Transat A.T. Inc.
annual report 2015
Transat A.T. Inc. is an integrated international tour operator that
specializes in holiday travel. It offers more than 60 destination
countries and distributes products in approximately 50 countries.
Revenues
(In millions of dollars)
Cash flows related to operating activities
(In millions of dollars)
Aircraft fuel
(In millions of dollars)
Adjusted operating income 1
(In millions of dollars)
1
See Non-IFRS Financial Measures section on page 7.
Net income (loss) attributable to shareholders
(In millions of dollars)
2015
2014
2013
2012
2011
2015
2014
2013
2012
2011
2015
2014
2013
2012
2011
2015
2014
2013
2012
2011
2015
2014
2013
2012
2011
3,566,368
3,752,198
3,648,158
3,714,219
3,654,167
94,000
106,240
123,039
8,872
90,673
440,804
462,942
417,891
505,422
447,625
100,821
99,929
120,322
20,450
33,853
42,565
22,875
57,955
(16,669)
(14,711)
2015
2014
Variance Variance
3,566,368
3,752,198
$
(185,830)
100,821
99,929
892
46,964
42,565
1.10
94,000
26,066
22,875
0.59
106,240
20,898
19,690
0.51
(12,240)
336,423
1,513,764
308,887
1,375,030
27,536
138,734
—
0.65
8.3
14.29
7.71
37,591
—
0.65
4.9
12.47
N/A
—
3.4
1.82
8.60
38,742
(0.89)
(1,151)
(10.3)
(3.0)
%
(5.0)
(0.9)
80.2
86.1
86.4
(11.5)
8.9
10.1
N/A
—
69.4
14.6
Revenues
Adjusted operating income 1
Net income
Net income attributable to shareholders
Diluted earnings per share
Cash flows related to operating activities
Cash and cash equivalents
Total assets
Long-tem debt (including current portion)
Debt ratio 2
Return on average shareholders' equity (%) 3
Book value per share 4
Stock price as at October 31 (TRZ.B)
Oustanding shares, end of year (in thousands)
Highlights
(In thousands of dollars, except per share amounts and ratios)
1 Adjusted operating income: Operating income before depreciation and amortization expense,
restructuring charge and other significant unusual items.
2 Debt ratio: Total liabilities divided by total assets.
3 Return on average shareholders's equity: Net income attributable to shareholders divided
by average shareholders' equity.
4 Book value per share: Shareholders' equity divided by total number of shares oustanding.
VERSION_QUARK_RAP_AN 2015-12-14 14:59 Page4
A growth-o
A growth-oriented vision
Message to Shareholders
Taking stock of our achievements in 2015 be-
gins with a review of the first year of our new 2015–2017
strategic plan. Under this plan, the Company is continuing
its efficiency and unit-margin-improvement efforts, as well
as targeting market development and growth.
We achieved our cost-reduction and unit-mar-
gin-improvement program objective of $45 million (initially
$20 million) in fiscal 2015, and our ambition is to exceed
the $100 million initially targeted over three years. The
main source of operating-costs reduction was the imple-
mentation of the so-called double flexible fleet at Air
Transat: our carrier operates a variable number of narrow-
and wide-body aircraft depending on the season, and it
completed the insourcing of narrow-body aircraft in 2014.
For the 2016 winter season, approximately 50% of our
Sun destination customers will be flying on narrow-body
jets, compared with 24% in 2012. In addition, we profita-
bly deployed wide-body planes in overseas markets.
Other key projects with an impact on our finan-
cial performance include increasing seat capacity on three
Airbus A330s dedicated to our high-volume London and
Paris routes, as well as boosting frequency on those
routes, and implementation of new IT tools that will signi-
ficantly grow so-called ancillary revenues. We intend to
grow those revenues by at least $20 million during the
plan period.
In terms of European market development, as
planned, we are adding new destinations outbound from
Canada: after Prague in 2014, Budapest was added in
2015, and Zagreb will join the roster in 2016. We also in-
troduced a domestic feeder-flight program in Canada, en-
abling us to broaden product supply in certain markets.
Lastly, we’ve refined our market segmentation and mar-
keting for our Sun destinations, one result of which has
been the introduction of new collections; the response
from the public and the industry is promising.
We have made considerable progress with the
brand. Pursuant to the strategy that we began developing
in 2010, we consolidated our entire product offering under
the Transat brand in October 2015, as part of additional
efforts to simplify the organization’s brand platform. Those
efforts will be continuing. The benefits have begun to ma-
terialize, and this has allowed us to make more concen-
trated marketing investments. In the same vein, we have
officially begun rolling out the Transat Travel brand in our
directly owned distribution network, which means we will
be increasingly able to capitalize on that brand in the
future.
With respect to distribution, we are orchestra-
ting the implementation of an integrated ecosystem en-
abling us to reach customers through their preferred
channels, and provide them with the most personalized
service possible. That ecosystem requires, among other
things, a high-performance website characterized by
2
oriented vision
superior usability, world-class customer care centres, and
an efficient, profitable travel agency network. Significant
progress was made on all three fronts in 2015.
in 2014, and an adjusted net income of $42.9 million,
compared with $45.2 million in 2014.
The plan also calls for us to develop Ocean
Hotels, increasing the number of rooms under manage-
ment from 2,300 to at least 5,000 by 2017. Since the fall
of 2015, Ocean Hotels manages two new hotels in Cuba,
with another to follow in Mexico in 2016. We are also
planning construction of a new hotel in the Dominican
Republic, which should begin in May 2016.
Our winter results on Sun destinations routes
outbound from Canada improved only slightly; one reason
for this was the weakened Canadian dollar. Demand on
that market remains very strong, however, and we are
cautiously optimistic with regard to the market segment.
As far as the summer season is concerned,
once again we recorded excellent results on the transat-
lantic market, in a context of abundant supply and more
direct competition on some routes. In fact, with an adjus-
ted operating income of $133.2 million, compared with
$123.8 million in 2014, this was our second-best summer
ever.
The year 2015 was extremely challenging in
France, leading to a decline in results in winter and un-
dermining those in summer, which otherwise would have
improved even more. The Ebola epidemic in Africa and
terror attacks in Tunisia contributed to a deferral of some
tourist demand into 2016. Case in point: there are signs
of firmer demand for Senegal in winter 2016.
I must mention the excellent results achieved
by Jonview Canada, the leading incoming tour operator
in the country. Although Canada continues to face major
challenges as an international travel destination, our
business unit is doing remarkably well. It posted record
results in 2015, with revenues of $129 million and an ope-
rating income of $4.3 million.
For the fiscal year, we post an adjusted opera-
ting income of $100.8 million, compared with $99.9 million
3
We are continuing our commitment to sustai-
nable development, which was once again recognized in
2015. Transat was named to Corporate Knights’ list of the
top 50 corporate citizens in Canada. Air Transat, meanw-
hile, took Corporation of the Year honours in Quebec’s
Mercuriades business competition in recognition of its
program for the green dismantling of end-of-life aircraft.
In addition, we are now formally committed to obtaining
Travelife certification for our tour operator line of business,
with full certification targeted by the end of the strategic
plan period.
Transat moves into fiscal 2016 with a robust,
growth-oriented strategic plan, several initiatives of which
are already underway and, in some cases, nearing com-
pletion. We also have a very sound balance sheet, which
gives us the means to seize potential development
opportunities that could accelerate the organization’s
transformation. The international tourism market remains
a very dynamic one. It will always bring all manner of
challenges, but with our adaptability and leadership po-
sition—and, in particular, our quality team—we possess
the necessary assets to achieve and even exceed our
objectives.
As always, I would like to conclude by thanking
all of our employees, as well as our partners and share-
holders, and of course the members of the Board of
Directors, whose contributions are so significant.
Jean-Marc Eustache
Chairman of the Board,
President and Chief Executive Officer
December 9, 2015
VERSION_QUARK_RAP_AN 2015-12-13 18:10 Page6
Board of Directors
Jean-Marc Eustache
Chairman of the Board
President and Chief Executive Officer
Transat A.T. Inc.
Jean-Yves Leblanc
Lead Director
Corporate Director
Raymond Bachand
Strategic Advisor
Norton Rose Fulbright
Louis-Marie Beaulieu
Chairman of the Board and
President and Chief Executive Officer
Groupe Desgagnés inc.
Lucie Chabot
Vice-President
and Chief Financial Officer
SAIL Outdoors Inc.
Lina De Cesare
Corporate Director
Jean Pierre Delisle
Corporate Director
and Executor of estates
W. Brian Edwards
Corporate Director
Susan Kudzman
Executive Vice-President
Corporate Affairs and Chief Risk Officer
Laurentian Bank of Canada
Jacques Simoneau
President and CEO
and Director Gestion Univalor, s.e.c.
Philippe Sureau
Corporate Director
4
Senior Management
Jean-Marc Eustache
Chairman of the Board
President and Chief Executive Officer
Transat A.T. Inc.
Joseph Adamo
General Manager
Transat Distribution Canada Inc.
Patrice Caradec
President and General Manager
Transat France S.A.S.
André De Montigny
President, Transat International and
Vice-President, Corporate Development
Transat A.T. Inc.
Annick Guérard
General Manager
Transat Tours Canada Inc.
Jean-François Lemay
General Manager
Air Transat A.T. Inc.
Michel Bellefeuille
Vice-President
and Chief Information Officer
Transat A.T. Inc.
Bernard Bussières
Vice-President, General Counsel
and Corporate Secretary
Transat A.T. Inc.
Daniel Godbout
Senior Vice-President
Transport and Yield Management
Transat A.T. Inc.
Christophe Hennebelle
Vice-President, Human Resources
and Talent Management
Transat A.T. Inc.
Michel Lemay
Vice-President, Communications
and Corporate Affairs
and Chief Brand Officer, Transat A.T. Inc.
Denis Pétrin
Vice-President, Finance and Administration
and Chief Financial Officer
Transat A.T. Inc.
Committees
Executive Committee
Jean-Marc Eustache
(President)
W. Brian Edwards
Jean-Yves Leblanc
Jacques Simoneau
Human Resources
and Compensation
Committee
W. Brian Edwards
(President)
Susan Kudzman
Jean-Yves Leblanc
Louis-Marie Beaulieu
Audit Committee
Jean-Yves Leblanc
(President)
Jean Pierre Delisle
Jacques Simoneau
Raymond Bachand
Risk Management
and Corporate
Governance
Committee
Jacques Simoneau
(President)
Jean Pierre Delisle
W. Brian Edwards
Susan Kudzman
MANAGEMENT’S DISCUSSION & ANALYSIS
This Management’s Discussion and Analysis (“MD&A”) provides a review of Transat A.T. Inc.’s operations, performance and financial
position for the year ended October 31, 2015, compared with the year ended October 31, 2014, and should be read in conjunction with the
audited consolidated financial statements and notes thereto. The information contained herein is dated as of December 9, 2015. You will find
more information about us on Transat’s website at www.transat.com and on SEDAR at www.sedar.com, including the Attest Reports for the
year ended October 31, 2015 and Annual Information Form.
These financial statements have been prepared in accordance with International Financial Reporting Standards (“IFRS”). We
occasionally refer to non-IFRS financial measures in the MD&A. See the Non-IFRS financial measures section for more information. All dollar
figures in this MD&A are in Canadian dollars unless otherwise indicated. The terms “Transat,” “we,” “us,” “our” and the “Corporation” mean
Transat A.T. Inc. and its subsidiaries, unless otherwise indicated.
This Management’s Discussion and Analysis consists of the following sections:
CAUTION REGARDING FORWARD-LOOKING STATEMENTS ........................................................................................ 6
NON-IFRS FINANCIAL MEASURES ................................................................................................................................... 7
FINANCIAL HIGHLIGHTS .................................................................................................................................................. 10
OVERVIEW ........................................................................................................................................................................ 11
CONSOLIDATED OPERATIONS ....................................................................................................................................... 14
FINANCIAL POSITION, LIQUIDITY AND CAPITAL RESOURCES ................................................................................... 22
OTHER ............................................................................................................................................................................... 26
ACCOUNTING ................................................................................................................................................................... 27
RISKS AND UNCERTAINTIES .......................................................................................................................................... 33
CONTROLS AND PROCEDURES ..................................................................................................................................... 38
OUTLOOK .......................................................................................................................................................................... 39
MANAGEMENT’S REPORT ............................................................................................................................................... 40
INDEPENDENT AUDITORS’ REPORT ............................................................................................................................. 41
5
Transat A.T. Inc.
2015 Annual Report
Management’s Discussion and Analysis
CAUTION REGARDING FORWARD-LOOKING STATEMENTS
This MD&A contains certain forward-looking statements with respect to the Corporation. These forward-looking statements are
identified by the use of terms and phrases such as “anticipate,” “believe,” “could,” “estimate,” “expect,” “intend,” “may,” “plan,” “potential,”
“predict,” “project,” “will,” “would,” the negative of these terms and similar terminology, including references to assumptions. All such
statements are made pursuant to applicable Canadian securities legislation. Such statements may involve but are not limited to comments
with respect to strategies, expectations, planned operations or future actions.
Forward-looking statements, by their nature, necessarily involve risks and uncertainties that could cause actual results to differ
materially from those contemplated by these forward-looking statements. Results indicated in forward-looking statements may differ
materially from actual results for a number of reasons, including without limitation, extreme weather conditions, fuel prices, armed conflicts,
terrorist attacks, general industry, market and economic conditions, disease outbreaks, changes in demand due to the seasonal nature of the
business, the ability to reduce operating costs and employee counts, labour relations, collective bargaining and labour disputes, pension
issues, exchange and interest rates, availability of financing in the future, statutory changes, adverse regulatory developments or procedures,
pending litigation and actions by third parties, and other risks detailed from time to time in the Corporation’s continuous disclosure
documents.
The reader is cautioned that the foregoing list of factors is not exhaustive of the factors that may affect any of the Corporation’s
forward-looking statements. The reader is also cautioned to consider these and other factors carefully and not to place undue reliance on
forward-looking statements.
The Corporation made a number of assumptions in making forward-looking statements in this MD&A such as certain economic,
market, operational and financial assumptions and assumptions about transactions and forward-looking statements.
Examples of such forward-looking statements include, but are not limited to, statements concerning:
•
•
•
•
•
•
The outlook whereby the Corporation should have the resources it needs to meet its 2016 objectives and continue building on
its long-term strategies.
The outlook whereby the Corporation expects revenues to increase and total travellers to be higher compared with fiscal 2015.
The outlook whereby the Corporation expects to generate positive cash flows from operating activities in 2016.
The outlook whereby additions to property, plant and equipment and intangible assets could amount to approximately
$60.0 million.
The outlook whereby the Corporation will be able to meet its obligations with cash on hand, cash flows from operations and
drawdowns under existing credit facilities.
The outlook whereby operating income for the winter should improve over last year.
In making these statements, the Corporation has assumed, among other things, that travellers will continue to travel, that credit
facilities will continue to be made available as in the past, that management will continue to manage changes in cash flows to fund working
capital requirements for the full fiscal year and that fuel prices, foreign exchange rates and hotel and other destination-based costs will
remain steady. If these assumptions prove incorrect, actual results and developments may differ materially from those contemplated by the
forward-looking statements contained in this MD&A.
The Corporation considers the assumptions on which these forward-looking statements are based to be reasonable.
These statements reflect current expectations regarding future events and operating performance, speak only as of the date this
MD&A is issued, and represent the Corporation’s expectations as of that date. The Corporation disclaims any intention or obligation to
update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, other than as required
by applicable securities legislation.
6
Transat A.T. Inc.
2015 Annual Report
NON-IFRS FINANCIAL MEASURES
Management’s Discussion and Analysis
This MD&A was prepared using results and financial information determined under IFRS. In addition to IFRS financial measures,
management uses non-IFRS measures to assess the Corporation’s operational performance. It is likely that the non-IFRS financial measures
used by the Corporation will not be comparable to similar measures reported by other issuers or those used by financial analysts as their
measures may have different definitions. The measures used by the Corporation are furnished to provide additional information and should
not be considered in isolation or as a substitute for IFRS financial performance measures.
Generally, a non-IFRS financial measure is a numerical measure of an entity’s historical or future financial performance, financial
position or cash flows that is neither calculated nor recognized under IFRS. Management believes that such non-IFRS financial measures
are important as they provide users of our financial statements with a better understanding of the results of our recurring operations and their
related trends, while increasing transparency and clarity into our operating results. Management also believes these measures to be useful in
assessing the Corporation’s capacity to discharge its financial obligations.
By excluding from results items that arise mainly from long-term strategic decisions and/or do not, in our opinion, reflect the
Corporation’s operating performance for the period, such as the change in fair value of fuel-related derivatives and other derivatives,
restructuring charges, impairment of goodwill, depreciation and amortization and other significant unusual items, we believe this MD&A helps
users to better analyze the Corporation’s results and ability to generate cash flows from operations. Furthermore, the use of non-IFRS
measures helps users by enabling better comparability of results from one period to another and better comparability with other businesses
in our industry.
The non-IFRS measures the Corporation uses to assess operational performance include adjusted operating income (loss), adjusted
pre-tax income (loss) and adjusted net income (loss).
Management also uses total debt and total net debt to assess the Corporation’s debt level, cash position, future cash needs and
financial leverage ratio. Management believes these measures to be useful in assessing the Corporation’s capacity to discharge its current
and future financial obligations.
7
Transat A.T. Inc.
2015 Annual Report
Management’s Discussion and Analysis
The non-IFRS measures used by the Corporation are as follows:
Adjusted operating
income (loss)
Operating income (loss) before depreciation and amortization expense, restructuring charge and other
significant unusual items.
Adjusted pre-tax
income (loss)
Income (loss) before income tax expense before change in fair value of fuel-related derivatives and other
derivatives, gain on investments in ABCP, gain on disposal of a subsidiary, restructuring charge, impairment of
goodwill and other significant unusual items.
Adjusted net income
(loss)
Net income (loss) attributable to shareholders before change in fair value of fuel-related derivatives and other
derivatives, gain on investments in ABCP, gain on disposal of a subsidiary, restructuring charge, impairment of
goodwill and other significant unusual items, net of related taxes.
Adjusted net income
(loss) per share
Adjusted net income (loss) divided by the adjusted weighted average number of outstanding shares used in
computing diluted earnings (loss) per share.
Adjusted operating
leases
Aircraft rental expense for the past four quarters multiplied by 5.
Total debt
Long-term debt plus the amount for adjusted operating leases.
Total net debt
Total debt (described above) less cash and cash equivalents.
8
Transat A.T. Inc.
2015 Annual Report
Management’s Discussion and Analysis
The following table reconciles the non-IFRS financial measures to the most comparable IFRS financial measures:
(in thousands of Canadian dollars, except per share amounts)
Operating income
Restructuring charge
Amortization
Adjusted operating income
Income before income tax expense
Change in fair value of fuel-related derivatives and other derivatives
Write-off and impairment of goodwill
Restructuring charge
Adjusted pre-tax income
Net income attributable to shareholders
Change in fair value of fuel-related derivatives and other derivatives
Write-off and impairment of goodwill
Restructuring charge
Tax impact
Adjusted net income
Adjusted net income
Adjusted weighted average number of outstanding shares used
in computing earnings per share
Adjusted net income per share
Aircraft rent
Multiple
Adjusted operating leases
Long-term debt
Adjusted operating leases
Total debt
Total debt
Cash and cash equivalents
Total net debt
2015
$
49,954
—
50,867
100,821
57,327
528
—
—
57,855
42,565
528
—
—
(150)
42,943
2014
$
46,840
6,387
46,702
99,929
29,824
23,822
369
6,387
60,402
22,875
23,822
369
6,387
(8,211)
45,242
2013
$
75,514
5,740
39,068
120,322
80,712
493
—
5,740
86,945
57,955
493
—
5,740
(1,621)
62,567
42,943
45,242
62,567
38,558
1.11
39,046
1.16
38,472
1.63
October 31, October 31, October 31,
2013
$
2015
$
2014
$
98,859
5
494,295
—
494,295
494,295
494,295
(336,423)
157,872
87,229
5
81,270
5
436,145
406,350
—
436,145
436,145
436,145
(308,887)
127,258
—
406,350
406,350
406,350
(265,818)
140,532
9
Transat A.T. Inc.
2015 Annual Report
FINANCIAL HIGHLIGHTS
(in thousands of Canadian dollars, except per share amounts)
Consolidated Statements of Income
Revenues
Adjusted operating income(1)
Net income attributable to shareholders
Basic earnings per share
Diluted earnings per share
Adjusted net income(1)
Adjusted net income per share(1)
Consolidated Statements of Cash Flows
Operating activities
Investing activities
Financing activities
Effect of exchange rate changes on cash
and cash equivalents
Net change in cash and cash equivalents
Management’s Discussion and Analysis
2015
$
2014
$
2013
$
3,566,368
100,821
42,565
1.11
1.10
42,943
1.11
3,752,198
99,929
22,875
0.59
0.59
45,242
1.16
3,648,158
120,322
57,955
1.51
1.51
62,567
1.63
Change
2015
%
(5.0)
0.9
86.1
88.1
86.4
(5.1)
(4.3)
94,000
(58,009)
(12,672)
4,217
27,536
106,240
(61,100)
191
(2,262)
43,069
123,039
(28,289)
(1,817)
1,710
94,643
(11.5)
5.1
(6,734.6)
286.4
(36.1)
2014
%
2.9
(16.9)
(60.5)
(60.9)
(60.9)
(27.7)
(28.8)
(13.7)
(116.0)
110.5
(232.3)
(54.5)
Change
2015
%
Change
2014
%
8.9
8.4
8.6
10.1
—
13.3
24.1
16.2
(5.8)
3.0
6.6
—
7.3
(9.4)
As at
As at
As at
October 31, October 31, October 31,
2013
$
2014
$
2015
$
Consolidated Statements of Financial Position
Cash and cash equivalents
Cash and cash equivalents in trust or otherwise reserved
(current and non-current)
Total assets
Debt (current and non-current)
Total debt(1)
Total net debt(1)
1 SEE NON-IFRS FINANCIAL MEASURES
336,423
308,887
265,818
412,099
748,522
1,513,764
—
494,295
380,184
689,071
1,375,030
—
436,145
403,468
669,286
1,290,073
—
406,350
157,872
127,258
140,532
10
Transat A.T. Inc.
2015 Annual Report
OVERVIEW
HOLIDAY TRAVEL INDUSTRY
Management’s Discussion and Analysis
The holiday travel industry consists mainly of tour operators, traditional and online travel agencies, destination service providers or
hotel operators, and air carriers. Each of these subsectors includes companies with different operating models.
Generally, outgoing tour operators purchase the various components of a trip locally or abroad and sell them separately or in
packages to consumers in their local markets, through travel agencies or via the Web. Incoming tour operators design travel packages or
other travel products consisting of services they purchase in their local market for sale in foreign markets, generally through other tour
operators or travel agencies. Destination service providers are based at destination and sell a range of optional services to travellers onsite
for spontaneous consumption, such as excursions or sightseeing tours. These companies also provide outgoing tour operators with logistical
support services, such as ground transfers between airports and hotels. Travel agencies, operating independently, in networks, or online, are
distributors serving as intermediaries between tour operators and consumers. Air carriers sell seats through travel agencies or through tour
operators that use them in building packages, or directly to consumers.
CORE BUSINESS, VISION AND STRATEGY
CORE BUSINESS
Transat is one of the largest integrated tour operators in the world. We operate solely in the holiday travel industry and market our
services mainly in the Americas and Europe. As a tour operator, Transat’s core business consists in developing and marketing holiday travel
services in package and air-only formats. We operate as both an outgoing and incoming tour operator by bundling services bought in Canada
and abroad and reselling them primarily in Canada, France, the U.K. and in ten other European countries, directly or through intermediaries,
as part of a multi-channel distribution strategy. Transat is also a retail distributor, both online and through travel agencies, some of which it
owns. Transat deals with numerous air carriers, but relies on its subsidiary Air Transat for a significant portion of its needs. Transat offers
destination services in Canada, Mexico, the Dominican Republic and Greece. Transat holds an interest in a hotel business which owns,
operates or manages properties in Mexico, Cuba and the Dominican Republic.
VISION
As a leader in holiday travel, Transat intends to pursue growth by inspiring trust in travellers and by offering them an experience that is
exceptional, heart-warming and reliable. Our customers are our primary focus, and sustainable development of tourism is our passion. We
intend to expand our business to other countries where we see high growth potential for an integrated tour operator specializing in holiday
travel.
STRATEGY
To deliver on its vision, the Corporation intends to continue to maximize synergies from its vertical integration model in a targeted
manner, according to tourism industry trends. In this respect, in recent years, the Corporation has considerably improved the effectiveness of
its airline operations and launched a certain number of actions, including technological initiatives, to become more efficient and improve its
performance as a distributor. The strategy also includes entry into new source markets and the launch of new destinations, targeting new
markets for its traditional destinations and increasing its buying power for these routes. Alongside these initiatives, Transat intends to
leverage targeted technology investments and efficiency gains from changes to its internal management structure and a cost reduction and
unit margin improvement program to improve its operating income and maintain or grow market share in all its markets. Transat
acknowledges the growing strategic importance of sustainable development in the holiday and air travel industries. Given this trend, Transat
has undertaken to adopt avant-garde policies on corporate responsibility and sustainable tourism.
11
Transat A.T. Inc.
2015 Annual Report
Management’s Discussion and Analysis
For fiscal 2016, Transat has set the following objectives:
1.
2.
Implement an integrated distribution and brand strategy, including an enhanced online shopping experience, higher
controlled sales, deployment of the Transat brand and finalization of required technological projects.
Increase capacity and improve the competitiveness of our sun destination offering, strengthen our presence and increase
our capacity in the transatlantic market, and continue deploying the Lookéa club offering.
3. Reduce winter financial losses and maintain summer profitability, in particular by continuing our cost reduction and unit
margin improvement program, with gains of $30 million expected in 2016.
