including the defined benefit pension
plans, supplemental retirement plans and other post-employment defined benefit plans discussed above is as follows:
2014
Canada/U.S.
U.K.
Germany
Switzerland
Other
Total
Accrued benefi t obligation:
Balance, beginning of year
Opening balance from
acquisitions
Current service cost
Interest cost
Employee contributions
Benefi ts paid
Actuarial loss
Reinstatements and transfers
Eff ect of movements in
exchange rates
Balance, end of year
Plan assets:
Fair value, beginning of year
Opening balance from
acquisitions
Expected return on plan assets
Actuarial gains
Employee contributions
Employer contributions
Benefi ts paid
Eff ect of movements in
exchange rates
Fair value, end of year
Funded status, net defi cit
of plans
Accrued benefi t liability
$
64,109 $
28,908
$
21,519
$
—
$
8,655
$ 123,191
—
503
3,201
1,163
(1,875)
174
—
—
—
1,361
—
(524)
4,620
—
918
1,087
686
—
(436)
3,721
—
30,959
418
640
378
(376)
4,730
—
2,450
1,091
441
—
(380)
93
(21)
34,327
3,099
6,329
1,541
(3,591)
13,338
(21)
3,584
692
(1,133)
(113)
(449)
2,581
$
70,859
$ 35,057
$ 26,362
$ 36,636
$ 11,880
$ 180,794
$
5,039
$ 20,019
$
—
$
—
$
—
$
25,058
—
224
61
—
1,748
(1,875)
—
966
484
—
1,182
(524)
176
—
—
137
299
(436)
32,489
681
1,408
378
437
(376)
—
490
(2)
—
—
—
—
—
380
(380)
—
32,665
1,871
1,953
515
4,046
(3,591)
488
$
5,197
$
22,617
$
174
$
35,017
$
—
$
63,005
$
$
(65,662) $
(12,440) $
(26,188) $
(1,619) $
(11,880) $ (117,789)
(65,662) $
(12,440) $
(26,188) $
(1,619) $
(11,880) $ (117,789)
2014 Annual Report
77
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
2013
Accrued benefi t obligation:
Balance, beginning of year
Opening balance from
acquisitions
Current service cost
Interest cost
Employee contributions
Benefi ts paid
Actuarial (gain)/loss
Eff ect of movements in
exchange rates
Balance, end of year
Plan assets:
Fair value, beginning of year
Expected return on plan assets
Actuarial gains/(losses)
Employee contributions
Employer contributions
Benefi ts paid
Eff ect of movements in
exchange rates
Fair value, end of year
Funded status, net defi cit
of plans
Accrued benefi t liability
Canada/U.S.
U.K.
Germany
Switzerland
Other
Total
$
58,697
$
25,561
$
8,673
$
—
$
6,168
$
99,099
—
440
2,370
1,019
(1,546)
723
—
—
1,112
—
(411)
266
9,760
676
512
—
(390)
508
2,406
2,380
1,780
$
64,109
$
28,908
$ 21,519
$
—
—
—
—
—
—
—
—
1,666
684
282
—
(362)
(496)
11,426
1,800
4,276
1,019
(2,709)
1,001
713
7,279
$
8,655
$ 123,191
$
$
$
$
$
4,462
167
432
—
1,524
(1,546)
$
17,286
772
(325)
—
1,047
(411)
—
1,650
5,039
$
20,019
$
—
—
—
126
264
(390)
—
—
$
— $
—
—
—
—
—
$
—
—
—
—
362
(362)
21,748
939
107
126
3,197
(2,709)
—
—
1,650
$
—
$
—
$
25,058
(59,070) $
(8,889) $ (21,519) $
(59,070) $
(8,889) $ (21,519) $
—
—
$
$
(8,655) $
(98,133)
(8,655) $
(98,133)
78
2014 Annual Report
The Company’s net defined benefit plan expense is as follows:
2014
Canada/U.S.
U.K.
Germany
Switzerland
Other
Total
$
503
$
—
$
1,087
$
418
$
1,091
$
3,099
Net defi ned benefi t plan expense
$
3,480
$
395
$
1,773
$
377
$
1,532
$
2,977
395
686
(41)
441
4,458
7,557
Current service cost
Net interest cost on net defi ned
benefi t liability
Net defi ned benefi t plan
expense recorded in:
Cost of sales
Selling, general and
administrative expenses
Finance cost
Net defi ned benefi t
plan expense
2013
Current service cost
Net interest cost on net defi ned
benefi t liability
$
—
$
—
$
876
$
272
$
703
$
1,851
3,480
—
395
—
897
—
105
—
777
52
5,654
52
$
3,480
$
395
$
1,773
$
377
$
1,532
$
7,557
Canada/U.S.
U.K.
Germany
Switzerland
Other
Total
$
440
$
—
$
676
$
—
$
684
$
1,800
Net defi ned benefi t plan expense
$
2,643
$
340
$
1,188
$
2,203
340
512
—
—
282
$
966
$
3,337
5,137
Net defi ned benefi t plan
expense recorded in:
Cost of sales
Selling, general and
administrative expenses
Finance cost
Net defi ned benefi t
plan expense
$
—
$
—
$
456
$
—
$
468
$
924
2,643
—
340
—
732
—
—
—
451
47
4,166
47
$
2,643
$
340
$
1,188
$
—
$
966
$
5,137
2014 Annual Report 79
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
Actuarial losses recognized directly in equity are as follows:
Cumulative amount at January 1
Recognized during the year in other comprehensive income
Cumulative amount at December 31
Experience losses on plan liabilities
Experience gains on plan assets
Plan assets consist of the following:
$
$
$
2014
11,869
11,385
23,254
(860)
1,953
$
$
$
2013
10,975
894
11,869
(13)
107
2014
Equity securities
Debt securities
Real estate
Other
Total
2013
Equity securities
Debt securities
Real estate
Other
Total
Canada/U.S.
