2014
Annual
report
A stronger
platform
for growth
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Company Profile
Empire Company Limited (TSX: EMP.A) is a Canadian company headquartered in Stellarton, Nova Scotia. Our key businesses
are food retailing and related real estate, through wholly-owned subsidiary Sobeys Inc., and a 41.6% equity accounted interest in
Crombie REIT. With $21 billion in annual sales and $12.2 billion in assets, Empire and its subsidiaries, including franchisees and
affiliates, employ more than 125,000 people.
52 Weeks Ended
May 3, 2014
52 Weeks Ended
May 4, 2013
52 Weeks Ended
May 5, 2012
2014 Financial Highlights
($ in millions, except per share amounts)
Operations
Sales
Operating income
Adjusted operating income(1)
Net earnings from continuing operations(2)
Net earnings(2)
Adjusted net earnings from continuing operations(2)
Per Share Information
Net earnings from continuing operations (fully diluted)(2)
Net earnings (fully diluted)(2)
Adjusted net earnings from continuing operations (fully diluted)(1)(2)
Book value
Dividends per share (“DPS”)
$20,993.0
328.5
630.2
151.0
235.4
383.1
$1.88
2.93
4.78
61.75
1.04
Sales
($ in millions)
20
15
10
5
Adjusted Net Earnings from
Continuing Operations(1)(2)
($ in millions)
375
280
188
94
$16,249.1
534.3
513.9
339.4
339.4
322.7
$4.99
4.99
4.74
49.98
0.90
$17,400.8
573.2
553.4
372.3
379.5
356.8
$5.47
5.58
5.24
54.82
0.96
Dividends
($ per share)
1.00
0.75
0.50
0.25
FY
05
06
07 08
09
10
11 12 13 14
FY
05
06
07 08
09
10
11 12 13 14
FY
05
06
07 08
09
10
11 12 13 14
10-Year Sales CAGR(4)
6.4%
10-Year Adjusted Net Earnings(1)(2) CAGR(4)
10-Year DPS(3) CAGR(4)
8.9%
10.0%
(1) Excludes items which are considered not indicative of underlying business operating performance.
(2) Net of non-controlling interest.
(3) Dividends per share.
(4) Compound Annual Growth Rate.
Forward-Looking Statements
This annual report contains forward-looking statements which reflect management’s expectations regarding the Company’s objectives, plans, goals,
strategies, future growth, financial condition, results of operations, cash flows, performance, business prospects and opportunities. All statements
other than statements of historical facts included in this annual report, including statements regarding the Company’s objectives, plans, goals,
strategies, future growth, financial condition, results of operations, cash flows, performance, business prospects and opportunities, may constitute
forward-looking information. Expressions such as “anticipates”, “expects”, “believes”, “estimates”, “could”, “intends”, “may”, “plans”, “will”,
“would” and other similar expressions, or the negative of these terms, are generally indicative of forward-looking statements.
The acquisition of substantially all of the assets and select liabilities of Canada Safeway ULC (“Canada Safeway”).
For additional information and a caution on the use of forward-looking information, see the section in Management’s Discussion and Analysis
(“MD&A”) entitled “Forward-Looking Information”.
Note: There are measures included in this annual report that do not have a standardized meaning under GAAP. Additional information relating to
non-GAAP financial measures is provided in the section of the MD&A entitled “Non-GAAP Financial Measures”.
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| EMPIRE COMPANY LIMITED
Our Purpose
To improve the lives of Canadians by helping them Eat Better,
Feel Better, Do Better.
Sobeys created a stronger platform for growth in fiscal 2014
with the acquisition of Canada Safeway and the introduction
of the Better Food for All movement – the next generation
of our food-focused, fresh-driven, full service banners. This
report takes a look at the key events of the past year and
sets out our strategy for long-term value creation.
Our Investment Strengths
•
A passion for delivering Better Food for All
• National reach and scale
• Well-established, differentiated stores and retail banners
•
•
Modern and scalable infrastructure
Synergistic acquisition of Canada Safeway
•
A strategic relationship with Crombie REIT
• A superior long-term track record of growth
Table of Contents
Letter to shareholders
Empire at a glance
A stronger platform for growth
The Canada Safeway acquisition
Better Food for All
A legacy of long-term value creation
A vital part of our communities
Our environmental commitment
The value of good governance
Directors and officers
Management’s discussion and analysis
Consolidated financial statements
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A stronger pl Atform for grow th
letter to
shareholders
From the privatization of Sobeys
in 2007 until today, Empire has
consistently increased its focus on
the businesses we know best – food
retailing and related real estate. Our
focus continued in fiscal 2014 with
the acquisition of Canada Safeway,
the sale of Empire Theatres and the
consolidation of the Empire and Sobeys
senior management teams. Today,
Empire Company Limited is essentially
a pure play food retailing and related
real estate company with 99.9 percent
of total sales and 97.1 percent of total
assets attributable to these businesses.
The events of the past year solidified
our position as a leading national food
retailer. With the Canada Safeway
acquisition, we secured a leading
market share position in Western
Canada, including the fast-growing
Alberta market.
Equally important, Safeway is a leader
in the full service segment of the food
retailing industry, which lies at the heart
of our own growth strategy. Sobeys and
Safeway are highly compatible in terms
of strategic objectives and corporate
culture, with a clear focus on excellence
in fresh food and a commitment to
exceptional customer service through
highly engaged employees. We share
many other strengths including high-
quality management, committed
employees, rigorous cost control,
and the popular AIR MILES® rewards
program and private label programs.
We are delighted with the talent and
enthusiasm of our new colleagues at
Safeway and we are excited that they
are equally pleased to be part of our
organization. We have much to learn
from each other and this process is
well underway.
Among the measurable benefits of the
acquisition are $200 million in expected
annual run-rate cost synergies and
earnings accretion that will be realized
as we integrate our operations over
the next three years. We are on track
and committed to realizing these
synergies, on time and on target. Our
ability to take full advantage of this
opportunity is due in no small part
to the talent and engagement of our
employees and to the investments we
have already made in Sobeys’ modern
and scalable distribution network and
IT infrastructure.
The key to success has always
depended on differentiating ourselves
with value, product and service that
is most meaningful to our customers,
while remaining competitive on price.
The launch of our second major
platform for growth in fiscal 2014 –
Better Food for All – will play
a critical role in helping us achieve
this commitment.
Our recent experience and research
have shown that while most Canadians
would like to eat better food than they
currently do, they are concerned that
healthy and appetizing meals are too
costly, too difficult to manage, and too
time consuming to prepare.
Fiscal 2014 was a
remarkable year for
Empire. In November
2013, we completed the
largest investment in
the Company’s history
— the $5.8 billion
acquisition of Canada
Safeway. The year also
marked the introduction
of Sobeys’ Better Food
for All movement – the
most exciting stage yet
in the evolution of our
full service format.
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EMPIRE COMPAny LIMITED
Overwhelmed by the choices, our
customers are looking for leadership
and solutions from people they trust.
Better Food for All was born from
this understanding. Much more than
a tagline, it expresses Sobeys’ new
purpose to be Canada’s Better Food
Destination by helping Canadians
Eat Better, Feel Better and Do Better,
every day.
Launched in September 2013 with the
assistance of chef and food campaigner
Jamie Oliver, Better Food for All has
received an enthusiastic welcome from
our customers. They have noticed the
fresh-market environment, the delicious
restaurant-quality prepared meals, the
abundance of naturally and responsibly
sourced foods, and the knowledgeable
and enthusiastic employees who are
trained to make the Better Food for All
experience come alive in our stores
every day.
To date, eight new concept stores that
reflect the new Better Food for All
positioning have been opened with
many more scheduled for conversion
or construction over the next year.
Sobeys’ new banner positioning has
been accompanied by the introduction
of Sobeys extra – our next generation
of full service format stores. you can
discover more about the Better Food
for All movement and get a taste of
the look and feel of our evolving store
concept elsewhere in this report.
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“ We are delighted with the talent and
enthusiasm of our new colleagues at Safeway
and we are excited that they are equally
pleased to be part of our organization.”
A stronger pl Atform for grow th
The other important business we
know and understand, is food-related
real estate. More than 50 years ago
Frank H. Sobey began realizing the
advantage of owning the grocery stores
he operated. Today, this continues
through the ownership of real estate
by Sobeys as well as our 41.6 percent
interest in Crombie REIT.
Sixty percent of the real estate acquired
by Sobeys in the Canada Safeway
acquisition (net of store divestitures)
is located in Western Canada’s four
largest metropolitan areas, with a high
proportion in expensive-to-replicate,
high-density locations that are
highly complementary to Sobeys’
store network.
Crombie REIT also benefited
substantially from the Canada Safeway
acquisition through the sale-leaseback
transaction in which 70 Safeway
locations were sold to Crombie REIT
for $991 million. As a direct result of
the impact of the Canada Safeway
acquisition, Crombie REIT achieved
investment-grade status, which has
significantly improved its access to
capital and financial flexibility. We
are excited to continue to participate
in Crombie REIT’s growth story
through our equity-accounted
ownership interest.
As for the year ahead, we expect
the continuation of intense price
competition and a highly promotional
environment in the Canadian food
retailing industry.
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EMPIRE COMPAny LIMITED
The real key to success
in our business comes
from understanding
what matters most to
our customers and
delivering a differentiated
shopping experience
that builds strong and
enduring relationships.
Better Food For All
ensures our customers
experience the best
food retail shopping
environment in Canada.
Within this market reality, we will
continue to offer competitive pricing
and maintain our market share. Our
ability to do so has been greatly
strengthened by the investments we
have made over the past few years to
secure efficiencies and drive costs out
of our business while strengthening
business processes. Such efforts
continued in fiscal 2014 with the
completion of our SAP rollout in
Québec and at Thrifty Foods, and the
opening of our second automated
distribution centre. During the next
three years, these investments will be
leveraged through the integration of
the Safeway business.
As we’ve said before, being competitive
in the markets we serve is just the price
of admission in Canada’s food retailing
industry. The real key to success in our
business comes from understanding
what matters most to our customers
and delivering a differentiated shopping
experience that builds strong and
enduring relationships. Better Food
for All represents the latest step in
this process but our customers will
continue to see a similar spirit of
customer-focused innovation across all
of our full service banners and other
retail formats.
In closing, I would like to thank the
Board of Directors for their continued
stewardship of our Company. In
particular, I would like to acknowledge
the significant contributions of former
President and CEO Paul Sobey, who
retired in fiscal 2014 and whose
guidance and insight have been greatly
appreciated during the transformative
events of fiscal 2014. In addition, I
would like to extend our appreciation
and best wishes to Rob Sobey, who
retired as President and CEO of
Lawtons Drugs, as well as Stuart Fraser
and all the other employees of Empire
Theatres for their contributions to our
success over the years.
Finally, I would like to thank our
management team and the more than
125,000 employees of Empire and its
subsidiaries, franchisees and affiliates,
for their hard work, dedication and
focus on building a stronger platform
for long-term value creation.
Sincerely,
(signed) “Marc Poulin”
Marc Poulin
President and Chief Executive Officer
Empire Company Limited
June 26, 2014
Strategic Priorities
At Sobeys, we always put the customer first
while ensuring process and operational
excellence. OUR KEY PRIORITIES are:
• Successful integration of Canada Safeway
Better Food for All – A compelling full
•
service offering and shopping experience
•
•
•
Securing efficiencies through process
harmonization and optimized distribution
Employee training and engagement to
deliver best-in-class customer service
and loyalty
Continued intelligent investment
and innovation
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A STRONGER PL ATFORM FOR GROW TH
Empire at
a glance
EMPIRE BY THE NUMBERS
1,800+
TOTAL LOC ATIONS
38M+
TOTAL SQ . FOOTAGE
800+
125,000+
COMMUNITIES SERVED
PEOPLE
FOOD RETAILING
REL ATED REAL ESTATE
Empire holds a 41.6 percent equity
accounted interest in Crombie REIT,
a national Canadian REIT that owns,
operates and manages a $3.9 billion
commercial real estate portfolio with
a primary holding of retail properties.
Empire’s food retailing business is
carried out through wholly-owned
subsidiary Sobeys Inc., which serves
the food shopping needs of millions
of Canadians with approximately
1,500 corporately owned and
franchised retail stores as well as
more than 350 retail fuel locations.
Sobeys operates in more than
800 communities across Canada.
Sobeys remains focused on improving
the product offering, services and
merchandising within each of its
five core formats. This improvement
happens through continuous
investment in our store and
distribution networks, innovation
in marketing and merchandising
programs, optimization of business
processes, and the training and
engagement of our people.
Each of Sobeys’ five core
formats – Full Service, Fresh,
Community, Discount and
Convenience – is designed to
deliver the optimal product
offering in each market
segment we serve.
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EMPIRE COMPANY LIMITED
TOTAL LOCATIONS BY TERRITORY
409
WES TERN C ANADA
335
ONTARIO
655
QUÉB EC
421
ATL ANTIC C ANADA
WES TERN C ANADA
ONTARIO
QUÉB EC
ATL ANTIC C A NADA
Shell Trade Marks reproduced by permission of Shell Brands International AG.
OUR GEOGR APHIC REACH
Sobeys goes to market with
differentiated banners and five retail
formats to serve the needs of our
customers across the country. Full
Service stores meet total shopping
requirements with a broad product
assortment and a complete range
of specialty departments with the
support of superior customer service.
Our Fresh stores meet ‘fresh fill-
in and today’s meal’ needs with
service and customized offerings.
Community stores meet the ‘routine
and fill-in’ food shopping occasions
of customers in rural and one-store
communities. Discount stores deliver
low prices every day in markets
where price is the driving factor for
store selection and Convenience
stores serve our customers who are
‘on-the-go’.
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A stronger
platform
for growth
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EMPIRE COMPANY LIMITED
| EMPIRE COMPANY LIMITED
THE CANADA SAFEWAY ACQUISITION AND BET TER FOOD FOR ALL
The Canada Safeway
acquisition
Empire’s $5.8 billion
acquisition of Canada
Safeway in November 2013
solidified Sobeys’ position
as the second largest food
retailer in Canada and
facilitated the evolution of
Crombie REIT into a truly
national retail landlord.
Through this single transaction, we
added (net of divestitures), 200 full
service format stores, 190 in-store
pharmacies, 63 co-located fuel
stations, 10 liquor stores, four
primary distribution centres and
12 manufacturing facilities to our
Western Canadian network. The
acquisition also enabled us to establish
a leading market share position in
Western Canada, including the fast-
growing Alberta market.
Over the next three years, Sobeys is
committed to achieving $200 million
in annual run-rate cost synergies
and earnings accretion from the
integration of Canada Safeway.
This ambitious goal is possible
because of the significant investments
Sobeys has made in its scalable
business processes and systems,
as well as information technology
infrastructure, over the past few years.
Our first step is to achieve systems
integration by converting Safeway to
our SAP platform and point-of-sale
systems. We are on track to achieve
$100 million in annual run-rate cost
synergies by the end of year one
through lower cost procurement in
both grocery and pharmacy as well
as efficiencies in our marketing and
procurement operations. In years
two and three, we expect to secure
an additional $100 million in annual
run-rate cost synergies through more
streamlined and cost effective logistics
and distribution, further information
technology harmonization, continued
marketing efficiencies, and by reduced
sales, general and administrative
costs. Since the $1.5 billion acquisition
of The Oshawa Group in 1998, Sobeys
has successfully integrated several
acquisitions and established a track
record of consistent earnings accretion
in the process.
The benefits of the Canada Safeway
acquisition go far beyond the numbers,
starting with a highly compatible
growth strategy and corporate culture.
For more than 84 years, Safeway
has earned the trust and loyalty of
Western Canadian consumers by
knowing what they want and delivering
a differentiated shopping experience.
No.1
The acquisition of Canada Safeway
has given Sobeys a leading market
share in Western Canada, including the
fast-growing Alberta market.
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A stronger pl Atform for grow th
Today, Safeway’s approach is much
like that of our other full service
banners with a fresh-driven, food-
focused offering that depends on the
support of knowledgeable and engaged
employees. Our operations share many
other similarities including: capable
and experienced management, well-
established training and development
programs, leading customer insight
capabilities, and the popular AIR MILES®
rewards program.
The Safeway store network is a welcome
complement to Sobeys’ existing store
network. With a high concentration
of stores in densely populated
neighbourhoods in Vancouver, Calgary,
Edmonton and Winnipeg, Safeway
adds an established network of high-
traffic locations and important real
estate assets.
The right ingredients for growth
• A leading grocer in Western Canada
including the fast-growing Alberta market
• An exceptional network of 200 Canada
Safeway stores in established, sought-
after locations
• Annual run-rate cost synergies of
$200 million over the next three years
• A highly aligned growth strategy and
cultural fit
• Skilled, engaged and motivated employees
• A compelling full service fresh food offering
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EMPIRE COMPAny LIMITED
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EMPIRE COMPANY LIMITED
A stronger pl Atform for grow th
better food
for All
While much has changed in the world
of food retailing since J.W. Sobey
launched his refrigerated meat business
in 1907, Sobeys’ success still depends
on knowing what matters most to
customers and continuously evolving to
keep pace with their changing needs.
This spirit of innovation found
expression during fiscal 2014 through
the launch of Better Food for All in
our Sobeys banner and Mieux Manger
in our IGA stores in Québec. We are
striving to be known as this country’s
Better Food destination by helping
Canadians Eat Better, Feel Better and
Do Better every day.
We know that our timing is right. In fact,
our research shows that 73 percent of
Canadian consumers would like to eat
better than they currently do. As part
of our Better Food For All movement,
we are determined to help them
achieve that goal. During the past year,
Sobeys has made exciting changes to
our full service food offering to show
Canadians that better food tastes great,
is affordable, convenient and easily
available, and leads to a healthier life.
Delivering Better Food for All to our
customers depends on the success
of four strategic pillars that guide our
assortment and shape the delivery of
our offer.
Better Food for All –
represents Sobeys’
commitment to delivering
a compelling and highly
differentiated shopping
experience for our customers.
73%
Our research shows that 73 percent
of Canadian consumers would like
to eat better than they currently do.
WOW fresh is the first pillar of
Sobeys’ Better Food for All offering.
We are setting a new standard for
exceptional freshness, value as well
as an in-store experience that has
significantly enhanced our best-in-food
reputation. This experience is defined
by the market-fresh atmosphere in our
stores, the delicious foods made daily
in our new specialty shops, and the
exceptional service of knowledgable
and engaged employees who bring
Better Food for All to life.
The second pillar of Better Food for
All is Speed scratch, which provides
time-pressed consumers with delicious
eat-at-home alternatives to dining out.
Over the past year, we have brought
a growing range of restaurant-quality
meals into our stores including value-
added meat and seafood offerings.
We are also showing our customers
how to prepare meals, with simple
time and temperature information. We
are helping them choose to prepare
meals with a wide selection of ready-
to-cook, ready-to-heat and ready-
to-eat products. For customers who
want to cook their own meals but lack
the inspiration, we have introduced
Meals Made Easy, a collection of high-
quality ingredients that combine into
a convenient meal solution. We have
also introduced Bundled Meals, which
provide time-saving meal ideas with
groups of products at fixed price points.
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EMPIRE COMPANY LIMITED
A stronger pl Atform for grow th
Healthy wholesome is the third pillar
of our Better Food for All offering.
This program helps our customers
make healthier and more varied
choices. We have added hundreds of
new natural Source products, which
are minimally processed without the
use of additives or preservatives.
We have brought these to market by
emphasizing their benefits through
dedicated merchandising programs
and expert advice from specially trained
Wellbeing Counsellors.
Giving our customers more and better
opportunities to make Sustainable
choices is the focus of the fourth
Better Food for All pillar. Sobeys’
new full service offering includes
an expanded assortment of organic
products that are grown and harvested
without pesticides, responsibly
sourced products that are procured
with consideration for the welfare of
animals and the environment in mind,
and local products that celebrate the
best local farmers have to offer at each
seasonal harvest. Our commitment to
sustainability can be seen in Sobeys’
variety of Marine Stewardship Council
Certified Sustainable fish products.
Sobeys also became the first major
food retailer in north America to offer
beef, pork and poultry that meets
Certified Humane® standards. These
include meats from the Blue Goose,
DuBreton and Aspen Ridge brands, as
well as ‘Compliments presents Jamie
Oliver discovers Canada’, through our
exclusive partnership with Jamie Oliver.
Making better food
more affordable is also
critical to the success of
the Better Food for All
movement. We are
ensuring that Sobeys is
the low-cost destination
for essential items that
our customers buy day
in and day out.
In 2013, Sobeys became the first North
American retailer to offer Certified
Humane® products in chicken, beef
and pork. Customers will find Certified
Humane® meats from the Blue goose,
Sunrise, Du Breton and Aspen Ridge
brands, as well as ‘Compliments presents
Jamie Oliver Discovers Canada’.
Making better food more affordable
is also critical to the success of the
Better Food for All movement. We are
ensuring that Sobeys is the affordable
destination for essential items that our
customers buy day in and day out. We
are also making the total food basket
more affordable for our customers
by price checking products every
month, offering low-price features,
providing loyalty rewards on designated
products and offering more than 4,000
Compliments private label products.
Because it takes a bit more room to
deliver everything that Better Food
for All has to offer, we’ve introduced
our next-generation Sobeys extra
stores and our expanded full service
stores to support our expanded
banner positioning. These new stores
welcome customers into a world of food
discovery and innovation with extra
departments, products, services and
savings that are designed to help them
Eat Better, Feel Better and Do Better
every day.
These ‘extras’ include:
Sobeys’ Kitchen, where customers can
find fresh ready-to-eat or ready-to-heat
prepared meals daily, including: freshly
made sushi and noodle dishes, stone
oven-baked pizza, hot roast beef
dinners from the carvery, freshly
roasted coffee, and fruity smoothies
from the smoothie bar.
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SobeyS Inc. | 2014 annual reportSobeyS Inc. | 2014 annual report bet ter food for All
An expanded Bakery, which offers:
artisan breads baked in store with
pure ingredients, store-made Montréal
and new york style bagels, fruit cakes
topped with real cream, and all-butter
pastries and gourmet cakes.
Natural Source and Wellbeing
Departments, with more than 3,500
products that support health, energy
and nutritional goals. This includes
more organic and natural choices,
and more choices for special diet
requirements such as: gluten-free,
dairy-free, sugar-free, and low-
sodium products.
An expanded produce Department,
which offers: ready-to-eat, store-made
cut fruit and salads, pre-cut vegetables,
a wide variety of organic and local
produce, and lower cost signature
Sobeys fresh programs like potatoes
displayed by usage and tomatoes
by sweetness.
premium Meat and Seafood
Departments, which feature expert
butchers who will custom-cut meat for
any occasion. Customers will also find
a vast selection of value-added meat
and seafood selections that are ready
to cook, Certified Humane® beef, pork
and chicken, as well as MSC Certified
fish products.
16
EMPIRE COMPAny LIMITED
premium Cheese and Deli
Departments, which offer a wide
selection of specialty deli meats and
cheeses including new samples for
customers to taste every day. Each
Cheese Department is staffed by a
Cheese Ambassador who provides
expert guidance in selecting from
hundreds of available products, along
with new entertaining ideas.
Our commitment to helping Canadians
Eat Better, Feel Better and Do Better
extends to our Full Service Safeway
and Thrifty Foods stores, as well as
the retail banners in our Fresh Service,
Community, Discount and Convenience
formats. Sobeys remains committed
to delivering the best product,
merchandising and service offering
available while making better food
more affordable for Canadians. After
107 years in business, our success
still depends on recognizing what
customers want in a dynamic food-
retailing environment, and delivering
a relevant and differentiated shopping
experience that earns their loyalty and
trust. Canadians are looking for our
help to make better food choices for
themselves and their families. With the
Better Food For All movement, we are
showing more people every day that
they can count on us.
After 107 years in business,
our success still depends on
recognizing what customers
want in a dynamic food-
retailing environment, and
delivering a relevant and
differentiated shopping
experience that earns their
loyalty and trust.
3,500+
Sobeys’ Natural Source and Wellbeing
Departments feature more than
3,500 products that have been carefully
selected to support the health, energy
and nutritional goals of our customers.
2014 AnnuAL REPORT
17
A stronger pl Atform for grow th
A legacy of long-term value creation
20 05
20 06
20 07
20 08
20 09
fIsCAl 2005
sAles ($ In mIllIons)
$12,435.2
AdJus ted net e ArnIngs
from ContInuIng oper AtIons
($ In mIllIons)
$182.9
book vAlue ($ per shAre)
$25.87
20 05
20 06
20 07
20 08
20 09
August 2004
Sobeys introduces its
exclusive Compliments
private label offering.
August 2006
Sobeys acquires
Achille de la
Chevrotière Ltée,
for $79.2 million.
June 2005
Wajax converts to
an income trust.
Empire sells 2.875
million units, for a
$25.6 million gain.
march 2006
Crombie REIT
completes its initial
public offering. Empire
sells 44 properties
to Crombie REIT for
$468.5 million and
retains an initial 48.3%
ownership interest.
June 2007
Empire acquires the
outstanding common
shares of Sobeys that
it did not own for
$1.06 billion, achieving
100% ownership.
september 2007
Sobeys acquires
Thrifty Foods for
$253.6 million.
April 2008
Empire sells 61
properties for
$428.5 million to
Crombie REIT.
march 2009
Empire issues
2.713 million
Non-Voting Class A
shares at $49.75 per
share for total net
proceeds to Empire
of approximately
$129 million. proceeds
from this equity issue,
coupled with strong
cash generation from
Sobeys, reduce
Empire’s ratio of debt
to capital to 32.7%
from 39.8%.
18
pg. 18
EMPIRE COMPAny LIMITED
| EMPIRE coMPany lIMItEdA stronger plAtform for growth A STRONGER PL ATFORM FOR GROW TH
2010
2011
2012
2013
2014
FISCAL 2014
SALES ($ I N MILLIONS)
$20,993.0
ADJUS TED NET E ARNINGS
FROM CONTINUING OPER ATIONS
($ IN MILLIONS)
$383.1
BOOK VALUE ($ PER SHARE)
$61.75
CAGR
20 0 4 TO 2014
ADJUS TED NET E ARNINGS
FROM CONTINUING OPER ATIONS
8.9%
2010
2011
2012
2013
2014
May 2010
Sobeys enjoys another
record year and receives
credit rating upgrades
from Standard & Poor’s
and DBRS, with both
ratings at investment
grade. Empire reduces
its ratio of debt to
capital to 29.3%
from 32.7%.
October 2010
Empire sells its
investment in Wajax
for net proceeds of
$121.3 million.
May 2011
Sobeys completes
the first year of the
FreshCo discount
banner in Ontario with
a network of 57 stores
in operation by fiscal
year-end.
October 2011
Sobeys initiates
an organizational
realignment to
optimize productivity
and fully capitalize
on its scale.
March 2012
Sobeys purchases
236 retail gas
locations in Québec
and Atlantic Canada
for $214.9 million.
November 2012
Sobeys begins
shipping from
its second fully-
automated distribution
centre in Terrebonne,
Québec.
March 2013
Sobeys completes
its national
implementation of
the SAP business
platform to fully
capitalize on Sobeys
scale as a $17 billion
organization.
September 2013
Sobeys introduces
the Better Food
For All movement
to Canadians.
November 2013
Sobeys completes
the purchase of
Canada Safeway for
Canada Safeway for
$5.8 billion. Empire
completes the sale
of Empire Theatres
for a net gain of
$104.2 million.
SOBEYS INC. | 2014 ANNUAL REPORT
SOBEYS INC. | 2014 ANNUAL REPORT
2014 ANNUAL REPORT
2014 ANNUAL REPORT |
PG. 19
19
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PG. 19
A STRONGER PL ATFORM FOR GROW TH
A vital part of
our communities
Empire and its employees and customers
support a wide range of important
causes across Canada at the corporate,
regional and individual store levels. Most
of these initiatives support families and
children, especially in the areas of health,
wellness and education. The major focus
is placed on local communities where
our employees, franchisees and affiliates
give generously of their time and talent
in support of important events and
causes. Our dedication to community
service is closely tied to the legacy of
the Sobey family and an organizational
culture, which expresses itself through a
collective commitment of giving back to
enhance the lives of Canadians.
1. Teaching Young Chefs - The Thrifty
Foods Young Chef program is a full or
part-time, week-long summer camp
that teaches kids aged 9-12 how to read
recipes as well as learn basic cooking
tips, nutrition guidelines, and food safety
skills. Thrifty Foods supplies all training
materials, cooking ingredients and
equipment, and special take-away items.
To help make the program affordable for
all families, Thrifty Foods subsidizes the
registrants’ fees at each camp.
2. Make Muscles Move - Safeway
partnered with Muscular Dystrophy
Canada for the sixth consecutive year
to raise funds and create awareness
through the Make Muscles Move
campaign. In 2013 approximately
$1 million was raised towards leading-
edge neuromuscular research and
mobility grants across Western Canada
and Northern Ontario.
3. Ride to Conquer Cancer - As the
official grocery sponsor, Sobeys Inc.
served over 5,000 participants and
volunteers of the Ontario Enbridge Ride
to Conquer Cancer in support of the
Princess Margaret Hospital Foundation.
4. Bust a Move for Breast Health -
Sobeys has been a Gold Sponsor of
Bust a Move for Breast Health since its
inception in 2010, and has had a team
participate each year as well. Sobeys
employees have raised more than
$475,000 to support the new Breast
Health Centre located at the IWK Health
Centre in Halifax, Nova Scotia.
5. Supporting Local Foodbanks -
Sobeys’ passion for food extends
beyond our stores and into the
communities in which we operate. Every
year, through each of our store banners,
we help feed the hungry by raising
hundreds of thousands of dollars and
donating millions of pounds of food to
organizations across Canada that help
the hungry.
6. 2013 World Youth Chess
Championship - On November 14th,
2013, Marc Poulin played a fundraising
chess match with 14-year-old Adam
Dorrance of Cambridge, Nova Scotia
before a crowd gathered at Sobeys’
New Minas store. Capping off a
week of in-store fundraising, Sobeys
employees and customers raised
the required funds for Adam’s
participation at the World Youth
Chess Championship.
At Empire, we know that
a strong commitment to
the communities where our
employees live and work is
fundamental to our long-
term success. We strive to
be good neighbours in all
that we do and actively
encourage and support our
employees, franchisees and
affiliates to help make their
communities better places
to live and work.
1
20
EMPIRE COMPANY LIMITED
3
2
4
5
6
2014 ANNUAL REPORT
21
A stronger pl Atform for grow th
our environmental
commitment
At Sobeys, our sustainability strategy
is primarily focused on mitigating our
impact on the environment, an approach
that complements our financial,
community and social initiatives. This
strategy goes well beyond merely
complying with laws that govern our
Company to include many voluntary
initiatives. It’s our commitment to
continuous improvement as we develop
corporate and individual behaviours that
do not compromise the ability of future
generations to prosper on the planet
that we all share.
Our sustainability efforts are not
separate from our core strategy; they
are part of a deliberate process
that balances the wellbeing of our
business, customers and communities
with what we must do to address our
environmental impact. Our goal is to
integrate sustainability across all areas
of our business, focusing particularly on
the areas of reducing greenhouse gas
emissions and waste reduction.
As we continue to advance sustainability
at Sobeys, our approach will continue
to evolve. Learning from and leveraging
existing initiatives, we will share best
practices and evaluate all options to
accelerate the adoption of solutions
that make sense for our business and
the environment, while acting in the
best interest of the customers and
communities we serve.
22
pg. 22
EMPIRE COMPAny LIMITED
Reducing the environmental footprint
goal: reduce greenhouse gas emissions by 15%*
Sobeys is encouraged to report that we achieved a 14.5%
reduction compared to our 2008 baseline. Specific work
contributing to the improvement included introducing new
carbon dioxide-based refrigeration systems that both save
energy and reduce greenhouse gas impacts.
result:
14.5%
goal: reduce waste to landfill by 30%*
Sobeys exceeded the waste diversion targets, improving
our performance by 52% at corporate store level and
by 36% at our retail support centres compared to our baseline.
result:
52%
*by December 31, 2013
Supply chain
responsible sourcing
Sobeys continues to work with private label product
suppliers to ensure that their raw materials are sourced with
consideration for good environmental stewardship and that
their operations meet our expectation for social compliance
standards. Sobeys continues to work with the global
Consumer goods Forum on deforestation issues related
to the palm oil, soy, beef and pulp and paper industries.
The responsible sourcing of both wild caught and farmed
seafood remains a focus area for the Company.
Animal welfare
As an associate member of the National Farm Animal
Care Council (NFACC) in Canada, we contribute to improving
the treatment of agricultural animals in Canada. Recently,
this has included making a commitment to source fresh
pork products from sows raised through alternative housing
practices by the end of 2022. We have also endorsed the
veal industry’s voluntary action to move to less restrictive
housing by 2018 for all calves.
The above summarizes Sobeys Inc.’s progress on key sustainability goals and indicators.
For the complete 2013 Sustainability scorecard, please visit www.sobeyssustainabilty.com.
| EMPIRE coMPany lIMItEd
CHAIR’S LET TER
The value of
good governance
Empire has always invested
in its business with the
aim of maximizing long-term
value creation. This philosophy
was very much in evidence
during fiscal 2014, a truly
transformational year for
the Company.
Among the responsibilities of Empire’s
Board, none is more important than
understanding potential risks to the
Company’s future prosperity and
ensuring they are reflected in the
development and direction of our
growth strategies. Such vigilance has
never been more important than in
today’s food retailing market, which
remains more competitive than we
have seen in many years.
With this in mind, Empire has
continued to make the investments
that will ensure long-term value
creation. Our acquisition of Canada
Safeway was a truly transformational
event that elevated us to the number
one market position in the fastest
growing region of the country, while
fortifying our position as Canada’s
second largest food retailer. It has also
given us the opportunity to generate
substantial earnings growth through
$200 million in planned synergies over
the next three years.
We also know that long-term
success in our business depends on
a differentiated food offering that
resonates with our customers. That’s
why we are investing in Sobeys’
new Better Food for All full service
format positioning. According to early
indications, it has struck a chord with
Canadian shoppers and the rollout of
the next-generation Sobeys stores has
been met with much enthusiasm.
Empire’s ability to execute on
these major investments has been
made possible by earlier long-term
investments in Sobeys’ infrastructure.
The development of a scalable,
national business platform and modern
distribution infrastructure established
the critical foundation required for the
successful integration of Safeway. It is
also helping Sobeys to deliver its most
ambitious full service offering to date at a
cost structure that will ensure its success.
Empire has delivered an exceptional
record of long-term growth over the
years, supported by a Board and senior
management that are focused on doing
what’s best for the business in the long
term, rather than the next quarter’s
financial results.
The events of the past year also
signaled the completion of a 15-year
transformation in which Empire has
evolved from a company with diverse
business interests into a geographically
diverse food retailer with related real
estate holdings. It is no coincidence
that this period marked Paul Sobey’s
tenure as President and CEO. During
this time, Sobeys took its first step
toward becoming a national food
retailer with the 1998 acquisition of
The Oshawa Group. Other acquisitions
followed, culminating in the recent
purchase of Canada Safeway. Paul also
presided over the divestment of non-
core assets and the creation of Crombie
REIT to help fund Sobeys’ growth and
unlock the value of Empire’s real estate
assets. Many other talented individuals
played a key role in ensuring Empire’s
success over these years, but Paul was
very much the driving force behind
Empire’s transformation. His vision and
leadership also created much value for
Empire’s shareholders as evidenced by
a 11.6 percent compound annual total
return to shareholders over the past
10 years. We are pleased that Paul will
continue to serve on Empire’s Board.
I would like to acknowledge two
outstanding directors who will not be
standing for re-election at this year’s
AGM: Mel Rhinelander, who has served
as Chair of the Human Resource and
Compensation Committee, and David
Leslie, who has served as Chair of the
Audit Committee. Both men have
brought strength and leadership to the
board since their appointment in 2007
and we sincerely appreciate their valued
service to Empire.
Finally, I wish to pay tribute to former
Director Marcel Côté, who passed away
earlier this year. On behalf of the many
friends and colleagues at Empire and
Sobeys who had the privilege to know
Marcel, we extend our condolences
and best wishes to his family.
Sincerely,
(signed) “Robert P. Dexter”
Robert P. Dexter
Chair
Empire Company Limited
June 26, 2014
2014 ANNUAL REPORT
23
PG. 23
PG. 23
SOBEYS INC. | 2014 ANNUAL REPORTSOBEYS INC. | 2014 ANNUAL REPORT
A STRONGER PL ATFORM FOR GROW TH
Directors and Officers
Empire Company Limited Board of Directors (As of June 26, 2014)
Robert P. Dexter, Chair
Halifax, Nova Scotia
Director since 1987
Bonnie Brooks
Toronto, Ontario
Director since 2012
Cynthia Devine
Toronto, Ontario
Director since 2013
David S. Ferguson
Atlanta, Georgia
Director since 2007
Edward C. Harsant
Woodbridge, Ontario
Director since 2003
David Leslie
Toronto, Ontario
Director since 2007
Kevin Lynch
Ottawa, Ontario
Director since 2013
Marc Poulin
Montréal, Québec
Director since 2012
Stephen J. Savidant
Calgary, Alberta
Director since 2004
David F. Sobey
New Glasgow, Nova Scotia
Director since 1963
Donald R. Sobey*
Pictou County, Nova Scotia
Director since 1963
Frank C. Sobey
Pictou County, Nova Scotia
Director since 2007
John R. Sobey
Pictou County, Nova Scotia
Director since 1979
Karl R. Sobey
Halifax, Nova Scotia
Director since 2001
Paul D. Sobey
Pictou County, Nova Scotia
Director since 1993
* Donald Sobey was appointed to the Order of Canada on
May 7, 2014 in recognition for his lifetime of achievements
as an entrepreneur and philanthropist.
To learn more, please visit the governance section at
www.empireco.ca
Robert G. C. Sobey
Stellarton, Nova Scotia
Director since 1998
Martine Turcotte
Verdun, Québec
Director since 2012
24
EMPIRE COMPANY LIMITED
Empire Company Limited Officers (As of June 26, 2014)
Robert P. Dexter
Chair
Marc Poulin
President and Chief Executive
Officer
François Vimard
Chief Financial Officer
Clinton Keay
Executive Vice President,
Finance
Stewart H. Mahoney
Vice President, Treasury and
Investor Relations
Karin A. McCaskill
Secretary
L. Jane McDow
Assistant Secretary
Sobeys Inc. Officers (As of June 26, 2014)
Robert P. Dexter
Chair
Marc Poulin
President and
Chief Executive Officer
François Vimard
Chief Financial and
Administrative Officer
Clinton Keay
Executive Vice President,
Finance
Jason Potter
President, Sobeys
Multi-Format Operations
Claude Tessier
President, Sobeys IGA
Operations
Chuck Mulvenna
President, Safeway
Operations
Simon Gagné
Chief Human Resources
Officer
Karin McCaskill
Senior Vice President,
General Counsel
and Secretary
L. Jane McDow
Assistant Secretary
SOBEYS INC. | 2014 A NNUAL REPORT
SOBEYS INC. | 2014 A NNUAL REPORT
2014 ANNUAL REPORT
25
PG. 25
PG. 25
Management’s discussion
and analysis
Consolidated Financial Condition
54
Capital Structure and Key
Financial Condition Measures
Shareholders’ Equity
Liabilities
Financial Instruments
Liquidity and Capital Resources
Operations
Investment
Financing
Free Cash Flow
Business Acquisition
Guarantees and Commitments
54
54
56
57
57
58
59
60
60
60
62
64
Accounting Standards and Policies
Accounting Standards and Policies
64
Adopted During Fiscal 2014
65
Future Accounting Policies
Critical Accounting Estimates
66
Disclosure Controls and Procedures 67
Internal Control over
Financial Reporting
68
Related Party Transactions
Subsequent Events
Employee Future
Benefit Obligations
Designation for Eligible Dividends
Contingencies
Risk Management
68
69
69
69
69
69
Table of Contents
Forward-Looking Information
Non-GAAP Financial Measures
Empire’s Strategic Direction
Overview of the Business
Discontinued Operations
Consolidated Operating Results
Management’s Explanation of
Consolidated Operating Results
Sales
EBITDA
Operating Income
Finance Costs
Income Taxes
Net Earnings from
Continuing Operations
Adjusted Net Earnings from
Continuing Operations
Net Earnings
27
28
31
32
33
34
36
36
37
37
38
38
38
39
40
Fiscal 2014 Financial Performance
by Segment
Food Retailing
40
40
Investments and Other Operations 45
Quarterly Results of Operations
49
26
EMPIRE COMPANY LIMITED
The following is Management’s Discussion and Analysis (“MD&A”) on the consolidated financial condition and results of operations
of Empire Company Limited (“Empire” or the “Company”) for the 52 weeks ended May 3, 2014 compared to the 52 weeks ended
May 4, 2013. Management also provides an explanation of the Company’s fourth quarter results, changes in accounting policies, critical
accounting estimates and factors that the Company believes may affect its prospective financial condition, cash flows and results of
operations. This MD&A also provides analysis of the operating performance of the Company’s two business segments, as well as a
discussion of cash flows, the impact of risks and the outlook for the business. Additional information about the Company, including the
Company’s Annual Information Form, can be found on SEDAR at www.sedar.com or on the Company’s website at www.empireco.ca.
This MD&A is the responsibility of management. The Board of Directors carries out its responsibilities for review of this disclosure
principally through its Audit Committee, comprised exclusively of independent directors. The Audit Committee has reviewed and
approved this disclosure and it has also been approved by the Board of Directors.
This MD&A should be read in conjunction with the Company’s audited annual consolidated financial statements and the accompanying
notes for the 52 weeks ended May 3, 2014 compared to the 52 weeks ended May 4, 2013. The audited annual consolidated financial
statements and the accompanying notes are prepared in accordance with International Financial Reporting Standards (“IFRS” or
“GAAP”) as issued by the International Accounting Standards Board (“IASB”) and are reported in Canadian dollars (“CAD”).
These consolidated financial statements include the accounts of Empire, its subsidiaries and Structured Entities (“SEs”), which the
Company is required to consolidate. The information in this MD&A is current to June 26, 2014, unless otherwise noted.
FORWARD-LOOKING INFORMATION
This discussion contains forward-looking statements which reflect management’s expectations regarding the Company’s objectives,
plans, goals, strategies, future growth, financial condition, results of operations, cash flows, performance, business prospects and
opportunities. All statements other than statements of historical facts included in this MD&A, including statements regarding the
Company’s objectives, plans, goals, strategies, future growth, financial condition, results of operations, cash flows, performance,
business prospects and opportunities, may constitute forward-looking information. Expressions such as “anticipates”, “expects”,
“believes”, “estimates”, “could”, “intends”, “may”, “plans”, “will”, “would” and other similar expressions, or the negative of these
terms, are generally indicative of forward-looking statements.
These forward-looking statements include the following items:
•
•
•
•
•
•
•
•
Anticipated benefits from the Canada Safeway ULC (“Canada Safeway”) acquisition such as growth prospects, benefits from
economies of scale, future business strategy, and expectations regarding operations and strategic fit which may be impacted
by the ability of the Company to predict and adapt to changing consumer tastes, preferences and spending patterns and the
anticipated retention of Canada Safeway’s operational employees;
The Company’s expectation that its operational and capital structure is sufficient to meet its ongoing business requirements,
which could be impacted by a significant change in the current economic environment in Canada;
The Company’s belief that its cash and cash equivalents on hand, unutilized bank credit facilities and cash generated from
operating activities will enable the Company to fund future capital investments, pension plan contributions, working capital,
current funded debt obligations and ongoing business requirements, and its belief that it has sufficient funding in place to
meet these requirements and other short-term and long-term obligations, all of which could be impacted by changes in the
economic environment;
The Company’s expected contributions to its registered defined benefit plans, which could be impacted by fluctuations in asset
values due to market uncertainties;
The Company’s expected use and estimated fair values of financial instruments, which could be impacted by, among other things,
changes in interest rates, foreign exchange rates and commodity prices;
The Company’s expectation that ongoing litigation matters and claims arising from the ordinary course of business will have no
material impact on the Company;
The Company’s expectations relating to pending tax matters with Canada Revenue Agency (“CRA”), which could be determined
differently by CRA. This could cause the Company’s effective tax rate and its earnings to be affected positively or negatively in
the period in which the matter is resolved;
Sobeys Inc.’s (“Sobeys”) expectations relating to administrative and business rationalization initiatives, which could be impacted
by the final scope and scale of these initiatives;
27
2014 annual reportmanagement’s discussion and analysis •
•
•
•
Completion, timing of completion and final proceeds of the divestiture of the remaining stores that was included in assets held for
sale as of May 3, 2014 and for which the sale is not yet completed, which may be impacted by completion of conditions to closing
contained in sales agreements and the ability of the purchasers to fulfill their obligations under that agreement;
Sobeys’ expectations regarding the retail store network rationalization including the impact on future sales and net earnings which
may be impacted by the timing of closures and realization of synergies;
Sobeys’ timing and value of expected synergies from the Canada Safeway acquisition, which may be impacted by a number of
factors, including the effectiveness of integration efforts; and
Sobeys’ expectations regarding the value and timing of goodwill deductibility for income tax purposes, which may be impacted
by the final purchase price allocation of the identifiable net assets and goodwill related to the Canada Safeway acquisition.