4. Enter a new market via acquisition and optimize our hotel strategy, particularly through our interest in Ocean Hotels.
5. Simplify the organizational structure and optimize the succession management plan.
6. Obtain Travelife Partner status.
REVIEW OF 2015 OBJECTIVES AND ACHIEVEMENTS
The main objectives and achievements for fiscal 2015 were as follows:
Transat remains committed to a cost-reduction and unit-margin-improvement program, under which it targeted savings of
$20 million in fiscal 2015, compared with 2014. In 2015 the Corporation aims to improve its winter results and maintain its summer
profitability, in particular through improved efficiency.
The Corporation estimates the savings from the cost-reduction and unit-margin-improvement program at $45 million for 2015—more
than double the original objective. The cumulative savings targeted under the program amount to more than $100 million by 2017.
The key factors driving improvement are the insourcing of narrow-body aircraft and implementation of Air Transat’s flexible fleet, under
which varying numbers of narrow-body and wide-body aircraft operate depending on the season.
In 2015, the Corporation posted a modest increase in the margin on its North American operations in winter, which during that season
are concentrated on Sun destination routes. The operating loss on that market was $32.0 million, versus $36.7 million in 2014. Owing to
under-performance of Transat’s France operations, due among other factors to events in North Africa, the operating loss related to European
operations in winter was $25.3 million, compared with one of $9.9 million in 2014.
For the summer season, in spite of abundant supply and increased competition, which was direct in the case of several destinations,
the Corporation posted an operating income of $107.2 million, compared with $93.5 million in 2014.
As a result, for the year, despite the under-performance in France, attributable to outside factors, and in spite of abundant supply and
increased competition on all markets, Transat recorded in 2015 a slightly higher margin than in 2014.
Transat intends to develop new markets by launching new routes, entering new source markets, building out its existing source
market offering and expanding its overall offering, including, where applicable, by marketing third-party products.
The Corporation has introduced two new Europe destinations, Prague in 2014 and Budapest in 2015, and announced that it will be
adding Zagreb in 2016. A domestic feeder-flight program has also been introduced, which has considerably broadened the supply of
transatlantic destinations out of certain Canadian cities (passengers change planes in either Montreal or Toronto).
12
Transat A.T. Inc.
2015 Annual Report
Management’s Discussion and Analysis
Building on the successful launch of the Transat Travel banner as a Canadian distributor, Transat intends to improve its multi-
channel distribution strategy, and particularly its online presence, to extend its customer reach and enhance customer loyalty.
By the end of the fiscal year, Transat had implemented the Transat Travel brand in 25 travel agencies across Canada, and expects to
complete transition in its owned agencies during 2016. The results achieved since the launch of this initiative, whether measured in terms of
customer acquisition, overall sales growth, or growth in sales of Transat products, are very satisfactory. At the same time, the Corporation
successfully completed a restructuring of its distribution network with an eye to improving its profitability.
In Canada, the Corporation made significant changes to its online marketing strategy. Its product offerings, regardless of brand, are all
sold through the Transat.com website, among others. This new orientation, implemented following introduction of the Transat Travel brand in
the retail network, is in logical continuation with the brand strategy developed in 2010. It will contribute to optimization of marketing efforts
and budgets, among other things.
Other projects are under way: the Corporation will improve its capacity to market its products via mobile devices, for example.
In fiscal 2015, Transat will begin structuring its sustainable-development project to secure a certification for its tour operator and
travel agency businesses.
Transat is now firmly engaged in the certification process. The approach was structured during 2015, with implications including
production of a gap analysis and development of an action plan. The Corporation plans to achieve Travelife Partner status in 2016, and full
certification within the strategic plan period.
KEY PERFORMANCE DRIVERS
The following key performance drivers are essential to the successful implementation of our strategy and to the achievement of our
objectives.
ADJUSTED OPERATING INCOME
Generate an adjusted operating income margin higher than 3% of revenues.
MARKET SHARE
Consolidate or increase market share in all regions in Canada and in Europe.
REVENUE GROWTH
Grow revenues by more than 3%, excluding acquisitions.
ABILITY TO DELIVER ON OUR OBJECTIVES
Our ability to deliver on our objectives is dependent on our financial and non-financial resources, both of which have contributed in the
past to the success of our strategies and achievement of our objectives.
Our financial resources are as follows:
Cash
Credit facilities
Our balances of cash and cash equivalents not held in trust or otherwise reserved totalled
$336.4 million as at October 31, 2015. Our continued focus on expense reductions and
operating income growth should maintain these balances at healthy levels.
We can also draw on credit facilities totalling approximately $64.4 million.
13
Transat A.T. Inc.
2015 Annual Report
Our non-financial resources include:
Management’s Discussion and Analysis
Brand
Structure
Employees
The Corporation has taken the necessary steps to foster a distinctive brand image and raise
its profile, including its sustainable tourism approach.
Our vertically integrated structure enables us to ensure better quality control over our
products and services and facilitates implementing programs to achieve gains in efficiency.
In recent years, we have intensified our efforts to build a unified corporate culture based on a
clear vision and shared values. As a result, our employees work together as a team and are
committed to ensuring overall customer satisfaction and contributing to improving the
Corporation’s effectiveness. Moreover, we believe the Corporation is managed by a
seasoned leadership team.
Supplier relationships
We have exclusive access to certain hotels at sun destinations as well as over 25 years of
privileged relationships with many hotels at these destinations and in Europe.
Transat has the resources it needs to meet its 2016 objectives and continue building on its long-term strategies.
CONSOLIDATED OPERATIONS
REVENUES
Revenues by geographic area
(in thousands of dollars)
Americas
Europe
2015
$
2,840,004
726,364
3,566,368
2014
$
2,921,811
830,387
3,752,198
2013
$
2,893,353
754,805
3,648,158
Change
2015
%
(2.8)
(12.5)
(5.0)
2014
%
1.0
10.0
2.9
We derive our revenues from outgoing tour operators, air transportation, travel agencies, distribution, incoming tour operators and
services at travel destinations.
For the year ended October 31, 2015, the Corporation’s revenues decreased $185.8 million (5.0%), owing primarily to our winter
season during which total travellers were down 7.4% while our product offering for sun destinations, our main market for the period, was
reduced by 6.3% compared with 2014. Our summer season product offering in the transatlantic market was 0.9% higher than in 2014,
whereas average selling prices were lower than in summer 2014. Overall, during the year, total travellers were down 2.6%.
For 2016, we expect revenues and total travellers to increase compared with 2015, mainly as a result of the Corporation’s decision to
increase winter and summer season capacity.
14
Transat A.T. Inc.
2015 Annual Report
OPERATING EXPENSES
Operating expenses
(in thousands of dollars)
Costs of providing tourism
services
Aircraft fuel
Salaries and employee benefits
Aircraft maintenance
Commissions
Airport and navigation fees
Aircraft rent
Other
Share of net income of an associate
Amortization
Restructuring charge
Total
2015
$
2014
$
2013
$
1,797,890
440,804
387,363
146,006
136,506
117,862
98,859
347,302
(7,045)
50,867
—
3,516,414
2,000,424
462,942
370,904
128,892
170,724
105,440
87,229
333,808
(8,094)
46,702
6,387
3,705,358
1,951,329
417,891
368,477
106,732
163,606
95,635
81,270
346,572
(3,676)
39,068
5,740
3,572,644
Management’s Discussion and Analysis
% of revenues
Change
2015
%
50.4
12.4
10.9
4.1
3.8
3.3
2.8
9.7
(0.2)
1.4
—
98.6
2014
%
53.3
12.3
9.9
3.4
4.5
2.8
2.3
8.9
(0.2)
1.2
0.2
98.8
2013
%
53.5
11.5
10.1
2.9
4.5
2.6
2.2
9.5
(0.1)
1.1
0.2
97.9
2015
%
(10.1)
(4.8)
4.4
13.3
(20.0)
11.8
13.3
4.0
(13.0)
8.9
(100.0)
(5.1)
2014
%
2.5
10.8
0.7
20.8
4.4
10.3
7.3
(3.7)
120.2
19.5
11.3
3.7
Our total operating expenses decreased $188.9 million (5.1%) during the year compared with 2014. This decrease resulted mainly
from our winter season during which we reduced our sun destination product offering by 6.3%. Furthermore, the full effect of insourcing
narrow-body aircraft operations to sun destinations as well as the shift toward a flexible fleet at Air Transat, maximizing the use of narrow-
body aircraft to service sun destinations with more aircraft in winter while minimizing fixed costs of wide-body aircraft, was felt during the
year. These cost savings were partially offset by the dollar’s depreciation against the U.S. dollar. In addition to the anticipated cost savings,
insourcing narrow-body aircraft operations resulted in lower costs of providing tourism services (those flights were previously operated by an
external air carrier), and higher other operating expenses, excluding commissions.
COSTS OF PROVIDING TOURISM SERVICES
Costs of providing tourism services are incurred by our tour operators. They include hotel room costs and the cost of booking blocks of
seats or full flights with carriers other than Air Transat. The $202.5 million (10.1%) decrease resulted primarily from a reduction in our flight
purchases from air carriers other than Air Transat, owing to the addition of narrow-body Boeing 737s to our aircraft fleet and a reduction in
our sun destination product offering during the winter season, partially offset by the dollar’s weakening against the U.S. currency and, to a
lesser extent, higher hotel room costs.
AIRCRAFT FUEL
Aircraft fuel expense was down $22.1 million (4.8%) during the year, mainly as a result of lower fuel price indicators in financial
markets. However, the Corporation was unable to fully benefit from this decrease due to the fuel price hedging program it has in place. The
dollar’s weakening against the U.S. dollar (fuel is paid mainly in U.S. dollars) and the commissioning of our narrow-body Boeing 737-800s
also contributed to mitigate the decrease in aircraft fuel prices.
SALARIES AND EMPLOYEE BENEFITS
Salaries and employee benefits rose $16.5 million (4.4%) to $387.4 million for the year ended October 31, 2015. The increase
resulted mainly from pilot and cabin crew hires following the insourcing of narrow-body aircraft operations and annual salary reviews.
AIRCRAFT MAINTENANCE
Aircraft maintenance costs consist mainly of engine and airframe maintenance expenses incurred by Air Transat. Compared with
2014, these expenses rose $17.1 million (13.3%) during the year. The increase resulted from the beginning of narrow-body operations and
the dollar’s weakening against the U.S. dollar.
15
Transat A.T. Inc.
2015 Annual Report
COMMISSIONS
Management’s Discussion and Analysis
Commissions include the fees paid by tour operators to travel agencies for serving as intermediaries between tour operators and
consumers. Commissions amounted to $136.5 million, down $34.2 million (20.0%) compared with fiscal 2014. As a percentage of revenues,
commissions decreased and accounted for 3.8% of revenues for the year compared with 4.5% in 2014. This decrease is attributable to the
lower revenue base used in calculating commissions.
AIRPORT AND NAVIGATION FEES
Airport and navigation fees consist mainly of fees charged by airports and air traffic control entities. During the year, these fees rose
$12.4 million (11.8%) compared with 2014. The increase was driven by the addition of narrow-body aircraft to our fleet and the dollar’s
weakening against the U.S. dollar.
AIRCRAFT RENT
Aircraft rent rose $11.6 million (13.3%) during the year, as a result of the addition to our permanent fleet of four Boeing 737s and,
eight 737s which were integrated gradually into the fleet for the winter season only, as well as the dollar’s weakening against the U.S. dollar.
OTHER
Other expenses rose $13.5 million (4.0%) during the year, compared with 2014. The increase was mainly due to higher other air costs
following the commissioning of our Boeing 737s.
SHARE OF NET INCOME OF AN ASSOCIATE
Our share of net income of an associate represents our share of the net income of our hotel business, Caribbean Investments B.V.
[“CIBV”]. Our share of net income of an associate for the current fiscal year totalled $7.0 million compared with $8.1 million for 2014.
The decrease in our share of net income was attributable to the reversal, in 2014, of deferred tax liabilities following amendments to Mexican
tax legislation in 2014. The deferred tax liabilities had been recognized as of the coming into force, in 2008, of a piece of tax legislation
in Mexico.
DEPRECIATION AND AMORTIZATION
Depreciation and amortization expense includes the depreciation of property, plant and equipment, and the amortization of intangible
assets subject to amortization and deferred incentive benefits. Depreciation and amortization expense rose $4.2 million during fiscal 2015.
The increase resulted from additions and improvements made to our aircraft fleet, mainly involving the reconfiguration of our Airbus A330s.
RESTRUCTURING
During fiscal 2014, the restructuring charge amounted to $6.4 million including $5.4 million in termination benefits, $0.6 million in
intangible assets written off and $0.4 million in other expenses. In 2014, restructuring also resulted in a $0.4 million write-off of goodwill,
discussed in the Other expenses and revenues section, following the closure of our French Affair division, which specialized in villa rentals in
certain areas of Europe.
OPERATING RESULTS
In light of the foregoing, we recorded $50.0 million (1.4%) in operating income for the year compared with $46.8 million (1.2%) for the
previous fiscal year. The growth in our operating income resulted from a $24.1 million improvement in operating results in the Americas,
partially offset by a $21.0 million adverse change in operating results in Europe. In addition, our cost reduction initiatives combined with the
decrease in fuel prices more than offset the dollar’s weakening against the U.S. dollar which increased operating expenses for the year by
$102.0 million, compared to 2014.
During the year, we reported $100.8 million (2.8%) in adjusted operating income, compared with $99.9 million (2.7%) in 2014.
16
Transat A.T. Inc.
2015 Annual Report
GEOGRAPHIC AREAS
AMERICAS
Americas
(in thousands of dollars)
Winter season
Revenues
Operating expenses
Operating loss
Operating loss (%)
Summer season
Revenues
Operating expenses
Operating income
Operating income (%)
Management’s Discussion and Analysis
2015
$
2014
$
2013
$
1,548,644
1,580,625
(31,981)
(2.1)
1,662,652
1,699,367
(36,715)
(2.2)
1,635,128
1,655,109
(19,981)
(1.2)
1,291,360
1,208,839
82,521
6.4
1,259,159
1,195,973
63,186
5.0
1,258,225
1,170,407
87,818
7.0
Change
2015
%
(6.9)
(7.0)
12.9
6.5
2.6
1.1
30.6
27.3
2014
%
1.7
2.7
(83.7)
(80.7)
0.1
2.2
(28.0)
(28.1)
Winter-season revenues of our North American subsidiaries from sales in Canada and abroad were down $114.0 million (6.9%)
compared with 2014. The decrease resulted from our decision to reduce our sun destination product offering by 6.3% and transatlantic routes
by 3.2%, which lowered traveller volumes by 7.4% across our markets while average selling prices were slightly higher. For the winter
season, we reported an operating loss of $32.0 million (2.1%), compared with an operating loss of $36.7 million (2.2%) in 2014. The
decrease in our operating loss was mainly due to our cost reduction initiatives which resulted in a decrease in operating expenses, and to a
lesser extent, an increase in selling prices. Furthermore, the decrease in operating loss was partially offset by the dollar’s weakening against
the U.S. dollar, which, even combined with the decrease in fuel prices, led to a $21.0 million rise in operating expenses across our markets.
Summer-season revenues were up $32.2 million (2.6%). Summer-season capacity in our transatlantic segment, our main summer-
season market, was 0.9% higher than in 2014. In the transatlantic market, average selling prices were down 2.0% while total travellers
increased 0.3%. Our sun destination capacity was 12.6% higher than in 2014. Traveller volumes and selling prices were up 10.9% and 1.0%,
respectively. Revenue growth was also driven by the introduction of a new reservation platform, which for European travellers, favours
purchasing seats directly from our Air Transat subsidiary instead of through our European subsidiaries. Our operating margin was
$82.5 million (6.4%), compared with $63.2 million (5.0%) in 2014. The improvement in operating income was accentuated by lower fuel
costs, which, even combined with the dollar’s weakening against the U.S. currency, decreased operating expenses by $35.0 million across
our markets. In the aggregate, for our transatlantic market, we recorded a smaller increase in costs than growth in revenues.
17
Transat A.T. Inc.
2015 Annual Report
EUROPE
Europe
(in thousands of dollars)
Winter season
Revenues
Operating expenses
Operating loss
Operating loss (%)
Summer season
Revenues
Operating expenses
Operating income
Operating income (%)
Management’s Discussion and Analysis
2015
$
258,435
283,689
(25,254)
(9.8)
467,929
443,261
24,668
5.3
2014
$
303,190
313,118
(9,928)
(3.3)
527,197
496,900
30,297
5.7
2013
$
277,410
293,866
(16,456)
(5.9)
477,395
453,262
24,133
5.1
Change
2015
%
(14.8)
(9.4)
(154.4)
(198.4)
(11.2)
(10.8)
(18.6)
(8.3)
2014
%
9.3
6.6
39.7
44.8
10.4
9.6
25.5
13.7
Winter-season revenues at our European subsidiaries from sales in Europe and Canada were down $44.8 million (14.8%) in 2015.
The decrease resulted from lower total travellers. In local currency terms, revenues at our European entities decreased. This was due to a
decrease in sales to destinations in North Africa and Senegal, which contributed to the 11.8% decrease in total travellers for the winter
season, compared to 2014, while our average selling prices were similar to the same period of 2014. Our European operations reported an
operating loss of $25.3 million (9.8%) for the winter season, compared with an operating loss of $9.9 million (3.3%) in 2014. The higher
operating loss was mainly attributable to the decrease in total travellers and, to a lesser extent, slimmer margins in tour revenues.
Summer-season revenues at our European subsidiaries were down $59.3 million (11.2%). On one hand, the decrease in revenues
resulted in large part from the introduction of a new reservation platform, which for European travellers, favours purchasing seats directly
from our Air Transat subsidiary instead of through our European subsidiaries, which resulted in a 13.8% decrease in total travellers. The
decrease in revenues is also attributable to lower sales to North African destinations and of North American tours, and the demand was
affected by the decrease of the euro. Our average selling prices were slightly higher than in summer season of 2014, owing in part to a
different product mix. In local currency terms, revenues at our European entities decreased. Our European operations reported $24.7 million
(5.3%) in operating income, compared with $30.3 million (5.7%) in 2014. The lower operating income was primarily due to France, where
market conditions were very difficult, as well as to lower tour margins and, to a lesser extent, a decrease in total travellers.
OTHER EXPENSES AND REVENUES
(in thousands of dollars)
Financing costs
Financing income
Change in fair value of fuel-related derivatives and other derivatives
Foreign exchange gain on non-current monetary items
Write-off and impairment of goodwill
FINANCING COSTS
2015
$
2,229
(7,606)
528
(2,524)
—
2014
$
1,939
(8,107)
23,822
(1,007)
369
2013
$
2,512
(7,357)
493
(846)
—
Change
2015
%
15.0
(6.2)
(97.8)
150.6
(100.0)
2014
%
(22.8)
10.2
4,732.0
19.0
N/A
Financing costs comprise interest on long-term debt and other interest, standby fees, and financial expenses. Financing costs rose
$0.3 million in 2015, compared with 2014.
FINANCING INCOME
Financing income decreased $0.5 million during the year, compared with 2014.
18
Transat A.T. Inc.
2015 Annual Report
Management’s Discussion and Analysis
CHANGE IN FAIR VALUE OF FUEL-RELATED DERIVATIVES AND OTHER DERIVATIVES
The change in fair value of fuel-related derivatives and other derivatives represents the change in fair value, for the period, of the
portfolio of derivative financial instruments held and used by the Corporation to manage its exposure to fluctuations in fuel prices and foreign
exchange. During the year, the fair value of fuel-related derivatives and other derivatives rose $0.5 million, compared with a $23.8 million
decrease in fair value in 2014.
FOREIGN EXCHANGE GAIN ON NON-CURRENT MONETARY ITEMS
The foreign exchange gain on non-current monetary items, amounting to $2.5 million for the year compared with $1.0 million in 2014,
resulted mainly from a favourable foreign exchange effect on our foreign currency deposits.
WRITE-OFF AND IMPAIRMENT OF GOODWILL
In 2014, following the closure of its French Affair division, the Corporation wrote off $0.4 million in related goodwill.
INCOME TAXES
For the year ended October 31, 2015, income tax expense amounted to $10,4 million compared with $3.8 million for the previous
fiscal year. Excluding the share of net income of an associate, the effective tax rate stood at 20.6% for the fiscal year ended
October 31, 2015 and 17.3% for the preceding fiscal year. The change in tax rates between fiscal 2015 and 2014 resulted mainly from
differences between countries in the statutory tax rates applied to taxable income or losses.
NET INCOME AND NET INCOME ATTRIBUTABLE TO SHAREHOLDERS
In light of the items discussed in the Consolidated operations section, our net income for the year ended October 31, 2015 amounted
to $47.0 million, compared with a net income of $26.1 million in 2014. Net income attributable to shareholders stood at $42.6 million or
$1.11 per share basic ($1,10 per share on a diluted basis), compared with $22.9 million or $0.59 per share (basic and diluted) during the
previous fiscal year. The weighted average number of outstanding shares used to compute basic per share amounts was 38,442,000 for
fiscal 2015 and 38,644,000 for fiscal 2014 (38,558,000 and 39,046,000, respectively, for diluted earnings per share).
For the year, adjusted net income amounted to $42.9 million ($1.11 per share), compared with $45.2 million ($1.16 per share) for
fiscal 2014.
19
Transat A.T. Inc.
2015 Annual Report
Management’s Discussion and Analysis
SELECTED QUARTERLY FINANCIAL INFORMATION
The Corporation’s operations are seasonal in nature; consequently, interim operating results do not proportionately reflect the
operating results for a full year. Revenues decreased compared with the corresponding quarters. Average selling prices were up while total
travellers were down for the winter season (Q1 and Q2). For the summer season (Q3 and Q4), average selling prices were lower in 2015 due
to the decline in fuel prices while total travellers were higher. In terms of operating results, increases in average selling prices in winter
combined with cost reduction and margin improvement initiatives were insufficient to offset the foreign exchange effect arising from the
strength of the U.S. dollar. For the summer season, the decline in fuel prices more than offset the stronger U.S. dollar. As a result, the
following quarterly financial information may vary significantly from quarter to quarter.
Q1-2014
$
847,222
19,170
(33,614)
(23,892)
(24,860)
Selected unaudited quarterly financial information
(in thousands of dollars, except per
share data)
Revenues
Aircraft rent
Operating income (loss)
Adjusted operating income (loss)
Net income (loss)
Net income (loss) attributable to
shareholders
Basic earnings (loss) per share
Diluted earnings (loss) per share
Adjusted net income (loss)
Adjusted net income (loss) per
share
(25,649)
(0.67)
(0.67)
(23,288)
(0.60)
Q2-2014
$
1,118,620
19,853
(13,029)
4
(6,606)
(7,903)
(0.20)
(0.20)
(7,553)
Q3-2014
$
941,702
23,350
36,091
47,789
26,296
25,820
0.67
0.66
26,730
Q4-2014
$
844,654
24,856
57,392
76,028
31,236
30,607
0.79
0.79
49,353
Q1-2015
$
788,581
23,167
(47,491)
(35,753)
(63,088)
(64,314)
(1.66)
(1.66)
(32,447)
Q2-2015
$
1,018,498
24,684
(9,744)
3,395
26,267
24,704
0.64
0.64
(6,623)
Q3-2015
$
920,123
24,702
34,913
46,472
13,820
13,067
0.34
0.34
27,216
Q4-2015
$
839,166
26,306
72,276
86,707
69,965
69,108
1.82
1.82
54,797
(0.19)
0.69
1.27
(0.84)
(0.17)
0.71
1.44
20
Transat A.T. Inc.
2015 Annual Report
FOURTH-QUARTER HIGHLIGHTS
Management’s Discussion and Analysis
For the fourth quarter, the Corporation generated $839.2 million in revenues, down $5.5 million (0.6%) from $844.7 million for the
corresponding period of 2014. This decrease is due primarily to the decrease in average selling prices. Fourth-quarter total travellers
increased 3.9% in 2015 compared with the same period in 2014.
In the Americas, revenues of subsidiaries were up $17.1 million (2.9%), compared with the same period in 2014. On the transatlantic
routes, our main market, the capacity deployed increased 3.6% compared with 2014. Average selling prices were down 1.7%, whereas total
travellers were 1.8% higher. Our sun destination capacity was 10.8% higher than in 2014. Revenue growth was also attributable to the
introduction of a new reservation platform, which for European travellers, favours purchasing seats directly from our Air Transat subsidiary
instead of through our European subsidiaries. Traveller volumes were up 10.7% while selling prices increased by 3.5%. North American
operations generated operating income of $56.2 million, compared with $42.4 million, which also took into account a $4.2 million restructuring
charge in 2014. The improvement in operating income was accentuated by a decline in fuel costs, which, even combined with the dollar’s
weakening against the U.S. currency, decreased operating expenses by $18.0 million across our markets.
Compared with 2014, revenues at our European subsidiaries were down $22.6 million (9.2%). On one hand, the decrease in revenues
resulted from the introduction of a new reservation platform, which for European travellers, favours purchasing seats directly from our Air
Transat subsidiary instead of through our European subsidiaries, resulting in a 13.3% decrease in total travellers. The decrease in revenues
is also attributable to lower sales to North African destinations and of North American tours. Average selling prices were slightly higher than
in the same period of 2014, due partly to a different product mix. Our European operations reported $16.1 million in operating income,
compared with $15.0 million in 2014. The improvement in our operating income resulted primarily from sound management of our product
offering combined with cost reduction initiatives.
The Corporation’s fourth-quarter operating income amounted to $72.3 million (8.6%), compared with $54.2 million (6.4%) in 2014. The
increase in operating income resulted from, among other factors, the decline in fuel costs and cost reduction initiatives.