U.K.
Germany
Switzerland
Other
Total
58%
26%
0%
16%
100%
91%
0%
7%
2%
100%
—
—
—
100%
100%
17%
57%
5%
21%
100%
—
—
—
—
—
Canada/U.S.
U.K.
Germany
Switzerland
Other
57%
33%
0%
10%
100%
53%
34%
7%
6%
100%
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
47%
34%
5%
14%
100%
Total
54%
34%
6%
6%
100%
No plan assets are directly invested in the Company’s own shares or directly in any property occupied by, or other assets
used by, the Company.
The actual returns on plans assets are as follows:
2014
2013
Canada/U.S.
$
$
285
599
$
$
U.K.
1,450
447
Germany
Switzerland
$
$
—
—
$
$
2,089
—
$
$
Other
—
—
$
$
Total
3,824
1,046
The weighted average economic assumptions used to determine post-employment benefit obligations are as follows:
Canada/U.S.
U.K.
Germany
Switzerland
Other
Total
December 31, 2014
Discount rate
Expected rate of
compensation increase
December 31, 2013
Discount rate
Expected rate of
compensation increase
2.35%
3.00%
2.93%
3.00%
3.60%
n.a.
4.60%
n.a.
2.05%
1.97%
3.11%
2.00%
1.25%
2.00%
n.a.
n.a.
5.46%
3.79%
5.07%
3.51%
2.11%
1.60%
3.48%
2.68%
80
2014 Annual Report
The weighted average economic assumptions used to determine post-employment plan expenses are as follows:
Canada/U.S.
U.K.
Germany
Switzerland
Other
Total
December 31, 2014
Discount rate
Expected rate of
compensation increase
December 31, 2013
Discount rate
Expected rate of
compensation increase
2.93%
3.00%
2.22%
3.00%
4.60%
n.a.
4.40%
n.a.
3.11%
2.00%
3.31%
2.00%
2.00%
2.00%
n.a.
n.a.
5.07%
3.51%
4.72%
3.25%
3.48%
2.68%
3.03%
2.82%
The sensitivity analysis on the defined benefit obligation is as follows, and is prepared by altering one assumption at a time
and keeping the other assumptions unchanged. The resulting defined benefit obligation is then compared to the defined
benefit obligation in the disclosures.
Discount rate (increase 1%)
Discount rate (decrease 1%)
Longevity (+1 year)
Infl ation (+0.25%)
Infl ation (-0.25%)
Salary (increase 1%)
Salary (decrease 1%)
Duration (years)
Canada/U.S.
U.K.
Germany
Switzerland
(5,063)
5,841
1,057
—
—
43
(43)
11
(7,362)
7,362
1,052
1,402
(1,402)
—
—
19
(3,678)
3,572
128
45
(279)
—
—
15
(4,836)
5,715
660
—
—
2,199
(1,832)
15
Other
(1,069)
1,270
2
—
—
1,208
(1,031)
11
The Company expects to contribute $2.5 million to the funded defined benefit plans and pay $2.1 million in benefits for the
unfunded plans in 2015.
2 0. P E R S O N N E L E X P E N S E S
Wages and salaries
Compulsory social security contributions
Contributions to defi ned contribution plans
Expenses related to defi ned benefi t plans
Equity-settled share-based payment transactions
$
2014
511,884
44,751
25,011
7,557
8,726
$
2013
379,242
33,149
19,555
5,137
5,709
$
597,929
$
442,792
2014 Annual Report 81
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
2 1 . I N C O M E TA X E X P E N S E
Current tax expense
Current tax on earnings before earnings in equity accounted investments for the year
Deferred tax expense (benefi t) (note 14)
Origination and reversal of temporary diff erences
Impact of tax rate reduction
Recognition of previously unrecognized tax losses and deductible temporary diff erences
Total income tax expense
Reconciliation of eff ective tax rate
Combined Canadian federal and provincial income tax rates
Th e income tax expense on the Company’s earnings diff ers from the amount
determined by the Company’s statutory rates as follows:
Net earnings for the year
Add: income tax expense
Deduct: earnings in equity accounted investments
Earnings before income tax and equity accounted investments
Income tax using the Company’s domestic combined
Canadian federal and provincial income tax rates
Eff ect of tax rates in foreign jurisdictions
Impact of tax rate reduction
Capital gain off set against losses
Recognition of previously unrecognized tax losses and deductible temporary diff erences
Losses and deductible temporary diff erences for which no deferred tax asset was recognized
Non-deductible expenses and other items
Income tax recovery recognized directly in other comprehensive income
Derivatives and foreign currency translation adjustments
Actuarial gains and losses
Total income tax recognized directly in other comprehensive income
2014
2013
$
$
$
$
$
$
$
$
78,810
13,519
—
(4,697)
8,822
87,632
2014
25.27%
216,566
87,632
3,686
300,512
75,939
16,234
—
—
(4,697)
2,046
(1,890)
87,632
(1,163)
(2,336)
(3,499)
$
$
$
$
$
$
$
$
61,620
(14,569)
(646)
(324)
(15,539)
46,081
2013
25.27%
103,588
46,081
1,870
147,799
37,349
5,142
(646)
1,470
(324)
9,432
(6,342)
46,081
(3,096)
(122)
(3,218)
The Company is subject to income taxes in numerous jurisdictions. Significant judgment is required in determining the
worldwide provision for income taxes. There are many transactions and calculations for which the ultimate tax determination
is uncertain. The Company recognizes liabilities for anticipated tax audit issues based on estimates of whether additional taxes
will be due. If the final tax outcome of these matters is diff erent from the amounts that were initially recorded, such diff erences
will impact the current and deferred income tax assets and liabilities in the period in which such determination is made.