These statements are based on management’s expectations and beliefs in light of the information currently available to them. The
forward-looking information contained in this MD&A is presented for the purpose of assisting the Company’s security holders in
understanding its financial position and results of operations as at and for the periods ended on the dates presented and the Company’s
strategic priorities and objectives, and may not be appropriate for other purposes. By its very nature, forward-looking information
requires the Company to make assumptions and is subject to inherent risks and uncertainties which give rise to the possibility that
the Company’s predictions, forecasts, expectations or conclusions will not prove to be accurate, that the Company’s assumptions
may not be correct and that the Company’s objectives, strategic goals and priorities will not be achieved. Although the Company
believes that the predictions, forecasts, expectations or conclusions reflected in the forward-looking information are reasonable, it
can give no assurance that such matters will prove to have been correct. Such forward-looking information is not fact but only reflects
management’s estimates and expectations. These forward-looking statements are subject to uncertainties and other factors that could
cause actual results to differ materially from such statements. These factors include but are not limited to: changes in general industry,
market and economic conditions, competition from existing and new competitors, energy prices, supply issues, inventory management,
changes in demand due to seasonality of the business, interest rates, changes in laws and regulations, operating efficiencies and cost
saving initiatives. In addition, these uncertainties and risks are discussed in the Company’s materials filed with the Canadian securities
regulatory authorities from time to time, including the “Risk Management” section of this MD&A.
Empire cautions that the list of factors is not exhaustive and other factors could also adversely affect its results. Readers are urged
to consider the risks, uncertainties and assumptions carefully in evaluating the forward-looking information, and are cautioned not
to place undue reliance on such forward-looking information. Forward-looking statements may not take into account the effect on
the Company’s business of transactions occurring after such statements have been made. For example, dispositions, acquisitions,
asset write-downs, or other changes announced or occurring after such statements are made may not be reflected in forward-looking
statements. The forward-looking information in this MD&A reflects the Company’s expectations as at June 26, 2014 and is subject to
change after this date. The Company does not undertake to update any forward-looking statements that may be made from time to
time by or on behalf of the Company other than as required by applicable securities laws.
NON-GAAP FINANCIAL MEASURES
There are measures included in this MD&A that do not have a standardized meaning under GAAP and therefore may not be comparable
to similarly titled measures presented by other publicly traded companies. Management believes that certain of these measures,
including gross profit, operating income and earnings before interest, taxes, depreciation and amortization (“EBITDA”) are important
indicators of Empire’s ability to generate liquidity through operating cash flow to fund future working capital needs, service outstanding
debt, and fund future capital expenditures and uses these metrics for these purposes. In addition, management undertakes to adjust
certain of these and other measures, including operating income, EBITDA and net earnings from continuing operations in an effort
to provide investors and analysts with a more comparable year-over-year performance metric than the basic measure, by excluding
items such as gains or losses on the disposal of assets, dilution gains or losses, restructuring and other items which are considered
not indicative of underlying business operating performance. The intent of non-GAAP financial measures is to provide additional
useful information to investors and analysts and these measures are also used by investors and analysts for the purpose of valuing the
Company. Non-GAAP financial measures should not be considered in isolation or used as a substitute for measures of performance
prepared in accordance with GAAP.
28
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis Empire’s definition of the non-GAAP terms included in this MD&A are as follows:
•
Same-store sales are sales from stores in the same location in both reporting periods.
• Gross profit is calculated as sales less cost of sales.
•
•
•
Gross margin is gross profit divided by sales. Management believes that gross margin is an important indicator of cost control and
can help management, analysts and investors assess the competitive landscape and promotional environment of the industry in
which the Company operates. An increasing percentage indicates lower cost of sales as a percentage of sales.
EBITDA is calculated as net earnings from continuing operations, before finance costs (net of finance income), income taxes, and
depreciation and amortization of intangibles. The exclusion of depreciation and amortization partially eliminates the non-cash
impact from operating income.
EBITDA margin is EBITDA divided by sales. Management believes that EBITDA margin is an important indicator of overall fixed and
variable cost control (excluding depreciation and amortization of intangibles) and can help management, analysts and investors
assess the competitive landscape, promotional environment of the industry, and overall management of fixed and variable
operating costs. An increasing percentage indicates lower operating costs as a percentage of sales. The following table reconciles
EBITDA to GAAP measures:
($ in millions)
May 3, 2014
May 4, 2013(1)
May 3, 2014
May 4, 2013(1)
13 Weeks Ended
52 Weeks Ended
Net (loss) earnings from continuing operations
Income taxes
Finance costs, net
Depreciation(2)
Amortization of intangibles(2)
EBITDA
$
$
$
2.0
(26.7)
47.6
99.4
25.1
103.5
33.2
13.6
76.2
12.1
$
159.0
36.3
133.2
359.4
67.4
$
147.4
$
238.6
$
755.3
$
381.4
136.4
55.4
301.4
43.5
918.1
(1) Amounts have been restated as a result of a change in accounting policy and reclassification of discontinued operations. See the “Accounting Standards and
Policies Adopted During Fiscal 2014” section of this MD&A and Notes 3 and 23 of the Company’s audited annual consolidated financial statements.
(2) Depreciation and amortization of intangibles from Empire Theatres have been recorded in discontinued operations and, as a result, these figures will not
reflect those presented on the Company’s condensed consolidated statements of cash flows.
•
Adjusted EBITDA is EBITDA excluding items which are considered not indicative of underlying business operating performance.
Adjusted EBITDA is reconciled to EBITDA in its respective subsection of the “Management’s Explanation of Consolidated
Operating Results”, “Food Retailing” and “Investments and Other Operations” sections of this MD&A.
• Adjusted EBITDA margin is adjusted EBITDA divided by sales.
•
Operating income, or earnings before interest and taxes (“EBIT”), is calculated as net earnings from continuing operations before
finance costs (net of finance income) and income taxes.
• Operating income margin is operating income divided by sales.
•
•
Adjusted operating income is operating income excluding items which are considered not indicative of underlying business
operating performance. Adjusted operating income is reconciled to operating income in its respective subsection of the
“Management’s Explanation of Consolidated Operating Results”, “Food Retailing” and “Investments and Other Operations”
sections of this MD&A.
Interest expense is calculated as interest expense on financial liabilities measured at amortized cost plus losses on cash flow hedges
reclassified from other comprehensive income. Management believes that interest expense represents a true measure of the
Company’s debt service expense, without the offsetting total finance income.
29
2014 annual reportmanagement’s discussion and analysis
The following table reconciles interest expense to GAAP measures.
($ in millions)
May 3, 2014
May 4, 2013(1)
May 3, 2014
May 4, 2013(1)
13 Weeks Ended
52 Weeks Ended
Finance costs, net
Plus: finance income
Less: fair value losses on forward contracts
Less: net pension finance costs
Interest expense
Interest expense on financial liabilities measured at amortized cost
Losses on cash flow hedges reclassified from other comprehensive income
Interest expense
$
$
$
$
$
47.6
0.6
(0.1)
(3.4)
44.7
$
44.7
–
44.7
$
$
13.6
0.7
(0.2)
(2.0)
12.1
12.0
0.1
12.1
$
$
133.2
10.3
(0.6)
(10.4)
$
132.5
$
$
$
132.5
–
132.5
$
$
55.4
4.8
(0.8)
(8.1)
51.3
49.6
1.7
51.3
(1) Amounts have been restated as a result of a change in accounting policy and reclassification of discontinued operations. See the “Accounting Standards and
Policies Adopted During Fiscal 2014” section of this MD&A and Notes 3 and 23 of the Company’s audited annual consolidated financial statements.
•
•
•
Adjusted net earnings from continuing operations is net earnings from continuing operations, net of non-controlling interest,
excluding items which are considered not indicative of underlying business operating performance. These adjustments include
items which are non-recurring or one time in nature and items that result in a truer economic representation of the underlying
business on a comparative basis. Adjusted net earnings from continuing operations is reconciled to net earnings from continuing
operations, net of non-controlling interest, in its respective subsection of the “Management’s Explanation of Consolidated
Operating Results”, “Food Retailing” and “Investments and Other Operations” sections of this MD&A.
Funded debt is all interest bearing debt, which includes bank loans, bankers’ acceptances and long-term debt. Management
believes that funded debt represents the best indicator of the Company’s total financial obligations on which interest payments
are made.
Net funded debt is calculated as funded debt less cash and cash equivalents. Management believes that the deduction of cash and
cash equivalents from funded debt represents a more accurate measure of the Company’s financial obligations after 100 percent of
cash and cash equivalents are applied against the total obligation.
•
Total capital is calculated as funded debt plus shareholders’ equity, net of non-controlling interest.
• Net total capital is total capital less cash and cash equivalents.
•
•
Funded debt to total capital ratio is funded debt divided by total capital.
Net funded debt to net total capital ratio is net funded debt divided by net total capital. Management believes that funded debt
to total capital and net funded debt to net total capital ratios represent measures upon which the Company’s changing capital
structure can be analyzed over time. Increasing ratios would indicate that the Company is using an increasing amount of debt in
its capital structure to fund it operations.
The following tables reconcile Empire’s funded debt, net funded debt, net total capital and total capital to GAAP measures as reported
on the balance sheets as at May 3, 2014, May 4, 2013 and May 5, 2012, respectively.
($ in millions)
Bank indebtedness
Long-term debt due within one year
Long-term debt
Funded debt
Less: cash and cash equivalents
Net funded debt
Total shareholders’ equity, net of non-controlling interest
Net total capital
May 3, 2014
May 4, 2013(1)
May 5, 2012
$
–
218.0
3,279.9
3,497.9
(429.3)
3,068.6
5,700.5
$
6.0
47.6
915.9
969.5
(455.2)
514.3
3,724.8
$
4.4
237.3
889.1
1,130.8
(510.2)
620.6
3,396.3
$ 8,769.1
$
4,239.1
$
4,016.9
30
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
($ in millions)
Funded debt
Total shareholders’ equity, net of non-controlling interest
Total capital
May 3, 2014
May 4, 2013
May 5, 2012
$ 3,497.9
5,700.5
$
969.5
3,724.8
$
1,130.8
3,396.3
$ 9,198.4
$
4,694.3
$
4,527.1
(1) Amounts have been restated as a result of a change in accounting policy. See the “Accounting Standards and Policies Adopted During Fiscal 2014” section of
this MD&A and Note 3 of the Company’s audited annual consolidated financial statements.
•
•
•
Funded debt to EBITDA ratio is funded debt divided by trailing four-quarter EBITDA. Management uses this ratio to partially assess
the financial condition of the Company. An increasing ratio would indicate that the Company is utilizing more debt per dollar of
EBITDA generated.
EBITDA to interest expense ratio is trailing four-quarter EBITDA divided by trailing four-quarter interest expense. Management uses
this ratio to partially asses the coverage of its interest expense on financial obligations. An increasing ratio would indicate that the
Company is generating more EBITDA per dollar of interest expense, resulting in greater interest coverage.
Book value per common share is shareholders’ equity, net of non-controlling interest, divided by total common shares outstanding.
The following table shows the calculation of Empire’s book value per common share as at May 3, 2014, May 4, 2013 and May 5, 2012.
($ in millions)
Shareholders’ equity, net of minority interest
Shares outstanding (basic)
Book value per common share
May 3, 2014
May 4, 2013(1)
May 5, 2012
$ 5,700.5
92.310
$
61.75
$
$
3,724.8
67.949
54.82
$
$
3,396.3
67.949
49.98
(1) Amounts have been restated as a result of a change in accounting policy. See the “Accounting Standards and Policies Adopted During Fiscal 2014” section of
this MD&A and Note 3 of the Company’s audited annual consolidated financial statements.
• Current assets to current liabilities ratio is current assets divided by current liabilities.
•
Free cash flow is calculated as cash flows from operating activities, plus proceeds on disposal of property, equipment and
investment property, less property, equipment and investment property purchases. Management uses free cash flow as a measure
to assess the amount of cash available for debt repayment, dividend payments and other investing and financing activities. Free
cash flow is reconciled to GAAP measures as reported on the consolidated statements of cash flows in the “Free Cash Flow”
section of this MD&A.
•
Return on equity, as reported by Sobeys, is net earnings for the year attributable to owners of the parent, divided by average
shareholders’ equity.
EMPIRE’S STRATEGIC DIRECTION
Management’s primary objective is to maximize the long-term sustainable value of Empire through enhancing the worth of the
Company’s net assets. This is accomplished through direct ownership and equity participation in businesses that management knows
and understands and believes to have the potential for long-term sustainable growth and profitability, principally food retailing and
related real estate.
The Company continues to focus on its core strengths in food retailing and related real estate by continuing to direct its energy
and capital towards growing long-term sustainable value through cash flow and income growth. While our core businesses are well
established and profitable in their own right, they also offer Empire geographical diversification across Canada, which is considered by
management to be an additional source of strength. Together, our core businesses reduce risk and volatility, thereby contributing to
greater consistency in consolidated earnings growth over the long term. Going forward, the Company intends to continue to direct its
resources towards the most promising opportunities within these core businesses in order to maximize long-term shareholder value.
In carrying out the Company’s strategic direction, Empire’s management defines its role as having four fundamental responsibilities:
first, to support the development and execution of sound strategic plans for each of its operating companies; second, to regularly
monitor the development and the execution of business plans within each operating company; third, to ensure that Empire is
well governed as a public company; and fourth, to prudently manage its capital in order to augment the growth in its core
operating businesses.
31
2014 annual reportmanagement’s discussion and analysis
OVERVIEW OF THE BUSINESS
Empire’s key businesses include food retailing and related real estate. The Company’s financial results are segmented into two separate
or reportable segments: (1) Food Retailing and (2) Investments and Other Operations.
Food Retailing
Empire’s food retailing segment is carried out through its wholly-owned subsidiary, Sobeys, which as of May 3, 2014, conducted
business through more than 1,500 retail stores (corporate owned and franchised) as well as more than 350 retail fuel locations, operating
in every province and in over 800 communities across Canada.
Sobeys’ strategy is focused on delivering the best food shopping experience to its customers in the right-format, right-sized stores,
supported by superior customer service. Sobeys operates distinct store formats to better tailor its offering to the various customer
segments it serves and to satisfy its customers’ principal shopping requirements. Sobeys remains focused on improving the product,
service and merchandising offerings within each format by expanding and renovating its current store base, while continuing to build
new stores. The primary focus of these format development efforts are Sobeys’ eight major banners: Sobeys, Sobeys extra, IGA extra,
Thrifty Foods, IGA, Foodland, FreshCo and Safeway.
In fiscal 2014, Sobeys continued to execute a number of initiatives in support of its food-focused strategy including product and service
innovations, productivity initiatives and business process, supply chain and system upgrades.
During the 52 weeks ended May 3, 2014, Sobeys opened, replaced, expanded, renovated, acquired and/or converted the banners in
332 stores (52 weeks ended May 4, 2013 – 54 stores). The increase is primarily due to the Canada Safeway acquisition of 213 full service
grocery stores and 10 liquor stores noted below.
On June 12, 2013, Sobeys entered into an Asset Purchase Agreement with Safeway Inc. and its subsidiaries to acquire substantially all
of the assets and select liabilities of Canada Safeway for a cash purchase price of $5.8 billion, subject to a working capital adjustment.
The agreement provided for the purchase of 213 full service grocery stores under the Safeway banner in Western Canada, 200 in-
store pharmacies, 62 co-located fuel stations, 10 liquor stores, 4 primary distribution centres and 12 manufacturing facilities plus the
assumption of certain liabilities. The Canada Safeway acquisition closed effective November 3, 2013.
Retail Store Network Rationalization
During the fourth quarter of fiscal 2014, Sobeys completed a detailed full review of its retail store network. This review aligns with
management’s ongoing focus of enhancing the productivity and performance of the network and logically follows the acquisition
of Canada Safeway which was completed in the third quarter of fiscal 2014. Based on this detailed review, Sobeys has determined
that consistently underperforming retail stores, representing approximately 50 stores (1.5 million of total gross square footage) and
3.8 percent of the total retail network gross square footage, will close. Approximately sixty percent of the affected stores are located
in Western Canada. This rationalization will strengthen the quality of Sobeys’ store network and is expected to improve net earnings
as a result of cost savings; however, it will result in a reduction in future sales of approximately $400 million or 1.9 percent of total sales.
The rationalization and restructuring costs associated with these store closures amount to $169.8 million and are included in selling and
administrative expenses for the fourth quarter ended May 3, 2014. This expense consists of $137.1 million for severance, site closing and
other costs, $35.8 million associated with the write-down of property, equipment and intangible assets, and a $3.1 million reversal of
straight-line lease provisions.
Investments and Other Operations
Empire’s investments and other operations segment, which as of May 3, 2014 included:
A 41.6 percent (39.3 percent fully diluted) equity accounted interest in Crombie REIT, a Canadian real estate investment trust.
Crombie REIT currently owns a portfolio of 250 commercial properties across Canada, comprising approximately 17.6 million square
feet of gross leasable area. Crombie REIT’s strategy is to own and operate a portfolio of primarily high quality grocery and drug
store anchored shopping centres and freestanding stores in Canada’s top 36 markets; and
A 40.7 percent equity accounted interest in Genstar Development Partnership, a 48.6 percent equity accounted interest in Genstar
Development Partnership II, a 42.1 percent equity accounted interest in each of GDC Investments 4, L.P. and GDC Investments
6, L.P., a 45.8 percent equity accounted interest in GDC Investments 7, L.P., a 43.7 percent equity accounted interest in GDC
Investments 8, L.P., and a 49.0 percent equity accounted interest in The Fraipont Partnership (collectively referred to as “Genstar”).
Genstar is a residential property developer with operations in select markets in Ontario, Western Canada and the United States.
1.
2.
32
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis On June 27, 2013, the Company announced that it had reached a definitive agreement with Cineplex Inc. for the sale of 24 theatres
and 170 screens in Atlantic Canada and 2 theatres with 48 screens in Ontario. The Company had also reached a separate definitive
agreement with Landmark Cinemas for the sale of 20 theatres and 179 screens in Ontario and Western Canada. On November 1,
2013, the Company announced that Empire Theatres completed the sale of 46 theatres with 397 screens in separate transactions
with Cineplex Inc. and Landmark Cinemas. The aggregate gross purchase price paid to Empire Theatres in the two transactions was
approximately $259.2 million in cash. See the “Discontinued Operations” section of this MD&A.
During the first quarter of fiscal 2014, the Company entered into The Fraipont Partnership, with its equity accounted ownership interest
being 49.0 percent. This partnership is being accounted for as part of real estate partnerships (Genstar).
During the third quarter of fiscal 2014, GDC Investments 5, L.P., which is being accounted for as part of real estate partnerships
(Genstar), was dissolved.
With $21 billion in annual sales and approximately $12.2 billion in assets, Empire and its subsidiaries, including franchisees and affiliates,
employ more than 125,000 people.
The 13 weeks ended February 1, 2014, was the first quarter to include results from the Canada Safeway acquisition.
DISCONTINUED OPERATIONS
On November 1, 2013, the Company announced that Empire Theatres completed the sale of 46 theatres with 397 screens in separate
transactions with Cineplex Inc. and Landmark Cinemas as previously announced on June 27, 2013. As a result of the sale, financial
results related to Empire Theatres, as previously reported in the investments and other operations segment, have been included
in discontinued operations in the audited annual consolidated statements of earnings for the 52 weeks ended May 3, 2014 and
May 4, 2013. Discontinued operations are discussed and referenced throughout this MD&A. Please refer to Note 23 of the audited
annual consolidated financial statements for the 52 weeks ended May 3, 2014 for greater detail on the operating results from
discontinued operations.
Fiscal 2014 Financial Highlights
•
•
•
•
Sales of $21.0 billion, up $3.59 billion or 20.6 percent (up 2.2 percent excluding the impact of the Canada Safeway acquisition).
Sobeys’ same-store sales remained consistent compared to the prior year.
Adjusted net earnings, net of non-controlling interest, of $383.1 million ($4.78 per diluted share), a $26.3 million or 7.4 percent
increase from $356.8 million ($5.24 per diluted share) in fiscal 2013.
Net earnings from continuing operations, net of non-controlling interest, of $151.0 million ($1.88 per diluted share) compared to
$372.3 million ($5.47 per diluted share) last year.
• Divested Empire Theatres for a pre-tax gain of $125.2 million.
•
Sobeys opened, acquired or relocated 94 corporate and franchised stores, acquired 223 stores in the Canada Safeway acquisition,
expanded 4 stores, rebannered/redeveloped 11 stores, divested 19 stores and closed 45 stores.
•
Free cash flow of $869.1 million versus $430.2 million last year.
• Annual dividend per Non-Voting Class A and Class B common share increased to $1.04 from $0.96 last year.
33
2014 annual reportmanagement’s discussion and analysis CONSOLIDATED OPERATING RESULTS
The consolidated financial overview provided below reports on the financial performance for the 52 weeks ended May 3, 2014
compared to the 52 weeks ended May 4, 2013 and May 5, 2012:
($ in millions, except per share amounts)
Sales
EBITDA(2)
Adjusted EBITDA(2)(3)
Operating income(2)
Adjusted operating income(2)(3)
Net earnings from continuing
operations(4)
Net earnings from discontinued
operations
Net earnings(4)
Adjusted net earnings
from continuing operations(2)(3)(4)
Free cash flow(2)
Basic earnings per share
Net earnings from continuing
operations(4)
Net earnings from discontinued
operations
Net earnings(4)
Adjusted net earnings
from continuing operations(2)(3)(4)
Basic weighted average number
of shares outstanding (in millions)
Diluted earnings per share
Net earnings from continuing
operations(4)
Net earnings from discontinued
operations
Net earnings(4)
Adjusted net earnings
from continuing operations(2)(3)(4)
Diluted weighted average number
of shares outstanding (in millions)
Dividend per share
May 3, 2014
$ 20,993.0
755.3
1,043.3
328.5
630.2
% of Sales
100.00%
3.60%
4.97%
1.56%
3.00%
52 Weeks Ended
May 4, 2013(1)
May 5, 2012
% of Sales
% of Sales
$ 17,400.8
918.1
898.3
573.2
553.4
100.00%
5.28%
5.16%
3.29%
3.18%
$ 16,249.1
876.6
856.2
534.3
513.9
100.00%
5.39%
5.27%
3.29%
3.16%
151.0
0.72%
372.3
2.14%
339.4
2.09%
84.4
235.4
383.1
869.1
1.89
1.05
2.94
4.79
80.0
1.88
1.05
2.93
4.78
80.2
1.04
$
$
$
$
$
$
$
$
$
0.40%
1.12%
1.82%
4.14%
7.2
379.5
356.8
430.2
5.48
0.11
5.59
5.25
67.9
5.47
0.11
5.58
5.24
68.1
0.96
$
$
$
$
$
$
$
$
$
0.04%
2.18%
2.05%
2.47%
–
339.4
322.7
407.9
–
2.09%
1.99%
2.51%
$
$
$
$
$
$
$
$
$
4.99
–
4.99
4.75
67.9
4.99
–
4.99
4.74
68.0
0.90
(1) Amounts have been restated as a result of a change in accounting policy and reclassification of discontinued operations. See the “Accounting Standards and
Policies Adopted During Fiscal 2014” section of this MD&A and Notes 3 and 23 of the Company’s audited annual consolidated financial statements.
(2) See “Non-GAAP Financial Measures” section of this MD&A.
(3) Excludes items which are considered not indicative of underlying business operating performance.
(4) Net of non-controlling interest.
34
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
Outlook
Management’s primary objective will continue to be to maximize the long-term sustainable value of Empire through enhancing the worth
of the Company’s net assets.
Management is clearly focused on directing its energy and capital towards growing the long-term sustainable value of its food retailing
and related real estate. In doing so, we remain committed to supporting Sobeys in its goal to be widely recognized as the best food
retailer and workplace environment in Canada and capitalizing on opportunities afforded as a result of the existing strong relationships
between our food retailing and our real estate businesses. Management is committed to the continued strengthening of our financial
condition through the prudent management of working capital and free cash flow in each operating company.
Food Retailing
Sobeys will continue to invest in infrastructure and productivity improvements in a manner consistent with its expressed intention
to build a healthy and sustainable retail business and infrastructure for the long term. This includes continuing to build a strong
management team while improving the customers’ in-store experience and our productivity.
Sobeys also plans to focus on its workforce management and in-store programs in fiscal 2015 to further improve store productivity.
These key customer driven initiatives will assist Sobeys’ retail store network in delivering the best food shopping experience, building
on the strong foundation that has already been put in place.
Investments and Other Operations
Empire remains committed to its investment in Crombie REIT. We are confident that the strength of Sobeys’ relationship with Crombie
REIT, combined with our strict investment discipline, will prove to be a sustainable competitive advantage and positively correlate to the
enhancement of Empire’s shareholder value.
Empire expects to continue to benefit from the distinguishing advantage inherent in Sobeys’ real estate development operations,
whereby it provides robust in-house expertise in the selection and development of commercial locations, which will be offered for sale
to Crombie REIT.
Shareholder Return
The Company delivered a total shareholder return of 1.5 percent in fiscal 2014 as shown in the table below. The compound annual return
on the Company’s shares over the past five years has averaged 8.6 percent and over the past ten years has averaged 11.6 percent. This
compares to the compound annual return of the S&P/TSX Composite Index over the past five and ten years of 12.4 percent and 8.8
percent, respectively.
In fiscal 2014, the Company increased its dividend by 8.3 percent to $1.04 per share. This was the eighteenth consecutive year of
dividend increases. On June 26, 2014, the Board approved a further dividend increase of 3.8 percent to $0.27 per share quarterly, which
amounts to $1.08 per share on an annualized basis. Empire’s dividends are declared quarterly at the discretion of the Board.
For the fiscal year ended:
May 3, 2014
May 4, 2013
May 5, 2012
May 7, 2011
May 1, 2010
5-Year CAGR(1)
Closing market price per share
Dividend paid per share
Dividend yield on prior year closing price
Increase in closing share price
Total annual shareholder return(2)
$
$
68.63
1.04
1.5%
0.1%
1.5%
$
$
68.58
0.96
1.7%
19.0%
21.0%
$
$
$
$
$
$
57.62
0.90
1.7%
6.4%
8.1%
54.14
0.80
1.5%
2.2%
3.7%
52.98
0.74
1.5%
8.1%
9.9%
7.0%
8.2%
8.6%
(1) Compound annual growth rate (“CAGR”).
(2) Total annual shareholder return assumes reinvestment of quarterly dividends, and therefore may not equal the sum of dividend and share price returns in
the table.
35
2014 annual reportmanagement’s discussion and analysis
MANAGEMENT’S EXPLANATION OF CONSOLIDATED OPERATING RESULTS
The following is a review of Empire’s consolidated financial performance for the 52 weeks ended May 3, 2014 compared to the 52 weeks
ended May 4, 2013.
The financial performance of each of the Company’s segments (food retailing and investments and other operations) is discussed in
detail in the section entitled “Fiscal 2014 Financial Performance by Segment” of this MD&A.
Sales
Consolidated sales for fiscal 2014 were $20.99 billion compared to $17.40 billion in fiscal 2013, an increase of $3.59 billion or 20.6
percent. During this period, sales from the food retailing segment increased $3.60 billion or 20.7 percent.
The following table reconciles sales reported by Sobeys to Empire’s food retailing segmented sales, and food retailing and investments
and other operations’ segmented sales to Empire’s consolidated sales from continuing operations.
($ in millions)
Food retailing segment
Sobeys’ reported sales
Reclassification of lease revenue
from owned property recorded by Sobeys
52 Weeks Ended
May 3, 2014
May 4, 2013
($)
Change
(%)
Change
$ 20,961.5
$ 17,345.8
$
3,615.7
20.8%
33.4
56.9
20,994.9
17,402.7
3,592.2
20.6%
Elimination of sales to discontinued operations
(7.1)
(11.7)
Empire’s food retailing segmented sales
20,987.8
17,391.0
3,596.8
Investments and other operations segmented sales(1)
5.2
9.8
(4.6)
Empire consolidated sales
$ 20,993.0
$ 17,400.8
$
3,592.2
20.7%
(46.9)%
20.6%
(1) Sales generated from Empire Theatres have been recorded in discontinued operations.
For the 52 weeks ended May 3, 2014, Sobeys reported sales of $20.96 billion, an increase of $3.62 billion or 20.8 percent from the
$17.34 billion reported in fiscal 2013. The growth in Sobeys’ reported sales in the fiscal 2014 was primarily the result of $3.20 billion of
sales related to the Canada Safeway acquisition, combined with Sobeys’ continued investment in its retail network, coupled with the
continuation of sales and merchandising initiatives. Sobeys’ same-store sales (sales from stores in the same locations in both reporting
periods) showed no change compared to the prior year. Same-store sales were impacted by low food inflation, increased competitive
square footage in the market and ongoing competitive intensity. Empire’s investments and other operations recorded sales of
$5.2 million in fiscal 2014 compared to $9.8 million last year, a decrease of $4.6 million.
The following table shows a reconciliation of sales recorded by Sobeys for the 52 weeks ended May 3, 2014 compared to the prior year.
Excluding the impact of the Canada Safeway acquisition in fiscal 2014, Sobeys’ reported sales increased $413.0 million or 2.4 percent
compared to the prior year.
($ in millions)
Sobeys’ reported sales
Adjustment for the impact of the Canada Safeway acquisition
Sobeys’ adjusted sales
52 Weeks Ended
May 3, 2014
May 4, 2013
($)
Change
$ 20,961.5
(3,202.7)
$ 17,345.8
–
$ 17,758.8
$ 17,345.8
$
$
3,615.7
(3,202.7)
413.0
(%)
Change
20.8%
2.4%
Sales generated from Empire Theatres for the 52 weeks ended May 3, 2014 and May 4, 2013 have been recorded in discontinued
operations. Please refer to Note 23 of the audited annual consolidated financial statements for the 52 weeks ended May 3, 2014 for
greater detail on the operating results from discontinued operations.
Please refer to the section of this MD&A entitled “Fiscal 2014 Financial Performance by Segment” for an explanation of the change in
sales by segment.
36
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
EBITDA
Consolidated EBITDA for the 52 weeks ended May 3, 2014 was $755.3 million compared to $918.1 million last year, a decrease of
$162.8 million or 17.7 percent. EBITDA margin decreased to 3.60 percent at the end of fiscal 2014 from 5.28 percent in the prior year.
This decrease primarily relates to increased selling and administrative expenses which were primarily due to network rationalization
costs of $169.8 million, an increase in transaction costs of $92.8 million associated with the Canada Safeway acquisition, a decrease
in gains on the disposal of assets of $18.4 million, a one-time inventory adjustment of $17.1 million, a decrease in dilution gains of
$13.9 million, partially offset by $172.7 million in EBITDA related to the Canada Safeway acquisition.
The following table adjusts reported EBITDA for items which are considered not indicative of underlying business operating performance.
($ in millions)
EBITDA(2)(3) (consolidated)
Adjustments:
Network rationalization
Transaction costs associated with the Canada Safeway acquisition
Inventory adjustment
Organizational realignment and restructuring costs
Non-operating charge from equity accounted investment(4)
Plant closure
Dilution gains
Gain on disposal of assets
Québec distribution network restructuring
52 Weeks Ended
May 3, 2014
May 4, 2013(1)
$
755.3
$
918.1
169.8
97.8
17.1
12.1
2.5
1.0
(4.3)
(8.0)
–
288.0
–
5.0
–
9.1
8.3
–
(18.2)
(26.4)
2.4
(19.8)
Adjusted EBITDA(2) (consolidated)
$ 1,043.3
$
898.3
(1) Amounts have been restated as a result of a change in accounting policy and reclassification of discontinued operations. See the “Accounting Standards and
Policies Adopted During Fiscal 2014” section of this MD&A and Notes 3 and 23 of the Company’s audited annual consolidated financial statements.
(2) See “Non-GAAP Financial Measures” section of this MD&A.
(3) EBITDA generated from Empire Theatres has been recorded in discontinued operations.
(4) Equity earnings from Crombie REIT for the 52 weeks ended May 3, 2014 includes a non-recurring cost of $2.5 million related to arranging financing on the
70 properties acquired by Crombie REIT as part of the Canada Safeway acquisition; equity earnings from Crombie REIT for the 52 weeks ended May 4, 2013
includes a non-recurring charge of $8.3 million relating to Crombie REIT’s restated earnings.
After adjusting for items which are considered not indicative of underlying business operating performance, consolidated reported
adjusted EBITDA for the 52 weeks ended May 3, 2014 was $1,043.3 million compared to $898.3 million last year, an increase of
$145.0 million or 16.1 percent. Adjusted EBITDA margin was 4.97 percent at the end of fiscal 2014 compared to 5.16 percent last year.
Please refer to the section of this MD&A entitled “Fiscal 2014 Financial Performance by Segment” for an explanation of the change in
EBITDA for each segment.
Operating Income
Operating income in fiscal 2014 was $328.5 million (1.56 percent of sales), a decrease of $244.7 million from the $573.2 million
(3.29 percent of sales) recorded for the 52 weeks ended May 4, 2013. After adjusting for items which are considered not indicative
of underlying business operating performance, for the 52 weeks ended May 3, 2014, Empire recorded adjusted operating income
of $630.2 million (3.00 percent of sales) compared to $553.4 million (3.18 percent of sales) last year, an increase of $76.8 million or
13.9 percent. Adjusted operating income excludes items which are considered not indicative of underlying business operating
performance, as presented in the preceding table for EBITDA, along with intangible amortization related to the Canada Safeway
acquisition of $13.7 million.
37
2014 annual reportmanagement’s discussion and analysis
The contributors to the change in consolidated operating income from the last year were as follows:
•
•
Sobeys’ operating income contribution to Empire in fiscal 2014 totalled $291.6 million, a decrease of $222.8 million from the
$514.4 million recorded last year.
Investments and other operations contributed operating income of $36.9 million in fiscal 2014 compared to $58.8 million in fiscal
2013, a decrease of $21.9 million.
–
–
–
Equity accounted earnings generated by Crombie REIT during fiscal 2014 were $19.2 million compared to $13.7 million in
the prior year, an increase of $5.5 million.
Real estate partnerships (Genstar) contributed operating income of $30.4 million, an increase of $0.8 million from the
$29.6 million recorded last year.
Other operations (net of corporate expenses) contributed an operating (loss) income of $(12.7) million compared to
$15.5 million last year, a decrease of $28.2 million.
Please refer to the section of this MD&A entitled “Fiscal 2014 Financial Performance by Segment” for an explanation of the change
in operating income for each segment.
Finance Costs
Finance costs, net of finance income, for the 52 weeks ended May 3, 2014 were $133.2 million, an increase of $77.8 million from the
$55.4 million recorded last year. The increase primarily relates to higher interest expense of $81.2 million due to increased debt levels as
a result of the financing for the Canada Safeway acquisition, partially offset by higher total finance income of $5.5 million. This increase
in total finance income was primarily a result of higher interest income earned from the investment of subscription receipts and Sobeys’
unsecured notes proceeds.
Please refer to the “Liabilities” sub-section under the “Consolidated Financial Condition” section of this MD&A for further details on
consolidated funded debt.
Income Taxes
The Company’s effective income tax rate on continuing operations for fiscal 2014 was 18.6 percent, compared to 26.3 percent in fiscal
2013. The decrease is primarily attributed to a re-measurement of the Company’s deferred income tax provision and the receipt of non-
taxable proceeds on the disposition of certain divested sites, offset with the partial non-deductibility of certain transaction costs for
the Canada Safeway acquisition. During the quarter, the Company completed a re-measurement of its deferred income tax provision
and have adjusted certain deferred tax attributes and the associated substantively enacted rates that have been applied. This re-
measurement resulted in a tax recovery of $20.7 million in the current fiscal year, a recovery in comprehensive income of $0.8 million,
an increase to deferred tax assets by $31.3 million, a reduction to tax payable by $4.2 million, and a reduction to equity investments by
$5.6 million.
Net Earnings from Continuing Operations
Consolidated net earnings from continuing operations, net of non-controlling interest, in fiscal 2014 equalled $151.0 million ($1.88 per
diluted share) compared to $372.3 million ($5.47 per diluted share) in fiscal 2013. The decrease of $221.3 million is largely a result of
$123.8 million, net of tax, relating to network rationalization costs along with transaction and finance costs, intangible amortization and
a one-time inventory adjustment totalling $105.5 million, net of tax, associated with the Canada Safeway acquisition, as detailed in the
table below. Net earnings related to Canada Safeway operations were $78.9 million in fiscal 2014.
38
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
The table below adjusts reported net earnings from continuing operations, net of non-controlling interest, for items which are
considered not indicative of underlying business operating performance.
($ in millions, except per share amounts, net of tax)
Net earnings from continuing operations by segment(2):
Food retailing
Investments and other operations
Net earnings from continuing operations(2)
EPS from continuing operations (fully diluted)
Adjustments(3):
Network rationalization
Transaction costs associated with the Canada Safeway acquisition
Inventory adjustment
Intangible amortization associated with the Canada Safeway acquisition
Organizational realignment and restructuring costs
Finance costs associated with the Canada Safeway acquisition
Non-operating charge from equity accounted investment(4)
Plant closure
Québec distribution network restructuring
Dilution gains
Gain on disposal of assets
Adjusted net earnings from continuing operations(2)(5)
Adjusted net earnings from continuing operations by segment(2):
Food retailing
Investments and other operations
Adjusted net earnings from continuing operations(2)(5)
Adjusted EPS from continuing operations (fully diluted)
Diluted weighted average number of shares outstanding (in millions)
52 Weeks Ended
May 3, 2014
May 4, 2013(1)
$
$
$
$
$
$
$
$
$
$
$
$
$
$
121.8
29.2
151.0
1.88
123.8
76.0
12.7
10.2
8.5
6.6
1.8
0.8
–
(3.0)
(5.3)
232.1
383.1
349.2
33.9
383.1
4.78
80.2
334.2
38.1
372.3
5.47
–
4.0
–
–
6.7
–
5.9
–
1.8
(13.0)
(20.9)
(15.5)
356.8
325.3
31.5
356.8
5.24
68.1
(1) Amounts have been restated as a result of a change in accounting policy. See the “Accounting Standards and Policies Adopted During Fiscal 2014” section of this
MD&A and Note 3 to the Company’s audited annual consolidated financial statements.
(2) Net of non-controlling interest.
(3) All adjustments are net of income taxes.
(4) 52 weeks ended May 3, 2014 includes a non-recurring cost of $1.8 million, net of tax, related to arranging financing on the 70 properties acquired by Crombie
REIT as part of the Canada Safeway acquisition; 52 weeks ended May 4, 2013 includes a non-recurring charge of $5.9 million, net of tax, relating to Crombie
REIT’s restated earnings.
(5) See “Non-GAAP Financial Measures” section of this MD&A.
Adjusted Net Earnings from Continuing Operations
For the 52 weeks ended May 3, 2014, Empire recorded adjusted net earnings from continuing operations, net of non-controlling interest,
of $383.1 million ($4.78 per diluted share) compared to $356.8 million ($5.24 per diluted share) in the same period last year. For the year
ended May 3, 2014, Empire had a weighted average number of shares outstanding (fully diluted) of 80.2 million compared to 68.1 million
in fiscal 2013.
39
2014 annual reportmanagement’s discussion and analysis
Net Earnings
Consolidated net earnings, net of non-controlling interest, in the 52 weeks ended May 3, 2014 equalled $235.4 million ($2.93 per diluted
share) compared to $379.5 million ($5.58 per diluted share) in fiscal 2013. The decrease of $144.1 million is due to a $221.3 million
decrease in net earnings from continuing operations, net of non-controlling interest, as previously discussed, offset by an increase in
net earnings from discontinued operations of $77.2 million.
Net earnings from discontinued operations in fiscal 2014 equalled $84.4 million ($1.05 per diluted share) compared to $7.2 million
($0.11 per diluted share) in the prior year, an increase of $77.2 million, primarily as a result of the gain from the re-measurement and
disposal of assets and from restructuring costs, net of tax, from the sale of Empire Theatres of $79.2 million.
The following table reconciles Empire’s segmented net earnings from continuing operations, net of non-controlling interest, to net
earnings, net of non-controlling interest, for the 52 weeks ended May 3, 2014 compared to the 52 weeks ended May 4, 2013.
($ in millions, except per share amounts, net of tax)
Net earnings from continuing operations by segment(2):
Food retailing
Investments and other operations
Net earnings from continuing operations(2)
EPS from continuing operations (fully diluted)
Net earnings from discontinued operations
Net earnings by segment(2):
Food retailing
Investments and other operations
Net earnings(2)
EPS (fully diluted)
52 Weeks Ended
May 3, 2014
May 4, 2013(1)
$
$
$
$
$
$
121.8
29.2
151.0
1.88
84.4
121.8
113.6
235.4
2.93
$
$
$
$
$
$
334.2
38.1
372.3
5.47
7.2
334.2
45.3
379.5
5.58
$
$
$
$
$
$
($)
Change
(212.4)
(8.9)
(221.3)
(3.59)
77.2
(212.4)
68.3
(144.1)
(2.65)
(1) Amounts have been restated as a result of a change in accounting policy. See the “Accounting Standards and Policies Adopted During Fiscal 2014” section of this
MD&A and Note 3 to the Company’s audited annual consolidated financial statements.
(2) Net of non-controlling interest.
For a detailed discussion of financial performance by segment, see the section of this MD&A entitled “Fiscal 2014 Financial Performance
by Segment”.
FISCAL 2014 FINANCIAL PERFORMANCE BY SEGMENT
Food Retailing
Highlights
Sobeys achieved fiscal 2014 sales growth of $3.62 billion or 20.8 percent to reach $20.96 billion. After adjusting for sales related to
the Canada Safeway acquisition, sales growth was $413.0 million or 2.4 percent.
Free cash flow of $604.6 million versus $310.5 million in fiscal 2013.
Total property, equipment and investment property purchases equalled $562.1 million in fiscal 2014 versus $508.1 million last year.
Opened, acquired or relocated 94 corporate and franchised stores, acquired 223 stores in the Canada Safeway acquisition,
expanded 4 stores, rebannered/redeveloped 11 stores, divested 19 stores and closed 45 stores.
•
•
•
•
40
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
To assess its financial performance and condition, Sobeys’ management monitors a set of financial measures which evaluate sales
growth, profitability and financial condition. The primary financial performance and condition measures reported by Sobeys are set
out below.
($ in millions)
Sales growth
Same-store sales growth(1)
Return on equity(1)
Funded debt to total capital(1)
Funded debt to EBITDA(1)
Property, equipment and investment property purchases(2)
52 Weeks Ended
May 3, 2014
May 4, 2013
May 5, 2012
20.8%
0.0%
3.1%
41.6%
4.7x
562
$
8.3%
1.3%
12.6%
20.9%
0.9x
508
1.8%
1.4%
13.3%
27.2%
1.2x
563
$
$
(1) See “Non-GAAP Financial Measures” section of this MD&A.
(2) This amount reflects the property, equipment and investment property purchases by Sobeys, excluding amounts purchased from the Company and its wholly-
owned subsidiaries.
Sobeys closed the Canada Safeway acquisition effective November 3, 2013. As a condition of the regulatory clearance from the
Competition Bureau for Sobeys’ acquisition of substantially all of the assets and select liabilities of Canada Safeway, Sobeys was
required to divest 23 retail stores. On February 13, 2014, Sobeys announced that it entered into binding purchase agreements with
Overwaitea Food Group LP and Federated Co-operatives Limited to purchase 22 of the 23 retail stores that were required to be
divested as a result of the Canada Safeway acquisition. In addition to the required divestitures, Sobeys agreed to sell an additional
seven stores in British Columbia comprised of both Safeway and Sobeys locations. Sobeys also signed a binding purchase agreement
with another retailer for the sale of one retail store which was also required to be divested as part of the Canada Safeway acquisition.
The purchase agreements all received approval from the Competition Bureau.
During the fourth quarter of fiscal 2014, Sobeys divested 19 of these 30 retail stores for cash proceeds of $337.7 million. The assets and
liabilities of $112.2 million for the remaining 11 retail stores have been included in assets held for sale as of May 3, 2014. Ten of these
remaining stores were divested subsequent to year-end subject to adjustments and the one remaining store is expected to be divested
during the Company’s first quarter of fiscal 2015. All proceeds will be used to repay bank borrowings.
During the 52 weeks ended May 3, 2014, Sobeys incurred pre-tax acquisition costs of $97.8 million relating to external legal, consulting,
due diligence, financial advisory and other closing costs. These costs have been included in selling and administrative expenses in the
consolidated statements of earnings.
Business Process and Information System Transformation and Rationalization Costs
During fiscal 2013, Sobeys has substantially completed the implementation of system-wide business process optimization and
rationalization initiatives that are designed to reduce complexity and improve processes and efficiency. These system-wide business
process and rationalization initiatives support all aspects of the business including operations, merchandising, distribution, human
resources and administration.
The business process and information systems implementation in Québec began during the first quarter of fiscal 2010 and was
completed in the third quarter of fiscal 2013. The business process and system initiative costs primarily include labour, implementation
and training costs associated with these initiatives. During the 52 weeks ended May 4, 2013, Sobeys incurred $8.6 million of pre-tax
costs related to these initiatives.
Following the close of the Canada Safeway acquisition, Sobeys began the process of integrating the acquired business with
Sobeys’ current operations. For the 13 and 52 weeks ended May 3, 2014, Sobeys recorded pre-tax integration costs of $8.0 million
and $10.6 million, respectively, which have been recognized in selling and administrative expenses in the consolidated statement
of earnings.
During the third quarter of fiscal 2013, Sobeys commenced operations of a new distribution centre in Terrebonne, Québec, utilizing
the same automated equipment and technology as the Vaughan, Ontario distribution centre. In fiscal 2013, Sobeys recorded pre-tax
severance costs associated with the distribution network in Québec of $2.4 million.