The Corporation recorded fourth-quarter net income amounting to $70.0 million, compared with $31.2 million in 2014. Net income
attributable to shareholders amounted to $69.1 million ($1.82 per share basic and diluted) compared with $30.6 million ($0.79 per share
basic and diluted) in 2014.
The Corporation’s fourth-quarter net adjusted income amounted to $54.8 million ($1.44 per share) compared with $49.4 million
($1.27 per share) in 2014.
21
Transat A.T. Inc.
2015 Annual Report
Management’s Discussion and Analysis
FINANCIAL POSITION, LIQUIDITY AND CAPITAL RESOURCES
As at October 31, 2015, cash and cash equivalents totalled $336.4 million compared with $308.9 million as at October 31, 2014. Cash
and cash equivalents held in trust or otherwise reserved amounted to $412.1 million as at the end of fiscal 2015, compared with
$380.2 million in 2014. The Corporation’s statement of financial position reflected $80.4 million in working capital, for a ratio of 1.09,
compared with $96.0 million in working capital and a ratio of 1.12 as at October 31, 2014.
Total assets increased by $138.7 million (10.1%) from $1,375.0 million as at October 31, 2014 to $1,513.8 million as at
October 31, 2015. This increase is mainly attributable to a $31.9 million increase in cash and cash equivalents in trust or otherwise reserved,
a $27.5 million increase in cash and cash equivalents, a $15.0 million increase in deposits and a $13.9 million increase in investments and
other assets. Equity increased $54.3 million, from $482.9 million as at October 31, 2014 to $537.3 million as at October 31, 2015. This
increase resulted essentially from the $47.0 million net income and a $20.0 million foreign exchange gain on the translation of the financial
statements of foreign subsidiaries, partiallly offset by the repurchase of shares totalling $9.4 million and by other changes in non-controlling
liabilities in the amount of $4.2 million.
CASH FLOWS
(in thousands of dollars)
Cash flows related to operating activities
Cash flows related to investing activities
Cash flows related to financing activities
Effect of exchange rate changes on cash
Net change in cash
OPERATING ACTIVITIES
2015
$
94,000
(58,009)
(12,672)
4,217
27,536
2014
$
106,240
(61,100)
191
(2,262)
43,069
2013
$
123,039
(28,289)
(1,817)
1,710
94,643
Change
2015
%
(11.5)
5.1
(6,734.6)
286.4
(36.1)
2014
%
(13.7)
(116.0)
110.5
(232.3)
(54.5)
Operating activities generated $94.0 million in cash flows, compared with $106.2 million in 2014. This $12.2 million decrease during
the fiscal year resulted from a $17.8 million decrease in the net change in non-cash working capital balances related to operations, partially
offset by a $6.9 million increase in profitability.
We expect to continue to generate positive cash flows from our operating activities in fiscal 2016.
INVESTING ACTIVITIES
Cash flows used in investing activities totalled $58.0 million for the fiscal year, down $3.1 million from 2014. Compared with 2014,
additions to property, plant and equipment and other intangible assets decreased $5.7 million to $59.3 million and consisted mainly of
purchases of computer hardware and software and aircraft enhancements. The cash and cash equivalents reserved (non-current) balance
rose by $5.4 million and we received a $6.7 million dividend from our associate. In 2014, we also received a $3.0 million balance of sale price
receivable related to the disposal of a subsidiary in 2012.
In 2016, additions to property, plant and equipment and intangible assets could amount to approximately $60.0 million.
FINANCING ACTIVITIES
Cash flows used in financing activities totalled $12.7 million, compared with $0.2 million in cash flows generated in 2014. Higher
utilization of cash flows than in 2014 resulted from the $9.4 million repurchase of shares during the period, and a $1.4 million increase in
dividends (totalling $4.2 million) paid to a non-controlling interest. Proceeds from share issuances amounted to $1.0 million in 2015, down
$2.0 million compared with 2014.
22
Transat A.T. Inc.
2015 Annual Report
CONSOLIDATED FINANCIAL POSITION
Management’s Discussion and Analysis
October 31, October 31,
2014
$
2015
$
Difference
$
Main reasons for significant differences
27,536
31,915
See the Cash flows section
Increase in funds received from clients
Assets
Cash and cash equivalents
Cash and cash equivalents in trust or otherwise
reserved
Trade and other receivables
Income taxes receivable
Inventories
Prepaid expenses
Derivative financial instruments
336,423
412,099
129,223
16,900
9,079
80,318
25,573
308,887
380,184
123,489
3,329
10,434
74,932
16,596
5,734
13,571
(1,355)
5,386
8,977
Deposits
58,901
43,932
14,969
Deferred tax assets
Property, plant and equipment
Goodwill
Intangible assets
Investment in an associate
32,939
133,502
99,527
79,863
97,897
30,051
128,560
95,601
72,769
83,949
2,888
4,942
3,926
7,094
13,948
Other assets
1,520
2,317
(797)
Liabilities
Trade and other payables
Provision for overhaul of leased aircraft
Income taxes payable
Customer deposits and deferred revenues
Derivative financial instruments
355,656
42,962
1,431
489,622
23,203
338,633
36,312
1,721
424,468
24,679
17,023
6,650
(290)
65,154
(1,476)
Other liabilities
52,026
53,926
(1,900)
Deferred tax liabilities
11,612
12,345
(733)
Increase in amounts receivable from government
Increase due to payment of notices of assessment related
to ABCPs
No significant difference
Increase in prepaid amounts to hotel operators
Favourable change in the dollar compared with the U.S.
currency with respect to forward contracts entered into
Increase in deposits paid to certain service providers and
foreign exchange difference
Increase in differed tax related to non-deductible provisions
Additions during the year, partially offset by depreciation
Foreign exchange difference
Additions during the year, partially offset by depreciation
Share of net income of an associate and foreign exchange
difference, partially offset by dividend received
No significant difference
Foreign exchange difference
Additions to aircraft fleet, foreign exchange difference and
impact of maintenance schedule
No significant difference
Increase in reservations and average selling prices
Favourable change in fuel prices with respect to forward
contracts entered into
Decrease in deferred incentive benefits, partially offset by
the increase in value of defined benefit obligation
No significant difference
Equity
Share capital
Share-based payment reserve
Retained earnings
Unrealized gain on cash flow hedges
Cumulative exchange differences
218,134
17,105
263,812
14,960
23,241
224,679
15,444
227,872
11,712
3,239
(6,545)
1,661
35,940
3,248
20,002
Repurchase of shares, net of shares issued from treasury
Share-based payment expense
Net income
No significant difference
Foreign exchange gain on translation of financial
statements of foreign subsidiaries
23
Transat A.T. Inc.
2015 Annual Report
FINANCING
Management’s Discussion and Analysis
As at December 9, 2015, the Corporation had several types of financing, consisting primarily of a revolving term credit facility as well
as lines of credit for issuing letters of credit.
On November 14, 2014, the Corporation renewed its $50 million revolving credit facility agreement for operating purposes. Under the
new agreement, which expires in 2019, the Corporation may increase the credit limit to $100 million, subject to lender approval. The
agreement may be extended for a year at each anniversary date subject to lender approval and the balance becomes immediately payable in
the event of a change in control. Under the terms of the agreement, funds may be drawn down by way of bankers’ acceptances or bank
loans, denominated in Canadian dollars, U.S. dollars, euros or pounds sterling. The agreement is secured by a first movable hypothec on the
universality of assets, present and future, of the Corporation’s Canadian subsidiaries subject to certain exceptions and is further secured by
the pledging of certain marketable securities of its main European subsidiaries. The credit facility bears interest at the bankers’ acceptance
rate, the financial institution’s prime rate or LIBOR, plus a premium. The terms of the agreements require the Corporation to comply with
certain financial criteria and ratios. As at October 31, 2015, all the financial ratios and criteria were met and the credit facility was undrawn.
With regard to our French operations, we also have access to undrawn lines of credit totalling €10.0 million [$14.4 million].
OFF-BALANCE SHEET ARRANGEMENTS
In the normal course of business, Transat enters into arrangements and incurs obligations that will impact the Corporation’s future
operations and liquidity, some of which are reflected as liabilities in the consolidated financial statements and others in the notes to the
financial statements. The Corporation did not report any obligations in the statements of financial position as at October 31, 2015 and
October 31, 2014.
Obligations that are not reported as liabilities are considered off-balance sheet arrangements. These contractual arrangements are
entered into with non-consolidated entities and consist of the following:
•
•
•
Guarantees (see notes 15 and 24 to the audited consolidated financial statements)
Operating leases (see note 23 to the audited consolidated financial statements)
Purchase obligations (see note 23 to the audited consolidated financial statements)
Off-balance sheet arrangements that can be estimated amounted to approximately $998.6 million as at October 31, 2015
($936.3 million as at October 31, 2014), and are detailed as follows:
OFF-BALANCE SHEET ARRANGEMENTS
(in thousands of dollars)
Guarantees
Irrevocable letters of credit
Collateral security contracts
Operating leases
Obligations under operating leases
Agreements with suppliers
2015
$
2014
$
36,838
1,490
31,267
1,361
675,385
713,713
284,878
998,591
657,639
690,267
246,056
936,323
In the normal course of business, guarantees are required in the travel industry to provide indemnifications and guarantees to
counterparties in transactions such as operating leases, irrevocable letters of credit and collateral security contracts. Historically, Transat has
not made any significant payments under such guarantees. Operating leases are entered into to enable the Corporation to lease certain
items rather than acquire them.
24
Transat A.T. Inc.
2015 Annual Report
Management’s Discussion and Analysis
The Corporation has a $75.0 million annually renewable revolving credit facility in respect of which the Corporation must pledge cash
totalling 100% of the amount of the issued letters of credit as collateral security. As at October 31, 2015, $66.9 million had been drawn down,
of which $44.9 million is to insure the benefits to participants under senior executives defined benefit pension agreements; such irrevocable
letters of credit are held by a third party trustee. In the event of a change of control, the irrevocable letters of credit issued to insure the
benefit to the participants under the senior executives defined benefit pension agreements will be drawn down.
In addition, the Corporation has a $35.0 million guarantee facility renewable annually. Under this agreement, the Corporation may
issue collateral security contracts with a maximum three-year term. As at October 31, 2015, $22.0 million was drawn down under this credit
facility for issuing letters of credit to some of our service providers.
For its French operations, the Corporation has guarantee lines of credit amounting to €17.6 million [$25.4 million], of which €9.9 million
had been drawn down [$14.3 million].
For its French operations, the Corporation also has access to bank lines of credit for issuing letters of credit secured by deposits. As at
October 31, 2015, €2.7 million had been drawn down [$3.8 million].
For its U.K. operations, the Corporation has a bank line of credit for issuing letters of credit secured by deposits of £14.8 million
[$29.9 million], which has been fully drawn down.
As at October 31, 2015, off-balance sheet arrangements were up $62.3 million. This increase resulted from the seasonal lease
agreements entered into for six additional Boeing 737-800s and the dollar’s weakening against the U.S. dollar, partially offset by repayments
made during the fiscal year.
We believe that the Corporation will be able to meet its obligations with cash on hand, cash flows from operations and drawdowns
under existing credit facilities.
CONTRACTUAL OBLIGATIONS BY YEAR
Year ending October 31
Contractual obligations
Long-term debt
Leases (aircraft)
Leases (other)
Agreements with suppliers and
other obligations
DEBT LEVELS
2016
$
2017
$
2018
$
2019
$
—
130,576
31,126
201,304
363,006
—
115,716
26,520
66,053
208,289
—
112,939
21,583
22,840
157,362
—
86,236
15,087
2,327
103,650
2021
and beyond
$
2020
$
—
34,781
12,161
2,327
49,269
—
28,056
60,604
29,292
117,952
Total
$
—
508,304
167,081
324,143
999,528
The Corporation did not report any debt on its statement of financial position while our off-balance sheet arrangements, excluding
agreements with suppliers and other obligations, increased by $23.4 million, from $690.3 million as at October 31, 2014 to $713.7 million as
at October 31, 2015. This increase was due to entering into aircraft lease agreements during the year and the dollar’s weakening against the
U.S. dollar, offset by repayments made during the year.
The Corporation’s total debt amounts to $494.3 million, up $58.2 million compared with 2014 due primarily to the strength of the U.S.
dollar and higher aircraft rent following the addition of Boeing 737s to our aircraft fleet.
Total net debt increased by $30.6 million, from $127.3 million as at October 31, 2014 to $157.9 million as at October 31, 2015. The
increase in total net debt results from higher aircraft rent following the addition of Boeing 737s to our aircraft fleet, partially offset by higher
cash and cash equivalent balances than in 2014.
25
Transat A.T. Inc.
2015 Annual Report
OUTSTANDING SHARES
Management’s Discussion and Analysis
As at October 31, 2015, the Corporation had three authorized classes of shares: an unlimited number of Class A Variable Voting
Shares, an unlimited number of Class B Voting Shares and an unlimited number of preferred shares. The preferred shares are non-voting
and issuable in series, with each series including the number of shares, designation, rights, privileges, restrictions and conditions as
determined by the Board of Directors.
As at December 4, 2015, there were 37,351,176 total voting shares outstanding.
Since November 16, 2015 Class A Variable Voting Shares and Class B Voting Shares of the Corporation are traded on the Toronto
Stock Exchange under a single symbol, namely “TRZ.”
STOCK OPTIONS
As at December 4, 2015, there were a total of 2,740,523 stock options outstanding, 1,877,384 of which were exercisable.
OTHER
FLEET
Air Transat’s fleet currently consists of twelve Airbus A330s (345 or 375 seats), nine Airbus A310s (249 seats) and four
Boeing 737-800s (189 seats).
The Corporation also had lease agreements, during the 2015 winter season, for six Boeing 737-800s (189 seats) and two
Boeing 737-700s (149 seats). Under current agreements, 15 Boeing 737s will be added to the fleet for the 2016 winter season.
NORMAL COURSE ISSUER BID
On April 10, 2015, the Corporation announced that it had received the required regulatory approvals to go forward with a normal
course issuer bid for a 12-month period.
Pursuant to its normal course issuer bid, the Corporation is authorised to purchase for cancellation up to a maximum of 2,274,921
Class A Variable Voting Shares and Class B Voting Shares, representing approximately 10% of the public float of Class A Variable Voting
Shares and Class B Voting Shares.
The normal course issuer bid is designed to allow the Corporation proper utilization, depending on the circumstances and in a wise
manner, of a portion of the Corporation’s excess cash.
Purchases under the Corporation’s normal course issuer bid will be made on the open market through the TSX in accordance with its
policy on normal course issuer bids. The price paid by the Corporation for repurchased shares will be the market price at the time of
acquisition plus brokerage fees, where applicable. Purchases began as of April 15, 2015 and will terminate no later than April 14, 2016.
During the year ended October 31, 2015, the Corporation repurchased 1,296,090 Class B Voting Shares for a cash consideration of
$9.4 million.
26
Transat A.T. Inc.
2015 Annual Report
ACCOUNTING
CRITICAL ACCOUNTING ESTIMATES
Management’s Discussion and Analysis
The preparation of consolidated financial statements requires management to make estimates and judgments about the future. We
periodically review these estimates, which are based on historical experience, changes in the business environment and other factors,
including expectations of future events, that management considers reasonable under the circumstances. Our estimates involve judgments
we make based on the information available to us. However, accounting estimates could result in outcomes that require a material
adjustment to the carrying amount of the asset or liability affected in future periods.
The key assumptions concerning the future and other key sources of estimation uncertainty at the reporting date that have a
significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next fiscal year are described
below. The Corporation based its assumptions and estimates on parameters available when the consolidated financial statements were
prepared. However, existing circumstances and assumptions about future developments may change due to market events or to
circumstances beyond the Corporation’s control. Such changes are reflected in the assumptions when they occur.
This discussion addresses only those estimates that we consider important based on the degree of uncertainty and the likelihood of a
material impact if we had used different estimates. There are many other areas in which we use estimates about uncertain matters.
DEPRECIATION AND AMORTIZATION AND IMPAIRMENT OF PROPERTY, PLANT AND EQUIPMENT, AND INTANGIBLE ASSETS
GOODWILL AND INTANGIBLE ASSETS
Material amounts recorded under goodwill and intangible assets in the statement of financial position are calculated using the
historical cost method. We are required to perform impairment tests on goodwill and intangible assets with indefinite lives, such as
trademarks, annually or when events or circumstances indicate that the carrying amount may be impaired.
Impairment exists when the carrying amount of an asset or CGU, in the case of goodwill, exceeds its recoverable amount, which is the
higher of fair value less costs to sell the asset or CGU and value in use. To identify CGUs, management has to take into account the
contributions made by each subsidiary and the inter-relationships among them in light of the Corporation’s vertical integration and the goal of
providing a comprehensive offering of tourism services in the markets served by the Corporation. The fair value less costs to sell calculation
is based on available data from arm’s length transactions for similar assets or observable market prices less incremental costs to sell. The
value in use calculation is based on a discounted cash flow model. Cash flows are generally derived from the budget or financial forecasts for
the next five fiscal years and do not include restructuring activities that the Corporation is not yet committed to or significant future
investments that will enhance the performance of the asset of the CGU being tested. The recoverable amount is most sensitive to the
discount rate used for the discounted cash flow model as well as the expected future cash inflows and the growth rate used for extrapolation
purposes. These analyses require us to make a variety of judgments concerning our future operations. The cash flow forecasts used to
determine the values of assets of CGUs may change in the future due to market conditions, competition and other risk factors (see Risks and
uncertainties).
The Corporation performed an impairment test as at April 30, 2015 to determine whether the carrying amount of CGUs was higher
than their recoverable amount. No impairment was identified. The Corporation prepares cash flow forecasts derived from the most recently
approved annual budgets and strategic plans of the relevant businesses. The cash flow forecasts reflect the risk associated with each asset
or CGU. Cash flow forecasts beyond three years are extrapolated based on estimated growth rates that do not exceed the average long-term
growth rates for the relevant markets.
As at April 30, 2015, an after-tax discount rate of 10.3% was used for testing the various CGUs for impairment [10.3% as at
October 31, 2014]. The perpetual growth rate used for impairment testing was 1% as at April 30, 2015 [1% as at October 31, 2014].
27
Transat A.T. Inc.
2015 Annual Report
Management’s Discussion and Analysis
On April 30, 2015, a 1% increase in the after-tax discount rate used for the impairment testing, assuming that all other variables had
remained the same, would not have required any impairment charge.
On April 30, 2015, a 1% decrease in the long-term growth rate used for the impairment testing, assuming that all other variables had
remained the same, would not have required any impairment charge.
On April 30, 2015, a 10% decrease in the cash flows used for the impairment testing, assuming that all other variables had remained
the same, would not have required any impairment charge.
PROPERTY, PLANT AND EQUIPMENT AND INTANGIBLE ASSETS WITH FINITE LIVES
Property, plant and equipment reported in the statement of financial position represent material amounts based on historical costs.
Property, plant and equipment and intangible assets with finite lives are reviewed for impairment annually or whenever events or changes in
circumstances indicate that the carrying amount of an asset may not be recoverable.
Property, plant and equipment are depreciated over their estimated useful lives taking into account their residual value. Aircraft and
aircraft components account for a major class of property, plant and equipment. Depreciation expense depends on several assumptions
including the period over which the aircraft will be used, the fleet renewal schedule and the estimate of the residual value of aircraft and
aircraft components at the time of their anticipated disposal. The amortization period is determined based on the fleet renewal schedule,
currently slated for completion by 2018. The estimate of the residual value of aircraft and aircraft components at the time of their anticipated
disposal is supported by periodically reviewed external valuations. Our fleet renewal schedule and the realizable value of our aircraft
obtainable upon fleet renewal depend on numerous factors such as supply and demand for aircraft at the scheduled fleet renewal date.
Changes in estimated useful life and residual value of aircraft could have a significant impact on depreciation expense. Generally speaking,
the main assumptions would have to be reduced by 10% to produce a loss in value and have a material impact on our results and financial
position. However, reducing these assumptions would not result in cash outflows and would not affect our cash flows.
No event or change in situation arising during the year ended October 31, 2015 could have required an impairment of property, plant
and equipment and intangible assets with finite lives.
FAIR VALUE OF DERIVATIVE FINANCIAL INSTRUMENTS
The fair value of derivative financial instruments is the amount for which the instrument could be exchanged between knowledgeable,
willing parties in an arm’s length transaction. The Corporation determines the fair value of its derivative financial instruments using the
purchase or selling price, as appropriate, in the most advantageous active market to which the Corporation has immediate access. The
Corporation also takes into account its own credit risk and the credit risk of the counterparty in determining fair value for its derivative
financial instruments based on whether they are financial assets or financial liabilities. When the market for a derivative financial instrument is
not active, the Corporation determines the fair value by applying valuation techniques, such as using available information on market
transactions involving other instruments that are substantially the same, discounted cash flow analysis or other techniques, where
appropriate. The Corporation ensures, to the extent practicable, that its valuation technique incorporates all factors that market participants
would consider in setting a price and that it is consistent with accepted economic methods for pricing financial instruments, including the
credit risk of the party involved.
PROVISION FOR OVERHAUL OF LEASED AIRCRAFT
Under aircraft and engine operating leases, the Corporation is required to maintain the aircraft and engines in serviceable condition
and to follow the maintenance plan. The Corporation accounts for its leased aircraft and engine maintenance obligation based on utilization
until the next maintenance activity. The obligation is adjusted to reflect any change in the related maintenance expenses anticipated.
Depending on the type of maintenance, utilization is determined based on the cycles, logged flight time or time between overhauls. The
estimates used to determine the provision for overhaul of leased aircraft are based on historical experience, historical costs and repairs,
information from external suppliers, forecasted aircraft utilization, planned renewal of the aircraft fleet, leased aircraft return conditions, and
other facts and reasonable assumptions in the circumstances. Generally speaking, the main assumptions used to calculate this provision
would have to be reduced by 5% to 15% to result in additional expenses that could have a material impact on our results, financial position
and cash flows.
28
Transat A.T. Inc.
2015 Annual Report
NON-CONTROLLING INTERESTS
Management’s Discussion and Analysis
Non-controlling interests in respect of which the shareholders may require the Corporation to buy back their shares are reclassified as
liabilities at their estimated redemption value, deeming exercise of this option. In the absence of a predetermined calculation formula, the
estimated redemption value is established using fair value. The fair value calculation is based on a discounted cash flow model. The cash
flows are derived from the budget and financial forecasts for the next five years and do not include restructuring activities that the Corporation
is not yet committed to or significant future investments that will enhance the subsidiary’s performance. The fair value is most sensitive to the
discount rate used for the discounted cash flow model as well as the expected future cash inflows and the growth rate used for extrapolation
purposes. Generally speaking, the main assumptions used to calculate this provision would have to be adversely changed by over 15% to
generate additional expenses that could have a material impact on our comprehensive income, financial position and cash flows.
EMPLOYEE FUTURE BENEFITS
The Corporation offers defined benefit pension arrangements to certain senior executives. The pension expense for these employees
is determined from annual actuarial calculations using the projected unit credit method and management’s best estimate assumptions for the
increase in eligible earnings and the retirement age of employees. Plan obligations are discounted using current market interest rates. Given
that various assumptions are used in determining the cost and obligations associated with employee future benefits, the actuarial valuation
process involves some inherent measurement uncertainty. Actual results will differ from estimated results based on assumptions.
A 0.25 percentage point increase in the actuarial assumptions below would have the following impacts, all other actuarial assumptions
remaining the same:
Increase (decrease)
Discount rate
Rate of increase in eligible earnings
TAXES
Cost of retirement benefits
for the year ended
October 31, 2015
$
(12)
13
Retirement benefit
obligations as at
October 31, 2015
$
(1,064)
47
From time to time, the Corporation is subject to audits by tax authorities that give rise to questions regarding the fiscal treatment of
certain transactions. Certain of these matters could entail significant costs that will remain uncertain until one or more events occur or fail to
occur. Although the outcome of such matters is not predictable with assurance, the tax claims and risks for which there is a probable
unfavourable outcome are recognized by the Corporation using the best possible estimates of the amount of the loss. The tax deductibility of
losses reported by the Corporation in previous fiscal years with regard to investments in ABCP was challenged by tax authorities and notices
of assessment in this regard were received during the year. No provisions are made in connection with this issue, which could result in
expenses of approximately $16.2 million, as the Corporation intends to defend itself vigorously with respect thereto and firmly believes it has
sufficient facts and arguments to obtain a favourable final outcome. However, this situation resulted in outflows of $15.1 million during the
year ended October 31, 2015. This amount is recognized as income taxes receivable as at October 31, 2015.
FINANCIAL INSTRUMENTS
In the normal course of business, the Corporation is exposed to credit and counterparty risk, liquidity risk and market risk arising from
changes in certain foreign exchange rates, changes in fuel prices and changes in interest rates. The Corporation manages these risk
exposures on an ongoing basis. In order to limit the effects of changes in foreign exchange rates, fuel prices and interest rates on its
revenues, expenses and cash flows, the Corporation can avail itself of various derivative financial instruments. The Corporation’s
management is responsible for determining the acceptable level of risk and only uses derivative financial instruments to manage existing or
anticipated risks, commitments or obligations based on its past experience.
29
Transat A.T. Inc.
2015 Annual Report
FOREIGN EXCHANGE RISK MANAGEMENT
Management’s Discussion and Analysis
The Corporation is exposed to foreign exchange risk, primarily as a result of its many arrangements with foreign-based suppliers,
aircraft and engine leases, fuel purchases, long-term debt and revenues in foreign currencies, and fluctuations in exchange rates mainly with
respect to the U.S. dollar, the euro and the pound sterling against the Canadian dollar and the euro, as the case may be. Approximately 45%
of the Corporation’s costs are incurred in a currency other than the measurement currency of the reporting unit incurring the costs, whereas
less than 10% of revenues are incurred in a currency other than the measurement currency of the reporting unit making the sale. In
accordance with its foreign currency risk management policy and to safeguard the value of anticipated commitments and transactions, the
Corporation enters into foreign exchange forward contracts, expiring in generally less than 18 months, for the purchase and/or sale of foreign
currencies based on anticipated foreign exchange rate trends.
