www.cclind.com
CCL IS A gLoBAL
SpECIALIT y pACkA gIng CompAny
hEADqUARTERED In
ToR onTo, CAnADA
CCL’s three business segments are Label,
Avery and Container. operating in 31 countries
on six continents, CCL employs approximately
13,000 people at over 119 facilities.
CCL Label
Avery
CCL Container
CCL Label is the world’s largest
Avery provides world-leading software
CCL Container, with plants in Canada,
converter of pressure sensitive and
solutions that help small businesses and
United States and Mexico, is a leading
extruded film materials for decorative,
consumers design online or download
manufacturer of sustainable, impact
instructional and functional applications
templates to digitally print labels, tags,
extruded, aluminum aerosol containers
for leading global customers in the
dividers, badges and specialty card
and bottles for premium brands in the
consumer packaging, healthcare,
26
66
8
products from avery.com. Products are
North American home and personal
28
16
56
automotive and consumer durable
largely sold through distributors, mass
care and food and beverage markets.
segments.
market and specialty retailers alongside
complementary office supplies.
Sales by Sector
26%
7%
67%
Sales by Geography
27%
57%
16%
Label
Avery
Container
north
Label
America
Europe
Avery
Emerging
Container
markets
CCL Label
represents
of total CCL sales.
67%
Avery
represents
of total CCL sales. 26%
CCL Container
represents
of total CCL sales. 7%
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 2016; 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 effective 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 differ 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 efficiency 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 effect 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 5 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
Geoffrey T. Martin
president and
Chief Executive officer
CCL deLivered outst Anding performAnCe in 2015 with good org AniC growth, ACCretive
ACquisitions And signifiCAnt mArgin exp Ansion At CCL LAbeL , substAntiAL profit gAins At
Avery And A reCord yeAr At CCL ContAiner. sALes reAChed $3 biLLion for the first time in our
history, $320 miLLion free CA sh fL ow* exCeeded net eArnings And return on equity peAked
At 21.1% – ALL-time highs in every respeCt. our stoCk priCe moved from $126 A t the end of LA st
yeAr to $224 A t the CL ose of 2015, driving mArket CApit ALizA tion in exCess of $7.5 biLLion.
strong results in a fragile environment
Despite the fragile global economy, CCL delivered solid 4.5% organic revenue growth with strong profitability improvement across all
end markets and major economic regions of the world in which the Company operates. Reported sales increased 18% and adjusted
net earnings, excluding restructuring and other costs, approached $300 million. All three reporting segments contributed to a record
year, with adjusted basic earnings per share* (“adjusted EPS”) increasing 32% from $6.53 in 2014 to $8.61 in 2015. Foreign currency
translation augmented earnings per share by 48 cents, although partially offset, especially in the first half of 2015, by currency
transaction challenges relating to the stronger U.S. dollar and weaker euro in certain international markets. Restructuring charges
and other expenses were $6 million in 2015 compared to $9 million in 2014, predominantly actions taken this year to improve the
performance of recently acquired businesses and accruals for plant closures, especially the Avery facility in Meridian, Mississippi (“MS“).
CCL Label
Segment sales exceeded $2 billion for the first time in 2015; operating as CCL Label in three consumer packaging markets, Home &
Personal Care, Healthcare & Specialty, Food & Beverage and as CCL Design in the durable goods space with particular emphasis on
Automotive & Electronics.
Our global network continues to build by acquisition, investment in greenfield sites and joint ventures, the latter typically in frontier
geographies or gaining access to new technologies. In 2015, we commenced greenfield plant projects in Argentina, Mexico and South
Korea while announcing a new venture to build a state-of-the-art in-mould label plant for injection moulded containers in the United
States in partnership with Korsini-SAF from Turkey. This commitment to invest in facilities, new markets and advanced technologies
gives us the scale, specialized operations and capabilities to support customers’ product launches, innovations and supply-chain
initiatives around the world.
CCL Label outperformed in 2015, increasing sales 18% over 2014 with good 5.7% organic growth in a fragile global economy. Emerging
Markets represented approximately 19% of Segment revenue in a much changed business climate in many countries. Nevertheless,
double-digit organic growth rates actually strengthened in Latin America, continued at our joint venture in Russia but, as expected,
moderated significantly in Asia with gains in low single digits. In the developed world, North America posted low single-digit organic
growth while Europe delivered high single-digit gains where our faster growing Food & Beverage and CCL Design businesses have
2015 Annual Report
1
2 0 1 5 LE T T E R T o S hA R Eh oL D E R S
higher weighting. Excluding the impact of currency translation, worldwide sales increased 11.9% and operating income* improved
24.6% compared to 2014. All global market sectors and joint ventures performed at or above expectations. CCL Label’s 22.2% EBITDA*
margin is a high water mark for the specialty packaging sector, improving 120 basis points over 2014, partly driven by better results
from acquisitions completed since 2013.
Home & Personal Care operations were challenged by slow growth developed world end markets for these consumer staples, despite
improving economic factors in the United States and recovering post-crisis demand in southern Europe; Emerging Markets were also
mixed. Double-digit gains in Latin America were, in part, due to the rise of the U.S. dollar, especially in Brazil, inflating the cost of raw
materials in local currencies driving price increases across the supply chain. However, progress in Mexico was largely volume-based
including market share wins. Asia recovered from the dramatic slowdown in the second half of 2014 in China; posting high single-digit
2015 organic growth along with markets in the Middle East. In difficult circumstances, the sector delivered organic growth globally
broadly in line with results of key customers, augmented by the 2014 Sancoa acquisition, which strategically enhanced our position
in North America. Underlying profit gains were posted everywhere except Europe, where the retail environment is more challenging
for many customers. Signficantly improved results at the acquired Sancoa operations boosted North American profits where we also
added capability and capacity investments for both tubes and labels.
The Healthcare & Specialty sector delivered moderate sales and profit improvement globally in 2015. The North American Healthcare
business had another strong year, especially in Canada, but this was somewhat offset by slow conditions reported by large agro-
chemical customers, tough comparisions in the promotional business with the prior year influenced by the 2014 World Cup, and sales
declines in pattern coated products. Results included a $2.0 million one time pre-tax gain on a property sale in the United States. The
Sennett acquisition, now our Security Products business unit, performed better than expected for its first CCL quarter. Europe was
mixed with improvements in France, Netherlands and Italy largely offset by declines in Scandinavia and the U.K., the balance modestly
positive. Emerging Markets profits increased despite currency challenges in Brazil and poor results in Australia, driven by a problematic
consolidation of two plants, more than offset by China moving into solid profitability after a prolonged start-up. Healthcare & Specialty
remains the highest operating margin sector for CCL Label.
The Food & Beverage business delivered outstanding results again in 2015, generating double-digit organic sales growth, significant
profit improvement especially in Wine & Spirits, particularly in North America where the increase was substantial. Australia, Chile,
Mexico, Russia and the U.K. all grew double digits in this space with excellent profit improvement; only results at the new acquisition
in Germany were a little disappointing. In the beer, juice, water and carbonated soft drinks markets, strong growth continued globally
for our patented, clear pressure sensitive wash-off labels for glass and PET bottles using our proprietary adhesive coating technology.
The Sleeve business posted double-digit gains in sales and profits, especially in North America and Emerging Markets, most notably in
Brazil. Results in Europe were also good, aided in the first half of the year by a fire at a major facility of a key competitor. We relocated
to a larger facility in Turkey and started a new plant at our joint venture in Russia. Our new extruded film supply plant in Leipzig,
Germany, posted a profit. The new Closures business delivered sizable profit gains as the 2014 Bandfix acquisition performed ahead
of expectations. Capacity in the sector overall tightened significantly. We expect Food & Beverage growth rates to moderate in 2016
after two unusually strong years as we pause to invest in facility expansions and equipment to fuel growth capacity and bring new
capabilities for the years ahead.
CCL Design sales passed $350 million this year with solid organic growth augmented by acquisitions, underlined by the Worldmark
transaction in the fourth quarter. Worldmark‘s combined 2015 pre- and post-acquisition revenue exceeded $200 million to leading,
global OEM customers in the electronic device and IT industry, as featured on the front cover of our annual report. The new business
has substantial operations in China plus manufacturing facilities in Mexico, Hungary and the U.K. with prototyping design centres in
Silicon Valley and Taiwan. Worldmark brings important new end markets for CCL Design plus strong materials science development
capability. In robust automotive markets globally, especially at German OEMs, core sales were up high single digits, with the Munich
facility, acquired in 2013, delivering excellent results. North America posted solid performance, and we relocated the acquired INTA
business to new premises where sales grew rapidly but with a significant profit drag as we corrected many operational issues. We broke
ground at a major new facility in Guanajuato, Mexico, in the second half of 2015 and expect the plant to start up in late 2016. While
underlying profit growth in the base business was significant, operating margins in this sector remain lower than Segment average;
improved operational execution could bring important future expansion opportunities.
2
2015 Annual Report
Avery
Performance from our new consumer arm exceeded expectations for the second year running. We gained share in this important label
category, growing sales significantly while adding comprehensively to the cost-out targets announced at the time of the acquisition.
The combination delivered excellent results: $153 million operating income* on sales of $783 million, a margin of 19.5%. In 2015 Avery
posted modest organic sales growth for the first time since 2000. Underlying profit gains exceeded 25%; including acquisitions and a
currency tailwind, reported results increased almost 40%. Business in the United States benefited from the mix impact of higher margin
Printable Media sales growth offsetting declining revenues in lower margin, back-to-school commodity binders for retail channels.
We posted solid progress in Australia, Canada, Europe and Latin America despite pricing challenges in many countries with local
currency devaluations to the strong U.S. dollar. The pc/nametag acquisition exceeded expectations, outperforming significantly. This
encouraged us very late in the year to acquire our second direct marketing business, Mabel‘s Labels, based in Hamilton, Ontario,
offering personalized identification labels designed for mothers with schoolchildren. We continue to focus on managing cost,
particularly around categories facing commercial challenges, announcing the closure of our binder manufacturing plant in Meridian,
MS. Simultaneously we began to plan a new state-of-the-art binder facility in Mexico and a main U.S. distribution centre in Dallas, Texas,
both to come on line in late 2017, delivering $8 million in future annualized savings. Avery generates the highest return on total capital*
of CCL Industries‘ three reporting Segments detailed in our financial statements.
CCL Container
2015 was a record year for this business. Market demand for aerosols in the United States grew modestly, but favourable mix Segment
wide and solid volume gains in Mexico drove 6% organic sales growth, doubling after positive currency translation, driving revenue to
$226 million. Profits benefited from mix, lower commodity costs and a stronger U.S. dollar on export sales from Canada and Mexico
more than offsetting higher raw material costs in local currency in Mexico. Operating income* reached a record $26.6 million and
EBITDA* surpassed by nearly 5% the $40 million target set at the end of 2013 when announcing the planned closure of our plant in
Penetanguishene, Ontario. Declines in the Canadian dollar the last three years restored profitability to this location with its entire output
exported to the United States. Operating margins, however, remain below average for the Segment and customers still prefer to source
locally. Exchange rates, cooperation from Canadian employees and customer understanding have created the opportunity to take
time with a challenging consolidation. Preparing to absorb the transition, infrastructure investments completed at our U.S. operation in
2015 will follow in Mexico in 2016 with the consolidation now concluding in 2017. In mid-2015, our new joint venture with Rheinfelden
commenced aluminum slug manufacturing in North Carolina. The plant is expected to incur start-up losses through much of 2016 until
new furnaces and converting equipment build production to an optimum level. We expect the venture to contribute to profits in 2017.
The aluminum aerosol industry previously had only one credible source in NAFTA countries with imports the only alternative. The new
venture will supply both CCL and the industry at large.
financial strength brings returns to shareholders
CCL delivered record $320 million free cash flow* in 2015, approximately 107% of adjusted net earnings*. Despite a sizable acquisition
in the fourth quarter, net debt to annualized EBITDA was just under one times at year-end. Working capital results remain best-in-class
in our sector. Net of disposals, we invested $155 million in equipment and facilities to improve productivity, expand capabilities and add
to geographic reach, compared to $164 million in depreciation and amortization expense. We expect capital expenditures in the range
of depreciation and amortization for the foreseeable future with $195 million planned for 2016. CCL‘s balance sheet retains significant
capacity to raise returns to shareholders. While accretive acquisitions have always been our priority, the annualized dividend payment
more than doubled over the decade to 2013, and doubled again from $1.00 in March 2014 to $2.00 per Class B share by March 2016, a
33% increase over 2015 levels. Total shareholder return was 80% in 2015 and 716% measured over the past five years.
With 96% of sales outside Canada, CCL provides domestic shareholders with considerable geographic risk diversification. The recent
strength in the U.S. dollar, if sustained, could again provide an earnings translation tailwind in 2016. As we saw in the first half of 2015,
this can also bring transaction challenges which might offset some or all of this benefit.
Over the last 15 years CCL delivered shareholder value as a consolidator of small and medium-sized label businesses. In the past three
years, we stepped up to handle larger transactions, the success of which is clear to see, but our balance sheet still holds considerable
capacity as we go into 2016. While we expect to augment organic growth adding multiple tuck-in transactions year by year, we plan
also to consider larger, transformative opportunities while keeping focus on the industry we understand.
2015 Annual Report
3
2 0 1 5 LE T T E R T o S hA R Eh oL D E R S
global Leadership, governance and sustainability
With 119 operations in 31 countries on 6 continents, CCL‘s management team reflects the diversity of the many places where we do
business. Leadership brings deep industry experience, cultural understanding and entrepreneurial sense: a combination of energy
and ideas for new directions from a younger generation tempered by wisdom from those around for three and even four decades as
to where to invest and pitfalls to avoid. Our management philosophy is to “think global and act local” with authority and accountability
decentralized under a common mission. Acquisitions and joint ventures bring us people with know-how in new geographies,
technologies and end markets. Our corporate team‘s goals are to remain agile, minimalist, technically excellent and deeply focused on
servicing the needs of all stakeholders. People will always be a key criteria for assessing acquisition opportunities.
Early in 2015 Kathleen Keller-Hobson joined our Board adding further gender diversity, business and legal experience to our deliberations.
CCL‘s Board of Directors continues to provide strong corporate governance acting in the interests of all shareholders while adding
broad-based advice and counsel to management.
CCL is committed to reducing the planetary impact of our products and services. New plants are built to exacting environmental
standards involving renewable sources for energy and materials, while a number of existing plants certified operations to ISO 14001
and 16001 guidelines. Our CCL Design business develops products using low energy LED lighting systems. Many operations replaced
wooden pallets and corrugated boxes with multi-trip returnable systems in collaborative logistic partnerships with suppliers and
customers. Businesses using papers in the label making process offer preferred products from Forest Stewardship Council certified
suppliers. Patented, wash-off, clear film pressure sensitive labels facilitate multi-trip use of glass bottles reducing waste going to landfill.
CCL‘s tubes use post-consumer plastic resins and our aerosol manufacturing process has no landfill waste. Triple S® sleeves decorate
PET beverage containers without adhesive or heat, allowing easy label removal in bottle recycling systems. We developed closed-
loop liner waste recycling programs and down gauged films for pressure sensitive labels. Finally, in partnership with our large global
consumer product customers, we participated in the “call for action“ from business at the United Nations Climate Change summit in
Paris last November where governments and world leaders finally agreed targets for change.
2016 outlook
Collapsing oil prices, volatile stock markets and currency exchange rates added to the air of uncertainty as 2016 began. So far we
have seen no impact on CCL‘s immediate prospects with signficantly broadened exposure to many new end markets and geographies
these last three years. However, like others, we are not immune to world events and economic pressures, but we do believe we are now
more resilient in the face of difficulties and better able to prosper in good times. Our immediate focus is to sustain recent, dramatic,
transformational improvements, conscious that these achievements are a floor for investors that have most recently joined us. Our
minds are therefore also to the future and the next phase of CCL‘s development.
Finally, we would like to thank our customers and suppliers for their partnership and support while recognizing the great contributions
of our employees around the world – now topping 13,000 – for their creativity, entrepreneurial spirit, hard work and committment that
we believe has made CCL such a dynamic and developing company.
Donald G. Lang
Executive Chairman
Geoffrey T. Martin
President and Chief Executive Officer
* non-IFRS measures. See section 5 of CCL’s management’s Discussion and Analysis for more detail.
4
2015 Annual Report
F i n a n c i a l H i gHl i gHt 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.