41
2014 annual reportmanagement’s discussion and analysis
In fiscal 2014, Sobeys performed organizational realignments and recorded pre-tax costs of $3.0 million related to this initiative. A similar
organizational realignment and corresponding leadership appointments were completed in fiscal 2013 which resulted in pre-tax costs of
$9.1 million recorded for the 52 weeks ended May 4, 2013.
The table below summarizes Sobeys’ contribution to Empire’s consolidated sales, EBITDA, adjusted EBITDA, operating income,
adjusted operating income, net earnings, net of non-controlling interest, and adjusted net earnings, net of non-controlling interest.
($ in millions)
Sales
EBITDA(3)
Adjusted EBITDA(3)(4)
Operating income(3)
Adjusted operating income(3)(4)
Net earnings(5)
Adjusted net earnings(3)(4)(5)
52 Weeks Ended(1)
May 3, 2014
May 4, 2013(2)
$ 20,987.8
717.9
999.2
291.6
586.6
121.8
349.2
$ 17,391.0
858.6
848.0
514.4
503.8
334.2
325.3
$
($)
Change
3,596.8
(140.7)
151.2
(222.8)
82.8
(212.4)
23.9
(%)
Change
20.7%
(16.4%)
17.8%
(43.3%)
16.4%
(63.6%)
7.3%
(1) Net of consolidation adjustments which include a purchase price allocation from the privatization of Sobeys.
(2) Amounts have been restated as a result of a change in accounting policy. See the “Accounting Standards and Policies Adopted During Fiscal 2014” section of this
MD&A and Note 3 to the Company’s audited annual consolidated financial statements.
(3) See “Non-GAAP Financial Measures” section of this MD&A.
(4) Excludes items which are considered not indicative of underlying business operating performance.
(5) Net of non-controlling interest.
Sales
Empire’s food retailing segment achieved sales of $20.99 billion for the 52 weeks ended May 3, 2014, an increase of $3.60 billion or
20.7 percent over fiscal 2013. The growth in Sobeys’ sales in fiscal 2014 was primarily the result of $3.20 billion of sales related to the
Canada Safeway acquisition, combined with Sobeys’ continued investment in its retail network, coupled with the continuation of sales
and merchandising initiatives. During the fiscal year, Sobeys’ same-store sales showed no change compared to the prior year. Same-
store sales were impacted by low food inflation, increased competitive square footage in the market and ongoing competitive intensity.
The following table shows a reconciliation of sales recorded by Sobeys for the 52 weeks ended May 3, 2014 compared to the same
period in the prior year. Excluding the impact of the Canada Safeway acquisition, Sobeys’ reported sales increased $413.0 million or
2.4 percent in fiscal 2014 compared to the same period last year.
($ in millions)
Sobeys’ reported sales
Adjustment for the impact of the Canada Safeway acquisition
Sobeys’ adjusted sales
Gross Profit
52 Weeks Ended
May 3, 2014
May 4, 2013
($)
Change
$ 20,961.5
(3,202.7)
$ 17,345.8
–
$ 17,758.8
$ 17,345.8
$
$
3,615.7
(3,202.7)
413.0
(%)
Change
20.8%
2.4%
Sobeys recorded gross profit for the 52 weeks ended May 3, 2014 of $5,016.1 million, an increase of $1,003.0 million or 25.0 percent
compared to $4,013.1 million in fiscal 2013. For the year ended May 3, 2014, gross margin increased 79 basis points to 23.93 percent
compared to 23.14 percent in fiscal 2013. The increase in gross profit and gross margin is largely a result of a $985.7 million gross profit
contribution related to the Canada Safeway acquisition, net of a one-time inventory adjustment of $17.1 million. The one-time inventory
adjustment is a result of Sobeys’ estimated preliminary fair value using historical financial information from Canada Safeway, after
considering a reduction for selling costs and profit margins on selling efforts. The amount was expensed in the third quarter as a result
of the sale of the applicable inventory.
42
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
Excluding the impact related to Canada Safeway, gross margin would have been 22.69 percent, a decrease of 45 basis points compared
to the prior year. Overall gross profit and gross margin were impacted during the year by the following factors: (i) increased inventory
shrinkage (“shrink”) primarily associated with Sobeys’ fresh retail inventory turns as well as shrink associated with the new and innovative
commercial programs as part of Sobeys’ strategy to help Canadians Eat Better, Feel Better, Do Better; (ii) a highly promotional
environment; (iii) a weaker CAD relative to the U.S. dollar (“USD”) which affected the CAD cost of U.S. purchases; and (iv) ongoing drug
regulatory reform which impacted the number of generic products and generic prescription reimbursement rates.
EBITDA
Sobeys contributed EBITDA to Empire for fiscal 2014 of $717.9 million (3.42 percent of sales) compared to $858.6 million (4.94 percent
of sales) in fiscal 2013, a decrease of $140.7 million or 16.4 percent. EBITDA was impacted by the factors affecting gross profit, as
mentioned, and by increased selling and administrative expenses which were primarily due to network rationalization costs of
$169.8 million, an increase in transaction costs of $92.8 million associated with the Canada Safeway acquisition combined with a
decrease in gains on the disposal of assets of $19.6 million, partially offset by $172.7 million in EBITDA related to the Canada Safeway
acquisition. Since the acquisition, to the end of fiscal 2014, a 26-week period, Sobeys recorded $29.3 million of cost reductions as a
result of synergies realized related to the acquisition.
The following table adjusts reported EBITDA from the food retailing segment for items which are considered not indicative of underlying
business operating performance.
($ in millions)
EBITDA(2) (contributed by Sobeys)
Adjustments:
Network rationalization
Transaction costs associated with the Canada Safeway acquisition
Inventory adjustment
Organizational realignment costs
Plant closure
Dilution gains
Gain on disposal of assets
Québec distribution network restructuring
52 Weeks Ended
May 3, 2014
May 4, 2013(1)
$
717.9
$
858.6
169.8
97.8
17.1
3.0
1.0
(0.6)
(6.8)
–
281.3
–
5.0
–
9.1
–
(0.7)
(26.4)
2.4
(10.6)
Adjusted EBITDA(2)
$
999.2
$
848.0
(1) Amounts have been restated as a result of a change in accounting policy. See the “Accounting Standards and Policies Adopted During Fiscal 2014” section of this
MD&A and Note 3 to the Company’s audited annual consolidated financial statements.
(2) See “Non-GAAP Financial Measures” section of this MD&A.
After adjusting for items which are considered not indicative of underlying business operating performance, Sobeys’ adjusted EBITDA
contribution to Empire for fiscal 2014 was $999.2 million (4.76 percent of sales) compared to $848.0 million (4.88 percent of sales) last
year, an increase of $151.2 million or 17.8 percent.
Operating Income
Sobeys’ reported operating income contribution to Empire for the 52 weeks ended May 3, 2014 was $291.6 million (1.39 percent of
sales) compared to $514.4 million (2.96 percent of sales) in the same period last year, a decrease of $222.8 million. This decrease was
primarily related to the factors impacting EBITDA, combined with depreciation and amortization expenses of $48.8 million and
$13.7 million, respectively, related to the Canada Safeway acquisition. These factors were partially offset by $110.2 million of operating
income directly attributable to the inclusion of Canada Safeway.
43
2014 annual reportmanagement’s discussion and analysis
The following table adjusts reported operating income from the food retailing segment for items which are considered not indicative of
underlying business operating performance.
($ in millions)
Operating income(2) (contributed by Sobeys)
Adjustments:
Network rationalization
Transaction costs associated with the Canada Safeway acquisition
Inventory adjustment
Intangible amortization associated with the Canada Safeway acquisition
Organizational realignment costs
Plant closure
Dilution gains
Gain on disposal of assets
Québec distribution network restructuring
52 Weeks Ended
May 3, 2014
May 4, 2013(1)
$
291.6
$
514.4
169.8
97.8
17.1
13.7
3.0
1.0
(0.6)
(6.8)
–
295.0
–
5.0
–
–
9.1
–
(0.7)
(26.4)
2.4
(10.6)
Adjusted operating income(2)
$
586.6
$
503.8
(1) Amounts have been restated as a result of a change in accounting policy. See the “Accounting Standards and Policies Adopted During Fiscal 2014” section of this
MD&A and Note 3 to the Company’s audited annual consolidated financial statements.
(2) See “Non-GAAP Financial Measures” section of this MD&A.
After adjusting for items which are considered not indicative of underlying business operating performance, Sobeys contributed
adjusted operating income to Empire in fiscal 2014 of $586.6 million (2.79 percent of sales) compared to $503.8 million (2.90 percent
of sales) in fiscal 2013, an increase of $82.8 million or 16.4 percent.
Net Earnings
Sobeys contributed net earnings, net of non-controlling interest, of $121.8 million to Empire in the 52 weeks ended May 3, 2014, a
decrease of $212.4 million from the $334.2 million recorded in the same period of the prior year. This decrease is primarily the result of
$123.8 million, net of tax, relating to network rationalization costs, combined with $105.5 million, net of tax, associated with transaction
and finance costs, intangible amortization and a one-time inventory adjustment related to the Canada Safeway acquisition. Net earnings
related to Canada Safeway operations for the 52 weeks ended May 3, 2014 were $78.9 million.
44
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
The table below details the adjustments made to calculate Sobeys’ contribution to Empire’s consolidated adjusted net earnings, net of
non-controlling interest.
($ in millions)
Net earnings(2) (contributed by Sobeys)
Adjustments(3):
Network rationalization
Transaction costs associated with the Canada Safeway acquisition
Inventory adjustment
Intangible amortization associated with the Canada Safeway acquisition
Organizational realignment costs
Finance costs associated with the Canada Safeway acquisition
Plant closure
Dilution gains
Gain on disposal of assets
Québec distribution network restructuring
52 Weeks Ended
May 3, 2014
May 4, 2013(1)
$
121.8
$
334.2
123.8
76.0
12.7
10.2
2.2
6.6
0.8
(0.4)
(4.5)
–
227.4
–
4.0
–
–
6.7
–
–
(0.5)
(20.9)
1.8
(8.9)
Adjusted net earnings(2)(4)
$
349.2
$
325.3
(1) Amounts have been restated as a result of a change in accounting policy. See the “Accounting Standards and Policies Adopted During Fiscal 2014” section of this
MD&A and Note 3 to the Company’s audited annual consolidated financial statements.
(2) Net of non-controlling interest.
(3) All adjustments are net of income taxes.
(4) See “Non-GAAP Financial Measures” section of this MD&A.
Adjusted Net Earnings
Sobeys contributed adjusted net earnings, net of non-controlling interest, of $349.2 million to Empire for fiscal 2014 compared to
$325.3 million in fiscal 2013, an increase of $23.9 million or 7.3 percent.
Investments and Other Operations
Highlights
•
Divested Empire Theatres for a gain from the re-measurement and disposal of assets and from restructuring costs, net of tax, of
$79.2 million.
• Crombie REIT’s market capitalization surpassed $1.6 billion with Empire’s investment carrying a fair value of $682.9 million.
•
•
Equity earnings from real estate partnerships (Genstar) of $30.4 million compared to $29.6 million last year.
Equity earnings from Crombie REIT of $19.2 million versus $13.7 million last year.
45
2014 annual reportmanagement’s discussion and analysis
The table below presents sales, EBITDA, adjusted EBITDA, operating income, net earnings from continuing operations, net earnings
from discontinued operations, net earnings and adjusted net earnings from continuing operations, for the investments and other
operations segment.
($ in millions)
Sales(1)
EBITDA(1)(2)
Adjusted EBITDA(2)(3)
Operating income (loss)(2)
Crombie REIT(4)(5)
Real estate partnerships(6)
Other operations, net of corporate expenses(1)(7)
Net earnings from continuing operations
Net earnings from discontinued operations
Net earnings
Adjusted net earnings from continuing operations(2)(3)
52 Weeks Ended
May 3, 2014
May 4, 2013
($)
Change
$
$
5.2
37.4
44.1
19.2
30.4
(12.7)
36.9
29.2
84.4
113.6
33.9
$
9.8
59.5
50.3
13.7
29.6
15.5
58.8
38.1
7.2
45.3
31.5
(4.6)
(22.1)
(6.2)
5.5
0.8
(28.2)
(21.9)
(8.9)
77.2
68.3
2.4
(1) Results generated from Empire Theatres have been recorded in discontinued operations.
(2) See “Non-GAAP Financial Measures” section of this MD&A.
(3) Excludes items which are considered not indicative of underlying business operating performance.
(4) 41.6 percent equity accounted interest in Crombie REIT (May 4, 2013 – 42.8 percent interest).
(5) Equity earnings from Crombie REIT for the 52 weeks ended May 3, 2014 includes a non-recurring cost of $2.5 million related to arranging financing on the
70 properties acquired by Crombie REIT as part of the Canada Safeway acquisition; equity earnings from Crombie REIT for the 52 weeks ended May 4, 2013
includes a non-recurring charge of $8.3 million relating to Crombie REIT’s restated earnings.
(6) Interests in Genstar.
(7) 52 weeks ended May 3, 2014 included organizational realignment and restructuring costs of $9.1 million, dilution gains of $3.7 million and a gain on the disposal
of assets of $1.2 million (52 weeks ended May 4, 2013 – organizational realignment and restructuring costs of $nil, dilution gains of $17.5 million and a gain on the
disposal of assets of $nil).
At May 3, 2014, Empire’s investment portfolio, including equity accounted investments in Crombie REIT and Genstar, consisted of:
May 3, 2014
May 4, 2013
($ in millions)
Fair Value
Carrying Value Unrealized Gain
Fair Value
Carrying Value
Unrealized Gain
Investment in Crombie REIT
Investment in Genstar(1)
Canadian Digital Cinema Partnership(1)
Other investments(1)(2)
$
$
$
682.9
211.0
9.7
24.8
333.5
211.0
9.7
24.8
$
349.4
–
–
–
$
$
622.7
203.2
9.2
39.5
195.2
203.2
9.2
39.5
$
928.4
$
579.0
$
349.4
$
874.6
$
447.1
$
427.5
–
–
–
427.5
(1) Assumes fair value equals carrying value.
(2) Includes an investment in Crombie REIT Series D convertible unsecured subordinated debentures (the “Debentures”) with a market value of $24.6 million
(May 4, 2013 – $24.8 million). During the first quarter of fiscal 2013, the Company purchased $24.0 million of Debentures, which as at May 3, 2014, had a market
value of $24.6 million. On September 25, 2012, the Company converted Crombie REIT Series B convertible unsecured subordinated debentures with a face value
of $10.0 million into 909,090 units of Crombie REIT. The units were recorded at the exchange amount of $13.8 million, resulting in a pre-tax gain of $3.8 million.
Sales
Investments and other operations’ sales equalled $5.2 million in the 52 weeks ended May 3, 2014 versus $9.8 million in the 52 weeks
ended May 4, 2013, a decrease of $4.6 million. Sales generated from Empire Theatres have been recorded in discontinued operations.
Please refer to Note 23 of the audited annual consolidated financial statements for the 52 weeks ended May 3, 2014 for greater detail on
the operating results from discontinued operations.
46
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
EBITDA
Investments and other operations contributed EBITDA to Empire for fiscal 2014 of $37.4 million compared to $59.5 million in the same
period last year, a decrease of $22.1 million. Fiscal 2014 included organizational realignment and restructuring costs of $9.1 million (fiscal
2013 – $nil), a non-operating charge from an equity accounted investment of $2.5 million (fiscal 2013 – $8.3 million), dilution gains of
$3.7 million (fiscal 2013 – $17.5 million) and a gain on the disposal of assets of $1.2 million (fiscal 2013 – $nil).
The following table adjusts reported EBITDA from investments and other operations for items which are considered not indicative of
underlying business operating performance.
($ in millions)
EBITDA(1)(2) (investments and other operations)
Adjustments:
Organizational realignment and restructuring costs
Non-operating charge from equity accounted investment(3)
Dilution gains
Gain on disposal of assets
52 Weeks Ended
May 3, 2014
May 4, 2013
$
37.4
$
59.5
9.1
2.5
(3.7)
(1.2)
6.7
–
8.3
(17.5)
–
(9.2)
50.3
Adjusted EBITDA(1)
$
44.1
$
(1) See “Non-GAAP Financial Measures” section of this MD&A.
(2) EBITDA generated from Empire Theatres has been recorded in discontinued operations.
(3) Equity earnings from Crombie REIT for the 52 weeks ended May 3, 2014 includes a non-recurring cost of $2.5 million related to arranging financing on the
70 properties acquired by Crombie REIT as part of the Canada Safeway acquisition; equity earnings from Crombie REIT for the 52 weeks ended May 4, 2013
includes a non-recurring charge of $8.3 million relating to Crombie REIT’s restated earnings.
After adjusting for items which are considered not indicative of underlying business operating performance, investments and other
operations’ adjusted EBITDA for fiscal 2014 was $44.1 million compared to $50.3 million last year, a decrease of $6.2 million or
12.3 percent.
Operating Income
Investments and other operations reported operating income of $36.9 million in the 52 weeks ended May 3, 2014 versus $58.8 million
in the same period last year, a decrease of $21.9 million.
After adjusting for items which are considered not indicative of underlying business operating performance, investment and other
operations’ contributed adjusted operating income to Empire for the 52 weeks ended May 3, 2014 of $43.6 million compared to
$49.6 million in 52 weeks ended May 4, 2013, a decrease of $6.0 million or 12.1 percent. Adjusted operating income excludes items
which are considered not indicative of underlying business operating performance, as presented in the preceding table for EBITDA.
The contributors to operating income in fiscal 2014 were as follows:
•
•
•
Equity accounted earnings from the Company’s investment in Crombie REIT were $19.2 million in the 52 weeks ended May 3, 2014,
up $5.5 million from the $13.7 million recorded in the 52 weeks ended May 4, 2013. The increase was primarily driven by increased
property net operating income due to acquisitions and redevelopment activity, along with a non-operating charge of $8.3 million
incurred in fiscal 2013 relating to Crombie REIT’s restated earnings, partially offset by non-recurring costs of $2.5 million related to
arranging financing on the 70 properties acquired by Crombie REIT as part of the Canada Safeway acquisition.
Equity accounted earnings from the Company’s investments in real estate partnerships (Genstar) were $30.4 million in the 52 weeks
ended May 3, 2014, an increase of $0.8 million compared to $29.6 million recorded in the same period last year, primarily as a result
of stronger lot sales.
Other operations, net of corporate expenses, contributed an operating (loss) income of $(12.7) million in fiscal 2014, down
$28.2 million from the $15.5 million recorded in fiscal 2013. Fiscal 2014 included organizational realignment and restructuring costs
of $9.1 million, dilution gains of $3.7 million, and a gain on the disposal of assets of $1.2 million (fiscal 2013 – $nil, $17.5 million, and
$nil, respectively).
47
2014 annual reportmanagement’s discussion and analysis
Net Earnings
Investments and other operations contributed $113.6 million to Empire’s consolidated net earnings in the fiscal 2014 compared to
$45.3 million in fiscal 2013. The $68.3 million increase is primarily attributed to an increase in net earnings from discontinued operations
of $77.2 million, partially offset by a decrease in net earnings from continuing operations of $8.9 million, as discussed. Net earnings from
discontinued operations include a gain from the re-measurement and disposal of assets and from restructuring costs, net of tax, on the
sale of Empire Theatres of $79.2 million.
The following table adjusts reported net earnings from continuing operations for items which are considered not indicative of underlying
business operating performance.
($ in millions)
Net earnings from continuing operations (investments and other operations)
Adjustments(1):
Organizational realignment and restructuring costs
Non-operating charge from equity accounted investment(2)
Dilution gains
Gain on disposal of assets
52 Weeks Ended
May 3, 2014
May 4, 2013
$
29.2
$
38.1
6.3
1.8
(2.6)
(0.8)
4.7
–
5.9
(12.5)
–
(6.6)
31.5
Adjusted net earnings from continuing operations(3)
$
33.9
$
(1) All adjustments are net of income taxes.
(2) Equity earnings from Crombie REIT for the 52 weeks ended May 3, 2014 includes a non-recurring cost of $1.8 million, net of tax, related to arranging
financing on the 70 properties acquired by Crombie REIT as part of the Canada Safeway acquisition; equity earnings from Crombie REIT for the 52 weeks
ended May 4, 2013 includes a non-recurring charge of $5.9 million, net of tax, relating to Crombie REIT’s restated earnings.
(3) See “Non-GAAP Financial Measures” section of this MD&A.
Adjusted Net Earnings from Continuing Operations
Investments and other operations contributed adjusted net earnings from continuing operations of $33.9 million for the 52 weeks ended
May 3, 2014 compared to a contribution of $31.5 million last year, an increase of $2.4 million. Included in net earnings from continuing
operations in the 52 weeks ended May 3, 2014 were organizational realignment and restructuring costs, net of tax, of $6.3 million, a non-
operating charge from an equity accounted investment, net of tax, of $1.8 million, dilution gains, net of tax, of $2.6 million, and a gain on
the disposal of assets of $0.8 million, net of tax (52 weeks ended May 4, 2013 – $nil, $5.9 million, $12.5 million, and $nil, respectively).
48
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
QUARTERLY RESULTS OF OPERATIONS
The following table is a summary of selected financial information from the Company’s unaudited interim condensed consolidated
financial statements for each of the eight most recently completed quarters:
($ in millions, except per share amounts)
May 3, 2014 Feb. 1, 2014 Nov. 2, 2013 Aug. 3, 2013 May 4, 2013 Feb. 2, 2013 Nov. 3, 2012 Aug. 4, 2012
Fiscal 2014
Fiscal 2013(1)
Q4
(13 Weeks)
Q3
(13 Weeks)
Q2
(13 Weeks)
Q1
(13 Weeks)
Q4
(13 Weeks)
Q3
(13 Weeks)
Q2
(13 Weeks)
Q1
(13 Weeks)
Sales
Operating income(2)
Net earnings from
continuing operations(3)
Net (loss) earnings from
discontinued operations
$ 5,937.5 $ 6,017.6 $ 4,428.5 $ 4,609.4 $ 4,257.4 $ 4,285.5 $ 4,348.8 $ 4,509.1
22.9
1.5
65.3
106.4
133.9
150.3
109.7
138.2
175.0
6.4
60.5
82.6
102.5
71.4
90.3
108.1
(0.7)
(6.0)
108.7
(17.6)
3.4
2.7
1.6
(0.5)
Net earnings(3)
$
0.8 $
0.4 $
169.2 $
65.0 $
105.9 $
74.1 $
91.9 $
107.6
Per share information, basic
Net earnings from
continuing operations(3)
$
0.02 $
0.07 $
0.89 $
1.22 $
1.51 $
1.05 $
1.33 $
1.59
Net (loss) earnings from
discontinued operations
(0.01)
(0.07)
1.60
(0.26)
0.05
0.04
0.02
(0.01)
Net earnings(3)
$
0.01 $
– $
2.49 $
0.96 $
1.56 $
1.09 $
1.35 $
1.58
Basic weighted average number
of shares outstanding (in millions)
92.3
92.0
68.0
67.9
67.9
67.9
67.9
67.9
Per share information, diluted
Net earnings from
continuing operations(3)
$
0.02 $
0.07 $
0.89 $
1.21 $
1.51 $
1.05 $
1.33 $
1.59
Net (loss) earnings from
discontinued operations
(0.01)
(0.07)
1.59
(0.26)
0.05
0.04
0.02
(0.01)
Net earnings(3)
$
0.01 $
– $
2.48 $
0.95 $
1.56 $
1.09 $
1.35 $
1.58
Diluted weighted average number
of shares outstanding (in millions)
92.4
92.1
68.2
68.2
68.1
68.1
68.1
68.0
(1) Amounts have been restated as a result of a change in accounting policy and reclassification of discontinued operations. See the “Accounting Standards and
Policies Adopted During Fiscal 2014” section of this MD&A and Notes 3 and 11 of the Company’s fourth quarter unaudited condensed consolidated financial
statements.
(2) See “Non-GAAP Financial Measures” section of this MD&A.
(3) Net of non-controlling interest.
As presented in the table above, the Company’s sales on a comparable 13 week basis have continued to show improvement compared
with the same quarter of the prior year. The ongoing improvement in sales continues to be mainly driven by the performance of Sobeys
as a result of its adherence to a competitive pricing posture, increased retail selling square footage from new stores and enlargements,
improved store level execution and product and services innovation. The 13 weeks ended February 1, 2014 was the first quarter to
include sales from the Canada Safeway acquisition of 213 full service grocery stores, 200 in-store pharmacies, 62 co-located fuel stations
and 10 liquor stores. Sales include fluctuations in quarter-to-quarter inflationary and deflationary market pressures. The Company does
experience some seasonality as evidenced in the results presented above, in particular during the summer months and over the holidays.
Consolidated sales and net earnings, net of non-controlling interest, have been influenced by Sobeys’ acquisition of Canada Safeway,
the Company’s other investing activities, the competitive environment, cost management initiatives, food price and general industry
trends, the cyclicality of both residential and commercial real estate, and by other risk factors as outlined in this MD&A.
49
2014 annual reportmanagement’s discussion and analysis
Summary Table of Consolidated Financial Results for the Fourth Quarter
13 Weeks Ended
May 3, 2014
May 4, 2013(1)
($ in millions, except per share amounts)
Sales
EBITDA(2)
Adjusted EBITDA(2)(3)
Operating income(2)
Adjusted operating income(2)(3)
Net earnings from continuing operations(4)
Net (loss) earnings from discontinued operations
Net earnings(4)
Adjusted net earnings from continuing operations(2)(3)(4)
Basic earnings per share
Net earnings from continuing operations(4)
Net (loss) earnings from discontinued operations
Net earnings(4)
Adjusted net earnings from continuing operations(2)(3)(4)
Basic weighted average number of shares outstanding (in millions)
Diluted earnings per share
Net earnings from continuing operations(4)
Net (loss) earnings from discontinued operations
Net earnings(4)
Adjusted net earnings from continuing operations(2)(3)(4)
Diluted weighted average number of shares outstanding (in millions)
$ 5,937.5
147.4
318.7
22.9
199.0
1.5
(0.7)
0.8
131.3
$
$
$
$
$
$
$
$
0.02
(0.01)
0.01
1.42
92.3
0.02
(0.01)
0.01
1.42
92.4
% of
Sales
100.00%
2.48%
5.37%
0.39%
3.35%
0.03%
(0.01)%
0.01%
2.21%
$
$
$
$
$
$
$
$
$
4,257.4
238.6
230.1
150.3
141.8
102.5
3.4
105.9
95.7
1.51
0.05
1.56
1.41
67.9
1.51
0.05
1.56
1.40
68.1
% of
Sales
100.00%
5.60%
5.40%
3.53%
3.33%
2.41%
0.08%
2.49%
2.25%
(1) Amounts have been restated as a result of a change in accounting policy and reclassification of discontinued operations. See the “Accounting Standards
and Policies Adopted During Fiscal 2014” section of this MD&A and Notes 3 and 11 of the Company’s fourth quarter unaudited condensed consolidated
financial statements.
(2) See “Non-GAAP Financial Measures” section of this MD&A.
(3) Excludes items which are considered not indicative of underlying business operating performance.
(4) Net of non-controlling interest.
Sales
Consolidated sales for the fourth quarter of fiscal 2014 were $5.94 billion compared to $4.26 billion last year, a $1.68 billion or
39.5 percent increase. Sales contributed by the food retailing segment equalled $5.94 billion compared to $4.26 billion in the
fourth quarter of fiscal 2013. Excluding the impact of sales related to the Canada Safeway acquisition, consolidated sales increased
$94.3 million or 2.2 percent. Sobeys’ same-store sales increased 0.2 percent during the fourth quarter of fiscal 2014.
For the 13 weeks ended May 3, 2014, Sobeys reported sales of $5.95 billion, an increase of $1.70 billion or 40.1 percent from the
$4.24 billion recorded last year. Excluding the impact of sales related to the Canada Safeway acquisition, Sobeys’ fourth quarter sales
increased $115.1 million or 2.7 percent. The growth in Sobeys’ fourth quarter sales was a direct result of continued increased retail
selling square footage from new store and enlargements, coupled with the continued implementation of sales and merchandising
initiatives, improved consistency of store level execution and product and services innovation.
The following table shows a reconciliation of fourth quarter sales recorded by Sobeys.
($ in millions)
Sobeys’ reported sales
13 Weeks Ended
May 3, 2014
May 4, 2013
($)
Change
$
5,945.4
$
4,244.5
$
1,700.9
(%)
Change
40.1%
Adjustment for the impact of the Canada Safeway acquisition
(1,585.8)
–
(1,585.8)
Sobeys’ adjusted sales
$
4,359.6
$
4,244.5
$
115.1
2.7%
50
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
Investments and other operations’ sales for the fourth quarter of fiscal 2014 equalled $0.5 million versus $0.6 million in the fourth
quarter of fiscal 2013, a decrease of $0.1 million. Sales generated from Empire Theatres for the 13 weeks ended May 3, 2014 and
May 4, 2013 have been recorded in discontinued operations. Please refer to Note 11 of the fourth quarter unaudited condensed
consolidated financial statements ended May 3, 2014 for greater detail on the operating results from discontinued operations.
Gross Profit
Sobeys recorded gross profit of $1,513.2 million for the 13 weeks ended May 3, 2014, an increase of $517.3 million compared to the
13 weeks ended May 4, 2013. Gross margin increased 199 basis points from 23.46 percent in the fourth quarter of fiscal 2013 to
25.45 percent in the current quarter. The increase in gross profit and gross margin is largely a result of a $502.4 million gross profit
contribution related to the Canada Safeway acquisition. Excluding the impact related to Canada Safeway, gross margin would have
been 23.18 percent, a decrease of 28 basis points compared to the fourth quarter last year. Overall gross profit and gross margin in the
fourth quarter were also impacted by the following factors: (i) increased shrink primarily associated with Sobeys’ fresh retail inventory
turns as well as shrink associated with the new and innovative commercial programs as part of Sobeys’ strategy to help Canadians Eat
Better, Feel Better, Do Better; (ii) a highly promotional environment; (iii) a weaker CAD relative to the USD which affected the CAD cost
of U.S. purchases; and (iv) ongoing drug regulatory reform which impacted the number of generic products and generic prescription
reimbursement rates.
EBITDA
Consolidated EBITDA in the fourth quarter of fiscal 2014 was $147.4 million compared to $238.6 million last year, a decrease of
$91.2 million or 38.2 percent. EBITDA margin decreased 312 basis points to 2.48 percent in the fourth quarter of fiscal 2014 from
5.60 percent last year.
The contributors to the change in consolidated EBITDA from the fourth quarter last year were as follows:
•
Sobeys contributed EBITDA to Empire of $130.3 million versus $217.5 million in the fourth quarter of fiscal 2013, a decrease of
$87.2 million or 40.1 percent. Included in Sobeys’ EBITDA for the fourth quarter were network rationalization costs of $169.8 million
and plant closure costs of $1.0 million. Partially offsetting these costs were $89.5 million of EBITDA related to the Canada Safeway
acquisition and a reduction in transaction costs associated with the Canada Safeway acquisition of $1.8 million. In the fourth
quarter, Sobeys recorded $23.0 million of cost reductions as a result of synergies realized related to the acquisition.
•
Investments and other operations contributed EBITDA of $17.1 million in 13 weeks ended May 3, 2014 compared to $21.1 million last
year, a decrease of $4.0 million or 19.0 percent.
The following table adjusts reported EBITDA for items which are considered not indicative of underlying business operating performance.
($ in millions)
EBITDA(1) (consolidated)
Adjustments:
Network rationalization
Transaction costs associated with the Canada Safeway acquisition
Plant closure
Gain on disposal of assets
Organizational realignment and restructuring costs
Non-operating charge from equity accounted investment
Québec distribution network restructuring
Dilution gains
Adjusted EBITDA(1)
(1) See “Non-GAAP Financial Measures” section of this MD&A.
13 Weeks Ended
May 3, 2014
May 4, 2013
$
147.4
$
238.6
169.8
3.2
1.0
(2.7)
–
–
–
–
171.3
–
5.0
–
(14.8)
2.0
1.5
(0.7)
(1.5)
(8.5)
$
318.7
$
230.1
After adjusting for items which are considered not indicative of underlying business operating performance, adjusted EBITDA for the
fourth quarter of fiscal 2014 was $318.7 million (5.37 percent of sales) versus $230.1 million (5.40 percent of sales) last year, an increase of
$88.6 million or 38.5 percent.
51
2014 annual reportmanagement’s discussion and analysis
Operating Income
The Company reported operating income of $22.9 million for the 13 weeks ended May 3, 2014 compared to $150.3 million for the
13 weeks ended May 4, 2013. The decrease in operating income of $127.4 million is a result of a lower operating income contribution
from the food retailing segment of $122.8 million, along with a lower contribution from investments and other operations of $4.6 million.
•
•
•
•
Sobeys contributed operating income to Empire in the fourth quarter of $6.0 million compared to $128.8 million last year. The
$122.8 million decline is due primarily to network rationalization costs of $169.8 million, increased depreciation and amortization
expenses of $19.0 million and $4.8 million incurred in the current quarter related to the Canada Safeway acquisition, partially offset
by $61.4 million of operating income related to the Canada Safeway acquisition.
Equity earnings from the Company’s investment in Crombie REIT were $6.9 million, an increase of $2.0 million or 40.8 percent
compared to $4.9 million recorded last year. Included in equity earnings for the 13 weeks ended May 4, 2013 was a one-time charge
of $1.5 million relating to Crombie REIT’s restated earnings.
Real estate partnerships (Genstar) contributed equity earnings of $10.9 million in the fourth quarter, down $2.8 million from the
fourth quarter of fiscal 2013.
Other operations, net of corporate expenses, contributed an operating (loss) income of $(0.9) million versus $2.9 million in the
fourth quarter of the prior year. Included in other operations, net of corporate expenses, in the fourth quarter of fiscal 2013 were
dilution gains of $1.5 million.
After adjusting for items which are considered not indicative of underlying business operating performance, adjusted operating income
in the fourth quarter of fiscal 2014 was $199.0 million compared to $141.8 million last year, an increase of $57.2 million or 40.3 percent.
Adjusted operating income excludes items which are considered not indicative of underlying business operating performance,
as presented in the preceding table for EBITDA, along with intangible amortization related to the Canada Safeway acquisition of
$4.8 million.
Finance Costs
Consolidated finance costs, net of finance income, in the fourth quarter of fiscal 2014 equalled $47.6 million versus $13.6 million last year.
The $34.0 million increase primarily relates to higher interest expense of $32.6 million due to increased debt levels as a result of the
financing for the Canada Safeway acquisition.
Income Taxes
During the quarter, the Company completed a re-measurement of its deferred income tax provision and have adjusted certain deferred
tax attributes and the associated substantively enacted rates that have been applied. This re-measurement, described more fully above,
accounted for substantially all of the change when compared to the same period in the prior year.
Net Earnings from Continuing Operations
Consolidated net earnings from continuing operations, net of non-controlling interest, in the 13 weeks ended May 3, 2014 equalled
$1.5 million ($0.02 per diluted share) compared to $102.5 million ($1.51 per diluted share) in the same period of the prior year. The
decrease of $101.0 million is largely a result of $123.8 million, net of tax, of network rationalization costs incurred in the fourth quarter
of fiscal 2014. Net earnings related to Canada Safeway operations for the 13 weeks ended May 3, 2014 were $42.4 million.
52
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis The table below adjusts reported net earnings from continuing operations, net of non-controlling interest, for items which are
considered not indicative of underlying business operating performance. Net earnings from continuing operations for the 13 weeks
ended May 3, 2014 included $123.8 million, net of tax, relating to network rationalization costs.
($ in millions, except per share amounts, net of tax)
Net (loss) earnings from continuing operations by segment(2):
Food retailing
Investments and other operations
Net earnings from continuing operations(2)
EPS from continuing operations (fully diluted)
Adjustments(3):
Network rationalization
Intangible amortization associated with the Canada Safeway acquisition
Transaction costs associated with the Canada Safeway acquisition
Plant closure
Gain on disposal of assets
Organizational realignment and restructuring costs
Non-operating charge from equity accounted investment(4)
Québec distribution network restructuring
Dilution gains
Adjusted net earnings from continuing operations(2)(5)
Adjusted net earnings from continuing operations by segment(2):
Food retailing
Investments and other operations
Adjusted net earnings from continuing operations(2)(5)
Adjusted EPS from continuing operations (fully diluted)
Diluted weighted average number of shares outstanding (in millions)
13 Weeks Ended
May 3, 2014
May 4, 2013(1)
$
$
$
(17.6)
19.1
1.5
0.02
$
$
$
87.4
15.1
102.5
1.51
123.8
3.5
2.5
0.8
(0.8)
–
–
–
–
129.8
$
131.3
$
$
$
$
$
$
$
112.2
19.1
131.3
1.42
92.4
–
–
4.0
–
(11.8)
1.5
1.1
(0.5)
(1.1)
(6.8)
95.7
80.6
15.1
95.7
1.40
68.1
(1) Amounts have been restated as a result of a change in accounting policy. See the “Accounting Standards and Policies Adopted During Fiscal 2014” section of this
MD&A and Notes 3 and 11 of the Company’s fourth quarter unaudited condensed consolidated financial statements.
(2) Net of non-controlling interest.
(3) All adjustments are net of income taxes.
(4) 13 weeks ended May 4, 2013 includes a non-recurring charge of $1.1 million, net of tax, relating to Crombie REIT’s restated earnings.
(5) See “Non-GAAP Financial Measures” section of this MD&A.
Adjusted Net Earnings from Continuing Operations
For the 13 weeks ended May 3, 2014, after factoring in the impact of the above-noted items, Empire recorded adjusted net earnings
from continuing operations, net of non-controlling interest, of $131.3 million ($1.42 per diluted share) compared to $95.7 million
($1.40 per diluted share) in the same period last year.
Net Earnings
Consolidated net earnings, net of non-controlling interest, in the 13 weeks ended May 3, 2014 equalled $0.8 million ($0.01 per diluted
share) compared to $105.9 million ($1.56 per diluted share) in the same period of fiscal 2013. The decrease of $105.1 million is due to a
$101.0 million decrease in net earnings from continuing operations, net of non-controlling interest, as mentioned, accompanied by a
decrease in net earnings from discontinued operations of $4.1 million. Net (loss) earnings from discontinued operations in the fourth
quarter of fiscal 2014 equalled $(0.7) million ($(0.01) per diluted share) compared to $3.4 million ($0.05 per diluted share) in the prior
year, a decrease of $4.1 million.
53
2014 annual reportmanagement’s discussion and analysis
The following table reconciles Empire’s segmented net earnings from continuing operations, net of non-controlling interest, to net
earnings, net of non-controlling interest, for the 13 weeks ended May 3, 2014 compared to the 13 weeks ended May 4, 2013:
($ in millions, except per share amounts, net of tax)
Net (loss) earnings from continuing operations by segment(2):
Food retailing
Investments and other operations
Net earnings from continuing operations(2)
EPS from continuing operations (fully diluted)
Net (loss) earnings from discontinued operations
Net (loss) earnings by segment(2):
Food retailing
Investments and other operations
Net earnings(2)
EPS (fully diluted)
13 Weeks Ended
May 3, 2014
May 4, 2013(1)
$
$
$
$
$
$
(17.6)
19.1
1.5
0.02
(0.7)
(17.6)
18.4
0.8
0.01
$
$
$
$
$
$
87.4
15.1
102.5
1.51
3.4
87.4
18.5
105.9
1.56
$
$
$
$
$
$
($)
Change
(105.0)
4.0
(101.0)
(1.49)
(4.1)
(105.0)
(0.1)
(105.1)
(1.55)
(1) Amounts have been restated as a result of a change in accounting policy. See the “Accounting Standards and Policies Adopted During Fiscal 2014” section of this
MD&A and Notes 3 and 11 of the Company’s fourth quarter unaudited condensed consolidated financial statements.
(2) Net of non-controlling interest.
CONSOLIDATED FINANCIAL CONDITION
Capital Structure and Key Financial Condition Measures
The acquisition of Canada Safeway effective November 3, 2013, resulted in a significant change to the capital structure of the Company
as a result of capital stock issuance of $1.84 billion (excluding issuance costs) and long-term debt issuance of $3.02 billion. The key
financial condition measures are presented in the table below.
($ in millions, except per share and ratio calculations)
May 3, 2014
May 4, 2013(1)
May 5, 2012
Shareholders’ equity, net of non-controlling interest
Book value per common share(2)
Bank indebtedness
Long-term debt, including current portion
Funded debt to total capital(2)
Net funded debt to net total capital(2)
Funded debt to EBITDA(2)(3)
EBITDA to interest expense(2)(3)
Current assets to current liabilities(2)
Total assets
Free cash flow(2)
$ 5,700.5
61.75
$
$
–
$ 3,497.9
38.0%
35.0%
4.6x
5.7x
1.0x
$ 12,238.0
869.1
$
$
$
$
$
$
$
3,724.8
54.82
6.0
963.5
20.7%
12.1%
1.1x
17.9x
1.0x
7,140.4
430.2
$
$
$
$
$
$
3,396.3
49.98
4.4
1,126.4
25.0%
15.4%
1.3x
14.4x
0.9x
6,913.1
407.9
(1) Amounts have been restated as a result of a change in accounting policy. See the “Accounting Standards and Policies Adopted During Fiscal 2014” section of this
MD&A and Note 3 to the Company’s audited annual consolidated financial statements.
(2) See “Non-GAAP Financial Measures” section of this MD&A.
(3) Ratios for May 3, 2014 and May 4, 2013 exclude EBITDA and interest expense relating to discontinued operations.
Shareholders’ Equity
The increase in shareholders’ equity of $1.98 billion from fiscal 2013 largely reflects the increase in the Company’s capital stock from the
$1.84 billion offering of Subscription Receipts in July 2013 which were exchanged into Non-Voting Class A shares on November 4, 2013,
and growth in retained earnings. Book value per common share was $61.75 at May 3, 2014 compared to $54.82 at the end of fiscal 2013.
54
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
The Company’s share capital on May 3, 2014 consisted of:
2002 Preferred shares, par value of $25 each, issuable in series
Non-Voting Class A shares, without par value
Class B common shares, without par value, voting
Authorized
Number of
Shares
991,980,000
257,044,056
40,800,000
Issued and
Outstanding
Number of
Shares
–
58,049,484
34,260,763
$ in Millions
$
–
2,101.0
7.6
$
2,108.6
There were 58,049,484 Non-Voting Class A and 34,260,763 Class B common shares outstanding at May 3, 2014 for a total of 92,310,247
shares outstanding. This compares to 33,687,747 Non-Voting Class A and 34,260,763 Class B common shares for a total of 67,948,510
shares outstanding at May 4, 2013. During fiscal 2014, Empire issued an additional 24,265,000 Non-Voting Class A shares upon the
exchange of Subscription Receipts and issued 96,737 Non-Voting Class A shares from the exercise of options.
Empire had 934,366 options outstanding at May 3, 2014 compared to 684,128 options outstanding at May 4, 2013. During fiscal 2014,
826,799 options were granted, 291,980 options were purchased, 240,940 options were exercised and 43,641 options were forfeited.
During fiscal 2013, 45,310 options were granted and none were purchased, exercised or forfeited.
The table below presents the number of outstanding options and weighted average exercise price over the last two fiscal years.
Fiscal 2014
Fiscal 2013
Balance, beginning of year
Granted
Purchased
Exercised
Forfeited
Balance, end of year
Stock options exercisable, end of year
Weighted
Average
Exercise Price
# of Options
Weighted
Average
Exercise Price
47.06
78.89
46.89
44.16
78.46
74.56
$
638,818
45,310
–
–
–
684,128
$
468,450
46.57
53.93
–
–
–
47.06
$
# of Options
684,128
826,799
(291,980)
(240,940)
43,641
934,366
$
101,289
The 934,366 stock options outstanding as at the fiscal year ended May 3, 2014 (May 4, 2013 – 684,128 stock options) represents
1.0 percent (May 4, 2013 – 1.0 percent) of the outstanding Non-Voting Class A and Class B common shares.
On July 31, 2013, in connection with Sobeys’ acquisition of substantially all of the assets and select liabilities of Canada Safeway, the
Company announced that it closed its previously announced offering of 21.1 million Subscription Receipts at a price of $76.00 per
Subscription Receipt, along with the syndicate of underwriters exercising in full their over-allotment option of 3.165 million Subscription
Receipts, for a total of 24.265 million Subscription Receipts. The total gross proceeds were approximately $1,844.1 million. Upon closing
of the Canada Safeway acquisition, the 24.265 million Subscription Receipts were exchanged for Non-Voting Class A shares and net
proceeds were used to partially finance the Canada Safeway acquisition. Further information on the Sobeys’ Asset Purchase Agreement
with Safeway Inc. and its subsidiaries can be found in the “Business Acquisition” section of this MD&A.
Subsequent to the end of fiscal 2014, on June 11, 2014, 77,039 options were exercised resulting in an additional 19,225 Non-Voting
Class A shares being issued. As at June 26, 2014, the Company had Non-Voting Class A and Class B common shares outstanding of
58,068,709 and 34,260,763, respectively, as well as 857,327 options to acquire in aggregate 857,327 Non-Voting Class A shares.
Dividends paid to Non-Voting Class A and Class B common shareholders amounted to $83.3 million in fiscal 2014 ($1.04 per share)
versus $65.2 million ($0.96 per share) in fiscal 2013.
55
2014 annual reportmanagement’s discussion and analysis
Liabilities
Historically, Empire has financed a significant portion of its assets through the use of long-term debt. Long-term assets are generally
financed with fixed rate, long-term debt, thereby reducing both interest rate and refinance risk. Total long-term debt (including the
current portion of long-term debt) at May 3, 2014 was $3,497.9 million, representing 100.0 percent of Empire’s total funded debt.