The Corporation documents certain derivative financial instruments related to foreign currencies as hedging instruments and regularly
demonstrates that these instruments are sufficiently effective to continue using hedge accounting. These derivative financial instruments are
designated as cash flow hedges.
All derivative financial instruments are recorded at fair value in the consolidated statement of financial position. For the derivative
financial instruments designated as cash flow hedges, changes in value of the effective portion are recognized in Other comprehensive
income in the consolidated statement of comprehensive income. Any ineffectiveness within a cash flow hedge is recognized through profit or
loss as it arises in the account Change in fair value of fuel-related derivatives and other derivatives. Should the hedging of a cash flow hedge
relationship become ineffective, previously unrealized gains and losses remain within Unrealized gain (loss) on cash flow hedges until the
hedged item is settled and future changes in value of the derivative are recognized in income prospectively. The change in value of the
effective portion of a cash flow hedge remains in Accumulated other comprehensive income (loss) until the related hedged item is settled, at
which time amounts recognized in Unrealized gain (loss) on cash flow hedges are reclassified to the same income statement account in
which the hedged item is recognized.
MANAGEMENT OF FUEL PRICE RISK
The Corporation is particularly exposed to fluctuations in fuel prices. Due to competitive pressures in the industry, there can be no
assurance that the Corporation would be able to pass along any increase in fuel prices to its customers by increasing prices, or that any
eventual price increase would fully offset higher fuel costs, which could in turn adversely impact its business, financial position or operating
results. To mitigate fuel price fluctuations, the Corporation has implemented a fuel price risk management policy that authorizes using foreign
exchange forward contracts, and other types of derivative financial instruments, expiring in generally less than 18 months.
The derivative financial instruments used for fuel purchases are measured at fair value at the end of each period, and the unrealized
gains or losses arising from remeasurement are recorded and reported under Change in fair value of fuel-related derivatives and other
derivatives in the consolidated statement of income. When realized, at maturity of fuel-related derivative financial instruments, any gains or
losses are reclassified to Aircraft fuel.
CREDIT AND COUNTERPARTY RISK
Credit risk is primarily attributable to the potential inability of customers, service providers, aircraft and engine lessors and financial
institutions, including the other counterparties to cash equivalents and derivative financial instruments, to discharge their obligations.
Trade accounts receivable included under Trade and other receivables in the statement of financial position totalled $68.7 million as at
October 31, 2015. Trade accounts receivable consist of a large number of customers, including travel agencies and other service providers.
Trade accounts receivable generally result from the sale of vacation packages to individuals through travel agencies and the sale of seats to
tour operators dispersed over a wide geographic area. No customer represented more than 10% of total accounts receivable. As at
October 31, 2015, approximately 3% of accounts receivable were over 90 days past due, whereas approximately 82% were current, that is,
under 30 days. Historically, the Corporation has not incurred any significant losses in respect of its trade accounts receivable.
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Transat A.T. Inc.
2015 Annual Report
Management’s Discussion and Analysis
Pursuant to certain agreements entered into with its service providers consisting primarily of hotel operators, the Corporation pays
deposits to capitalize on special benefits, including pricing, exclusive access and room allotments. These deposits totalled $42.4 million as at
October 31, 2015, and are generally offset by purchases of person-nights at these hotels. Risk arises from the fact that these hotels might
not be able to honour their obligations to provide the agreed number of person-nights. The Corporation strives to minimize its exposure by
limiting deposits to recognized and reputable hotel operators in its active markets. These deposits are spread across a large number of
hotels and, historically, the Corporation has not been required to write off a considerable amount for its deposits with suppliers.
Under the terms of its aircraft and engine leases, the Corporation pays deposits when aircraft and engines are commissioned,
particularly as collateral for remaining lease payments. These deposits totalled $16.5 million as at October 31, 2015 and will be returned on
lease expiry. The Corporation is also required to pay cash security deposits to lessors over the lease term to guarantee the serviceable
condition of aircraft. These cash security deposits with lessors are generally returned to the Corporation following receipt of documented
proof that the related maintenance has been performed by the Corporation. As at October 31, 2015, the cash security deposits with lessors
that had been claimed totalled $21.6 million and were included under Trade and other receivables. Historically, the Corporation has not
written off any significant amount of deposits and claims for cash security deposits with aircraft and engine lessors.
For financial institutions including the various counterparties, the maximum credit risk as at October 31, 2015 related to cash and cash
equivalents, including cash and cash equivalents in trust or otherwise reserved and derivative financial instruments accounted for in assets.
These assets are held or traded with a limited number of financial institutions and other counterparties. The Corporation is exposed to the
risk that the financial institutions and other counterparties with which it holds securities or enters into agreements could be unable to honour
their obligations. The Corporation minimizes risk by entering into agreements only with large financial institutions and other large
counterparties with appropriate credit ratings. The Corporation’s policy is to invest solely in products that are rated R1-Mid or better [by
Dominion Bond Rating Service [DBRS]], A1 [by Standard & Poor’s] or P1 [by Moody’s] and rated by at least two rating firms. Exposure to
these risks is closely monitored and maintained within the limits set out in the Corporation’s various policies. The Corporation revises these
policies on a regular basis.
The Corporation does not believe it was exposed to a significant concentration of credit risk as at October 31, 2015.
LIQUIDITY RISK
The Corporation is exposed to the risk of being unable to honour its financial commitments by the deadlines set out under the terms of
such commitments and at a reasonable price. The Corporation has a Treasury Department in charge, among other things, of ensuring sound
management of available cash resources, financing and compliance with deadlines within the Corporation’s scope of consolidation. With
senior management’s oversight, the Treasury Department manages the Corporation’s cash resources based on financial forecasts and
anticipated cash flows. The Corporation has implemented an investment policy designed to safeguard its capital and instrument liquidity and
generate a reasonable return. The policy sets out the types of allowed investment instruments, their concentration, acceptable credit rating
and maximum maturity.
INTEREST RATE RISK
The Corporation is exposed to interest rate fluctuations, primarily due to its variable-rate credit facility. The Corporation manages its
interest rate exposure and could potentially enter into swap agreements consisting in exchanging variable rates for fixed rates.
Furthermore, interest rate fluctuations could have an effect on the Corporation’s interest income derived from its cash and cash
equivalents.
RELATED PARTY TRANSACTIONS AND BALANCES
In the normal course of business, the Corporation enters into transactions with related companies. These transactions are carried out
at arm’s length. During the year, the Corporation recorded $18.4 million in person-nights purchased at hotels belonging to its associate CIBV,
compared with $13.7 million in 2014. As at October 31, 2015, a $0.3 million amount payable to CIBV was included under Trade and other
payables, compared to $0.2 million as at October 31, 2014.
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Transat A.T. Inc.
2015 Annual Report
Management’s Discussion and Analysis
CHANGES IN ACCOUNTING POLICIES
PRESENTATION OF THE SHARE OF NET INCOME OF AN ASSOCIATE
During the first quarter of 2015, the Corporation modified the presentation of the share of net income of an associate to include it
under operating results in the consolidated statements of income. In the past, operating results did not include the share of net income of an
associate, i.e. CIBV, which operates hotels in Mexico, the Dominican Republic and Cuba. Hotel operations are part of the Corporation’s
activities. By including the share of net income of an associate, operating results more accurately reflect the Corporation’s ongoing activities.
The retrospective application of this policy change had no impact on the Corporation’s net income.
FUTURE CHANGES IN ACCOUNTING POLICIES
Standards issued but not yet effective are discussed below. The Corporation has not early adopted these new standards.
IFRS 9, FINANCIAL INSTRUMENTS
In July 2014, the IASB completed its three-part project to replace IAS 39, Financial Instruments: Recognition and Measurement by
issuing IFRS 9, Financial Instruments. IFRS 9 addresses the classification and measurement of financial assets and financial liabilities, and
introduces a forward-looking expected-loss impairment model as well as a substantially-reformed approach to hedge accounting.
IFRS 9 uses a new approach to determine whether a financial asset is measured at amortized cost or fair value, replacing the many
different rules in IAS 39. The approach recommended by IFRS 9 is based on how an entity manages its financial instruments and the
contractual cash flow characteristics of the financial assets. Most of the requirements in IAS 39 for classification and measurement of
financial liabilities were carried forward in IFRS 9. However, the portion of the changes in fair value related to the entity’s own credit risk, in
measuring a financial liability at fair value through profit or loss, will be presented in other comprehensive income rather than in the statement
of income.
IFRS 9 also introduces a new expected-loss impairment model that will require more timely recognition of expected credit losses.
Specifically, entities will be required to account for expected credit losses when financial instruments are first recognized and to recognize full
lifetime expected credit losses on a more timely basis.
Lastly, IFRS 9 introduces a new hedge accounting model, together with corresponding disclosures about risk management activities.
The new hedge accounting model represents a substantial overhaul of hedge accounting that will enable entities to better reflect their risk
management activities in their financial statements.
Application of IFRS 9 will be effective from the Corporation’s fiscal year beginning on November 1, 2018, with earlier adoption
permitted. The Corporation is currently assessing the impact of adopting this standard on its financial statements.
IFRS 15, REVENUE FROM CONTRACTS WITH CUSTOMERS
In May 2014, the IASB issued IFRS 15, Revenue from Contracts with Customers, a new standard that specifies the steps and timing
for issuers to recognize revenue as well as requiring them to provide more relevant and comprehensive disclosures. The core principle of
IFRS 15 is that an entity should recognize revenue in a manner that depicts the transfer of promised goods or services to customers in an
amount that reflects the expected consideration receivable in exchange for those goods or services. IFRS 15 supersedes IAS 11,
Construction Contracts, and IAS 18, Revenue, as well as various interpretations regarding revenue. The application of IFRS 15 is mandatory
and will be effective for the Corporation’s fiscal year beginning on November 1, 2018, with earlier adoption permitted. The Corporation is
currently assessing the impact of adopting this standard on its financial statements.
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Transat A.T. Inc.
2015 Annual Report
RISKS AND UNCERTAINTIES
Management’s Discussion and Analysis
This section provides an overview of the general risks as well as specific risks to which Transat and its subsidiaries are exposed, and
which are likely to have a significant impact on the Corporation’s financial position, operating results and activities. It does not purport to
cover all contingencies or to describe all factors that are likely to affect the Corporation or its activities. Moreover, the risks and uncertainties
described may or may not materialize, and may develop differently or have consequences other than those contemplated in this MD&A.
Additional risks and uncertainties not currently known to the Corporation or that are currently considered immaterial could also materialize in
the future and adversely affect the Corporation.
To improve its risk management capacities, the Corporation has set up a framework for identifying, assessing and managing the
different risks applicable to its industry and to companies in general. This framework is based on the following principles:
• Promote a culture of risk awareness at the head office and in subsidiaries; and
•
Integrate risk management into strategic, financial and operating objectives.
For each risk, an owner has been designated as accountable for designing and implementing measures to mitigate the consequences
of risks for which he or she is responsible, and/or limit the likelihood of these risks materializing.
In addition, the Corporation has adopted an on-going risk management process that includes a quarterly assessment of risk
exposures for the Corporation and its subsidiaries, under the oversight of the Audit Committee (financial risks), the Human Resources and
Compensation Committee (human resource risks) and the Risk Management and Corporate Governance Committee (strategic and
operational risks).
Business risks are classified to facilitate an overall understanding of risks to which the Corporation is exposed. The different types of
business risks are discussed below:
ECONOMIC AND GENERAL RISKS
The holiday travel industry is sensitive to global, national, regional and local economic conditions. Economic factors such as a
significant downturn in the economy, a recession or a decline in consumer purchasing power or the employment rate in North America,
Europe or key international markets could have a negative impact on our business and operating results by affecting demand for our
products and services. Although there are signs of economic recovery in certain tourist areas served by the Corporation, financial markets
could slide back into negative economic growth.
Seasonal planning of flight and person-night capacity is a risk in the tourism industry. For the Corporation, it entails forecasting
traveller demand in advance and anticipating trends in future preferred destinations. Poor planning for those needs could unfavourably
impact our business, financial situation and operating results.
Our operating results could also be adversely affected by factors beyond Transat’s control, including the following: extreme weather
conditions, climate-related or geological disasters, war, political instability, terrorism whether actual or apprehended, epidemics or disease
outbreaks, consumer preferences and spending patterns, consumer perceptions of destination-based service and airline safety, demographic
trends, disruptions to air traffic control systems, and costs of safety, security and environmental measures. Furthermore, our revenues are
sensitive to events affecting domestic and international air travel as well as the level of car rentals and hotel and cruise reservations.
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Transat A.T. Inc.
2015 Annual Report
COMPETITION RISKS
Management’s Discussion and Analysis
Transat operates in an industry where competition is intense. In recent years, a number of tour operators and air carriers have entered
or expanded their presence into markets served by Transat. Some of them are larger, with strong brand name recognition and an established
presence in specific geographic areas, substantial financial resources and preferred relationships with travel suppliers. We also face
competition from travel suppliers selling directly to travellers at very competitive prices. The Corporation could thus be unable to compete
successfully against existing or potential competitors, and increased competition could have a material adverse effect on its operations,
prospects, revenues and profit margin.
In addition, traveller needs dictate how our industry evolves. In recent years, travellers have demanded higher value, better product
selection and personalized service, all at competitive prices. The widespread popularity of the Internet has resulted in travellers being able to
access information about travel products and services and purchase such products and services directly from suppliers, thus bypassing not
only vacation providers such as Transat, but also retail travel agents through whom we generate a substantial portion of our revenues. Since
our available seat capacity and person-nights are also influenced by market forces, our business model is called into question in some
respects. The Corporation’s inability to rapidly meet those expectations in a proactive manner could adversely impact its competitive
positioning while reducing profitability of its products.
Further, given that we rely to some extent on retail travel agencies for access to travellers and revenues, any consumer shift away
from travel agencies and toward direct purchases from travel suppliers could impact the Corporation.
These competitive pressures could adversely impact our revenues and margins since we would likely have to match competitors’
prices. The Corporation’s performance in all of the countries in which it operates will depend on its continued ability to offer quality products
at competitive prices.
REPUTATION RISK
The ability to maintain favourable relationships with its existing customers and attract new customers greatly depends on Transat’s
service offering and its reputation. While the Corporation has already implemented sound governance practices, including a code of ethics,
and developed certain mechanisms over the years to prevent its reputation from being adversely affected, there can be no assurance that
Transat will continue to enjoy a good reputation or that events beyond its control will not tarnish its reputation. The loss or tarnishing of its
reputation could have a material unfavourable effect on the Corporation’s operations, prospects, financial position and operating results.
FINANCIAL RISKS
The travel industry in general and our operations in particular are seasonal. As a result, our quarterly operating results are subject to
fluctuations. In our view, comparisons of our operating results between quarters or between six-month periods are not necessarily meaningful
and should not be relied on as indicators of future performance. Furthermore, due to the economic and general factors described herein, our
operating results in future periods could fall short of the expectations of securities analysts and investors, thus affecting the market price of
our shares.
While Transat has cash on hand to respond to competitive pressures or capitalize on growth opportunities, the availability of financing
under our existing credit facilities is subject to compliance with certain criteria and financial ratios. There can be no guarantee that, in the
future, our ability to use our existing credit facilities or to obtain additional financing will not be jeopardized. Moreover, financial market
volatility could limit access to credit and raise borrowing costs, hampering access to additional funding under satisfactory terms and
conditions. Our business, financial position and operating results could be adversely affected as a result.
Transat is particularly exposed to fluctuations in fuel costs. Due to competitive pressures in the industry, there can be no assurance
that we would be able to pass along any increase in fuel prices to our customers by increasing fares, or that any such fare increase would
offset higher fuel costs, which could in turn adversely impact our business, financial position or operating results.
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Transat A.T. Inc.
2015 Annual Report
Management’s Discussion and Analysis
Transat has significant non-cancellable lease obligations relating to its aircraft fleet. If revenues from aircraft operations were to
decrease, the payments to be made under our existing lease agreements could have a substantial impact on our business.
Transat is exposed, due to its many arrangements with foreign-based suppliers, to fluctuations in exchange rates mainly concerning
the U.S. dollar, the euro and the pound sterling against the Canadian dollar and the euro. These exchange rate fluctuations could increase
our operating costs or decrease our revenues. Changes in interest rates could also impact interest income from our cash and cash
equivalents as well as interest expenses on our variable rate debt instruments, which in turn could affect our interest income and interest
expenses.
In the normal course of business, we receive customer deposits and advance payments. If funds from advance payments were to
diminish or be unavailable to pay our suppliers, we would be required to secure alternative capital funding. There could be no assurance that
additional funding would be available under terms and conditions suitable to the Corporation, which could adversely affect our business.
Moreover, these advance payments generate interest income for Transat. In accordance with our investment policy, we are required to invest
these deposits and advance payments exclusively in investment-grade securities. Any failure of these investment securities to perform at
historical levels could reduce our interest income.
As a Corporation that processes information with respect to credit cards used by our customers, we must comply with the regulatory
requirements of our credit card processors. Failure to comply with certain rules regarding deposits or bank card data security may result in
penalties or in the suspension of service by credit card processors. The inability to use credit cards could have a significant negative impact
on our reservations and consequently on our operating results and profitability.
Last, it is sometimes difficult to foresee how certain Canadian or international tax laws will be interpreted by the appropriate tax
authorities. Subsequent to interpretation of these laws by the different authorities, the Corporation may have to review its own interpretations
of tax laws, which in turn could have an adverse impact on our profit margin.
KEY SUPPLIES AND SUPPLIER RISKS
Despite being well positioned due to our vertical integration, we depend on third parties who supply us with certain components of our
packages. Any significant interruption in the flow of goods and services from these suppliers, which may be outside our control, could have a
significant adverse impact on our business, financial position and operating results.
Our dependence, among others, on Airbus, Boeing, Rolls-Royce and General Electric means that we could be adversely affected by
problems connected with Airbus and Boeing aircraft and Rolls-Royce or General Electric engines or components, including defective
material, mechanical problems or negative perceptions among travellers. The Corporation also relies on certain suppliers for its information
system security and maintenance. See Technological risks.
We are also dependent on non-group airlines and a large number of hotels, several of which are exclusive to the Corporation. In
general, these suppliers can terminate or modify existing agreements with us on relatively short notice. The potential inability to replace these
agreements, to find similar suppliers, or to renegotiate agreements at reduced rates could have an adverse effect on our business, financial
position and operating results.
Furthermore, any decline in the quality of travel products or services provided by these suppliers, or any perception by travellers of
such a decline, could adversely affect our reputation. Any loss of contracts, changes to our pricing agreements, access restrictions to travel
suppliers’ products and services or negative shifts in public opinion regarding certain travel suppliers resulting in lower demand for their
products and services could have a significant effect on our results.
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Transat A.T. Inc.
2015 Annual Report
AVIATION RISKS
Management’s Discussion and Analysis
To carry on business or extend its outreach, the Corporation requires access to aircraft that are largely operated by its subsidiary Air
Transat. This fleet consists primarily of aircraft leased for several years, sometimes under renewable leases, with varying renewal dates and
conditions. If the Corporation were unable to renew its leases, secure timely access to appropriate aircraft under adequate conditions or
retire certain aircraft as anticipated, such an outcome could adversely affect the Corporation.
Our focus on three types of aircraft could result in significant downtime for part of our fleet if mechanical problems arise or if the
regulator releases any mandatory inspection or maintenance directives applicable to our types of aircraft. If our operations are disrupted due
to aircraft unavailability, the loss of associated revenues could have an adverse impact on our business, financial position and operating
results.
An incident involving one of our aircraft during our operations could give rise to repair costs or major replacement costs for the
damaged aircraft, service interruption, and potential claims. Consequently, such an event could have an unfavourable impact on the
Corporation’s reputation.
The Corporation also requires access to airport facilities in its source markets and multiple destinations. In particular, the Corporation
must have access to takeoff and landing slots and gates under conditions that allow it to be competitive. Accordingly, any difficulty in
securing such access or disruptions in airport operations caused, for instance, by labour conflicts or other factors could adversely affect our
business.
With the privatization of airports and air navigation authorities over the past decade in Canada, new airports and air navigation
authorities have imposed significant increases in airport user fees and air navigation fees. This is particularly the case given that some of
those airports are located in U.S. cities in close proximity to the Canadian border and are not subject to such fees. If these user and
navigation fees were to increase substantially, our business, financial position and operating results could be adversely affected, which would
result in certain routes being conceded to our U.S. competitors.
TECHNOLOGICAL RISKS
Transat relies heavily on various information and telecommunications technologies to operate its business, increase its revenues and
reduce its operating expenses. Our business depends on our ability to access information, manage reservation systems, including handling
high telephone call volumes on a daily basis, monitor product profitability and inventory, adjust prices quickly, protect such information, stave
off information system intrusions and distribute our products to retail travel agents and other travel intermediaries. Rapid changes in these
technologies could require higher-than-anticipated capital expenditures to improve customer service; this could impact our operating results.
These technology systems may be vulnerable to a variety of sources of failure, interruption or misuse, including by reason of third
party suppliers’ acts or omissions, natural disasters, terrorist attacks, telecommunication systems failures, power failures, computer viruses,
computer hacking, unauthorized or fraudulent users, and other operational and security issues. While Transat continues to invest in
initiatives, including security initiatives and disaster recovery plans, these measures may not be adequate or implemented properly. Any
systems failures or outages could materially and adversely affect the Corporation’s operations and its customer relationships and could have
an adverse effect on its operating results and financial position.
Furthermore, several of those information technology systems depend on third-party providers. If those providers were to become
incapable of maintaining or improving the efficient technology solutions in a profitable and timely manner, the Corporation would be unable to
react effectively to the information security attacks, obtain new systems to meet growth in its customer base or support new products offered
by the Corporation. Consequently, such situations could generate additional expenses, which would unfavourably impact the Corporation’s
financial position.
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Transat A.T. Inc.
2015 Annual Report
REGULATORY RISKS
Management’s Discussion and Analysis
The industry in which Transat operates is subject to extensive Canadian and foreign government regulations. These relate to, among
other things, security, safety, consumer rights, permits, licensing, intellectual property rights, privacy, competition, pricing and the
environment. Consequently, Transat’s future results may vary depending on the actions of government authorities with jurisdiction over our
operations. These actions include the granting and timing of certain government approvals or licenses; the adoption of regulations impacting
customer service standards (such as new passenger security standards); the adoption of more stringent noise restrictions or curfews; and
the adoption of provincial regulations impacting the operations of retail and wholesale travel agencies. In addition, the adoption of new or
different regulatory frameworks or amendments to existing legislation or regulations and tax policy changes could affect our operations,
particularly as regards hotel room taxes, car rental taxes, airline taxes and airport fees.
Numerous jurisdictions around the world are seeking to implement measures, particularly taxes, to penalize greenhouse gas
emissions, which cover the airline industry, with a view to fighting climate change. In light of its airline operations, the Corporation is directly
exposed to such measures, which generally give rise to additional costs that the Corporation might be unable to fully pass on through its
product selling prices. In such a scenario, its margin would be adversely affected.
In the course of our business in the air carrier and travel industry, the Corporation is exposed to claims and legal proceedings,
including class action suits. Litigation and claims could adversely affect our business and operating results.
HUMAN RESOURCE RISKS
Labour costs constitute one of Transat’s largest operating cost items. There can be no assurance that Transat will be able to maintain
such costs at levels that do not negatively affect its business, results from operations and financial position.
The Corporation’s ability to achieve its business plan is a function of the experience of its key executives and employees, and their
expertise in the tourism, travel and air carrier industries. The loss of key employees could adversely affect our business and operating
results. Further, our recruitment program, salary structure, performance management programs, succession plan, as well as our training plan
carry risks that could have adverse effects on our ability to attract and retain the skilled resources needed to sustain the Corporation’s growth
and success.
As at October 31, 2015, the Corporation had approximately 5,500 employees, almost 50% of whom are unionized personnel covered
by six collective agreements. As at October 31, 2015, four of the six collective agreements had expired. Negotiations to renew these
collective agreements could give rise to work stoppages or slowdowns or higher labour costs that could unfavourably impact our operations
and operating income.
INSURANCE COVERAGE RISKS
In the wake of the terrorist attacks of September 11, 2001, the airline insurance market for risks associated with war and terrorist acts
has undergone several changes. The per event limit on third-party civil liability coverage related to damages resulting from injury or death of
passengers, is US$1.25 billion, with the exception of War Risk Bodily Injury/Property Damage to Third Parties excluding passengers where
the limit is US$150 million for any single event and in the aggregate. As a result, governments are still required to cover air carriers above
this US$150 million limit until commercial insurers do so at a reasonable cost. The Canadian government covers domestic air carriers
accordingly. In addition, some insurers that could provide coverage in excess of US$150 million are not licensed to transact business in
Canada, which further limits availability.
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Transat A.T. Inc.
2015 Annual Report
Management’s Discussion and Analysis
The Canadian government continues to cover its air carriers, due to the licensing situation and by the U.S. government’s decision to
continue covering its own carriers against such risks. However, there can be no assurance that the Canadian government will not withdraw
its coverage, particularly if the U.S. government were to change its position. If that were to happen, we would be required to deal with private
insurers to attempt to secure such coverage, and there could be no assurance that we would be able to secure coverage providing
favourable levels and conditions at an acceptable cost.
We feel that we and our suppliers have adequate liability insurance to cover risks arising in the normal course of business, including
claims for serious injury or death arising from accidents involving aircraft or other vehicles carrying our customers. Although we have never
faced a liability claim for which we did not have adequate insurance coverage, there can be no assurance that our coverage will be sufficient
to cover larger claims or that the insurer concerned will be solvent at the time of any covered loss. In addition, there can be no assurance that
we will be able to obtain coverage at acceptable levels and cost in the future. These uncertainties could adversely affect our business and
operating results.