2015
2014
% Change
$ 3,039,112
$ 2,585,637
$
608,413
$
481,590
17.5%
26.3%
18.6%
9,104
216,566
36.3%
20.0%
6,023
295,078
9.7%
8.50
8.38
8.61
1.50
$
$
$
$
$
$
$
$
$
$
$
$
8.4%
6.31
6.19
6.53
1.10
$ 3,582,305
$
599,827
$ 1,621,878
$ 2,618,375
$
437,196
$ 1,216,219
27.0%
21.1%
13,000
26.4%
20.1%
10,200
34.7%
35.4%
31.9%
36.4%
36.8%
37.2%
33.4%
27.5%
2015 Annual Report
5
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (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, 2015 and 2014. In preparing this MD&A, the Company
has taken into account information available until February 25, 2016, unless otherwise noted. This MD&A should be read in
conjunction with the Company’s December 31, 2015, year-end consolidated financial statements, which form part of the
CCL Industries Inc. 2015 Annual Report dated February 25, 2016. 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, the Chilean peso, the U.S. dollar, the euro, the Argentinian peso, the Australian dollar, the Brazilian
real, the Chinese renminbi, the Danish krone, the Egyptian pound, the Japanese yen, the Korean won, the Mexican peso, the
Philippine peso, the Polish zloty, the Russian ruble, the South African rand, the Swiss franc, the Thai baht, the Turkish lira,
the U.A.E. dirham, 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.
i nDeX
7 1. corporate overview
7 A) The Company
8 B) Customers and Markets
8 C) Strategy and Financial Targets
11 D) Recent Acquisitions and Dispositions
12 E) Subsequent Events
12 F) Consolidated Annual Financial Results
15 g) Seasonality and Fourth Quarter Financial Results
18 2. Business segment Review
18 A) general
21 B) Label Segment
24 C) Avery Segment
25 D) Container Segment
27 E) Joint Ventures
28 3. Financing and Risk Management
28 A) Liquidity and Capital Resources
29 B) Cash Flow
29 C) Interest Rate, Foreign Exchange Management and other Hedges
30 D) Equity and Dividends
31 E) Commitments and other Contractual obligations
32 F) Controls and Procedures
32 4. Risks and uncertainties
38 5. accounting Policies and non-iFRs Measures
38 A) Key Performance Indicators and Non-IFRS Measures
43 B) Accounting Policies and New Standards
44 C) Critical Accounting Estimates
44 D) Related Party Transactions
45 6. outlook
6
2015 Annual Report
F oRw A R D- L o oK I Ng IN F oR M AT IoN
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.
include all
Forward-looking statements
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 2016; 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 effective 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 differ 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 efficiency 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 effect 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 oR P oRat e o VeRVi eW
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 office 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 offices are located
in Toronto, Canada, and Framingham, Massachusetts, United States. The corporate offices 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 approximately 13,000 people in
119 production facilities located in North America, Latin America, Europe, Australia, Asia and the Middle East, including equity
investments in Russia operating five facilities, the Middle East operating five facilities, Chile operating one facility, Thailand
operating one facility and the United States, operating one aluminum slug facility supporting the Container Segment. The
Company also has a label and tube license holder operating two plants in Indonesia.
2015 Annual Report
7
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
B) customers and Markets
The state of the global economy and geopolitical events can affect 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 customer sector 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 2015, the Label Segment augmented its Healthcare & Specialty operation in the United States
with the acquisition of a specialty security printing business, and significantly expanded CCL Design with three acquisitions
increasing its product depth and geographic presence in China, germany, Hungary, Mexico, the United States and the
United Kingdom. The Avery Segment acquired two companies enhancing its printable media suite of software enabled
digital print products for small business, home consumers as well as meeting planners in North America.
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 in mid-2017. Furthermore, with the qualification of the
Rheinfelden joint venture aluminum slug supply approved, the operation is proceeding to ramp up capacity and production
with the expectation of reaching profitability in 2017.
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, customer relationships and products to CCL’s
portfolio.
The Company’s financial strategy is to be fiscally prudent and conservative. The Company’s reported resilient financial
results, ensuing strong cash flow, resulted in a strong balance sheet. During good and difficult 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. Just prior to the 2015 year end, CCL negotiated an amended
syndicated US$1.2 billion unsecured revolving credit facility, which at December 31, 2015, provided US$720 million of
undrawn capacity.
8
2015 Annual Report
CCL maintains 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. The Company’s financial
discipline and prudent allocation of capital has ensured sufficient available liquidity and a secure financial foundation for
the foreseeable future.
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.
Despite a substantial increase in the company’s equity base from retained earnings over the last five years, RoE increased
dramatically compared to 2010 due to significant accretive earnings from acquisitions, as well as improved results in its
legacy operations. 2015 RoE of 21.1% was a record for CCL:
Return on equity
2015
21.1%
2014
20.1%
2013
15.8%
2012
11.4%
2011
10.7%
2010
9.5%
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 2010. CCL targets
delivering returns in excess of its cost of capital and has improved its performance consistently since 2010. RoTC of 15.4%
for 2015 was also a record despite the late fourth quarter debt financed acquisition of worldmark Ltd. (“worldmark”):
Return on total capital
2015
15.4%
2014
14.1%
2013
11.9%
2012
9.5%
2011
8.3%
2010
6.7%
The long-term growth rate of adjusted basic earnings per Class B share is another important and related financial target. This
measure 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 has achieved significant positive growth in its adjusted basic earnings per share since 2010:
EPS growth rate
2015
32%
2014
47%
2013
52%
2012
13%
2011
18%
2010
23%
In 2015, adjusted basic earnings increased by 32% to $8.61 per Class B share. Improved earnings from acquired businesses
over the past three years, in particular the new Avery Segment, contributed meaningfully to the significant increase in adjusted
basic earnings per share. Excluding the impact of currency translation, adjusted basic earnings per share increased 22.8%.
The Company believes continuing growth in earnings per share is achievable in the future as the global economy stabilizes; as
operating efficiencies are solidified for the Container and Avery Segments post-restructuring and as CCL executes its global
business strategies for the Label and Avery Segments.
2015 Annual Report
9
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
The Company will continue to focus on generating cash and effectively 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. 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
2015
2014
2013
2012
2011
2010
$
608.4
$
481.6
$
355.6
$
254.6
$
239.1
$
219.8
20%
19%
19%
19%
19%
18%
In 2015, EBITDA increased by approximately 19%, excluding the positive impact of foreign currency translation to an all-time
best 20% of sales. 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 Company carries out its global growth initiatives.
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 4.0 times net debt to EBITDA (a non-IFRS measure; see “Key Performance Indicators and
Non-IFRS Measures” in Section 5A below). As at December 31, 2015, net debt to EBITDA was 0.99 times compared to 0.91 times
at December 31, 2014, despite the significant acquisitions made during the fourth quarter of 2015. 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 consistent with management’s conservative
approach to financial risk and the Company’s 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 doubled the annualized rate since March 2014. The Board views this consistency and dividend
growth as important factors in enhancing shareholder value. For 2015, as in 2014, the dividend payout ratio was 17% of
adjusted earnings. This dividend payout ratio reflects the strong net earnings generated by newly acquired businesses in
2014 and 2015, 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 2016, the Board has declared a 33.3% increase in the
annual dividend; twelve and a half cents per Class B share per quarter, from $0.375 to $0.50 per Class B share per quarter
($2.00 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 2015 Annual Report
D) Recent acquisitions and Dispositions
CCL is a global company with significant diversification across the world economy including emerging markets, a broad
customer base, with distinct product lines, and many different currencies.
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 2015, INT America LLC (“INTA”), a privately owned company based in Michigan, USA, for $2.9 million. INTA
expanded CCL Design North America’s product offering in the automotive durable labels sector.
• In February 2015, pc/nametag Inc. and Meetings Direct, LLC (“PCN”), privately owned companies with common
shareholders, based in wisconsin, USA, for $37.6 million. PCN added to Avery North America’s printable media depth in
the meetings and events planning industry.
• In July 2015, Fritz Brunnhoefer GmbH (“FritzB”), a privately owned company based in Nurnburg, Germany, for $7.6 million.
This new business expanded CCL Design’s presence in the german industrial and aerospace durable goods markets.
• In October 2015, the assets of privately owned Sennett Security Products LLC and its wholly owned subsidiary Banknote
Corporation of America Inc. (“BCA”) based in North Carolina, USA, for $45.7 million. This acquisition broadened the Label
Segment’s technology base and product offering to include security labels, cards and document components.
• In November 2015, the global operations of private equity owned Worldmark headquartered in East Kilbride, Scotland,
for approximately $252.6 million. worldmark is a leading supplier of functional labels for the electronics sector.
• In December 2015, Mabel’s Labels Inc. and Mabel’s Labels Retail Inc. (“Mabel’s”), privately owned companies with
common shareholders based in ontario, Canada, for approximately $12.0 million. Mabel’s expanded the Avery Segment’s
printable media platform into web-to-print personalized identification labels for children and families.
• 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 is 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. 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 was 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 was added to CCL’s Food & Beverage operations and the Nilles e-commerce
platform became a new business unit within the Avery Segment.
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 Argentina, Thailand, Philippines, Korea and Russia 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 office products.
2015 Annual Report
11
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
e) subsequent events
on January 21, 2016, CCL announced it had completed three transactions for the Label Segment. CCL acquired privately
owned woelco Ag (“woelco”), a supplier of durable labels to the Industrial and Automotive customers near Stuttgart, germany,
together with its subsidiaries in the United States and China, for approximately $27.0 million.
CCL also acquired Label Art Ltd. and Label Art Digital Ltd., (“LAL”), privately owned companies with common shareholders,
based in Dublin, Ireland, for approximately $15.0 million. LAL is a leading pressure sensitive label producer in Ireland with a
focus on Healthcare & Specialty customers.
Finally, CCL invested $6.0 million in cash to increase its stake to 75% in the tube manufacturing joint venture in Bangkok,
Thailand, with Taisei Kako Co. Ltd. of Japan. Results for this business will be consolidated with a minority interest adjustment
on a go-forward basis.
2015
3,039.1
2,179.7
415.1
444.3
3.5
(25.6)
(6.0)
416.2
121.1
295.1
8.50
0.11
8.38
8.61
1.50
3,582.3
1,047.6
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
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
F) 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 finance cost
Restructuring and other items – net loss
Earnings before income taxes
Income taxes
Net earnings
Basic 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
12
2015 Annual Report
comments on consolidated Results
Sales were a record $3,039.1 million in 2015, an increase of 17.5% compared to $2,585.6 million recorded in 2014. This
improvement in sales can be attributed to acquisition related growth of 5.7% augmented by organic growth of 4.5% and the
positive 7.3% impact from foreign currency translation.
Consistent with CCL’s 2014 year, approximately 4.0% of CCL’s 2015 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 2015 and 2014 results have been positively impacted by the weakening of the
Canadian dollar. The appreciation of the U.S. dollar and the U.K. pound by 15.8%, and 7.4%, respectively, was slightly offset
by a 3.3%, 2.9% and 17.5% depreciation of the euro, Mexican peso and Brazilian real, respectively, relative to the Canadian
dollar in 2015 compared to average exchange rates in 2014. Partially offsetting this 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 2015 were $444.3 million, up
$109.1 million from $335.2 million in 2014; primarily reflecting the impact of eleven acquisitions made over the last two years
and significant organic growth in legacy operations in the current year with the corresponding incremental profitability.
Sg&A expenses were $415.1 million for 2015, compared to $358.9 million reported in 2014. The increase in Sg&A expenses in
2015 relates primarily to the significant acquisitions made over the last two years as well as higher corporate expenses.
Corporate expenses for 2015 were $52.3 million, compared to $34.7 million for 2014. The increase in corporate expenses
relative to those in 2014 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 (“DSU”) plan and is directly a result of the gain
in the Company’s share price in 2015. Late in the fourth quarter of 2015, the settlement method for the director DSU plan was
amended from a cash-settled plan to an equity-settled plan, specifically with treasury shares. Therefore future remeasurement
to fair value will no longer be recorded, thereby no impact to corporate expenses, pending shareholder approval at the 2016
annual general meeting.
operating income (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below) for
2015 was $496.6 million, an increase of 34.3% compared to $369.9 million for 2014. Foreign currency translation positively
impacted consolidated operating income by 7.6% for 2015 compared to 2014. The Label, Avery and Container Segments
each improved operating income for 2015 by 30.7%, 39.8% and 48.6%, respectively compared to 2014. 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 2015 was
$608.4 million, an improvement of 26.3% compared to $481.6 million recorded in 2014. Excluding the impact of currency
translation, EBITDA increased by 18.9% over the prior year.
Net finance cost was $25.6 million for 2015 and 2014 consisting of an increase in interest expense due to an increase in drawn
debt offset by the increase in interest income due to higher cash balances for the year.
2015 Annual Report
13
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
For the full year 2015, restructuring cost and other items represented an expense of $6.0 million ($3.7 million after tax) as
follows:
• For the Avery Segment, $4.6 million ($3.0 million after tax), the majority of which was for the closure of the Meridian,
Mississippi, binder manufacturing plant and final European severance costs.
• For the Label Segment, $1.4 million ($0.7 million after tax) of which $2.7 million related to severance and other
costs associated with the worldmark acquisition, $1.2 million of severance costs for the closure of a plant in France,
$1.1 million of restructuring expenses related to the Bandfix acquisition partially offset by $3.6 million of forgone
contingent consideration to be paid pertaining to the Dekopak acquisition.
The negative earnings impact of these restructuring and other items in 2015 was $0.11 per Class B share.
For the full year 2014, restructuring cost and other items represented an expense 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 Designed & Engineered Solutions (“DES”) and Sancoa business acquisitions
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.
In 2015, the consolidated effective tax rate was 29.3%, compared to 29.2% in 2014, excluding earnings in equity accounted
investments. The combined Canadian federal and provincial statutory tax rate was 25.3% for 2015 (2014 – 25.3%). The slight
increase in the effective tax rate for 2015 can be attributed to a release of valuation allowances, primarily due to the renewed
profitability in Canada, offset by an increase in withholding taxes and other discrete tax addbacks in higher taxed jurisdictions.
over 96% 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 effective 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 2015 were $295.1 million, an increase of 36.2% compared to $216.6 million recorded in 2014 due to the items
described above.
Basic earnings per Class B share were $8.50 for 2015 versus the $6.31 recorded for 2014. Diluted earnings per Class B share
were $8.38 for 2015 and $6.19 for 2014.
14 2015 Annual Report
Adjusted basic earnings per Class B share (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in
Section 5A below) was $8.61 for 2015, up 31.9% from $6.53 in 2014.
The movement in foreign currency exchange rates in 2015 versus 2014 had an estimated positive translation impact of $0.48
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.
g) seasonality and Fourth Quarter Financial Results
2015
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
486.1
160.2
59.6
705.9
81.8
26.6
8.7
117.1
13.4
0.9
(0.5)
103.3
6.3
97.0
28.9
68.1
1.97
1.93
1.99
$
$
$
$
$
$
$
468.9
198.2
54.4
721.5
71.9
45.3
5.4
122.6
13.0
—
(0.2)
109.8
6.2
103.6
30.3
73.3
2.12
2.09
2.12
$
$
$
$
$
$
$
522.2
233.1
57.6
812.9
81.6
46.5
6.2
134.3
12.4
0.9
(1.2)
122.2
6.3
115.9
34.1
81.8
2.36
2.33
2.34
$
$
$
$
$
$
$
553.1
191.2
54.5
798.8
81.9
34.4
6.3
122.6
13.5
4.2
(1.6)
106.5
6.8
99.7
27.8
71.9
2.05
2.03
2.16
$
$
$
$
$
$
$
2,030.3
782.7
226.1
3,039.1
317.2
152.8
26.6
496.6
52.3
6.0
(3.5)
441.8
25.6
416.2
121.1
295.1
8.50
8.38
8.61
2015 Annual Report
15
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
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
Fourth Quarter Results
$
$
$
$
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
Sales for the fourth quarter of 2015 improved 25.6% to $798.8 million, compared to $635.8 million recorded in the 2014 fourth
quarter. Excluding currency translation, sales for the fourth quarter of 2015 increased by 15.9% compared to the prior year
period. This increase was due to 7.1% of organic growth and 8.8% impact from acquisitions. The Label, Avery and Container
Segments posted sales increases of 27.6%, 23.7% and 14.0%, respectively.
operating income (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below) in the
fourth quarter of 2015 was $122.6 million, an increase of 44.2% from $85.0 million in the fourth quarter of 2014. For the fourth
quarter of 2015 compared to the same period in 2014, the Label, Avery and Container Segments recorded improvements
in operating income of 41.2%, 50.2% and 53.7% respectively. The improvement in the Label Segment was driven by strong
results in North America and emerging markets; enhanced by the acquired BCA and worldmark businesses. Results for the
Container Segment benefited from solid organic growth particularly in Mexico and a sharp appreciation of the U.S. dollar
as all production from the Canadian plant is sold in the United States. operating income at the Avery segment was a stellar
$34.4 million for the fourth quarter of 2015 compared to $22.9 million in the prior year period. Avery generated a fourth
quarter return on sales of 18.0% (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A
below), due to significantly improved results for North America. Foreign currency translation contributed an improvement of
9.8% 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 2015 was $153.2 million, an increase of 37.2% compared to the $111.7 million for the 2014 comparable period.
16 2015 Annual Report
Corporate expenses were $13.5 million in the fourth quarter of 2015, compared to $9.9 million recorded in the prior-year
period. The change is attributable to increased executive long term variable compensation expense and director equity
compensation expense connected to their DSU plan which is directly a result of the gain in the Company’s share price in the
fourth quarter of 2015.
Net finance cost was $6.8 million for the fourth quarter of 2015 compared to $6.0 million for the fourth quarter of 2014. This
increase was attributable to the additional interest expense associated with the $270.0 million drawn on the revolving credit
facility to fund the acquisition of worldmark during the fourth quarter of 2015.
For the fourth quarter of 2015, restructuring cost and other items represented an expense of $4.2 million ($3.7 million after
tax) entirely for the Label Segment. Severance costs of $2.8 million associated with the worldmark acquisition and severance
costs of $1.4 million related to the closure of a plant in France.
The negative earnings impact of these restructuring and other items for the 2015 fourth quarter was $0.11 per Class B share.
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 for the 2014 fourth quarter was $0.18 per Class B share.
Tax expense in the fourth quarter of 2015 was $27.8 million compared to $18.5 million in the prior year period. The effective
tax rates for these two periods are 28.4% and 29.8%, respectively. The decrease in the effective tax rate, excluding earnings
in equity accounted investments, resulted from a higher portion of the Company’s taxable income being earned in lower tax
jurisdictions.
The net earnings in the fourth quarter of 2015 were $71.9 million compared to net earnings of $45.6 million in last year’s fourth
quarter. This increase reflects the items described above.
Basic earnings per Class B share were $2.05 in the fourth quarter of 2015 compared to $1.33 in the fourth quarter of 2014.
The movement in foreign currency exchange rates in the fourth quarter of 2015 compared to 2014 had an estimated positive
impact on the translation of CCL’s basic earnings of $0.12 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 $2.16 for the fourth quarter of 2015, an improvement of 43.0% compared to $1.51 in the corresponding
quarter of 2014.