The composition of total funded debt by segment is as follows:
($ in millions)
Bank indebtedness
Investments and other operations
Long-term debt (including current portion)
Food retailing
Investments and other operations
Total funded debt(1)
(1) See “Non-GAAP Financial Measures” section of this MD&A.
May 3, 2014
May 4, 2013
May 5, 2012
$
–
$
6.0
$
4.4
3,387.3
110.6
765.2
198.3
975.6
150.8
$ 3,497.9
$
969.5
$
1,130.8
Consolidated funded debt was $3,497.9 million at May 3, 2014 compared to $969.5 million at May 4, 2013, an increase of $2,528.4 million.
The increase in consolidated funded debt from the prior year was a result of the financing associated with the Canada Safeway
acquisition, as described below.
On August 8, 2013, in connection with the financing associated with the Canada Safeway acquisition, Sobeys completed a private
placement of $500.0 million in aggregate principal amount of 3.52 percent Notes, Series 2013-1 due August 8, 2018 (the “Series 2013-1
Notes”) and $500.0 million aggregate principal amount of 4.70 percent Notes, Series 2013-2 due August 8, 2023 (the “Series 2013-2
Notes” and together with the Series 2013-1 Notes, the “Notes”). The aggregate net proceeds were approximately $987.1 million after
deducting underwriting fees and the purchase discount on the Series 2013-1 Notes. Upon closing of the Canada Safeway acquisition,
the net proceeds of $987.1 million were released from escrow and used to partially finance the Canada Safeway acquisition. Further
information on the Sobeys’ Asset Purchase Agreement with Safeway Inc. and its subsidiaries can be found in the “Business Acquisition”
section of this MD&A.
Pursuant to an agreement dated October 30, 2013, Sobeys established new credit facilities in connection with the Canada Safeway
acquisition. The agreement provides for a non-revolving, amortizing term credit facility (the “Acquisition Facility”) in the amount of
$1,825.0 million; a non-revolving, non-amortizing term bridge facility (the “Bridge Facility”) in the amount of $1,327.9 million; and a
revolving term credit facility (the “RT Facility”) in the amount of $450.0 million.
On November 4, 2013, the RT Facility replaced Sobeys’ previous unsecured revolving term credit facility of $450.0 million, the
Acquisition Facility was fully drawn for $1,825.0 million and the Bridge Facility was drawn for $200.0 million in order to partially finance
the Canada Safeway acquisition. As of May 3, 2014, the outstanding amount of the Acquisition Facility was $1,625.0 million, the Bridge
Facility was fully repaid and matured, and Sobeys had issued $79.0 million in letters of credit against the RT Facility (May 4, 2013 –
$80.6 million). Deferred financing fees in the amount of $29.3 million were incurred on the drawdown of the Acquisition and Bridge
Facilities and have been offset against the long-term debt amounts for presentation purposes. Interest payable on the Acquisition
and RT Facilities fluctuates with changes in the bankers’ acceptance rate or Canadian prime rate, and both facilities mature on
November 4, 2017.
On September 26, 2012, Empire extended the term of its credit facility to a maturity date of June 30, 2015. On November 4, 2013,
Empire further extended the term of its credit facility to a maturity date of November 4, 2017. Interest payable on the credit facility
fluctuates with changes in the bankers’ acceptance rate or Canadian prime rate.
The ratio of funded debt to total capital has increased 17.3 percentage points to 38.0 percent from 20.7 percent at the end of fiscal
2013. The increase in funded debt was primarily a result of the financing associated with the Canada Safeway acquisition which closed
during the third quarter of fiscal 2014 and was offset by growth in retained earnings over fiscal 2014 and the issuance of capital stock.
Empire’s funded debt to EBITDA ratio increased to 4.6 times at May 3, 2014 compared to 1.1 times at the end of fiscal 2013, largely
as a result of the increase in funded debt, as mentioned, accompanied by a decline in EBITDA ($755.3 million at May 3, 2014 versus
$918.1 million at May 4, 2013).
Empire’s EBITDA to interest expense ratio decreased from 17.9 times recorded at May 4, 2013 to 5.7 times at May 3, 2014. The decrease
from fiscal 2013 is primarily due to an increase in interest expense ($132.5 million in fiscal 2014 versus $51.3 million in fiscal 2013) from
higher funded debt levels associated with the Canada Safeway acquisition accompanied by a decline in EBITDA.
56
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
On June 14, 2013, following the announcement of the Canada Safeway acquisition, Standard and Poor’s (“S&P”) reaffirmed Sobeys’
credit rating of BBB- but revised its outlook from stable to negative. On July 16, 2013, Dominion Bond Rating Service (“DBRS”)
downgraded Sobeys’ credit rating from BBB with a stable trend to BBB (low) with a stable trend.
For additional disclosure on Empire’s bank indebtedness and long-term debt, see Notes 14 and 16 to the Company’s audited annual
consolidated financial statements for the 52 weeks ended May 3, 2014.
Financial Instruments
As part of Empire’s risk management strategy, the Company actively monitors its exposures to various financial risks including
interest rate risk, foreign exchange risk and commodity risk. From time to time, the Company utilizes hedging instruments as deemed
appropriate to mitigate risk exposure to one or more types of financial risk. The Company does not use financial instruments for
speculative purposes. The Company’s use of these instruments has not had a material impact on consolidated earnings for the 13 and
52 weeks ended May 3, 2014 or for the comparative periods in fiscal 2013.
When the Company enters into a financial instrument contract, it is exposed to potential credit risk associated with the counterparty
of the contract defaulting. To mitigate this risk exposure, the Company monitors the credit worthiness of its various contractual
counterparties on an ongoing basis and will take corrective actions as deemed appropriate should a counterparty’s credit profile
change materially.
In July 2008, Sobeys entered into a floating-for-floating currency swap with a fixed rate of $1.015 CAD/USD to mitigate the currency
risk associated with a USD denominated variable rate lease. The term of the swap matches the term of the variable rate lease. As of
May 3, 2014, Sobeys recognized an asset of $0.2 million relating to this instrument. Sobeys estimates that a 10.0 percent increase/
(decrease) in applicable foreign currency exchange rates would impact fair value of the instrument by plus/(minus) $0.6 million and
would impact other comprehensive income by plus/(minus) $0.4 million.
To mitigate the currency risk associated with some of Sobeys’ British Pound (“GBP”) purchases, Sobeys enters into forward currency
contracts with staggered maturities to hedge against the effect of the changes in the value of the CAD relative to the GBP. As of
May 3, 2014, Sobeys had recognized an asset of $0.3 million representing the fair value of GBP denominated forward currency contracts.
Sobeys estimates that a 10.0 percent increase/(decrease) in applicable foreign currency exchange rates would impact fair value of the
instrument by plus/(minus) $0.4 million and would impact other comprehensive income by plus/(minus) $0.3 million.
Fair Value Methodology
When a financial instrument is designated as a hedge for financial accounting purposes, it is classified as fair value through profit and
loss on the balance sheets and recorded at fair value. The estimated fair values of the financial instruments as at May 3, 2014 were based
on relevant market prices and information available at the reporting date. The Company determines the fair value of each financial
instrument by reference to external and third party quoted bid, ask and mean prices, as appropriate, in an active market. In inactive
markets, fair values are based on internal and external valuation models, such as discounted cash flows using market observed inputs.
Fair values determined using valuation models require the use of assumptions to determine the amount and timing of forecasted future
cash flows and discount rates. The Company primarily uses external market inputs, including factors such as interest yield curves and
forward exchange rates to determine the fair values. Changes in interest rates and exchange rates, along with other factors, may cause
the fair value amounts to change in subsequent periods. The fair value of these financial instruments reflects the estimated amount the
Company would pay or receive if it were to settle the contracts at the reporting date.
For additional disclosure on Empire’s use of financial instruments, see Notes 3 and 27 to the Company’s annual audited financial
statements for the 52 weeks ended May 3, 2014.
LIQUIDITY AND CAPITAL RESOURCES
The Company maintains the following sources of liquidity:
• Cash and cash equivalents on hand;
• Unutilized bank credit facilities; and
• Cash generated from operating activities.
At May 3, 2014, consolidated cash and cash equivalents were $429.3 million versus $455.2 million at May 4, 2013.
At the end of fiscal 2014, on a non-consolidated basis, Empire directly maintained an authorized bank line for operating, general and
corporate purposes of $450.0 million, of which $110.5 million or 24.6 percent was utilized. On a consolidated basis, Empire’s authorized
bank credit facilities exceeded borrowings by $710.5 million at May 3, 2014.
57
2014 annual reportmanagement’s discussion and analysis The Company believes that its cash and cash equivalents on hand, unutilized bank credit facilities and cash generated from operating
activities will enable the Company to fund future capital investments, pension plan contributions, working capital, current funded
debt obligations and ongoing business requirements. The Company also believes it has sufficient funding in place to meet these
requirements and other short-term and long-term financial obligations. The Company mitigates potential liquidity risk by ensuring its
various sources of funds are diversified by term to maturity and source of credit.
Empire and its subsidiaries have provided covenants to its lenders in support of various financing facilities. All covenants were complied
with for the 52 weeks ended May 3, 2014 and for the 52 weeks ended May 4, 2013.
The following table highlights major cash flow components for the 13 and 52 weeks ended May 3, 2014 compared to the 13 and
52 weeks ended May 4, 2013:
($ in millions)
Net earnings
Non-cash and other cash items
Net change in non-cash working capital
Income taxes paid, net
Cash flows from operating activities
Cash flows from (used) in investing activities
Cash flows (used in) from financing activities
13 Weeks Ended
52 Weeks Ended
May 3, 2014
May 4, 2013(1)
May 3, 2014
May 4, 2013(1)
$
$
$
1.3
315.5
165.0
(43.1)
438.7
178.0
(472.0)
106.9
130.6
25.1
(24.9)
237.7
(89.5)
(63.5)
$
243.4
717.2
38.4
(211.6)
787.4
(4,867.7)
4,054.4
388.6
552.5
(73.6)
(86.5)
781.0
(548.2)
(287.8)
Increase (decrease) in cash and cash equivalents
$
144.7
$
84.7
$
(25.9)
$
(55.0)
(1) Amounts have been restated as a result of a change in accounting policy. See the “Accounting Standards and Policies Adopted During Fiscal 2014” section of this
MD&A and Note 3 of the Company’s audited annual consolidated financial statements.
Operations
The fourth quarter of fiscal 2014 generated cash flows from operating activities of $438.7 million compared to $237.7 million in the
fourth quarter last year. The $201.0 million increase is attributed to an increase in non-cash and other cash items of $184.9 million and
an increase in the net change in non-cash working capital of $139.9 million, partially offset by a decline in net earnings of $105.6 million
and an increase in income taxes paid, net, of $18.2 million.
For the 52 weeks ended May 3, 2014, cash flows from operating activities were $787.4 million compared to $781.0 million in the prior
year. The increase of $6.4 million is due to a decline in net earnings of $145.2 million and an increase in income taxes paid, net, of
$125.1 million, partially offset by an increase in non-cash and other cash items of $164.7 million and an increase in the net change in
non-cash working capital of $112.0 million.
The following table presents non-cash working capital changes on a quarter-over-quarter basis:
($ in millions)
Receivables
Inventories
Prepaid expenses
Accounts payable and accrued liabilities
Provisions
Impact of reclassifications on working capital
Total
13 Weeks Ended
May 3, 2014
May 4, 2013
(Decrease)
Increase in
Cash Flows
(Decrease)
Increase in
Cash Flows
May 3, 2014
Feb. 1, 2014
$
460.5
1,310.2
114.3
(2,246.0)
(82.4)
46.8
$
424.5
1,323.2
93.5
(2,040.3)
(32.5)
–
$
$
(36.0)
13.0
(20.8)
205.7
49.9
(46.8)
$
(396.6)
$
(231.6)
$
165.0
$
(57.1)
(5.8)
(13.8)
108.8
(6.8)
(0.2)
25.1
The net change in non-cash working capital of $165.0 million in the fourth quarter is largely attributed to: (i) an increase in accounts
payable and accrued liabilities of $205.7 million versus $108.8 million last year, due primarily to the Canada Safeway acquisition;
(ii) an increase in provisions of $49.9 million, primarily a result of restructuring provisions for closed store locations related to the
network rationalization; and (iii) a decrease in inventories of $13.0 million. Partially offsetting these sources of cash were: (i) the impact
of reclassifications on working capital of $46.8 million; (ii) an increase in receivables of $36.0 million; and (iii) an increase in prepaid
expenses of $20.8 million.
58
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
The Company’s ratio of current assets to current liabilities remained consistent at 1.0 times at the end of fiscal 2014 compared to
fiscal 2013.
Investment
Cash generated from investing activities of $178.0 million in the fourth quarter of fiscal 2014 increased $267.5 million compared to
cash used of $89.5 million last year. The increase was primarily the result of: (i) an increase in proceeds on the disposal of property,
equipment and investment property of $272.8 million; (ii) an increase in cash generated from other assets and other long-term
liabilities of $15.3 million; (iii) an increase in cash generated from loans and other receivables of $14.4 million; and (iv) an increase in
cash generated from investments of $13.6 million. Partially offsetting these sources of cash was an increase in property, equipment
and investment property purchases of $35.2 million.
Consolidated purchases of property, equipment and investment properties totalled $166.8 million in the 13 weeks ended May 3, 2014
compared to $131.6 million in the 13 weeks ended May 4, 2013. Proceeds on the disposal of property, equipment and investment
properties increased $272.8 million from $81.4 million recorded in the fourth quarter of fiscal 2013 to $354.2 million recorded in the
fourth quarter of fiscal 2014, largely due to the proceeds from divested stores.
For the 52 weeks ended May 3, 2014, cash used in investing activities was $4,867.7 million compared to cash used of $548.2 million
last year, an increase of $4,319.5 million. The increase was primarily the result of: (i) an increase in cash used in business acquisitions
of $5,807.1 million from the Canada Safeway acquisition; and (ii) an increase in property, equipment and investment property
purchases of $39.5 million. Partially offsetting these uses of cash were: (i) an increase in proceeds on the disposal of property,
equipment and investment property of $1,463.3 million; (ii) an increase in cash generated from loans and other receivables of
$40.3 million; and (iii) proceeds on the sale of asset-backed commercial paper of $26.0 million.
For the 52 weeks ended May 3, 2014, consolidated purchases of property, equipment and investment properties totalled $571.4 million
compared to $531.9 million in the same period last year. Proceeds on the disposal of property, equipment and investment properties
increased $1,463.3 million from $181.1 million recorded in the 52 weeks ended May 4, 2013 to $1,644.4 million recorded in the 52 weeks
ended May 3, 2014. This increase is primarily due to the sale-leaseback transaction with Crombie REIT for $991.3 million combined with
$337.7 million in proceeds related to the divested stores.
The table below outlines the number of stores Sobeys invested in during the 13 and 52 weeks ended May 3, 2014 compared to the
13 and 52 weeks ended May 4, 2013:
# of stores
May 3, 2014
May 4, 2013
May 3, 2014
May 4, 2013
13 Weeks Ended
52 Weeks Ended
Opened/acquired/relocated
Acquired in Canada Safeway acquisition
Expanded
Rebannered/redeveloped
Divested
Closed
37
–
1
3
19
23
16
–
1
–
–
12
94
223
4
11
19
45
45
–
2
7
–
37
The following table shows Sobeys’ square footage changes for the 13 and 52 weeks ended May 3, 2014, by type:
Square feet (in thousands)
Opened
Relocated
Acquired
Expanded
Divested
Closed
Net change
At May 3, 2014, Sobeys’ square footage totalled 38.7 million square feet, a 31.2 percent increase over the 29.5 million square feet
operated at the end of the fourth quarter last year. This increase was primarily due to the Canada Safeway acquisition, net of
divested stores.
13 Weeks Ended
May 3, 2014
52 Weeks Ended
May 3, 2014
386
52
–
10
(752)
(311)
(615)
1,114
101
9,307
47
(752)
(628)
9,189
59
2014 annual reportmanagement’s discussion and analysis
Financing
Financing activities during the third quarter used $472.0 million of cash compared to cash used of $63.5 million in the same quarter
last year. The increase in cash used of $408.5 million is primarily the result of: (i) an increase in the repayment of long-term debt of
$387.9 million as proceeds from the sale of divested stores were applied against bank borrowings; (ii) an increase in interest paid of
$32.8 million; (iii) an increase in dividends paid of $7.7 million; (iv) a decrease in bank indebtedness of $4.9 million; and (v) deferred debt
financing costs of $3.7 million. Sources of cash generated during the fourth quarter of fiscal 2014 included an increase in the issuance
of long-term debt of $28.6 million.
For the 52 weeks ended May 3, 2014, cash generated from financing activities equalled $4,054.4 million compared to cash used of
$287.8 million in the same period last year. The increase of $4,342.2 million is primarily a result of financing transactions surrounding the
Canada Safeway acquisition. Sources of cash generated during the 52 weeks ended May 3, 2014 included: (i) an increase in the issuance
of long-term debt of $3,203.9 million and (ii) the issuance of Non-Voting Class A shares of $1,842.6 million. Partially offsetting these
sources of cash were: (i) an increase in the repayment of long-term debt of $495.6 million; (ii) share issuance costs of $75.9 million;
(iii) deferred debt financing costs of $50.6 million; (iv) an increase in interest paid of $47.4 million; (v) an increase in dividends paid of
$18.1 million; (vi) stock option purchases of $9.1 million; and (vii) a decrease in bank indebtedness of $7.6 million.
Free Cash Flow
Free cash flow is used to measure the change in the Company’s cash available for additional investing, dividends and/or debt reduction.
The following table reconciles free cash flow to GAAP cash flows from operating activities for the 13 and 52 weeks ended May 3, 2014
and the 13 and 52 weeks ended May 4, 2013.
($ in millions)
Cash flows from operating activities
Plus: proceeds on disposal of property,
equipment and investment property(2)
Less: property, equipment and investment property purchases
Free cash flow(3)
13 Weeks Ended
52 Weeks Ended
May 3, 2014
May 4, 2013(1)
May 3, 2014
May 4, 2013(1)
$
438.7
$
237.7
$
787.4
$
781.0
354.2
(166.8)
81.4
(131.6)
653.1
(571.4)
181.1
(531.9)
$
626.1
$
187.5
$
869.1
$
430.2
(1) Amounts have been restated as a result of a change in accounting policy. See the “Accounting Standards and Policies Adopted During Fiscal 2014” section of this
MD&A and Note 3 of the Company’s audited annual consolidated financial statements.
(2) Excludes $991.3 million related to the sale-leaseback of acquired real estate with Crombie REIT, which was simultaneously used to partially fund the Canada
Safeway acquisition.
(3) See “Non-GAAP Financial Measures” section of this MD&A.
Free cash flow generation in the fourth quarter of fiscal 2014 was $626.1 million compared to $187.5 million generated in the fourth
quarter last year. The $438.6 million increase in free cash flow was due to an increase in proceeds on the disposal of property,
equipment and investment property of $272.8 million associated primarily with the divestiture of stores as part of the Canada Safeway
acquisition, combined with an increase in cash flows from operating activities of $201.0 million. This was partially offset by an increase
in property, equipment and investment property purchases of $35.2 million. The $201.0 million increase in cash flows from operating
activities is attributed to an increase in non-cash and other cash items of $184.9 million and an increase in the net change in non-cash
working capital of $139.9 million, partially offset by a decline in net earnings of $105.6 million and an increase in income taxes paid, net,
of $18.2 million.
For the 52 weeks ended May 3, 2014, free cash flow generation was $869.1 million compared to $430.2 million generated last year.
The $438.9 million increase in free cash flow was due to a $472.0 million increase in proceeds on the disposal of property, equipment
and investment property which is in part due to the sale of Empire Theatres, and a $6.4 million increase in cash flows from operating
activities; partially offset by a $39.5 million increase in property, equipment and investment property purchases. The increase of
$6.4 million in cash flows from operating activities is due to a decline in net earnings of $145.2 million and an increase in income taxes
paid, net, of $125.1 million, partially offset by an increase in non-cash and other cash items of $164.7 million and an increase in the net
change in non-cash working capital of $112.0 million.
Business Acquisition
On June 12, 2013, Sobeys entered into an Asset Purchase Agreement with Safeway Inc. and its subsidiaries to acquire substantially all
of the assets and select liabilities of Canada Safeway for a cash purchase price of $5.8 billion, subject to a working capital adjustment.
60
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
The agreement included the purchase of:
•
•
•
•
•
•
213 full service grocery stores under the Safeway banner in Western Canada;
200 in-store pharmacies;
62 co-located fuel stations;
10 liquor stores;
4 primary distribution centres; and
12 manufacturing facilities.
On October 22, 2013, regulatory clearance was obtained from the Competition Bureau which required the divestiture of 23 Sobeys and
Canada Safeway stores. During the Company’s fourth quarter, 12 of the 23 stores were divested, and the remaining 11 stores have been
included in assets held for sale as of May 3, 2014. The Canada Safeway acquisition closed effective Sunday, November 3, 2013 with
funds being delivered on Monday, November 4, 2013.
Empire and Sobeys financed the acquisition with a combination of the following:
•
•
•
•
Empire equity offering of $1,844.1 million, net of fees of $75.8 million, which closed on July 31, 2013, as discussed in the
“Shareholders’ Equity” section of this MD&A;
A $991.3 million sale-leaseback of acquired real estate assets, as discussed in the “Related Party Transactions” section of this
MD&A;
Term credit facilities of $2,025.0 million;
The issuance of $1,000.0 million in unsecured notes by Sobeys, as discussed in the “Liabilities” section of this MD&A; and
• Available cash on hand.
Crombie REIT and its subsidiaries have a right of first offer in respect of any real estate sales undertaken by Sobeys.
The fair value of the identifiable assets acquired and liabilities assumed as at the acquisition date are as follows:
($ in millions)
Inventories
Property, equipment and investment property
Assets held for sale
Assets acquired for sale-leaseback
Intangibles
Deferred tax assets
Accounts payable and accrued liabilities
Pension obligations
Deferred tax liabilities
Other assets and liabilities
Total identifiable net assets
Excess consideration paid over identifiable net assets acquired allocated to goodwill
$
$
$
451.0
1,096.6
391.4
991.3
444.8
40.3
(397.7)
(137.5)
(8.7)
49.5
2,921.0
2,879.0
The fair value of the identifiable net assets and goodwill acquired effective November 3, 2013 have been determined provisionally and
are subject to adjustment pending the finalization of the valuations and related accounting.
Goodwill of $2,879.0 million was recognized as the excess of the acquisition cost over the fair value of the identifiable net assets at
the date of the acquisition. The goodwill recognized is attributable mainly to the expected synergies from integration, the expected
future growth potential in grocery store operations and the customer base of the acquired retail store locations. Approximately
$2,220.6 million of goodwill is expected to be deductible for income tax purposes.
Pre-tax acquisition costs of $97.8 million relating to external legal, consulting, due diligence, financial advisory and other closing costs
incurred during the 52 weeks ended May 3, 2014, have been included in selling and administrative expenses in the audited consolidated
statements of earnings.
61
2014 annual reportmanagement’s discussion and analysis
Guarantees and Commitments
Guarantees
Franchise Affiliates
Sobeys is party to a number of franchise and operating agreements as part of its business model. These agreements contain clauses
which require the Company to provide support to franchise operators to offset or mitigate retail store losses, reduce store rental
payments, minimize the impact of promotional pricing, and assist in covering other store related operating expenses. Not all of the
financial support noted above will apply in each instance as the provisions of the agreements vary. The Company will continue to
provide financial support pursuant to the franchise and operating agreements in future years.
Sobeys has a guarantee contract under the terms of which, should certain franchise affiliates be unable to fulfill their lease obligations,
Sobeys would be required to fund the greater of $7.0 million or 9.9 percent (fiscal 2013 – $7.0 million or 9.9 percent) of the authorized
and outstanding obligation. The terms of the guarantee contract are reviewed annually each August. As at May 3, 2014, the amount of
the guarantee was $7.0 million (fiscal 2013 – $7.0 million).
Sobeys has guaranteed certain equipment leases of its franchise affiliates. Under the terms of the guarantee, should franchise affiliates
be unable to fulfill their equipment lease obligations, Sobeys would be required to fund the difference of the lease commitments up to
a maximum of $70.0 million on a cumulative basis. Sobeys approves each of the contracts.
During fiscal 2009, Sobeys entered into an additional credit enhancement contract in the form of a standby letter of credit for certain
independent franchisees for the purchase and installation of equipment. Under the terms of the contract, should franchisee affiliates be
unable to fulfill their lease obligations or provide an acceptable remedy, Sobeys would be required to fund the greater of $6.0 million
or 10.0 percent (fiscal 2013 – $6.0 million or 10.0 percent) of the authorized and outstanding obligation annually. Under the terms of the
contract, Sobeys is required to obtain a letter of credit in the amount of the outstanding guarantee, to be revisited each calendar year.
This credit enhancement allows Sobeys to provide favourable financing terms to certain independent franchisees. The contract terms
have been reviewed and Sobeys determined that there were no material implications with respect to the consolidation of SEs. As at
May 3, 2014, the amount of the guarantee was $6.0 million (fiscal 2013 – $6.0 million).
The minimum rent payments under the guaranteed operating equipment leases over the next five fiscal years are:
($ in millions)
2015
2016
2017
2018
2019
Thereafter
Other
Third Parties
$
13.5
0.3
–
–
–
–
At May 3, 2014, the Company was contingently liable for letters of credit issued in the aggregate amount of $94.6 million (fiscal 2013 –
$97.8 million).
Upon entering into the lease of its new Mississauga distribution centre in March 2000, Sobeys guaranteed to the landlord the
performance by SERCA Foodservice Inc. of all of its obligations under the lease. The remaining term of the lease is six years with an
aggregate obligation of $19.5 million (fiscal 2013 – $22.6 million). At the time of the sale of assets of SERCA Foodservice Inc. to Sysco
Corp., the lease of the Mississauga distribution centre was assigned to and assumed by the purchaser, and Sysco Corp. agreed to
indemnify and hold Sobeys harmless from any liability it may incur pursuant to its guarantee.
62
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
Commitments
Long-Term Debt
Principal debt retirement in each of the next five fiscal years is as follows:
($ in millions)
2015
2016
2017
2018
2019
Thereafter
Finance Leases Liabilities
Finance lease liabilities are payable in each of the next five fiscal years as follows:
($ in millions)
2015
2016
2017
2018
2019
Thereafter
$
218.3
209.2
205.4
1,293.5
508.0
1,043.2
Future Minimum
Lease Payments
Present Value of
Minimum Lease
Payments
Interest
$
$
14.1
12.3
11.6
9.0
7.4
30.6
85.0
$
$
3.0
2.6
2.1
1.7
1.4
8.8
$
19.6
$
11.1
9.7
9.5
7.3
6.0
21.8
65.4
During fiscal 2014, the Company increased its finance lease obligation, excluding $37.0 million related to the Canada Safeway
acquisition, by $2.4 million (fiscal 2013 – $8.8 million) with a similar increase in assets under finance leases. These additions are non-cash
in nature, therefore have been excluded from the statements of cash flows.
Operating Leases, as Lessee
The Company leases various retail stores, distribution centres, theatres, offices and equipment under non-cancellable operating leases.
These leases have varying terms, escalation clauses, renewal options and basis on which contingent rent is payable.
The total net, future minimum rent payable under the Company’s operating leases as of May 3, 2014 is approximately $3,857.2 million.
This reflects a gross lease obligation of $4,838.0 million reduced by expected sub-lease income of $980.8 million. The net commitments
over the next five fiscal years are:
($ in millions)
2015
2016
2017
2018
2019
Thereafter
Third Parties
Related Parties
Net Lease
Obligation
Gross Lease
Obligation
Net Lease
Obligation
Gross Lease
Obligation
$
226.9
198.5
178.8
158.4
139.7
787.6
$
340.9
305.9
274.8
243.3
213.5
1,292.3
$
123.7
122.0
122.1
121.4
122.9
1,555.2
$
123.7
122.0
122.1
121.4
122.9
1,555.2
The Company recorded $500.0 million (fiscal 2013 – $440.0 million) as an expense for minimum lease payments for the fiscal year ended
May 3, 2014 in the consolidated statements of earnings. The expense was offset by sub-lease income of $155.9 million (fiscal 2013 –
$129.9 million), and a further $11.9 million (fiscal 2013 – $9.2 million) of expense was recognized for contingent rent.
63
2014 annual reportmanagement’s discussion and analysis
Operating Leases, as Lessor
The Company also leases most investment properties, under operating leases. These leases have varying terms, escalation clauses,
renewal options and basis on which contingent rent is receivable.
Rental income for the fiscal year ended May 3, 2014 was $34.3 million (fiscal 2013 – $59.2 million) and was included in sales in the
consolidated statements of earnings. In addition, the Company recognized $0.9 million of contingent rent for the fiscal year ended
May 3, 2014 (fiscal 2013 – $1.0 million).
The lease payments expected to be received over the next five fiscal years are:
($ in millions)
2015
2016
2017
2018
2019
Thereafter
Third Parties
$
19.9
17.6
16.4
14.4
13.3
74.9
ACCOUNTING STANDARDS AND POLICIES
Accounting Standards and Policies Adopted During Fiscal 2014
(i) Employee Benefits
In June 2011, the IASB issued amendments to IAS 19, “Employee Benefits”, which eliminate the option to defer the recognition of
actuarial gains and losses, streamline the presentation of changes in assets and liabilities arising from defined benefit plans to be
presented in other comprehensive income or loss and enhance disclosure requirements around the characteristics of the defined benefit
plans and risks associated with participation in those plans. The Company adopted and implemented the amendments to IAS 19 during
its first quarter of fiscal 2014 and retrospective application was required. The impact from the adoption of the amendments to IAS 19 is
summarized as follows:
Condensed Consolidated Statements of Earnings and Comprehensive Income Increase (Decrease)
($ in millions)
Selling and administrative expenses
Operating income
Finance costs, net
Earnings before income taxes
Income taxes
Net earnings
Other comprehensive income, net of taxes
Total comprehensive income
Condensed Consolidated Balance Sheets Increase (Decrease)
($ in millions)
Deferred tax assets
Other long-term liabilities
Retained earnings
13 Weeks Ended
May 4, 2013
52 Weeks Ended
May 4, 2013
$
0.4
$
(0.4)
1.5
(1.9)
(0.4)
(1.5)
1.2
$
(0.3)
$
0.9
(0.9)
6.2
(7.1)
(1.8)
(5.3)
4.7
(0.6)
As at
May 4, 2013
As at
May 5, 2012
$
$
0.3
1.7
(1.4)
0.2
1.0
(0.8)
The enhanced annual disclosures required for defined benefit plans are included in the Company’s annual consolidated financial
statements for the year ended May 3, 2014.
64
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
(ii) Consolidated Financial Statements
In May 2011, the IASB issued IFRS 10, “Consolidated Financial Statements”, which establishes principles for the presentation and
preparation of consolidated financial statements when an entity controls one or more other entities. The objective of IFRS 10 is to define
principles of control and establish the basis of determining when and how an entity should be included within a set of consolidated
financial statements. It replaces portions of IAS 27, “Consolidated and Separate Financial Statements”, and supersedes Standing
Interpretations Committee (“SIC”) 12, “Consolidation – Special Purpose Entities”, completely. The standard became effective in the first
quarter of fiscal 2014. The Company has evaluated the impact of this standard on its “Investments in associates” and has determined
that while having significant influence on these investments, the criteria for control are not met and therefore equity accounting for these
investments continues to be appropriate. Management has also evaluated the impact of this standard as it applies to SEs. Adoption of
this standard had no significant impact on the Company’s financial results.
(iii) Joint Arrangements
In May 2011, the IASB issued IFRS 11, “Joint Arrangements”, which establishes principles for financial reporting by entities that have an
interest in a joint arrangement. IFRS 11 supersedes IAS 31, “Interest in Joint Ventures”, and SIC 13, “Jointly Controlled Entities – Non
Monetary Contributions by Venturers”. Through an assessment of the rights and obligations in an arrangement, the IFRS establishes
principles to determine the type of joint arrangement and guidance for financial reporting activities required by the entities that have
an interest in arrangements that are jointly controlled. The standard became effective in the first quarter of fiscal 2014 and did not have
a significant impact on the Company’s financial statements.
(iv) Disclosure of Interests in Other Entities
In May 2011, the IASB issued IFRS 12, “Disclosure of Interests in Other Entities”, which outlines disclosure requirements for an entity
that has interests in a subsidiary, a joint arrangement, an associate and an unconsolidated structured entity. IFRS 12 requires an entity to
disclose information that enables users of its financial statements to evaluate the nature of, and risks associated with, its interest in other
entities and the effects of those interests on its financial position, financial performance and cash flows. This standard became effective
in the first quarter of fiscal 2014 and resulted in additional disclosures in the Company’s annual consolidated financial statements for the
fiscal year ended May 3, 2014.
(v) Fair Value Measurement
In May 2011, the IASB issued IFRS 13, “Fair Value Measurement”, which defines fair value, sets out in a single IFRS a framework for
measuring fair value and identifies required disclosures about fair value measurements. This IFRS became effective in the first quarter of
fiscal 2014. The adoption of this standard had no measurement impact on the Company’s financial results. Enhanced disclosures have
been included in Notes 10 and 27 to the audited consolidated financial statements.
(vi) Presentation of Financial Statements
In May 2012, the IASB issued amendments to IAS 1, “Presentation of Financial Statements”, clarifying the requirements for comparative
information. The amendments became effective in the first quarter of fiscal 2014 and did not have a significant impact on the Company’s
financial results and disclosures.
Future Accounting Policies
(i) Financial Instruments
In November 2009, the IASB issued IFRS 9, “Financial Instruments”, which will ultimately replace IAS 39, “Financial Instruments:
Recognition and Measurement”. The replacement is a multi-phase project with the objective of improving and simplifying the reporting
for financial instruments. The issuance of IFRS 9 provides guidance on the classification and measurement of financial assets and
financial liabilities, and a new hedge accounting model with corresponding disclosures about risk management activity. The effective
date for implementation of this standard has been deferred. IFRS 9 allows for early adoption, but the Company does not intend to do so
at this time.
(ii) Financial Instruments: Asset and Liability Offsetting
In December 2011, the IASB amended IAS 32, “Financial Instruments: Presentation”, to clarify the requirements which permit offsetting
a financial asset and liability in the financial statements. IAS 32 amendments are effective for annual periods beginning on or after
January 1, 2014.
65
2014 annual reportmanagement’s discussion and analysis (iii) Levies
In May 2013, the IASB issued IFRIC 21, “Levies”, which is an interpretation of IAS 37, “Provisions, Contingent Liabilities and Contingent
Assets”. A levy is an outflow of resources embodying economic benefits that is imposed by governments on entities in accordance with
legislation, other than income taxes within the scope of IAS 12, “Income Taxes” and fines or other penalties imposed for breaches of
legislation. IFRIC 21 clarifies that the obligating event that gives rise to a liability to pay a levy is the activity described in the relevant
legislation that triggers the payment of the levy. IFRIC 21 is effective for the annual periods beginning on or after January 1, 2014.
(iv) Revenue
In May 2014, the IASB issued IFRS 15, “Revenue from Contracts with Customers”. IFRS 15 replaces IAS 18, “Revenue”, IAS 11,
“Construction Contracts”, and some revenue related interpretations. IFRS 15 establishes a new control-based revenue recognition
model and is effective for annual periods beginning on or after January 1, 2017.
The Company is currently evaluating the impact of these new standards, interpretations and amendments on its consolidated
financial statements.
Critical Accounting Estimates
The preparation of consolidated financial statements, in conformity with IFRS, requires management to make judgments, estimates
and assumptions that affect the amounts reported in the consolidated financial statements and accompanying notes. The use of
estimates, judgments and assumptions are all interrelated. Certain of these estimates require subjective or complex judgments by
management that may be uncertain. Some of these items include the valuation of inventories, goodwill, employee future benefits, stock-
based compensation, valuation of asset-backed commercial paper, provisions, impairments, customer loyalty programs, useful lives of
property, equipment, investment property and intangibles for purposes of depreciation and amortization, and income taxes. Changes
to these estimates could materially impact the financial statements. These estimates are based on management’s best knowledge
of current events and actions that the Company may undertake in the future. Management regularly evaluates the estimates and
assumptions it uses. Actual results could differ from these estimates.
Impairment of Non-Financial Assets
Goodwill is reviewed for impairment at least annually by assessing the recoverable amount of each cash generating unit or groups
of cash generating units to which the goodwill relates. The recoverable amount is the higher of fair value less costs to sell and value
in use. When the recoverable amount of the cash generating units is less than the carrying amount an impairment loss is recognized
immediately as selling and administrative expenses. Impairment losses related to goodwill cannot be reversed.
Long-lived tangible and intangible assets are reviewed for impairment when events or changes in circumstances indicate that the
carrying value of the assets may not be recoverable. If such an indication exists, the recoverable amount of the asset is estimated
in order to determine the extent of the impairment loss (if any). The recoverable amount is the higher of fair value less costs to sell
and value in use. Where the asset does not generate cash flows that are independent from other assets, the Company estimates the
recoverable amount of the cash generating unit(s) to which the asset belongs. The Company has primarily determined a cash generating
unit to be an individual store. Corporate assets, such as head offices and distribution centres, do not individually generate separate
cash inflows and are therefore aggregated for testing with the stores they service. When the recoverable amount of an asset (or cash
generating unit) is estimated to be less than its carrying amount, the carrying amount (or cash generating unit) is reduced to the
recoverable amount. An impairment loss is recognized as selling and administrative expenses immediately in net earnings or loss.
Where an impairment loss subsequently reverses, other than related to goodwill, the carrying amount of the asset (or cash generating
unit) is increased to the revised estimate, but is limited to the carrying amount that would have been determined if no impairment loss
had been recognized in prior periods. A reversal of impairment loss is recognized immediately in net earnings or loss.
In the process of measuring expected future cash flows, management makes assumptions about the future growth of profits. These
assumptions relate to future events and circumstances. The actual results may vary and may cause significant adjustments to the
Company’s assets within subsequent financial years.
Pension Benefit Plans and Other Benefit Plans
The cost of the Company’s pension benefits for defined contribution plans are expensed at the time active employees are compensated.
The cost of defined benefit pension plans and other benefit plans is accrued based on actuarial valuations, which are determined using
the projected unit credit method pro-rated on service and management’s best estimate of the expected long-term rate of return on
plan assets, salary escalation, retirement ages and expected growth rate of health care costs.
66
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis Current market values are used to value benefit plan assets. The obligation related to employee future benefits is measured using
current market interest rates, assuming a portfolio of Corporate AA bonds with terms to maturity that, on average, match the terms of
the obligation.
To the extent that plan amendments increase the obligation related to past service, the Company will recognize a past service cost
immediately as an expense.
In measuring its defined benefit liability the Company will recognize all of its actuarial gains and losses immediately into other
comprehensive income.
Income Taxes
Deferred income tax assets and liabilities are recognized for the future income tax consequences attributable to temporary differences
between the financial statement carrying values of assets and liabilities and their respective income tax bases. Deferred income tax
assets or liabilities are measured using enacted or substantively enacted income tax rates expected to apply to taxable income in the
years in which those temporary differences are expected to be recovered or settled. The calculation of current and deferred income
taxes requires management to make estimates and assumptions and to exercise a certain amount of judgment. The financial statement
carrying values of assets and liabilities are subject to accounting estimates inherent in those balances. The income tax bases of assets
and liabilities are based upon the interpretation of income tax legislation across various jurisdictions. The current and deferred income
tax assets and liabilities are also impacted by expectations about future operating results and the timing of reversal of temporary
differences as well as possible audits of tax filings by the regulatory authorities. Management believes it has adequately provided for
income taxes based on current available information.
Changes or differences in these estimates or assumptions may result in changes to the current or deferred income tax balances on the
consolidated balance sheets.
Valuation of Inventories
Inventories are valued at the lower of cost and estimated net realizable value. Significant estimation or judgment is required in the
determination of: (i) inventories valued at retail and adjusted to cost; (ii) estimated inventory provisions due to spoilage and shrinkage
occurring between the last physical inventory count and the balance sheet dates; and (iii) estimated inventory provisions associated with
vendor allowances and internal charges. Changes or differences in any of these estimates may result in changes to inventories on the
consolidated balance sheets and a charge or credit to operating income in the consolidated statements of earnings.
Inventory shrinkage, which is calculated as a percentage of the related inventory, is evaluated throughout the year and provides for
estimated inventory shortages from the last physical count to the balance sheet dates. To the extent that actual losses experienced vary
from those estimated, both inventories and operating income may be impacted.
Provisions
Provisions are recognized when there is a present legal or constructive obligation as a result of a past event, for which it is probable that
a transfer of economic benefits will be required to settle the obligation, and where a reliable estimate can be made of the amount of
the obligation. Provisions are discounted using a pre-tax discount rate that reflects the current market assessments of the time value of
money and the risks specific to the liability, if material.
Business Acquisitions
For business acquisitions, the Company applies judgment on the recognition and measurement of assets and liabilities assumed and
estimates are utilized to calculate and measure such adjustments. In measuring the fair value of an acquiree’s assets and liabilities
management uses estimates about future cash flows and discount rates. Any measurement changes upon initial recognition would affect
the measurement of goodwill, except for deferred taxes.
Disclosure Controls and Procedures
Management of Empire, which includes the Chief Executive Officer (“CEO”) and Chief Financial Officer (“CFO”), is responsible for
establishing and maintaining Disclosure Controls and Procedures (“DC&P”) to provide reasonable assurance that material information
relating to the Company is made known to management by others, particularly during the period in which the annual filings are being
prepared, and that information required to be disclosed by the Company and its annual filings, interim filings and other reports filed
or submitted by it under securities legislation is recorded, processed, summarized and reported within the time periods specified in
securities legislation. As at May 3, 2014, the CEO and CFO have evaluated the effectiveness of the Company’s DC&P. Based on that
evaluation, the CEO and CFO have concluded that the Company’s DC&P was effective as at May 3, 2014 and that there were no material
weaknesses relating to the design or operation of the DC&P.
67
2014 annual reportmanagement’s discussion and analysis Internal Control over Financial Reporting
Management of Empire, which includes the CEO and CFO, is responsible for establishing and maintaining Internal Control over Financial
Reporting (“ICFR”), as that term is defined in National Instrument 52-109, “Certification of Disclosure in Issuers’ Annual and Interim
Filings”. The control framework management used to design and assess the effectiveness of ICFR is “The Internal Control Integrated
Framework (1992)” published by the Committee of Sponsoring Organizations of the Treadway Commission. As at May 3, 2014, the CEO
and CFO have evaluated the effectiveness of the Company’s ICFR. Based on that evaluation, the CEO and CFO have concluded that
the Company’s ICFR was effective as at May 3, 2014 and that there were no material weaknesses relating to the design or operation
of the ICFR.
There have been no changes in the Company’s ICFR during the period beginning February 2, 2014 and ended May 3, 2014 that have
materially affected, or are reasonably likely to materially affect, the Company’s ICFR.
RELATED PARTY TRANSACTIONS
The Company has related party transactions with Crombie REIT. At the end of the fourth quarter of fiscal 2014, the Company held a
41.6 percent ownership interest in Crombie REIT which is accounted for using the equity method. As a result of the issuance of Crombie
REIT units and the conversion of Crombie REIT debentures during the current fiscal year, partially offset by the Company’s subscription
to Class B limited partnership units, the Company’s interest in Crombie REIT was reduced from 42.8 percent at the end of fiscal 2013
to 41.6 percent. On a fully diluted basis (assuming conversion of all outstanding convertible securities of Crombie REIT) the Company’s
interest in Crombie REIT would be approximately 39.3 percent.
The Company rents premises from Crombie REIT at amounts which, in management’s opinion, approximate fair market value. Based
upon the significant number of leases negotiated with third parties operating in the same markets in which the Company rents premises
from Crombie REIT, management has determined the rental payments to Crombie REIT to be indicative of fair value. During the
52 weeks ended May 3, 2014, the aggregate net payments under these leases, which are measured at exchange amount, were
$110.5 million (52 weeks ended May 4, 2013 – $80.6 million).
In addition, Crombie REIT provides administrative and management services to the Company. The charges incurred for administrative
and management services are on a cost recovery basis. For the 52 weeks ended May 3, 2014, charges incurred for administrative and
management services were $0.6 million (52 weeks ended May 4, 2013 – $1.0 million).
The Company has non-interest bearing notes payable to Crombie REIT in the amount of $1.7 million (May 4, 2013 – $2.4 million)
related to the subsidy payments to Crombie REIT pursuant to an omnibus subsidy agreement dated March 23, 2006 between certain
subsidiaries of Crombie REIT and ECL Properties Limited.
The Company owns Crombie REIT Debentures with a market value of $24.6 million (May 4, 2013 – $24.8 million). During the 52 weeks
ended May 3, 2014, the Company received income related to these securities of $1.2 million (52 weeks ended May 4, 2013 – $1.2 million).
On July 3, 2012, the Company purchased $24.0 million of Debentures from Crombie REIT, pursuant to a $60.0 million bought-deal
prospectus offering. The Debentures have a maturity date of September 30, 2019. The Debentures have a coupon of 5.00 percent per
annum and each $1,000 principal amount of Debenture is convertible into approximately 49.7512 units of Crombie REIT, at any time,
at the option of the holder, based on a conversion price of $20.10 per unit.