CONTROLS AND PROCEDURES
The implementation of the Canadian Securities Administrators National Instrument 52-109 represents a continuous improvement
process, which has prompted the Corporation to formalize existing processes and control measures and introduce new ones. Transat has
chosen to make this a corporate-wide project, which will result in operational improvements and better management.
In accordance with this instrument, the Corporation has filed certificates signed by the President and Chief Executive Officer and the
Vice-President, Finance and Administration and Chief Financial Officer that, among other things, report on the design and effectiveness of
disclosure controls and procedures (DC&P) and the design and effectiveness of internal control over financial reporting (ICFR).
The President and Chief Executive Officer and the Vice-President, Finance and Administration and Chief Financial Officer have
designed DC&P or caused them to be designed under their supervision to provide reasonable assurance that material information relating to
the Corporation has been made known to them and that information required to be disclosed in the Corporation’s filings is recorded,
processed, summarized and reported within the prescribed time periods under securities legislation.
Also, the President and Chief Executive Officer and the Vice-President, Finance and Administration and Chief Financial Officer have
designed ICFR or have caused it to be designed under their supervision to provide reasonable assurance regarding the reliability of financial
reporting and the preparation of financial statements for financial reporting purposes in accordance with IFRS.
EVALUATION OF DC&P AND ICFR
An evaluation of the design and operating effectiveness of DC&P and ICFR was carried out under the supervision of the President
and Chief Executive Officer and the Vice-President, Finance and Administration and Chief Financial Officer. This evaluation consisted of a
review of documentation, audits and other procedures that management considered appropriate in the circumstances. Among other things,
the evaluation took into consideration the Corporate Disclosure Policy, the code of professional ethics, the sub-certification process and the
operation of the Corporation’s Disclosure Committee.
Based on this evaluation and using the criteria set by the Committee of Sponsoring Organizations of the Treadway Commission on
Internal Control – Integrated Framework (COSO-Framework 2013) and in connection with the preparation of its year-end financial
statements, the two certifying officers concluded that the design of DC&P and ICFR were effective as at October 31, 2015.
Lastly, no significant changes in ICFR occurred during the fourth quarter ended October 31, 2015 that materially affected, or are likely
to materially affect, the Corporation’s ICFR.
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Transat A.T. Inc.
2015 Annual Report
OUTLOOK
Management’s Discussion and Analysis
Globally, Transat’s bookings for the first half are ahead by 15% over 2014 at the same date.
On the Sun destinations market outbound from Canada, the Corporation’s main market segment in the winter, Transat's capacity is
approximately 7% higher than that offered last year and 45% of that capacity has been sold. Bookings are ahead by 12% and load factors
are up 2.1%. The impact of the weaker Canadian dollar, net from lower fuel costs, will be a 4.0% increase in operating costs if the dollar and
fuel costs stay at their current level. At this moment, margins are similar to last year at the same date.
On the transatlantic market, where it is low season, Transat’s capacity is up 19% compared to that offered last winter. To date, 46% of
that capacity has been sold, and bookings are ahead by 15%. Load factors are down 1.2% and selling prices are 6.0% lower. The impact of
lower fuel costs will be a 3.0% decrease in operating costs if they stay at their current level.
In France, also in low season in winter, market conditions in 2015 were very difficult. Bookings are up 21% and selling prices are 1.5%
higher, compared with last year at the same date.
In light of the above, operating income for the winter should improve over last year.
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Transat A.T. Inc.
2015 Annual Report
MANAGEMENT’S REPORT
The consolidated financial statements and MD&A of Transat A.T. Inc., and all other information in the financial report, are the responsibility of
management and have been reviewed and approved by the Board of Directors.
The consolidated financial statements have been prepared by management in accordance with IFRS issued by the International Accounting
Standards Board. The MD&A has been prepared in accordance with the requirements of the Canadian Securities Administrators.
Management’s responsibility in these respects includes the selection of appropriate accounting principles as well as the exercise of sound
judgment in establishing reasonable and fair estimates in accordance with IFRS and the requirements of the Canadian Securities
Administrators, and which are adequate in the circumstances. The financial information presented throughout the MD&A and elsewhere in
this Annual Report is consistent with that appearing in the financial statements.
The Corporation and its affiliated companies have set up accounting and internal control systems designed to provide reasonable assurance
that the Corporation’s assets are safeguarded against loss or unauthorized use and that its books of account may be relied upon for the
preparation of financial statements and the MD&A.
The Board of Directors is responsible for the financial information presented in the consolidated financial statements and the MD&A, primarily
through its Audit Committee. The Audit Committee, which is appointed by the Board of Directors and comprised entirely of independent and
financially literate directors, reviews the annual consolidated financial statements and the MD&A and recommends their approval to the
Board of Directors. The Audit Committee is also responsible for analyzing, on an ongoing basis, the results of the audits by the external
auditors, the accounting methods and policies used as well as the internal control systems set up by the Corporation. These consolidated
financial statements have been audited by Ernst & Young LLP. Their report on the consolidated financial statements appears on the next
page.
Jean-Marc Eustache
Chairman of the Board,
President and Chief Executive Officer
Denis Pétrin
Vice-President, Finance and Administration
and Chief Financial Officer
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Transat A.T. Inc.
2015 Annual Report
INDEPENDENT AUDITORS’ REPORT
To the Shareholders of Transat A.T. Inc.,
We have audited the accompanying consolidated financial statements of Transat A.T. Inc., which comprise the consolidated statements of
financial position as at October 31, 2015 and 2014, and the consolidated statements of income, comprehensive income, changes in equity
and cash flows for the years then ended, and a summary of significant accounting policies and other explanatory information.
Management’s responsibility for the consolidated financial statements
Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with
International Financial Reporting Standards, and for such internal control as management determines is necessary to enable the preparation
of consolidated financial statements that are free from material misstatement, whether due to fraud or error.
Auditors’ responsibility
Our responsibility is to express an opinion on these consolidated financial statements based on our 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 auditors’ 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 auditors consider internal control
relevant to the entity’s preparation and fair presentation of the consolidated financial statements in order to design audit procedures that are
appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An
audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by
management, as well as evaluating the overall presentation of the consolidated financial statements.
We believe that the audit evidence we have obtained 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 financial position of Transat A.T. Inc. as at
October 31, 2015 and 2014 and its financial performance and its cash flows for the years then ended in accordance with International
Financial Reporting Standards.
Montréal, Canada
December 9, 2015
1 CPA auditor, CA, public accountancy permit No. A121006
41
TRANSAT A.T. INC.
CONSOLIDATED STATEMENTS OF FINANCIAL POSITION
As at October 31
(in thousands of Canadian dollars)
ASSETS
Cash and cash equivalents
Cash and cash equivalents in trust or otherwise reserved [note 6]
Trade and other receivables [note 7]
Income taxes receivable
Inventories
Prepaid expenses
Derivative financial instruments [note 8]
Current portion of deposits
Current assets
Cash and cash equivalents reserved [note 6]
Deposits [note 9]
Income taxes receivable [note 23]
Deferred tax assets [note 20]
Property, plant and equipment [note 10]
Goodwill [note 11]
Intangible assets [note 11]
Derivative financial instruments [note 8]
Investment in an associate [note 12]
Other assets
Non-current assets
LIABILITIES
Trade and other payables [note 13]
Current portion of provision for overhaul of leased aircraft
Income taxes payable
Customer deposits and deferred revenues
Derivative financial instruments [note 8]
Current liabilities
Provision for overhaul of leased aircraft [note 14]
Other liabilities [note 16]
Derivative financial instruments [note 8]
Deferred tax liabilities [note 20]
Non-current liabilities
EQUITY
Share capital [note 17]
Share-based payment reserve
Retained earnings
Unrealized gain on cash flow hedges
Cumulative exchange differences
Commitments and contingencies [note 23]
See accompanying notes to consolidated financial statements
On behalf of the Board,
2015
$
2014
$
336,423
367,199
129,223
1,800
9,079
80,318
25,277
18,298
967,617
44,900
40,603
15,100
32,939
133,502
99,527
79,863
296
97,897
1,520
546,147
1,513,764
355,656
17,281
1,431
489,622
23,188
887,178
25,681
52,026
15
11,612
89,334
218,134
17,105
263,812
14,960
23,241
537,252
1,513,764
308,887
340,704
123,489
3,329
10,434
74,932
16,596
17,833
896,204
39,480
26,099
—
30,051
128,560
95,601
72,769
—
83,949
2,317
478,826
1,375,030
338,633
10,674
1,721
424,468
24,679
800,175
25,638
53,926
—
12,345
91,909
224,679
15,444
227,872
11,712
3,239
482,946
1,375,030
Director
Director
42
TRANSAT A.T. INC.
CONSOLIDATED STATEMENTS OF INCOME
(in thousands of Canadian dollars, except per share amounts)
Revenues
Operating expenses
Costs of providing tourism services
Aircraft fuel
Salaries and employee benefits [notes 18 and 21]
Aircraft maintenance
Commissions
Airport and navigation fees
Aircraft rent
Other
Share of net income of an associate [note 12]
Depreciation and amortization [note 18]
Restructuring [note 19]
Operating results
Financing costs
Financing income
Change in fair value of fuel-related derivatives and other derivatives
Foreign exchange gain on non-current monetary items
Write-off of goodwill [note 19]
Income before income tax expense
Income taxes (recovery) [note 20]
Current
Deferred
Net income for the year
Net income attributable to:
Shareholders
Non-controlling interests
Earnings per share [note 17]
Basic
Diluted
See accompanying notes to consolidated financial statements
2015
$
3,566,368
2014
$
3,752,198
1,797,890
440,804
387,363
146,006
136,506
117,862
98,859
347,302
(7,045)
50,867
—
3,516,414
49,954
2,229
(7,606)
528
(2,524)
—
57,327
14,766
(4,403)
10,363
46,964
42,565
4,399
46,964
1.11
1.10
2,000,424
462,942
370,904
128,892
170,724
105,440
87,229
333,808
(8,094)
46,702
6,387
3,705,358
46,840
1,939
(8,107)
23,822
(1,007)
369
29,824
13,430
(9,672)
3,758
26,066
22,875
3,191
26,066
0.59
0.59
43
TRANSAT A.T. INC.
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
Years ended October 31
(in thousands of Canadian dollars)
Net income for the year
Other comprehensive income (loss)
Items that will be reclassified to net income
Change in fair value of derivatives designated as cash flow
hedges
Reclassification to net income
Deferred taxes [note 20]
Foreign exchange gain on translation of financial
statements of foreign subsidiaries
Items that will never be reclassified to net income
Retirement benefits – Net actuarial losses [note 22]
Deferred taxes [note 20]
Total other comprehensive income
Comprehensive income for the year
Attributable to:
Shareholders
Non-controlling interests
See accompanying notes to consolidated financial statements
2015
$
46,964
2014
$
26,066
(69,421)
73,821
(1,152)
3,248
(1,677)
14,599
(3,590)
9,332
20,002
8,158
(879)
342
(537)
22,713
69,677
61,738
7,939
69,677
(3,431)
912
(2,519)
14,971
41,037
36,474
4,563
41,037
44
TRANSAT A.T. INC.
CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
Accumulated other
comprehensive income (loss)
Share-based
payment
reserve
Share capital
Unrealized
gain (loss) on
cash flow
hedges
Retained
earnings
Cumulative
exchange
differences
$
Total
$
(4,919)
441,393
(in thousands of Canadian dollars)
$
$
$
Balance as at October 31, 2013
221,706
15,391
206,835
Net income for the year
Other comprehensive income (loss)
Comprehensive income for the year
Issued from treasury
Exercise of options
Share-based payment expense
Dividends
Other changes in non-controlling
interest liabilities
Reclassification of non-controlling
interest liabilities
Reclassification of non-controlling
interest exchange difference
Balance as at October 31, 2014
Net income for the year
Other comprehensive income (loss)
Comprehensive income for the year
Issued from treasury
Share-based payment expense
Repurchase of shares
Dividends
Other changes in non-controlling
interest liabilities
Reclassification of non-controlling
interest liabilities
Reclassification of non-controlling
interest exchange difference
—
—
—
857
2,116
—
—
—
—
—
2,973
224,679
—
—
—
973
—
(7,518)
—
—
—
—
—
—
—
—
(679)
732
—
—
—
—
53
22,875
(2,519)
20,356
—
—
—
—
681
—
—
681
15,444
227,872
—
—
—
—
1,661
—
—
—
—
—
Balance as at October 31, 2015
See accompanying notes to consolidated financial statements
218,134
17,105
(6,545)
1,661
$
2,380
—
9,332
9,332
—
—
—
—
—
—
—
—
11,712
—
3,248
3,248
—
—
—
—
—
—
—
—
14,960
—
6,786
6,786
—
—
—
—
—
—
1,372
1,372
3,239
—
16,462
16,462
—
—
—
—
—
—
Non-
controlling
interests
Total equity
$
—
3,191
1,372
4,563
—
—
—
(2,782)
(681)
272
(1,372)
(4,563)
—
4,399
3,540
7,939
—
—
—
(4,221)
$
441,393
26,066
14,971
41,037
857
1,437
732
(2,782)
—
272
—
516
482,946
46,964
22,713
69,677
973
1,661
(9,424)
(4,221)
22,875
13,599
36,474
857
1,437
732
—
681
—
1,372
5,079
482,946
42,565
19,173
61,738
973
1,661
(9,424)
—
(4,182)
4,182
—
—
(4,360)
(4,360)
3,540
3,540
23,241
3,540
(7,432)
537,252
(3,540)
(7,939)
—
—
(15,371)
537,252
42,565
(537)
42,028
—
—
(1,906)
—
(4,182)
—
—
(6,088)
263,812
45
2015
$
2014
$
46,964
26,066
50,867
528
(2,524)
—
(7,045)
(4,403)
3,303
1,661
89,351
(4,835)
6,650
2,834
94,000
(59,295)
(5,420)
—
6,706
(58,009)
973
(9,424)
(4,221)
(12,672)
4,217
27,536
308,887
336,423
27,943
513
46,702
23,822
(1,007)
1,601
(8,094)
(9,672)
2,307
732
82,457
12,972
8,255
2,556
106,240
(64,976)
876
3,000
—
(61,100)
2,973
—
(2,782)
191
(2,262)
43,069
265,818
308,887
28,359
680
TRANSAT A.T. INC.
CONSOLIDATED STATEMENTS OF CASH FLOWS
Years ended October 31
(in thousands of Canadian dollars)
OPERATING ACTIVITIES
Net income for the year
Operating items not involving an outlay (receipt) of cash:
Depreciation and amortization
Change in fair value of fuel-related derivatives and other derivatives
Foreign exchange gain on non-current monetary items
Write-off of goodwill and other intangible assets
Share of net income of an associate
Deferred taxes
Employee benefits
Share-based payment expense
Net change in non-cash working capital balances related to operations
Net change in provision for overhaul of leased aircraft
Net change in other assets and liabilities related to operations
Cash flows related to operating activities
INVESTING ACTIVITIES
Additions to property, plant and equipment and other intangible assets
Increase in cash and cash equivalent reserved
Net proceeds from disposal of subsidiary
Dividend received from an associate
Cash flows related to investing activities
FINANCING ACTIVITIES
Proceeds from issuance of shares
Repurchase of shares
Dividends paid by a subsidiary to a non-controlling shareholder
Cash flows related to financing activities
Effect of exchange rate changes on cash and cash equivalents
Net change in cash and cash equivalents
Cash and cash equivalents, beginning of year
Cash and cash equivalents, end of year
Supplementary information (as reported in operating activities)
Income taxes paid
Interest paid
See accompanying notes to consolidated financial statements
46
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
October 31, 2015 and 2014
[Unless specified otherwise, amounts are expressed in thousands of Canadian dollars, except for per share amounts]
Note 1
CORPORATE INFORMATION
Transat A.T. Inc. [the “Corporation”], headquartered at 300 Léo-Pariseau Street, Montréal, Québec, Canada, is incorporated under the
Canada Business Corporations Act. The Class A Variable Voting Shares and Class B Voting Shares are listed on the Toronto Stock
Exchange. Effective November 16, 2015, the Class A Variable Voting Shares and Class B Voting Shares of the Corporation trade under a
single ticker, TRZ, on the Toronto Stock Exchange.
The Corporation is an integrated company specializing in the organization, marketing and distribution of holiday travel in the tourism
industry. The core of its business consists of tour operators based in Canada and Europe which are vertically integrated with its other
services of air transportation, distribution through a dynamic travel agency network, value-added services at travel destinations, and
accommodations.
The consolidated financial statements of Transat A.T. Inc. for the year ended October 31, 2015 were approved by the Corporation’s
Board of Directors on December 9, 2015.
Note 2
SIGNIFICANT ACCOUNTING POLICIES
BASIS OF PREPARATION
These consolidated financial statements of the Corporation and its subsidiaries have been prepared in accordance with International
Financial Reporting Standards [“IFRS”], as issued by the International Accounting Standards Board [“IASB”] and as adopted by the
Accounting Standards Board of Canada.
These consolidated financial statements are presented in Canadian dollars, the Corporation’s functional currency, except where
otherwise indicated. Each entity of the Corporation determines its own functional currency and items included in the financial statements of
each entity are measured using that functional currency.
These consolidated financial statements have been prepared on a going concern basis, using historical cost accounting, except for
certain financial assets and liabilities classified as financial assets/liabilities at fair value through profit or loss and measured at fair value.
BASIS OF CONSOLIDATION
The consolidated financial statements include the financial statements of the Corporation and its subsidiaries.
SUBSIDIARIES
Subsidiaries are entities over which the Corporation has control. Control is achieved where the Corporation has the power to govern
the financial and operating policies of an investee entity so as to obtain benefits from its activities. Subsidiaries are fully consolidated from
the date of acquisition, being the date on which the Corporation obtains control, and continue to be consolidated until the date when such
control ceases.
The acquisition method of accounting is used to account for the acquisition of subsidiaries as follows:
• Cost is measured as the fair value of the assets acquired, equity instruments issued and liabilities incurred or assumed at
•
•
•
the date of exchange, excluding transaction costs which are expensed as incurred;
Identifiable assets acquired and liabilities assumed are measured at their fair values at the acquisition date;
The excess of acquisition cost over the fair value of the identifiable net assets acquired is recorded as goodwill;
If the acquisition cost is less than the fair value of the net assets acquired, the fair value of the net assets is re-assessed
and any remaining difference is recognized directly in the statement of income;
• Contingent consideration is measured at fair value on the acquisition date, with subsequent changes in the fair value
recorded through the statement of income when the contingent consideration is a financial liability;
• Upon gaining control in a step acquisition, the existing ownership interest is re-measured to fair value through the statement
of income; and
47
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
•
For each business combination including non-controlling interests, the acquirer measures the non-controlling interest in the
acquiree either at fair value or at the proportionate share of the acquiree’s identifiable net assets.
Non-controlling interests, which represent the portion of net income (loss) and net assets in subsidiaries that are not 100% owned
by the Corporation, are reported separately within equity in the consolidated statement of financial position. Non-controlling interests in
respect of which shareholders hold an option entitling them to require the Corporation to buy back their shares are reclassified from equity to
liabilities, deeming exercise of the option. The carrying amount of reclassified interests is also adjusted to match the estimated redemption
value. Any changes in the estimated redemption value are recognized as equity transactions in retained earnings.
The financial statements of the subsidiaries are prepared for the same reporting period as the parent company and using consistent
accounting policies. All intragroup balances, transactions, unrealized gains and losses resulting from intragroup transactions and dividends
are fully eliminated on consolidation.
INVESTMENT IN AN ASSOCIATE
An associate is an entity over which the Corporation has significant influence, but no control. The Corporation’s investment in an
associate is accounted for using the equity method as follows:
•
•
•
Investment is initially recognized at cost;
Investment in an associate includes goodwill identified on acquisition, net of any accumulated impairment loss;
The Corporation’s share of post-acquisition net income (loss) is recognized in the statement of income and is also added to
(netted against) the carrying amount of the investment; and
• Gains on transactions between the Corporation and its equity method investee are eliminated to the extent of the
Corporation’s interest in this entity and losses are eliminated unless the transaction provides evidence of an impairment of
the asset transferred.
FOREIGN CURRENCY TRANSLATION
TRANSACTIONS AND BALANCES
Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of the
transaction. Monetary assets and liabilities denominated in foreign currencies are translated using the functional currency spot rate of
exchange at the reporting date.
Foreign exchange gains and losses resulting from the settlement of such transactions as well as from the translation of monetary
assets and liabilities not denominated in the functional currency of the subsidiary are recognized in the statement of income, except for
qualifying cash flow hedges, which are deferred and presented as Unrealized gain (loss) on cash flow hedges in Accumulated other
comprehensive income (loss) in the statement of changes in equity.
GROUP COMPANIES
Assets and liabilities of entities with functional currencies other than the Canadian dollar are translated at the period-end rates of
exchange, and the results of their operations are translated at average rates of exchange for the period. The exchange differences arising
from translation are recognized in Cumulative exchange differences in Accumulated other comprehensive income (loss) in equity. On
disposal of an interest, the exchange difference component relating to that particular interest is recognized in the consolidated statement
of income.
CASH EQUIVALENTS
Cash equivalents consist primarily of term deposits and bankers’ acceptances that are highly liquid and readily convertible into known
amounts of cash with initial maturities of less than three months.
48
Transat A.T. Inc.
2015 Annual Report
INVENTORIES
Notes to Consolidated Financial Statements
Inventories, consisting primarily of supplies and aircraft parts, are valued at the lower of cost, determined using the first-in, first-out
method, and net realizable value. Net realizable value is the estimated selling price in the normal course of business less estimated costs to
sell. Replacement cost may be indicative of net realizable value.
PROPERTY, PLANT AND EQUIPMENT
Property, plant and equipment are carried at cost less accumulated depreciation and provision for impairment, if any.
Depreciation on property, plant and equipment is calculated on a straight line basis, unless otherwise specified, and serves to write
down the cost of the assets to their estimated residual value over their expected useful lives as follows:
Aircraft equipment, including spare engines and rotable spare parts
Office furniture and equipment
Leasehold improvements
Administrative building
5–10 years or use
3–10 years
Lease term or useful life
10–45 years
The fleet includes owned aircraft and improvements to aircraft under operating leases. A portion of the cost of owned aircraft is
allocated to the “major maintenance activities” subclass, which relates to airframe, engine and landing gear overhaul costs, and the
remaining cost is allocated to Aircraft. Aircraft and major maintenance activities are depreciated taking into account their expected estimated
residual value. Aircraft are depreciated on a straight-line basis over seven- to ten-year periods, and major maintenance activities are
depreciated according to the type of maintenance activity on a straight-line basis or based on the use of the corresponding aircraft until the
next related major maintenance activity, or their expected useful lives. Subsequent major maintenance activity expenses are capitalized as
major maintenance activities and are depreciated according to their type. Expenses related to other maintenance activities, including
unexpected repairs, are recognized in net income as incurred. Improvements to aircraft under operating leases are depreciated on a
straight-line basis over the shorter of the corresponding lease term and their useful life.
Estimated residual values and useful lives are reviewed annually and adjusted as appropriate.
GOODWILL
Goodwill represents the excess of the cost of an acquisition over the fair value of the identifiable net assets acquired at the date of
acquisition. Goodwill is tested at least annually for impairment and carried at cost less accumulated impairment losses. For the purposes of
impairment testing, goodwill acquired in a business combination is, from the acquisition date, allocated to each of the Corporation’s
cash-generating units [“CGUs”] that are expected to benefit from the combination, irrespective of whether other assets or liabilities of the
acquiree are assigned to those units.
INTANGIBLE ASSETS
Intangible assets are recorded at cost. The cost of intangible assets acquired in a business combination is recorded at fair value as at
the acquisition date. Internally generated intangible assets include developed or modified application software. These costs are capitalized
when the following criteria are met:
•
•
•
•
•
•
It is technically feasible to complete the software product and make it available for use;
Management intends to complete the software product and use it;
The Corporation has ability to use the software product;
It can be demonstrated how the software product will generate probable future economic benefits;
Adequate technical, financial and other resources to complete the development and use the software product are available;
The expenditures attributable to the software product during its development can be reliably measured.
Costs that qualify for capitalization include both internal and external costs, but are limited to those that are directly related to the
specific project.
Following initial recognition, intangible assets are carried at cost less any accumulated depreciation and impairment losses.
The useful lives of intangible assets are assessed as either finite or indefinite.
49
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
Intangible assets with finite lives are amortized on a straight-line basis over their respective useful economic lives, as follows:
Software
Customer lists
3–10 years
7–10 years
Intangible assets with finite lives are assessed for impairment whenever there is an indication that the intangible asset may be
impaired. The amortization period and the amortization method for an intangible asset with a finite useful life are reviewed at least annually
and adjusted as appropriate.
Intangible assets with indefinite useful lives, consisting mainly of trademarks, are not amortized but are tested for impairment at least
annually, either individually or at the CGU level. The useful life of those assets is reviewed annually, at a minimum, to determine whether
events and circumstances continue to support an indefinite useful life assessment for the assets. If they do not, the change in useful life
assessment from indefinite to finite is made on a prospective basis.
OPERATING LEASE AND DEFERRED LEASE INDUCEMENTS
Leases where substantially all the risks and rewards of ownership of the asset are not transferred to the Corporation are classified as
operating leases. Operating lease payments are recognized as an expense on a straight-line basis over the related lease term.
Deferred lease inducements consist of lease incentive amounts received from landlords and rent-free lease periods. These lease
inducements are recognized through other liabilities and are amortized over the life of the initial lease term on a straight-line basis as a
reduction of amortization expense.