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 affected from a sales perspective in the Northern Hemisphere by Thanksgiving and globally
by the Christmas and New Year holiday season shutdowns.
Sales and net earnings comparability between the quarters of 2015 and 2014, were primarily affected by regional economic
variances, the impact of dramatic foreign currency changes relative to the Canadian dollar, the timing of acquisitions and
the effect of restructuring, tax adjustments and other items.
2015 Annual Report
17
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
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 2015, primarily driven
by organic growth and acquisitions.
The Avery Segment quarterly results mirrored its expected seasonal pattern for 2015, posting robust results for the third
quarter of the year reflecting the “back-to-school” intensity in North America. However, since the Avery acquisition in July of
2013, management has implemented initiatives that have reduced the magnitude of the third quarter back-to-school spike
attributable to ring binder sales volumes. Therefore operating results for the other three quarters of 2015 improved over 2014
more significantly than the increase for the third quarter of 2015 compared to the third quarter 2014. 2015 annual return on
sales in the Avery segment was a remarkable 19.5%. This seasonal pattern should continue in 2016.
The Container Segment’s 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 2015 bolstered the results for the Segment as all the production
in the Canadian plant is sold to U.S. based customers.
Net earnings in 2015 increased 36.2% compared to 2014. 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, was a record $8.61 for 2015, up 31.9% from $6.53 in 2014.
2 . Bu s i n e s s s e gMe n t ReVi eW
a) general
over the last decade, all divisions invested significant capital and management effort 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 efficiencies 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 effect 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.
Avery reaches its consumers, including small businesses, through distribution channels that include mass-market
merchandisers, retail superstores, wholesalers, e-tailers, contract stationers, catalog retailing and direct to consumer
e-commerce. 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. Avery has successfully launched its
proprietary direct to consumer e-commerce label design software platform “wePrintTM”. In 2014, the acquisitions of LCL and
Nilles expanded 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. In 2015, the acquisitions of PCN and Mabel’s further expanded
Avery digital print offering to the meetings and events planning industry and personalized identification labels for children
and families. growth in these new printable media products and in new markets for existing products has slightly exceeded
the decline in volume for mailing applications and reestablished a growth rate for the Segment ahead of CCL’s expectation.
It is also CCL’s expectation that Avery will continue to open up new revenue streams in short run digital printing applications.
18 2015 Annual Report
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 supply and demand economics within the petrochemical, energy and base metals
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 run lengths and
available capacity. This approach facilitates effective 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 efficiency.
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, leverage ratio, 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 per Class B share is a key metric that the Company monitors.
It represents 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 effectiveness and compliance.
CCL is not particularly dependent upon specialized manufacturing equipment. Most of the manufacturing equipment employed
by the divisions can be sourced from many different 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 offerings. 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.
2015 Annual Report
19
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
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 119 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. Avery launched
“wePrintTM” expanding its direct to consumer software solutions, and acquired Nilles’, PCN’s and Mabel’s e-commerce
platforms to leverage acquired digital print software into the pre-existing Avery suite.
within the Avery Segment, most 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. The Company also acquired two
important, distinct, ‘direct to consumer’ brands in 2015 with “pc/nametag” and “Mabel’s Labels”. 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 patented “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.
20 2015 Annual Report
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
2015
2014
$
2,030.3
782.7
226.1
$
3,039.1
$
$
317.2
152.8
26.6
496.6
$
$
$
$
1,718.3
666.4
200.9
2,585.6
242.7
109.3
17.9
369.9
* 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 2015 was $496.6 million, an improvement of 34.3% compared to $369.9 million in 2014. The increase
in operating income was attributable to the improvements in all of CCL’s Segments, Label, Avery and Container in 2015
compared to 2014. Excluding the impact of foreign currency translation, operating income increased by 26.7% 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 16.3% in 2015 compared to 14.3% in 2014, primarily reflecting stellar results achieved in the Avery and Label
Segments for 2015.
B) label segment
overview
The Label Segment is the leading global producer of innovative label solutions for consumer product marketing companies
in the personal care, food & beverage, household chemical and promotional segments of the industry, and also supplies
regulated labels to major pharmaceutical, healthcare and industrial chemical customers plus long life labels to automotive,
electronics and other durable goods companies. The Segment’s product lines include pressure sensitive, shrink sleeve, stretch
sleeve, in-mould, precision printed and die cut metal and plastic components, expanded content labels, pharmaceutical
instructional leaflets and plastic tubes. It currently operates 105 production facilities located in Canada, the United States
(including Puerto Rico), Argentina, Australia, Austria, Brazil, Chile, China, Denmark, Egypt, France, Hungary, germany, Ireland,
Italy, Japan, Korea, Mexico, the Netherlands, oman, Pakistan, Philippines, Poland, Russia, Saudi Arabia, Switzerland, Thailand,
Turkey, United Arab Emirates, the United Kingdom and Vietnam. The five 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 product
breadth, global reach and scale of CCL Label.
2015 Annual Report
21
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
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 efficiencies 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
offerings 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 and all of 2015. 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 also extrudes
films and coats and laminates pressure sensitive materials and is generally able to mitigate the cost volatility of third party
sourced materials 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. Recent acquisitions of INTA, FritzB, woelco
and most notably worldmark significantly expanded CCL Design, solidifying its global footprint and technological capabilities.
There is a close alignment in label demand to consumer staples other than CCL Design, which is completely aligned to
the automotive, electronics 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 offerings 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 difficulties and customers want to ensure their suppliers are financially viable.
label segment Financial Performance
Sales
Operating income
Return on sales
2015
% Growth
$
$
2,030.3
317.2
15.6%
18.2%
30.7%
$
$
2014
1,718.3
242.7
14.1%
Sales in the Label Segment for 2015 increased to $2,030.3 million, compared to $1,718.3 million in 2014. Foreign currency
translation had a favourable impact of 6.3%. The Label Segment increased 5.7% from strong organic growth and 6.2% due to
the positive benefit of seven acquisitions since the beginning of the 2014 year.
22 2015 Annual Report
Sales in 2015 for North America increased low single digits compared to 2014, excluding the impact of currency translation and
the acquisitions of Sancoa, INTA and BCA. The stronger U.S. dollar significantly augmented Canadian dollar reported revenues
but profit margins were negatively impacted as raw materials are largely imported from the United States. Healthcare &
Specialty results were mixed with significant improvement in Healthcare, partially offset by a soft Ag-Chem market reported
by many global customers and slow promotional sales compared to a world Cup influenced prior year. Profitability was aided
$2.0 million pre-tax by a fourth quarter gain on sale of a property in Memphis. The Home & Personal care business increased,
benefiting from foreign currency translation and a full twelve months of Sancoa’s sales, offsetting a slow consumer market
for these staples. Sales in the Food and Beverage sector improved on market share wins in both the Sleeve and wine & Spirit
operations. Sales for CCL Design, increased only modestly despite continued strong demand in the automotive market but
operating margins improved significantly year-over-year due to cost reduction and productivity initiatives. overall profitability,
excluding the acquisitions, was up significantly due to strong performance in Healthcare & Specialty, good results in Home &
Personal Care benefitting from strong improvement at Sancoa, a return to profitability in the Sleeve operation and substantial
gains in the wine & Spirits sector. Including the results of the aforementioned acquisitions, return on sales improved notably
in North America.
European sales were up high single digits for 2015, excluding currency translation and the impact of acquisitions in the
region compared to 2014. Solid results for the Home & Personal Care businesses in the UK, germany and Poland were more
than offset by share loss and operational challenges of adjusting to customers moving production from locations in France.
Healthcare & Specialty sales, excluding foreign currency translation, were up modestly compared to 2014 and profitability
improved with good performances in France, Italy and the Netherlands partly offset by declines in the UK and Scandinavia.
Results in Food & Beverage in local currencies, excluding the Dekopak acquisition, were again strong on continued good
performance in the Sleeve business, new applications for pressure sensitive Beverage labels plus excellent results in the new
Closures sector with solid contribution from Bandfix. Results in wine & Spirits improved in the UK but the Nilles performance
in germany was a little disappointing. Sales and profitability improved significantly at the CCL Design business due to market
share gains and the global success of german automobile oEM customers. Profitability improved significantly and especially
comparatively as the prior year was impacted by a large german customer’s insolvency that resulted in a receivable write-off
of $1.7 million. overall, European operating income, excluding acquisitions and currency translation, increased maintaining a
comparable return on sales. The newly acquired businesses: FritzB and the European portion of worldmark met management
expectations for the year but did not contribute meaningfully to results.
Sales in Latin America increased double digits for 2015 compared to 2014 excluding the impact of currency translation. Sales
improved in both Mexico and Brazil in all lines of business driven by market share gains and price increases attempting to
recover the impact of local currency declines and its impact on imported raw material costs, especially in Brazil. operating
income increased significantly in absolute terms and as a percent of sales, despite a lag in recovering the full impact of rising
input costs, the economic recession in Brazil and start-up costs for CCL Design in Mexico and the new Home & Personal Care
plant in Argentina. Results for the Latin American portion of worldmark met management expectations for the year but did
not contribute meaningfully to results.
Asia Pacific sales excluding currency translation and the Asian portion of the worldmark acquisition, increased low-single
digits for 2015 compared to 2014. For the year, operations in China delivered solid sales growth in all lines of business due
to market share wins on slower but still solid domestic demand. operating income improved significantly on productivity
gains and the Tianjin Healthcare operation swinging to an operating profit in 2015 compared to an operating loss in 2014.
ASEAN profitability expanded on a very significant increase in Thailand aided by rich mix and foreign exchange gains on
customer contracts priced in euros. Results in Vietnam improved significantly while start-up costs were incurred in Korea and
the Philippines. Australian results improved in wine & Spirits but poor performance in Healthcare, driven by a problematic
facility consolidation, more than offset these gains. Sales in South Africa declined on currency related challenges and an
unusually strong prior year that included a large Beverage product launch. overall profitability in the Asia Pacific region
increased, inclusive of the start-up expenses for the Korean and Philippines operation. Results for the Asian portion of
worldmark met management expectations for the year and will have a significant impact on the importance weighting of
the region going forward.
operating income for the Label Segment improved 30.7% to $317.2 million for 2015 compared to $242.7 million for 2014.
Foreign currency translation had a positive effect of 6.1% on 2015 operating income compared to 2014. operating income as a
percentage of sales was 15.6% in 2015 compared to the 14.1% return generated in the prior year. The exceptional return on sales
stemmed from the significant margin improvements at the DES and the Sancoa acquisitions as well as strong performance
from the Food & Beverage business.
2015 Annual Report 23
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
The Label Segment invested $145.9 million in capital spending in 2015 compared to $106.7 million last year partly offset by the
sale of properties in New Jersey and Tennessee and some equipment disposals. The most significant capital investments for
2015 were related to the Home & Personal Care and CCL Design businesses 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 $132.8 million in 2015 compared to $118.6 million in 2014.
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 office 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.
Most 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 as well as the direct to consumer
“pc/nametag”, and from 2016, “Mabel’s Labels” brands.
Avery operates ten 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, pcnametag.com and mabelslabels.com.
Subsequent to CCL’s acquisition on July 1, 2013, Avery implemented a comprehensive restructuring plan to right size
operations and the management organization. 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. The final steps associated with this restructuring initiative and the
closure of the Meridian, Mississippi, manufacturing and distribution centre were announced in the third quarter of 2015. The
label production from this facility will consolidate into the existing facility in Tijuana, Mexico, by mid-2016 and the binder
manufacturing will transition to a new Mexican plant concluding after the 2017 back-to-school season. The majority of the
aforementioned restructuring charges were taken in 2013 and 2014, but final charges of $4.6 million were recorded in 2015,
with the expectation of reducing annual costs for Avery by approximately $8.0 million from 2018 onward.
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. In 2015, Avery posted a modest organic growth rate for the first time since 2000 under either CCL or prior
ownership. growth in new printable media products and new markets for existing products exceeded the decline in products
challenged by secular decline.
avery segment Financial Performance
Sales
Operating income
Return on sales
$
$
2015
782.7
152.8
19.5%
% Growth
17.5%
39.8%
$
$
2014
666.4
109.3
16.4%
Sales in the Avery Segment for 2015 were $782.7 million, an increase of 17.5% compared to the $666.4 million posted in 2014.
Foreign currency translation had a favourable influence of 10.4%, the LCL, Nilles and PCN acquisition added 6.2% and organic
growth added 0.9% for 2015.
north american sales were up low single digits for 2015, excluding currency translation and the impact of acquisitions in
the region compared to 2014. Printable Media products outperformed expectations with innovations and new distribution
channels offsetting projected declines in the BoPwI category, particularly in the back-to-school oriented low margin ring
binders. overall profitability improved dramatically across all categories due to new product and marketing initiatives, price
increases, cost cutting and productivity programs implemented in 2013 and 2014. The newly acquired PCN recorded sales
and profits above management expectations for 2015. Mabel’s acquired on the last day of the fiscal year will begin posting
operating results in 2016. Return on sales in this region remains above the Segment average.
24 2015 Annual Report
international sales are mostly generated from products in the Printable Media category, representing approximately 21.5%
of the Avery Segment sales for 2015. Sales, excluding acquisitions and currency translation, declined mid-single digits with
soft consumer markets in all geographies. A weaker euro and Australian dollar to the Canadian dollar also had a significant
impact on absolute sales for 2015 compared to 2014 and the stronger U.S. dollar presented pricing and margin challenges
with materials imported from the United States in certain countries. Profitability improved modestly compared to 2014 due
to cost reduction programs and productivity initiatives. The acquired operations of LCL were consolidated with existing UK
operations; results for the acquired Nilles digital print business did not materially impact results.
operating income for 2015 increased 39.8% to $152.8 million compared to $109.3 million in 2014. Return on sales was an
outstanding 19.5% for 2015 compared to 16.4% for 2014, reflecting the financial benefits achieved following the restructuring
initiatives since the July 2013 acquisition.
The Avery Segment invested $13.8 million in capital spending for 2015 compared to $25.0 million for 2014. The expenditures
in 2015 were primarily for equipment additions in North America to reduce supply chain cost within the BoPwI category and
equipment to support digital print capabilities for Printable Media, significantly offset by the sale of the property in Chicopee,
Massachusetts. In 2014, expenditures were primarily for equipment upgrades and the purchase of the key manufacturing
facility in germany. Depreciation and amortization for the Avery Segment was $15.1 million for 2015 compared to $12.9 million
for 2014. Capital expenditures for the Avery segment in 2016 will largely be in support of the aforementioned restructuring
initiative to build a new binder manufacturing facility in Mexico.
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.
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 Container Segment currently operates from five plants, two each in the United States and Mexico and one in Canada. 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 through mid-2017.
In December 2014, CCL contributed a 50% equity investment in Rheinfelden Americas, LLC (“Rheinfelden”), a newly established
joint venture with Rheinfelden Semis gmbH, a leading german producer of aluminum slugs. This new facility in North Carolina
will provide an alternate source of aluminum slugs in North America.
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 efficiencies.
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 and the
associated “premiums” charged over and above for its supply 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.
2015 Annual Report 25
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
Aluminum trades as a commodity on the LME and the Container Segment uses 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 14.2% of its 2015 volume but has only hedged 12.6% and 4.9% of its
expected 2016 and 2017 requirements, respectively, and all, including matured 2015 hedges, were matched to fixed-price
customer contracts. Existing hedges are priced in the US$1,630 to US$1,810 range per metric ton. The unrealized loss on the
aluminum futures contracts as at December 31, 2015, was $1.1 million. Pricing for aluminum in 2015 ranged from US$1,420 to
US$1,920 per metric ton, compared to US$1,640 to US$2,120 per metric ton in 2014.
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 efficiencies 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.
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.
container segment Financial Performance
Sales
Operating income
Return on sales
$
$
2015
226.1
26.6
11.8%
% Growth
12.5%
48.6%
$
$
2014
200.9
17.9
8.9%
For 2015, the Container Segment posted sales of $226.1 million compared to $200.9 million in 2014. The 12.5% increase
in sales can be attributed to organic growth of 6.2% and a 6.3% positive impact of currency translation. Volume declines
principally in the Canadian operation were offset by price and mix improvements in the U.S. operation. Volumes in Mexico
improved, and strong export demand priced in U.S. dollars and currency related domestic price increases more than offset
the impact of a weaker peso on imported aluminum. Prior year results for the Mexican operation were negatively impacted
by start-up costs associated with the first production line moved from the Canadian plant. The Segment also benefitted from
significantly lower aluminum costs and “mid-west premiums” year-over-year on spot sales to customers without contractual
pricing agreements. As a result operating income improved 48.6%, and return on sales improved to 11.8% for 2015 compared
to return on sales of 8.9% for 2014.
At current exchange rates the planned closure of the Canadian operation and redistribution of its manufacturing equipment
to existing operations in the U.S. and Mexico has been postponed until the second half of 2017; consequently, there were
no equipment relocation expenses incurred in 2015 compared to $0.5 million in 2014. The Company has budgeted a further
$3.5 million of move costs to be incurred over the balance of the relocation initiative. when announcing, in late 2013,
the closure of the Canadian facility and redistribution of the business to the remaining plants, management had expected
annualized operating improvements totalling $10.0 million. These savings have now been realized through exchange rate
benefits and other operational improvements.
The Container Segment invested $12.5 million of capital in 2015 compared to $20.1 million last year. The majority of the 2015
expenditures were for the previously announced facility expansion and installation of new manufacturing equipment at the
U.S. operation to enable the efficient redistribution of part of the Canadian plant’s equipment. Depreciation and amortization
in 2015 and 2014 were $15.2 million and $14.1 million, respectively.