82
2014 Annual Report
2 2 . S H A R E - B A S E D PAY M E N T S
At December 31, 2014, the Company had three share-based compensation plans, which are described below:
(i) Employee stock option plan
Under the employee stock option plan, the Company may grant options to employees, off icers and inside directors of the
Company for up to 4,500,000 Class B non-voting shares. The Company does not grant options to outside directors. The
exercise price of each option equals the market price of the Company’s stock on the date of grant, and an option’s maximum
term is 10 years. Current options vest 25% one year from the grant date and 25% each subsequent year. The term of these
options is five years from the grant date. In general, the grants are conditional upon continued employment. No market
conditions aff ect vesting. Granted options are not entitled to dividends and may not be transferred or assigned by the
option holder.
For options and share awards granted for stock-based compensation, $8.7 million (2013 – $5.7 million) has been recognized in
the financial statements as an expense with a corresponding off set to contributed surplus. The fair value of options granted
has been estimated using the Black-Scholes model and the following assumptions:
Risk-free interest rate
Expected life
Expected volatility
Expected dividends
2014
1.62%
2013
1.40%
4.5 years
4.5 years
25%
$
1.00
$
28%
0.86
A summary of the status of the Company’s Employee Stock Option Plan as of December 31, 2014 and 2013, and changes
during the years ended on those dates, is presented below:
Outstanding at beginning of year
Granted
Exercised
Forfeited
Outstanding at end of year
Options exercisable at end of year
2014
Weighted
Average
Exercise Price
37.44
87.17
28.94
87.17
56.00
36.53
Shares
(000s)
829
235
(304)
(5)
755
216
$
$
$
2013
Weighted
Average
Exercise Price
29.02
56.00
27.35
—
37.44
28.59
Shares
(000s)
1,228
220
(619)
—
829
284
$
$
$
The weighted average share price at the date of exercise in 2014 was $104.07 (2013 – $60.51).
The following table summarizes information about the employee stock options outstanding at December 31, 2014.
Range of
Exercisable Prices
$28.50–$36.00
$36.01–$56.00
$56.01–$87.17
$28.50–$87.17
Options Outstanding
Options Exercisable
Options
Outstanding
(000s)
Weighted
Average
Remaining
Contractual Life
Weighted
Average
Exercise Price
Options
Exercisable
(000s)
Weighted
Average
Exercise Price
322
203
230
755
1.8 years
3.1 years
4.1 years
2.9 years
$
$
$
$
33.78
56.00
87.17
56.00
179
37
—
216
$
$
$
32.45
56.00
—
36.53
2014 Annual Report 83
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
(ii) Deferred share units
The Company maintains a deferred share unit plan. Under this plan, non-employee members of the Company’s Board of
Directors may elect to receive DSUs, in lieu of cash remuneration, for director fees that would otherwise be payable to such
directors or any portion thereof until DSU holdings of three times the base retainer have been achieved. The number of units
received is equivalent to the fees earned and is based on the fair market value of a Class B non-voting share of the Company’s
capital stock on the date of issue of the DSU. When dividends are paid on Class B non-voting shares of the Company, the
equivalent value per DSU is calculated and the holder receives additional DSUs in lieu of actual cash dividends based on
the fair market value of a Class B non-voting share of the Company. DSUs cannot be redeemed or paid out until such time
as the director ceases to be a director. A DSU entitles the holder to receive, on a deferred payment basis, either the number
of Class B non-voting shares of the Company equating to the number of his or her DSUs or, at the election of the Company,
a cash amount equal to the fair market value of an equal number of Class B non-voting shares of the Company on the
redemption date.
The Company accounts for the DSUs as cash-settled share-based payment transactions.
The Company had 104,836 DSUs outstanding as at December 31, 2014, valued at $13.2 million based on a five-day average of
the Class B non-voting shares of the Company of $126.02. The amount recognized as an expense in 2014 totalled $5.3 million
(2013 – $4.3 million).
(iii) Restricted share units
The Company has shares held in trust to be used to satisfy future employee benefits related to its long-term incentive plan
as outlined in note 15.
2 3 . F I N A N C I A L I N S T R U M E N T S
(a) Cash flow hedges
During the third quarter of 2013, the Company entered into an interest rate swap agreement (“IRSA”), the hedging item, in
order to redistribute the Company’s exposure to fixed and floating interest rates with a view to reducing interest rates over
the long term. The hedged item was US$80.0 million of the syndicated credit facility. Fair value of this IRSA is recorded in
derivative instruments on the consolidated statements of financial position. Change in fair value of the IRSA and the change
in fair value of the debt are recorded in other comprehensive income. No ineff ectiveness was recognized in the consolidated
income statement as this has been and continues to be a fully eff ective hedge. This swap matures in September 2016.
Notional Principal
Amount
Paid
(USD)
Interest Rate
Received
(USD)
2014
(CAD)
Fair Value
December 31
2013
(CAD)
Maturity
Eff ective Date
USD80.0 million
1.047% 3-month LIBOR $
(488.1)
$
(747.7)
September 13, 2016 September 13, 2014
The Company has in place numerous aluminum derivative contracts (hedging item) that are used to fix the price the Company
is required to pay for its anticipated aluminum manufacturing requirements (hedged item). Aluminum is the major raw material
used in the Container Segment. The Company uses these contracts along with fixed price customer contracts to minimize
the impact of aluminum price fluctuations. The Company does not enter into these contracts for speculative purposes.
The changes in value of the aluminum derivative contracts are recorded in other comprehensive income. Any ineff ective
portion is recorded in selling, general and administrative expenses. For 2014 and 2013, no ineff ectiveness was recognized.
Payments made or proceeds received upon the settlement of these contracts are recorded in cost of goods sold.