FINANCIAL INSTRUMENTS
A financial instrument is any contract that gives rise to a financial asset of one party and a financial liability or equity instrument of
another party. Financial assets of the Corporation include cash and cash equivalents, cash and cash equivalents in trust or otherwise
reserved, trade and other receivables other than amounts receivable due from government, deposits on leased aircraft and engines, and
derivative financial instruments with a positive fair value. Financial liabilities of the Corporation include trade and other payables other than
amounts due to government, long-term debt, derivative financial instruments with a negative fair value and put options held by
non-controlling interests.
Financial assets and financial liabilities, including derivative financial instruments, are initially measured at fair value. Subsequent to
initial recognition, financial assets and financial liabilities are measured based on their classification: financial assets/liabilities at fair value
through profit or loss, loans and receivables, or other financial liabilities. Derivative financial instruments, including embedded derivative
financial instruments that are not closely related to the host contract, are classified as financial assets or liabilities at fair value through profit
or loss unless they are designated within an effective hedging relationship. Classification is determined by management on initial recognition
based on the purpose for their acquisition.
CLASSIFICATION OF FINANCIAL INSTRUMENTS
Financial assets and financial liabilities at fair value through profit or loss
Financial assets, financial liabilities and derivative financial instruments classified as financial assets or liabilities at fair value through
profit or loss are measured at fair value at the period-end date. Gains and losses realized on disposal and unrealized gains and losses from
changes in fair value are reflected in the consolidated statement of income as incurred.
Loans and receivables and other financial liabilities
Financial assets classified as loans and receivables and financial liabilities classified as other financial liabilities are recorded at
amortized cost using the effective interest method.
50
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
DERIVATIVE FINANCIAL INSTRUMENTS AND HEDGE ACCOUNTING
The Corporation uses derivative financial instruments to hedge against future foreign currency fluctuations in relation to its operating
lease payments, receipts of revenues from certain tour operators and disbursements pertaining to certain operating expenses in foreign
currencies. For hedge accounting purposes, the Corporation designates some of its derivative financial instruments related to foreign
currencies as hedging instruments.
The Corporation formally documents all relationships between the hedging instruments and hedged items, as well as its risk
management objectives and strategy for undertaking various hedging transactions. This process includes linking all derivative financial
instruments to forecasted cash flows or to a specific asset or liability. The Corporation also formally documents and assesses, both at the
hedge’s inception and on an ongoing basis, whether the hedging instruments are highly effective in offsetting the changes in the fair value or
cash flows of the hedged items.
These derivative financial instruments are designated as cash flow hedges.
All derivative financial instruments are recorded at fair value in the consolidated statements of financial position. For the derivative
financial instruments designated as cash flow hedges, changes in the fair value of the effective portion are recognized in Other
comprehensive income in the consolidated statement of comprehensive income. Any ineffective portion within a cash flow hedge is
recognized in net income, as incurred, in the account Change in fair value of fuel-related derivatives and other derivatives. Should the cash
flow hedge cease to be effective, previously unrealized gains and losses remain within Accumulated other comprehensive income (loss) as
Unrealized gain (loss) on cash flow hedges until the hedged item is settled, and future changes in value of the derivative instrument are
recognized in income prospectively. Changes in value of the effective portion of a cash flow hedge remain in Accumulated other
comprehensive income (loss) as Unrealized gain (loss) on cash flow hedges until the related hedged item is settled, at which time amounts
recognized in Unrealized gain (loss) on cash flow hedges are reclassified to the same account in the consolidated statement of income in
which the hedged item is recorded. For derivative financial instruments designated as fair value hedges, periodic changes in fair value are
recognized in the same account in the consolidated statement of income as the hedged item.
DERIVATIVE FINANCIAL INSTRUMENTS THAT DO NOT QUALIFY FOR HEDGE ACCOUNTING
In the normal course of business, the Corporation also enters into derivative financial instruments used for aircraft fuel purchases to
manage exposure to fuel pricing instability and into derivative financial instruments related to foreign exchange to manage exposure against
future foreign currency fluctuations that have not been designated for hedge accounting. These derivatives are measured at fair value at the
end of each period, and the unrealized gains or losses on remeasurement are recorded and presented under Change in fair value of fuel-
related derivatives and other derivatives in the consolidated statement of income. When realized, at maturity of fuel-related derivative
financial instruments, any gains or losses are reclassified to Aircraft fuel.
It is the Corporation’s policy not to speculate on derivative financial instruments; accordingly, these instruments are normally
purchased for risk management purposes and held to maturity.
TRANSACTION COSTS
Transaction costs related to financial assets and financial liabilities classified as financial assets or liabilities at fair value through profit
or loss are expensed as incurred. Transaction costs related to financial assets classified as loans and receivables or to financial liabilities
classified as other financial liabilities are reflected in the carrying amount of the financial asset or financial liability and are then amortized
over the estimated useful life of the instrument using the effective interest method.
FAIR VALUE
The fair value of financial instruments that are actively traded in organized financial markets is determined by reference to quoted
prices in an active market at the close of business on the reporting date. For financial instruments where there is no active market, fair value
is determined using valuation techniques. Such techniques may include using recent arm’s length market transactions, reference to the
current fair value of another instrument that is substantially the same, discounted cash flow analysis or other valuation models.
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2015 Annual Report
Notes to Consolidated Financial Statements
The Corporation categorizes its financial assets and liabilities measured at fair value into one of three different levels depending on
the observability of the inputs used in the measurement.
Level 1:
This level includes assets and liabilities measured at fair value based on unadjusted quoted prices for identical assets and
liabilities in active markets accessible to the Corporation at the measurement date.
Level 2:
This level includes valuations determined using directly or indirectly observable inputs other than quoted prices included within
Level 1. Derivative instruments in this category are valued using models or other industry standard valuation techniques
derived from observable market inputs.
Level 3:
This level includes valuations based on inputs which are less observable, unavailable or where the observable data does not
support a significant portion of the instruments’ fair value.
IMPAIRMENT OF FINANCIAL ASSETS CLASSIFIED AS LOANS AND RECEIVABLES
The Corporation assesses at each reporting date whether there is any objective evidence that a financial asset or a group of financial
assets classified as loans and receivables is impaired. A financial asset or a group of financial assets is deemed to be impaired if, and only if,
there is objective evidence of impairment as a result of one or more events that occurred after the initial recognition of the asset [an incurred
loss event] and that incurred loss event has an impact on the estimated future cash flows of the financial asset or the group of financial
assets that can be reliably estimated. Impairment losses are recognized through profit or loss.
IMPAIRMENT OF NON-FINANCIAL ASSETS
The Corporation assesses at each reporting date whether there is any indication that an asset may be impaired. If any indication
exists, or when annual impairment testing for an asset is required, the Corporation estimates the asset’s recoverable amount. An asset’s
recoverable amount is the higher of an asset’s or CGU’s fair value less costs to sell and its value in use and is determined for an individual
asset, unless the asset does not generate cash inflows that are largely independent of those from other assets or groups of assets. Value in
use is calculated using estimated net cash flows, typically based on detailed projections over a five-year period with subsequent years
extrapolated using a growth assumption. The estimated net cash flows are discounted to their present value using a discount rate before
income taxes that reflects current market assessments of the time value of money and the risk specific to the asset or CGU. In determining
fair value less costs to sell, recent market transactions are taken into account, if available. If no such transactions can be identified, an
appropriate valuation model may be used. Where the carrying amount of an asset or CGU exceeds its recoverable amount, the asset is
considered impaired and is written down to its recoverable amount. Impairment losses are recognized through profit or loss.
The following criteria are also applied in assessing impairment of specific assets:
GOODWILL
Goodwill is tested annually [as at April 30 as of April 30, 2015 and formerly as at October 31] for impairment and when circumstances
indicate that the carrying value may be impaired. Impairment is determined by assessing the recoverable amount of each CGU [or group of
CGUs] to which the goodwill relates. Where the recoverable amount of the CGU is less than its carrying amount, an impairment loss is
recognized.
INTANGIBLE ASSETS
Intangible assets with indefinite useful lives are tested for impairment annually [as at April 30 as of April 30, 2015 and formerly as at
October 31] either individually or at the CGU level, as appropriate, and when circumstances indicate that the carrying value may be impaired.
REVERSAL OF IMPAIRMENT LOSSES
For assets excluding goodwill, an assessment is made at each reporting date as to whether there is any indication that previously
recognized impairment losses may no longer exist or have decreased. If such indication exists, the Corporation estimates the asset’s or
CGU’s recoverable amount. A previously recognized impairment loss is reversed only if there has been a change in the assumptions used to
determine the asset’s recoverable amount since the last impairment loss was recognized. The reversal is limited so that the carrying amount
of the asset does not exceed its recoverable amount or exceed the carrying amount that would have been determined, net of depreciation or
amortization, had no impairment loss been recognized for the asset in prior years. The reversal is recognized in the statement of income.
Impairment losses relating to goodwill cannot be reversed in future periods.
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2015 Annual Report
PROVISIONS
Notes to Consolidated Financial Statements
Provisions are recognized when the Corporation has a present, legal or constructive obligation as a result of a past event, it is
probable that an outflow of resources will be required to settle the obligation and the cost can be reliably estimated. Provisions are measured
at their present value.
PROVISION FOR OVERHAUL OF LEASED AIRCRAFT
Under aircraft and engine operating leases, the Corporation is required to maintain the aircraft and engines in serviceable condition
and adhere to the maintenance plan. The Corporation accounts for its leased aircraft and engine maintenance obligation based on utilization
until the next maintenance activity. The obligation is adjusted to reflect any change in the related maintenance expenses anticipated.
Depending on the type of maintenance, utilization is determined based on the cycles, logged flight time or time between overhauls. The
excess of the maintenance obligation over maintenance deposits made to lessors and unclaimed is included in liabilities under Provision for
overhaul of leased aircraft. All maintenance work done on aircraft engines under contracts with billing based on flight hours are charged to
operating expenses in the statement of income are expensed as incurred.
EMPLOYEE FUTURE BENEFITS
The Corporation offers defined benefit pension arrangements to certain senior executives. Certain non-Canadian employees also
benefit from post-employment benefits. The net periodic pension expense for these plans is actuarially determined on an annual basis by
independent actuaries using the projected unit credit method. The determination of benefit expense requires assumptions such as the
discount rate to measure obligations, expected mortality and expected rate of future compensation. Actual results will differ from estimated
results based on assumptions. The vested portion of past service cost arising from plan amendments is recognized immediately in the
statement of income. The unvested portion is amortized on a straight-line basis over the average remaining period until the benefits vest.
The liability recognized in the consolidated statements of financial position is the present value of the defined benefit obligation at the
end of the reporting period less the fair value of plan assets, together with adjustments for unrecognized past service costs. The present
value of the defined benefit obligation is determined by discounting the estimated future cash outflows using interest rates of high-quality
corporate bonds that have terms to maturity approximating the term of the related pension liability. All actuarial gains and losses that arise in
calculating the present value of the defined benefit obligation and the fair value of plan assets are recognized immediately in Retained
earnings and included in the statement of comprehensive income.
Contributions to defined contribution pension plans are expensed as incurred, which is as the related employee service is rendered.
In certain jurisdictions, termination benefits are payable when employment is terminated by the Corporation before the normal
retirement date, or whenever an employee accepts voluntary redundancy in exchange for the benefits. The Corporation recognizes
termination benefits when it is demonstrably committed to either terminating the employment of current employees according to a detailed
formal plan without possibility of withdrawal, or providing termination benefits as a result of an offer made to encourage voluntary
redundancy.
REVENUE RECOGNITION
The Corporation recognizes revenue once the service is rendered and all the significant risks and rewards of the service have been
transferred to the customer. As a result, revenue earned from passenger transportation is recognized when such transportation is provided.
Revenue from tour operators and the related costs are recognized when passengers depart. Commission revenue from travel agencies is
recognized when travel is reserved. Amounts received from customers for services not yet rendered are included in current liabilities as
Customer deposits and deferred revenues.
Revenue for which the Corporation provides multiple services such as air transportation, tour operator and travel agency services is
recognized once the service is provided to the customer based on the Corporation’s accounting policy for revenue recognition. The
Corporation treats these different services as separate units of accounting as each service has a value to the customer on a stand-alone
basis and the consideration paid for these services is allocated using the relative fair value of each deliverable.
INCOME TAXES
The Corporation provides for income taxes using the liability method. Under this method, deferred tax assets and liabilities are
calculated based on differences between the carrying value and tax basis of assets and liabilities and measured using substantively enacted
tax rates and laws expected to be in effect when the differences reverse.
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2015 Annual Report
Notes to Consolidated Financial Statements
Deferred tax assets and liabilities are recognized directly through profit or loss, other comprehensive income, or equity based on the
classification of the item to which they relate.
Deferred tax liabilities are recognized for all taxable temporary differences. Deferred tax assets are recognized for all deductible
temporary differences, carryforwards of unused tax credits and unused tax losses, to the extent that it is probable that taxable income will be
available against which the deductible temporary differences, and the carryforwards of unused tax credits and unused tax losses can be
utilized.
Deferred tax assets and liabilities are offset if a legally enforceable right exists to set off current tax assets against current tax liabilities
and the deferred taxes relate to the same taxable entity and the same taxation authority.
SHARE-BASED PAYMENT PLANS
The Corporation operates a number of equity-settled and cash-settled share-based compensation plans under which it receives
services from employees as consideration for equity instruments of the Corporation or cash-settled payments.
EQUITY-SETTLED TRANSACTIONS
For equity-settled share-based compensation [stock option plan and performance share unit plan], the compensation expense is
based on the grant date fair value of the share-based awards expected to vest over the period in which the performance and/or service
conditions are fulfilled, with a corresponding increase in the share-based payment reserve. Compensation expense related to the stock
option plan is calculated using the Black-Scholes model, whereas the performance share unit expense is measured based on the closing
price of the shares of the Corporation on the Toronto Stock Exchange at the grant date adjusted to take into account the terms and
conditions upon which the units were granted. For awards with graded vesting, the fair value of each tranche is recognized through profit or
loss over its respective vesting period. Any consideration paid by employees on exercising these awards and the corresponding portion
previously credited to the share-based payment reserve are credited to share capital.
CASH-SETTLED TRANSACTIONS
For cash-settled share-based compensation [deferred share unit plan and restricted share unit plan], the expense is determined
based on the fair value of the liability at the end of the reporting period until the award is settled. The value of the compensation is measured
based on the closing price of the shares of the Corporation on the Toronto Stock Exchange adjusted to take into account the terms and
conditions upon which the units were granted, and is based on the units that are expected to vest. The expense is recognized over the
period in which the performance or service conditions are satisfied. At the end of each reporting period, the Corporation re-assesses its
estimates of the number of awards that are expected to vest and recognizes the impact of the revisions through profit or loss.
EMPLOYEE SHARE PURCHASE PLANS
The Corporation’s contributions to the employee share purchase plans [stock ownership incentive and capital accumulation plan and
permanent stock ownership incentive plan] consist of shares acquired in the marketplace by the Corporation. These contributions are
measured at cost and are recognized over the period from the acquisition date to the date that the award vests to the participant. Any
consideration paid by the participant to purchase shares under the share purchase plan is credited to share capital.
EARNINGS PER SHARE
Basic earnings per share is computed based on net income attributable to shareholders of the Corporation, divided by the
weighted-average number of Class A Variable Voting Shares and Class B Voting Shares outstanding during the year.
Diluted earnings per share is calculated by adjusting net income attributable to shareholders of the Corporation for any changes in
income or expense that would result from the exercise of dilutive elements. The weighted-average number Class A Variable Voting Shares
and Class B Voting Shares outstanding is increased by the weighted-average number of additional Class A Variable Voting Shares and
Class B Voting Shares that would have been outstanding assuming the exercise of all dilutive elements.
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2015 Annual Report
Notes to Consolidated Financial Statements
Note 3
SIGNIFICANT ACCOUNTING ESTIMATES AND JUDGMENTS
The preparation of consolidated financial statements requires management to make estimates and judgments about the future.
Estimates and judgments are continually evaluated and are based on historical experience and other factors, including expectations of future
events that are believed to be reasonable under the circumstances. However, accounting estimates could result in outcomes that require a
material adjustment to the carrying amount of the asset or liability affected in future periods.
The key assumptions concerning the future and other key sources of estimation uncertainty at the reporting date that have a
significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next fiscal year are described
below. The Corporation based its assumptions and estimates on parameters available when the consolidated financial statements were
prepared. However, existing circumstances and assumptions about future developments may change due to market events or to
circumstances beyond the Corporation’s control. Such changes are reflected in the assumptions when they occur.
DEPRECIATION AND AMORTIZATION AND IMPAIRMENT OF PROPERTY, PLANT AND EQUIPMENT, GOODWILL AND INTANGIBLE ASSETS
Impairment exists when the carrying value of an asset or CGU exceeds its recoverable amount, which is the higher of fair value less
costs to sell and value in use. To identify CGUs, management has to take into account the contributions made by each subsidiary and the
inter-relationships among them in light of the Corporation’s vertical integration and the goal of providing a comprehensive offering of tourism
services in the markets served by the Corporation. The fair value less costs to sell calculation is based on available data from arm’s length
transactions for similar assets or observable market prices less incremental costs to sell. The value in use calculation is based on a
discounted cash flow model. Cash flows are derived from the budget or financial forecasts for the next five fiscal years and do not include
restructuring activities that the Corporation is not yet committed to or significant future investments that will enhance the performance of the
asset of the CGU being tested. The recoverable amount is most sensitive to the discount rate used for the discounted cash flow model as
well as the expected future cash inflows and the growth rate used for extrapolation purposes. The key assumptions used to determine the
recoverable amount for the various CGUs, including a sensitivity analysis, are discussed in note 11.
Property, plant and equipment are depreciated over their estimated useful lives taking into account their residual value. Aircraft and
aircraft components account for a major subclass of property, plant and equipment. Depreciation expense depends on several assumptions
including the period over which the aircraft will be used, the fleet renewal schedule and the estimate of the residual value of aircraft and
aircraft components at the time of their anticipated disposal.
Changes in estimated useful life and residual value of aircraft could have a significant impact on depreciation expense. Property, plant
and equipment and intangible assets with finite lives are reviewed for impairment whenever events or changes in circumstances indicate that
the carrying amount of an asset may not be recoverable.
FAIR VALUE OF DERIVATIVE FINANCIAL INSTRUMENTS
The fair value of derivative financial instruments is the amount for which the instrument could be exchanged between knowledgeable,
willing parties in an arm’s length transaction. The Corporation determines the fair value of its derivative financial instruments using the
purchase or selling price, as appropriate, in the most advantageous active market to which the Corporation has immediate access. The
Corporation also takes into account its own credit risk and the credit risk of the counterparty in determining fair value for its derivative
financial instruments based on whether they are financial assets or financial liabilities. When the market for a derivative financial instrument
is not active, the Corporation determines the fair value by applying valuation techniques, such as using available information on market
transactions involving other instruments that are substantially the same, discounted cash flow analysis or other techniques, where
appropriate. The Corporation ensures, to the extent practicable, that its valuation technique incorporates all factors that market participants
would consider in setting a price and that it is consistent with accepted economic methods for pricing financial instruments, including the
credit risk of the party involved.
PROVISION FOR OVERHAUL OF LEASED AIRCRAFT
The estimates used to determine the provision for overhaul of leased aircraft are based on historical experience, historical costs and
repairs, information from external suppliers, forecasted aircraft utilization, planned renewal of the aircraft fleet, leased aircraft return
conditions, the U.S. dollar exchange rate and other facts and reasonable assumptions in the circumstances. Given that various assumptions
are used in determining the provision for overhaul of leased aircraft, the calculation involves some inherent measurement uncertainty. Actual
results will differ from estimated results based on assumptions.
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2015 Annual Report
NON-CONTROLLING INTERESTS
Notes to Consolidated Financial Statements
Non-controlling interests in respect of which the shareholders may require the Corporation to buy back their shares are reclassified as
liabilities at their estimated redemption value, deeming exercise of this option. In the absence of a predetermined calculation formula, the
estimated redemption value is established using fair value. The fair value calculation is based on a discounted cash flow model. The cash
flows are derived from the budget and financial forecasts for the next five years and do not include restructuring activities that the
Corporation is not yet committed to or significant future investments that will enhance the subsidiary’s performance. The fair value is most
sensitive to the discount rate used for the discounted cash flow model as well as the expected future cash inflows and the growth rate used
for extrapolation purposes.
EMPLOYEE FUTURE BENEFITS
The cost of defined benefit pension plans and other post-employment benefits and the present value of the associated obligations are
determined using actuarial valuations. These actuarial valuations require the use of assumptions such as the discount rate to measure
obligations, expected mortality and expected rate of future compensation. Given that various assumptions are used in determining the cost
and obligations associated with employee future benefits, the actuarial valuation process involves some inherent measurement uncertainty.
Actual results will differ from estimated results based on assumptions.
TAXES
Uncertainties exist with respect to the interpretation of complex tax regulations, changes in tax legislation and the amount and timing
of future taxable income. Given the Corporation’s wide range of international business relationships, differences arising between actual
results and the assumptions made, or future changes in such assumptions, could give rise to future adjustments in the amounts of income
taxes previously reported. Such interpretive differences may arise in a variety of areas depending on the conditions specific to the respective
tax jurisdiction of the Corporation’s subsidiaries. The Corporation establishes provisions, based on reasonable estimates, for possible
consequences of audits by the tax authorities of the respective countries in which it operates. The amount of such provisions is based on
various factors, such as experience of previous tax audits and interpretations of tax regulations by the taxable entity and the responsible tax
authority.
Deferred income tax assets are recognized for all unused tax losses to the extent that it is probable that taxable profit will be available
against which the losses can be utilized. Significant judgment is required by management to determine the amount of deferred income tax
assets that can be recognized, based upon the likely timing and the level of future taxable income together with future tax planning
strategies.
Note 4
CHANGE IN ACCOUNTING POLICIES
PRESENTATION OF THE SHARE OF NET INCOME OF AN ASSOCIATE
During the first quarter of 2015, the Corporation modified the presentation of the share of net income of an associate to include it
under operating results in the consolidated statements of income. In the past, operating results did not include the share of net income of an
associate, i.e. Caribbean Investments B.V. [“CIBV”], which operates hotels in Mexico, the Dominican Republic and Cuba. Hotel operations
are part of the Corporation’s activities. By including the share of net income of an associate, operating results more accurately reflect the
Corporation’s ongoing activities. The retrospective application of this policy change had no impact on the Corporation’s net income.
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2015 Annual Report
Notes to Consolidated Financial Statements
Note 5
FUTURE CHANGES IN ACCOUNTING POLICIES
Standards issued but not yet effective are discussed below. The Corporation has not early adopted these new standards.
IFRS 9, FINANCIAL INSTRUMENTS
In July 2014, the IASB completed its three-part project to replace IAS 39, Financial Instruments: Recognition and Measurement by
issuing IFRS 9, Financial Instruments. IFRS 9 addresses the classification and measurement of financial assets and financial liabilities, and
introduces a forward-looking expected-loss impairment model as well as a substantially reformed approach to hedge accounting.
IFRS 9 uses a new approach to determine whether a financial asset is measured at amortized cost or fair value, replacing the many
different rules in IAS 39. The approach recommended by IFRS 9 is based on how an entity manages its financial instruments and the
contractual cash flow characteristics of the financial assets. Most of the requirements in IAS 39 for classification and measurement of
financial liabilities were carried forward in IFRS 9. However, the portion of the changes in fair value related to the entity’s own credit risk, in
measuring a financial liability at fair value through profit or loss, will be presented in other comprehensive income rather than in the statement
of income.
IFRS 9 also introduces a new expected-loss impairment model that will require more timely recognition of expected credit losses.
Specifically, entities will be required to account for expected credit losses when financial instruments are first recognized and to recognize full
lifetime expected credit losses on a more timely basis.
Lastly, IFRS 9 introduces a new hedge accounting model, together with corresponding disclosures about risk management activities.
The new hedge accounting model represents a substantial overhaul of hedge accounting that will enable entities to better reflect their risk
management activities in their financial statements.
Application of IFRS 9 will be effective from the Corporation’s fiscal year beginning on November 1, 2018, with earlier adoption
permitted. The Corporation is currently assessing the impact of adopting this standard on its financial statements.
IFRS 15, REVENUE FROM CONTRACTS WITH CUSTOMERS
In May 2014, the IASB issued IFRS 15, Revenue from Contracts with Customers, a new standard that specifies the steps and timing
for issuers to recognize revenue as well as requiring them to provide more relevant and comprehensive disclosures. The core principle of
IFRS 15 is that an entity should recognize revenue in a manner that depicts the transfer of promised goods or services to customers in an
amount that reflects the expected consideration receivable in exchange for those goods or services. IFRS 15 supersedes IAS 11,
Construction Contracts, and IAS 18, Revenue, as well as various interpretations regarding revenue. The application of IFRS 15 is mandatory
and will be effective from the Corporation’s fiscal year beginning on November 1, 2018, with earlier adoption permitted. The Corporation is
currently assessing the impact of adopting this standard on its financial statements.