26 2015 Annual Report
e) Joint Ventures
For the years ended December 31
Sales (at 100%)
Label joint ventures
Earnings (losses) in equity accounted investments
Label joint ventures
Rheinfelden
2015
106.7
106.7
9.1
(2.4)
6.7
$
$
$
$
$
$
$
$
2014
84.6
84.6
7.3
—
7.3
+/-
26.1%
26.1%
24.7%
n.m.
(8.2)%
The following investments affected the financial comparisons for the year ended December 31, 2015:
• In July 2015, the Company signed a binding agreement with Korsini-SAF to create a North American “in-mould” label
joint venture. The partners will invest approximately $20.0 million between them, in a combination of debt and equity,
each owning 50% of the new company. The initial capital investment was completed in January of 2016, while trading
is not expected to commence until early 2017.
• 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% equity investment in 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.
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 increased significantly at CCL-Kontur, while profit almost doubled net of translation for 2015 compared to 2014 as share
gains partly derived from interest rate increases following the ruble’s depreciation negatively affected the liquidity of many
local competitors. Results included start-up losses at the new shrink sleeve manufacturing facility financed entirely by bank
debt. Pacman-CCL posted significantly improved profitability and contributed meaningfully to overall earnings for 2015.
For 2015, Acrus-CCL posted significant sales gains and more than doubled profitability compared to 2014. The construction
of CCL-Taisei’s new tube plant is complete and nominal trading commenced during the second half of 2015; however start-up
losses partially offset profitability improvements at the other label joint ventures. Rheinfelden Americas, the aluminum slug
joint venture incurred expected start-up losses for the year, which are expected to continue for much of 2016 with profitability
targeted for 2017. with qualification of the new plant’s output in late 2015, a second round of debt financing has been
authorized to acquire capital equipment for production optimization. Earnings in equity accounted investments amounted
to $3.5 million for 2015 compared to $3.7 million for 2014.
2015 Annual Report 27
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
3 . Fi n a n c i n g a nD Ri sK Ma n ag eMe n t
a) liquidity and capital Resources
The Company’s leverage ratio is as follows:
For the years ended December 31
Current debt
Long-term debt
Total debt(1)
Cash and cash equivalents
Net debt(1)
EBITDA
Net debt to EBITDA(1)
$
$
$
2015
167.1
838.4
1,005.5
(405.7)
599.8
608.4
0.99
$
$
$
2014
59.1
600.0
659.1
(221.9)
437.2
481.6
0.91
(1) Total debt, net debt and net debt to EBITDA are non-IFRS measures. See “Key Performance Indicators and Non-IFRS Measures” in Section 5A below.
In December of 2015, the Company signed an amended five-year US$1.2 billion revolving credit facility with a syndicate
of banks. outstanding debt on the previous revolving and non-revolving syndicated credit facilities were rolled into this
amended facility. This amended facility incurs interest at the applicable domestic rate plus an interest rate margin linked to
the Company’s net debt to EBITDA.
The Company’s debt structure at December 31, 2015, was comprised of three private debt placements completed in 1998,
2006 and 2008 for a total of US$239.0 million (C$330.8 million) and outstanding debt totalling $653.9 million under the
amended revolving facility.
on March 7, 2016, US$110.0 million of private placement debt comes to maturity; consequently, the current portion of long-
term debt has increased compared to December 31, 2014. outstanding contingent letters of credit totalled $3.6 million;
accordingly there was US$720.4 million of unused availability on the revolving credit facility at December 31, 2015. In addition,
the Company had uncommitted and unused lines of credit of approximately US$5.0 million at December 31, 2015. 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 may elect to repay the aforementioned private placement debt coming due in early
2016 with unused lines of credit or cash on its balance sheet.
Net debt (a non-IFRS financial measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below) was
$599.8 million at December 31, 2015, $162.6 million higher than the net debt of $437.2 million at December 31, 2014. The
increase in net debt was primarily attributable to the additional debt drawn to acquire worldmark and the translation impact
on foreign currency denominated debt partially offset by the increase in cash and cash equivalents.
Net debt to EBITDA (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below)
increased slightly to 0.99 times as at December 31, 2015, compared to 0.91 times at the end of 2014 due to the increase in
net debt relative to the increase in EBITDA. However, the measure remains very strong just below 1.0 times.
The Company’s overall average finance rate was 3.1% as at December 31, 2015, compared to 3.6% as at December 31, 2014.
The decrease in the average finance rate was caused by the Company’s increase in drawn debt under the syndicated credit
facility, which incurs interest at lower variable rates. The Company is unable to repay, without prohibitive penalties, its fixed
rate private placements, which incur an average finance rate of 6.2%.
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 17.4 times and 13.1 times in 2015 and 2014, respectively, indicative of improved earnings for
CCL and the low cost of financing under the revolving credit facility.
The Company’s approach to managing liquidity risk is to ensure that it will always have sufficient 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.
28 2015 Annual Report
B) cash Flow
summary of cash Flows
Cash provided by operating activities
Cash provided by (used in) financing activities
Cash used for investing activities
Effect of exchange rates on cash
Increase in cash and cash equivalents
Cash and cash equivalents – end of year
2015
475.3
190.8
(511.3)
29.0
183.8
405.7
$
$
$
2014
403.5
(138.2)
(255.2)
2.7
12.8
221.9
$
$
$
In 2015, cash provided by operating activities was $475.3 million, compared to $403.5 million in 2014. Free cash flow from
operations (a non-IFRS measure; see “Key Performance Indicators and Non-IFRS Measures” in Section 5A below) reached
$320.7 million for 2015 compared to $264.1 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 offset by an increase in 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 days at December 31,
2015, and December 31, 2014.
Cash provided by financing activities in 2015 was $190.8 million, consisting of net debt borrowings of $224.8 million, primarily
used to finance the worldmark acquisition and proceeds from the issuance of shares of $18.3 million due to the exercise of
stock options partially offset by dividend payments of $52.3 million. In 2014, financing activities consumed $138.2 million
primarily for the repayment of syndicated debts.
Cash used for investing activities in 2015 of $511.3 million was primarily for the acquisitions totalling $356.7 million and net
capital expenditures of $154.6 million (see below). Consequently, cash and cash equivalents increased by $183.8 million in
2015 to $405.7 million.
Capital spending in 2015 amounted to $172.2 million and proceeds from capital dispositions were $17.6 million, resulting in net
capital expenditures of $154.6 million, compared to $139.3 million in 2014. Net capital spending was slightly less than annual
depreciation and amortization 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 2015 amounted
to $164.1 million, compared to $146.4 million in 2014.
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 2015 sales to end-use customers are denominated in Canadian dollars, and
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 does not use financial instruments to hedge its U.S. dollar foreign exchange risk. 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.
2015 Annual Report 29
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
As at December 31, 2015, 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, 2015, the Company’s exposure to credit risk arising from
derivative financial instruments was nil. The effect of interest on these swap agreements was to increase net finance cost by
$0.8 million in 2015 (2014 – increase by $0.7 million).
As at December 31, 2015, the Company had US$447.0 million, EUR 61.6 million and gBP134.0 million drawn under the private
debt placement and revolving credit facility, which are hedging a portion of its US$-based, euro-based and gBP-based
investments 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.”
D) equity and Dividends
summary of changes in equity
For the years ended December 31
Net earnings
Dividends
Settlement of exercised stock options
Shares released from trust, net of purchase of shares for trust
Contributed surplus on expensing of stock options and stock-based compensation plans
Defined benefit plan actuarial losses, net of tax
Increase in accumulated other comprehensive income
Increase in equity
Equity
Shares issued at December 31 – Class A (000s)
– Class B (000s)
$
$
$
2015
295.1
(52.1)
22.3
6.5
24.3
1.2
108.4
405.7
1,621.9
2,368
32,729
$
$
$
2014
216.6
(37.7)
10.7
0.2
14.3
(9.1)
3.1
198.1
1,216.2
2,368
32,325
In 2015, the Company declared dividends of $52.1 million, compared to $37.7 million declared in the prior year. As previously
discussed, the dividend payout ratio in 2015 was 17% (2014 – 17%) 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 2016, the CCL Board of Directors has declared a 33.3% increase in the dividend; twelve
and a half cents per Class B share per quarter, from $0.375 to $0.50 per Class B share ($2.00 per Class B share annualized).
If 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 did not repurchase
any of its shares for cancellation in 2015.
30 2015 Annual Report
e) commitments and other contractual obligations
The Company’s obligations relating to debt, leases and other liabilities at the end of 2015 were as follows:
December 31, 2014
December 31, 2015
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 financial liabilities
Secured bank loans
$
Unsecured bank loans
Unsecured senior notes
Finance lease liabilities
Unsecured syndicated bank
credit facility
Other long-term obligations
Interest on unsecured senior notes
Interest on unsecured syndicated
bank credit facility
Interest on other long-term debt
Trade and other payables
Derivative financial liabilities
Outflow – CF hedges
Interest on derivatives
Accrued post-employment
benefit liabilities
Operating leases
2.4
10.8
276.8
5.7
362.6
0.8
*
—
—
519.4
0.8
*
*
—
$
1.3 $
11.4
330.5
8.0
1.3
11.4
330.8
8.0
$
0.5
0.1
152.2
1.5
$
0.5
10.5
—
1.4
$
653.9
0.4
*
—
—
711.0
1.4
*
*
—
653.9
0.4
27.0*
46.8*
1.6
711.0
1.1
0.4*
—
0.2
—
4.9
0.6
711.0
1.1
0.2
—
0.2
6.8
5.3
0.5
—
—
0.2
44.7*
95.1
1.5
10.8
1.5
10.8
0.3
0.2
—
2.6
—
—
12.2
10.6
0.3
—
—
—
5.2
17.8
$
$
—
0.5
178.6
2.3
653.9
—
8.0
26.0
0.2
—
—
—
—
0.1
—
0.2
—
—
—
—
—
—
—
—
15.7
32.7
20.8
23.0
Total contractual cash obligations $ 1,179.3
$ 1,717.9
$ 1,933.5
$ 884.6
$
37.7
$
49.2
$ 917.9
$ 44.1
*
Accrued long-term employee benefit and post-employment benefit liability of $2.1 million, accrued interest of $7.3 million on unsecured senior notes and
unsecured syndicated bank credit facility and accrued interest of nil on derivatives are reported in trade and other payables in 2015 (2014 – $2.6 million,
$6.5 million and nil, respectively).
Pension obligations
our Company sponsors a number of defined benefit plans in countries that give rise to accrued post-employment benefit
obligations. The accrued benefit obligation for these plans at the end of 2015 was $200.8 million (2014 – $180.8 million) and
the fair value of the plan assets was $67.2 million (2014 – $63.0 million), for a net deficit of $133.6 million (2014 – $117.8 million).
Contributions to defined benefit plans during 2015 were $5.2 million (2014 – $4.0 million). The Company expects to
contribute $19.7 million to the pension plans in 2016, inclusive of defined contribution plans. These estimated funding
requirements will be adjusted annually, based on various market factors such as interest rates, expected returns and staffing
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 sufficient 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 provided various loan guarantees for its joint ventures and associates totaling $40.8 million. There are no
other 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.
2015 Annual Report 31
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
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 officer (“CEo”) and the Senior Vice President
and Chief Financial officer (“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, 2015, 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 effective 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
effective, and that the issuer has disclosed any changes in its internal control during its most recent interim period that has
materially affected or is reasonably likely to materially affect its internal control over financial reporting.
Based on the evaluation of the design and operating effectiveness of CCL’s internal control over financial reporting, the CEo
and the CFo concluded that the Company’s internal control over financial reporting was effective as at December 31, 2015.
There were no material changes in internal control over financial reporting in the financial year ended December 31, 2015.
4 . Ri sK s a nD u n c eR 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 effect 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 affect 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 affect the Company’s consolidated earnings. The global economic conditions have affected 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.
32 2015 Annual Report
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 2015 were 96% of the Company’s total sales, a level similar to that in 2014. 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 2015, 53% and 27% 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 2015 were 16% 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 119 facilities in countries around the world with a variety of different 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 effect 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 effect 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 affect 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.
Restructuring of the container segment
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.
Foreign exchange exposure and Hedging activities
Sales of the Company’s products to customers outside Canada account for approximately 96% 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 effect 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 efficiency 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 effect
on the business, financial condition and results of operations of the Company.
2015 Annual Report 33
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
The operations of the Company are dependent on the abilities, experience and efforts 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 effect on the implementation of the Company’s business strategy and
the efficient running of day-to-day operations. This could have a material adverse effect 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 effectively 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 effect 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 effect on the business,
financial condition and results of operations of the Company.
integration and Restructuring of Worldmark
The Company acquired the global operations of worldmark on November 6, 2015, and immediately commenced detailed
investigations and analysis of the restructuring that will be required at worldmark. worldmark has 1,900 employees, six
manufacturing plants in China, one in each of Hungary, Mexico and Scotland and strategically located design and prototyping
centres around the world. The size, geographic scope and complexity of worldmark’s operations exceeds the typical
acquisition of CCL and therefore integration and restructuring initiative is more complex and time consuming. The initial
assessment has resulted in a restructuring charge of $2.7 million for the year ended December 31, 2015. The restructuring and
integration initiative will continue for the next twelve months. A failure to integrate and restructure the acquired business in a
timely and effective manner could have a material adverse effect on the business, financial condition and results of operations
of the Company.
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. Another key aspect to CCL’s growth strategy includes increased development of the Company’s
presence in emerging markets that could create exposure to unstable political conditions, economic volatility and social
challenges. If the Company cannot adjust to its anticipated growth, results of operations may be materially adversely affected.
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. This outcome could
have a material adverse effect on the business, financial condition and results of operations of the Company.
34 2015 Annual Report
Realization of Deferred tax assets
The Company needs to generate sufficient taxable income in future periods in certain foreign and domestic tax jurisdictions,
to realize the tax benefit. If there is a significant change in time period within which the underlying temporary difference or
loss carryforwards become taxable or deductible, the Company may have to revise its valuation allowance against deferred
tax assets. This could result in an increase in the effective tax rate and could have a material adverse effect on future results.
Changes in statutory tax rate may change the deferred tax asset or liability, with either a positive or negative impact on the
effective tax rate. The computation and assessment of the ability to realize of the deferred tax asset balance is complex and
requires significant judgement. New legislation or change in underlying assumptions may have a material adverse effect on
the business, financial condition and results 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 effect on the business, financial condition and
results of operations of the Company.
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 offered 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 sufficient
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 14% of consolidated revenue for fiscal 2015. The five largest customers of the Company represented
approximately 26% of the total revenue for 2015 and the largest 25 customers represented approximately 51% 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 effect on the business, financial condition and
results of operations of the Company. Consolidation within the consumer products marketer base and office 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.
2015 Annual Report 35
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
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 effect 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 affect 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 affected 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
any such regulations or controls in any material respect may have a material adverse effect 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 effect 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 effect 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 has historically been a core product for the 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 offsetting new consumer printable media applications
in Avery, could have a material adverse effect 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 effect 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 efficient labour
environment cannot be assured. Accordingly, a strike, lockout or deterioration of labour relationships could have a material
adverse effect on the business, financial condition and results of operations of the Company.
36 2015 Annual Report
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 licenses 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 effect 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 effect 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 licenses. The Company may not be successful in developing such an
alternative or obtaining a license on reasonable terms, if at all. In addition, any such litigation could be lengthy and costly and
could have a material adverse effect 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.
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 sufficient 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-efficient
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 effect 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.
CCL maintains information within its IT networks and on the cloud proprietary to operating its business as well as confidential
personal employee and customer information. The secure maintenance of this information is critical to the operations and
reputation of the Company. CCL invests in hardware and software to prevent the risk of intrusion, tampering and theft. Any
such unauthorized breach of the Company’s IT infrastructure could compromise the data maintained causing a significant
disruption in operations or meaningful harm to CCL’s reputation resulting in a material adverse effect on financial results.
impairment in the carrying Value of goodwill and indefinite life intangible assets
As of December 31, 2015, the Company had over $1.0 billion 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 affect cash flow, an impairment charge does have the effect of reducing the Company’s earnings, total assets and equity.
2015 Annual Report 37
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
share Price Volatility
Changes in CCL’s stock price may affect the Company’s access to, or cost of financing from capital markets and may affect
stock-based compensation arrangements. CCL’s stock price has appreciated significantly over the last five years, and is
influenced by the financial results of the Company, changes in the overall stock market, demand for equity securities, relative
peer group performance, market expectation of future financial performance and competitive dynamics among many other
things. There is no assurance that CCL’s share price will not be volatile in the future.
increase in interest Rates
At December 31, 2015, approximately 55% of CCL’s outstanding debt was subject to variable interest rates. Increases in
short-term interest rates would directly impact the amount of interest the Company pays. Significant increases in short-term
interest rates will increase borrowing costs and could have a material adverse impact on the financial results of the Company.
5. ac c o u n t i n g P o l i c i e s a nD n o n-iF R s Me a s uRe 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,
restructuring and other items and tax adjustments.
Earnings per Class B Share
Basic earnings
Net loss from restructuring and other items
Adjusted basic earnings
Fourth Quarter
Year-to-Date
2015
2.05
0.11
2.16
$
$
2014
1.33
0.18
1.51
$
$
2015
8.50
0.11
8.61
$
$
2014
6.31
0.22
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.
38 2015 Annual Report
leverage Ratio (or “net debt to EBITDA”) 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
For the years ended December 31
Current debt
Long-term debt
Total debt
Cash and cash equivalents
Net debt
EBITDA
Net debt to EBITDA
$
$
$
$
$
2015
167.1
838.4
1,005.5
(405.7)
599.8
608.4
0.99
$
$
$
$
$
2014
59.1
600.0
659.1
(221.9)
437.2
481.6
0.91
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.
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 effect of these items.