On September 25, 2012, the Company converted Series B convertible unsecured subordinated debentures of Crombie REIT with a face
value of $10.0 million into 909,090 units of Crombie REIT. The units were recorded at the exchange amount of $13.8 million, resulting in
a pre-tax gain of $3.8 million.
On December 14, 2012, Crombie REIT closed a bought-deal public offering of units at a price of $14.75 per unit. Concurrent with the
public offering, the Company subscribed for $24.5 million of Class B limited partnership units (which are convertible on a one-for-one
basis into units of Crombie REIT).
During the 52 weeks ended May 4, 2013, the Company sold eight properties to Crombie REIT, seven of which were leased back.
Cash consideration received for the properties was recorded at the exchange amount of $106.0 million, resulting in a pre-tax gain of
$15.0 million, which was recognized in the consolidated statements of earnings.
During the quarter ended November 3, 2012, the Company acquired a parcel of land from Genstar Development Partnership, in which
the Company holds a 40.7 percent interest. Cash consideration paid for the land was $7.6 million. The gain realized of $1.6 million was
eliminated from property and equipment.
On July 24, 2013, Sobeys entered into a sale-leaseback agreement with Crombie REIT, pursuant to which Crombie REIT agreed to
indirectly acquire 70 properties included in the Canada Safeway acquisition for $991.3 million. The sale-leaseback transaction closed
effective November 3, 2013 immediately following the close of the Canada Safeway acquisition.
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EMPIRE coMPany lIMItEdmanagement’s discussion and analysis On closing of the acquisition of the 70 properties, the Company subscribed for $150.0 million of Class B limited partnership units (which
are convertible on a one-for-one basis into units of Crombie REIT).
During the quarter ended February 1, 2014, Crombie REIT purchased from the Company their interest in certain retention leases for cash
consideration of $1.5 million resulting in a pre-tax gain of $0.4 million which was recognized in the consolidated statements of earnings.
During the fourth quarter of fiscal 2014, Sobeys entered into a loan agreement with Crombie REIT to partially finance Sobeys’ acquisition
of a property in British Columbia. The $11.9 million loan bears interest at a rate of six percent and has no principal repayments until
maturity on October 1, 2016. The Company also sold and leased back a property from Crombie REIT for cash consideration of
$10.2 million which was equal to its carrying value. In addition, the Company exchanged properties with Crombie REIT during the
fourth quarter of fiscal 2014. The properties exchanged were both located in Canmore, Alberta.
SUBSEQUENT EVENTS
Subsequent to the end of the fourth quarter of fiscal 2014, Sobeys entered into an amortizing interest rate swap for a notional amount
of $598.7 million at a fixed interest rate of 1.4 percent effective May 12, 2014 to hedge the interest rate on a portion of its Acquisition
Facility. The interest rate swap matures on December 31, 2015.
Sobeys also entered into seven EUR/CAD forward contracts subsequent to the close of the fourth quarter at an approximate Canadian
dollar value of $58.0 million. The forward contracts were entered into, to hedge and limit exposure to exchange rate fluctuations relating
to future expenditures in EUR. The forward contracts have maturities ranging from May 29, 2014 to September 1, 2016.
On May 30, 2014, Crombie REIT announced it had closed a bought-deal public offering of units at a price of $13.25 per unit. Concurrent
with the public offering, a wholly-owned subsidiary of the Company purchased approximately $40.0 million of Class B limited
partnership units (which are convertible on a one-for-one basis into units of Crombie REIT). Consequently, the Company’s interest
in Crombie REIT will be reduced from 41.6 percent to 41.5 percent.
EMPLOYEE FUTURE BENEFIT OBLIGATIONS
For the 52 weeks ended May 3, 2014, the Company contributed $11.9 million to its registered defined benefit plans (52 weeks ended
May 4, 2013 – $9.6 million). The Company expects to contribute approximately $8.6 million in fiscal 2015 to these plans. The Company
continues to assess the impact of the capital markets on its funding requirements.
DESIGNATION FOR ELIGIBLE DIVIDENDS
“Eligible dividends” receive favourable treatment for income tax purposes. To be an eligible dividend, a dividend must be designated
as such at the time of payment.
Empire has, in accordance with the administrative position of CRA, included the appropriate language on its website to designate the
dividends paid by Empire as eligible dividends unless otherwise designated.
CONTINGENCIES
There are various claims and litigation, which the Company is involved with, arising out of the ordinary course of business operations.
The Company’s management does not consider the exposure to such litigation to be material, although this cannot be predicted
with certainty.
In the ordinary course of business, the Company is subject to ongoing audits by tax authorities. While the Company believes that its tax
filing positions are appropriate and supportable, from time to time certain matters are reviewed and challenged by the tax authorities.
RISK MANAGEMENT
Through its operating companies and its equity-accounted investments, Empire is exposed to a number of risks in the normal course
of business that have the potential to affect operating performance. The Company has adopted an annual enterprise risk management
assessment which is overseen by the Company’s senior management and reported to the Board of Directors and Committees of the
Board. The enterprise risk management framework sets out principles and tools for identifying, evaluating, prioritizing and managing
risk effectively and consistently across the Company.
Competition
Empire’s food retailing business, Sobeys, operates in a dynamic and competitive market. Other national and regional food distribution
companies, along with non traditional competitors, such as mass merchandisers and warehouse clubs, represent a competitive risk to
Sobeys’ ability to attract customers and operate profitably in its markets.
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2014 annual reportmanagement’s discussion and analysis Sobeys maintains a strong national presence in the Canadian retail food and food distribution industry, operating in over 800 communities
in Canada. The most significant risk to Sobeys is the potential for reduced revenues and profit margins as a result of increased competition.
A failure to maintain geographic diversification to reduce the impacts of localized competition could have an adverse impact on Sobeys’
operating margins and results of operations. To successfully compete, Sobeys believes it must be customer and market-driven, and
to be focused on superior execution and to have efficient, cost-effective operations. It also believes it must invest in its existing store
network, as well as its merchandising, marketing and operational execution to evolve its strategic platform to better meet the needs
of consumers looking for more affordable, better food options. Any failure to successfully execute in these areas could have a material
adverse impact on Sobeys’ financial results.
Empire’s real estate operations, through its investment in Crombie REIT, compete with numerous other managers and owners of real
estate properties in seeking tenants and new properties to acquire. The existence of competing managers and owners could affect
their ability to: (i) acquire property in compliance with their investment criteria; (ii) lease space in their properties; and (iii) maximize rents
charged and minimize concessions granted. Commercial property revenue is also dependent on the renewal of lease arrangements by
key tenants. These factors could adversely affect the Company’s financial results and cash flows. A failure by Crombie REIT to maintain
strategic relationships with developers to ensure an adequate supply of prospective attractive properties or to maintain strategic
relationships with existing and potential tenants to help achieve high occupancy levels at each of its properties could adversely affect
the Company.
Genstar faces competition from other residential land developers in securing attractive sites for new residential lot development.
Although Genstar holds land for future development, it faces significant competition when looking to acquire new land for future
development. To mitigate this risk, Genstar maintains a geographically diverse inventory of well located land for development to
alleviate periods of intense competition for the acquisition of new land. In addition, Genstar management has intimate knowledge
of the residential markets where Genstar operates and in markets where it seeks new land investments.
Food Safety and Security
Sobeys is subject to potential liabilities connected with its business operations, including potential liabilities and expenses associated
with product defects, food safety and product handling. Such liabilities may arise in relation to the storage, distribution and display of
products and, with respect to Sobeys’ private label products, in relation to the production, packaging and design of products.
A large majority of Sobeys’ sales are generated from food products and Sobeys could be vulnerable in the event of a significant
outbreak of food-borne illness or increased public health concerns in connection with certain food products. Such an event could
materially affect Sobeys’ financial performance. Procedures are in place to manage food crises, should they occur. These procedures
are intended to identify risks, provide clear communication to employees and consumers and ensure that potentially harmful products
are removed from inventory immediately. Food safety related liability exposures are insured by the Company’s insurance program. In
addition, Sobeys has food safety procedures and programs which address safe food handling and preparation standards. However,
there can be no assurance that such measures will prevent the occurrence of any such contamination, and insurance may not be
sufficient to cover any resulting financial liability or reputational harm.
Human Resources
The Company is exposed to the risk of labour disruption in its operations and, with the Canada Safeway acquisition, this level of risk has
increased appreciably given that Safeway operations are almost entirely unionized. The Company has good relations with its employees
and unions and does not anticipate any material labour disruptions in fiscal 2015. However, the Company has stated that it will accept
the short-term costs of a labour disruption to support a commitment to building and sustaining a competitive cost structure for the
long-term. Any prolonged work stoppages or other labour disputes could have an adverse impact on the Company’s financial results.
Effective leadership is very important to the growth and continued success of the Company. The Company develops and delivers
training programs at all levels across its various operating regions in order to improve employee knowledge and to better serve its
customers. The ability of the Company to properly develop, train and retain its employees with the appropriate skill set could affect
the Company’s future performance.
There is always a risk associated with the loss of key personnel. Succession plans have been identified for key roles including the depth
of management talent throughout the Company and its subsidiaries which are reviewed annually by the Human Resources Committee.
Operations
The success of Empire is closely tied to the performance of Sobeys’ network of retail stores. Franchise affiliates operate approximately
46 percent of Sobeys’ retail stores. Sobeys relies on the franchise affiliates and corporate store management to successfully execute
retail strategies and programs.
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EMPIRE coMPany lIMItEdmanagement’s discussion and analysis To maintain controls over Sobeys’ brands and the quality and range of products and services offered at its stores, each franchisee
affiliate agrees to purchase merchandise from Sobeys. In addition, each store agrees to comply with the policies, marketing plans
and operating standards prescribed by Sobeys. These obligations are specified under franchise agreements which expire at various
times for individual franchisees. Despite these franchise agreements, Sobeys may have limited ability to control a franchisee’s business
operations. A breach of the franchise agreement or operational failures by a significant number of franchisees may adversely affect
Sobeys’ reputation and financial performance.
Technology
Sobeys operates an extensive complex information technology system that is vital to the successful operation of its business and
marketing strategies. Any interruption to these systems or the information collected by them would have a significant adverse impact
on the Company, its operations and its financial results.
The Company and each of its operating companies are committed to improving their operating systems, tools and procedures in order
to become more efficient and effective. The implementation of major information technology projects carries with it various risks,
including the risk of realization of benefits, that must be mitigated by disciplined change management and governance processes.
Sobeys has a business process optimization team staffed with knowledgeable internal and external resources that is responsible for
implementing the various initiatives.
Information Management
The integrity, reliability and security of information in all its forms is critical to the Company’s daily and strategic operations. Inaccurate,
incomplete or unavailable information and/or inappropriate access to information could lead to incorrect financial and/or operational
reporting, poor decisions, privacy breaches and/or inappropriate disclosure or leaks of sensitive information. In addition, gathering and
analyzing information regarding customers’ purchasing preferences is an important part of the Company’s strategy to attract and retain
customers and effectively compete.
Information management is identified as a risk in its own right, separate from the technology risk. The Company recognizes that
information is a critical enterprise asset. Currently, the information management risk is being managed at the regional and national levels
through the development of policies and procedures pertaining to security access, system development, change management and
problem and incident management. Any failure to maintain privacy of customer information or to comply with applicable privacy laws or
regulations could adversely affect the Company’s reputation, competitive position and results or operations.
Supply Chain
Sobeys is exposed to potential supply chain disruptions that could result in shortages of merchandise in its retail store network. A failure
to implement and maintain effective supplier selection and procurement practices could adversely affect Sobeys’ ability to deliver
desired products to customers and adversely affect the Company’s ability to attract and retain customers. A failure to maintain an
efficient supply and logistics chain may adversely affect Sobeys’ ability to sustain and meet growth objectives and maintain margins.
Product Costs
Sobeys is a significant purchaser of food product which may be at risk of cost inflation given rising commodity prices and other costs of
production to food manufacturers. Should rising cost of product materialize in excess of expectations and should Sobeys not be able
to offset such cost inflation through higher retail prices and/or other cost savings, there could be a negative impact on sales and margin
performance.
Economic Environment
Management continues to closely monitor economic conditions, including interest rates, inflation, employment rates and capital
markets. Management believes that although a weakening economy has an impact on all businesses and industries, the Company has
an operational and capital structure that is sufficient to meet its ongoing business requirements.
Liquidity Risk
The Company’s business is dependent in part on having access to sufficient capital and financial resources to fund its growth activities
and investment in operations. Any failure to maintain adequate financial resources could impair the Company’s growth or ability to
satisfy financial obligations as they come due. The Company actively maintains committed credit facilities to ensure that it has sufficient
available funds to meet current and foreseeable future financial requirements. The Company monitors capital markets and the related
economic conditions, and maintains access to debt capital markets for long-term debt issuances deemed prudent in order to minimize
risk and optimize pricing. However, there can be no assurance that adequate capital resources will be available in the future on
acceptable terms or at all.
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2014 annual reportmanagement’s discussion and analysis Interest Rate Fluctuation
The Company’s long-term debt objective is to maintain the majority of its debt at fixed interest rates or hedged with interest rate swaps.
Any increase in the applicable interest rates could increase expense and have a material adverse effect on the Company’s cash flow and
results of operations. The Company has historically managed interest rate risk by hedging with interest rate swaps. There can be no
assurance that any hedging or other risk management strategy, if any, undertaken by the Company will be effective.
Business Continuity
The Company may be subject to unexpected events and natural hazards, including severe weather events, interruption of utilities and
infrastructure or occurrence of pandemics, which could cause sudden or complete cessation of its day-to-day operations. The Company
has worked with industry and government sources to develop preparedness plans. However, no such plan can eliminate the risks
associated with events of this magnitude. Any failure to respond effectively or appropriately to such events could adversely affect the
Company’s operations, reputation and financial results.
Insurance
The Company and its subsidiaries are self-insured on a limited basis with respect to certain operational risks and also purchase excess
insurance coverage from financially stable third party insurance companies. In addition to maintaining comprehensive loss prevention
programs, the Company maintains management programs to mitigate the financial impact of operational risks. Such programs may
not be effective to limit the Company’s exposure to these risks, and to the extent that the Company is self-insured or liability exceeds
applicable insurance limits, the Company’s financial position could be adversely affected.
Ethical Business Conduct
Any failure of the Company to adhere to its policies, the law or ethical business practices could significantly affect its reputation and
brands and could therefore negatively impact the Company’s financial performance. The Company’s framework for managing ethical
business conduct includes the adoption of a Code of Business Conduct and Ethics which directors and employees of the Company
are required to acknowledge and agree to on a regular basis, and as part of an independent audit and security function the Company
maintains a whistle-blowing hotline. There can be no assurance that these measures will be effective to prevent violations of law or
ethical business practices.
Environmental, Health and Safety
The Company operates its business locations across the country, including multiple fuel stations. Each of these sites has the potential
to experience environmental contamination or other issues as a result of the Company’s operations or the activities of third parties,
including neighbouring properties.
When environmental issues are identified, any required environmental site remediation is completed using appropriate, qualified
internal and external resources. The Company may be required to absorb all costs associated with such remediation, which may |
be substantial.
Sobeys’ retail fuel locations operate underground storage tanks. Environmental contamination resulting from leaks or damages to these
tanks is possible. To mitigate this environmental risk, Sobeys engages in several monitoring procedures, as well as risk assessment
activities, to minimize potential environmental hazards.
These activities mitigate but do not eliminate the Company’s environmental risk, and as such, along with the risk of changes to existing
environmental protection regulatory requirements, there remains exposure for negative financial and operational impacts to the
Company in future years.
Occupational Health and Safety
The Company has developed programs to promote a healthy and safe workplace, as well as progressive employment policies focused
on the well-being of the thousands of employees who work in its stores, distribution centres and offices. These policies and programs
are reviewed regularly by the Human Resources Committee of the Board of Directors.
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EMPIRE coMPany lIMItEdmanagement’s discussion and analysis Real Estate
The Company utilizes a capital allocation process which is focused on obtaining the most attractive real estate locations for its retail
stores, as well as for its commercial property and residential development operations, with direct or indirect Company ownership being
an important, but not overriding, consideration. The Company develops certain retail store locations on owned sites; however, the
majority of its store development is done in conjunction with external developers. The availability of high potential new store sites
and/or the ability to expand existing stores is therefore in large part contingent upon the successful negotiation of operating leases
with these developers and the Company’s ability to purchase high potential sites.
Legal, Taxation and Accounting
Changes to any of the various federal and provincial laws, rules and regulations related to the Company’s business could have a
material impact on its financial results. Compliance with any proposed changes could also result in significant cost to the Company.
Failure to fully comply with various laws and rules and regulations may expose the Company to proceedings which may materially affect
its performance.
Similarly, income tax regulations and/or accounting pronouncements may be changed in ways which could negatively affect the
Company. The Company mitigates the risk of not being in compliance with the various laws and rules and regulations by monitoring
for newly adopted activities, improving technology systems and controls, improving internal controls to detect and prevent errors and
overall, application of more scrutiny to ensure compliance. In the ordinary course of business, the Company is subject to ongoing audits
by tax authorities. While the Company believes that its tax filing positions are appropriate and supportable, from time to time certain
matters are reviewed and challenged by the tax authorities.
Utility and Fuel Prices
The Company is a significant consumer of electricity, other utilities and fuel. These items have been subject to significant volatility.
Unanticipated cost increases in these items could negatively affect the Company’s financial performance. A failure to maintain effective
consumption and procurement programs could adversely affect the Company’s financial results. In addition, Sobeys operates a large
number of fuel stations. Significant increases in wholesale prices or availability could adversely affect operations and financial results of
the fuel retailing business.
Credit Rating
There can be no assurance that the credit rating assigned to Sobeys or the Notes will remain in effect for any given period of time or
that the rating will not be lowered, withdrawn or revised by DBRS or S&P at any time. Real or anticipated changes in credit rating can
affect the cost at which Sobeys can access the capital markets. The likelihood that Sobeys’ creditors will receive payments owing to
them will depend on the Sobeys’ financial health and creditworthiness. Credit ratings assigned by a ratings agency provide an opinion
of that ratings agency on the risk that an issuer will fail to satisfy its financial obligations in accordance with the terms under which an
obligation has been issued. Receipt of a credit rating provides no guarantee of Sobeys’ future creditworthiness.
Foreign Currency
The Company conducts the majority of its operating business in CAD and its foreign exchange risk is mainly limited to currency
fluctuations between the CAD, the Euro (“EUR”) and the USD. USD purchases of products represent approximately 3.6 percent of
Sobeys’ total annual purchases with EUR purchases limited to specific contracts for capital expenditures. A failure to adequately manage
the risk of exchange rate changes could adversely affect the Company’s financial results.
Capital Allocation
It is important that capital allocation decisions result in an appropriate return on capital. The Company has a number of strong
mitigation strategies in place regarding the allocation of capital, including the Board of Directors’ review of significant capital
allocation decisions.
Seasonality
The Company’s operations as they relate to food, specifically inventory levels, sales volume and product mix, are impacted to some
degree by certain holiday periods in the year.
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2014 annual reportmanagement’s discussion and analysis Foreign Operations
The Company has certain foreign operations. The Company’s foreign operations are limited to a small number of produce brokerage
operations and residential real estate partnerships based in the United States.
Drug Regulation
Legislated changes to generic prescription drug prices continued to impact Sobeys in fiscal 2014. On January 18, 2013, it was
announced that in all provinces, with the exception of Québec, the reimbursement rate for the top six generic prescription drugs would
be significantly reduced as of April 1, 2013 impacting fiscal 2013 and onward. It was further announced that as of April 1, 2014, the
reimbursement rate on four additional high volume generic prescription drugs would be significantly reduced. Other amendments, the
impacts of which vary province by province, continue to be announced. Sobeys will continue to identify opportunities to mitigate the
negative impact on financial performance resulting from these changes.
Pension Plans
The Company has certain retirement benefit obligations under its registered defined benefit plans. New regulations and market
driven changes may result in changes in discount rates and other variables which could result in the Company being required to make
contributions that differ from estimates, which could have an adverse affect on the financial performance of the Company.
As a result of the Canada Safeway acquisition, the Company participates in various multi-employer pension plans, providing pension
benefits to unionized employees pursuant to provisions in collective bargaining agreements. Approximately 17.0 percent of employees
of Sobeys and its independent franchisees participate in these plans. Sobeys’ responsibility to make contributions to these plans is
limited by the amounts established in the collective bargaining agreements, however, poor performance of these plans could have a
negative effect on Sobeys’ employees or could result in changes to the terms and conditions of participation in these plans, which in
turn could negatively affect the financial performance of the Company.
Leverage Risk
The Company’s degree of leverage, particularly since the draw of credit facilities to complete the acquisition could have adverse
consequences for the Company, including limiting the Company’s ability to obtain additional financing for working capital, capital
expenditures, product development, debt service requirements, acquisitions and general corporate or other purposes; restricting the
Company’s flexibility and discretion to operate its business; limiting the Company’s ability to declare dividends on its Class A Shares;
having to dedicate a portion of the Company’s cash flows from operations to the payment of interest on its existing indebtedness and
not having such cash flows available for other purposes, including operations, capital expenditures and future business opportunities;
exposing the Company to increased interest expense on borrowings at variable rates; limiting the Company’s ability to adjust to
changing market conditions; placing the Company at a competitive disadvantage compared to its competitors that have less debt;
making the Company vulnerable in a downturn in general economic conditions; and making the Company unable to make capital
expenditures that are important to its growth and strategies.
Transitional Risk
Safeway US has agreed to provide certain information technology, produce procurement services and continued use of certain services
from contracts for an initial period of 18 months from the Canada Safeway acquisition closing, which may be extended for up to three
additional months at Sobeys’ election. There can be no assurance that third party contracts that are shared between Safeway US and
Canada Safeway can be replaced on similar terms or that Safeway US will fulfill its obligations under this agreement in a manner that
allows Sobeys to maintain the operations of the Canada Safeway Business and facilitates the efficient and effective transition of business
operations, or at all. Further, there can be no assurance that the transition process will be completed within 21 months.
Integration of the Combined Business
Sobeys’ ability to maintain and successfully execute its business depends upon the judgment and project execution skills of its senior
management. Any management disruption or difficulties in integrating Sobeys’ and Canada Safeway’s management and operations staff
could significantly affect Sobeys’ business and results of operations. The success of the Canada Safeway acquisition will depend, in large
part, on the ability of management to realize the anticipated benefits and cost synergies from integration of the businesses of Sobeys
and Canada Safeway. The integration of Sobeys and Canada Safeway may result in significant challenges, and management may be
unable to accomplish the integration smoothly, or successfully, in a timely manner or without spending significant amounts of money. It
is possible that the integration process could result in the loss of key employees, the disruption of the respective ongoing businesses or
inconsistencies in standards, controls, procedures and policies that adversely affect the ability of management to maintain relationships
with clients, suppliers, employees or to achieve the anticipated benefits of the Canada Safeway acquisition.
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EMPIRE coMPany lIMItEdmanagement’s discussion and analysis The integration of Canada Safeway requires the dedication of substantial effort, time and resources on the part of management which
may divert management’s focus and resources from other strategic opportunities and from operational matters during this process.
There can be no assurance that management will be able to integrate the operations of each of the businesses successfully or achieve
any of the synergies or other benefits that are anticipated as a result of the Canada Safeway acquisition. The extent to which synergies
are realized and the timing of such cannot be assured. Any inability of management to successfully integrate the operations of Sobeys
and Canada Safeway, including, but not limited to, information technology and financial reporting systems, could have a material
adverse effect on the business, financial condition and results of operations of Sobeys.
Additional financial information relating to Empire, including the Company’s Annual Information Form, can be found on the Company’s
website www.empireco.ca or on the SEDAR website for Canadian regulatory filings at www.sedar.com.
Dated: June 26, 2014
Stellarton, Nova Scotia, Canada
75
2014 annual reportmanagement’s discussion and analysis Consolidated financial
statements
Table of Contents
Management’s Statement of Responsibility for Financial Reporting
Independent Auditor’s Report
Consolidated Financial Statements
Consolidated Balance Sheets
Consolidated Statements of Earnings
Consolidated Statements of Comprehensive Income
Consolidated Statements of Changes in Shareholders’ Equity
Consolidated Statements of Cash Flows
Notes to the Consolidated Financial Statements
Eleven-Year Financial Review
Glossary
Shareholder and Investor Information
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IBC
7676
EMPIRE COMPANy LIMITED
EMPIRE coMPany lIMItEdmanagement’s discussion and analysis
Management’s statement
of responsibility for
financial reporting
Preparation of the consolidated financial statements accompanying this annual report and the presentation of all other information
in the report is the responsibility of management. The consolidated financial statements have been prepared in accordance with
International Financial Reporting Standards or Generally Accepted Accounting Principles and reflect management’s best estimates and
judgments. All other financial information in the report is consistent with that contained in the consolidated financial statements.
Management of the Company has established and maintains a system of internal control that provides reasonable assurance as to the
integrity of the consolidated financial statements, the safeguarding of Company assets, and the prevention and detection of fraudulent
financial reporting.
The Board of Directors, through its Audit Committee, oversees management in carrying out its responsibilities for financial reporting
and systems of internal control. The Audit Committee, which is chaired by and composed solely of directors who are unrelated to,
and independent of, the Company, meet regularly with financial management and external auditors to satisfy itself as to reliability and
integrity of financial information and the safeguarding of assets. The Audit Committee reports its findings to the Board of Directors for
consideration in approving the annual consolidated financial statements to be issued to shareholders.
The external auditors have full and free access to the Audit Committee.
(signed) “Marc Poulin”
(signed) “François Vimard”
Marc Poulin
President and
Chief Executive Officer
François Vimard
Chief Financial Officer
June 26, 2014
June 26, 2014
77
2014 ANNUAL REPORT
Independent
Auditor’s Report
To the shareholders of Empire Company Limited
We have audited the accompanying consolidated financial statements of Empire Company Limited, which comprise the consolidated
balance sheets as at May 3, 2014 and May 4, 2013 and the consolidated statements of earnings, comprehensive income, changes in
shareholders’ equity, and cash flows for the 52 week fiscal years then ended, and a summary of significant accounting policies and
other explanatory information.
Management’s responsibility for the 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.
Auditor’s responsibility
Our responsibility is to express an opinion on these consolidated financial statements based on our audits. We conducted our audits
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 the auditor’s 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, the auditor considers 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 in our audits 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 Empire
Company Limited as at May 3, 2014 and May 4, 2013, and its consolidated financial performance and its consolidated cash flows for the
52 week fiscal years then ended, in accordance with International Financial Reporting Standards.
(signed) “Grant Thornton LLP”
Chartered Accountants
Halifax, Canada
June 26, 2014
78
EMPIRE COMPANY LIMITED CONSOLIDATED BALANCE SHEETS
As at
(in millions of Canadian dollars)
Assets
Current
Cash and cash equivalents
Receivables
Inventories (Note 4)
Prepaid expenses
Loans and other receivables (Note 5)
Investments
Income taxes receivable
Assets held for sale (Note 6 and 23)
Loans and other receivables (Note 5)
Investments
Investments, at equity (Note 7)
Other assets (Note 8)
Property and equipment (Note 9)
Investment property (Note 10)
Intangibles (Note 11)
Goodwill (Note 12)
Deferred tax assets (Note 13)
Liabilities
Current
Bank indebtedness (Note 14)
Accounts payable and accrued liabilities
Income taxes payable
Provisions (Note 15)
Long-term debt due within one year (Note 16)
Provisions (Note 15)
Long-term debt (Note 16)
Other long-term liabilities (Note 17)
Deferred tax liabilities (Note 13)
Shareholders’ Equity
Capital stock (Note 19)
Contributed surplus
Retained earnings
Accumulated other comprehensive income (loss)
Non-controlling interest
See accompanying notes to the consolidated financial statements.
(1) Certain fiscal 2013 amounts have been restated (see Note 3(aa)(i)).
On Behalf of the Board
(signed) “Rob Dexter”
(signed) “Marc Poulin”
Rob Dexter
Director
Marc Poulin
Director
May 3, 2014
May 4, 2013(1)
$
429.3
460.5
1,310.2
114.3
46.4
–
39.7
204.8
2,605.2
52.5
24.8
554.2
30.3
3,650.7
104.5
950.8
4,134.0
131.0
$
455.2
381.7
900.8
86.2
66.2
14.5
33.8
22.0
1,960.4
53.8
25.0
407.6
50.5
2,703.0
96.9
490.5
1,310.4
42.3
$ 12,238.0
$
7,140.4
$
–
2,246.0
21.0
82.4
218.0
2,567.4
140.7
3,279.9
389.2
119.3
6,496.5
2,108.6
5.0
3,585.9
1.0
5,700.5
41.0
5,741.5
$
6.0
1,765.8
75.2
30.6
47.6
1,925.2
52.9
915.9
309.7
180.6
3,384.3
319.3
6.7
3,406.9
(8.1)
3,724.8
31.3
3,756.1
$ 12,238.0
$
7,140.4
79
2014 ANNUAL REPORT
May 3, 2014
May 4, 2013(1)
$ 20,993.0
14.1
50.2
$ 17,400.8
54.2
44.0
15,941.3
4,787.5
13,326.3
3,599.5
328.5
133.2
195.3
36.3
159.0
84.4
$
243.4
$
573.2
55.4
517.8
136.4
381.4
7.2
388.6
$
8.0
$
9.1
151.0
84.4
$
243.4
$
372.3
7.2
388.6
$
$
$
$
$
$
$
$
1.89
1.05
2.94
1.88
1.05
2.93
80.0
80.2
5.48
0.11
5.59
5.47
0.11
5.58
67.9
68.1
CONSOLIDATED STATEMENTS OF EARNINGS
52 Weeks Ended
(in millions of Canadian dollars, except per share amounts)
Sales
Other income (Note 20)
Share of earnings from investments, at equity (Note 7)
Operating expenses
Cost of sales
Selling and administrative expenses
Operating income
Finance costs, net (Note 22)
Earnings before income taxes
Income taxes (Note 13)
Net earnings from continuing operations
Net earnings from discontinued operations (Note 23)
Net earnings
Earnings for the year attributable to:
Non-controlling interest
Owners of the parent
From continuing operations
From discontinued operations
Earnings per share from continuing and discontinued operations (Note 24)
Basic
From continuing operations
From discontinued operations
Total
Diluted
From continuing operations
From discontinued operations
Total
Weighted average number of common shares outstanding, in millions (Note 24)
Basic
Diluted
See accompanying notes to the consolidated financial statements.
(1) Certain fiscal 2013 amounts have been restated (see Note 3(aa)(i) and 23).
80
EMPIRE coMPany lIMItEd
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
52 Weeks Ended
(in millions of Canadian dollars)
Net earnings
Other comprehensive income
Items that will be reclassified subsequently to net earnings
Unrealized gains on derivatives designated
as cash flow hedges (net of income taxes of $(0.3) (2013 - $(0.3)))
Reclassification of losses on derivative instruments designated
as cash flow hedges to earnings (net of income taxes of $ nil (2013 - $(0.5)))
Unrealized (losses) gains on available for sale financial assets
(net of income taxes of $ nil (2013 - $(0.3)))
Reclassification of gains on available for sale financial assets
to earnings (net of income taxes of $ nil (2013 - $0.6))
Share of other comprehensive income of investments,
at equity (net of income taxes of $ nil (2013 - $(0.7)))
Exchange differences on translation of foreign operations
Items that will not be reclassified subsequently to net earnings
Actuarial gains on defined benefit plans (net of income taxes of $(11.4) (2013 - $(3.5)))
Total comprehensive income
Total comprehensive income for the year attributable to:
Non-controlling interest
Owners of the parent
Total comprehensive income attributable to owners of the parent arises from:
Continuing operations
Discontinued operations (Note 23)
See accompanying notes to the consolidated financial statements.
(1) Certain fiscal 2013 amounts have been restated (see Note 3(aa)(i) and 23).
May 3, 2014
May 4, 2013(1)
$
243.4
$
388.6
0.6
–
(0.2)
–
2.7
6.0
0.5
1.2
1.3
(3.0)
1.7
1.0
29.9
11.7
$
282.4
$
403.0
$
8.0
274.4
$
282.4
$
$
190.0
84.4
274.4
$
$
$
$
9.1
393.9
403.0
386.7
7.2
393.9
81
2014 annual report
CONSOLIDATED STATEMENTS OF CHANGES IN SHAREHOLDERS’ EQUITY
(in millions of Canadian dollars)
Balance at May 5, 2012(1)
Dividends declared
on common shares
Employee share options
Capital transactions
with structured entities
Transactions with owners
Net earnings
Other comprehensive income
Unrealized gains on
derivatives designated
as cash flow hedges
Reclassification of losses
on derivative instruments
designated as cash flow
hedges to earnings
Unrealized gains on available
for sale financial assets
Reclassification of gains on
available for sale financial
assets to earnings
Actuarial gains on defined
benefit plans
Share of other comprehensive
income of investments,
at equity
Exchange differences on
translation of foreign
operations
Total comprehensive income
for the year
Balance at May 4, 2013(1)
Dividends declared on
common shares
Employee share options
Capital transactions
with structured entities
Issuance of common
shares (Note 19)
Transactions with owners
Net earnings
Other comprehensive income
Unrealized gains on
derivatives designated
as cash flow hedges
Unrealized losses on
available for sale
financial assets
Actuarial gains on defined
benefit plans
Share of other comprehensive
income of investments,
at equity
Exchange differences on
translation of foreign
operations
Total comprehensive income
for the year
Balance at May 3, 2014
Capital
Stock
Contributed
Surplus
Accumulated
Other
Comprehensive
(Loss) Income
Total
Retained
Earnings
Attributable Non-controlling
Interest
to Parent
Total
Equity
$
319.3
$
6.1
$
(10.8)
$ 3,080.9
$ 3,395.5
$
35.1
$ 3,430.6
–
–
–
–
–
–
–
–
–
–
–
–
–
0.6
–
0.6
–
–
–
–
–
–
–
–
–
319.3
$
$
–
6.7
$
–
2.2
–
1,787.1
1,789.3
–
–
–
–
–
–
–
(1.7)
–
–
(1.7)
–
–
–
–
–
–
–
$ 2,108.6
–
5.0
$
$
–
–
–
–
–
0.5
1.2
1.3
(3.0)
–
1.7
1.0
2.7
(8.1)
–
–
–
–
–
–
(65.2)
–
–
(65.2)
379.5
–
–
–
–
11.7
–
–
(65.2)
0.6
–
(64.6)
379.5
0.5
1.2
1.3
(3.0)
11.7
1.7
1.0
–
–
(12.9)
(12.9)
9.1
–
–
–
–
–
–
–
(65.2)
0.6
(12.9)
(77.5)
388.6
0.5
1.2
1.3
(3.0)
11.7
1.7
1.0
391.2
$ 3,406.9
393.9
$ 3,724.8
9.1
31.3
403.0
$ 3,756.1
$
(83.3)
(3.0)
(83.3)
(2.5)
–
–
–
(86.3)
235.4
1,787.1
1,701.3
235.4
–
–
1.7
–
1.7
8.0
(83.3)
(2.5)
1.7
1,787.1
1,703.0
243.4
0.6
(0.2)
–
–
0.6
(0.2)
–
29.9
29.9
–
–
2.7
6.0
2.7
6.0
9.1
1.0
–
–
–
–
–
0.6
(0.2)
29.9
2.7
6.0
265.3
$ 3,585.9
274.4
$ 5,700.5
8.0
41.0
$
282.4
$ 5,741.5
See accompanying notes to the consolidated financial statements.
(1) Certain fiscal 2013 amounts have been restated (see Note 3(aa)(i)).
82
EMPIRE coMPany lIMItEd
CONSOLIDATED STATEMENTS OF CASH FLOWS
52 Weeks Ended
(in millions of Canadian dollars)
Operations
Net earnings
Adjustments for:
Restructuring
Depreciation
Income taxes
Finance costs, net (Note 22 and 23)
Amortization of intangibles
Gain on disposal of assets (Note 20 and 23)
Impairment (reversal) of non-financial assets (Note 9, 10, 11 and 12)
Amortization of deferred items
Equity in earnings of other entities, net of dividends received
Employee future benefits obligation
Increase in long-term lease obligation
Decrease in long-term provisions
Stock-based compensation
Losses recognized on re-measurement of assets and restructuring costs
of discontinued operations (Note 23)
Net change in non-cash working capital
Income taxes paid, net
Cash flows from operating activities
Investment
Net increase in investments
Property, equipment and investment property purchases
Proceeds on disposal of property, equipment and investment property
Additions to intangibles
Loans and other receivables
Other assets and other long-term liabilities
Proceeds on sale of asset-backed commercial paper
Business acquisitions (Note 25)
Interest received
Non-controlling interest
Cash flows used in investing activities
Financing
(Decrease) increase in bank indebtedness
Issue of long-term debt
Deferred debt financing costs
Repayment of long-term debt
Stock option purchases
Interest paid
Issue of Non-voting Class A shares, net (Note 19)
Share issue costs
Dividends paid, common shares
Cash flows from (used in) financing activities
Decrease in cash and cash equivalents
Cash and cash equivalents, beginning of year
Cash and cash equivalents, end of year
See accompanying notes to the consolidated financial statements.
(1) Certain fiscal 2013 amounts have been restated (see Note 3(aa)(i) and 23).
May 3, 2014
May 4, 2013(1)
$
243.4
$
388.6
169.8
362.5
49.6
134.0
68.1
(137.5)
(7.0)
7.1
27.5
2.9
1.2
(0.6)
4.8
34.8
38.4
(211.6)
787.4
(151.6)
(571.4)
1,644.4
(18.5)
21.2
1.1
26.0
(5,825.0)
4.4
1.7
(4,867.7)
(6.0)
3,337.6
(50.6)
(798.6)
(9.1)
(102.3)
1,842.6
(75.9)
(83.3)
4,054.4
(25.9)
455.2
$
429.3
$
–
314.8
138.3
57.0
44.5
(47.2)
6.9
0.9
37.8
2.7
4.2
(8.0)
0.6
–
(73.6)
(86.5)
781.0
(150.4)
(531.9)
181.1
(12.3)
(19.1)
12.2
–
(17.9)
3.0
(12.9)
(548.2)
1.6
133.7
–
(303.0)
-
(54.9)
–
–
(65.2)
(287.8)
(55.0)
510.2
455.2
83
2014 annual report
Notes to the Consolidated
Financial Statements
May 3, 2014 (in millions of Canadian dollars, except per share amounts)
1. REPORTING ENTITY
Empire Company Limited (“Empire” or the “Company”) is a diversified Canadian company whose key businesses include food retailing
and corporate investment activities. The Company is incorporated in Canada and the address of its registered office of business is
115 King Street, Stellarton, Nova Scotia, B0K 1S0, Canada. The consolidated financial statements for the year ended May 3, 2014
include the accounts of Empire, all subsidiary companies, including 100 percent owned Sobeys Inc. (“Sobeys”), and certain enterprises
considered structured entities (“SEs”), where control is achieved on a basis other than through ownership of a majority of voting rights.
Investments in which the Company has significant influence are accounted for using the equity method. The Company’s fiscal year ends
on the first Saturday in May. As a result, the fiscal year is usually 52 weeks but results in a duration of 53 weeks every five to six years.
2. BASIS OF PREPARATION
Statement of compliance
The consolidated financial statements have been prepared in accordance with International Financial Reporting Standards (“IFRS” or
“GAAP”) as issued by the International Accounting Standards Board (“IASB”).
The consolidated financial statements were authorized for issue by the Board of Directors on June 26, 2014.
Basis of measurement
The consolidated financial statements are prepared on the historical cost basis, except the following assets and liabilities which are
stated at their fair value: derivative financial instruments, financial instruments classified as fair value through profit and loss (“FVTPL”),
financial instruments classified as available for sale, and stock based compensation plans.
Use of estimates and judgments
The preparation of consolidated financial statements requires management to make judgments, estimates and assumptions that
affect the amounts reported in the consolidated financial statements and accompanying notes. The use of estimates, judgments and
assumptions are all interrelated. Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting
estimates are recognized in the period in which the estimates are revised and in any future periods affected.
The Company has applied judgment in its assessment of the appropriateness of consolidation of SEs, the appropriateness of equity
accounting for its investments in associates and joint ventures, the classification of leases and financial instruments, the level of
componentization of property and equipment, the determination of cash generating units, the identification of indicators of impairment
for property and equipment, investment property and intangible assets, the recognition and measurement of assets acquired and
liabilities assumed, and the recognition of provisions.
The Company’s investments in associates are accounted for using the equity accounting method. In assessing the potential impact of
IFRS 10 which became effective during the first quarter of 2014 (Note 3(aa)(ii)), management used significant judgment in determining
whether the Company has power over each of its investments contained in investments in associates and its ability to use its power over
the investees. The criteria for determining whether an investee should be accounted for using the consolidation or equity accounting
method are whether the investor possesses power over the investee, has exposure to variable returns from the investee and has the
ability to use its power over the investee to affect its returns.
Estimates and assumptions that could have a significant impact on the amounts recognized in the consolidated financial statements
are summarized below. Estimates are based on management’s best knowledge of current events and actions that the Company may
undertake in the future. Actual results could differ from these estimates.
84
EMPIRE coMPany lIMItEd (a) Inventories
Inventories are valued at the lower of cost and estimated net realizable value. Significant estimation or judgment is required in the
determination of (i) inventories valued at retail and adjusted to cost; (ii) estimated inventory provisions due to spoilage and shrinkage
occurring between the last physical inventory count and the balance sheet dates; and (iii) estimated inventory provisions associated
with vendor allowances and internal charges.
(b) Impairment
Management assesses impairment of non-financial assets such as goodwill, intangible assets, property and equipment, and investment
property. In assessing impairment, management estimates the recoverable amount of each asset or cash-generating unit based on
expected future cash flows. When measuring expected future cash flows, management makes assumptions about future growth of
profits which relate to future events and circumstances. Actual results could vary from these estimated future cash flows. Estimation
uncertainty relates to assumptions about future operating results and the application of an appropriate discount rate. Impairment losses
and reversals are disclosed in the consolidated financial statements in Notes 9, 10, 11, and 12.
(c) Employee future benefits
Accounting for the costs of defined benefit pension plans and other post-employment benefits requires the use of a number of
assumptions. Pension obligations are based on current market conditions and actuarial determined data such as medical cost trends,
mortality rates, and future salary increases. A sensitivity analysis and more detail of key assumptions used in measuring the pension
and post-employment benefit obligations are disclosed in Note 18.
(d) Income taxes
Assumptions are applied when management assesses the timing and reversal of temporary differences and estimates the Company’s
future earnings to determine the recognition of current and deferred income taxes. Judgments are also made by management when
interpreting the tax rules in jurisdictions where the Company operates. Note 13 details the current and deferred income tax expense
and deferred tax assets and liabilities.
(e) Business acquisitions
For business acquisitions, the Company applies judgment on the recognition and measurement of assets acquired and liabilities
assumed, and estimates are utilized to calculate and measure such adjustments, and to calculate the proforma results as if the business
acquisitions had occurred at the beginning of the Company’s fiscal year. In measuring the fair value of an acquiree’s assets and liabilities
management uses estimates about future cash flows and discount rates. Any measurement changes upon initial recognition would affect
the measurement of goodwill, except for deferred taxes.
(f) Provisions
Estimates and assumptions are used to calculate provisions when the Company estimates the expected future cash flows relating to the
obligation and applies an appropriate discount rate.
3. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
(a) Basis of consolidation
The financial statements for the Company include the accounts of the Company and all of its subsidiary undertakings drawn up to the
reporting date. Subsidiaries, including SEs, are all entities which the Company controls. All subsidiaries have a reporting date within five
weeks of the Company’s reporting date. Where necessary, adjustments have been made to reflect transactions between the reporting
dates of the Company and its subsidiaries.
Control exists when the Company has existing rights that give it the current ability to direct the activities that significantly affect the
entity’s returns. The Company reassesses control on an ongoing basis.
SEs are entities controlled by the Company which were designed so that voting or similar rights are not the dominant factor in deciding
who controls the entity. SEs are consolidated if based on an evaluation of the substance of its relationship with the Company, the
Company concludes that it controls the SE. SEs controlled by the Company were established under terms that impose strict limitations
on the decision making powers of the SEs management and that results in the Company receiving the majority of the benefits related to
the SEs operations and net assets, being exposed to the majority of risks incident to the SEs activities, and retaining the majority of the
residual or ownership risks related to the SEs or their assets.
85
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts All intercompany transactions, balances, income, and expenses are eliminated in preparing the consolidated financial statements.
Earnings or losses and other comprehensive income of subsidiaries acquired or disposed of during the period are recognized from
the effective date of acquisition, or up to the effective date of disposal, as applicable.
Non-controlling interest represents the portion of a subsidiary’s earnings and losses and net assets that is not held by the Company. If
losses in a subsidiary applicable to a non-controlling interest exceed the non-controlling interest in the subsidiary’s equity, the excess is
allocated to the non-controlling interest except to the extent that the majority has a binding obligation and is able to cover the losses.
(b) Business acquisitions
Business acquisitions are accounted for by applying the acquisition method. The acquisition method involves the recognition of the
acquiree’s identifiable assets and liabilities, including contingent liabilities, regardless of whether they were recorded in the financial
statements prior to acquisition. The acquiree’s identifiable assets, liabilities, and contingent liabilities that meet the conditions for
recognition under IFRS 3, “Business Combinations”, are recognized at their fair value at the acquisition date, except for: (i) deferred tax
assets or liabilities and liabilities or assets related to employee benefit arrangements which are recognized and measured in accordance
with International Accounting Standard (“IAS”) 12, “Income Taxes”, and IAS 19, “Employee Benefits”, respectively; and (ii) assets (or
disposal groups) that are classified as held for sale in accordance with IFRS 5, “Non-current Assets Held for Sale and Discontinued
Operations”, which are measured and recognized at fair value less costs to sell. Goodwill arising on acquisition is recognized as an asset
and represents the excess of acquisition cost over the fair value of the Company’s share of the identifiable net assets of the acquiree
at the date of the acquisition. Any excess of identifiable net assets over the acquisition cost is recognized in net earnings or loss
immediately after acquisition. Transaction costs related to the acquisition are expensed as they are incurred.