Note 6
CASH AND CASH EQUIVALENTS IN TRUST OR OTHERWISE RESERVED
As at October 31, 2015, cash and cash equivalents
included $310,883 [$276,964 as at
October 31, 2014] in funds received from customers, consisting primarily of Canadians, for services not yet rendered or for which the
restriction period had not ended, in accordance with Canadian regulators and the Corporation’s business agreements with certain credit card
processors. Cash and cash equivalents in trust or otherwise reserved also included $101,216, of which $44,900 was recorded as non-current
assets [$103,220 as at October 31, 2014, of which $39,480 was recorded as non-current assets], which was pledged as collateral security
against letters of credit.
trust or otherwise reserved
in
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2015 Annual Report
Notes to Consolidated Financial Statements
Note 7
TRADE AND OTHER RECEIVABLES
Trade receivables
Due from government
Other receivables
Note 8
FINANCIAL INSTRUMENTS
CLASSIFICATION OF FINANCIAL INSTRUMENTS
2015
$
2014
$
68,695
23,400
37,128
129,223
70,892
15,182
37,415
123,489
The classification of financial instruments, other than financial derivative instruments designated as hedges, and their carrying
amounts and fair values are detailed as follows:
Carrying amount
Financial
assets/liabilities at
fair value through
profit or loss
Loans and
receivables
$
$
Other
financial
liabilities
$
Total
$
Fair value
$
336,423
412,099
105,823
16,530
336,423
412,099
105,823
16,530
180
180
142
871,197
142
871,197
—
—
—
—
—
—
—
312,964
312,964
312,964
—
17,953
17,953
—
32,800
345,764
1,344
32,800
365,061
1,344
32,800
365,061
As at October 31, 2015
Financial assets
Cash and cash equivalents
Cash and cash equivalents in trust or otherwise reserved
Trade and other receivables
Deposits on leased aircraft and engines
Derivative financial instruments
-Fuel purchasing forward contracts and other fuel-related
derivative financial instruments
-Other foreign exchange-related derivative
financial instruments
Financial liabilities
Trade and other payables
Derivative financial instruments
-Fuel purchasing forward contracts and other fuel-related
derivative financial instruments
-Other foreign exchange-related derivative
financial instruments
Non-controlling interests
336,423
412,099
—
—
—
—
105,823
16,530
180
—
—
122,353
—
—
—
—
—
142
748,844
—
17,953
1,344
—
19,297
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2015 Annual Report
Notes to Consolidated Financial Statements
Carrying amount
Financial
assets/liabilities at
fair value through
profit or loss
$
Loans and
receivables
$
Other
financial
liabilities
$
Total
$
Fair value
$
308,887
380,184
—
—
689,071
—
24,383
—
24,383
—
—
108,307
14,178
122,485
—
—
—
—
—
—
—
—
—
308,887
380,184
108,307
14,178
811,556
308,887
380,184
108,307
14,178
811,556
307,461
307,461
307,461
—
24,900
332,361
24,383
24,900
356,744
24,383
24,900
356,744
As at October 31, 2014
Financial assets
Cash and cash equivalents
Cash and cash equivalents in trust or
Trade and other receivables
Deposits on leased aircraft and engines
Financial liabilities
Trade and other payables
Derivative financial instruments
-Fuel purchasing forward contracts and other fuel-related
derivative financial instruments
Non-controlling interests
DETERMINATION OF FAIR VALUE OF FINANCIAL INSTRUMENTS
The fair value of financial instruments is the amount for which the instrument could be exchanged between knowledgeable, willing
parties in an arm’s length transaction. The following methods and assumptions were used to measure fair value:
The fair value of cash and cash equivalents, in trust or otherwise reserved or not, trade and other receivables, and accounts payable
and accrued liabilities approximates their carrying amount due to the short-term maturity of these financial instruments.
The fair value of forward purchase contracts and other derivative financial instruments related to fuel or currencies is measured using
a generally accepted valuation method, i.e., by discounting the difference between the value of the contract at expiration determined
according to contract price or rate and the value of the contract at expiration determined according to contract price or rate that the financial
institution would have used had it renegotiated the same contract under the same conditions at the current date. The Corporation also
factors in the financial institution’s credit risk when determining contract value.
The fair value of deposits on leased aircraft and engines approximates their carrying amount given that they are subject to terms and
conditions similar to those available to the Corporation for instruments with comparable terms.
The fair value of non-controlling interests in respect of which non-controlling shareholders hold an option to require the Corporation to
buy back their shares corresponds to their redemption price. The redemption price is based either on a formula that factors in financial and
non-financial indicators or on the fair value of shares held, which is determined using a discounted cash flow model similar to that used for
the goodwill impairment test [see note 11].
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2015 Annual Report
Notes to Consolidated Financial Statements
The following table details the fair value hierarchy of financial instruments by level:
As at October 31, 2015
Financial assets
Derivative financial instruments
-Fuel purchasing forward contracts and other fuel-related
derivative financial instruments
-Foreign exchange forward contracts and other foreign exchange-related
derivative financial instruments
Financial liabilities
Derivative financial instruments
-Fuel purchasing forward contracts and other fuel-related
derivative financial instruments
-Foreign exchange forward contracts and other foreign exchange-related
derivative financial instruments
Non-controlling interests
As at October 31, 2014
Financial assets
Derivative financial instruments
-Foreign exchange forward contracts and other foreign exchange-related
derivative financial instruments
Financial liabilities
Derivative financial instruments
-Fuel purchasing forward contracts and other fuel-related
derivative financial instruments
-Foreign exchange forward contracts and other foreign exchange-related
derivative financial instruments
Non-controlling interests
Quoted prices in
active markets
(Level 1)
$
Other
observable
inputs
(Level 2)
$
Unobservable
inputs
(Level 3)
$
—
—
—
—
—
—
—
180
25,393
25,573
17,953
5,250
—
23,203
—
—
—
—
—
32,800
32,800
Quoted prices in
active markets
(Level 1)
$
Other
observable
inputs
(Level 2)
$
Unobservable
inputs
(Level 3)
$
—
—
—
—
—
—
16,596
16,596
24,383
296
—
24,679
—
—
—
—
24,900
24,900
Total
$
180
25,393
25,573
17,953
5,250
32,800
56,003
Total
$
16,596
16,596
24,383
296
24,900
49,579
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2015 Annual Report
Notes to Consolidated Financial Statements
The changes in non-controlling interests are as follows:
Balance, beginning of year
Net income
Other comprehensive income
Dividends
Change in fair value of non-controlling interests
2015
$
24,900
4,399
3,540
(4,221)
4,182
32,800
2014
$
23,800
3,191
1,372
(2,782)
(681)
24,900
MANAGEMENT OF RISKS ARISING FROM FINANCIAL INSTRUMENTS
In the normal course of business, the Corporation is exposed to credit and counterparty risk, liquidity risk and market risk arising from
changes in certain foreign exchange rates, changes in fuel prices and changes in interest rates. The Corporation manages these risk
exposures on an ongoing basis. In order to limit the effects of changes in foreign exchange rates, fuel prices and interest rates on its
revenues, expenses and cash flows, the Corporation can avail itself of various derivative financial instruments. The Corporation’s
management is responsible for determining the acceptable level of risk and only uses derivative financial instruments to manage existing or
anticipated risks, commitments or obligations based on its past experience.
CREDIT AND COUNTERPARTY RISK
Credit risk stems primarily from the potential inability of customers, service providers, aircraft and engine lessors and financial
institutions, including the other counterparties to cash equivalents and derivative financial instruments to discharge their obligations.
Trade accounts receivable included under Trade and other receivables in the consolidated statements of financial position totalled
$68,695 as at October 31, 2015 [$70,892 as at October 31, 2014]. Trade accounts receivable consist of a large number of customers,
including travel agencies and other service providers. Trade accounts receivable generally result from the sale of vacation packages to
individuals through travel agencies and the sale of seats to tour operators dispersed over a wide geographic area. No customer represented
more than 10% of total accounts receivable as at October 31, 2015 and 2014. As at October 31, 2015, approximately 3% [approximately 7%
as at October 31, 2014] of accounts receivable were over 90 days past due, whereas approximately 82% [approximately 79% as at
October 31, 2014] were current, that is, under 30 days. Historically, the Corporation has not incurred any significant losses in respect of its
trade receivables. Therefore, the allowance for doubtful accounts at the end of each period and the change recorded for each period is
insignificant.
Pursuant to certain agreements entered into with its service providers consisting primarily of hotel operators, the Corporation pays
deposits to capitalize on special benefits, including pricing, exclusive access and room allotments. These deposits totalled $42,371 as at
October 31, 2015 [$29,754 as at October 31, 2014] and were generally offset by purchases of person-nights at these hotels. Risk arises from
the fact that these hotels might not be able to honour their obligations to provide the agreed number of person-nights. The Corporation
strives to minimize its exposure by limiting deposits to recognized and reputable hotel operators in its active markets. These deposits are
spread across a large number of hotels and, historically, the Corporation has not been required to write off a considerable amount for its
deposits with suppliers.
Under the terms of its aircraft and engine leases, the Corporation pays deposits when aircraft and engines are commissioned,
particularly as collateral for remaining lease payments. These deposits totalled $16,530 as at October 31, 2015 [$14,178 as at
October 31, 2014] and are returned as leases expire. The Corporation is also required to pay cash security deposits to lessors over the lease
term to guarantee the serviceable condition of aircraft. Cash security deposits with lessors are generally returned to the Corporation upon
receipt of documented proof that the related maintenance has been performed by the Corporation. As at October 31, 2015, the cash security
deposits with lessors that have been claimed totalled $21,587 [$20,169 as at October 31, 2014] and are included in Trade and other
receivables. Historically, the Corporation has not written off any significant amount of deposits and claimed cash security deposits with
aircraft and engine lessors.
61
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
For financial institutions including the various counterparties, the maximum credit risk as at October 31, 2015 relates to cash and cash
equivalents, including cash and cash equivalents in trust or otherwise reserved, and derivative financial instruments accounted for in assets.
These assets are held or traded with a limited number of financial institutions and other counterparties. The Corporation is exposed to the
risk that the financial institutions and other counterparties with which it holds securities or enters into agreements could be unable to honour
their obligations. The Corporation minimizes risk by entering into agreements only with large financial institutions and other large
counterparties with appropriate credit ratings. The Corporation’s policy is to invest solely in products that are rated R1-Mid or better [by
Dominion Bond Rating Service [DBRS]], A1 [by Standard & Poor’s] or P1 [by Moody’s] and rated by at least two rating firms. Exposure to
these risks is closely monitored and maintained within the limits set out in the Corporation’s various policies. The Corporation revises these
policies on a regular basis.
The Corporation does not believe it is exposed to a significant concentration of credit risk as at October 31, 2015.
LIQUIDITY RISK
The Corporation is exposed to the risk of being unable to honour its financial commitments by the deadlines set out under the terms of
such commitments and at a reasonable price. The Corporation has a Treasury Department in charge, among other things, of ensuring sound
management of available cash resources, financing and compliance with deadlines within the Corporation’s scope of consolidation. With
senior management oversight, the Treasury Department manages the Corporation’s cash resources based on financial forecasts and
anticipated cash flows.
The maturities of the Corporation’s financial liabilities as at October 31, 2015 are summarized in the following table:
Maturing in
under 1 year
$
312,964
32,800
23,222
368,986
Maturing in
1 to 2 years
$
—
—
—
—
Maturing in
2 to 5 years
$
—
—
—
—
Contractual
cash flows
Total
$
312,964
32,800
23,222
368,986
Carrying
amount
Total
$
312,964
32,800
23,203
368,967
Accounts payable and accrued liabilities
Non-controlling interests
Derivative financial instruments
Total
MARKET RISK
FOREIGN EXCHANGE RISK
The Corporation is exposed to foreign exchange risk, primarily as a result of its many arrangements with foreign-based suppliers,
aircraft and engine leases, fuel purchases, long-term debt and revenues in foreign currencies, and fluctuations in exchange rates mainly with
respect to the U.S. dollar, the euro and the pound sterling against the Canadian dollar and the euro, as the case may be. Approximately 45%
of the Corporation’s costs are incurred in a currency other than the measurement currency of the reporting unit incurring the costs, whereas
less than 10% of revenues are incurred in a currency other than the measurement currency of the reporting unit making the sale.
In accordance with its foreign currency risk management policy and to safeguard the value of anticipated commitments and transactions, the
Corporation enters into foreign exchange forward contracts and other types of derivative financial instruments, expiring in generally less than
18 months, for the purchase and/or sale of foreign currencies based on anticipated foreign exchange rate trends.
62
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
Expressed in Canadian dollar terms, the net financial assets and net financial liabilities of the Corporation and its subsidiaries
denominated in currencies other than the measurement currency of the financial statements as at October 31, based on their financial
statement measurement currency, are summarized in the following tables:
Net assets (liabilities)
2015
Financial statement measurement
currency of the group’s companies
Euro
Pound sterling
Canadian dollar
Other currencies
Total
Net assets (liabilities)
2014
Financial statement measurement
currency of the group’s companies
Euro
Pound sterling
Canadian dollar
Other currencies
Total
U.S. dollar
$
Euro
$
Pound
sterling
$
Canadian
dollar
$
Other
currencies
$
(34,967)
97
8,839
(333)
(26,364)
U.S. dollar
$
(27,262)
4
(13,094)
(554)
(40,906)
—
238
2,974
102
3,314
Euro
$
—
310
(804)
406
(88)
(446)
—
(3,868)
—
(4,314)
Pound
sterling
$
(368)
—
2,381
—
2,013
(1,886)
(215)
—
(18)
(2,119)
11
—
(220)
1,884
1,675
Canadian
dollar
$
Other
Currencies
$
(521)
468
—
(9)
(62)
10
—
(235)
1,291
1,066
Total
$
(37,288)
120
7,725
1,635
(27,808)
Total
$
(28,141)
782
(11,752)
1,134
(37,977)
For the year ended October 31, 2015, a 1% rise or fall in the Canadian dollar against the other currencies, assuming that all other
variables had remained the same, would have resulted in a $1,307 increase or decrease [$194 in 2014], respectively, in the Corporation’s
net income for the year, whereas other comprehensive income would have decreased or increased by $2,213 [$2,738 in 2014], respectively.
As at October 31, 2015, 45% of estimated fuel requirements for fiscal 2016 were covered by fuel-related derivative financial
instruments [46% of estimated requirements for fiscal 2015 were covered as at October 31, 2014].
RISK OF FLUCTUATIONS IN FUEL PRICES
The Corporation is particularly exposed to fluctuations in fuel prices. Due to competitive pressures in the industry, there can be no
assurance that the Corporation would be able to pass along any increase in fuel prices to its customers by increasing prices, or that any
eventual price increase would fully offset higher fuel costs, which could in turn adversely impact its business, financial position or operating
results. To mitigate fuel price fluctuations, the Corporation has implemented a fuel price risk management policy that authorizes foreign
exchange forward contracts, and other types of derivative financial instruments, expiring in generally less than 18 months.
For the year ended October 31, 2015, a 10% increase or decrease in fuel prices, assuming that all other variables had remained the
same, would have resulted in a $3,322 decrease or increase [$12,722 in 2014], respectively, in the Corporation’s net income for the year.
As at October 31, 2015, 36% of estimated requirements for fiscal 2016 were covered by fuel-related derivative financial instruments
[42% of estimated requirements for fiscal 2015 were covered as at October 31, 2014].
INTEREST RATE RISK
The Corporation is exposed to interest rate fluctuations, primarily due to its variable-rate credit facility. The Corporation manages its
interest rate exposure and could potentially enter into swap agreements consisting in exchanging variable rates for fixed rates.
63
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
Furthermore, interest rate fluctuations could have an effect on the Corporation’s interest income derived from its cash and cash
equivalents. The Corporation has implemented an investment policy designed to safeguard its capital and instrument liquidity and generate a
reasonable return. The policy sets out the types of allowed investment instruments, their concentration, acceptable credit rating and
maximum maturity.
For the year ended October 31, 2015, a 25 basis point increase or decrease in interest rates, assuming that all other variables had
remained the same, would have resulted in a $1,815 increase or decrease [$1,772 in 2014], respectively, in the Corporation’s net income.
CAPITAL RISK MANAGEMENT
The Corporation’s capital management objectives are first to ensure the longevity of the Corporation so as to support its continued
operations, provide its shareholders with a return, generate benefits for its other stakeholders and maintain the most optimal capitalization
possible with a view to keeping capital costs to a minimum.
The Corporation manages its capitalization in accordance with changes in economic conditions. In order to maintain or adjust its
capitalization, the Corporation may elect to declare dividends to shareholders, return capital to its shareholders and repurchase its shares in
the marketplace or issue new shares.
The Corporation monitors its capitalization using the adjusted debt/equity ratio. This ratio is calculated by dividing net debt by equity.
Net debt is equal to the aggregate of long-term debt and obligations under adjusted operating leases, less cash and cash equivalents [not
held in trust or otherwise reserved]. The amount of adjusted operating leases is equal to the annualized aircraft rental expense multiplied by
5.0, a factor used in our industry. Although commonly used, this measure does not reflect the fair value of operating leases as it does not
take into account the remaining contractual payments, the discount rates implicit in the leases or current rates for similar obligations with
similar terms and risks.
The Corporation’s strategy is to maintain its adjusted debt/equity ratio below 1. The calculation of the adjusted debt/equity ratio is
summarized as follows:
Net debt
Long-term debt
Adjusted operating leases
Cash and cash equivalents
Equity
Adjusted debt/equity ratio
2015
$
2014
$
—
494,295
(336,423)
157,872
537,252
29.4%
—
436,145
(308,887)
127,258
482,946
26.4%
The Corporation’s credit facilities are subject to certain covenants including a debt/equity ratio and a fixed-charge coverage ratio.
These ratios are monitored by management and submitted to the Corporation’s Board of Directors on a quarterly basis. As at
October 31, 2015, the Corporation was in compliance with these ratios. Except for the credit facility covenants, the Corporation is not subject
to any third-party capital requirements.
64
Transat A.T. Inc.
2015 Annual Report
Note 9
DEPOSITS
Deposits on leased aircraft and engines
Deposits with suppliers
Less current portion
Note 10
PROPERTY, PLANT AND EQUIPMENT
Cost
Balance as at October 31, 2014
Additions
Write-off
Exchange difference
Balance as at October 31, 2015
Accumulated depreciation
Balance as at October 31, 2014
Amortization
Write-off
Exchange difference
Balance as at October 31, 2015
Net book value as at October 31, 2015
Cost
Balance as at October 31, 2013
Additions
Write-off
Exchange difference
Balance as at October 31, 2014
Accumulated depreciation
Balance as at October 31, 2013
Amortization
Write-off
Exchange difference
Balance as at October 31, 2014
Net book value as at October 31, 2014
Notes to Consolidated Financial Statements
2015
$
16,530
42,371
58,901
18,298
40,603
2014
$
14,178
29,754
43,932
17,833
26,099
Aircraft
equipment
Office furniture
and equipment
Building and
leasehold
improvements
$
$
$
84,670
4,371
(148)
—
88,893
70,036
2,411
(148)
—
72,299
16,594
71,607
6,569
(14,103)
870
64,943
58,703
6,234
(14,103)
579
51,413
13,530
46,529
2,582
(2,511)
339
46,939
31,717
2,753
(2,511)
170
32,129
14,810
Aircraft
equipment
Office furniture
and equipment
Building and
leasehold
improvements
$
$
$
80,401
4,269
—
—
84,670
67,567
2,469
—
—
70,036
14,634
74,527
6,666
(9,747)
161
71,607
62,068
6,131
(9,747)
251
58,703
12,904
44,956
2,632
(1,084)
25
46,529
30,076
2,715
(1,084)
10
31,717
14,812
Total
$
480,719
41,796
(19,024)
1,209
504,700
352,159
37,314
(19,024)
749
371,198
133,502
Total
$
488,920
48,611
(56,998)
186
480,719
373,895
35,001
(56,998)
261
352,159
128,560
Fleet
$
277,913
28,274
(2,262)
—
303,925
191,703
25,916
(2,262)
—
215,357
88,568
Fleet
$
289,036
35,044
(46,167)
—
277,913
214,184
23,686
(46,167)
—
191,703
86,210
65
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
Note 11 GOODWILL AND OTHER INTANGIBLE ASSETS
Cost
Balance as at October 31, 2014
Additions
Write-off
Exchange difference
Balance as at October 31, 2015
Accumulated amortization and impairment
Balance as at October 31, 2014
Amortization
Write-off
Exchange difference
Balance as at October 31, 2015
Net book value as at October 31, 2015
Cost
Balance as at October 31, 2013
Additions
Write-off
Exchange difference
Balance as at October 31, 2014
Accumulated amortization and impairment
Balance as at October 31, 2013
Amortization
Write-off
Exchange difference
Balance as at October 31, 2014
Net book value as at October 31, 2014
Goodwill
$
110,601
—
—
3,926
114,527
15,000
—
—
—
15,000
99,527
Goodwill
$
109,723
—
(369)
1,247
110,601
15,000
—
—
—
15,000
95,601
Software
$
Trademarks
$
Customer lists
$
142,642
17,499
(1,877)
649
158,913
92,096
11,356
(1,877)
375
101,950
56,963
20,429
—
—
1,612
22,041
—
—
—
—
—
22,041
13,043
—
—
1,219
14,262
11,249
1,061
—
1,093
13,403
859
Software
$
Trademarks
$
Customer lists
$
128,103
16,365
(1,557)
(269)
142,642
83,359
9,643
(857)
(49)
92,096
50,546
19,711
—
(262)
980
20,429
—
—
—
—
—
20,429
12,554
—
(270)
759
13,043
9,676
1,068
—
505
11,249
1,794
Total
$
286,715
17,499
(1,877)
7,406
309,743
118,345
12,417
(1,877)
1,468
130,353
179,390
Total
$
270,091
16,365
(2,458)
2,717
286,715
108,035
10,711
(857)
456
118,345
168,370
The aggregate carrying amounts of goodwill and trademarks allocated to each CGU are as follows:
Canada – United Kingdom – Netherlands
France
Other *
Net book value
* Multiple individual CGUs
2015
2014
Goodwill
$
67,537
21,016
10,974
99,527
Trademarks
$
22,041
—
—
22,041
Goodwill
$
65,235
19,855
10,511
95,601
Trademarks
$
20,429
—
—
20,429
66
Transat A.T. Inc.
2015 Annual Report
IMPAIRMENT TEST IN 2015
Notes to Consolidated Financial Statements
For the six-month period ended April 30, 2015, operating results were lower than the forecasted results used for the purpose of the
annual impairment test performed on October 31, 2014 due to several factors, including a sudden and rapid depreciation of our currency
against the U.S. dollar and the unstable geopolitical environment in certain countries. In addition, the Corporation’s market capitalization has
been below the carrying amount of its net assets for several consecutive quarters. These factors could suggest that the amounts of goodwill
and trademarks may have become impaired since October 31, 2014. Accordingly, interim impairment testing was performed on
April 30, 2015 to determine if the carrying amounts of the cash generating units (CGUs) were higher than their recoverable amounts.
Following the impairment test, no impairment of goodwill or trademarks was identified by the Corporation as at April 30, 2015. For
practical reasons, the Corporation has determined that the annual impairment test will be performed henceforth on April 30.
The recoverable amount is determined based on value in use, using a discounted cash flow model. The Corporation prepares cash
flow forecasts based on the most recently approved annual budgets and three-year plans of the relevant business. The cash flow forecasts
reflect the risk associated with each asset or CGU, as well as the most recent economic indicators. Cash flow forecasts beyond three years
are extrapolated based on estimated growth rates that do not exceed the average long-term growth rates for the relevant markets.
As at April 30, 2015, an after-tax discount rate of 10.3% was used for testing the various CGUs for impairment [10.3% as at
October 31, 2014]. The perpetual growth rate used for impairment testing was 1% as at April 30, 2015 [1% as at October 31, 2014].
On April 30, 2015, a 1% increase in the after-tax discount rate used for impairment testing, assuming that all other variables had
remained the same, would not have required any impairment charge.
On April 30, 2015, a 1% decrease in the long-term growth rate used for impairment testing, assuming that all other variables had
remained the same, would not have required any impairment charge.
On April 30, 2015, a 10% decrease in the cash flows used for impairment testing, assuming that all other variables had remained the
same, would not have required any impairment charge.
On April 30, 2015, the Corporation performed its annual impairment test for trademarks and no impairment was identified.
Management is of the opinion that no reasonable change in the key assumptions used in its annual impairment test could have produced
carrying amounts for trademarks that are significantly higher than the calculated fair values.
67
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
Note 12
INVESTMENTS AND OTHER ASSETS
Investment in an associate – Caribbean Investments B.V. [“CIBV”]
Deferred costs, unamortized
Sundry
2015
$
97,897
355
1,165
99,417
2014
$
83,949
484
1,833
86,266
Transat has a 35% interest in CIBV, which operates hotels in Mexico, the Dominican Republic and Cuba. CIBV’s fiscal year-end is
December 31, and the Corporation recognizes its investment using the equity method and results for the 12-month period ended
September 30 of each year.
The change in the investment in CIBV is detailed as follows:
Balance, beginning of year
Share of net income
Dividend received
Translation adjustment
The following table shows the condensed financial information regarding CIBV as at September 30:
Statement of financial position:
Current assets
Non-current assets
Current liabilities
Non-current liabilities
Net assets of CIBV
Carrying amount of investment in CIBV (35% of net assets)
Statement of comprehensive
Revenues
Net income and comprehensive
Share of net income
Note 13
TRADE AND OTHER PAYABLES
Trade payables
Accrued expenses
Salaries and employee benefits payable
Non-controlling interests [note 16]
Amounts due to the government
68
2015
$
83,949
7,045
(6,706)
13,609
97,897
2014
$
70,041
8,094
—
5,814
83,949
2015
$
2014
$
56,987
375,441
49,619
103,102
279,707
97,897
116,389
20,129
7,045
53,819
333,906
50,046
97,824
239,855
83,949
104,316
23,126
8,094
2015
$
2014
$
184,357
68,970
59,637
32,800
9,892
355,656
180,283
69,740
57,438
23,780
7,392
338,633
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
Note 14
PROVISION FOR OVERHAUL OF LEASED AIRCRAFT
Balance as at October 31, 2014
Additional provisions
Utilization of provisions
Balance as at October 31, 2015
Current provisions
Non-current provisions
Balance as at October 31, 2015
Balance as at October 31, 2013
Additional provisions
Utilization of provisions
Unused amounts released
Balance as at October 31, 2014
Current provisions
Non-current provisions
Balance as at October 31, 2014
$
36,312
19,702
(13,052)
42,962
17,281
25,681
42,962
$
28,057
15,299
(6,614)
(430)
36,312
10,674
25,638
36,312
The provision for overhaul of leased aircraft relates to the maintenance obligation for leased aircraft and spare parts used by the
Corporation’s airline under operating leases.