Return on equity before goodwill impairment loss, restructuring and other items and tax adjustments (“Roe”) – A measure
that provides insight into the effective 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, 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
Net earnings
Restructuring and other items, (net of tax)
Adjusted net earnings
Average equity
Return on equity
$
$
$
2015
295.1
3.7
298.8
1,419.0
21.1%
Year-to-Date
2014
216.6
7.5
224.1
1,117.2
20.1%
$
$
$
2015 Annual Report 41
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
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, 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 RoTC 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
Net earnings
Restructuring and other items (net of tax)
Adjusted net earnings
Average total capital
Return on total capital
$
$
$
2015
295.1
3.7
298.8
1,937.6
15.4%
Year-to-Date
2014
216.6
7.5
224.1
1,587.3
14.1%
$
$
$
Return on sales – A measure indicating relative profitability of sales to customers. It is defined as operating income (see
definition above) 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.
$
$
$
$
Three Months Ended
December 31
Twelve Months Ended
December 31
2015
553.1
191.2
54.5
798.8
81.9
34.4
6.3
$
$
$
122.6
$
14.8%
18.0%
11.6%
15.3%
2014
433.4
154.6
47.8
635.8
58.0
22.9
4.1
85.0
13.4%
14.8%
8.6%
13.4%
2015
2014
$
$
$
$
2,030.3
782.7
226.1
3,039.1
317.2
152.8
26.6
496.6
$
$
$
$
1,718.3
666.4
200.9
2,585.6
242.7
109.3
17.9
369.9
15.6%
19.5%
11.8%
16.3%
14.1%
16.4%
8.9%
14.3%
Return on Sales
Sales
Label
Avery
Container
Total sales
Operating income
Label
Avery
Container
Total operating income
Return on sales
Label
Avery
Container
Total return on sales
42 2015 Annual Report
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
Current debt, including bank advances
Plus: Long-term debt
Total debt
B) accounting Policies and new standards
accounting Policies
2015
167.1
838.4
1,005.5
$
$
$
$
2014
59.1
600.0
659.1
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 effective
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 ineffectiveness; 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 effectiveness
of a hedging relationship. This standard is effective 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 effective
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 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 effective for annual periods beginning on or
after January 1, 2016; however, early adoption is permitted. The Company intends to adopt these amendments in its financial
statements for the annual period beginning on January 1, 2016. The Company is currently evaluating the impact of IAS 1 on
its consolidated financial statements.
In January 2016, IFRS 16, Leases was issued by the IASB. This standard introduces a single lessee accounting model and requires
a lessee to recognize assets and liabilities for all leases with a term of more than 12 months, unless the underlying asset is of
low value. A lessee is required to recognize a right-of-use asset representing its right to use the underlying asset and a lease
liability representing its obligation to make lease payments. This standard substantially carries forward the lessor accounting
requirements of IAS 17, while requiring enhanced disclosures to be provided by lessors. other areas of the lease accounting
model have been impacted, including the definition of a lease. The new standard is effective for annual periods beginning on
or after January 1, 2019. The Company intends to adopt IFRS 16 in its financial statements for the annual period beginning on
January 1, 2019. The Company is currently evaluating the impact of IFRS 16 on its consolidated financial statements.
2015 Annual Report 43
M a n a g eMe n t ’ s D i s c u s s i o n a nD an a ly s i s
Years ended December 31, 2015 and 2014 (Tabular amounts in millions of Canadian dollars, except per share data)
c) critical accounting estimates
The preparation of financial statements requires management to make estimates and assumptions that affect 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
44 2015 Annual Report
6. o u t lo oK
CCL posted its second consecutive record year in 2015; revenue increased 17.5%, exceeding $3.0 billion for the first time and
adjusted basic earnings per share improved 31.9% to $8.61. The Company was also very successful with its acquisition growth
plan completing six acquisitions for gross proceeds of approximately $357 million. The Label segment posted sales that
crested $2.0 billion for first time and robust 30.7% improvement in operating income. Acquisitions of INTA, FritzB, woelco and,
most notably, worldmark significantly expanded CCL Design, solidifying its global footprint and technological capabilities.
Avery’s financial results once again exceeded management’s expectations, including modest organic growth for the first time
since 2000 which contributed to the robust 19.5% return on sales. Avery acquired further strategic ‘web-to-print’ businesses
with PCN and Mabel’s providing additional avenues for growth. Finally, the Container Segment, although still committed to
its restructuring initiative, slowed the pace of the transition to reduce the potential for operational disruptions and posted
record absolute profitability and an 11.8% return on sales, its highest in a decade.
The 2015 year started with renewed European financial challenges, a decline in consumer consumption in emerging markets
and a rapidly declining oil price that continued into early 2016. The U.S. economy continued to add jobs, the automotive and
housing markets did not deteriorate and the American consumer showed signs of renewed optimism in the second half of
2015 and into 2016. Financial results in emerging markets in Asia and most notably Latin America were surprisingly good for
CCL in 2015 despite currency challenges and volatile domestic demand; expectations for 2016 remain unchanged.
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. with the acquisition of
worldmark and woelco in early 2016, CCL Design is a now a global durable label enterprise with influential presence in Asia
with prominence in the automotive, electronics and industrial label markets. CCL Design will undergo further restructuring
to optimize worldmark’s international infrastructure within CCL to enhance financial returns.
At Avery, the final restructuring initiative was completed with the announced closure of the Meridian, Mississippi, manufacturing
facility for a charge of $4.6 million. Construction of a new binder manufacturing facility will commence in earnest in early
2016; however the final transition to the new facility will be completed after the 2017 back-to-school season ends. CCL remains
committed to this initiative that should drive additional cost reductions and efficiency gains totalling $8.0 million annually.
New product initiatives, consumer digital print momentum and cross selling initiatives from Avery’s four acquisitions over
the past two years provide incremental opportunities for growth in the Segment. It is management’s expectation that Avery
will continue to find complementary acquisitions that add new territories, expand channels to market and complement the
product offerings in the core digital print domain.
The 2016 year will continue as a year of transition for the Container Segment. Attention will be given to prepare for the
redistribution of capacity from the Canadian operation to the U.S. and Mexico. Furthermore, with continued investment in
Rheinfelden in 2016, the Segment plans on developing by 2017 a sustainable and profitable 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 $405.7 million and unused credit lines of US$720.4 million. The Company expects capital expenditures for 2016 to
be approximately $195.0 million, in line with depreciation expense.
orders in the first weeks of 2016 have continued solid. Further deterioration of oil prices, financial markets and exchange rate
instability creates only fragile confidence in 2016 global gDP growth. Continued focus will be given to monitoring volatile
foreign currency markets; notwithstanding the current depreciation of the Canadian dollar to the U.S. dollar should act as a
tailwind to translated results.
2015 Annual Report 45
i nDePe nDe n t a uDi t oR s ’ R eP oR 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, 2015 and December 31, 2014, 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 effectiveness 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 sufficient 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, 2015 and December 31, 2014, 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 24, 2016
Toronto, Canada
46 2015 Annual Report
co n s o l iD at eD s tat eMe n t s oF Fi 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 benefits
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
2015
2014
$
405,692
524,621
260,600
20,562
18,389
1,229,864
1,085,506
876,838
285,340
12,293
61,502
30,962
2,352,441
$
221,873
380,965
192,286
14,949
11,810
821,883
925,512
563,730
226,567
4,183
54,652
21,848
1,796,492
$ 3,582,305
$ 2,618,375
$
710,999
167,103
33,652
1,095
912,849
838,416
59,860
135,216
13,833
253
1,047,578
1,960,427
276,882
50,584
1,182,686
111,726
1,621,878
$
519,440
59,058
21,419
280
600,197
600,011
43,453
138,594
19,413
488
801,959
1,402,156
248,087
26,241
938,526
3,365
1,216,219
Note
6
7
8
10
11,12
11
14
9
13
17
23
17
14
19
23
15
28
5
25
30
Total liabilities and equity
$ 3,582,305
$ 2,618,375
See accompanying explanatory notes to the consolidated financial statements.
On behalf of the Board:
Donald g. lang
Director
geoffrey t. Martin
Director
2015 Annual Report 47
co n s o l iD at eD i n c oMe s tat eMe n t s
(In thousands of Canadian dollars, except per share information)
Years ended December 31
Sales
Cost of sales
Gross profit
Selling, general and administrative expenses
Restructuring and other items
Earnings in equity accounted investments
Finance cost
Finance income
Net finance 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
2015
2014
$ 3,039,112
2,179,694
$ 2,585,637
1,891,506
859,418
415,086
6,023
(3,477)
441,786
28,172
(2,535)
25,637
416,149
121,071
295,078
295,078
295,078
8.50
8.38
$
$
$
$
$
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
$
$
$
$
$
29
18
18
21
16
16
48
2015 Annual Report
co n s o l iD at eD s tat eMe n t s oF c oM P ReHe n s iVe i n c oMe
(In thousands of Canadian dollars)
Years ended December 31
Net earnings
Other comprehensive income (loss), net of tax:
Items that may subsequently be reclassified to income:
Foreign currency translation adjustment for foreign operations, net of tax expense
of $11,244 for the year ended December 31, 2015 (2014 – tax expense of $4,802)
Net losses on hedges of net investment in foreign operations, net of tax recovery
of $13,307 for the year ended December 31, 2015 (2014 – tax recovery of $6,103)
Effective portion of changes in fair value of cash flow hedges, net of tax recovery
of $784 for the year ended December 31, 2015 (2014 – tax recovery of $14)
Net change in fair value of cash flow hedges transferred to the income statement, net of tax
recovery of $547 for the year ended December 31, 2015 (2014 – tax recovery of $152)
Actuarial gains (losses) on defined benefit post-employment plans, net of tax expense
of $535 for the year ended December 31, 2015 (2014 – tax recovery of $2,336)
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.
2015
2014
$
295,078
$
216,566
209,278
45,278
(100,576)
(42,685)
(1,446)
1,105
1,161
109,522
404,600
404,600
404,600
$
$
$
33
450
(9,049)
(5,973)
210,593
210,593
210,593
$
$
$
2015 Annual Report 49
co n s o l iD at eD s tat eMe n t s oF cHa n g e s i n e Qu 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
Accumulated
Other
Comprehensive
Income (Loss)
Total
Equity
Balances, January 1, 2014 $
4,504 $ 246,843 $
(14,158) $ 237,189 $
11,919 $ 768,738
$
289 $ 1,018,135
Net earnings – 2014
Dividends declared
Class A
Class B
Defined benefit 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 effect related
to stock options
Other comprehensive
income
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
10,678
—
—
—
—
—
—
—
434
(214)
—
—
—
—
—
—
—
—
—
—
—
—
—
5,228
434
—
(214)
—
10,678
—
—
—
3,071
(1,886)
7,909
—
216,566
(2,486)
(35,243)
(9,049)
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
3,076
216,566
(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
— $
— $
— $
— $ 295,078
$
$
3,365 $ 1,216,219
— $ 295,078
— $
$
—
—
Net earnings – 2015
Dividends declared
Class A
Class B
Defined benefit plan
actuarial gains, 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 effect related to
stock options
Other comprehensive
—
—
—
—
income
—
—
—
—
—
—
—
—
22,286
—
—
—
—
—
—
7,091
(582)
—
—
—
—
—
—
—
—
7,091
(582)
—
22,286
—
—
—
—
(3,433)
(48,646)
—
22,738
(7,091)
—
4,153
(3,970)
8,513
1,161
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
(3,433)
(48,646)
1,161
22,738
—
(582)
4,153
18,316
8,513
—
—
108,361
108,361
Balances,
December 31, 2015
$
4,504 $ 279,807 $
(7,429) $ 276,882 $ 50,584 $ 1,182,686 $ 111,726 $ 1,621,878
See accompanying explanatory notes to the consolidated financial statements.
50
2015 Annual Report
co n s o l iD at eD s tat eMe n t s oF c a sH Fl 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 finance costs
Current income tax expense
Deferred tax expense
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 receivable and payable
Change in employee benefits
Change in other assets and liabilities
Net 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
Dividends paid
Cash (used for) provided by financing activities
Investing activities
Additions to property, plant and equipment
Proceeds on disposal of property, plant and equipment
Business acquisitions (note 5)
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.
2015
2014
$
295,078
$
216,566
164,081
(618)
25,637
121,677
(606)
8,425
(2,863)
610,811
(38,268)
(83,103)
(225)
129,445
(6,608)
(3,378)
2,827
611,501
(23,909)
(112,332)
475,260
324,610
(99,845)
18,316
—
(52,296)
190,785
(172,214)
17,595
(356,703)
(511,322)
154,723
221,873
29,096
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
$
405,692
$
221,873
2015 Annual Report
51
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (In thousands of Canadian dollars, except share and per share information)
1 . R eP oR 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,
2015 and 2014 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 primarily involved in the manufacture of labels,
containers and consumer printable media products.
2 . B a s i s oF P ReP aRat 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 25, 2016.
(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
affect 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 differ 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 Company’s accounting policies, management makes various judgments, apart from those
involving estimations, that can significantly affect 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 (“CgUs”), 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
2015 Annual Report
3 . si g n iFi 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 affect 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 unrealized gains, but only to the extent that there is no evidence of impairment.
2015 Annual Report 53
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (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 difference between amortized cost in the functional currency at the beginning of the period,
adjusted for effective 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 differences arising on translation are recognized in the income statement, except for
differences 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 differences 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 differences 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 effective. To the
extent that the hedge is ineffective, such differences 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.
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2015 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 offset and the net amount presented in the statement of financial position when, and only
when, the Company has a legal right to offset 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 effective 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, 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 effective 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.
2015 Annual Report 55
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (In thousands of Canadian dollars, except share and per share information)
(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.
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 effectiveness 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 effective” in offsetting 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 affect 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 difference 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 affect profit or loss, the
effective 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 affect profit or loss under the same line item in the statement of
comprehensive income as the hedged item. Any ineffective 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 affects 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 affects 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.
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2015 Annual Report
(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.
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 different 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
Up to 10 years
• minor components
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.
2015 Annual Report 57
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (In thousands of Canadian dollars, except share and per share information)
(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.
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
Up to 10 years
• software
Up to 5 years
• customer relationships
Up to 15 years
• brands
(f) leases
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
effort 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 effect on the
estimated future cash flows of that asset that can be estimated reliably.
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2015 Annual Report
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.
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 those suggested by historical trends.
An impairment loss in respect of a financial asset measured at amortized cost is calculated as the difference between its
carrying amount, and the present value of the estimated future cash flows discounted at the original effective 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 difference 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 CgUs,
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.
2015 Annual Report 59
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (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 offer made to encourage voluntary redundancy. Termination benefits for voluntary
redundancies are recognized as an expense if the Company has made an offer of voluntary redundancy, it is probable that
the offer 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.
For equity settled share-based deferred share unit (“DSU”) plans, the grant date fair value of deferred share units is recognized
as an employee expense with a corresponding increase in equity. The grant date fair value is not subsequently remeasured.
The value of DSUs received in lieu of dividends is also recognized as a personnel cost in the income statement.
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2015 Annual Report
For cash settled share-based DSU plans, the fair value of the amount payable for deferred share units 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 DSUs
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 effective 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 effective 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 differences 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.
2015 Annual Report 61
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (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 differences. Deferred tax liabilities are recognized
for taxable temporary differences arising on investments in subsidiaries and associates, except where the reversal of the
temporary difference can be controlled by the Company and it is probable that the temporary difference 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 differences, 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 differences arising on the initial recognition of goodwill or in respect of
temporary differences that arise on initial recognition of assets and liabilities acquired other than in a business combination
and that affect 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 effect, 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 effects 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 different 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 office 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 effective
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 ineffectiveness; 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
effectiveness of a hedging relationship. This standard is effective 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
2015 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 and 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 effective
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 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 effective for annual periods beginning on or
after January 1, 2016; however, early adoption is permitted. The Company intends to adopt these amendments in its financial
statements for the annual period beginning on January 1, 2016. The Company is currently evaluating the impact of IAS 1 on
its consolidated financial statements.
In January 2016, IFRS 16, Leases was issued by the IASB. This standard introduces a single lessee accounting model and
requires a lessee to recognize assets and liabilities for all leases with a term of more than 12 months, unless the underlying
asset is of low value. A lessee is required to recognize a right-of-use asset representing its right to use the underlying asset
and a lease liability representing its obligation to make lease payments. This standard substantially carries forward the lessor
accounting requirements of IAS 17, while requiring enhanced disclosures to be provided by lessors. other areas of the lease
accounting model have been impacted, including the definition of a lease. The new standard is effective for annual periods
beginning on or after January 1, 2019. The Company intends to adopt IFRS 16 in its financial statements for the annual
period beginning on January 1, 2019. The Company is currently evaluating the impact of IFRS 16 on its consolidated financial
statements.
4 . se gMe n t ReP oR 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 offer different products and services, and are managed separately as they require different technology and marketing
strategies. For each of the business units, the Company’s chief executive officer 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.