Prices for aluminum fluctuate in response to changes in supply and demand, market uncertainty and a variety of other
factors beyond the Company’s control. A US$100/MT increase (decrease) in the price of aluminum would have resulted in a
$0.2 million (2013 – $0.5 million) decrease (increase) in other comprehensive income and no impact on the earnings from
operations (2013 – nil) of the Company. This analysis assumes that all other variables, in particular foreign currency rates,
remain constant.
84
2014 Annual Report
(b) Hedges of net investment in self-sustaining operations
US$239.0 million (2013 – US$239.0 million) of unsecured U.S. dollar-denominated senior notes and US$238.0 million
(2013 – US$336.0 million) of the unsecured syndicated credit facility (hedging items) have been used to hedge the Company’s
exposure to its net investment in self-sustaining U.S. dollar-denominated operations with a view to reducing foreign exchange
fluctuations. The foreign exchange eff ect of the senior notes, the syndicated credit facility and the net investment in U.S. dollar-
denominated subsidiaries is reported in other comprehensive income. These have been and continue to be 100% fully eff ective
hedges as the notional amounts of the hedging items equal the portion of the net investment balance being hedged. No
ineff ectiveness has been recognized in the income statement.
€61.6 million (2013 – €61.6 million) of the unsecured syndicated credit facility (hedging item) have been used to hedge the
Company’s exposure to its net investment in self-sustaining euro-denominated operations with a view to reducing foreign
exchange fluctuations. The foreign exchange eff ect of both the syndicated credit facility and the net investment in euro-
denominated subsidiaries is reported in other comprehensive income. This has been and continues to be a 100% fully eff ective
hedge as the notional amount of the hedging item equals the portion of the net investment balance being hedged. No
ineff ectiveness has been recognized in the income statement.
(c) Credit risk
Exposure to credit risk
The carrying amount of financial assets represents the maximum credit exposure. The maximum exposure to credit risk at
the reporting date was:
Cash and cash equivalents
Trade and other receivables
Available-for-sale fi nancial assets
Impairment losses
The aging of trade receivables at the reporting date was:
Under 31 days
Between 31 and 90 days
Greater than 90 days
Dec 31, 2014
Dec 31, 2013
$
221,873
380,965
16,463
$
209,095
363,493
12,884
$
619,301
$
585,472
Dec 31, 2014
Dec 31, 2013
$
216,820
138,918
20,862
$
240,441
106,422
14,580
$
376,600
$
361,443
2014 Annual Report 85
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
The movement in the allowance for impairment in respect of trade receivables during the year was as follows:
Balance at January 1
Increase during the year
Balance at December 31
Dec 31, 2014
Dec 31, 2013
$
$
13,809
(1,404)
12,405
$
$
3,482
10,327
13,809
Based on historical default rates, the Company believes that no impairment allowance is necessary in respect of trade
receivables not past due.
(d) Liquidity risk
Exposure to liquidity risk
The following are the contractual maturities of financial liabilities, including estimated interest payments and excluding the
impact of netting agreements:
(In millions of Canadian dollars)
Dec 31, 2013
Dec 31, 2014
Payments Due by Period
Carrying
Amount
Carrying
Amount
Contractual
Cash Flows
0–6
Months
6–12
Months
1–2
Years
2–5
Years
More than
5 Years
$
Non-derivative fi nancial liabilities
Secured bank loans
Unsecured bank loans
Unsecured senior notes
Finance lease liabilities
Unsecured bank credit facility
Other long-term obligations
Interest on unsecured
senior notes
Interest on unsecured
bank credit facility
Interest on other long-term debt
Trade and other payables
Derivative fi nancial liabilities
Outfl ow – CF hedges
Interest on derivatives
Accrued post-employment
benefi t liabilities
Operating leases
$
3.9
4.9
253.7
0.7
447.6
1.2
$
2.4
10.8
276.8
5.7
362.6
0.8
$
2.4
10.8
277.3
5.7
362.6
0.8
$
0.6
0.9
—
0.8
23.2
0.2
*
*
39.9*
2.8
—
—
475.8
—
—
519.4
1.4
*
*
—
0.8
*
*
—
11.6*
1.7
519.4
0.3
1.3*
37.9*
83.4
1.8
0.6
519.4
0.3
0.4
1.3
8.5
0.5
8.6
—
0.8
23.2
0.2
8.7
2.5
0.5
—
—
0.4
1.3
8.5
$
$
0.9
0.4
127.6
1.3
46.4
0.4
$
0.4
0.6
149.7
2.4
269.8
—
11.5
16.9
4.9
0.3
—
—
0.5
4.6
13.5
2.4
0.3
—
—
—
13.6
28.2
—
0.3
—
0.4
—
—
—
—
—
—
—
—
17.1
24.7
Total contractual cash
obligations
$ 1,189.2
$ 1,179.3
$ 1,355.1
$ 560.8
$
55.2
$ 212.3
$ 484.3
$
42.5
* Accrued long-term employee benefit and post-employment benefit liability of $2.6 million, accrued interest of $6.5 million on unsecured senior notes and
syndicated credit facility and accrued interest of nil on derivatives are reported in trade and other payables in 2014 (2013: $2.6 million, $6.5 million and
nil, respectively).
86
2014 Annual Report
The following tables indicate the periods in which the cash flows associated with derivatives that are cash flow hedges are
expected to impact the income statement:
Dec 31, 2013
Carrying
Amount
Carrying
Amount
Contractual
Cash Flows
0–6
Months
6–12
Months
$
—
0.6
$
—
0.3
0.4
2.0
$
0.1
0.8
$
$
0.1
0.5
(0.6)
$
(0.3)
$
(1.6)
$
(0.7)
$
(0.4)
$
(0.5)
$
1–2
Years
0.2
0.7
$
Dec 31, 2014
Payments Due by Period
2–5
Years
More than
5 Years
—
—
—
$
$
—
—
—
Assets
Liabilities
Total
$
$
(e) Currency risk
Exposure to currency risk
The Company’s exposure to foreign currency risk was as follows based on notional amounts:
Dec 31, 2014
Dec 31, 2013
U.S.