(c) Foreign currency translation
Assets and liabilities of foreign operations with a different functional currency than the Company are translated at exchange rates
in effect at each reporting period end date. The revenues and expenses are translated at average exchange rates for the period.
Cumulative gains and losses on translation are shown in accumulated other comprehensive income or loss.
Monetary assets and liabilities denominated in foreign currencies are translated into Canadian dollars at the foreign currency exchange
rate in effect at each reporting period end date. Non-monetary items are translated at the historical exchange rate at the date of
transaction. Exchange gains or losses arising from the translation of these balances denominated in foreign currencies are recognized
in operating income. Revenues and expenses denominated in foreign currencies are translated into Canadian dollars at the average
foreign currency exchange rate for the period.
(d) Cash and cash equivalents
Cash and cash equivalents are defined as cash and guaranteed investments with a maturity less than 90 days at date of acquisition.
(e) Inventories
Warehouse inventories are valued at the lower of cost and net realizable value with cost being determined on a weighted average cost
basis. Retail inventories are valued at the lower of cost and net realizable value. Cost is determined using a weighted average cost
using either the standard cost method or retail method. The retail method uses the anticipated selling price less normal profit margins,
on a weighted average cost basis. The cost of inventories is comprised of directly attributable costs and includes the purchase price
plus other costs incurred in bringing the inventories to their present location and condition, such as freight. The cost is reduced by the
value of rebates and allowances received from vendors. The Company estimates net realizable value as the amount that inventories
are expected to be sold taking into consideration fluctuations of retail price due to seasonality less estimated costs necessary to make
the sale. Inventories are written down to net realizable value when the cost of inventories is not estimated to be recoverable due to
obsolescence, damage or permanent declines in selling prices. When circumstances that previously caused inventories to be written
down below cost no longer exist or when there is clear evidence of an increase in retail selling price, the amount of the write-down
previously recorded is reversed. Costs that do not contribute to bringing inventories to their present location and condition, such as
storage and administrative overheads, are specifically excluded from the cost of inventories and are expensed in the period incurred.
(f) Income taxes
Tax expense recognized in net earnings or loss comprises the sum of deferred income tax and current income tax not recognized in
other comprehensive income.
86
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts Current income tax assets and liabilities are comprised of obligations to, or claims from, fiscal authorities relating to the current or prior
reporting periods, that are unpaid at the reporting date. Current tax is payable on taxable earnings, which differs from net earnings or
loss in the consolidated financial statements. The calculation of current income tax is based on tax rates and tax laws that have been
enacted or substantively enacted at the end of the reporting period.
Deferred income taxes are calculated using the asset and liability method on temporary differences between the carrying amounts of
assets and liabilities and their related tax bases. However, deferred tax is not provided on the initial recognition of goodwill or on the
initial recognition of an asset or liability unless the related transaction is a business acquisition or affects tax or accounting profit. The
deferred tax assets and liabilities have been measured using substantively enacted tax rates that will be in effect when the amounts are
expected to settle. Deferred tax assets are only recognized to the extent that it is probable that they will be able to be utilized against
future taxable income. The assessment of the probability of future taxable income in which deferred tax assets can be utilized is based
on the Company’s latest approved forecast, which is adjusted for significant non-taxable income and expenses and specific limits to the
use of any unused tax loss or credit. If a positive forecast of taxable income indicates the probable use of a deferred tax asset, especially
when it can be used without a time limit, that deferred tax asset is usually recognized in full. The recognition of deferred tax assets that
are subject to certain legal or economic limits or uncertainties are assessed individually by management based on the specific facts
and circumstances.
Deferred tax assets and liabilities are offset only when the Company has a right and intention to offset current tax assets and liabilities
from the same taxation authority. Changes in deferred tax assets or liabilities are recognized as a component of income or expense in
net earnings or loss, except where they relate to items that are recognized in other comprehensive income (such as the unrealized gains
and losses on cash flow hedges) or directly in equity.
(g) Assets held for sale
Certain property and equipment, inventory, and intangible assets have been listed for sale and reclassified as assets held for sale on the
consolidated balance sheets. These assets are expected to be sold within a twelve month period. Assets held for sale are valued at the
lower of carrying value and fair value less cost of disposal. Liabilities assumed upon sale of assets or debts to be repaid as part of a sale
transaction are also classified as liabilities relating to assets held for sale.
(h) Investments in associates
Associates are those entities over which the Company is able to exert significant influence but which it does not control and which are
not interests in a joint venture. Control is reassessed on an ongoing basis. Investments in associates are initially recognized at cost and
subsequently accounted for using the equity method.
Acquired investments in associates are also subject to the acquisition method as explained above. However, any goodwill or fair value
adjustment attributable to the Company’s share in the associate is included in the amount recognized as investments in associates.
All subsequent changes to the Company’s share of interest in the equity of the associate are recognized in the carrying amount of
the investment. Changes resulting from the earnings or losses generated by the associate are reported within share of earnings from
investments, at equity on the Company’s consolidated statements of earnings. These changes include subsequent depreciation,
amortization or impairment of the fair value adjustments of assets and liabilities.
Changes resulting from earnings of the associate or items recognized directly in the associate’s equity are recognized in earnings or
equity of the Company, as applicable. However, when the Company’s share of losses in an associate equals or exceeds its interest
in the associate, including any unsecured receivables, the Company does not recognize further losses, unless it has incurred legal or
constructive obligations or made payments on behalf of the associate. If the associate subsequently reports earnings, the Company
resumes recognizing its share of those earnings only after its share of the earnings exceeds the accumulated share of losses that had
previously not been recognized.
Unrealized gains and losses on transactions between the Company and its associates are eliminated to the extent of the Company’s
interest in those entities. Where unrealized losses are eliminated, the underlying asset is also tested for impairment losses from a
Company perspective.
At each reporting period end date, the Company assesses whether there are any indicators of impairment in its investment in associates.
For investments in publicly traded entities, carrying value of the investment is compared to the current market value of the investment
based on its quoted price at the balance sheet date. For entities which are not publicly traded, value-in-use of the investment is
determined by estimating the Company’s share of the present value of the estimated cash flow’s expected to be generated by the
investee. If impaired, the carrying value of the Company’s investment is written down to its estimated recoverable amount, being the
higher of fair value less cost to sell and value-in-use.
87
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts In the process of measuring future cash flows, management makes assumptions about future growth of profits. These assumptions relate
to future events and circumstances. The actual results may vary and may cause significant adjustments to the Company’s investments in
associates in the subsequent financial years.
Each of the associates identified by the Company has a reporting year end of December 31. For purposes of the Company’s
consolidated year end financial statements, each of the associates results are included based on financial statements prepared as at
March 31, with any changes occurring between March 31 and the Company’s year-end that would materially affect the results being
taken into account.
(i) Financial instruments
Financial instruments are recognized on the consolidated balance sheets when the Company becomes a party to the contractual
provisions of a financial instrument. The Company is required to initially recognize all of its financial assets and liabilities, including
derivatives and embedded derivatives in certain contracts, at fair value. Loans and receivables, held to maturity financial assets and
other financial liabilities are subsequently measured at amortized cost. Derivatives and non-financial derivatives must be recorded at
fair value on the consolidated balance sheets unless they are exempt from derivative treatment based upon expected purchase, sale
or usage requirements.
The Company classifies financial assets and liabilities according to their characteristics and management’s choices and intentions related
thereto for the purpose of ongoing measurements. Classification choices for financial assets include: a) FVTPL – measured at fair value
with changes in fair value recorded in net earnings; b) held to maturity – recorded at amortized cost with gains and losses recognized
in net earnings in the period that the asset is derecognized or impaired; c) available for sale – measured at fair value with changes in
fair value recognized in other comprehensive income for the current period until realized through disposal or impairment; and d) loans
and receivables – recorded at amortized cost with gains and losses recognized in net earnings in the period that the asset is no longer
recognized or impaired. Classification choices for financial liabilities include: a) FVTPL – measured at fair value with changes in fair value
recorded in net earnings, and b) other liabilities – measured at amortized cost with gains and losses recognized in net earnings in the
period that the liability is derecognized.
The Company’s financial assets and liabilities are generally classified and measured as follows:
Asset/Liability
Cash and cash equivalents
Receivables
Loans and other receivables
Investments – Current
Investments
Derivative financial liabilities
Non-derivative other assets
Bank indebtedness
Accounts payable and accrued liabilities
Long-term debt
Classification
Measurement
Loans and receivables
Loans and receivables
Loans and receivables
FVTPL
Available for sale
FVTPL
FVTPL
Other liabilities
Other liabilities
Other liabilities
Amortized cost
Amortized cost
Amortized cost
Fair value
Fair value
Fair value
Fair value
Amortized cost
Amortized cost
Amortized cost
All financial assets are reviewed for impairment at each reporting date, except those classified as FVTPL. Loans and receivables are
reviewed for past due balances from independent accounts and based on an evaluation of recoverability net of security assigned for
franchisee or affiliate locations.
Transaction costs other than those related to financial instruments classified as FVTPL, which are expensed as incurred, are added to
or deducted from the fair value of the financial asset or financial liability, as appropriate, on initial recognition and amortized using the
effective interest method.
Fair value determination is classified within a three-level hierarchy, based on observability of significant inputs, 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 or indirectly; or Level 3 – unobservable inputs for the asset or liability.
Inputs into the determination of the fair value require management judgment or estimation.
If different levels of inputs are used to measure a financial instrument’s fair value, the classification within the hierarchy is based on the
lowest level of input that is significant to the fair value measurement. Changes to valuation methods may result in transfers into or out of
an investment’s assigned level.
88
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
A financial asset is derecognized when the contractual rights to the cash flows from the financial asset expire or if the Company transfers
the financial asset to another party without retaining control or substantially all the risks and rewards of ownership of the financial asset.
A financial liability is derecognized when its contractual obligations are discharged, cancelled or expire.
(j) Hedges
The Company has cash flow hedges which are used to manage exposure to fluctuations in foreign currency exchange and variable
interest rates. For cash flow hedges, the effective portion of the change in fair value of the hedging item is recorded in other
comprehensive income. To the extent the change in fair value of the derivative is not completely offset by the change in fair value of
the hedged item, the ineffective portion of the hedging relationship is recorded immediately in net earnings. Amounts accumulated
in other comprehensive income are reclassified to net earnings when the hedged item is recognized in net earnings. When a hedging
instrument in a cash flow hedge expires or is sold, or when a hedge no longer meets the criteria for hedge accounting, any cumulative
gain or loss in accumulated other comprehensive income relating to the hedge is carried forward until the hedged item is recognized in
net earnings. When the hedged item ceases to exist as a result of its expiry or sale, or if an anticipated transaction is no longer expected
to occur, the cumulative gain or loss in accumulated other comprehensive income is immediately reclassified to net earnings.
Financial derivatives assigned as part of a cash flow hedging relationship are classified as either an other asset or other long-term
liability as required based on their fair value determination.
Significant derivatives include the following:
(1)
(2)
Foreign currency forward contracts and foreign currency swaps for the primary purpose of limiting exposure to exchange rate
fluctuations relating to the purchase of goods or expenditures denominated in foreign currencies. Certain of these contracts are
designated as hedging instruments for accounting purposes. Accordingly, the effective portion of the change in the fair value of the
contracts are accumulated in other comprehensive income until the variability in cash flows being hedged is recognized in earnings
in future accounting periods.
Interest rate swaps designated as cash flow hedges to manage variable interest rates associated with some of the Company’s debt
portfolio. Hedge accounting treatment results in interest expense on the related debt being reflected at hedged rates rather than
variable interest rates. Accordingly, the effective portion of the change in the fair value of the contracts are accumulated in other
comprehensive income until the variability in cash flows being hedged is recognized in earnings in future accounting periods.
(k) Property and equipment
Owner-occupied land, buildings, equipment, leasehold improvements, and assets under construction are carried at acquisition cost less
accumulated depreciation and impairment losses.
Buildings that are leasehold property are also included in property and equipment if they are held under a finance lease. Such assets
are depreciated over their expected useful lives (determined by reference to comparable owned assets) or over the term of the lease,
if shorter.
Depreciation on real estate buildings is calculated using the straight-line method with reference to each property’s carrying value, its
estimated useful life (not exceeding 40 years), and its residual value. Deferred leasing costs are amortized over the terms of the related
leases.
When significant parts of property and equipment have different useful lives, they are accounted for as separate components.
Depreciation is recorded on a straight-line basis from the time the asset is available or when assets under construction become available
for use over the estimated useful lives of the assets as follows:
Buildings
Equipment
Leasehold improvements
10 – 40 years
3 – 20 years
Lesser of lease term and 7 – 20 years
Depreciation has been included within selling and administrative expenses in the consolidated statements of earnings. Material residual
value estimates and estimates of useful life are reviewed and updated as required, or annually at a minimum.
Gains or losses arising on the disposal of property and equipment are determined as the difference between the disposal proceeds
and the carrying amount of the assets and are recognized in net earnings or loss within other income. If the sale is to a Company’s
investment, at equity, a portion of the gain is deferred and would reduce the carrying value of the investment.
89
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts (l) Investment property
Investment properties are properties which are held either to earn rental income or for capital appreciation or for both, rather than
for the principal purpose of the Company’s operating activities. Investment properties are accounted for using the cost model. The
depreciation policies for investment property are consistent with those described for property and equipment.
Any gain or loss arising from the sale of an investment property is immediately recognized in net earnings or loss, unless the sale is to an
investment, at equity, in which case a portion of the gain is deferred and would reduce the carrying value of the Company’s investment.
Rental income and operating expenses from investment property are reported within sales and selling and administrative expenses,
respectively, in the consolidated statements of earnings.
(m) Leases
Leases are classified as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership to
the lessee. All other leases are classified as operating leases.
(i) The Company as lessor
Rental income from operating leases is recognized on a straight-line basis over the term of the relevant lease. Initial direct costs incurred
in negotiating and arranging an operating lease are added to the carrying amount of the leased asset and recognized on a straight-line
basis over the lease term.
(ii) The Company as lessee
Assets held under finance leases are initially recognized as assets of the Company at their fair value at the inception of the lease or, if
lower, at the present value of the minimum lease payments. The corresponding liability to the lessor is included in the consolidated
balance sheets as a finance lease obligation in long-term debt.
Lease payments are apportioned between finance charges and reduction of the lease obligation to achieve a constant rate of interest
on the remaining balance of the liability. Finance charges are recognized in net earnings or loss immediately. Contingent rentals are
recognized as expenses in the periods in which they are incurred.
Lease allowances and incentives are recognized as other long-term liabilities. The aggregate benefit of incentives is recognized as a
reduction of rental expense on a straight-line basis over the term of the lease.
Real estate lease expense is amortized on a straight-line basis over the entire term of the lease.
(iii) Sale and leaseback transactions
A sale and leaseback transaction involves the sale of an asset and the leasing back of the same asset. If a sale and leaseback transaction
results in a finance lease for the Company, any excess of sales proceeds over the carrying amount is recognized as deferred revenue
and amortized over the term of the new lease. Any profit or loss in a sale and leaseback transaction resulting in an operating lease
that is transacted at fair value is recognized immediately. If the sale price is above fair value, the excess over fair value is deferred and
amortized over the term of the new lease.
(n) Intangibles
Intangibles arise on the purchase of a new business, existing franchises, software, and the acquisition of pharmacy prescription files.
They are accounted for using the cost model whereby capitalized costs are amortized on a straight-line basis over their estimated useful
lives, as these assets are considered finite. Useful lives are reviewed annually and intangibles are subject to impairment testing. The
following useful lives are applied:
Deferred purchase agreements
Franchise rights/agreements
Lease rights
Off market leases
Prescription files
Software
Other
5 – 10 years
10 years
5 – 10 years
Lesser of lease term and 40 years
15 years
3 – 7 years
5 – 10 years
Amortization has been included within selling and administrative expenses in the consolidated statements of earnings. Included
in intangibles are brand names, loyalty programs, and private labels, the majority of which have indefinite useful lives. Subsequent
expenditures made by the Company relating to intangible assets that do not meet the capitalization criteria are expensed in the
period incurred.
90
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts (o) Goodwill
Goodwill represents the excess of the purchase price of the business acquired over the fair value of the underlying net tangible and
intangible assets acquired at the date of acquisition.
(p) Impairment of non-financial assets
Goodwill and intangibles with indefinite useful lives are reviewed for impairment at least annually by assessing the recoverable
amount of each cash generating unit or groups of cash generating units to which the goodwill or the indefinite life intangible relates.
The recoverable amount is the higher of fair value less costs of disposal and value in use. When the recoverable amount of the cash
generating units is less than the carrying amount, an impairment loss is recognized immediately as selling and administrative expenses.
Impairment losses related to goodwill cannot be reversed.
Long-lived tangible and intangible assets are reviewed for impairment when events or changes in circumstances indicate that the
carrying value of the assets may not be recoverable. If such an indication exists, the recoverable amount of the asset is estimated in
order to determine the extent of the impairment loss (if any). The recoverable amount is the higher of fair value less costs of disposal
and value in use. Where the asset does not generate cash flows that are independent from other assets, the Company estimates the
recoverable amount of the cash generating unit(s) to which the asset belongs. The Company has primarily determined a cash generating
unit to be an individual store or theatre. Corporate assets such as head offices and distribution centres do not individually generate
separate cash inflows and are therefore aggregated for testing with the locations they service. When the recoverable amount of an asset
(or cash generating unit) is estimated to be less than its carrying amount, the carrying amount (or cash generating unit) is reduced to the
recoverable amount. An impairment loss is recognized as selling and administrative expenses immediately in net earnings or loss.
Where an impairment loss subsequently reverses, other than related to goodwill, the carrying amount of the asset (or cash generating
unit) is increased to the revised estimate, but is limited to the carrying amount that would have been determined if no impairment loss
had been recognized in prior years. A reversal of impairment loss is recognized immediately in net earnings or loss.
In the process of measuring expected future cash flows, management makes assumptions about future growth of profits. These
assumptions relate to future events and circumstances. The actual results may vary and may cause significant adjustments to the
Company’s assets in the subsequent financial years.
(q) Customer loyalty programs
The Company utilizes loyalty card programs (the “Programs”) which allow members to earn points on their purchases in certain Sobeys
retail stores. Members can redeem these points, in accordance with the Program rewards schedule, for discounts on future grocery
purchases, purchase products or services, or elect to convert the points into Aeroplan miles which is a loyalty program run by a third
party. The fair value of loyalty points awarded is accounted for as a separate element of the sales transaction and recognition of revenue
is deferred until the awards are redeemed after adjustment for the number of points expected never to be redeemed based on the
expected future activity. Fair value is determined by reference to the value for which the points can be redeemed. The deferred revenue
relating to the Programs is included in accounts payable and accrued liabilities on the Company’s consolidated balance sheets.
An AIR MILES® loyalty program is also used by the Company. AIR MILES® are earned by certain Sobeys customers based on purchases
in stores. The Company pays a per point fee under the terms of the agreement with AIR MILES®.
(r) Provisions
Provisions are recognized when there is a present legal or constructive obligation as a result of a past event, for which it is probable that
a transfer of economic benefits will be required to settle the obligation, and where a reliable estimate can be made of the amount of
the obligation. Provisions are discounted using a pre-tax discount rate that reflects the current market assessments of the time value of
money and the risks specific to the liability, if material. Where discounting is used, the increase in the provision due to passage of time
(“unwinding of the discount”) is recognized within finance costs in the consolidated statements of earnings.
(s) Borrowing costs
Borrowing costs primarily comprise interest on the Company’s debts. Borrowing costs directly attributable to the acquisition,
construction or production of a qualifying asset are capitalized as a component of the cost of the asset to which it is related. All other
borrowing costs are expensed in the period in which they are incurred and are reported within finance costs.
(t) Deferred revenue
Deferred revenue consists of long-term supplier purchase agreements and gains on sale and leaseback transactions relating to certain
finance leases. Deferred revenue is included in other long-term liabilities and is taken into income on a straight-line basis over the term
of the related agreements.
91
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts (u) Employee benefits
(i) Short-term employment benefits
Short-term employee benefits include wages, salaries, compensated absences, profit-sharing and bonuses expected to be settled
within 12 months from the end of the reporting period. Short-term employee benefits are measured on an undiscounted basis and are
recorded as selling and administrative expenses as the related service is provided.
(ii) Post-employment benefits
The cost of the Company’s pension benefits for defined contribution plans are expensed at the time active employees are compensated.
The cost of defined benefit pension plans and other benefit plans is accrued based on actuarial valuations, which are determined using
the projected unit credit method pro-rated on service and management’s best estimate of salary escalation, and retirement ages.
The liability recognized on the consolidated balance sheets for defined benefit plans is the present value of the defined benefit
obligation at the reporting date less the fair market value of plan assets. Current market values are used to value benefit plan assets. The
obligation related to employee future benefits is measured using current market interest rates, assuming a portfolio of Corporate AA
bonds with terms to maturity that, on average, match the terms of the obligation.
Re-measurements comprising of actuarial gains and losses and the return on plan assets (excluding amounts in net interest),
are recognized immediately on the consolidated balance sheets with a corresponding charge to retained earnings through
other comprehensive income in the period in which they occur. Re-measurements are not reclassified to net earnings or loss in
subsequent periods.
Past service costs are recognized in net earnings or loss on the earlier of the date of the plan amendment or curtailment, and the date
that the Company recognizes restructuring-related costs.
Service cost on the net defined benefit liability, comprising current service costs, past-service costs, gains and losses on curtailments
and non-routine settlements, is included in selling and administrative expenses. Net interest expense on the net defined benefit liability
is included in finance costs, net.
(iii) Termination benefits
Termination benefits are recognized as an expense at the earlier of when the Company recognizes related restructuring costs and when
the Company can no longer withdraw the offer of those benefits.
(v) Revenue recognition
Sales are recognized at the point-of-sale. Sales include revenues from customers through corporate stores and theatres operated by
the Company and consolidated SEs, and revenue from sales to non-SE franchised stores, affiliated stores and independent accounts.
Revenue received from non-SE franchised stores, affiliated stores and independent accounts is mainly derived from the sale of product.
The Company also collects franchise fees under two types of arrangements. Franchise fees contractually due based on the dollar value
of product shipped are recorded as revenue when the product is shipped. Franchise fees contractually due based on the franchisee’s
retail sales are recorded as revenue weekly upon invoicing based on the franchisee’s retail sales.
(w) Vendor allowances
The Company receives allowances from certain vendors whose products are purchased for resale. Included in these vendor programs
are allowances for volume purchases, exclusivity allowances, listing fees, and other allowances. The Company recognizes these
allowances as a reduction of cost of sales and related inventories. Certain allowances are contingent on the Company achieving
minimum purchase levels and these allowances are recognized when it is probable that the minimum purchase level will be met, and the
amount of allowance can be estimated.
(x) Interest and dividend income
Interest income and expenses are reported on an accrual basis using the effective interest method. Dividend income is recognized when
the right to receive payment has been established.
(y) Earnings per share
Basic earnings per share is calculated by dividing the earnings available to common shareholders by the weighted average number of
common shares outstanding during the period. Diluted earnings per share is calculated by adjusting the weighted average number
of common shares outstanding for the dilutive effect of employee stock options.
92
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts (z) Stock-based compensation
The Company operates both equity and cash settled stock-based compensation plans for certain employees.
All goods and services received in exchange for the grant of any stock-based payments are measured at their fair values. Where
employees are rewarded using stock-based payments, the fair values of employees’ services are determined indirectly by reference
to the fair value of the equity instruments granted (Note 29).
(aa) Accounting standards and policies adopted during fiscal 2014
(i) Employee benefits
In June 2011, the IASB issued amendments to IAS 19, which eliminate the option to defer the recognition of actuarial gains and
losses, streamline the presentation of changes in assets and liabilities arising from defined benefit plans to be presented in other
comprehensive income or loss and enhance disclosure requirements around the characteristics of the defined benefit plans and risks
associated with participation in those plans. The Company adopted and implemented the amendments to IAS 19 during its first quarter
of fiscal 2014 and retrospective application was required. The impact from the adoption of the amendments to IAS 19 is summarized
as follows:
Consolidated Statements of Earnings and Comprehensive Income
Increase (Decrease)
Selling and administrative expenses
Operating income
Finance costs, net
Earnings before income taxes
Income taxes
Net earnings
Other comprehensive income, net of taxes
Total comprehensive income
Consolidated Balance Sheets
Increase (Decrease)
Deferred tax assets
Other long-term liabilities
Retained earnings
May 4, 2013
(52 Weeks Ended)
$
$
0.9
(0.9)
6.2
(7.1)
(1.8)
(5.3)
4.7
(0.6)
As at
May 4, 2013
As at
May 5, 2012
$
$
0.3
1.7
(1.4)
0.2
1.0
(0.8)
Enhanced annual disclosures required for defined benefit plans have been included in Note 18 to these consolidated financial statements.
(ii) Consolidated financial statements
In May 2011, the IASB issued IFRS 10, “Consolidated Financial Statements”, which establishes principles for the presentation and
preparation of consolidated financial statements when an entity controls one or more other entities. The objective of IFRS 10 is to define
principles of control and establish the basis of determining when and how an entity should be included within a set of consolidated
financial statements. It replaces portions of IAS 27, “Consolidated and Separate Financial Statements”, and supersedes Standing
Interpretations Committee (“SIC”) 12, “Consolidation – Special Purpose Entities”, completely. The standard became effective in the first
quarter of 2014. The Company has evaluated the impact of this standard on its “Investments in associates” and has determined that
while having significant influence on these investments, the criteria for control are not met and therefore equity accounting for these
investments continues to be appropriate. Management has also evaluated the impact of this standard as it applies to SEs. Adoption of
this standard had no significant impact on the Company’s financial results.
93
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
(iii) Joint arrangements
In May 2011, the IASB issued IFRS 11, “Joint Arrangements”, which establishes principles for financial reporting by entities that have
an interest in a joint arrangement. IFRS 11 supersedes IAS 31, “Interest in Joint Ventures”, and SIC 13, “Jointly Controlled Entities – Non-
Monetary Contributions by Venturers”. Through an assessment of the rights and obligations in an arrangement, the IFRS establishes
principles to determine the type of joint arrangement and guidance for financial reporting activities required by the entities that have
an interest in arrangements that are jointly controlled. The standard became effective in the first quarter of 2014 and did not have a
significant impact on the Company’s financial statements.
(iv) Disclosure of interests in other entities
In May 2011, the IASB issued IFRS 12, “Disclosure of Interests in Other Entities”, which outlines disclosure requirements for an entity
that has interests in a subsidiary, a joint arrangement, an associate and an unconsolidated structured entity. IFRS 12 requires an entity to
disclose information that enables users of its financial statements to evaluate the nature of, and risks associated with, its interest in other
entities and the effects of those interests on its financial position, financial performance and cash flows. This standard became effective
in the first quarter of 2014 and additional disclosures have been included in Notes 7 and 26 to these consolidated financial statements.
(v) Fair value measurement
In May 2011, the IASB issued IFRS 13, “Fair Value Measurement”, which defines fair value, sets out in a single IFRS a framework for
measuring fair value and identifies required disclosures about fair value measurements. This standard became effective in the first
quarter of 2014. The adoption of this standard had no measurement impact on the Company’s financial results. Enhanced disclosures
have been included in Notes 10 and 27 to these consolidated financial statements.
(vi) Presentation of financial statements
In May 2012, the IASB issued amendments to IAS 1, “Presentation of Financial Statements”, clarifying the requirements for comparative
information. The amendments became effective in the first quarter of 2014 and did not have a significant impact on the Company’s
financial results and disclosures.
(bb) Future accounting policies
(i) Financial instruments
In November 2009, the IASB issued IFRS 9, “Financial Instruments”, which will ultimately replace IAS 39, “Financial Instruments:
Recognition and Measurement”. The replacement is a multi-phase project with the objective of improving and simplifying the reporting
for financial instruments. The issuance of IFRS 9 provides guidance on the classification and measurement of financial assets and
financial liabilities, and a new hedge accounting model with corresponding disclosures about risk management activity. The effective
date for implementation of this standard has been deferred. IFRS 9 allows for early adoption, but the Company does not intend to do so
at this time.
(ii) Financial instruments: asset and liability offsetting
In December 2011, the IASB amended IAS 32, “Financial Instruments: Presentation”, to clarify the requirements which permit offsetting
a financial asset and liability in the financial statements. IAS 32 amendments are effective for annual periods beginning on or after
January 1, 2014.
(iii) Levies
In May 2013, the IASB issued IFRIC 21, “Levies”, which is an interpretation of IAS 37, “Provisions, Contingent Liabilities and Contingent
Assets”. A levy is an outflow of resources embodying economic benefits that is imposed by governments on entities in accordance with
legislation, other than income taxes within the scope of IAS 12, “Income Taxes” and fines or other penalties imposed for breaches of
legislation. IFRIC 21 clarifies that the obligating event that gives rise to a liability to pay a levy is the activity described in the relevant
legislation that triggers the payment of the levy. IFRIC 21 is effective for annual periods beginning on or after January 1, 2014.
(iv) Revenue
In May 2014, the IASB issued IFRS 15 “Revenue from Contracts with Customers”. IFRS 15 replaces IAS 18, “Revenue”, IAS 11,
“Construction Contracts”, and some revenue related Interpretations. IFRS 15 establishes a new control-based revenue recognition
model and is effective for annual periods beginning on or after January 1, 2017.
The Company is currently evaluating the impact of the new standards, interpretation, and amendments on its consolidated
financial statements.
94
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts 4. INVENTORIES
The cost of inventories (including those from discontinued operations) recognized as an expense during the year was $15,956.4 (2013 –
$13,350.1). The Company has recorded during the year $10.1 (2013 – $8.6) as an expense for the write-down of inventories below cost to
net realizable value for inventories on hand as at May 3, 2014. There were no reversals of inventories written down previously (2013 – $ nil).
5. LOANS AND OTHER RECEIVABLES
Loans receivable
Notes receivable and other
Less amount due within one year
May 3, 2014
May 4, 2013
$
$
61.8
37.1
98.9
46.4
52.5
$
$
60.3
59.7
120.0
66.2
53.8
Loans receivable represent long-term financing to certain retail associates. These loans are primarily secured by inventory, fixtures
and equipment; bear various interest rates, and have repayment terms up to 10 years. The carrying amount of the loans receivable
approximates fair value based on the variable interest rates charged on the loans.
Loans receivable from officers and employees of $1.4 (2013 – $2.6) under the Company’s share purchase plan are classified as notes
receivable and other. Loan repayments will result in a corresponding decrease in notes receivable and other. The loans are non-interest
bearing and non-recourse, secured by 53,002 (2013 – 96,489) Non-Voting Class A shares. The market value of the shares at May 3, 2014
was $3.6 (2013 – $6.6).
6. ASSETS HELD FOR SALE
As a condition of the regulatory clearance from the Competition Bureau for Sobeys’ acquisition of substantially all of the assets and
select liabilities of Canada Safeway ULC (the “Canada Safeway acquisition”), the Company was required to divest 23 retail stores.
On February 13, 2014, Sobeys announced that it entered into binding purchase agreements with Overwaitea Food Group LP and
Federated Co-operatives Limited to purchase 22 of the 23 retail stores that were required to be divested as a result of the Canada
Safeway acquisition. In addition to the required divestitures, the Company agreed to sell an additional seven stores in British Columbia
comprised of both Safeway and Sobeys locations. Sobeys also signed a binding purchase agreement with another retailer for the sale of
one retail store which was also required to be divested as part of the Canada Safeway acquisition. The purchase agreements all received
approval from the Competition Bureau.
During the fourth quarter, the Company divested 19 of the retail stores for cash proceeds of $337.7. The assets and liabilities of $112.2
for the remaining 11 retail stores have been included in assets held for sale as of May 3, 2014, and are expected to be divested during
the Company’s first quarter of fiscal 2015. All proceeds will be used to repay bank borrowings.
7. INVESTMENTS, AT EQUITY
The carrying values of the investments, at equity are as follows:
Investment in associates
Crombie Real Estate Investment Trust (“Crombie REIT”)
Canadian real estate partnerships
U.S. real estate partnerships
Investment in joint ventures
Canadian Digital Cinema Partnership
Total
May 3, 2014
May 4, 2013
$
$
333.5
143.7
67.3
195.2
136.0
67.2
9.7
9.2
$
554.2
$
407.6
95
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
The fair values of the investments based on a stock exchange are as follows:
Crombie REIT
May 3, 2014
May 4, 2013
$
682.9
$
622.7
The Canadian and U.S. real estate partnerships and Canadian Digital Cinema Partnership are not publicly listed on a stock exchange and
hence published price quotes are not available.
The Company’s carrying value of its investment in Crombie REIT is as follows:
Balance, beginning of year
Equity earnings
Share of comprehensive income
Distributions
Deferral of gains on sale of property
Reversal of deferred gain on sale of property to unrelated party
Interest acquired in Crombie REIT
Dillution gain (Note 20)
Balance, end of year
The Company’s carrying value of its investment in Canadian real estate partnerships is as follows:
Balance, beginning of year
Equity earnings
Distributions
Investment
Deferral of gains on sale of property to Sobeys
Remeasurement of deferred tax attributes
Balance, end of year
The Company’s carrying value of its investment in U.S. real estate partnerships is as follows:
Balance, beginning of year
Equity earnings
Distributions
Foreign currency translation adjustment
Investment
Balance, end of year
The Company’s carrying value of its investment in Canadian Digital Cinema Partnership is as follows:
Balance, beginning of year
Equity earnings
Distributions
Share of comprehensive income
Investment
Balance, end of year
96
May 3, 2014
May 4, 2013
$
$
195.2
19.2
2.5
(38.5)
(0.3)
1.1
150.0
4.3
$
333.5
$
167.4
13.7
2.4
(33.4)
(11.4)
–
38.3
18.2
195.2
May 3, 2014
May 4, 2013
$
$
136.0
22.0
(22.4)
13.7
–
(5.6)
99.7
23.5
(34.6)
45.8
1.6
–
$
143.7
$
136.0
May 3, 2014
May 4, 2013
$
$
67.2
8.4
(16.5)
6.0
2.2
$
67.3
$
39.1
6.1
(13.8)
1.0
34.8
67.2
May 3, 2014
May 4, 2013
$
$
9.2
0.6
(0.3)
–
0.2
$
9.7
$
7.2
0.7
–
(0.1)
1.4
9.2
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
The Company owns 50,241,245 Class B units and attached special voting units of Crombie REIT, along with 909,090 REIT units,
representing a 41.6% economic and voting interest in Crombie.
The following amounts represent the revenues, expenses, assets, and liabilities of Crombie REIT as of and for the 12 months ended
March 31, 2014, as well as a reconciliation of the carrying amount of the Company’s investment in Crombie REIT to Unitholders equity
of Crombie.
Revenues
Expenses
Earnings before income taxes
Loss from continuing operations
OCI
Total comprehensive income
Assets
Current
Non-current
Liabilities
Current
Non-current
Unitholder’s equity
REIT Units
Class B LP Units
Less REIT Units
Cumulative changes since acquisition of Crombie REIT
Variance in timing of distributions
Issue costs related to Class B units
Deferred gains (net of depreciation addback)
Dilution gains
Write off of portion of AOCI on dilution of interest in Crombie
Carrying amount attributable to investment in Class B Units
REIT Units owned by Empire Company
Cumulative equity earnings on REIT Units
Cumulative distributions on REIT Units
Carrying amount of investment in Crombie REIT
Cash flows
Operating cash flows
Investing cash flows
Financing cash flows
March 31,
2014
March 31,
2013
$
$
$
$
316.9
280.3
36.6
(58.5)
3.8
$
$
$
(54.7)
$
267.6
227.6
40.0
(38.4)
5.2
(33.2)
March 31,
2014
March 31,
2013
$
73.8
3,271.1
$
30.0
2,268.1
$ 3,344.9
$
2,298.1
$
211.4
2,019.3
$
184.8
1,335.1
$ 2,230.7
$
1,519.9
$
$
675.1
439.1
1,114.2
(675.1)
3.6
12.3
(174.0)
38.5
0.7
320.2
13.8
0.6
(1.1)
$
333.5
$
469.3
308.9
778.2
(469.3)
2.8
12.2
(176.6)
34.2
–
181.5
13.8
0.2
(0.3)
195.2
March 31,
2014
29.5
$
(1,092.3)
$
$ 1,063.5
$
$
$
March 31,
2013
41.5
(479.7)
355.7
97
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
The Company has interests in various Canadian real estate partnerships ranging from 40.7% to 49.0% which are involved in residential
property developments in Ontario and Western Canada.
The following amounts represent the revenues, expenses, assets, and liabilities of the Canadian real estate partnerships as of and for the
12 months ended March 31, 2014.
Revenues
Expenses
Earnings before income taxes
Assets
Current
Liabilities
Current
Non-current
Net assets
Carrying amount of investment
Cash flows
Operating cash flows
Investing cash flows
Financing cash flows
March 31,
2014
March 31,
2013
$
$
112.5
55.0
57.5
$
$
105.9
40.9
65.0
March 31,
2014
March 31,
2013
$
325.5
$
317.6
$
$
$
$
$
$
$
24.8
10.0
34.8
290.7
143.7
March 31,
2014
37.3
15.5
(49.3)
$
$
$
$
$
$
$
25.0
17.4
42.4
275.2
136.0
March 31,
2013
(41.9)
2.1
21.4
The Company has interests in various US real estate partnerships ranging from 42.1% to 45.8% which are involved in residential property
developments in the United States.
The following amounts represent the revenues, expenses, assets, and liabilities of the US real estate partnerships as of and for the
12 months ended March 31, 2014.
Revenues
Expenses
Earnings before income taxes
Assets
Current
Liabilities
Current
Net assets
Carrying amount of investment
98
March 31,
2014
March 31,
2013
$
$
78.1
58.6
19.5
$
$
77.2
63.3
13.9
March 31,
2014
March 31,
2013
$
178.4
$
159.8
$
$
$
14.6
163.8
67.3
$
$
$
13.5
146.3
67.2
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
Cash flows
Operating cash flows
Investing cash flows
Financing cash flows
March 31,
2014
March 31,
2013
$
$
$
15.5
(2.2)
(15.9)
$
$
$
(1.3)
(22.5)
35.1
Additional information regarding the Company’s activities with its various associates is contained in Notes 15, 26, 30 and 32.
8. OTHER ASSETS
Asset-backed commercial paper
Restricted cash
Deferred lease assets
Other
Total
9. PROPERTY AND EQUIPMENT
May 3, 2014
May 4, 2013
$
$
–
6.3
10.3
13.7
30.3
$
$
24.8
2.1
11.0
12.6
50.5
May 3, 2014
Land
Buildings
Equipment
Leasehold
Improvements
Assets Under
Construction
Total
Food Retailing Segment
Cost
Opening balance
Additions
Additions from
business acquisitions
Transfers
Disposals and write downs
Closing balance
Accumulated depreciation
and impairment losses
Opening balance
Disposals and write downs
Transfers
Depreciation
Impairment losses
Impairment reversals
Closing balance
Net carrying value
as at May 3, 2014
$
420.8
31.4
$ 1,033.2
38.0
$ 2,189.4
159.3
$
486.9
44.1
$
192.3
311.5
$ 4,322.6
584.3
253.2
(23.3)
(14.5)
481.0
43.4
(31.5)
221.0
54.2
(61.4)
137.6
14.6
(13.3)
11.5
(277.4)
(1.2)
1,104.3
(188.5)
(121.9)
$
667.6
$ 1,564.1
$ 2,562.5
$
669.9
$
236.7
$ 5,700.8
$
$
–
–
–
–
–
–
–
$
$
301.6
(2.4)
(1.6)
58.5
–
(0.1)
$ 1,203.9
(24.9)
(14.5)
240.2
3.7
(5.5)
$
248.2
4.9
(4.7)
59.4
0.9
(5.6)
$
356.0
$ 1,402.9
$
303.1
$
–
–
–
–
–
–
–
$ 1,753.7
(22.4)
(20.8)
358.1
4.6
(11.2)
$ 2,062.0
$
667.6
$ 1,208.1
$ 1,159.6
$
366.8
$
236.7
$ 3,638.8
99
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
May 3, 2014
Land
Buildings
Equipment
Leasehold
Improvements
Assets Under
Construction
Petroleum and
Natural Gas
Investments and Other Operations Segment
Cost
Opening balance
Additions
Additions from
business acquisitions
Transfers
Disposals and write downs
$ 2.6
–
$ 42.5
–
$ 104.4
2.0
–
(1.5)
(0.8)
–
(6.2)
(25.5)
–
(2.9)
(89.6)
Closing balance
$ 0.3
$ 10.8
$ 13.9
Accumulated depreciation
and impairment losses
Opening balance
Disposals and write downs
Transfers
Depreciation
Impairment losses
Impairment reversals
Closing balance
Net carrying value
$
$
–
–
–
–
–
–
–
$ 23.8
(17.3)
(2.6)
0.6
0.5
–
$ 5.0
$ 69.0
(62.8)
(2.6)
1.5
5.3
(2.3)
$ 8.1
$ 124.6
1.8
–
(2.0)
(124.4)
$
–
$ 50.7
(59.7)
(2.0)
1.5
15.8
(6.3)
$
–
as at May 3, 2014
$ 0.3
$ 5.8
$ 5.8
$
–
$ 3.5
12.8
$
–
(16.3)
–
$
–
$
$
$
$
–
–
–
–
–
–
–
–
$
$
$
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Total
$ 277.6
16.6
–
(28.9)
(240.3)
$ 25.0
$ 143.5
(139.8)
(7.2)
3.6
21.6
(8.6)
$ 13.1
$ 11.9
May 4, 2013
Land
Buildings
Equipment
Leasehold
Improvements
Assets Under
Construction
Total
Food Retailing Segment
Cost
Opening balance
Additions
Additions from
business acquisitions
Transfers
Disposals and write downs
$
402.9
49.1
$
972.9
43.6
$
2,006.0
136.4
$
458.1
32.5
$
342.0
231.8
$
4,181.9
493.4
2.1
(10.9)
(22.4)
2.1
54.6
(40.0)
0.4
203.6
(157.0)
–
27.4
(31.1)
–
(355.5)
(26.0)
4.6
(80.8)
(276.5)
Closing balance
$
420.8
$
1,033.2
$
2,189.4
$
486.9
$
192.3
$
4,322.6
$
$
$
–
–
–
–
–
–
–
420.8
$
$
$
$
280.8
(16.0)
(3.1)
40.9
0.2
(1.2)
$
1,145.6
(156.4)
–
210.9
4.7
(0.9)
228.4
(29.3)
–
48.2
1.6
(0.7)
301.6
$
1,203.9
$
248.2
731.6
$
985.5
$
238.7
$
$
$
–
–
–
–
–
–
–
$ 1,654.8
(201.7)
(3.1)
300.0
6.5
(2.8)
$ 1,753.7
192.3
$
2,568.9
Accumulated depreciation
and impairment losses
Opening balance
Disposals and write downs
Transfers
Depreciation
Impairment losses
Impairment reversals
Closing balance
Net carrying value
as at May 4, 2013
100
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
May 4, 2013
Land
Buildings
Equipment
Leasehold
Improvements
Assets Under
Construction
Petroleum and
Natural Gas
Total
Investments and Other Operations Segment
Cost
Opening balance
Additions
Additions from
business acquisitions
Disposals and write downs
$ 6.7
–
$
51.8
0.1
$ 95.1
7.7
$ 109.0
12.7
$ 1.1
13.0
$ 70.5
–
$ 334.2
33.5
–
(4.1)
–
(9.4)
2.6
(1.0)
2.9
–
–
(10.6)
–
(70.5)
5.5
(95.6)
Closing balance
$ 2.6
$
42.5
$ 104.4
$ 124.6
$ 3.5
$
–
$ 277.6
Accumulated depreciation
and impairment losses
Opening balance
Disposals and write downs
Depreciation
Impairment losses
Impairment reversals
Closing balance
Net carrying value
as at May 4, 2013
Consolidated property
and equipment
Net carrying value
as at May 3, 2014
Net carrying value
as at May 4, 2013
Finance leases
$
$
–
–
–
–
–
–
$
24.1
(2.6)
2.3
–
–
$
23.8
$ 62.5
–
5.4
1.6
(0.5)
$ 69.0
$ 42.9
–
6.1
1.9
(0.2)
$ 50.7
$
$
–
–
–
–
–
–
$ 2.6
$
18.7
$ 35.4
$ 73.9
$ 3.5
$ 667.9
$ 1,213.9
$ 1,165.4
$ 366.8
$ 236.7
$ 423.4
$ 750.3
$ 1,020.9
$ 312.6
$ 195.8
$ 52.6
(53.0)
0.4
–
–
$
$
$
$
–
–
–
–
$ 182.1
(55.6)
14.2
3.5
(0.7)
$ 143.5
$ 134.1
$ 3,650.7
$ 2,703.0
The Company has various property leases for store locations that are held under finance leases with a net carrying value of $30.2 as at
May 3, 2014 (2013 – $4.3). These leases are included in buildings.
The Company has equipment leases under finance leases with a net carrying value of $13.9 as at May 3, 2014 (2013 – $22.1). These leases
are included in equipment.