2015 Annual Report 63
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (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
2015
Sales
2014
$ 2,030,322
782,686
226,104
$ 1,718,347
666,413
200,877
$
2015
317,252
152,753
26,593
Operating Income
$
2014
242,723
109,274
17,888
$ 3,039,112
$ 2,585,637
$
496,598
$
369,885
(52,266)
(6,023)
3,477
(28,172)
2,535
(121,071)
(34,716)
(9,104)
3,686
(26,705)
1,152
(87,632)
$
295,078
$
216,566
Total Assets
Total Liabilities
Depreciation
and Amortization
Capital Expenditures
2015
2014
2015
2014
2015
2014
2015
2014
Label
Avery
Container
Equity accounted
investments
Corporate
615,893
173,688
61,502
446,053
$ 2,285,169 $ 1,668,565 $
490,337
162,460
596,902 $ 436,527 $ 132,796 $ 118,679 $ 145,974 $ 106,739
24,957
230,293
20,077
50,929
189,567
54,701
13,765
12,475
15,123
15,191
12,882
14,064
54,652
242,361
—
1,082,303
—
721,361
—
971
—
796
—
—
—
1,884
Total
$ 3,582,305 $ 2,618,375 $ 1,960,427 $ 1,402,156 $ 164,081 $ 146,421 $ 172,214 $ 153,657
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
$
2015
176,502
1,567,008
220,140
809,576
265,886
$
Sales
2014
174,964
1,266,140
193,995
727,248
223,290
Property, Plant and
Equipment and Goodwill
$
2015
130,594
787,173
183,296
537,574
323,707
$
2014
103,399
581,383
180,542
473,029
150,889
$ 3,039,112
$ 2,585,637
$ 1,962,344
$ 1,489,242
The geographical segment is determined by the location of the Company’s country of operation.
64
2015 Annual Report
5. acQu i s i t i o n s
In February 2015, the Company acquired pc/nametag Inc. and Meetings Direct, LLC (collectively referred to as “PCN”); two
(a)
privately owned companies with common shareholders. PCN is an important addition to the Avery Segment adding depth to
its meeting supplies and promotional materials product offerings. The purchase price was $37.6 million net of cash acquired
and inclusive of a $2.5 million promissory note due February 2016.
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
Promissory note
Total consideration
Trade and other receivables
Inventories
Other current assets
Property, plant and equipment
Other long-term assets
Goodwill
Intangible assets
Trade and other payables
Deferred tax
Net assets acquired
$
$
$
$
35.1
2.5
37.6
1.8
2.1
0.3
5.3
0.2
20.0
16.4
(2.2)
(6.3)
37.6
The fair value of intangible asset has been measured on a provisional basis pending completion of the valuation.
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.
The total amount of goodwill is $20.0 million of which $5.0 million is deductible for tax purposes.
(b) In February 2015, the Company acquired INT America LLC (“INTA”); a private company based in Detroit, Michigan,
expanding CCL Design’s presence in the North American automotive durables market. The purchase price was $2.9 million
after a reduction of $1.9 million for post-closing adjustments.
In July 2015, the Company acquired Fritz Brunnhoefer gmbH (“FritzB”) based in Nurnberg, germany, for a net cash
(c)
purchase price of $7.6 million, inclusive of the cost of a manufacturing facility. The acquisition builds on the Company’s
developing presence in the german durable goods market. The total amount of goodwill is $2.6 million and is not deductible
for tax purposes.
(d) In october 2015, the Company acquired assets of Sennett Security Products LLC and the equity of its subsidiary, Banknote
Corporation of America Inc. (collectively referred to as “BCA”), based in greensboro, North Carolina for approximately
$45.7 million. The acquisition expands CCL Label’s offerings to include security labels and other high security cards and
document components.
2015 Annual Report 65
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (In thousands of Canadian dollars, except share and per share information)
The following table summarizes the preliminary 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
Property, plant and equipment
Goodwill and intangible assets
Trade and other payables
Deferred tax
Net assets acquired
$
$
$
45.7
3.0
4.4
10.9
30.1
(0.8)
(1.9)
45.7
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
differ from the amounts noted above.
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. The total amount of goodwill and intangible assets amounted to $30.1 million of which approximately $11.7 million
of goodwill is deductible for tax purposes.
In November 2015, the Company acquired worldmark Ltd. (“worldmark”), headquartered in Scotland, for approximately
(e)
$252.6 million, net of cash received. worldmark has six manufacturing facilities in China, one each in Mexico, Hungary and
Scotland and sales offices and prototyping design centres around the world. The worldmark acquisition enhances CCL Label’s
presence in the electronic device and IT sector.
The following table summarizes the preliminary 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 and intangible assets
Trade and other payables
Net assets acquired
$
$
$
252.6
52.7
19.8
6.1
40.4
191.7
(58.1)
252.6
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
differ from the amounts noted above.
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.
66
2015 Annual Report
(f) In December 2015, the Company acquired Mabel’s Labels, Inc. and Mabel’s Labels Retail, Inc. (collectively referred to as
“Mabel’s”), two privately held companies with common shareholders, based in Hamilton, ontario, Canada. The purchase price,
subject to customary closing conditions, was approximately $12.0 million. Mabel’s expands the Avery Segment’s printable
media platform into web-to-print personalized identifiable labels for families with children. The new business will continue to
trade as Mabel’s Label’s, Inc. and report within CCL’s Avery Segment. Total goodwill is not deductible for tax purposes.
The following table summarizes the combined sales and earnings that PCN, INTA, FritzB, BCA, worldmark and Mabel’s
contributed to the Company since their respective acquisition dates:
(In millions of Canadian dollars)
Sales
Net earnings
(g) Pro forma information
$
$
91.5
6.1
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, 2015.
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 effect 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 is 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 efficiencies, synergies or other restructuring that could result from the acquisition.
The following table summarizes the sales and earnings of the Company combined with PCN, INTA, FritzB, BCA, worldmark
and Mabel’s as though the acquisitions took place on January 1, 2015:
(In millions of Canadian dollars)
Sales
Net earnings
6. c a sH a nD c a sH e Qu iV a l e n t s
Bank balances
Restricted cash
Short-term investments
Cash and cash equivalents
Year ended
December 31, 2015
$
$
3,262.6
320.7
December 31,
2015
December 31,
2014
$
356,596
1,141
47,955
$
193,261
—
28,612
$
405,692
$
221,873
2015 Annual Report 67
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (In thousands of Canadian dollars, except share and per share information)
7. t RaDe a nD otHeR Re c e iV aBl e s
Trade receivables
Other receivables
Trade and other receivables
8 . inVe n toRi e s
Raw material
Work in progress
Finished goods
Total inventories
December 31,
2015
December 31,
2014
$
$
494,080
30,541
524,621
$
$
364,195
16,770
380,965
December 31,
2015
December 31,
2014
$
115,535
23,157
121,908
$
83,299
15,045
93,942
$
260,600
$
192,286
The total amount of inventories recognized as an expense in 2015 was $2,179.7 million (2014 – $1,891.5 million), including
depreciation of $151.9 million (2014 – $136.6 million).
9. e Qu i t y ac c o u n t eD i nVe s tMe 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, 2015
Net earnings
Other comprehensive income
Total comprehensive income
Carrying amount of investments in associates and joint ventures
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
$
$
$
$
$
$
2,805
9,900
12,705
21,326
$
$
$
3,888
6,158
10,046
40,176
Associates
Joint Ventures
2,289
(10,559)
(8,270)
20,785
$
$
$
5,029
4,049
9,078
33,867
$
$
$
$
$
$
6,693
16,058
22,751
61,502
Total
7,318
(6,510)
808
54,652
68
2015 Annual Report
1 0. PR oPeR t y, Pl a n t a nD e Qu iP Me n t
Cost
Balance at January 1, 2014
Acquisitions through business combinations
Other additions
Disposals
Effect of movements in exchange rates
$
Land and
Buildings
375,840
21,882
39,952
(23,297)
7,937
Machinery
and
Equipment
Fixtures,
Fittings
and Other
Total
$
$ 1,184,338
21,019
109,919
(11,875)
46,509
21,777
736
3,786
(1,123)
(1,446)
$ 1,581,955
43,637
153,657
(36,295)
53,000
Balance at December 31, 2014
$
422,314
$ 1,349,910
$
23,730
$ 1,795,954
Acquisitions through business combinations
Other additions
Disposals
Effect of movements in exchange rates
Balance at December 31, 2015
Accumulated depreciation and impairment losses
Balance at January 1, 2014
Depreciation for the year
Disposals
Effect of movements in exchange rates
15,283
14,033
(10,942)
46,055
45,057
156,464
(22,850)
158,727
486,743
$ 1,687,308
98,979
16,839
(10,949)
2,333
$
613,201
117,382
(11,172)
29,918
$
$
$
$
231
1,717
(481)
1,456
60,571
172,214
(34,273)
206,238
26,653
$ 2,200,704
13,774
2,422
(984)
(1,301)
$
725,954
136,643
(23,105)
30,950
Balance at December 31, 2014
$
107,202
$
749,329
$
13,911
$
870,442
Depreciation for the year
Disposals
Effect of movements in exchange rates
18,568
(841)
16,013
130,704
(18,355)
96,130
Balance at December 31, 2015
$
140,942
$
957,808
Carrying amounts
At December 31, 2014
At December 31, 2015
$
$
315,112
345,801
$
$
600,581
729,500
2,644
(345)
238
151,916
(19,541)
112,381
16,448
$ 1,115,198
9,819
10,205
$
925,512
$ 1,085,506
$
$
$
2015 Annual Report 69
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (In thousands of Canadian dollars, except share and per share information)
1 1 . in ta n g iBl e a s s e t s
Customer
Relationships
Patents and
Trademarks
Software
Brands
Total
Goodwill
Cost
Balance at
January 1, 2014
Acquisitions through
business combinations
Additions
Effect of movements in
exchange rates
Balance at
December 31, 2014
Acquisitions through
business combinations
Additions
Effect of movements in
exchange rates
Balance at
December 31, 2015
$
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
31,380
—
15,058
—
236
1,383
—
103
758
—
—
31,380
339
245,235
—
26,757
43,956
67,873
$
178,629
$
9,636
$ 12,009
$ 177,660
$
377,934
$
876,838
Amortization and impairment losses
Balance at
$
January 1, 2014
Amortization for the year
Effect of movements
in exchange rates
50,485
9,104
(298)
$
6,618
555
$ 10,499
119
$
(1,723)
333
Balance at
December 31, 2014
$
59,291
$
5,450
$ 10,951
$
—
—
—
—
—
—
—
$
67,602
9,778
$
(1,688)
$
75,692
$
12,165
4,737
92,594
226,567
285,340
$
$
$
$
$
$
—
—
—
—
—
—
—
563,730
876,838
232
1,231
130
733
6,913
$ 11,814
$
2,567
2,723
$
$
197
195
$ 150,903
$ 177,660
Amortization for the year
Effect of movements
in exchange rates
Balance at
December 31, 2015
Carrying amounts
At December 31, 2014
At December 31, 2015
$
$
$
11,803
2,773
73,867
72,900
104,762
$
$
$
70
2015 Annual Report
1 2 . go oDWi l l a nD i nDeFi n i t e - l iFe i n ta n g iBl 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
Indefinite-life intangible assets – brands
Avery
December 31,
2015
December 31,
2014
$
$
$
747,629
116,423
12,786
$
472,902
78,071
12,757
876,838
$
563,730
177,660
$
150,903
Impairment testing for goodwill and indefinite-life intangible assets was done by a comparison of the asset’s carrying
amount to its estimated value in use, determined by discounting the CgUs future cash flows. Key assumptions used in the
determination of the value in use include a growth rate of 2%–5%, and a pre-tax discount rate of 15%–20%. Discount rates
reflect current market assumptions and risks related to the CgUs 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.
The Company completed its impairment test as at September 30, 2015.
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 RaDe a nD otHeR P ayaBl e s
Trade payables
Other payables
1 4 . D eFeR ReD ta X
(a) unrecognized deferred tax assets
Deferred tax assets have not been recognized in respect of the following items:
Deductible temporary differences
Tax losses
Income tax credits
December 31,
2015
December 31,
2014
$
$
379,600
331,399
$
269,229
250,211
710,999
$
519,440
December 31,
2015
December 31,
2014
$
$
9,778
39,337
436
8,708
20,111
680
$
49,551
$
29,499
2015 Annual Report
71
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (In thousands of Canadian dollars, except share and per share information)
The unrecognized deferred tax assets on tax losses of $12,087 will expire between 2016 and 2026, $4,598 will expire beyond
2026 and $22,652 may be carried forward indefinitely. The deductible temporary differences do not expire under current tax
legislation. The increase in the unrecognized deferred tax assets relating to tax losses are due to current year acquisitions.
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 $436 expire in 2016
and 2017.
In 2015, $4,938 (2014 – nil) of previously unrecognized deferred tax assets in respect of tax losses were recognized as
management considered it probable that future taxable income will be available against which they can be utilized.
(b) Recognized deferred tax assets and liabilities
Deferred tax assets and liabilities are attributable to the following:
Assets
Liabilities
Net (Assets)/Liabilities
December 31,
2015
December 31,
2014
December 31,
2015
December 31,
2014
December 31,
2015
December 31,
2014
$
Property, plant
and equipment
Intangible assets
Derivatives
Inventory reserves
Employee benefit plans
Share-based payments
Provisions
Other items
Tax loss carry-forwards
Balance before offset
Offset of tax
1,977
271
49
8,546
49,770
21,049
15,833
—
6,219
103,714
(91,421)
$
971
50
142
6,760
41,899
15,513
12,370
—
2,556
80,261
(76,078)
$
73,638
77,593
24
—
—
—
—
26
—
151,281
(91,421)
$
62,202
55,704
1,392
—
—
—
—
233
—
119,531
(76,078)
$
71,661
77,322
(25)
(8,546)
(49,770)
(21,049)
(15,833)
26
(6,219)
47,567
—
$
61,231
55,654
1,250
(6,760)
(41,899)
(15,513)
(12,370)
233
(2,556)
39,270
—
Balance after offset
$
12,293
$
4,183
$
59,860
$
43,453
$
47,567
$
39,270
Balance
December 31, 2014
Liability/(Asset)
Recognized
in Income
Statement
Acquisitions
Translation
and Others
Recognized
in Other
Comprehensive
Income/Equity
Balance
December 31, 2015
Liability/(Asset)
$
$
Property, plant
and equipment
Intangible assets
Derivatives
Inventory reserves
Employee benefit plans
Share-based payments
Provisions
Other items
Tax loss carry-forwards
61,231
55,654
1,250
(6,760)
(41,899)
(15,513)
(12,370)
233
(2,556)
$
1,086
5,686
1,043
(1,017)
(1,928)
(97)
(1,780)
(221)
(3,378)
$
(40)
8,232
—
(36)
—
—
—
—
—
$
9,384
7,750
(18)
(733)
(6,478)
3,074
(1,683)
14
(285)
—
—
(2,300)
—
535
(8,513)
—
—
—
$
71,661
77,322
(25)
(8,546)
(49,770)
(21,049)
(15,833)
26
(6,219)
$
39,270
$
(606)
$
8,156
$
11,025
$
(10,278)
$
47,567
72
2015 Annual Report
Balance
December 31, 2013
Liability/(Asset)
Recognized
in Income
Statement
Acquisitions
Translation
and Others
Recognized
in Other
Comprehensive
Income/Equity
Balance
December 31, 2014
Liability/(Asset)
$
$
Property, plant and
equipment
Intangible assets
Derivatives
Inventory reserves
Employee benefit 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
The aggregate amount of temporary differences associated with investments in subsidiaries and joint ventures for which
deferred tax liabilities were not recognized as at December 31, 2015, is $732 million (2014 – $689 million).
The aggregate amount of temporary differences associated with investments in subsidiaries and joint ventures for which
deferred tax assets were not recognized as at December 31, 2015, is $16 million (2014 – $16 million).
1 5. s HaRe c aPi ta l
Shares issued
Balance, January 1, 2014
Stock options exercised
Balance, December 31, 2014
Stock options exercised
Class A
Shares (000s)
2,368
—
2,368
—
$
$
Balance, December 31, 2015
2,368
$
Amount
4,504
—
4,504
—
4,504
Class B
Shares (000s)
32,021
304
32,325
404
$
$
Amount
246,843
10,678
257,521
22,286
$
$
Total
251,347
10,678
262,025
22,286
32,729
$
279,807
$
284,311
At December 31, 2015, 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.
2015 Annual Report 73
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (In thousands of Canadian dollars, except share and per share information)
Dividends
The annual dividends per share were as follows:
Class A share
Class B share
shares held in trust
2015
1.45
1.50
$
$
2014
1.05
1.10
$
$
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 were amortized over
the vesting period and recognized as compensation expense. In 2015, 94,468 shares were distributed to employees.
1 6. eaRn i n g s PeR sHaRe
Basic earnings per share
The calculation of basic earnings per share for the year ended December 31, 2015, was based on profit attributable to Class A
shares of $20.0 million (2014 – $14.8 million) and Class B shares of $275.1 million (2014 – $201.8 million) and a weighted
average number of Class A shares outstanding of 2,367,525 (2014 – 2,367,525) and Class B shares outstanding of 32,348,527
(2014 – 31,997,181).
Weighted average number of shares
Issued and outstanding shares at January 1
Effect of stock options exercised
Effect of reciprocal shares purchased
Effect of reciprocal shares vested
Class A
Shares
2,367,525
—
—
—
2015
Class B
Shares
32,132,729
181,464
(1,092)
35,426
Class A
Shares
2,367,525
—
—
—
2014
Class B
Shares
31,819,938
169,931
(559)
7,871
Weighted average number of shares at December 31
2,367,525
32,348,527
2,367,525
31,997,181
Diluted earnings per share
The calculation of diluted earnings per share for the year ended December 31, 2015, was based on profit attributable to Class A
shares of $19.7 million (2014 – $14.5 million) and Class B shares of $275.4 million (2014 – $202.0 million) and a weighted
average number of Class A shares outstanding of 2,367,525 (2014 – 2,367,525) and Class B shares outstanding of 32,842,319
(2014 – 32,648,658).
Weighted average number of shares (diluted)
Weighted average number of shares (basic)
Effect of deferred share units on issue
Effect of reciprocal shareholdings
Effect of share options on issue
Weighted average number of shares (diluted)
December 31,
2015
December 31,
2014
34,716,052
94,700
154,251
244,841
34,364,706
103,047
193,781
354,649
35,209,844
35,016,183
The average market value of the Company’s shares for purposes of calculating the dilutive effect of share options was based
on quoted market prices for the year that the options were outstanding.