Dollar
70,578
148,000
227,816
476,642
U.K.
Pound
7,429
11,946
9,418
—
Euro
44,679
66,549
76,717
67,323
U.S.
Dollar
72,449
159,369
213,815
574,525
U.K.
Pound
8,971
12,607
8,932
—
Euro
51,543
56,769
77,533
65,483
Cash and cash equivalents
Trade and other receivables
Trade and other payables
Long-term debt
Sensitivity analysis
A five percent weakening of the Canadian dollar, as indicated below, against the following currencies at December 31 would
have increased (decreased) equity and income by the amounts shown below. This analysis assumes that all other variables,
in particular interest rates, remain constant.
Euro
U.S. dollar
U.K. pound
2014
3,675
11,289
6,765
Equity
2013
7,281
2,346
7,941
Income Statement
2013
560
94
(3)
2014
812
337
(47)
A five percent strengthening of the Canadian dollar against the above currencies at December 31 would have had the equal
but opposite eff ect on the above currencies to the amounts shown above, on the basis that all other variables remain constant.
(f)
Interest rate risk
An increase of 100 basis points in interest rates on the floating rate debt and cash as at the reporting date would decrease
net income by $2.0 million (2013 – $0.1 million increase) and have no impact on other comprehensive income. This analysis
assumes that all other variables, in particular foreign currency rates, remain constant.
2014 Annual Report 87
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
(g) Fair values versus carrying amounts
The fair values of financial assets and liabilities, together with the carrying amounts shown in the statement of financial
position, are as follows:
Assets carried at fair value:
Available-for-sale fi nancial assets
Assets carried at amortized cost:
Loans and receivables
Cash and cash equivalents
Liabilities carried at fair value:
Contingent consideration
Derivative fi nancial liabilities
Liabilities carried at amortized cost:
Secured bank loans
Unsecured senior notes
Finance lease liabilities
Unsecured bank loans
Unsecured bank credit facility
Other long-term loan
Trade and other payables
Dec 31, 2014
Dec 31, 2013
Carrying
Amount
Fair
Value
Carrying
Amount
Fair
Value
$
16,463
$
16,463
$
12,884
$
12,884
380,965
221,873
380,965
221,873
363,493
209,095
363,493
209,095
$
602,838
$
602,838
$
572,588
$
572,588
5,305
768
6,073
$
5,305
768
6,073
$
—
1,390
1,390
$
—
1,390
1,390
$
2,366
276,832
5,700
10,760
362,576
834
519,440
2,366
307,415
5,700
10,760
362,578
834
519,440
3,946
253,672
660
4,896
447,646
1,226
475,777
3,946
284,402
660
4,896
447,646
1,226
475,777
$ 1,178,508
$ 1,209,093
$ 1,187,823
$ 1,218,553
The basis for determining fair values is disclosed in note 3.
The interest rates used to discount estimated cash flows for the unsecured senior notes are based on the government yield
curve at the reporting date plus an adequate credit.
88
2014 Annual Report
(h) Fair value hierarchy
The table below summarizes level of hierarchy for financial assets and liabilities. It does not include fair value information
for financial assets and financial liabilities not measured at fair value if the carrying value is a reasonable approximation
of fair value.
The diff erent levels have been defined as follows:
• 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) or indirectly (i.e. derived from prices)
• Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs)
December 31, 2014
Available-for-sale fi nancial assets
Derivative fi nancial liabilities
Contingent consideration
Unsecured senior notes
December 31, 2013
Available-for-sale fi nancial assets
Derivative fi nancial liabilities
Unsecured senior notes
Level 1
Level 2
Level 3
Total
$
$
$
$
$
$
—
—
—
—
—
—
—
—
—
$
$
$
$
$
$
16,463
768
—
—
768
12,884
1,390
—
1,390
$
$
—
—
5,305
307,415
$
$
16,463
768
5,305
307,415
$
312,720
$
313,488
$
$
$
—
—
284,402
284,402
$
$
$
12,884
1,390
284,402
285,792
2 4 . F I N A N C I A L R I S K M A N AG E M E N T
The Company has exposure to the following risks from its use of financial instruments:
• credit risk,
• liquidity risk, and
• market risk.
This note presents information about the Company’s exposure to each of the above risks, the Company’s objectives, policies
and processes for measuring and managing risk, and the Company’s management of capital. Further quantitative disclosures
are included throughout these consolidated financial statements.
The Company’s risk management policies are established to identify and analyze the risks faced by the Company, to set
appropriate risk limits and controls, and to monitor risks and adherence to limits. Risk management policies and systems are
reviewed regularly to reflect changes in market conditions and the Company’s activities. The Company, through its training
and management standards and procedures, aims to develop a disciplined and constructive control environment in which
all employees understand their roles and obligations.
Credit risk
Credit risk is the risk of financial loss to the Company if a customer or counterparty to a financial instrument fails to meet its
contractual obligations, and arises principally from the Company’s receivables from customers and investment securities.
The Company has established a credit policy under which each new customer is analyzed individually for creditworthiness
before the Company’s payment and delivery terms and conditions are off ered. The Company’s review includes external ratings,
where available, and in some cases bank references. Purchase limits are established for each customer, which represent the
maximum open amount without requiring approval from senior management; these limits are reviewed quarterly. Customers
that fail to meet the Company’s benchmark creditworthiness may transact with the Company only on a prepayment basis.