Assets under construction
During the year the Company capitalized borrowing costs of $1.7 (2013 – $6.0) on indebtedness related to property and equipment
under construction. The Company used capitalization rate of 4.3% (2013 – 3.5% to 6.0%).
Security
As at May 3, 2014 the net carrying value of property pledged as security for borrowings is $102.3 (2013 – $111.3).
Impairment of property and equipment
Property and equipment is reviewed each reporting period for events or changes in circumstances which indicate that the carrying
value of the assets may not be recoverable. The review is performed by assessing the recoverable amount of each cash generating unit
or groups of cash generating units to which the property and equipment relates. The recoverable amount is the higher of fair value
less costs of disposal and value in use. When the recoverable amount of the cash generating units is less than the carrying amount an
impairment loss is recognized.
Recoverable amounts based on value in use calculations are determined using cash flow projections from the Company’s latest internal
forecasts as presented to the Board of Directors. Key assumptions used in determining value in use include those regarding discount
rates, growth rates, and expected changes in cash flows. Management estimates discount rates using pre-tax rates that reflect current
market assessments of the time value of money and risks specific to the cash generating units.
Forecasts are projected beyond three years based on long-term growth rates ranging from 3.0 to 5.0 percent. Discount rates are
calculated on a pre-tax basis and range from 8.0 to 10.0 percent.
101
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
Impairment losses arise when the carrying amount of the assets is higher than the greater of the present value of cash flows of a
cash generating unit and its fair value less costs of disposal. Impairment losses of $26.2 were recorded in the year ended May 3, 2014
(2013 – $10.0).
Impairment reversals of $19.8 were recorded in the year ended May 3, 2014 (2013 – $3.5).
10. INVESTMENT PROPERTY
Investment property is comprised primarily of commercial properties owned by the Company held for income generating purposes,
rather than for the principal purpose of the Company’s operating activities.
Cost
Opening balance
Additions
Additions from business acquisitions
Transfers
Assets held for sale
Disposals and write downs
Closing balance
Accumulated depreciation and impairment losses
Opening balance
Depreciation
Transfers
Impairment losses
Disposals and write downs
Closing balance
Net carrying value
Fair value
May 3, 2014
May 4, 2013
$
$
$
$
$
$
112.1
6.8
5.0
6.5
–
(9.4)
121.0
15.2
0.8
1.5
–
(1.0)
16.5
104.5
151.5
$
$
$
$
$
$
102.2
10.7
–
4.6
(4.0)
(1.4)
112.1
15.3
0.6
–
0.4
(1.1)
15.2
96.9
136.9
The fair value of investment property is classified as Level 3 on the fair value hierarchy. The fair value represents the price that would
be received to sell the assets in an orderly transaction between market participants at the measurement date.
An external, independent valuation company, having appropriate recognized professional qualifications and experience assisted
in determining the fair value of investment property at May 3, 2014 and at May 4, 2013. Additions to investment property through
acquisition are transacted at fair value and therefore carrying value equals fair value. Properties reclassified from property and
equipment are valued for disclosure purposes using comparable market information, internal valuation methodologies, or the use
of an external independent valuation company.
Rental income from investment property included in the consolidated statements of earnings amounted to $2.7 for the year ended
May 3, 2014 (2013 – $3.8).
Direct operating expenses (including repairs and maintenance but excluding depreciation expense) arising from investment property
that generated rental income amounted to $1.6 for the year ended May 3, 2014 (2013 – $2.2). Direct operating expenses (including
repairs and maintenance but excluding depreciation expense) arising from non-income producing investment property amounted to
$1.3 for the year ended May 3, 2014 (2013 – $1.4). All direct operating expenses for investment properties are included in selling and
administrative expenses on the consolidated statements of earnings.
Impairment of investment property follows the same methodology as property and equipment (Note 9). For the year ended May 3, 2014
impairment losses of $ nil (2013 – $0.4) and reversals of $ nil (2013 – $ nil) were recorded.
102
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
11. INTANGIBLES
May 3, 2014
Names Agreements Agreements
Files
Software
Rights
Programs
Brand
Purchase
Rights/ Prescription
Lease
Loyalty
Deferred
Franchise
Private
Labels
Off
Market
Leases
Other
Total
Cost
Opening balance
Additions, separately
acquired
Additions from
business acquisitions
Transfers
Disposals and
write downs
$ 201.0 $ 97.6 $ 54.3 $ 33.0 $ 180.8 $ 48.7 $ 11.4 $ 59.5 $
1.6 $ 24.4 $ 712.3
–
16.4
0.6
0.2
0.3
2.5
14.0
–
–
–
– 275.2
–
–
–
71.3
–
–
–
(4.2)
(5.2)
(1.6)
(1.7)
(3.0)
–
–
–
–
–
–
1.7
21.7
– 146.9
–
–
9.2 445.3
71.3
–
–
–
–
(15.7)
Closing balance
$ 215.0 $ 109.8 $ 49.7 $ 306.8 $ 250.7 $ 48.2 $ 11.4 $ 59.5 $ 148.5 $ 35.3 $ 1,234.9
Accumulated
amortization and
impairment losses
Opening balance
Amortization
Impairment losses
Impairment reversals
Disposals and
write downs
$ 17.2 $ 30.9 $ 31.9 $ 20.0 $ 83.3 $ 24.5 $
3.7
–
–
13.1
–
–
4.0
–
–
11.4
–
(0.4)
26.5
0.5
(0.1)
3.0
–
–
– $
–
–
–
– $
–
–
–
0.2 $ 13.8 $ 221.8
68.1
3.7
0.5
–
(0.5)
–
2.7
–
–
–
(3.5)
(4.1)
(0.1)
(1.3)
(3.0)
–
–
6.2
–
(5.8)
Closing balance
$ 20.9 $ 40.5 $ 31.8 $ 30.9 $ 108.9 $ 24.5 $
– $
– $ 10.1 $ 16.5 $ 284.1
Net carrying value
as at May 3, 2014
$ 194.1 $ 69.3 $ 17.9 $ 275.9 $ 141.8 $ 23.7 $ 11.4 $ 59.5 $ 138.4 $ 18.8 $ 950.8
May 4, 2013
Names Agreements Agreements
Files
Software
Deferred
Franchise
Brand
Purchase
Rights/ Prescription
Lease
Rights
Loyalty
Programs
Private
Labels
Off
Market
Leases
Other
Total
Cost
Opening balance
Additions, separately
acquired
Additions from
business acquisitions
Transfers
Disposals and
write downs
$ 201.0 $
89.9 $
58.8 $
32.8 $ 119.8 $
49.7 $
11.4 $
59.5 $
1.6 $
23.6 $ 648.1
–
13.2
–
–
–
–
–
–
–
–
0.2
0.8
0.2
–
–
60.8
–
–
–
(5.5)
(4.5)
–
–
(1.8)
–
–
–
–
–
–
–
–
–
–
–
1.5
15.7
–
–
0.2
60.8
–
(0.7)
(12.5)
Closing balance
$ 201.0 $
97.6 $
54.3 $
33.0 $ 180.8 $
48.7 $
11.4 $
59.5 $
1.6 $
24.4 $ 712.3
Accumulated
amortization and
impairment losses
Opening balance
Amortization
Disposals and
write downs
$
14.2 $ 25.5 $
3.0
9.8
29.4 $
5.2
18.0 $
2.0
63.6 $
19.7
22.8 $
3.1
– $
–
– $
–
– $
0.2
12.8 $ 186.3
44.5
1.5
–
(4.4)
(2.7)
–
–
(1.4)
–
–
–
(0.5)
(9.0)
Closing balance
$
17.2 $ 30.9 $
31.9 $
20.0 $
83.3 $ 24.5 $
– $
– $
0.2 $ 13.8 $ 221.8
Net carrying value
as at May 4, 2013
$ 183.8 $ 66.7 $
22.4 $
13.0 $
97.5 $
24.2 $
11.4 $
59.5 $
1.4 $
10.6 $ 490.5
103
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
In addition to development costs capitalized related to software, the Company included in selling and administrative expenses $6.5 of
research and development costs (2013 – $6.7).
Impairment of intangibles follows the same methodology as property and equipment (Note 9). For the year ended May 3, 2014
impairment losses of $0.5 (2013 – $ nil) and reversals of $0.5 (2013 – $ nil) were recorded.
Included in intangibles as at May 3, 2014, and May 4, 2013 are the following amounts with indefinite useful lives: Brand names – $172.8;
Loyalty programs $11.4; and Private labels $59.5 all of which relate to the food retailing segment. Impairment of these intangibles is
assessed annually on the same basis as goodwill as noted in Note 12 below.
12. GOODWILL
Opening balance
Additions from business acquisitions
Transfer to assets held for sale
Impairments
Disposals
Other
Closing balance
May 3, 2014
May 4, 2013
$ 1,310.4
2,884.4
(19.4)
(9.1)
(32.6)
0.3
$
1,302.1
8.3
–
–
–
–
$ 4,134.0
$
1,310.4
As a result of changes in the Chief Operating Decision Makers of the Company, allocation of goodwill has been updated to reflect the
new operating segments. Prior year balances have been reclassified to reflect the current year change.
Goodwill arising from business acquisitions is allocated at the lowest level within the organization at which it is monitored by
management to make business decisions and should not be larger than an operating segment before aggregation. Therefore, goodwill
has been allocated to the following operating segments:
Atlantic
Lawtons
Ontario
Quebec
West
Canada Safeway acquisition
Investments and other operations
Total
May 3, 2014
May 4, 2013
$
$
121.0
15.4
98.8
526.0
493.8
2,879.0
–
121.0
14.8
97.2
523.7
512.0
–
41.7
$ 4,134.0
$
1,310.4
Goodwill related to the Canada Safeway acquisition, will be allocated across the Company’s six operating segments upon finalization
of the valuations and related accounting for the acquisition in fiscal 2015. The allocations will be based on synergies expected to be
realized in each segment, with the majority expected to be allocated to the West.
104
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
Impairment of goodwill
Goodwill is subject to impairment testing on an annual basis. However, if indicators of impairment are present, the Company will review
goodwill for impairment when such indicators arise. The Company performs an annual review during its first quarter, and no impairment
was recorded (2013 – $ nil). In performing the review, the Company determined the recoverable amount of goodwill based on fair value
less costs of disposal. The key assumption used by management to determine the fair value of the cash generating unit includes industry
earnings multiples in a range from 7.0 to 12.5. This key assumption is classified as Level 2 on the fair value hierarchy.
As part of the sale of Empire Theatres (Note 23), goodwill relating to Empire Theatres, which was previously assessed as one operating
segment, was assessed for each of the two sales transactions separately. As a result of this assessment, an impairment loss of $9.1 was
recorded and is reported as part of discontinued operations.
13. INCOME TAXES
Income tax expense varies from the amount that would be computed by applying the combined federal and provincial statutory tax rate
as a result of the following:
Earnings before income taxes
Effective combined statutory income tax rate
Income tax expense according to combined statutory income tax rate
Income taxes resulting from:
Non-deductible items
Capital items
Non-taxable items
Change in tax rates
Remeasurement of deferred tax attributes
Other
May 3, 2014
May 4, 2013
$
195.3
26.7%
52.1
$
517.8
26.9%
139.3
6.7
(1.5)
(4.5)
3.2
(20.7)
1.0
1.3
(3.1)
(1.2)
1.2
–
(1.1)
Total income taxes, combined effective tax rate of 18.6% (2013 – 26.3%)
$
36.3
$
136.4
Current year income tax expense attributable to net earnings consists of:
Current tax expense
Deferred tax expense:
Origination and reversal of temporary differences
Change in tax rates
Remeasurement of deferred tax attributes
Total
May 3, 2014
May 4, 2013
$
135.9
$
158.5
(82.1)
3.2
(20.7)
(23.3)
1.2
–
$
36.3
$
136.4
The Company completed a remeasurement of its deferred income tax provision in the year ended May 3, 2014 resulting in an
adjustment of certain tax attributes recognized in earnings in the amount of $20.7.
105
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
Deferred taxes arising from temporary differences and unused tax losses can be summarized as follows:
May 3, 2014
Accounts payable and accrued liabilities
Equity
Goodwill and intangibles
Inventory
Investments
Long-term debt
Other assets
Other long-term liabilities
Property, equipment and investment property
Provisions
Partnership deferral reserve
Losses
Other
Less: Recognized in discontinued operations
Recognized in continuing operations
Recognized as:
Deferred tax assets
Deferred tax liabilities
May 4, 2013
Accounts payable and accrued liabilities
Equity
Goodwill and intangibles
Inventory
Investments
Long-term debt
Other assets
Other long-term liabilities
Property, equipment and investment property
Provisions
Partnership deferral reserve
Losses
Other
Less: Recognized in discontinued operations
Recognized in continuing operations
Recognized as:
Deferred tax assets
Deferred tax liabilities
Recognized in:
Other
Comprehensive
Income
and Equity
Opening
Balance
Business
Acquisitions
Net
Earnings
$
$
$
3.2
–
(102.0)
2.2
(29.6)
7.3
–
78.3
(79.0)
22.5
(43.7)
3.8
(1.3)
–
20.1
–
–
–
–
–
(11.7)
–
–
–
2.1
–
$
2.0
–
(20.7)
–
–
9.5
–
32.9
3.6
2.9
–
–
1.4
$
1.3
(4.1)
(37.0)
2.1
15.7
0.1
(0.9)
(0.9)
15.0
38.2
38.7
34.0
5.7
Closing
Balance
6.5
16.0
(159.7)
4.3
(13.9)
16.9
(0.9)
98.6
(60.4)
63.6
(5.0)
39.9
5.8
$
(138.3)
$
10.5
$
31.6
$
107.9
$
11.7
(8.3)
99.6
$
$
42.3
(180.6)
$
$
25.5
(15.0)
$
$
40.3
(8.7)
$
$
22.9
85.0
$
$
131.0
(119.3)
Recognized in:
Other
Comprehensive
Income
and Equity
Business
Acquisitions
Net
Earnings
$
Opening
Balance
3.8
–
(100.0)
3.6
(18.9)
3.8
4.4
77.1
(66.1)
21.6
(87.2)
1.5
3.1
$
$
–
–
–
–
(0.4)
–
–
(4.3)
–
–
–
–
–
$
(153.3)
$
(4.7)
$
$
$
36.7
(190.0)
$
$
–
(4.7)
$
$
$
$
(0.6)
–
(2.0)
(1.4)
(10.3)
3.5
(4.4)
5.5
(12.9)
0.9
43.5
2.3
(4.4)
Closing
Balance
3.2
–
(102.0)
2.2
(29.6)
7.3
–
78.3
(79.0)
22.5
(43.7)
3.8
(1.3)
$
19.7
$
(138.3)
2.4
22.1
$
$
5.6
14.1
$
$
42.3
(180.6)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
All deferred tax assets (including tax losses and other tax credits) have been recognized in the consolidated balance sheets. The amount
of deferred tax assets and deferred tax liabilities that are expected to be recovered or settled beyond the next 12 months is $(90.8).
106
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
14. BANK INDEBTEDNESS
As security for certain bank loans, the Company provided an assignment of certain marketable securities and, in certain subsidiaries and
joint ventures, general assignments of receivables and leases, first floating charge debentures on assets and the assignment of proceeds
of fire insurance policies. The interest rate at May 4, 2013 was 3.9%.
15. PROVISIONS
The provisions carrying amounts are comprised of the following:
May 3, 2014
Opening balance
Assumed in business acquisitions
Provisions made
Provisions used
Provisions reversed
Change due to discounting
Closing balance
Current
Non-current
Total
Lease contracts
Lease
Contracts
$
$
$
$
26.5
–
15.4
(10.5)
(4.8)
1.4
28.0
8.6
19.4
28.0
$
$
$
$
Legal
Environmental
Restructuring
Other
5.6
7.5
3.6
(3.7)
(1.8)
–
11.2
11.2
–
11.2
$
$
$
$
36.4
7.1
1.0
(3.4)
(0.7)
1.5
41.9
4.5
37.4
41.9
$
$
$
10.5
–
141.9
(11.8)
(1.9)
–
138.7
55.3
83.4
$
$
$
$
138.7
$
4.5
–
–
(1.3)
–
0.1
3.3
2.8
0.5
3.3
$
$
$
Total
83.5
14.6
161.9
(30.7)
(9.2)
3.0
223.1
82.4
140.7
$
223.1
Lease contract provisions are recorded when the expected benefits to be derived by the Company from a contract are lower than the
unavoidable costs of meeting the obligations under the contract. The Company records onerous contract provisions for closed store and
theatre locations where it has entered into a lease contract. The provision is measured at the lower of the expected cost to terminate
the lease and the expected net cost of continuing the contract. The net cost is derived by considering both the lease payment and
sublease income received. Once the store or theatre is closed, a liability is recorded to reflect the present value of the expected liability
associated with any lease contract and other contractually obligated costs. Onerous contract provisions for planned store closures
as part of the Company’s rationalization activities are classified as restructuring provisions and are measured and recorded using the
same methodology. Discounting of provisions resulting from lease contracts has been calculated using pre-tax discount rates ranging
between 7.0 and 9.0 percent.
Legal costs
Legal provisions relate to claims of $11.2 that are outstanding as at May 3, 2014 that arose in the ordinary course of business.
Environmental costs
In accordance with legal and environmental policy requirements the Company has recorded provisions for locations requiring
environmental restoration. These provisions primarily relate to decommissioning liabilities recorded for gas station locations owned by
the Company at the net present value of the estimated future remediation costs. Discounting of environmental related provisions has
been calculated using pre-tax discount rates ranging between 4.0 and 15.0 percent.
Restructuring
Restructuring provisions relate to the Company’s initiatives to lower operating costs and improve financial performance. The Company
performed an analysis of its retail store network and recorded a $137.1 restructuring provision in the fourth quarter of fiscal 2014 for
planned store closures. This provision includes severance costs of $29.7, onerous lease costs of $98.8, and other restructuring costs of
$8.6. The value of the provision is management’s best estimate of the amount of expenditures expected to occur throughout fiscal 2015.
Total restructuring costs of $169.8 were recognized in selling and administrative expenses for the year ended May 3, 2014. This expense
includes write downs of $35.8 to property and equipment and intangible assets, a $3.1 reversal of straight-line lease provisions, and
$137.1 for severance, onerous lease, and other costs as noted above.
Other
The Company has obligations to provide various forms of support to Crombie REIT pursuant to various agreements between the parties.
These amounts are included in other provisions.
107
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
16. LONG-TERM DEBT
First mortgage loans, weighted average interest rate 7.87%, due 2014 – 2021
Medium term notes, Series C, interest rate 7.16%, due February 26, 2018
Medium term notes, Series D, interest rate 6.06%, due October 29, 2035
Medium term notes, Series E, interest rate 5.79%, due October 6, 2036
Medium term notes, Series F, interest rate 6.64%, due June 7, 2040
Sinking fund debentures, weighted average interest rate 9.33%, due 2014 – 2016
Series 2013-1 Notes, interest rate 3.52%, due August 8, 2018
Series 2013-2 Notes, interest rate 4.70%, due August 8, 2023
Notes payable and other debt primarily at interest rates fluctuating with the prime rate
Credit facility, due November 4, 2017, floating interest rate tied to bankers’ acceptance rates
Unamortized transaction costs
Finance lease obligations, weighted average interest rate 5.81%, due 2014 – 2040
Less amount due within one year
Balance, end of year
May 3, 2014
May 4, 2013
$
$
37.4
100.0
175.0
125.0
150.0
14.0
500.0
500.0
141.2
1,735.0
3,477.6
(45.1)
65.4
3,497.9
218.0
$ 3,279.9
$
41.9
100.0
175.0
125.0
150.0
28.3
–
–
125.9
181.0
927.1
(2.3)
38.7
963.5
47.6
915.9
First mortgage loans are secured by land, buildings and specific charges on certain assets. Finance lease obligations are secured by the
related finance lease asset. Medium term notes and Series 2013-1 and 2013-2 Notes are unsecured.
Sinking fund debenture payments are required on an annual basis. The proportionate share of related debt is retired with these repayments.
On September 26, 2012, the Company extended the term of its credit facilities to a maturity date of June 30, 2015. The credit facilities
were further extended on November 4, 2013 to November 4, 2017.
On August 8, 2013, in connection with the Canada Safeway acquisition, Sobeys completed a private placement of $500.0 aggregate
principal amount of 3.52 percent Notes, Series 2013-1 due August 8, 2018 (the “Series 2013-1 Notes”) and $500.0 aggregate principal
amount of 4.70 percent Notes, Series 2013-2 due August 8, 2023 (the “Series 2013-2 Notes” and together with the Series 2013-1 Notes,
the “Notes”). The aggregate net proceeds were approximately $987.1 after deducting underwriting fees and the purchase discount on
the 2013-1 Notes. Upon closing of the Canada Safeway acquisition, the net proceeds of $987.1 were released from escrow and used to
partially finance the acquisition.
Pursuant to an agreement dated October 30, 2013, Sobeys established new credit facilities in connection with the Canada Safeway
acquisition. The agreement provides for a non-revolving, amortizing term credit facility (the “Acquisition Facility”) in the amount of
$1,825.0; a non-revolving, non-amortizing term bridge facility (the “Bridge Facility”) in the amount of $1,327.9; and a revolving term
credit facility (the “RT Facility”) in the amount of $450.0.
On November 4, 2013, the RT Facility replaced Sobeys’ previous unsecured revolving term credit facility of $450.0, the Acquisition
Facility was fully drawn for $1,825.0 and the Bridge Facility was drawn for $200.0 in order to partially finance the Canada Safeway
acquisition. As of May 3, 2014, the outstanding amount of the Acquisition Facility was $1,625.0, the Bridge Facility was fully repaid and
matured, and the Company had issued $79.0 in letters of credit against the RT facility (2013 – $80.6). Deferred financing fees in the
amount of $29.3 were incurred on the draw down of the Acquisition and Bridge Facilities and have been offset against the long-term
debt amounts for presentation purposes. Interest payable on the Acquisition and RT Facilities fluctuates with changes in the bankers’
acceptance rate or Canadian prime rate, and both facilities mature on November 4, 2017.
Further information on the Company’s Canada Safeway acquisition can be found in Note 25.
108
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
Principal debt retirement in each of the next five fiscal years is as follows:
2015
2016
2017
2018
2019
Thereafter
Finance lease liabilities
Finance lease liabilities are payable in each of the next five fiscal years as follows:
2015
2016
2017
2018
2019
Thereafter
Total
$
218.3
209.2
205.4
1,293.5
508.0
1,043.2
Future Minimum
Lease Payments
Present Value
of Minimum
Lease Payments
Interest
$
$
14.1
12.3
11.6
9.0
7.4
30.6
85.0
$
$
3.0
2.6
2.1
1.7
1.4
8.8
$
19.6
$
11.1
9.7
9.5
7.3
6.0
21.8
65.4
During fiscal 2014 the Company increased its finance lease obligation, excluding $37.0 related to the Canada Safeway acquisition, by
$2.4 (2013 – $8.8) with a similar increase in assets under finance leases. These additions are non-cash in nature, therefore have been
excluded from the statements of cash flows.
17. OTHER LONG-TERM LIABILITIES
Deferred lease obligation
Accrued benefit liability (Note 18)
Employee future benefits (Note 18)
Deferred revenue
Other
Total
May 3, 2014
May 4, 2013
$
$
84.3
119.1
174.5
5.0
6.3
$
389.2
$
104.0
63.0
133.9
5.3
3.5
309.7
18. EMPLOYEE FUTURE BENEFITS
The Company has a number of defined contribution, defined benefit, and multi-employer plans providing pension and other post-
retirement benefits to most of its employees.
Defined contribution pension plans
The contributions required by the employee and the employer are specified. The employee’s pension depends on what level
of retirement income (for example, annuity purchase) that can be achieved with the combined total of employee and employer
contributions and investment income over the period of plan membership, and the annuity purchase rates at the time of the
employee’s retirement.
Defined benefit pension plans
The ultimate retirement benefit is defined by a formula that provides a unit of benefit for each year of service. Employee contributions,
if required, pay for part of the cost of the benefit, but the employer contributions fund the balance. The employer contributions are
not specified or defined within the plan text, they are based on the result of actuarial valuations which determine the level of funding
required to meet the total obligation as estimated at the time of the valuation.
109
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
The defined benefit plan typically exposes the Company to actuarial risks such as interest rate risk, mortality risk and salary risk.
Interest rate risk
The present value of the defined benefit liability is calculated using a discount rate that reflects the average yield, as at the measurement
date, on high quality corporate bonds of similar duration to the plans’ liabilities. A decrease in the market yield on high quality corporate
bonds will increase the Company’s defined benefit liability.
Mortality risk
The present value of the defined benefit plan is calculated by reference to the best estimate of the mortality of plan participants both
during and after their employment. An increase in the life expectancy of the plan participants will increase the plan’s liability.
Salary risk
The present value of the defined benefit plan liability is calculated by reference to the future salary of the plan participants. As such,
an increase in the salary of plan participants will increase the plan’s liability.
The Company uses either April 30 or December 31 as an actuarial valuation date and May 1 as a measurement date for accounting
purposes, for its defined benefit pension plans.
Retirement Pension Plans
Senior Management Pension Plans
Other Benefit Plans
Multi-employer plans
Most Recent Valuation Date
Next Required Valuation Date
December 31, 2013
December 31, 2013
May 1, 2012
December 31, 2016
December 31, 2016
May 1, 2015
The Company participates in various multi-employer pension plans which are administered by independent boards of trustees generally
consisting of an equal number of union and employer representatives. Approximately 17.0 percent of employees in the Company and
of its independent franchisees participate in these plans. Defined benefit multi-employer pension plans are accounted for as defined
contribution plans as adequate information to account for the Company’s participation in the plans is not available due to the size and
number of contributing employers in the plans. The Company’s responsibility to make contributions to these plans is limited by amounts
established pursuant to its collective agreements. The contributions made by the Company to multi-employer plans are expensed as
contributions are due.
Other benefit plans
The Company also offers certain employee post-retirement and post-employment benefit plans which are not funded and include health
care, life insurance, and dental benefits.
Defined contribution plans
The total expense, and cash contributions, for the Company’s defined contribution plans was $30.4 for the year ended May 3, 2014
(2013 – $25.2).
110
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
Defined benefit plans
Information about the Company’s defined benefit plans, in aggregate, is as follows:
Pension Benefit Plans
Other Benefit Plans
May 3, 2014
May 4, 2013
May 3, 2014
May 4, 2013
Defined benefit obligation
Balance, beginning of year
Additions from business acquisitions
Current service cost, net of employee contributions
Interest cost
Employee contributions
Benefits paid
Past service costs
Past service costs – curtailments
Remeasurement – actuarial losses (gains) included
in other comprehensive income
Balance, end of year
Plan assets
Fair value, beginning of year
Additions from business acquisitions
Interest income on plan assets
Remeasurement return on plan assets (excluding amount in net interest)
Employer contributions
Employee contributions
Benefits paid
Administrative costs
$
$
$
$
$
$
310.6
531.0
3.2
22.9
0.1
(45.9)
0.6
–
19.0
841.5
247.6
437.4
18.5
53.9
11.9
0.1
(45.9)
(1.1)
$
$
$
301.0
–
1.7
12.3
0.1
(22.4)
1.0
–
16.9
310.6
230.9
–
9.5
20.0
9.6
0.1
(22.4)
(0.1)
$
$
$
133.9
43.9
2.7
6.1
–
(5.6)
–
(0.3)
(6.2)
174.5
–
–
–
–
5.6
–
(5.6)
–
Fair value, end of year
$
722.4
$
247.6
$
–
$
143.3
–
1.4
5.4
–
(4.3)
–
–
(11.9)
133.9
–
–
–
–
4.3
–
(4.3)
–
–
Funded status
Total fair value of plan assets
Present value of unfunded obligations
Present value of partially funded obligations
Accrued benefit liabilities
Pension Benefit Plans
Other Benefit Plans
May 3, 2014
May 4, 2013
May 3, 2014
May 4, 2013
$
$
722.4
(83.2)
(758.3)
247.6
(46.1)
(264.5)
$
$
–
(174.5)
–
–
(133.9)
–
$
(119.1)
$
(63.0)
$
(174.5)
$
(133.9)
Accrued benefit liabilities have been recognized within other long-term liabilities on the consolidated balance sheets.
Expenses
Current service cost, net of employee contributions
Net interest on net defined benefit liability
Administrative costs
Actuarial loss recognized
Past service costs
Past service costs – curtailments
Costs
Pension Benefit Plans
Other Benefit Plans
May 3, 2014
May 4, 2013
May 3, 2014
May 4, 2013
$
$
3.2
4.4
1.1
–
0.6
–
9.3
$
$
1.7
2.8
0.1
–
1.0
–
5.6
$
$
2.7
6.1
–
0.1
–
(0.3)
$
8.6
$
1.4
5.4
–
0.1
–
–
6.9
Current and past service costs have been recognized within selling and administrative expenses, whereas interest costs and return
on plan assets (excluding amounts in net interet costs) have been recognized within finance costs, net in the consolidated statements
of earnings.
111
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
Actuarial gains and losses recognized directly in other comprehensive income:
Pension Benefit Plans
Other Benefit Plans
May 3, 2014
May 4, 2013
May 3, 2014
May 4, 2013
Remeasurement effects recognized in other comprehensive income
Return on plan assets (excluding amounts in net interest)
Actuarial gain – experience changes
Actuarial loss (gain) – demographic assumptions
Actuarial loss (gain) – financial assumptions
$
$
(53.9)
(6.2)
12.5
12.5
$
(20.1)
(1.4)
–
18.2
Remeasurement effects recognized in other comprehensive income
$
(35.1)
$
(3.3)
$
–
(7.0)
9.3
(8.5)
(6.2)
$
$
–
(14.4)
(3.1)
5.6
(11.9)
The significant actuarial assumptions adopted in measuring the Company’s accrued benefit obligations are as follows (weighted-average
assumptions as of May 3, 2014):
Discount rate
Rate of compensation increase
Pension Benefit Plans
Other Benefit Plans
May 3, 2014
May 4, 2013
May 3, 2014
May 4, 2013
4.25%
3.50%
3.75%
4.00%
4.00%
4.00%
For measurement purposes, a 7.50 percent fiscal 2014 annual rate of increase in the per capita cost of covered health care benefits was
assumed (2013 – 8.00 percent). The cumulative rate expectation to 2019 and thereafter is 5.00 percent.
These assumptions were developed by management under consideration of expert advice provided by independent actuarial
appraisers. These assumptions have led to the amounts determined as the Company’s defined benefit obligations and should be
regarded as management’s best estimate. However, the actual outcome may vary. Estimation uncertainties exist especially in regards to
medical cost trends, which may vary significantly in future appraisals of the Company’s defined benefit and other benefit obligations.
The table below outlines the sensitivity of the fiscal 2014 key economic assumptions used in measuring the accrued benefit plan
obligations and related expenses of the Company’s pension and other benefit plans. The sensitivity of each key assumption has been
calculated independently. Changes to more than one assumption simultaneously may amplify or reduce impact on the accrued benefit
obligations or benefit plan expenses.
Discount rate(2)
Impact of: 1% increase
Impact of: 1% decrease
Growth rate of health care costs(3)
Impact of: 1% increase
Impact of: 1% decrease
Pension Benefit Plans
Other Benefit Plans
Benefit
Obligations
Benefit Cost(1)
Benefit
Obligations
Benefit Cost(1)
4.25%
(107.8)
136.2
$
$
4.00%
(3.8)
1.8
$
$
4.00%
(21.3)
26.3
7.50%
21.3
(17.5)
$
$
$
$
4.00%
0.1
(0.3)
7.50%
1.2
(1.0)
$
$
$
$
(1) Reflects the impact on the current service cost, interest cost, and net interest on defined benefit liability (asset).
(2) Based on a weighted average of discount rates related to all plans.
(3) Gradually decreasing to 5.00 percent in 2019 and remaining at that level thereafter.
The asset mix of the defined benefit pension plans as at year-end is as follows:
Canadian equity funds
Foreign equity funds
Fixed income funds
Cash
Total investments
112
May 3, 2014
May 4, 2013
38.4%
35.9%
25.6%
0.1%
36.7%
39.6%
23.7%
–
100.0%
100.0%
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
Within these securities are investments in Empire Non-Voting Class A shares. The market value of these shares at year-end is as follows:
Empire Company Limited Non-Voting Class A shares
$
104.0
7.7%
$
102.8
8.6%
May 3, 2014 % of Plan Assets
May 4, 2013 % of Plan Assets
All of the securities are valued based on quoted prices (unadjusted) in active markets for identical assets or liabilities or based on inputs
other than quoted prices in active markets that are observable for the asset or liability, either directly (i.e. as prices) or indirectly (i.e.
derived from prices).
The actual return on plan assets was $71.3 for the year ended May 3, 2014 (2013 – $29.3).
Management’s best estimate of contributions expected to be paid to the defined benefit plans during the annual period beginning on
May 4, 2014 and ending on May 2, 2015 is $8.6.
Multi-employer plans
During the year ended May 3, 2014, the Company recognized an expense of $24.4 (2013 – $ nil) in operating income, which represents
the contributions made in connection with multi-employer pension plans. During fiscal 2015, the Company expects to continue to make
contributions into these multi-employer pension plans.
19. CAPITAL STOCK
Authorized
2002 Preferred shares, par value of $25 each, issuable in series
Non-Voting Class A shares, without par value
Class B common share, without par value, voting
Issued and outstanding:
Non-Voting Class A
Class B common
Total
Number of Shares
May 3, 2014
May 4, 2013
991,980,000
257,044,056
40,800,000
991,980,000
257,044,056
40,800,000
Number
of Shares
58,049,484
34,260,763
May 3, 2014
May 4, 2013
2,101.0
7.6
$ 2,108.6
$
311.7
7.6
319.3
Under certain circumstances, where an offer (as defined in the share conditions) is made to purchase Class B common shares, the
holders of the Non-Voting Class A shares shall be entitled to receive a follow-up offer at the highest price per share paid, pursuant to
such offer to purchase Class B common shares.
On November 4, 2013, in connection with the Canada Safeway acquisition the Company issued 24,265,000 Non-Voting Class A shares,
resulting in additions to capital stock of $1,842.6 before transaction costs. Transaction costs of $55.8, net of deferred taxes of $20.1,
have been offset against the proceeds as they directly relate to the issuance of the common shares.
During fiscal 2014, the Company paid preferred dividends of $ nil (2013 – $ nil) and common dividends of $83.3 (2013 – $65.2) to its
equity holders. This represents a payment of $1.04 per share (2013 – $0.96 per share) for common shareholders.
20. OTHER INCOME
Gain on disposal of assets
Dilution gains
Investment income
Total
May 3, 2014
May 4, 2013
$
$
8.0
4.3
1.8
$
14.1
$
26.4
18.2
9.6
54.2
113
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
21. EMPLOYEE BENEFITS EXPENSE
Wages, salaries and other short-term employment benefits
Post-employment benefits
Termination benefits
Total
22. FINANCE COSTS, NET
Finance income and finance costs are reported on a net basis in the consolidated statements of earnings.
Finance income
Interest income from cash and cash equivalents
Fair value gains on cash flow hedges
Fair value gains on other financial assets
Gain on disposal of financial assets
Total finance income
Finance costs
Interest expense on financial liabilities measured at amortized cost
Fair value losses on forward contracts
Losses on cash flow hedges reclassified from other comprehensive income
Net pension finance costs
Total finance costs
Finance costs, net
May 3, 2014
May 4, 2013
$ 2,468.7
37.8
24.2
$
2,012.5
28.7
10.2
$ 2,530.7
$ 2,051.4
May 3, 2014
May 4, 2013
$
$
9.1
–
–
1.2
10.3
132.5
0.6
–
10.4
143.5
$
133.2
$
3.0
0.2
1.6
–
4.8
49.6
0.8
1.7
8.1
60.2
55.4
23. DISCONTINUED OPERATIONS
During the second quarter of fiscal 2014, Empire Theatres completed its asset sales transactions with two unrelated parties as
announced on June 27, 2013. Details of the sale are as follows:
Net proceeds on disposal
Book value of property and equipment sold
Book value of goodwill sold
Book value of intangible assets sold
Write off of property and equipment
Write off of deferred tenant inducements and market lease adjustments
Write off of straight line rent
Estimated transaction costs
Other costs
Gain before income taxes
Income taxes
Gain on disposal of assets, net of tax
Certain assets which remain with Empire Theatres have been presented as held for sale.
$
259.2
114.4
32.6
0.5
0.4
(14.2)
(4.2)
3.0
1.5
134.0
125.2
21.0
$
104.2
114
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
Assets of disposal groups classified as held for sale:
Property and equipment
May 3, 2014
$
5.3
Analysis of the operating results of the discontinued operations, and results recognized as a result of re-measurement of the disposal
groups, sale of the disposal groups and recognition of restructuring costs is as follows:
Sales
Other income
Expenses, including finance costs of $0.8 for the 52 weeks to date (2013 – $1.6)
Earnings before income taxes of discontinued operations
Income taxes
Net earnings of discontinued operations
Loss recognized on re-measurement of assets of disposal groups to fair value less cost to sell,
net of tax of $6.2 for the 52 weeks to date
Gain on disposal of assets, net of tax of ($21.0) for the 52 weeks to date
Restructuring costs, net of tax of $3.6 for the 52 weeks to date
Net gain from re-measurement and disposal of assets and from restructuring costs
Net earnings from discontinued operations
Cash flows from discontinued operations:
Operating cash flows
Investing cash flows
Financing cash flows
24. EARNINGS PER SHARE
Earnings applicable to common shares are comprised of the following:
Earnings from continuing operations
Earnings from discontinued operations
Earnings applicable to common shares
Earnings per share is comprised of the following:
Basic earnings per share
From continuing operations
From discontinued operations
Diluted earnings per share
From continuing operations
From discontinued operations
May 3, 2014
May 4, 2013
$
$
127.5
–
120.2
7.3
2.1
5.2
(15.7)
104.2
(9.3)
79.2
84.4
$
211.9
2.6
205.4
9.1
1.9
7.2
–
–
–
–
$
7.2
May 3, 2014
May 4, 2013
$
$
$
(24.9)
239.3
(21.0)
$
$
$
22.8
(14.1)
(7.5)
May 3, 2014
May 4, 2013
$
$
151.0
84.4
235.4
$
$
372.3
7.2
379.5
May 3, 2014
May 4, 2013
$
$
$
$
1.89
1.05
2.94
1.88
1.05
2.93
$
$
$
$
5.48
0.11
5.59
5.47
0.11
5.58
115
The weighted average number of outstanding shares as at May 3, 2014 used for basic earnings per share amounted to 80,049,235
(2013 – 67,948,510) shares.
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
The weighted average number of shares for the purpose of diluted earnings per share can be reconciled to the weighted average
number of ordinary shares used in the calculation of basic earnings per share as follows:
Weighted average number of shares used in basic earnings per share
Shares deemed to be issued for no consideration in respect of stock-based payments
Weighted average number of shares used in diluted earnings per share
May 3, 2014
May 4, 2013
80,049,235
159,691
67,948,510
134,746
80,208,926
68,083,256
25. BUSINESS ACQUISITIONS
The Company completed the Canada Safeway acquisition and also acquired franchise and non-franchise stores, retail gas locations, and
prescription files during the year ended May 3, 2014. The results of these acquisitions have been included in the consolidated financial
results of the Company since their acquisition dates, and were accounted for through the use of the acquisition method.
The following table represents the amounts of identifiable assets from resulting acquisitions for the respective periods:
Stores, retail gas locations and theatres
Inventories
Property, equipment and investment property
Intangibles
Deferred tax assets
Assets held for sale
Assets acquired for sale-leaseback
Goodwill
Accounts payable and accrued liabilities
Pension obligations
Deferred tax liabilities
Other assets and liabilities
Prescription files
Intangibles
Cash consideration
May 3, 2014
May 4, 2013
$
$
457.9
1,109.3
138.8
40.3
391.4
991.3
2,884.4
(397.7)
(137.5)
(8.7)
49.0
5,518.5
306.5
$ 5,825.0
$
1.7
10.1
–
–
–
–
8.3
–
–
–
(2.4)
17.7
0.2
17.9
From the date of acquisition, the businesses acquired contributed sales of $3,286.1 and net earnings of $76.0 for the year ended
May 3, 2014.
If the acquisitions had occurred on May 5, 2013, management estimates that consolidated sales would have been $24,058.2 and
consolidated net earnings would have been $274.3 for the year ended May 3, 2014. In determining these amounts, management has
assumed that the fair value adjustments that arose on the date of acquisition would have been the same if the acquisitions had occurred
on May 5, 2013. These amounts do not include an estimate for the impact that may have occurred to sales and net earnings for the year
ended May 3, 2014, related to the retail stores required to be divested. The consolidated net earnings includes one-time non-recurring
adjustments relating to the Canada Safeway acquisition, including $17.1 in cost of sales resulting from the turnover of inventory acquired
and measured at fair value, and $97.8 in selling and administrative expenses for transaction costs.
Canada Safeway Acquisition
On June 12, 2013, the Company entered into an Asset Purchase Agreement with Safeway Inc. and its subsidiaries to purchase
substantially all of the assets and select liabilities of Canada Safeway ULC for a cash purchase price of $5,800.0, subject to a working
capital adjustment. The agreement provided for the purchase of 213 full service grocery stores under the Safeway banner in Western
Canada, 200 in-store pharmacies, 62 co-located fuel stations, 10 liquor stores, 4 primary distribution centres and 12 manufacturing
facilities plus the assumption of certain liabilities. On October 22, 2013, regulatory clearance was obtained from the Competition
Bureau which required the divestiture of 23 Sobeys and Canada Safeway ULC stores. During the Company’s fourth quarter, 12 of the
23 stores were divested, and the remaining 11 stores have been included in assets held for sale as of May 3, 2014 as discussed in Note 6.
The Canada Safeway acquisition closed effective Sunday, November 3, 2013, with funds being delivered on Monday, November 4,
2013. Empire and Sobeys financed the acquisition with a combination of the following: (i) a $1,844.1, net of fees of $75.8, Empire equity
116
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
offering which closed on July 31, 2013; (ii) a $991.3 sale-leaseback of acquired real estate assets, as discussed in Note 30; (iii) $2,025.0
in term credit facilities, as discussed in Note 16; (iv) the issuance of $1,000.0 in unsecured notes by Sobeys, as discussed in Note 16;
and (v) available cash on hand. Crombie REIT has a right of first offer in respect of any real estate sales undertaken by Sobeys.
The fair value of the identifiable assets acquired and liabilities assumed as at the acquisition date are as follows:
Inventories
Property, equipment and investment property
Assets held for sale
Assets acquired for sale-leaseback
Intangibles
Deferred tax assets
Accounts payable and accrued liabilities
Pension obligations
Deferred tax liabilities
Other assets and liabilities
Total identifiable net assets
Excess consideration paid over identifiable net assets acquired allocated to goodwill
$
$
$
451.0
1,096.6
391.4
991.3
444.8
40.3
(397.7)
(137.5)
(8.7)
49.5
2,921.0
2,879.0
The fair value of the identifiable net assets and goodwill acquired effective November 3, 2013 have been determined provisionally and
are subject to adjustment pending the finalization of the valuations and related accounting.
Goodwill of $2,879.0 was recognized as the excess of the acquisition cost over the fair value of the identifiable net assets at the date of
the acquisition. The goodwill recognized is attributable mainly to the expected synergies from integration, the expected future growth
potential in grocery store operations, and the customer base of the acquired retail store locations. Approximately $2,220.6 of goodwill
is expected to be deductible for income tax purposes.
Acquisition costs of $97.8 relating to external legal, consulting, due diligence, financial advisory and other closing costs incurred during
the year ended May 3, 2014, have been included in selling and administrative expenses in the consolidated statements of earnings.
26. GUARANTEES, COMMITMENTS, AND CONTINGENT LIABILITIES
Guarantees
Franchise affiliates
Sobeys is party to a number of franchise and operating agreements as part of its business model. These agreements contain clauses
which require the Company to provide support to franchise operators to offset or mitigate retail store losses, reduce store rental
payments, minimize the impact of promotional pricing, and assist in covering other store related operating expenses. Not all of the
financial support noted above will apply in each instance as the provisions of the agreements vary. The Company will continue to
provide financial support pursuant to the franchise and operating agreements in future years.
Sobeys has a guarantee contract under the terms of which, should certain franchise affiliates be unable to fulfill their lease obligations,
Sobeys would be required to fund the greater of $7.0 or 9.9 percent (2013 – $7.0 or 9.9 percent) of the authorized and outstanding
obligation. The terms of the guarantee contract are reviewed annually each August. As at May 3, 2014, the amount of the guarantee was
$7.0 (2013 – $7.0).
Sobeys has guaranteed certain equipment leases of its franchise affiliates. Under the terms of the guarantee should franchise affiliates
be unable to fulfill their equipment lease obligations, Sobeys would be required to fund the difference of the lease commitments up to
a maximum of $70.0 on a cumulative basis. Sobeys approves each of the contracts.
During fiscal 2009, Sobeys entered into an additional credit enhancement contract in the form of a standby letter of credit for certain
independent franchisees for the purchase and installation of equipment. Under the terms of the contract should franchisee affiliates
be unable to fulfill their lease obligations or provide an acceptable remedy, Sobeys would be required to fund the greater of $6.0 or
10.0 percent (2013 – $6.0 or 10.0 percent) of the authorized and outstanding obligation annually. Under the terms of the contract,
Sobeys is required to obtain a letter of credit in the amount of the outstanding guarantee, to be revisited each calendar year. This credit
enhancement allows Sobeys to provide favourable financing terms to certain independent franchisees. The contract terms have been
reviewed and Sobeys determined that there were no material implications with respect to the consolidation of SEs. As at May 3, 2014
the amount of the guarantee was $6.0 (2013 – $6.0).