74
2015 Annual Report
1 7. l oa n s a nD BoR R oWi n g s
Current liabilities
Current portion of unsecured senior notes (i)
Current portion of unsecured syndicated bank credit facility (ii)
Current portion of finance lease liabilities
Current portion of other loans (iii)
Short-term operating credit lines available (iv)
Short-term operating credit lines used
Non-current liabilities
Unsecured syndicated bank credit facility (ii)
Unsecured senior notes (i)
Finance lease liabilities
Other loans (iii)
(i) senior notes
December 31,
2015
December 31,
2014
$
$
$
$
$
152,225
—
2,905
11,973
167,103
29,097
10,336
653,905
178,226
5,089
1,196
$
$
$
$
$
—
46,405
1,600
11,053
59,058
26,249
8,770
316,172
276,832
4,100
2,907
$
838,416
$
600,011
The Company has three private debt placements completed in 1998, 2006 and 2008 for a total of US$239.0 million
($330.8 million) with interest rates ranging from 5.57% to 7.09%. US$110.0 million matures on March 7, 2016, US$51.0 million
matures on July 8, 2018, and US$78.0 million matures on September 26, 2018.
(ii) syndicated bank credit facility
In December 2015, the Company amended its syndicated bank credit facility. The amendment increased the revolving
commitment to US$1.2 billion from $300 million, removed the $400.0 million non-revolving commitment with its scheduled
repayments and rolled its borrowings into the amended facility. The maturity date was extended to December 23, 2020. Prior
to the amendment, the non-revolving facility had scheduled quarterly repayments of US$10.0 million until maturity.
As at December 31, 2015, US$128.0 million (LIBoR plus 1.0%), €61.6 million (EURIBoR plus 1.0%), £134.0 million (gBP LIBoR
plus 1.0%) and $3.6 million of contingent letters of credit were drawn on the amended syndicated bank credit facility. A
further US$80.0 million (LIBoR plus 1.0%) was also drawn under the syndicated bank credit facility; however, the interest
rate, excluding the 1% spread, on this US$80.0 million was hedged, using a floating to fixed interest rate swap, for a fixed
rate of 1.047%.
As at December 31, 2014, except for contingent letters of credit of $3.6 million, no additional amounts were drawn under the
revolving portion of the previous version of the syndicated bank credit facility, and US$158.0 million (LIBoR plus 1.0%) and
€61.6 million (EURIBoR plus 1.0%) were drawn under the term portion of the previous version of the syndicated bank credit
facility. In addition, US$80.0 million was also drawn under the non-revolving facility of this syndicated bank credit facility and
hedged using a floating to fixed interest rate swap.
The unused portion of the syndicated bank credit facility was US$720.4 million at December 31, 2015 (December 31, 2014 –
$296.4 million).
(iii) other loans
other loans include term bank loans at various rates and repayment terms.
(iv) operating credit lines
Interest rates charged on the credit lines are based on rates varying with London Interbank offered Rate (“LIBoR”), the prime
rate and similar market rates for other currencies.
As at December 31, 2015, the carrying amount of financial and non-financial assets pledged as collateral, against $6.7 million
of long-term debt, amounted to $19.4 million.
2015 Annual Report 75
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (In thousands of Canadian dollars, except share and per share information)
1 8 . F i n a n c e i n c oMe a nD c o s t
Recognized in income statement
Interest expense on financial liabilities measured at amortized cost
Fees and interest recognized on other financial instruments
Finance cost
Interest income on cash and cash equivalents
Interest income on loans and receivables and other financial instruments
Finance income
$
$
2015
25,325
2,847
28,172
2,535
—
2,535
2014
23,960
2,745
26,705
944
208
1,152
Net finance cost recognized in income statement
$
25,637
$
25,553
The above financial income and expense includes the following in respect
of assets (liabilities) not at fair value through profit or loss:
Total finance income on financial assets
Total finance expense on financial liabilities
1 9. e M Ploy e e Be n eFi t s
Present value of wholly unfunded defined benefit obligations
Present value of partially funded defined benefit obligations
Total present value of obligations
Fair value of plan assets
Recognized liability for defined benefit obligations
Liability for long-service leave and jubilee plans
Liability for long-term incentive plan
Cash-settled share-based payment liability
Total employee benefits
Total employee benefits reported in other payables
$
$
2,535
28,172
$
$
1,152
26,705
December 31,
2015
December 31,
2014
$
114,548
86,263
200,811
(67,247)
133,564
3,795
17,964
—
155,323
20,107
$
98,504
82,290
180,794
(63,005)
117,789
3,276
6,942
13,211
141,218
2,624
Total employee benefits reported in non-current liabilities
$
135,216
$
138,594
(i) Defined contribution post-employment plans
The Company sponsors defined contribution post-employment plans in Canada, the U.S., Thailand and the U.K. A post-
employment plan is classified as a defined contribution plan if the Company pays fixed contributions into a fund at a separate
entity and the Company has no further obligation to pay any further contributions if the fund does not hold sufficient assets to
pay all employee benefits relating to employee service in the current and prior periods. The expense for company-sponsored
defined contribution post-employment plans was $17.2 million in 2015 (2014 – $14.6 million) of which $0.1 million (2014 –
$0.1 million) was for key management personnel. Company contributions into defined contribution state plans are included
in the “Compulsory social security contributions” of note 20.
(ii) Defined benefit post-employment plans
The Company also has defined benefit post-employment plans in various countries of the world. Although some of these
plans have elements common to defined contribution plans, the Company has accounted for these as defined benefit plans
as they are not fully funded at a separate entity.
76
2015 Annual Report
Partially funded defined benefit obligations
The Company’s defined benefit post-employment plans are not fully funded. The obligation of these plans, net of any assets
is recorded in Non-Current Liabilities on the Statement of Financial Position in Employee Benefits or, for payments expected
to be made within the next twelve months, in Trade and other Payables in Current Liabilities. Fluctuations in the pension
liabilities resulting from actuarial gains or losses due to changes in risk factors are recorded in other Comprehensive Income.
The primary partially funded plans are in Canada, the United Kingdom and Switzerland. Details of these plans are as follows:
(a) In Canada, the Company has a registered partially funded defined benefit pension plan for seven retired executives
and one active employee of CCL. 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 plan and in calculating the expense and any
contributions required. The plan is closed to new members. The primary risk factors for this plan 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 is fully available to the Company.
(b) In the U.K., the Company has a registered partially 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 gBP650 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 for the value of the obligation, and market risk on the
assets. The Company has determined that any surplus in the plan after all obligations have been covered is fully available
to the Company.
(c) 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. 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.
The most recent actuarial valuation for funding purposes for the executive defined benefit pension plan in Canada was as
of January 1, 2015. The next required actuarial evaluation will be as of January 1, 2018. The most recent actuarial valuation
of the U.K. defined benefit pension plan for funding purposes was as of January 1, 2014. The next required valuation is as of
January 1, 2017.
Wholly unfunded defined benefit obligations
For defined benefit post-employment plans that have no assets, the Company simply funds the plans as benefits are paid.
The primary wholly unfunded plans are in Canada, the U.S. and germany. Details of these plans are as follows:
(a) In Canada, the Company maintains non-registered, wholly unfunded supplemental retirement arrangements for one active
Canadian executive, eight retired Canadian executives and two 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.
(b) In the U.S., the Company has a post-employment wholly 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.
2015 Annual Report
77
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (In thousands of Canadian dollars, except share and per share information)
(c) In germany, the Company has several wholly 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 factors for
these three plans is discount rate volatility.
(d) The Company has wholly 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 following table shows reconciliation from the opening balances to the closing balances for the defined benefit post-
employment plans, including the defined benefit pension plans, supplemental retirement plans and other post-employment
defined benefit plans.
Partially Funded
Wholly Unfunded
Total
$
$
82,290
1,430
2,235
853
(9,138)
(2,403)
—
10,996
98,504
2,928
3,467
1,467
(2,760)
(30)
(243)
11,215
$
86,263
$
114,548
$
$
$
$
63,005
1,587
(737)
853
2,543
(9,138)
9,134
67,247
(19,016)
$
$
$
—
—
—
146
2,614
(2,760)
—
—
(114,548)
(19,016)
$
(114,548)
$
$
$
$
$
$
180,794
4,358
5,702
2,320
(11,898)
(2,433)
(243)
22,211
200,811
63,005
1,587
(737)
999
5,157
(11,898)
9,134
67,247
(133,564)
(133,564)
2015
Accrued benefit obligation:
Balance, beginning of year
Current service cost
Interest cost
Employee contributions
Benefits paid
Actuarial gains
Effect of curtailment
Effect of movements in exchange rates
Balance, end of year
Plan assets:
Fair value, beginning of year
Expected return on plan assets
Actuarial losses
Employee contributions
Employer contributions
Benefits paid
Effect of movements in exchange rates
Fair value, end of year
Funded status, net deficit of plans
Accrued benefit liability
78
2015 Annual Report
2014
Accrued benefit obligation:
Balance, beginning of year
Opening balance from acquisitions
Current service cost
Interest cost
Employee contributions
Benefits paid
Actuarial loss
Reinstatements and transfers
Effect 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
Benefits paid
Effect of movements in exchange rates
Fair value, end of year
Funded status, net deficit of plans
Accrued benefit liability
Partially Funded
Wholly Unfunded
Total
$
$
37,553
31,877
474
2,381
378
(1,313)
10,372
—
568
85,638
2,450
2,625
3,948
1,163
(2,278)
2,966
(21)
2,013
$
82,290
$
98,504
$
$
$
$
25,058
32,665
1,871
1,953
378
1,905
(1,313)
488
63,005
(19,285)
(19,285)
$
$
$
$
—
—
—
—
137
2,141
(2,278)
—
—
(98,504)
(98,504)
$
$
$
$
$
$
123,191
34,327
3,099
6,329
1,541
(3,591)
13,338
(21)
2,581
180,794
25,058
32,665
1,871
1,953
515
4,046
(3,591)
488
63,005
(117,789)
(117,789)
2015 Annual Report 79
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (In thousands of Canadian dollars, except share and per share information)
Net defined benefit plan expense
$
2,078
$
6,395
$
The Company’s net defined benefit plan expense is as follows:
2015
Current service cost
Net interest cost on net defined benefit liability
Net defined benefit plan expense
Net defined benefit plan expense recorded in:
Cost of sales
Selling, general and administrative expenses
Finance cost
2014
Current service cost
Net interest cost on net defined benefit liability
Net defined benefit plan expense
Net defined benefit plan expense recorded in:
Cost of sales
Selling, general and administrative expenses
Finance cost
Net defined benefit plan expense
Actuarial gains/(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 gains/(losses) on plan liabilities
Experience gains/(losses) on plan assets
Plan assets consist of the following:
2015
Equity securities
Debt securities
Real estate
Other
Total
2014
Equity securities
Debt securities
Real estate
Other
Total
Partially Funded
Wholly Unfunded
$
$
$
$
$
$
1,430
648
2,078
907
1,171
—
2,928
3,467
$
6,395
$
8,473
$
2,138
4,198
59
Partially Funded
Wholly Unfunded
$
$
$
$
474
510
984
272
712
—
984
$
$
$
2,625
3,948
$
6,573
$
$
1,579
4,942
52
$
6,573
$
Total
4,358
4,115
3,045
5,369
59
8,473
Total
3,099
4,458
7,557
1,851
5,654
52
7,557
$
$
$
2015
(23,254)
1,696
(21,558)
2,667
(737)
$
$
$
2014
(11,869)
(11,385)
(23,254)
(860)
1,953
Partially Funded
Wholly Unfunded
49%
33%
9%
9%
100%
—
—
—
—
—
Partially Funded
Wholly Unfunded
47%
34%
5%
14%
100%
—
—
—
—
—
Total
49%
33%
9%
9%
100%
Total
47%
34%
5%
14%
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.
80
2015 Annual Report
The actual returns on plans assets are as follows:
2015
2014
Partially Funded
Wholly Unfunded
$
$
850
3,824
—
—
$
$
Total
850
3,824
The weighted average economic assumptions used to determine post-employment benefit obligations are as follows:
December 31, 2015
Discount rate
Expected rate of compensation increase
December 31, 2014
Discount rate
Expected rate of compensation increase
Partially Funded
Wholly Unfunded
Total
2.47%
2.16%
2.55%
2.19%
2.31%
2.57%
2.44%
2.59%
2.39%
2.44%
2.50%
2.45%
The weighted average economic assumptions used to determine post-employment plan expenses are as follows:
December 31, 2015
Discount rate
Expected rate of compensation increase
December 31, 2014
Discount rate
Expected rate of compensation increase
Partially Funded
Wholly Unfunded
Total
2.55%
2.19%
4.58%
3.00%
2.44%
2.59%
2.95%
2.51%
2.50%
2.45%
3.48%
2.68%
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)
Inflation (+0.25%)
Inflation (-0.25%)
Salary (increase 1%)
Salary (decrease 1%)
Duration (years)
Partially Funded
Wholly Unfunded
(16,347)
17,593
3,360
1,322
(1,322)
2,356
(2,274)
19
(7,577)
7,895
869
45
(295)
1,333
(1,150)
11
The Company expects to contribute $2.5 million to the partially funded defined benefit plans and pay $2.1 million in benefits
for the wholly unfunded plans in 2016.
(iii) long-term incentive, long-service leave, jubilee and other plans
The Company has long-term incentive plans with cash and share-based payments, long-service leave plans and jubilee
plans in various countries around the world. As at December 31, 2015, $18.0 million (2014 – nil) of the total obligation of
$21.8 million (2014 – $23.4 million) is classified as current, and reported in other payables. During 2015, $3.2 million in share-
based payments were settled for cash (2014 – nil) and $18.4 million was transferred to contributed surplus (note 22). The
expense for these plans was $21.0 million in 2015 (2014 – $15.9 million).
2015 Annual Report 81
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (In thousands of Canadian dollars, except share and per share information)
2 0. P eR s o n n e l eX Pe n s e s
Wages and salaries
Compulsory social security contributions
Contributions to company-sponsored defined contribution plans
Expenses related to defined benefit plans
Equity-settled share-based payment transactions
2 1 . in c oMe ta X eX Pe n s e
Current tax expense
Current tax on earnings before earnings in equity accounted investments for the year
Deferred tax expense (benefit) (note 14)
Origination and reversal of temporary differences
Impact of tax rate changes
Recognition of previously unrecognized tax losses and deductible temporary differences
Total income tax expense
Reconciliation of effective tax rate
Combined Canadian federal and provincial income tax rates
The income tax expense on the Company’s earnings differs 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
Effect of tax rates in foreign jurisdictions
Impact of tax rate changes
Recognition of previously unrecognized tax losses and deductible temporary differences
Losses and deductible temporary differences 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 recovery recognized directly in other comprehensive income
$
2015
602,840
61,535
17,193
8,473
8,425
$
2014
511,884
55,188
14,574
7,557
8,726
$
698,466
$
597,929
2015
2014
$
$
$
$
$
$
$
$
121,677
14,964
108
(15,678)
(606)
121,071
2015
25.27%
295,078
121,071
3,477
412,672
104,282
25,350
108
(15,678)
950
6,059
121,071
(2,300)
535
$
$
$
$
$
$
$
(1,765)
$
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)
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 different from the amounts that were initially recorded, such differences will
impact the current and deferred income tax assets and liabilities in the period in which such determination is made.
82
2015 Annual Report
2 2 . s HaRe -B a s eD P ayMe n t s
At December 31, 2015, 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, officers and inside directors of the
Company. 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 affect 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, $8.4 million (2014 – $8.7 million) has been recognized
in the financial statements as an expense with a corresponding offset 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
2015
0.73%
2014
1.62%
4.5 years
4.5 years
25%
$
1.50
$
25%
1.00
A summary of the status of the Company’s Employee Stock option Plan as of December 31, 2015 and 2014, 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
2015
Weighted
Average
Exercise Price
$
$
$
56.00
137.39
45.34
—
92.96
79.75
Shares
(000s)
755
195
(404)
—
546
120
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
$
$
$
The weighted average share price at the date of exercise in 2015 was $171.66 (2014 – $104.07).
The following table summarizes information about the employee stock options outstanding at December 31, 2015.
Range of
Exercisable Prices
$35.65–$56.00
$56.01–$88.00
$88.01–$137.39
$35.65–$137.39
Options Outstanding
Options Exercisable
Options
Outstanding
(000s)
Weighted
Average
Remaining
Contractual Life
Weighted
Average
Exercise Price
Options
Exercisable
(000s)
Weighted
Average
Exercise Price
173
185
188
546
1.9 years
3.1 years
4.2 years
$
50.86
87.17
137.39
56
45
19
$
53.71
87.17
137.39
3.1 years
$
92.96
120
$
79.75
2015 Annual Report 83
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (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, the number of Class B
non-voting shares of the Company equating to the number of his or her DSUs on the redemption date.
Prior to November 2015, the Company accounted for DSUs as cash-settled share-based payment transactions. In November 2015,
the DSU plan was amended from a cash-settled plan to an equity-settled plan, with settlement in treasury shares. As a
result, the Company accounts for the amended DSU plan as equity-settled share-based payment transactions. At the date of
modification, the Company reclassified the liability of $18.4 million to contributed surplus.
The Company had 85,882 DSUs outstanding as at December 31, 2015. The amount recognized as an expense in 2015 totalled
$8.7 million (2014 – $5.3 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 tR uMe n t s
(a) cash flow hedges
The Company is party to 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 bank 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 ineffectiveness was recognized in the consolidated income statement as this
has been and continues to be a fully effective hedge. This swap matures in September 2016.