2014 Annual Report 89
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
The Company is potentially exposed to credit risk arising from derivative financial instruments if a counterparty fails to meet
its obligations. These counterparties are large international financial institutions and, to date, no such counterparty has failed
to meet its financial obligations to the Company. As at December 31, 2014, the Company did not have any exposure to credit
risk arising from derivative financial instruments.
Liquidity risk
Liquidity risk is the risk that the Company will not be able to meet its financial obligations as they fall due. The Company
manages liquidity by monitoring expected cash flows and ensuring the availability of credit to ensure, as far as possible,
that it will always have suff icient liquidity to meet its liabilities when they are due. The financial obligations of the Company
include trade and other payables, long-term debts and other long-term items. The contractual maturity of trade payables is
six months or less. Long-term debts have varying maturities extending to 2018.
Market risk
Market risk is the risk that changes in market prices, such as foreign exchange rates, interest rates and commodity prices, will
aff ect the Company’s income or the value of its holdings of financial instruments. The objective of market risk management
is to manage and control market risk exposures within acceptable parameters, while optimizing the return.
The Company uses derivatives to manage market risks. Generally the Company seeks to apply hedge accounting in order to
manage volatility in profit or loss. The Company does not utilize derivative financial instruments for speculative purposes.
(i) Currency risk
The Company operates internationally, giving rise to exposure to market risks from changes in foreign exchange rates. The
Company partially manages these exposures by contracting primarily in Canadian dollars, euros, U.K. pounds and U.S. dollars.
Additionally, each subsidiary’s sales and expenses are primarily denominated in its local currency, further minimizing the
foreign exchange impact on the operating results.
In other cases, borrowings are done by non-Canadian dollar-based subsidiaries in their own functional currencies such that
the principal and interest are denominated in a currency that matches the cash flows generated by those subsidiaries. These
provide natural hedges that do not require the application of hedge accounting.
(ii) Interest rate risk
The Company is exposed to market risks related to interest rate fluctuations on its debt. To mitigate this risk, the Company
maintains a combination of fixed and floating rate debt.
(iii) Commodity price risk
Aluminum is the major raw material used in the Container Segment. Prices for aluminum fluctuate in response to changes
in supply and demand, market uncertainty and a variety of other factors beyond the Company’s control. The Company
uses customer specific aluminum derivative instruments (hedging items) along with fixed price contracts (hedged items) to
minimize the impact of aluminum price fluctuations.
Aluminum derivative contracts are accounted for as cash flow hedges and changes in value are recorded on the statement
of financial position in other comprehensive income. Any ineff ective portion is recorded in selling, general and administrative
expenses. Payments made or proceeds received upon the settlement of these contracts are recorded in cost of goods sold.
90
2014 Annual Report
Capital management
The Company’s objective is to maintain a strong capital base throughout the economic cycle so as to maintain investor,
creditor and market confidence and to sustain the future development of the business. This capital structure supports
the Company’s objective to provide an attractive financial return to its shareholders equal to that of its leading specialty
packaging peers.
The Company defines capital as total equity and measures the return on capital (or return on equity) by dividing annual net
earnings before goodwill impairment loss, restructuring and other items, finance costs related to the Avery acquisition and
non-cash finished goods inventory adjustments by the average of the beginning and the end-of-year shareholders’ equity.
In 2014, the return on capital was 20.1% (2013 – 15.8%) and was well within the range of the Company’s leading specialty
packaging peers.
Management and the Board maintain a balance between the expected higher return on capital that might be possible with a
higher level of financial debt and the advantages and security aff orded by a lower level of financial leverage. The Company
believes that an optimum level of net debt (defined as current debt, including bank advances, plus long-term debt, less cash
and cash equivalents) to total book capitalization (defined as net debt plus equity) is a maximum of 45%. This ratio was 26%
at December 31, 2014 (2013 – 33%) and therefore the Company has further capacity to invest in the business with additional
debt without exceeding the optimum level. In comparison, the weighted average interest rate on interest-bearing borrowings
(excluding liabilities with imputed interest) was 3.6% (2013 – 3.4%).
The Company has provided a growing level of dividends to its shareholders over the last few years, generally related to its
growth in earnings. Dividends are declared bearing in mind the Company’s current earnings, cash flow and financial leverage.
There were no changes in the Company’s approach to capital management during the year.
The Company is subject to certain covenants on its unsecured senior notes. This includes a covenant requiring a minimum
consolidated net worth. The Company monitors the ratios on a quarterly basis and at December 31, 2014, was in compliance
with all its covenants.
2 5. O P E R AT I N G L E A S E S
Non-cancellable operating lease rentals are payable as follows:
Less than one year
Between one and fi ve years
More than fi ve years
$
2014
17,090
41,728
24,690
$
2013
11,911
34,524
24,149
$
83,508
$
70,584
The Company enters into operating leases in the ordinary course of business, primarily for real property and equipment.
Payments and other terms for these leases vary per agreement. During the year ended December 31, 2014, $16.3 million was
recognized as an expense in the income statement in respect of operating leases (2013 – $14.3 million).
2 6. R E L AT E D PA R T I E S
Transactions with key management personnel
In March 2008, a US$1.5 million interest-bearing unsecured demand loan was provided to an executive off icer. In the third
quarter of 2014, the loan balance of US$2.0 million (2013 – US$1.9 million), including accrued interest, was repaid. At
December 31, 2013, the loan was included in other assets.
Beneficial ownership
The directors and off icers of CCL Industries Inc. as a group beneficially own, control, or direct, directly or indirectly,
approximately 2,244,030 of the issued and outstanding Class A voting shares, representing 94.8% of the issued and
outstanding Class A voting shares.