117
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
The minimum rent payments under the guaranteed operating equipment leases over the next five fiscal years are:
2015
2016
2017
2018
2019
Thereafter
Other
Third Parties
$
13.5
0.3
–
–
–
–
At May 3, 2014, the Company was contingently liable for letters of credit issued in the aggregate amount of $94.6 (2013 – $97.8).
Upon entering into the lease of its new Mississauga distribution centre, in March 2000, Sobeys guaranteed to the landlord the
performance, by SERCA Foodservice Inc., of all of its obligations under the lease. The remaining term of the lease is 6 years with an
aggregate obligation of $19.5 (2013 – $22.6). At the time of the sale of assets of SERCA Foodservice Inc. to Sysco Corp., the lease of the
Mississauga distribution centre was assigned to and assumed by the purchaser, and Sysco Corp. agreed to indemnify and hold Sobeys
harmless from any liability it may incur pursuant to its guarantee.
Commitments
Operating leases, as lessee
The Company leases various retail stores, distribution centers, theatres, offices, and equipment under non-cancellable operating leases.
These leases have varying terms, escalation clauses, renewal options, and basis on which contingent rent is payable.
The total net, future minimum rent payable under the Company’s operating leases as of May 3, 2014 is approximately $3,857.2. This
reflects a gross lease obligation of $4,838.0 reduced by expected sub-lease income of $980.8. The net commitments over the next five
fiscal years are:
2015
2016
2017
2018
2019
Thereafter
Third Parties
Related Parties
Net Lease
Obligation
Gross Lease
Obligation
Net Lease
Obligation
Gross Lease
Obligation
$
226.9
198.5
178.8
158.4
139.7
787.6
$
340.9
305.9
274.8
243.3
213.5
1,292.3
$
123.7
122.0
122.1
121.4
122.9
1,555.2
$
123.7
122.0
122.1
121.4
122.9
1,555.2
The Company recorded $500.0 (2013 – $440.0) as an expense for minimum lease payments for the year ended May 3, 2014 in the
consolidated statements of earnings. The expense was offset by sub-lease income of $155.9 (2013 – $129.9), and a further $11.9 (2013 –
$9.2) of expense was recognized for contingent rent.
Operating leases, as lessor
The Company also leases most investment properties under operating leases. These leases have varying terms, escalation clauses,
renewal options and basis on which contingent rent is receivable.
Rental income for the year ended May 3, 2014 was $34.3 (2013 – $59.2) and was included in sales in the consolidated statements of
earnings. In addition, the Company recognized $0.9 of contingent rent for the year ended May 3, 2014 (2013 – $1.0).
118
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
The lease payments expected to be received over the next five fiscal years are:
2015
2016
2017
2018
2019
Thereafter
Contingent liabilities
Third Parties
$
19.9
17.6
16.4
14.4
13.3
74.9
On June 21, 2005, Sobeys received a notice of reassessment from Canada Revenue Agency (“CRA”) for fiscal years 1999 and 2000
related to the Goods and Service Tax (“GST”). CRA asserts that Sobeys was obliged to collect GST on sales of tobacco products to
status Indians. The total tax, interest and penalties in the reassessment was $13.6. Sobeys has reviewed this matter, has received legal
advice, and believes it was not required to collect GST. During the second quarter of fiscal 2006, Sobeys filed a Notice of Objection
with CRA. Accordingly, Sobeys has not recorded in its statements of earnings any of the tax, interest or penalties in the notice of
reassessment. Sobeys has deposited with CRA funds to cover the total tax, interest and penalties in the reassessment and has recorded
this amount as an other long-term receivable from CRA pending resolution of the matter.
There are various claims and litigation, which the Company is involved with, arising out of the ordinary course of business operations.
The Company’s management does not consider the exposure to such litigation to be material, although this cannot be predicted
with certainty.
In the ordinary course of business, the Company is subject to ongoing audits by tax authorities. While the Company believes that its tax
filing positions are appropriate and supportable, from time to time certain matters are reviewed and challenged by the tax authorities.
27. FINANCIAL INSTRUMENTS
Credit risk
Credit risk is the risk of an unexpected loss if a customer or counterparty to a financial instrument fails to meet its contractual
obligations. The Company’s financial instruments that are exposed to concentrations of credit risk are primarily cash and cash
equivalents, receivables, loans and other receivables, derivative contracts and guarantees.
The Company’s maximum exposure to credit risk corresponds to the carrying amount for all cash and cash equivalents, loans and
receivables, and guarantee contracts for franchise affiliates (Note 26).
The Company mitigates credit risk associated with its trade receivables and loans receivables through established credit approvals,
limits and a regular monitoring process. The Company generally considers the credit quality of its financial assets that are neither past
due or impaired to be solid. The Company regularly monitors collection performance and pledged security for all of its receivables and
loans and other receivables to ensure adequate payments are being received and adequate security is available. Pledged security can
vary by agreement, but generally includes inventory, fixed assets including land and/or building, as well as personal guarantees. Credit
risk is further mitigated due to the large number of customers and their dispersion across geographic areas. The Company only enters
into derivative contracts with counterparties that are dual rated and have a credit rating of “A” or better to minimize credit risk.
Receivables are substantially comprised of balances due from independent accounts, franchisee or affiliate locations as well as
rebates and allowances from vendors. The due date of these amounts can vary by agreement but in general balances over 30 days are
considered past due. The aging of the receivables is as follows:
0 – 30 days
31 – 90 days
Greater than 90 days
Total receivables before allowance for credit losses
Less: allowance for credit losses
Receivables
May 3, 2014
May 4, 2013
$
$
365.1
40.6
75.1
480.8
(20.3)
$
460.5
$
320.5
36.3
44.1
400.9
(19.2)
381.7
119
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
Interest earned on past due accounts is recorded as a reduction to selling and administrative expenses in the consolidated statements
of earnings. Receivables are classified as current on the consolidated balance sheets as of May 3, 2014.
Allowance for credit losses is reviewed at each balance sheet date. An allowance is taken on receivables from independent accounts,
as well as receivables, loans and other receivables from franchise or affiliate locations and is recorded as a reduction to its respective
receivable account on the consolidated balance sheets. The Company updates its estimate for credit losses based on past due balances
from independent accounts and based on an evaluation of recoverability net of security assigned for franchise or affiliate locations.
Current and long-term receivables, loans and other receivables are reviewed on a regular basis and are written-off when collection is
considered unlikely. The change in allowance for credit losses is recorded as selling and administrative expenses in the consolidated
statements of earnings and is presented as follows:
Allowance, beginning of year
Provision for losses
Recoveries
Write-offs
Allowance, end of year
Liquidity risk
May 3, 2014
May 4, 2013
$
$
19.2
7.1
(5.0)
(1.0)
$
20.3
$
21.8
2.7
(1.1)
(4.2)
19.2
Liquidity risk is the risk that the Company may not have cash available to satisfy financial liabilities as they come due. The Company
actively maintains a committed credit facility to ensure that it has sufficient available funds to meet current and foreseeable future
financial requirements at a reasonable cost.
The Company monitors capital markets and the related conditions, and monitors its cash flows in order to assist in optimizing its cash
position and evaluate longer term cash and funding requirements. Market conditions allowing, the Company will access debt capital
markets for various long-term debt maturities and as other liabilities come due or as assessed to be appropriate in order to minimize risk
and optimize pricing.
The following table summarizes the amount and the contractual maturities of both the interest and principal portion of significant
financial liabilities on an undiscounted basis as at May 3, 2014:
2015
2016
2017
2018
2019
Thereafter
Total
Derivative financial
liabilities
Foreign currency swaps $
Non-derivative financial
liabilities
Accounts payable and
1.3
$
1.4
$
1.6
$
1.5
$
–
$
–
$
5.8
accrued liabilities
Long-term debt
2,246.0
318.2
–
306.2
–
302.2
–
1,370.2
–
570.1
–
1,706.4
2,246.0
4,573.3
Total
$ 2,565.5
$
307.6
$
303.8
$ 1,371.7
$
570.1
$
1,706.4
$
6,825.1
Fair value of financial instruments
The fair value of a financial instrument is the estimated amount that the Company would receive to sell financial assets or pay to transfer
financial liabilities in an orderly transaction between market participants at the measurement date.
The book value of cash and cash equivalents, receivables, loans and other receivables, and accounts payable and accrued liabilities
approximate fair values at the balance sheet dates due to the short term maturity of these instruments.
The book value of the long-term portion of loans and other receivables, and investments approximate fair values at the balance sheet
dates due to the current market rates associated with these instruments.
The fair value of the variable rate long-term debt is assumed to approximate its carrying amount based on current market rates and
consistency of credit spread. The fair value of long-term debt has been estimated by discounting future cash flows at a rate offered for
borrowings of similar maturities and credit quality.
There were no transfers between classes of the fair value hierarchy during the year ended May 3, 2014.
120
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
The following table summarizes the classification of the Company’s financial instruments, as well as their carrying amounts and fair values:
FVTPL
Available
for Sale
Loans and
Receivables
Other
Financial
Liabilities
Total
Carrying
Amount
Fair Value
May 3, 2014
Financial assets
Cash and cash equivalents
Receivables
Loans and other receivables
Investments
Other assets(1)
Total financial assets
Fair value level 1
Fair value level 2
Fair value level 3
Financial liabilities
Accounts payable and accrued liabilities
Long-term debt
Total financial liabilities
Fair value level 1
Fair value level 2
Fair value level 3
$
$
$
$
$
$
$
$
$
$
$
$
$
–
–
–
–
6.8
6.8
6.3
0.5
–
6.8
–
–
–
–
–
–
–
–
–
–
24.8
–
24.8
24.8
–
–
24.8
$
$
429.3
460.5
98.9
–
–
$
988.7
$
–
–
–
–
–
–
$
$
429.3
460.5
98.9
24.8
6.8
429.3
460.5
98.9
24.8
6.8
$ 1,020.3
$ 1,020.3
$
$
31.1
0.5
–
31.6
–
–
–
2,246.0
3,497.9
2,246.0
3,497.9
2,246.0
3,637.7
$ 5,743.9
$ 5,743.9
$ 5,883.7
–
–
–
–
–
–
$
$
–
(1) The total carrying value of financial assets included in other assets is $6.8.
May 4, 2013
Financial assets
Cash and cash equivalents
Receivables
Investments – current
Loans and other receivables
Investments
Other assets(1)
Total financial assets
Fair value level 1
Fair value level 2
Fair value level 3
Financial liabilities
Bank indebtedness
Accounts payable and accrued liabilities
Long-term debt
Derivative financial liabilities(2)
Total financial liabilities
Fair value level 1
Fair value level 2
Fair value level 3
FVTPL
Available
for Sale
Loans and
Receivables
Other
Financial
Liabilities
Total
Carrying
Amount
$
$
455.2
381.7
–
120.0
–
–
$
956.9
$
–
–
–
–
–
–
–
$
455.2
381.7
14.5
120.0
25.0
26.9
$
1,023.3
$
$
–
–
–
–
–
$
6.0
1,765.8
963.5
–
$
6.0
1,765.8
963.5
0.2
$
2,735.3
$
2,735.5
$
$
$
$
$
$
$
$
–
–
14.5
–
–
26.9
41.4
16.6
–
24.8
41.4
–
–
–
0.2
0.2
–
0.2
–
0.2
$
$
$
$
$
$
$
$
–
–
–
–
25.0
–
25.0
25.0
–
–
25.0
–
–
–
–
–
–
–
–
–
(1) The total carrying value of financial assets included in other assets is $26.9.
(2) Derivative financial liabilities are included in other long-term liabilities on the consolidated balance sheets.
$
$
$
$
$
$
$
$
$
$
–
–
–
–
Fair Value
455.2
381.7
14.5
120.0
25.0
26.9
1,023.3
41.6
–
24.8
66.4
6.0
1,765.8
1,060.0
0.2
2,832.0
–
0.2
–
0.2
121
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
The fair value of financial assets included in other assets, classified as Level 3, are determined based on estimates made using available
market interest rates as proxies, as no market data exists for these financial instruments. Management believes that its valuation
technique is appropriate. On October 23, 2013, the Company sold its fair value Level 3 assets which included asset-backed commercial
paper. The following table summarizes the change in fair value recorded:
Financial assets
Balance, beginning of period
Fair value gains, net of losses, recognized in net earnings
Disposals during the period
Balance, end of period
Derivative financial instruments
May 3, 2014
May 4, 2013
$
$
$
24.8
–
(24.8)
–
$
23.8
1.6
(0.6)
24.8
Derivative financial instruments are recorded on the consolidated balance sheets at fair value unless the derivative instrument is a
contract to buy or sell a non-financial item in accordance with the Company’s expected purchase, sale or usage requirements, referred
to as a “normal purchase” or “normal sale”. Changes in the fair values of derivative financial instruments are recognized in net earnings
or loss unless it qualifies and is designated as an effective cash flow hedge or a normal purchase or normal sale. Normal purchases and
normal sales are exempt from the application of the standard and are accounted for as executory contracts. Changes in fair value of
a derivative financial instrument designated as a cash flow hedge are recorded in other assets and other long-term liabilities with the
effective portion recorded in other comprehensive income.
Cash flow hedges
The Company’s cash flow hedges consist principally of foreign currency swaps. Foreign exchange contracts are used to hedge future
purchases or expenditures of foreign currency denominated goods or services. Gains and losses are initially recognized directly in equity
and are transferred to net earnings or loss when the forecast cash flows affect income or expense for the year.
As of May 3, 2014, the fair values of the outstanding derivatives designated as cash flow hedges of forecast transactions were assets of
$0.5 (2013 – $ nil) and liabilities of $ nil (2013 – $0.2).
Cash flows from cash flow hedges are expected to flow over the next four years until fiscal 2018, and are expected to be recognized in
net earnings over this period, and, in the case of foreign currency swaps, over the life of the related assets in which a portion of the initial
cost is being hedged.
The gains and losses on ineffective portions of such derivatives are recognized immediately in net earnings for the year. During the year,
the Company recognized $ nil (2013 – $ nil) directly into net earnings as a result of ineffective hedging contracts.
Interest rate risk
Interest rate risk is the potential for financial loss arising from changes in interest rates. Financial instruments that potentially subject the
Company to interest rate risk include financial liabilities with floating interest rates.
The Company manages interest rate risk by monitoring market conditions and the impact of interest rate fluctuations on its debt. The
Company utilized interest rate swaps designated as cash flow hedges to manage variable interest rates associated with some of the
Company’s long-term debt. Hedge accounting treatment resulted in interest expense on the related borrowings being reflected at
hedged rates rather than at variable interest rates.
The majority of the Company’s long-term debt is at fixed interest rates or hedged with interest rate swaps. Bank indebtedness and
approximately 54.2 percent (2013 – 31.4 percent) of the Company’s long-term debt is exposed to interest rate risk due to floating rates.
Net earnings is sensitive to the impact of a change in interest rates on the average balance of interest bearing financial liabilities
during the year. For the year ending May 3, 2014, the Company’s average outstanding unhedged floating rate debt was $1,060.5
(2013 – $312.6). An increase (decrease) of 25 basis points would have impacted net earnings by $1.9 ($1.9) (2013 – $0.5 ($0.5)) and other
comprehensive income by $ nil ($ nil) (2013 – $ nil ($ nil)) as a result of the Company’s exposure to interest rate fluctuations on its hedged
and unhedged floating rate debt.
Subsequent to the fourth quarter, Sobeys entered into an interest rate swap to hedge the interest on a portion of the Company’s
Acquisition Facility (Note 32).
122
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
Foreign currency exchange risk
The Company conducts the vast majority of its business in Canadian dollars. The Company’s foreign currency exchange risk principally
relates to purchases made in U.S. dollars. In addition, the Company also uses forward contracts to fix the exchange rate on some of
its expected requirements for Euros, British Pounds and U.S. dollars. Amounts received or paid related to instruments used to hedge
foreign exchange, including any gains and losses, are recognized in the cost of purchases. The Company does not consider its exposure
to foreign currency exchange risk to be material.
The Company has entered into foreign currency forward contracts and foreign currency swaps for the primary purpose of limiting
exposure to exchange rate fluctuations relating to expenditures denominated in foreign currencies. These contracts are designated as
hedging instruments for accounting purposes. Accordingly, the effective portion of the change in the fair value of the forward contracts
are accumulated in other comprehensive income until the variability in cash flows being hedged is recognized in net earnings in future
accounting periods.
The Company estimates that a 10 percent increase (decrease) in applicable foreign currency exchange rates would impact net earnings
by $ nil ($ nil) (2013 – $ nil ($ nil)) and other comprehensive income by $0.8 ($0.8) (2013 – $0.4 ($0.4)) for foreign currency derivatives in
place at year-end.
Subsequent to the fourth quarter, Sobeys entered into seven new Euro/Canadian dollar forward contracts (Note 32).
Market risk
Market risk is the risk that the fair value of investments will fluctuate as a result of changes in the price of the investment. The Company
estimates that a 10 percent change in the market value of its investments that trade on a recognized stock exchange would impact net
earnings by $ nil (2013 – $1.2) and other comprehensive income by $2.1 (2013 – $2.1).
28. SEGMENTED INFORMATION
The Board of Directors has determined that the primary segmental reporting format is by business segment, based on the Company’s
management and internal reporting structure. The Company operates principally in two business segments: food retailing and
investments and other operations. The food segment consists of distribution of food products in Canada. Inter-segment transactions are
carried out at market prices.
Segment results and assets include items directly attributable to a segment as well as those that can be allocated on a reasonable basis.
Each of these operating segments is managed separately as each of these segments requires different technologies and other resources
as well as marketing approaches. All inter-segment transfers are carried out at arm’s length prices. The measurement policies the
Company uses for segment reporting under IFRS 8, “Operating Segments”, are the same as those used in its consolidated financial
statements.
No asymmetrical allocations have been applied between segments.
The sales and operating income generated by each of the group’s business segments are summarized as follows:
Segmented sales
Food retailing
Investments and other operations
Sales to discontinued of operations
Total
May 3, 2014
May 4, 2013
$ 20,994.9
5.2
21,000.1
7.1
$ 17,402.7
9.8
17,412.5
11.7
$ 20,993.0
$ 17,400.8
123
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
Segmented operating income
Food retailing
Investments and other operations
Crombie REIT
Real estate partnerships
Other operations, net of corporate expenses
Total
Total assets by segment
Food retailing
Investments and other operations (including discontinued operations)
Total
Segment operating income can be reconciled to group profit before discontinued operations as follows:
Total operating income
Finance costs, net
Total
May 3, 2014
May 4, 2013
$
291.6
$
514.4
19.2
30.4
(12.7)
36.9
13.7
29.6
15.5
58.8
$
328.5
$
573.2
May 3, 2014
May 4, 2013
$ 11,555.0
683.0
$
6,440.4
700.0
$ 12,238.0
$
7,140.4
May 3, 2014
May 4, 2013
$
$
328.5
133.2
195.3
$
$
573.2
55.4
517.8
The investments and other operations consists of the investments, at equity in Crombie REIT, real estate partnerships, and various other
corporate operations.
29. STOCK-BASED COMPENSATION
Deferred stock units
Members of the Board of Directors may elect to receive all or any portion of their fees in deferred stock units (“DSUs”) in lieu of cash.
The number of DSUs received is determined by the market value of the Company’s Non-Voting Class A shares on each directors’ fee
payment date. Additional DSUs are received as dividend equivalents. DSUs cannot be redeemed for cash until the holder is no longer
a director of the Company. The redemption value of a DSU equals the market value of an Empire Non-Voting Class A share at the time
of redemption. On an ongoing basis, the Company values the DSU obligation at the current market value of a corresponding number
of Non-Voting Class A shares and records any increase or decrease in the DSU obligation as selling and administrative expenses on the
consolidated statements of earnings. At May 3, 2014 there were 146,365 (2013 – 131,175) DSUs outstanding. During the 52 weeks ended
May 3, 2014, the compensation expense was $1.1 (2013 – $2.6).
Performance share unit plan
Commencing in fiscal 2012, the Company awarded certain employees a target number of performance share units (“PSUs”) that track
the Company’s Non-Voting Class A share prices over a three-year period. The number of PSUs that vest under an award is dependent
on time and the achievement of specific performance measures. On the vesting date, each employee is entitled to receive a cash payout
amount equal to the number of their vested PSUs multiplied by the market value of the Non-Voting Class A shares. At May 3, 2014, there
were 39,600 (2013 – 41,461) PSUs outstanding. During the 52 weeks ended May 3, 2014, the compensation expense was $2.7 (2013 – $0.9).
The total carrying amount of liability for DSUs and PSUs at May 3, 2014 was $12.1 (2013 – $10.5)
124
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
Phantom performance option plan
Prior to fiscal 2014, Sobeys’ executives participated in the Sobeys phantom performance option plan (“PPOP”) which provided for the
issuance of phantom performance options (“PPOs”). The PPOs are subject to a performance period or term of five years. Sobeys PPOs
were granted to officers and senior management of Sobeys as approved by the Human Resources (“HR”) Committee. Grants vest over
a four-year period at a rate of 25 percent per year. The PPOP contains a liquidity provision which allows for partial payouts of the ‘in-
the-money’ position during the performance period. During fiscal 2014, the plan was converted to a cash settled share based payment
with the growth calculation based on the 5 day average Empire Non-Voting Class A share value following the announcement of the
Company’s fiscal financial performance compared to the 5 day average following the announcement of the Company’s fiscal financial
performance of the preceding year. At May 3, 2014 there were 1,244,057 options (2013 – 1,515,535) outstanding and the carrying
amount of the liability associated with these options was $11.0 (2013 – $17.6).
Empire restricted share unit plan
Empire created a Restricted Share Unit Plan for certain executives and other employees joining the Company as a result of the
acquisition of Canada Safeway to replace lost value of unvested Safeway stock options and stock appreciation rights that existed at the
closing to the Canada Safeway acquisition in November 2013. The Restricted Share Unit Plan is a cash settled share based payment
that provides a cash payout value of a restricted share unit (“RSU”) equal to the market value of a Non-Voting Class A share at the time
of vesting assuming reinvestment of any dividends paid since the date of grant. Following closing of the Canada Safeway acquisition in
fiscal 2014, the HR Committee issued RSUs based on a Non-Voting Class A share value of $76.00. The granted RSUs vest in stages over
three years. The Restricted Share Unit Plan also provides that the HR Committee may allow RSUs to be converted to deferred stock units
if the participant elects prior to vesting. At May 3, 2014 there were 119,899 units outstanding and the carrying amount of the liability
associated with these units was $4.2.
Stock option plan
During fiscal 2014, the Company granted an additional 826,799 options under the stock option plan for employees of the Company
whereby options are granted to purchase Non-Voting Class A shares. The weighted average fair value of $10.65 per option (2013 –
$8.23 per option) was determined using the Black Scholes model with the following weighted average assumptions:
Share price
Expected life
Risk-free interest rate
Expected volatility (based on recent 5-year history)
Dividend yield
$78.90
5.25 years
1.70%
15.1%
1.36%
The compensation cost for the year ended May 3, 2014 was $3.4 (2013 – $0.6) with amortization of the cost over the vesting period of
four years. The total increase in contributed surplus in relation to the stock option compensation cost was $3.4 (2013 – $0.6).
The outstanding options at May 3, 2014 were granted at prices between $46.04 and $82.31 and expire between June 2017 and March
2022. Stock option transactions during fiscal 2014 and 2013 were as follows:
2014
2013
Balance, beginning of year
Granted
Purchased
Exercised
Forfeited
Balance, end of year
Stock options exercisable, end of year
Weighted
Average
Exercise Price
$
Number
of Options
684,128
826,799
(291,980)
(240,940)
(43,641)
Weighted
Average
Exercise Price
$
47.06
78.89
46.89
44.16
78.46
74.56
Number
of Options
638,818
45,310
–
–
–
934,366
$
101,289
684,128
$
468,450
46.57
53.93
–
–
–
47.06
125
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
The following table summarizes information about stock options outstanding at May 3, 2014:
Year Granted
2010
2011
2012
2013
2014
Total
Options Outstanding
Options Exercisable
Number of
Outstanding
Options
Weighted
Average
Remaining
Contractual Life(1)
Weighted
Average
Exercise Price
Number
Exercisable
at May 3, 2014
Weighted
Average
Exercise Price
20,743
75,885
39,945
14,635
783,158
934,366
3.17
4.17
5.17
6.17
7.42
6.94
$
46.04
51.99
54.40
53.93
78.92
74.56
20,743
56,914
19,973
3,659
–
101,289
$
46.04
51.99
54.40
53.93
–
51.32
(1) Weighted average remaining contractual life is expressed in years.
Share Purchase Plan
The Company has a share purchase plan for employees of the Company whereby loans are granted to purchase Non-Voting Class A Shares.
The Company’s current practice is to use only the performance share unit plan and the stock option plan to provide medium-term and
long-term incentive for employees. As a result, outstanding loans under the share purchase plan will be repaid at the employees’ option,
but no later than the expiry date of the loans which were originally set for 10 years.
30. RELATED PARTY TRANSACTIONS
The Company has related party transactions with Crombie REIT and key management personnel. The Company holds a 41.6 percent
ownership interest in Crombie REIT and accounts for its investment using the equity method. As as result of the Company’s subscription
of Class B units and the conversion of Crombie REIT debentures during the current fiscal year, the Company’s interest in Crombie REIT
decreased from 42.8 to 41.6 percent.
On July 3, 2012, the Company purchased $24.0 of convertible unsecured subordinated debentures (the “Debentures”) from Crombie
REIT, pursuant to a bought-deal prospectus offering for a total of $60.0. The Debentures have a maturity date of September 30, 2019.
The Debentures have a coupon of 5.00% per annum and each $1,000 principal amount of Debenture is convertible into approximately
49.7512 units of Crombie REIT, at any time, at the option of the holder, based on a conversion price of $20.10 per unit.
On September 25, 2012, the Company converted convertible unsecured subordinated debentures with a face value of $10.0 into
909,090 units of Crombie REIT. The units were recorded at the exchange amount of $13.8, resulting in a pre-tax gain of $3.8.
On December 14, 2012, Crombie REIT closed a bought-deal public offering of units at a price of $14.75 per unit. Concurrent with
the public offering, the Company subscribed for $24.5 of Class B units (which are convertible on a one-for-one basis into units of
Crombie REIT).
During the 52 weeks ended May 4, 2013, the Company sold eight properties to Crombie REIT, seven of which were leased back. Cash
consideration received for the properties was recorded at the exchange amount of $106.0, resulting in a pre-tax gain of $15.0 which was
recognized in the consolidated statements of earnings.
During the quarter ended November 3, 2012, the Company acquired a parcel of land from an associate in which the Company
holds a 40.7 percent interest. Cash consideration paid for the land was $7.6. The gain realized of $1.6 was eliminated from property
and equipment.
126
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
On July 24, 2013, Sobeys entered into a sale-leaseback agreement with Crombie REIT, pursuant to which Crombie REIT agreed to
indirectly acquire 70 properties included in the Canada Safeway acquisition for $991.3. The sale-leaseback transaction closed effective
November 3, 2013, immediately following the close of the Canada Safeway acquisition.
On closing of the acquisition of the 70 properties, the Company subscribed for $150.0 of Class B units (which are convertible on
a one-for-one basis into units of Crombie REIT.)
During the quarter ended February 1, 2014, Crombie REIT purchased from the Company their interest in certain retention leases for
cash consideration of $1.5 resulting in a pre-tax gain of $0.4 which was recognized in the consolidated statement of earnings.
During the fourth quarter of fiscal 2014, Sobeys entered into a loan agreement with Crombie REIT to partially finance Sobeys’ acquisition
of a property in British Columbia. The $11.9 loan bears interest at a rate of 6.0 percent and has no principal repayments until maturity
on October 1, 2016. The Company also sold and leased back a property from Crombie REIT for cash consideration of $10.2 which was
equal to its carrying value. In addition, the Company exchanged properties with Crombie REIT during the fourth quarter of fiscal 2014.
The properties exchanged were both located in Canmore, Alberta.
The Company rents premises from Crombie REIT, at amounts in management’s opinion which approximate fair market value.
Management has determined these amounts to be fair value due to the significant number of leases negotiated with third parties in
each market it operates. During fiscal year 2014, the aggregate net payments under these leases, which are measured at exchange
amounts, were $110.5 (2013 – $80.6).
In addition, Crombie REIT provides administrative and management services to the Company. The charges incurred for administrative
and management services are on a cost recovery basis.
At May 3, 2014, investments included $24.6 (2013 – $24.8) of Crombie REIT convertible unsecured subordinated debentures. The
Company received interest from Crombie REIT of $1.2 for the year ended May 3, 2014 (2013 – $1.2). These amounts are included in
other income in the consolidated statements of earnings.
Key management personnel compensation
Key management personnel include the Board of Directors and members of the Company’s executive team that have authority and
responsibility for planning, directing and controlling the activities of the Company.
Key management personnel compensation was as follows:
Salary, bonus and other short-term employee benefits
Post-employment benefits
Termination benefits
Share-based payments
Total
Indemnities
May 3, 2014
May 4, 2013
$
$
12.0
3.8
7.2
10.7
33.7
$
$
17.8
3.8
–
1.8
23.4
The Company has agreed to indemnify its directors, officers and particular employees in accordance with the Company’s policies.
The Company maintains insurance policies that may provide coverage against certain claims.
127
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts
31. CAPITAL MANAGEMENT
The Company’s objectives when managing capital are: i) ensure sufficient liquidity to support its financial obligations and execute its
operating and strategic plans; ii) to minimize the cost of capital while taking into consideration current and future industry, market and
economic risks and conditions; iii) to maintain an optimal capital structure that provides necessary financial flexibility while also ensuring
compliance with any financial covenants; and iv) to maintain an investment grade credit rating with each rating agency that assesses the
credit worthiness of the Company.
The Company monitors and makes adjustments to its capital structure, when necessary, in light of changes in economic conditions, the
objectives of its shareholders, the cash requirements of the business and the condition of capital markets.
The Company considers its total capitalization to include all interest bearing debt, including bank loans, long-term debt (including the
current portion thereof) and shareholders’ equity, net of cash and cash equivalents. The calculation is set out in the following table:
Bank indebtedness
Long-term debt due within one year
Long-term debt
Funded debt
Less cash and cash equivalents
Net funded debt
Shareholders’ equity, net of non-controlling interest
Capital under management
May 3, 2014
May 4, 2013
$
–
218.0
3,279.9
3,497.9
(429.3)
3,068.6
5,700.5
$
6.0
47.6
915.9
969.5
(455.2)
514.3
3,724.8
$ 8,769.1
$
4,239.1
Although the Company does not include operating leases in its definition of capital, the Company does give consideration to its
obligations under operating leases when assessing its total capitalization.
The primary investments undertaken by the Company include additions to the selling square footage of its store network via the
construction of new, relocated and expanded stores, including related leasehold improvements and the purchase of land bank sites for
future store construction. The Company makes capital investments in information technology and its distribution capabilities to support
an expanding store network. In addition, the Company makes capital expenditures in support of its investments and other operations.
The Company largely relies on its cash flow from operations to fund its capital investment program and dividend distributions to its
shareholders. The cash flow is supplemented, when necessary, through the borrowing of additional debt or the issuance of additional
capital stock. No changes were made to these objectives in the current year.
Management monitors certain key ratios to effectively manage capital:
Funded debt to total capital(1)
Funded debt to EBITDA(2)
EBITDA to interest expense(2)
May 3, 2014
May 4, 2013
38.0%
4.6x
5.7x
20.7%
1.1x
17.9x
(1) Total capital is funded debt plus shareholders’ equity, net of non-controlling interest.
(2) EBITDA and interest expense are comprised of EBITDA and interest expense for each of the 52 week periods then ended. EBITDA (operating income plus
depreciation and amortization of intangibles) and interest expense (interest expense on financial liabilities measured at amortized cost plus losses on cash flow
hedges reclassified from other comprehensive income) are non-GAAP financial measures. Non-GAAP financial measures do not have standardized meanings
prescribed by GAAP and therefore may not be comparable to similar measures presented by other reporting issuers.
As part of existing debt agreements, three financial covenants are monitored and communicated, as required by the terms of credit
agreements, on a quarterly basis by management to ensure compliance with the agreements. The covenants are: i) adjusted total debt/
EBITDA – calculated as net funded debt plus letters of credit, guarantees and commitments divided by EBITDA (as defined by the
credit agreements and for the previous 52 weeks); ii) lease adjusted debt/EBITDAR – calculated as adjusted total debt plus eight times
rent divided by EBITDAR (as defined by the credit agreements and for the previous 52 weeks); and iii) debt service coverage ratio –
calculated as EBITDA divided by interest expense plus repayments of long-term debt (as defined by the credit agreements and for
the previous 52 weeks). The Company was in compliance with these covenants during the year.
128
EMPIRE coMPany lIMItEdNotes to the CoNsolidated FiNaNCial statemeNts
32. SUBSEQUENT EVENTS
Subsequent to the close of the fourth quarter, Sobeys entered into an amortizing interest rate swap for a notional amount of $598.7 at a
fixed interest rate of 1.4% effective May 12, 2014 to hedge the interest rate on a portion of the Company’s Acquisition Facility (Note 16).
The interest rate swap matures on December 31, 2015.
Sobeys also entered into seven Euro/Canadian dollar forward contracts subsequent to the close of the fourth quarter at an approximate
Canadian dollar value of $58.0. The forward contracts were entered into, to hedge and limit exposure to exchange rate fluctuations
relating to future expenditures in Euros. The forward contracts have maturities ranging from May 29, 2014 to September 1, 2016.
On May 30, 2014 Crombie REIT announced it had closed a bought-deal public offering of units at a price of $13.25 per unit. Concurrent
with the public offering, a wholly owned subsidiary of the Company purchased approximately $40.0 of Class B units (which are
convertible on a one-for-one basis into units of Crombie REIT). Consequently the Company’s interest in Crombie REIT will be reduced
from 41.6% to 41.5%.
129
2014 annual reportNotes to the CoNsolidated FiNaNCial statemeNts Eleven-Year
Financial Review
Years Ended(1)
2014
2013
2012
2011
Financial Results ($ in millions; except ROE)
Sales
Operating income(2)
Interest expense
Income taxes
Non-controlling interest
Adjusted net earnings from continuous operations(2)(3)
Net earnings
Return on equity
Financial Position ($ in millions)
Total assets
Long-term debt (excluding current portion)
Shareholders’ equity(4)
Per Share Data on a Fully Diluted Basis ($ per share)
Adjusted net earnings from continuous operations(3)
Net earnings
Dividends
Non-Voting Class A shares
Class B common shares
Book value
Share Price, Non-Voting Class A Shares ($ per share)
High
Low
Close
Diluted weighted average number of shares outstanding (in millions)
$ 20,993.0
328.5
133.2
36.3
8.0
383.1
235.4
8.4%
$ 17,400.8
573.2
55.4
136.4
9.1
356.8
379.5
10.0%
$ 16,249.1
534.3
59.9
122.3
12.7
322.7
339.4
10.6%
$ 15,956.8
525.7
75.4
122.0
9.0
303.2
400.6
13.5%
12,238.0
3,279.9
5,700.5
7,140.4
915.9
3,724.8
6,913.1
889.1
3,396.3
6,518.6
1,090.3
3,162.1
4.78
2.93
1.040
1.040
61.75
83.24
65.04
68.63
80.2
5.24
5.58
0.960
0.960
54.82
68.63
53.56
68.58
68.1
4.74
4.99
0.900
0.900
49.98
62.99
52.72
57.62
68.0
4.45
5.87
0.800
0.800
46.48
59.12
51.07
54.14
68.2
(1) Fiscal year 2004 ended April 30th. Subsequent fiscal years ended the first Saturday in May, consistent with the fiscal year-end of Sobeys Inc.
Financial data for fiscal 2004 to 2010 with the exception of the balances noted for financial position for fiscal 2010 was prepared using CGAAP and has not
been restated to IFRS. Fiscal 2005 and 2011 were 53-week years.
(2) Certain balances have been reclassified for changes to comparative figures for fiscal 2011. See Note 32 to the Company’s fiscal 2012 audited annual
consolidated financial statements.
(3) Adjusted net earnings, net of non-controlling interest, exclude items which are considered not indicative of underlying business operating performance.
(4) Shareholders’ equity before non-controlling interest for fiscal 2010 to 2014.
130
EMPIRE coMPany lIMItEd
Years Ended(1)
Financial Results ($ in millions; except ROE)
Sales
Operating income(2)
Interest expense
Income taxes
Non-controlling interest
Net earnings
Return on equity
Adjusted net earnings from continuous operations(2)(3)
Financial Position ($ in millions)
Total assets
Long-term debt (excluding current portion)
Shareholders’ equity(4)
Per Share Data on a Fully Diluted Basis ($ per share)
Adjusted net earnings from continuous operations(3)
Net earnings
Dividends
Non-Voting Class A shares
Class B common shares
Book value
High
Low
Close
Share Price, Non-Voting Class A Shares ($ per share)
$ 20,993.0
$ 17,400.8
$ 16,249.1
$ 15,956.8
328.5
133.2
36.3
8.0
383.1
235.4
8.4%
4.78
2.93
1.040
1.040
61.75
83.24
65.04
68.63
80.2
573.2
55.4
136.4
9.1
356.8
379.5
10.0%
5.24
5.58
0.960
0.960
54.82
68.63
53.56
68.58
68.1
534.3
59.9
122.3
12.7
322.7
339.4
10.6%
4.74
4.99
0.900
0.900
49.98
62.99
52.72
57.62
68.0
525.7
75.4
122.0
9.0
303.2
400.6
13.5%
4.45
5.87
0.800
0.800
46.48
59.12
51.07
54.14
68.2
Diluted weighted average number of shares outstanding (in millions)
(1) Fiscal year 2004 ended April 30th. Subsequent fiscal years ended the first Saturday in May, consistent with the fiscal year-end of Sobeys Inc.
Financial data for fiscal 2004 to 2010 with the exception of the balances noted for financial position for fiscal 2010 was prepared using CGAAP and has not
(2) Certain balances have been reclassified for changes to comparative figures for fiscal 2011. See Note 32 to the Company’s fiscal 2012 audited annual
been restated to IFRS. Fiscal 2005 and 2011 were 53-week years.
consolidated financial statements.
(3) Adjusted net earnings, net of non-controlling interest, exclude items which are considered not indicative of underlying business operating performance.
(4) Shareholders’ equity before non-controlling interest for fiscal 2010 to 2014.
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
$ 15,516.2
479.7
72.5
99.1
5.6
284.5
301.9
10.7%
$ 15,015.1
466.2
80.6
115.4
8.3
261.7
264.7
10.5%
$ 14,065.0
472.6
105.8
125.9
12.8
242.8
315.8
14.0%
$ 13,366.7
431.1
60.1
116.9
55.4
200.1
205.8
10.0%
$ 13,063.6
491.4
83.8
153.1
67.1
202.0
296.8
16.2%
$ 12,435.2
463.7
86.7
131.2
63.6
182.9
186.6
11.4%
$ 11,284.0
422.8
92.4
111.0
58.5
163.3
172.5
11.6%
12,238.0
3,279.9
5,700.5
7,140.4
915.9
3,724.8
6,913.1
889.1
3,396.3
6,518.6
1,090.3
3,162.1
6,176.8
821.6
2,832.9
5,891.1
1,124.0
2,678.8
5,732.9
1,414.1
2,382.3
5,241.5
792.6
2,131.1
5,051.5
707.3
1,965.2
4,929.2
727.4
1,709.0
4,679.7
913.0
1,567.6
4.15
4.40
0.740
0.740
43.07
53.95
39.70
52.98
68.5
3.97
4.02
0.700
0.700
39.07
55.05
35.00
49.00
65.8
3.69
4.80
0.660
0.660
36.08
55.19
35.40
39.25
65.7
3.04
3.13
0.600
0.600
32.31
45.25
39.49
42.33
65.7
3.07
4.51
0.560
0.560
29.77
44.35
33.37
43.29
65.7
2.78
2.83
0.480
0.480
25.87
38.00
24.25
36.66
65.7
2.47
2.61
0.400
0.400
23.67
29.50
23.10
26.65
65.8
131
2014 annual report
Glossary
ADjUSTED EBITDA
EBITDA excluding items which are
considered not indicative of underlying
business operating performance
ADjUSTED NET EARNINGS
Net earnings from continuing operations,
net of non-controlling interest, excluding
items which are considered not
indicative of underlying business
operating performance
ADjUSTED OPERATING INCOME
Operating income excluding
items which are considered not
indicative of underlying business
operating performance
BOOK VALUE PER COMMON SHARE
Shareholders’ equity, net of non-
controlling interest, divided by total
common shares outstanding
CAGR
Compound Annual Growth Rate
CAPITAL EXPENDITURES
Payments made for the acquisition of
property, equipment and investment
property purchases
EBIT
Earnings before interest and taxes (also
called “operating income”)
EBITDA
EBIT plus depreciation and amortization
of intangibles. Net earnings from
continuing operations, before finance
costs (net of finance income), income
taxes, and depreciation and amortization
of intangibles
132
EBITDA MARGIN
EBITDA divided by sales
NET TOTAL CAPITAL
Total capital less cash and
cash equivalents
FREE CASH FLOW
Cash flows from operating activities,
plus proceeds on disposal of property,
equipment and investment property,
less property, equipment and investment
property purchases
FUNDED DEBT
All interest bearing debt, which includes
bank loans, bankers’ acceptances and
long-term debt
GROSS MARGIN
Gross profit divided by sales
GROSS PROFIT
Sales less costs of sales
HEDGE
A financial instrument used to
manage foreign exchange, interest
rate, energy or other commodity risk
by making a transaction which offsets
the existing position
INTEREST EXPENSE
Interest expense on financial liabilities
measured at amortized cost plus losses
on cash flow hedges reclassified from
other comprehensive income
NET FUNDED DEBT TO NET
TOTAL CAPITAL
Net funded debt divided by net
total capital
NET FUNDED DEBT
Funded debt less cash and
cash equivalents
OPERATING INCOME
Also called earnings before interest and
taxes (“EBIT”). Calculated as net earnings
from continuing operations before
finance costs (net of finance income)
and income taxes
OPERATING INCOME MARGIN
Operating income divided by sales
PRIVATE LABEL
A brand of products that is marketed,
distributed and owned by the Company
RETURN ON EQUITY (“ROE”)
Net earnings for the year attributable to
owners of the parent divided by average
shareholders’ equity
SAME-STORE SALES
Sales from stores in the same location in
both reporting periods
TOTAL CAPITAL
Funded debt plus shareholders’ equity,
net of non-controlling interest
WEIGHTED AVERAGE NUMBER
OF SHARES
The number of Non-Voting Class A shares
plus Class B common shares outstanding
adjusted to take into account the time
the shares are outstanding in the
reporting period
EMPIRE coMPany lIMItEd Shareholder and
investor information
EMPIRE COMPANY LIMITED
Head Office:
115 King St.
Stellarton, Nova Scotia
B0K 1S0
Telephone: (902) 755-4440
Fax: (902) 755-6477
www.empireco.ca
DIVIDEND RECORD AND PAYMENT DATES FOR FISCAL 2015
Record Date
Payment Date
July 15, 2014
October 15, 2014*
January 15, 2015*
April 15, 2015*
*Subject to approval by the Board of Directors
July 31, 2014
October 31, 2014*
January 31, 2015*
April 30, 2015*
INVESTOR RELATIONS AND INQUIRIES
Shareholders, analysts and investors should direct their
financial inquiries or requests to:
Stewart H. Mahoney, CFA
Vice President, Treasury & Investor Relations
E-mail: investor.relations@empireco.ca
Communication regarding investor records, including changes
of address or ownership, lost certificates or tax forms, should
be directed to the Company’s transfer agent and registrar,
CST Trust Company.
AFFILIATED COMPANY WEB ADDRESSES
www.sobeyscorporate.com
OUTSTANDING SHARES
As of June 26, 2014
Non-Voting Class A shares
Class B common shares, voting
58,068,709
34,260,763
SHAREHOLDERS’ ANNUAL GENERAL MEETING
September 11, 2014, at 11:00 a.m. (ADT)
Cineplex Cinemas
612 East River Road
New Glasgow, Nova Scotia
STOCK EXCHANGE LISTING
The Toronto Stock Exchange
STOCK SYMBOL
Non-Voting Class A shares – EMP.A
TRANSFER AGENT
CST Trust Company
Investor Correspondence
P.O. Box 700 Station B
Montréal, Québec
H3B 3K3
Telephone: (800) 387-0825
E-mail: inquiries@canstockta.com
MULTIPLE MAILINGS
If you have more than one account, you may receive a separate
mailing for each. If this occurs, please contact CST Trust
Company at (800) 387-0825 to eliminate the multiple mailings.
Thank you
Special thanks to the employees
who participated in the annual report
photography showing how our business
comes to life each and every day.
52-WEEK AVERAGE DAILY TRADING VOLUME (TSX: EMP.A)
241,681
BANKERS
Bank of Montreal
Bank of Nova Scotia
Bank of Tokyo-Mitsubishi
Canadian Imperial Bank of Commerce
National Bank of Canada
Rabobank
TD Bank Financial Group
SOLICITORS
Stewart McKelvey
Halifax, Nova Scotia
AUDITORS
Grant Thornton, LLP
Halifax, Nova Scotia
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www.empireco.ca