Notional Principal
Amount
Paid
(USD)
Interest Rate
Received
(USD)
2015
(CAD)
Fair Value
December 31
2014
(CAD)
Maturity
Effective Date
USD80.0 million
1.047% 3-month LIBOR $
(253.0)
$
(488.1)
September 13, 2016 September 13, 2013
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 ineffective
portion is recorded in selling, general and administrative expenses. For 2015 and 2014, no ineffectiveness 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
$0.6 million (2014 – $0.2 million) decrease (increase) in other comprehensive income and no impact on the earnings from
operations (2014 – nil) of the Company. This analysis assumes that all other variables, in particular foreign currency rates,
remain constant.
84
2015 Annual Report
(b) Hedges of net investment in self-sustaining operations
US$239.0 million (2014 – US$239.0 million) of unsecured senior notes and US$208.0 million (2014 – US$238.0 million) of
the unsecured syndicated bank 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 effect of the unsecured senior notes, the unsecured syndicated bank 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 effective hedges as the notional amounts of the hedging items equal the portion of the net investment balance being
hedged. No ineffectiveness has been recognized in the income statement.
€61.6 million (2014 – €61.6 million) of the unsecured syndicated bank 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 effect of both the unsecured syndicated bank 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 effective hedge as the notional amount of the hedging item equals the portion of the net investment balance
being hedged. No ineffectiveness has been recognized in the income statement.
£134.0 million (2014 – nil) of the unsecured syndicated bank credit facility (hedging item) have been used to hedge the
Company’s exposure to its net investment in self-sustaining UK pound sterling-denominated operations with a view to
reducing foreign exchange fluctuations. The foreign exchange effect of both the unsecured syndicated bank credit facility
and the net investment in UK pound sterling-denominated subsidiaries is reported in other comprehensive income. This has
been and continues to be a 100% fully effective hedge as the notional amount of the hedging item equals the portion of the
net investment balance being hedged. No ineffectiveness 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 financial 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
December 31,
2015
December 31,
2014
$
405,692
524,621
21,016
$
221,873
380,965
16,463
$
951,329
$
619,301
December 31,
2015
December 31,
2014
$
299,639
187,463
22,125
$
216,820
138,918
20,862
$
509,227
$
376,600
2015 Annual Report 85
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (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 (decrease) during the year
Balance at December 31
December 31,
2015
December 31,
2014
$
$
12,405
2,742
$
13,809
(1,404)
15,147
$
12,405
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:
December 31, 2014
December 31, 2015
Payments Due by Period
(In millions of Canadian dollars)
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 financial liabilities
Secured bank loans
Unsecured bank loans
Unsecured senior notes
Finance lease liabilities
Unsecured syndicated
bank credit facility
Other long-term obligations
Interest on unsecured
senior notes
Interest on unsecured
syndicated bank
credit facility
Interest on other
long-term debt
Trade and other payables
Derivative financial liabilities
Outflow – CF hedges
Interest on derivatives
Accrued post-employment
benefit liabilities
Operating leases
Total contractual
cash obligations
2.4
10.8
276.8
5.7
362.6
0.8
$
1.3
11.4
330.5
8.0
653.9
0.4
$
1.3
11.4
330.8
8.0
653.9
0.4
*
*
27.0*
—
0.2
—
—
—
46.8*
4.9
—
519.4
—
711.0
1.6
711.0
0.6
711.0
0.8
*
*
—
1.4
*
*
—
1.1
0.4*
44.7*
95.1
1.1
0.2
1.5
10.8
$
$
0.5
0.1
152.2
1.5
$
0.5
10.5
—
1.4
$ —
0.5
178.6
2.3
$ —
0.1
—
0.2
0.3
0.2
—
2.6
—
—
653.9
—
12.2
8.0
10.6
26.0
0.3
—
—
—
5.2
17.8
0.2
—
—
—
15.7
32.7
—
—
—
—
—
—
—
—
20.8
23.0
—
0.2
6.8
5.3
0.5
—
—
0.2
1.5
10.8
$ 1,179.3
$ 1,717.9
$ 1,933.5
$ 884.6
$
37.7
$
49.2
$ 917.9
$
44.1
*
Accrued long-term employee benefit and post-employment benefit liability of $2.1 million, accrued interest of $7.3 million on unsecured senior
notes and unsecured syndicated bank credit facility and accrued interest of nil on derivatives are reported in trade and other payables in 2015 (2014:
$2.6 million, $6.5 million and nil, respectively).
86
2015 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:
(In millions of Canadian dollars)
December 31, 2014
Carrying
Amount
Carrying
Amount
Contractual
Cash Flows
0–6
Months
6–12
Months
1–2
Years
2–5
Years
More than
5 Years
December 31, 2015
Payments Due by Period
Assets
Liabilities
Total
$
$
—
0.3
$ —
1.1
$
$
0.4
1.9
$
0.2
1.5
0.2
0.4
$ —
—
$ —
—
$ —
—
(0.3)
$
(1.1)
$
(1.5)
$
(1.3)
$
(0.2)
$ —
$ —
$ —
(e) currency risk
exposure to currency risk
The Company’s exposure to foreign currency risk was as follows based on notional amounts:
December 31,
2015
December 31,
2014
U.S.
Dollar
122,366
165,973
239,684
447,000
U.K.
Pound
17,676
40,236
33,670
134,046
Euro
63,918
68,588
92,028
64,795
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
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
2015
8,906
20,380
5,836
Equity
2014
5,868
11,289
6,765
Income Statement
2014
812
337
(47)
2015
346
948
(4)
A five percent strengthening of the Canadian dollar against the above currencies at December 31 would have had the equal
but opposite effect 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 (2014 – $2.0 million decrease) and have no impact on other comprehensive income. This analysis
assumes that all other variables, in particular foreign currency rates, remain constant.
2015 Annual Report 87
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (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 financial assets
Assets carried at amortized cost:
Loans and receivables
Cash and cash equivalents
Liabilities carried at fair value:
Contingent consideration
Derivative financial liabilities
Liabilities carried at amortized cost:
Trade and other payables
Unsecured syndicated bank credit facility
Unsecured senior notes
Other loans
Finance lease liabilities
December 31,
2015
December 31,
2014
Carrying
Amount
Fair
Value
Carrying
Amount
Fair
Value
$
21,016
$
21,016
$
16,463
$
16,463
524,621
405,692
524,621
405,692
380,965
221,873
380,965
221,873
$
930,313
$
930,313
$
602,838
$
602,838
—
1,348
1,348
$
—
1,348
1,348
$
5,305
768
6,073
$
$
710,999
653,905
330,451
13,169
7,994
710,999
653,884
355,170
13,169
7,994
519,440
362,576
276,832
13,960
5,700
5,305
768
6,073
519,440
362,578
307,415
13,960
5,700
$ 1,716,518
$ 1,741,216
$ 1,178,508
$ 1,209,093
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 spread.
88
2015 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 different 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, 2015
Available-for-sale financial assets
Derivative financial liabilities
Unsecured senior notes
December 31, 2014
Available-for-sale financial assets
Derivative financial liabilities
Contingent consideration
Unsecured senior notes
Level 1
Level 2
Level 3
Total
$
$
$
$
$
$
—
—
—
—
—
—
—
—
—
$
$
$
$
$
$
21,016
1,348
—
1,348
16,463
768
—
—
768
$
$
$
$
$
—
—
355,170
$
$
21,016
1,348
355,170
355,170
$
356,518
—
—
5,305
307,415
$
$
16,463
768
5,305
307,415
$
312,720
$
313,488
2 4 . F i n a n c i a l Ri sK Ma n ag eMe 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.
2015 Annual Report 89
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (In thousands of Canadian dollars, except share and per share information)
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 offered. 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.
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, 2015, 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 sufficient 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 2020.
Market risk
Market risk is the risk that changes in market prices, such as foreign exchange rates, interest rates and commodity prices, will
affect 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 ineffective 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
2015 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 and restructuring and other items by the average of the beginning and the
end-of-year shareholders’ equity. In 2015, the return on capital was 21.1% (2014 – 20.1%) 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 afforded 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 27%
at December 31, 2015 (2014 – 26%) 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 3.1% (2014 – 3.6%).
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 and its unsecured syndicated bank credit facility.
This includes a covenant requiring a minimum consolidated net worth. The Company monitors the ratios on a quarterly basis
and at December 31, 2015, was in compliance with all its covenants.
2 5. coM Mi tMe n t s
Non-cancellable operating lease rentals are payable as follows:
Less than one year
Between one and five years
More than five years
$
2015
21,586
50,572
22,934
$
$
95,092
$
2014
17,090
41,728
24,690
83,508
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, 2015, $18.8 million was
recognized as an expense in the income statement in respect of operating leases (2014 – $16.3 million).
2 6. R e l at eD P aR t i e s
Beneficial ownership
The directors and officers 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.
loan guarantee
The Company has provided various loan guarantees for its joint ventures and associates totalling $40.8 million.
2 7. K e y Ma n ag eMe n t PeR s o n n e l c oM Pe n sat i o n
Short-term employee compensation and benefits
Share-based compensation
Post-employment benefits
$
2015
13,032
4,561
612
$
2014
10,403
3,640
601
$
18,205
$
14,644
2015 Annual Report 91
no t e s t o tHe co n s o l iD at eD F i n a n c i a l s tat eMe n t s
Years ended December 31, 2015 and 2014 (In thousands of Canadian dollars, except share and per share information)
2 8 . a c c uMu l at eD otHeR c oM P ReHe n s iVe i n c oMe
Unrealized foreign currency translation gains, net of tax recovery of $4,896
(2014 – tax recovery of $2,833)
Losses on derivatives designated as cash flow hedges, net of tax recovery of $374
(2014 – tax recovery of $137)
2 9. R e s tR u c t uRi n g a nD otHeR i t eMs
Label Segment restructuring
Avery Segment restructuring
Contingent consideration
Acquisition costs
Total restructuring and other items
2015
2014
$
112,584
$
3,882
(858)
(517)
$
111,726
$
3,365
$
$
2015
5,025
4,632
(3,634)
—
$
6,023
$
2014
6,343
1,447
—
1,314
9,104
In 2015, the Label Segment recorded $5.0 million ($4.4 million, net of tax) in restructuring costs primarily related to severance
and closure costs for the recent worldmark and 2014 Bandfix Ag acquisitions, as well as severance costs associated with the
closing of a plant in France.
In 2015, the Avery Segment recorded $4.6 million ($3.0 million, net of tax) in restructuring costs for the previously announced
closure of the Avery Meridian, Mississippi, binder manufacturing facility and for final European severance costs.
In 2015, the Company reversed $3.6 million, with no tax impact, of accrued contingent consideration related to the 2014
acquisition of DekoPak Ambalaj San. Ve Tic. A.S.
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 2013 acquisition of the
Designed & Engineered Solutions and the 2014 Sancoa businesses.
3 0. s uB s e Qu e n t eVe n t s
In January 2016, CCL acquired woelco Ag, a supplier of durable labeling systems for Industrial & Automotive customers
based near Stuttgart with subsidiary operations in both the United States and China for approximately $27.0 million net cash
purchase consideration.
In January 2016, CCL acquired Label Art Ltd. and Label Art Digital Ltd., two privately owned companies with common
shareholders, based in Dublin, Ireland. Label Art is a leading pressure sensitive label producer in Ireland with a focus on
Healthcare & Specialty customers in Ireland and the United Kingdom. The agreed purchase consideration in acquired debt
and cash is approximately $15.0 million, subject to customary closing adjustments.
CCL invested $6.0 million in cash to increase its stake to 75% in the tube manufacturing joint venture in Bangkok, Thailand,
with Taisei Kako Co. Ltd. of Japan.
The Board of Directors has declared a dividend of $0.50 per Class B non-voting share and $0.4875 per Class A voting share,
which will be payable to shareholders of record at the close of business on March 17, 2016, to be paid on March 31, 2016.
92
2015 Annual Report
siX ye aR F i n a n c i a l s uM MaR 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
25,637
295,0781
$
$
8.501
Financial Position
Current assets
Current liabilities
Working capital6
Total assets
Net debt
Shareholders’ equity
Net debt to equity ratio
Net debt to total
book capitalization
$ 1,229,864
912,849
317,015
3,582,305
599,827
$ 1,621,878
0.37
2015
2014
2013
2012
2011
2010
$ 3,039,112
$ 2,585,637
$ 1,889,426
$ 1,308,551
$ 1,268,477
$
1,192,318
164,081
146,421
120,155
102,564
100,177
95,406
25,553
216,5662
6.312
25,648
103,5883
3.043
$
$
$
$
$
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
$
$
$
$
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
27.0%
26.4%
33.1%
13.6%
20.7%
24.4%
2,368
32,729
34,716
2,368
32,325
34,365
2,368
32,021
34,150
2,369
31,451
2,374
31,315
2,374
30,912
33,484
33,111
32,830
$
475,260
$
403,530
$
333,738
$
199,322
$
171,376
$
168,399
172,214
356,703
52,296
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
$
1.50
$
1.10
$
0.86
$
0.78
$
0.70
$
0.66
1 After pre-tax restructuring and other items – net loss of $6.0 million.
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 Current assets minus liabilities.
2015 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
2 0 1 5 B u s i n e s s le aDeR sHiP
north america
europe
asia Pacific
John Pedroli
President,
CCL Industries North America
günther Birkner
President,
Food and Beverage worldwide
Jim anzai
Vice President and
Managing Director, Asia
Charlotte, North Carolina, USA
Hohenems, Austria
Singapore
Peter Fleissner
group Vice President,
CCL Design worldwide
Da gang li
Vice President and
Managing Director, China
Solingen, germany
Shanghai, PR China
Ben Rubino
President,
Home and Personal Care
worldwide
Lumberton, New Jersey, USA
Jim sellors
President,
Avery North America
Brea, California, USA
tommy nielsen
group Vice President,
Healthcare and Specialty
CCL Label Europe
Randers, Denmark
Kittipong Kulratanasinsuk
Managing Director, Thailand
Bangkok, Thailand
John o’Brien
Managing Director, Australia
Adelaide, Australia
latin america
luis Jocionis
Vice President and
Managing Director, South
America
Sao Paolo, Brazil
Ben lilienthal
Vice President and
Managing Director,
CCL and Avery Mexico
Mexico City, Mexico
eric Frantz
Vice President operations,
Home and Personal Care
North America
Mark cooper
Vice President and
Managing Director,
Avery Europe and Asia Pacific
Hermitage, Pennsylvania, USA
Maidenhead, U.K.
Bill goldsmith
Vice President and
general Manager,
CCL Design North America
Derek cumming
Vice President and
general Manager,
CCL Design, Electronics
Schererville, Indiana, USA
East Kilbride, Scotland
al green
Vice President
Technology Development,
Werner ehrmann
Vice President,
Technology Development
Clinton, South Carolina, USA
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
andy iseli
Vice President and
general Manager,
CCL Tube
Los Angeles, California, USA
guy Kiraly
Vice President and
general Manager,
Container North America
Hermitage, Pennsylvania, USA
allison Phillips
Vice President and
general Manager,
Avery North America
Printable Media
Brea, California, USA
lee Pretsell
Vice President and
general Manager,
Healthcare and Specialty
North America
Toronto, ontario, Canada
94
2015 Annual Report
2 0 1 5 c c l o F Fi c eR s
Donald g. lang
Executive Chairman
geoffrey t. Martin
President and
Chief Executive officer
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 officer
anne Brayley
Vice President, Internal Audit
nick Vecchiarelli
Vice President, Corporate
Accounting
Monika Vodermaier
Vice President, Corporate
Finance Europe and Asia
2 0 1 5 B o aR D oF D iRe c t oR 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
geoffrey t. Martin
Director since 2005
President and CEo,
CCL Industries Inc.
Massachusetts, 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
2015 Annual Report 95
2 0 1 5 s HaReHo lDeR
inF oR Mat 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 5, 2016 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 2015
Closing price 2015
Number of trades
Trading volume (shares)
Trading value
Annual dividends declared
shares outstanding at December 31, 2015
Class A voting shares
Class B non-voting shares
$126.63
$224.37
180,945
22,449,141
$3,877,549,597
$1.50
2,367,525
32,729,096
m
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c
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i
m
b
.
w
w
w
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n
a
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B
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96
2015 Annual Report
This report is printed on recyclable, acid-free and chlorine free paper.
Printed in Canada.
CCL Label China
Celebrating 10 Years of Continuous Growth
In 2005, CCL began its adventure in China building a green field production facility in
Guangzhou. 2015 therefore marks our 10th anniversary in the second most important
economy in the world.
Since our start 10 years ago CCL Label developed into a strong business, now with
360 employees working in three plants (Guangzhou, Hefei and Tianjin) covering all
the important economic geographies of this large country. Carefully designed
strategies and a talented, long term focused, core leadership team play important
roles in our success. In the Chinese label industry, CCL is now recognized as one of
the best employers and market players in terms of innovation, product quality &
service partnering with both global and fast growing Chinese brand owners in the
consumer products industry.
In late 2015 CCL acquired Worldmark for our CCL Design business bringing six
additional plants in China and a focus on one of the country’s most important
industries: Electronics. The acquisition has made us the largest player in the Chinese
label industry and increased our employment base to more than 1,700 people.
Despite the slower rate of growth many customers reported in China this past
year, CCL continues to believe the country represents one of the better opportunities
for economic development in the global label industry. We are proud of everything
our team has achieved in such a short space of time and look forward to their
increasing contributions.
CCL China management team
Henry Li, Gary Shan, Ying Lin, Dagang Li, Maggie Ma, Jason Li, Rex Qian
Min Chen, Echo Yu, Jeff Li, Huan Yang, Rika Zhang, Pauline Wen, Anson Huo
OVER 1,700 EMPLOYEES IN
9 PLANTS IN CHINA
CCL Label: Guangzhou, Hefei, and
Tianjin, CCL Design: Suzhou (3 plants),
Chongqing, Tianjin, Shenzen and
Taiwan (Design Center)
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