2014 Annual Report 91
N O T E S T O T H E C O N S O L I D AT E D F I N A N C I A L S TAT E M E N T S
Years ended December 31, 2014 and 2013 (In thousands of Canadian dollars, except share and per share information)
Loan Guarantee
The Company has provided various loan guarantees for its joint ventures and associates totalling $32.2 million.
2 7. K E Y M A N AG E M E N T P E R S O N N E L C O M P E N SAT I O N
Short-term employee compensation and benefi ts
Share-based compensation
Post-employment benefi ts
2 8 . AC C U M U L AT E D OT H E R C O M P R E H E N S I V E I N C O M E ( LO S S )
Unrealized foreign currency translation gains, net of tax recovery of $2,833
(2013 – tax recovery of $1,532)
Losses on derivatives designated as cash fl ow hedges, net of tax recovery
of $137 (2013 – tax recovery of $275)
2 9. R E S T R U C T U R I N G A N D OT H E R I T E M S
Label Segment restructuring
Avery Segment restructuring
Container Segment restructuring
Acquisition costs
Total restructuring and other items
$
2014
10,403
3,640
601
$
2013
9,455
11,173
61
$
14,644
$
20,689
$
$
$
2014
2013
3,882
$
1,289
(517)
(1,000)
3,365
$
289
$
2014
6,343
1,447
—
1,314
2013
1,495
27,930
11,000
4,823
$
9,104
$
45,248
In 2014, the Avery Segment recorded $1.4 million ($1.1 million, net of tax) in restructuring costs primarily related to severance
costs for European operations.
In 2014, the Label Segment recorded $6.3 million ($5.4 million, net of tax) in restructuring costs primarily related to severance
costs associated with the closure of a facility in France as well as severance costs associated with the recently acquired
Designed & Engineered Solutions and Sancoa businesses.
In 2013, the Company recorded $27.9 million ($19.5 million, net of tax) in restructuring related to the acquisition of the Avery
Segment, primarily relating to severance costs, and $4.8 million ($3.2 million, net of tax) in related transaction costs.
In 2013, the Container Segment recorded $11.0 million with no tax eff ect for severance and asset impairments related to the
closure of the Company’s aerosol container plant in Penetanguishene, Ontario.
In 2013, as part of restructuring in the Label Segment, the Company recorded $1.5 million ($1.3 million, net of tax) for
severance and closure costs.
3 0. S U B S E Q U E N T E V E N T S
The Board of Directors has declared a dividend of $0.3750 per Class B non-voting share and $0.3625 per Class A voting share,
which will be payable to shareholders of record at the close of business on March 17, 2015, to be paid on March 31, 2015.
92
2014 Annual Report
S I X Y E A R F I N A N C I A L S U M M A R Y
(In thousands of Canadian dollars, except per share and ratio data)
Sales and Net Earnings
Sales
Depreciation and
amortization
Finance cost/
Interest expense
Net earnings
Basic net earnings
per Class B share
$
$
25,553
216,5662
6.312
25,648
103,5883
3.043
$
$
Financial Position
Current assets
Current liabilities
Working capital7
Total assets
Net debt
Shareholders’ equity
Net debt to equity ratio
Net debt to total
book capitalization
$
821,883
600,197
221,686
2,618,375
437,196
$ 1,216,219
0.36
$
770,193
544,549
225,644
2,401,648
502,951
$ 1,018,135
0.49
2014
2013
2012
2011
2010
2009 1
$ 2,585,637
$ 1,889,426
$ 1,308,551
$ 1,268,477
$
1,192,318
$
1,198,984
146,421
120,155
102,564
100,177
95,406
100,004
$
$
$
$
20,919
97,490
2.91
476,909
322,155
154,754
1,602,359
140,061
887,187
0.16
$
$
$
$
21,384
84,1264
2.544
426,559
256,243
170,316
1,613,481
213,270
816,880
0.26
$
$
$
$
25,285
71,0935
2.175
440,836
317,985
122,851
1,627,974
248,702
769,327
0.32
$
$
$
$
29,323
42,1746
1.316
399,154
266,743
132,411
1,645,497
347,545
752,757
0.46
26.4%
33.1%
13.6%
20.7%
24.4%
31.6%
2,368
32,325
34,365
2,368
32,021
34,150
2,369
31,451
2,374
31,315
2,374
30,912
2,374
30,674
33,484
33,111
32,830
32,340
$
403,530
$
333,738
$
199,322
$
171,376
$
168,399
$
150,280
153,657
115,876
37,943
116,097
528,319
29,408
93,555
11,591
32,088
81,447
25,156
23,343
85,794
1,246
20,730
99,310
5,327
18,964
$
1.10
$
0.86
$
0.78
$
0.70
$
0.66
$
0.60
1 Amounts presented are as reported under previous Canadian GAAP and have not been restated for IFRS.
2 After pre-tax restructuring and other items – net loss of $9.1 million.
3 After pre-tax restructuring and other items – net loss of $45.2 million.
4 After pre-tax restructuring and other items – net loss of $0.8 million.
5 After pre-tax restructuring and other items – net loss of $0.2 million.
6 After pre-tax restructuring and other items – net loss of $7.3 million.
7 Current assets minus liabilities.
2014 Annual Report 93
Number of Shares (000s)
Class A – Dec. 31
Class B – Dec. 31
Weighted average
for the year
Cash Flow
Cash provided by
operating activities
Additions to plant,
property and
equipment
Business acquisitions
Dividends
Dividends per
Class B share
Asia Pacific
Jim Anzai
Vice President and
Managing Director,
CCL Label Asia
Bangkok, Thailand
Da Gang Li
Vice President and
Managing Director,
CCL Label China
Shanghai, PR China
Kittipong Kulratanasinsuk
Managing Director,
CCL Label Thailand
Bangkok, Thailand
John O’Brien
Managing Director
CCL Label Australia
Adelaide, Australia
Latin America
Luis Jocionis
Vice President and
Managing Director,
CCL South America
Sao Paolo, Brazil
Ben Lilienthal
Vice President and
Managing Director,
CCL and Avery Mexico
Mexico City, Mexico
2 0 1 4 B U S I N E S S L E A D E R S H I P
North America
Europe
John Pedroli
President,
CCL Industries North America
Günther Birkner
President,
Food and Beverage Worldwide
Charlotte, North Carolina, U.S.A.
Hohenems, Austria
Ben Rubino
President,
Home and Personal Care
Worldwide
Shelton, Connecticut, U.S.A.
Jim Sellors
President,
Avery North America
Peter Fleissner
Group Vice President,
CCL Design Worldwide
Solingen, Germany
Tommy Nielsen
Group Vice President,
Healthcare and Specialty
CCL Label Europe
Brea, California, U.S.A.
Randers, Denmark
Mark Cooper
Vice President and
Managing Director,
Avery Europe and Asia Pacific
Maidenhead, U.K.
Werner Ehrmann
Vice President,
Technology Development
Holzkirchen, Germany
Jamie Robinson
Vice President and
Managing Director,
Home and Personal Care
Europe
Castleford, U.K.
Thomas Summer
Vice President and Managing
Director, Sleeves Central &
Eastern Europe
Hohenems, Austria
Allison Phillips
Vice President and
General Manager,
Avery North America
Printable Media
Brea, California, U.S.A.
Al Green
Vice President
Technology Development,
Clinton, South Carolina, U.S.A.
Lee Pretsell
Vice President and
General Manager,
Healthcare and Special ty
North America
Toronto, Ontario, Canada
Eric Frantz
Vice President Operations,
Home and Personal Care
North America
Hermitage, Pennsylvania, U.S.A.
Andy Iseli
Vice President and
General Manager,
CCL Tube
Los Angeles, California, U.S.A.
Bill Goldsmith
Vice President and
General Manager,
CCL Design US
Schererville, Indiana, U.S.A.
94
2014 Annual Report
2 0 1 4 C C L O F F I C E R S
Donald G. Lang
Executive Chairman
Bohdan I. Sirota
Corporate Secretary
Geoff rey T. Martin
President and
Chief Executive Off icer
Kamal Kotecha
Vice President, Taxation
Mark McClendon
Vice President and
General Counsel
Susan V. Snelgrove
Vice President, Risk and
Environmental Management
Lalitha Vaidyanathan
Senior Vice President,
Finance-IT-Human Resources,
CCL Industries
Sean P. Washchuk
Senior Vice President and
Chief Financial Off icer
2 0 1 4 B O A R D O F D I R E C T O R S
Paul J. Block
Director since 1997
Chairman and CEO,
Proteus Capital Associates
New York, U.S.A.
Edward E. Guillet
Director since 2008
Independent Human
Resources Consultant
California, U.S.A.
Alan D. Horn
Director since 2008
President and CEO,
Rogers Telecommunications
Limited and Chairman, Rogers
Communications Inc.
Ontario, Canada
Kathleen L. Keller-Hobson
Director since 2015
Corporate Director
Ontario, Canada
Donald G. Lang
Director since 1991
Executive Chairman,
CCL Industries Inc.
Ontario, Canada
Stuart W. Lang
Director since 1991
Head Football Coach
for Guelph University
Ontario, Canada
Geoff rey T. Martin
Director since 2005
President and CEO,
CCL Industries Inc.
Massachusetts, U.S.A.
Douglas W. Muzyka
Director since 2006
Chief Science and Technology
Off icer, EI DuPont de Nemours
Pennsylvania, U.S.A.
Thomas C. Peddie
Director since 2003
Executive Vice President
and CFO,
Corus Entertainment Inc.
Ontario, Canada
Mandy Shapansky
Director since 2014
Corporate Director
Ontario, Canada
2014 Annual Report 95
2 0 1 4 S H A R E H O L D E R I N F O R M AT I O N
Auditors
KPMG LLP
Legal Counsel
McMillan LLP
Transfer Agent
CST Trust Company
P.O. Box 700
Postal Station B
Montreal, QC H3B 3K3
Email:
AnswerLine:
Fax:
Website:
inquiries@canstockta.com
(416) 682-3860 or
(800) 387-0825
(888) 249-6189
www.canstockta.com
Financial Information
Institutional investors, analysts and registered representatives
requiring additional information may contact:
Sean Washchuk
Senior Vice President and CFO
(416) 756-8526
Additional copies of this report can be obtained from:
CCL Industries Inc.
Investor Relations Department
105 Gordon Baker Road
Suite 500
Toronto, ON M2H 3P8
Tel:
Fax:
Email:
Website:
(416) 756-8500
(416) 756-8555
ccl@cclind.com
www.cclind.com
Annual and Special Meeting of Shareholders
The Annual and Special Meeting of Shareholders
will be held on:
May 7, 2015 at 1:00 p.m.
CCL Industries Inc.
105 Gordon Baker Road
Suite 500
Toronto, ON M2H 3P8
Class B Share Information
Stock Symbol CCL.B
Listed TSX
Opening price 2014
Closing price 2014
Number of trades
Trading volume (shares)
Trading value
Annual dividends declared
Shares outstanding at December 31, 2014
Class A voting shares
Class B non-voting shares
$79.33
$125.87
98,799
13,150,451
$1,399,483,497
$1.10
2,367,525
32,325,121
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2014 Annual Report
Th is report is printed on recyclable, acid-free and chlorine free paper.
Printed in Canada.
CCL Industries Inc.
105 Gordon Baker Road, Suite 500
Toronto, ON M2H 3P8, Canada
Tel +1 (416) 756 8500
161 Worcester Road
Framingham, MA 01701, USA
Tel +1 (508) 872 4511
www.cclind.com