Note 15
LONG-TERM DEBT
On November 14, 2014, the Corporation renewed its $50,000 revolving credit facility agreement for operating purposes. Under the
new agreement, which expires in 2019, the Corporation may increase the credit limit to $100,000, with the approval of lenders. The
agreement may be extended for a year at each anniversary date subject to lender approval and the balance becomes immediately payable
in the event of a change in control. Under the terms of the agreement, funds may be drawn down by way of bankers’ acceptances or bank
loans, denominated in Canadian dollars, U.S. dollars, euros or pounds sterling. The agreement is secured by a first movable hypothec on a
universality of assets, present and future, of the Corporation’s Canadian subsidiaries subject to certain exceptions and is further secured by
the pledging of certain marketable securities of its main European subsidiaries. The credit facility bears interest at the bankers’ acceptance
rate, the financial institution’s prime rate or LIBOR, plus a premium. The terms of the agreements require the Corporation to comply with
certain financial criteria and ratios. As at October 31, 2015, all the financial ratios and criteria were met and the credit facility was undrawn.
The Corporation also has a $75,000 annually renewable revolving credit facility in respect of which the Corporation must pledge cash
totalling 100% of the amount of the issued letters of credit as collateral security. As at October 31, 2015, $66,943 had been drawn down
under the facility [$59,545 as at October 31, 2014], of which $44,900 is to insure the benefits to participants under senior executives defined
benefit pension agreements; such irrevocable letters of credit are held by a third-party trustee. In the event of a change of control, the
irrevocable letters of credit issued to insure the benefit to the participants under the senior executives defined benefit pension agreements
will be drawn down.
Operating lines of credit totalling €10,000 [$14,446] [€11,500 ($16,246) in 2014] have been granted to certain French subsidiaries.
These operating lines of credit are renewable annually and were undrawn as at October 31, 2015 and 2014.
69
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2015 Annual Report
Note 16 OTHER LIABILITIES
Employee benefits [note 22]
Deferred lease inducements
Non-controlling interests [note 8]
Less non-controlling interests included in Trade and other payables
NON-CONTROLLING SHAREHOLDERS
Notes to Consolidated Financial Statements
2015
$
39,265
12,761
32,800
84,826
(32,800)
52,026
2014
$
35,872
16,934
24,900
77,706
(23,780)
53,926
(a) The minority shareholder in the subsidiary Jonview Canada Inc., which is also a shareholder of the Corporation, may require the
Corporation to buy its Jonview Canada Inc. shares at a price equal to their fair market value. The price paid may be settled, at the
Corporation’s option, in cash or by a share issue. The fair value of this option is taken into account in the carrying amount of the non-
controlling interest.
(b) By 2018, the minority shareholders of the subsidiary Travel Superstore Inc. could require that the Corporation purchase their Travel
Superstore Inc. shares at a price equal to their fair market value, payable in cash. The fair value of this option is taken into account in the
carrying amount of the non-controlling interest.
(c) The minority shareholder of the subsidiary Trafictours Canada Inc. could require that the Corporation purchase its Trafictours
Canada Inc. shares at a price equal to a pre-determined formula, subject to adjustment according to the circumstances, payable in cash.
The fair value of this option is taken into account in the carrying amount of the non-controlling interest.
Note 17
EQUITY
AUTHORIZED SHARE CAPITAL
CLASS A VARIABLE VOTING SHARES
An unlimited number of participating Class A Variable Voting Shares [“Class A Shares”] which may be owned or controlled only by
non-Canadians as defined by the Canada Transportation Act [“CTA”], carrying one vote per Class A Share unless [i] the number of issued
and outstanding Class A Shares exceeds 25% of the total number of all issued and outstanding voting shares (or any higher percentage that
the Governor in Council may specify pursuant to the CTA); or [ii] the total number of votes cast by or on behalf of holders of Class A Shares
at any meeting exceeds 25% (or any higher percentage that the Governor in Council may specify pursuant to the CTA) of the total number of
votes that may be cast at such meeting.
If either of the above-noted thresholds is surpassed, the vote attached to each Class A Share will decrease automatically, without
further act or formality. Under the circumstance described in subparagraph [i] above, the Class A Shares as a class cannot carry more than
25% (or any higher percentage that the Governor in Council may specify pursuant to the CTA) of the aggregate votes attached to all issued
and outstanding voting shares of the Corporation. Under the circumstance described in subparagraph [ii] above, the Class A Shares as a
class cannot, for a given shareholders’ meeting, carry more than 25% (or any higher percentage that the Governor in Council may specify
pursuant to the CTA) of the total number of votes that can be exercised at the said meeting.
Each issued and outstanding Class A Share shall be automatically converted into one Class B Voting Share without any further action
on the part of the Corporation or of the holder if [i] the Class A Share is or becomes owned or controlled by a Canadian as defined by the
CTA; or [ii] the provisions contained in the CTA relating to foreign ownership restrictions are repealed and not replaced with other similar
provisions.
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Transat A.T. Inc.
2015 Annual Report
CLASS B VOTING SHARES
Notes to Consolidated Financial Statements
An unlimited number of Class B Voting Shares [“Class B Shares”], participating, which may be owned and controlled by Canadians as
defined by the CTA only and shall confer the right to one vote per Class B Share at all meetings of shareholders of the Corporation. Each
issued and outstanding Class B Share shall be converted into one Class A Share automatically without any further action on the part of the
Corporation or the holder if the Class B Share is or becomes owned or controlled by a non-Canadian as defined by the CTA.
PREFERRED SHARES
An unlimited number of preferred shares, non-voting, issuable in series, each series bearing the number of shares, designation,
rights, privileges, restrictions and conditions as determined by the Board of Directors.
ISSUED AND OUTSTANDING SHARE CAPITAL
The changes affecting Class A Shares and Class B Shares were as follows:
Balance as at October 31, 2013
Issued from treasury
Exercise of options
Balance as at October 31, 2014
Issued from treasury
Repurchase and cancellation of shares
Balance as at October 31, 2015
Number of shares
38,468,487
96,328
176,712
38,741,527
145,310
(1,296,090)
37,590,747
$
221,706
857
2,116
224,679
973
(7,518)
218,134
On April 10, 2015, the Corporation announced that it had received the required regulatory approvals to go forward with a normal
course issuer bid for a 12-month period.
Pursuant to its normal course issuer bid, the Corporation is authorised to purchase for cancellation up to a maximum of 2,274,921
Class A Variable Voting Shares and Class B Voting Shares, representing approximately 10% of the public float of Class A Variable Voting
Shares and Class B Voting Shares.
The Corporation repurchased 1,296,090 Class B Voting Shares during the year ended October 31, 2015, for a cash consideration of
$9,424.
As at October 31, 2015, the number of Class A Shares and Class B Shares stood at 1,410,985 and 36,179,762, respectively
[1,633,027 and 37,078,500 as at October 31, 2014].
As of November 16, 2015, the Class A Variable Voting Shares and Class B Voting Shares of the Corporation trade under a single
ticker, TRZ, on the Toronto Stock Exchange. The change does not involve any amendment to the Corporation’s articles of incorporation,
by-laws or share capital structure, nor to the terms and conditions or the voting and ownership restrictions attaching to the Class A variable
voting shares and the Class B voting shares.
SUBSCRIPTION RIGHTS PLAN
At the Annual General Meeting [“AGM”] held on March 13, 2014, the shareholders ratified the shareholders’ subscription rights plan
amended and updated on December 11, 2013 [the “rights plan”]. The rights plan entitles holders of Class A Shares and Class B Shares to
acquire, under certain conditions, additional shares at a price equal to 50% of their market value at the time the rights are exercised. The
rights plan is designed to give the Board of Directors time to consider alternatives, thus allowing shareholders to receive full and fair value for
their shares. The rights plan will terminate on the day after the 2017 shareholders’ AGM, unless terminated prior to said AGM.
71
Transat A.T. Inc.
2015 Annual Report
STOCK OPTION PLAN
Notes to Consolidated Financial Statements
At the AGM held on March 12, 2015, the shareholders approved the implementation of a new reserve of 850,000 shares issuable in
addition to the balance remaining under the stock option plan. Under this plan, the Corporation may grant up to a maximum of
891,934 additional Class A Shares or Class B Shares to eligible persons at a share price equal to the weighted average price of the shares
during the five trading days prior to the option grant date. The option exercise period and the performance criteria are determined on each
grant. The options granted between January 14, 2009 and October 31, 2015 are exercisable in three tranches of 33.33% as of mid-
December of each year following the grant, provided the performance criteria determined on each grant are met. Starting November 1, 2015,
for options granted from this date, vesting will no longer depend on meeting performance criteria. The options granted before October 31,
2013 are exercisable over a ten-year period, whereas those granted after that date are exercisable over or a seven-year period, respectively.
Provided the performance criteria set on grant date are met, the exercise of any non-vested tranche of options during the first three years
following the grant date due to the performance criteria not being met may be extended three years.
Under the former stock option plan, the Corporation may grant up to a maximum of 230,403 additional Class A Shares or Class B
Shares to eligible persons at a share price equal to the weighted average price of the shares during the five trading days prior to the option
grant date. Options granted are exercisable over a maximum period of ten years. Options granted after October 31, 2013 are exercisable
over a seven-year period, provided the performance criteria determined on each grant are met. Starting November 1, 2015, for options
granted from this date, vesting will no longer depend on meeting performance criteria. The option exercise period and the performance
criteria are determined on each grant. Options granted prior to October 31, 2013 are exercisable over a ten-year period with no performance
criteria; a maximum of one third of options is exercisable in the second year after the grant date, a maximum of two thirds of options in the
third year subsequent to the grant, with all options exercisable at the outset of the fourth year.
The following tables summarize all outstanding options:
Beginning of year
Granted
Exercised
Cancelled
Expired
End of year
Options exercisable, end of year
Range of exercise price
$
6.01 to 7.48
8.73 to 11.22
12.25 to 12.49
19.24 to 24.78
37.25
2015
2014
Number of
options
2,654,817
236,447
—
(74,184)
(75,224)
2,741,856
1,807,423
Weighted
average
price
$
12.39
8.73
—
12.19
22.34
11.81
Number of
options
2,692,544
374,374
(176,712)
(206,506)
(28,883)
2,654,817
Weighted
average
price
$
12.18
12.49
8.15
13.01
15.68
12.39
12.89
1,262,520
15.25
Outstanding options
Options exercisable
Number of options
outstanding as at October
31, 2015
Weighted
average
remaining
life
1,069,746
485,299
693,745
401,860
91,206
2,741,856
6.7
4.8
4.8
3.1
1.5
5.2
Weighted
average
price
$
6.69
10.04
12.37
20.82
37.25
11.81
Number of options
exercisable as at
October 31, 2015
716,349
258,080
390,337
351,451
91,206
1,807,423
Weighted
average
price
$
6.71
11.19
12.32
21.05
37.25
12.89
72
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
COMPENSATION EXPENSE RELATED TO STOCK OPTION PLAN
During the year ended October 31, 2015, the Corporation granted 236,447 stock options [374,374 in 2014] to certain key executives
and employees. The average fair value of each option granted was estimated on the date of grant using the Black-Scholes option pricing
model. The assumptions used and the weighted average fair value of the options on the date of grant are as follows:
Risk-free interest rate
Expected life
Expected volatility
Dividend yield
Weighted average fair value at date of grant
2015
1.33%
4 years
58.2%
—
2014
2.72%
4 years
58.6%
—
$ 3.52
$ 4.53
During the year ended October 31, 2015, the Corporation recorded a compensation expense of $1,110 [$732 in 2014] for its stock
option plan.
PERFORMANCE SHARE UNIT PLAN
Performance share units [“PSUs”] are awarded in connection with the performance share unit plan for senior executives. Under this
plan, each eligible senior executive receives a portion of his or her compensation in the form of PSUs. PSUs consist of a number equal to a
percentage of the participant’s basic salary, divided by the fair market value of Class B Shares as at the award date. Once vested, PSUs
give the participant the right to receive an equal number of shares or a cash payment, at the Corporation’s discretion. PSUs awarded vest in
three tranches of 16.67% in mid-December of each year for three years following the award, provided the performance criteria determined on
each award are met. The remaining 50% of PSUs awarded vest in mid-December three years following their award, provided the plan
member is still an employee of the Corporation.
As at October 31, 2015, the number of PSUs awarded amounted to 176,003. For the year ended October 31, 2015, the Corporation
recognized a compensation expense of $551 for its performance share unit plan.
SHARE PURCHASE PLAN
A share purchase plan is available to eligible employees of the Corporation and its subsidiaries. At the AGM held March 12, 2015,
shareholders approved the implementation of a new reserve of 525,000 shares issuable in addition to the remaining balance under the plan.
Under the plan, as at October 31, 2015, the Corporation was authorized to issue up to 497,036 Class B Shares. The plan allows each
eligible employee to purchase shares up to an overall limit of 10% of his or her annual salary in effect at the time of plan enrolment. The
purchase price of the shares under the plan is equal to the weighted average price of the Class B Shares during the five trading days prior to
the issue of the shares, less 10%.
During the year, the Corporation issued 145,310 Class B Shares [96,328 Class B Shares in 2014] for a total of $973 [$857 in 2014]
under the share purchase plan.
STOCK OWNERSHIP INCENTIVE AND CAPITAL ACCUMULATION PLAN
Subject to participation in the share purchase plan offered to all eligible employees of the Corporation, the Corporation awards
annually to each eligible officer a number of Class B Shares, the aggregate purchase price of which is equal to an amount of 30% or 60% of
the maximum percentage of salary contributed, which may not exceed 5%. Shares so awarded by the Corporation will vest to the eligible
employee, subject to the eligible officer’s retaining, during the first six months of the vesting period, all the shares purchased under the
Corporation’s share purchase plan.
The shares awarded under this plan are bought in the market by the Corporation and deposited in the participants’ accounts as and
when they purchase shares under the share purchase plan.
During the year ended October 31, 2015, the Corporation accounted for a compensation expense of $166 [$105 in 2014] for its stock
ownership incentive and capital accumulation plan.
73
Transat A.T. Inc.
2015 Annual Report
PERMANENT STOCK OWNERSHIP INCENTIVE PLAN
Notes to Consolidated Financial Statements
Subject to participation in the share purchase plan offered to all eligible employees of the Corporation, the Corporation awards
annually to each eligible senior executive a number of Class B Shares, the aggregate purchase price of which is equal to the maximum
percentage of salary contributed, which may not exceed 10%. Shares so awarded by the Corporation will vest gradually to the eligible senior
executive, subject to the senior executive’s retaining, during the vesting period, all the shares purchased under the Corporation’s share
purchase plan. The shares awarded under this plan are bought in the market by the Corporation and deposited in the participants’ account
as and when they purchase shares under the share purchase plan.
During the year ended October 31, 2015, the Corporation accounted for a compensation expense of $231 [$241 in 2014] for its
permanent stock ownership incentive plan.
DEFERRED SHARE UNIT PLAN
Deferred share units [“DSUs”] are awarded in connection with the senior executive deferred share unit plan and the independent
director deferred share unit plan. Under these plans, each eligible senior executive or independent director receives a portion of his or her
compensation in the form of DSUs. The value of a DSU is determined based on the average closing price of the Class B Shares for the five
trading days prior to the award of the DSUs. The DSUs are repurchased by the Corporation when a senior executive or a director ceases to
be a plan participant. For the purpose of repurchasing DSUs, the value of a DSU is determined based on the average closing price of the
Class B Shares for the five trading days prior to the repurchase of the DSUs.
As at October 31, 2015, the number of DSUs awarded amounted to 146,641 [108,031 as at October 31, 2014]. During the year ended
October 31, 2015, the Corporation recorded a compensation expense of $224 [compensation expense reversal of $276 in 2014, subsequent
to the decrease in its share price] for its deferred share unit plan.
RESTRICTED SHARE UNIT PLAN
Restricted share units [“RSUs”] are awarded annually to eligible employees under the new restricted share unit plan. Under this plan,
each eligible employee receives a portion of his or her compensation in the form of RSUs. The value of an RSU is determined based on the
weighted average closing price of the Class B Shares for the five trading days prior to the award of the RSUs. The rights related to RSUs are
acquired over a period of three years. When acquired, the RSUs are immediately repurchased by the Corporation, subject to certain
conditions and certain provisions relating to the Corporation’s financial performance. For the purpose of repurchasing RSUs, the value of an
RSU is determined based on the weighted average closing price of the Class B Shares for the five trading days prior to the repurchase of
the RSUs.
As at October 31, 2015, the number of RSUs awarded amounted to 815,249 [844,582 as at October 31, 2014]. For the year ended
October 31, 2015, the Corporation recognized a compensation expense of $1,428 [$128 in 2014] for its restricted share unit plan.
74
Transat A.T. Inc.
2015 Annual Report
EARNINGS PER SHARE
Basic and diluted earnings per share were computed as follows:
[In thousands, except per share amounts]
NUMERATOR
Net income attributable to shareholders of the Corporation used in computing basic
and diluted earnings per share
DENOMINATOR
Adjusted weighted average number of outstanding shares
Effect of dilutive securities
Stock options
Adjusted weighted average number of outstanding shares used in computing
diluted earnings per share
Earnings per share
Basic
Diluted
Notes to Consolidated Financial Statements
2015
$
2014
$
42,565
22,875
38,442
38,644
116
402
38,558
39,046
1.11
1.10
0.59
0.59
For the purposes of calculating diluted earnings per share for the year ended October 31, 2015, 1,672,110 outstanding stock options
[1,565,727 in 2014] were excluded from the calculation, as their exercise price exceeded the Corporation’s average market share price.
Note 18
ADDITIONAL DISCLOSURE ON EXPENSES
SALARIES AND EMPLOYEE BENEFITS
Salaries and other employee benefits
Long-term employee benefits [note 22]
Share-based payment expense
DEPRECIATION AND AMORTIZATION
Property, plant and equipment
Intangible assets subject to amortization
Other assets
Deferred lease inducements
2015
$
382,399
3,303
1,661
387,363
2014
$
367,865
2,307
732
370,904
2015
$
37,314
12,417
1,376
(240)
50,867
2014
$
35,001
10,711
1,230
(240)
46,702
75
Transat A.T. Inc.
2015 Annual Report
Note 19
RESTRUCTURING CHARGE
Notes to Consolidated Financial Statements
During the year ended October 31, 2014, the Corporation developed a restructuring plan mainly aimed at reducing direct costs and
operating expenses, and improving its margins. Accordingly, the Corporation reviewed its processes and reduced its headcount. Under this
plan, the Corporation recorded a total restructuring charge of $6,756 for the year ended October 31, 2014. The restructuring charge consists
of termination benefits totalling $5,855 payable in cash, write-offs of trademarks and client lists totalling $532 and goodwill write-offs of $369
as a result of the closure of the French Affair division, which specialized in the rental of villas in certain regions of Europe, among other
factors.
Note 20
INCOME TAXES
The major components of the income tax expense for the years ended October 31 are:
Consolidated statements of income
Current
Current income taxes
Adjustment to taxes payable for prior years
Deferred
Relating to temporary differences
Income tax expense
Income taxes on items in other comprehensive income are:
Consolidated statements of comprehensive income
Deferred
Change in fair value of derivatives designated as cash flow
hedges
Change in defined benefit plans
- Actuarial loss on the obligation
Income tax expense on comprehensive income
2015
$
14,676
90
14,766
(4,403)
10,363
2014
$
14,759
(1,329)
13,430
(9,672)
3,758
2015
$
2014
$
1,152
3,590
(342)
810
(912)
2,678
The reconciliation of income taxes, computed at the Canadian statutory rates, to income tax expense was as follows for the years
ended October 31:
Income taxes at the statutory rate
Increase (decrease) resulting from:
Effect of differences in Canadian and foreign tax rates
Non-deductible items
Adjustments for prior years
Effect of tax rate changes
Other
2015
2014
%
26.9
(7.0)
1.3
(3.1)
—
—
18.1
$
15,421
(3,989)
730
(1,785)
(21)
7
10,363
%
26.9
(7.2)
0.7
(6.5)
(1.6)
0.3
12.6
$
8,022
(2,152)
228
(1,945)
(476)
81
3,758
The applicable statutory income tax rate was 26.9% for the years ended October 31, 2015 and 2014. The Corporation’s applicable
statutory income tax rate is the applicable combined Canadian (federal and Québec) tax rate.
76
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
Deferred taxes reflect the net tax impact of temporary differences between the value of assets and liabilities for accounting and tax
purposes. The main components of the deferred tax assets and liabilities were as follows:
Deferred tax losses
Excess of tax value over net carrying value of:
Property, plant and equipment and software
Intangible assets, excluding software
Derivative financial instruments
Other financial assets and other assets
Provisions
Employee benefits
Other financial liabilities and other liabilities
Net deferred tax assets
The changes in net deferred tax assets are as follows:
Balance, beginning of year
Recognized in the consolidated statements of income
Recognized under other comprehensive income in the
consolidated statements of comprehensive income
Other
The deferred tax assets are detailed below:
Deferred tax assets
Deferred tax liabilities
Net deferred tax assets
Consolidated statements
of financial position
2015
2014
$
$
11,445
7,041
Consolidated statements
of income
2014
$
(1,066)
2015
$
(4,404)
(9,599)
(1,469)
1,201
1,901
11,115
10,686
451
21,327
(7,443)
(3,062)
2,433
138
3,141
9,613
1,441
17,706
(2,156)
1,593
(80)
1,763
7,946
731
(990)
4,403
2015
$
17,706
4,403
(810)
28
21,327
947
(54)
6,656
1,381
1,839
418
(449)
9,672
2014
$
10,952
9,672
(2,678)
(240)
17,706
2015
$
32,939
(11,612)
21,327
2014
$
30,051
(12,345)
17,706
As at October 31, 2015, non-capital losses carried forward and other tax deductions for which a write-down was recorded, available to
reduce future taxable income of certain subsidiaries in Mexico, totalled MXP 85,585 [$6,840] [MXP 81,802 [$6,840] as at October 31, 2014].
These losses and deductions expire in 2020 and thereafter.
The Corporation did not recognize any deferred tax liability on retained earnings of its foreign subsidiaries and its associate company
as these earnings are considered to be indefinitely reinvested. However, if these earnings are distributed in the form of dividends or
otherwise, the Corporation may be subject to corporate income tax or withholding tax in Canada and/or abroad. As of October 31st, 2015,
there are no taxable temporary differences for which no deferred income tax liability were recorded.
77
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
Note 21
RELATED PARTY TRANSACTIONS AND BALANCES
The consolidated financial statements include those of the Corporation and those of its subsidiaries. The main subsidiaries and
associates of the Corporation are listed below:
Air Transat A.T. inc.
Vacances Tours Mont-Royal(1)
Transat Tours Canada inc.
Transat Distribution Canada inc.
Jonview Canada Inc.
Travel Superstore inc.
The Airline Seat Company Ltd.
Transat France S.A.S.
Tourgreece Tourist Enterprises S.A.
Air Consultant Europe B.V.
Caribbean Investments B.V.
Caribbean Transportation Inc.
CTI Logistics Inc.
Sun Excursion Caribbean Inc.
Servicios y Transportes Punta Cana S.R.L.
Turissimo Carribe Excusiones Dominican Republic C por A
Trafictours de Mexico S.A. de C.V.
Promotura Turistica Regiona S.A. de C.V.
Country of
incorporation
Canada
Canada
Canada
Canada
Canada
Canada
United Kingdom
France
Greece
Netherlands
Netherlands
Barbados
Barbados
Barbados
Dominican Republic
Dominican Republic
Mexico
Mexico
Interest (%)
2014
100.0
100.0
100.0
100.0
80.1
64.6
100.0
99.7
100.0
100.0
35.0
70.0
70.0
70.0
—
70.0
70.0
100.0
2015
100.0
—
100.0
100.0
80.1
64.6
100.0
99.7
100.0
100.0
35.0
70.0
70.0
70.0
70.0
70.0
70.0
100.0
(1) On November 1, 2014, Vacances Tours Mont-Royal merged with Transat Tours Canada Inc.
The Corporation enters into transactions in the normal course of business with its associate. These transactions are carried out at
arm’s length. Significant transactions are as follows:
Costs of providing tourism services
Outstanding balances with our associate are as follows:
Trade and other payables
COMPENSATION OF KEY SENIOR EXECUTIVES
2015
$
2014
$
18,359
13,693
2015
$
256
2014
$
195
The annual compensation and related compensation costs of directors and key senior executives, namely the President and Chief
Executive Officer and the Senior Vice Presidents of the Corporation are as follows:
Salaries and other employee benefits
Long-term employee benefits
Share-based payment expense
78
2015
$
4,562
974
1,022
2014
$
6,237
821
757
Transat A.T. Inc.
2015 Annual Report
Note 22
EMPLOYEE FUTURE BENEFITS
Notes to Consolidated Financial Statements
The Corporation offers defined benefit pension arrangements to certain senior executives and defined contribution plans to certain
employees. Employees in some foreign subsidiaries benefit from certain post-employment benefits.
DEFINED BENEFIT ARRANGEMENTS AND POST-EMPLOYMENT BENEFITS
The defined benefit pension plans offered to certain senior executives provide for payment of benefits based on the number of years
of eligible service provided and the average eligible earnings for the five years in which the participant’s eligible earnings were the highest.
The post-employment benefits that employees in some foreign subsidiaries are entitled to comprise an allowance paid upon retirement.
These arrangements are not funded; however, to secure its obligations related to defined benefit pension arrangements, the Corporation has
issued a $44,900 letter of credit to the trustee [see note 6]. The Corporation uses an actuarial estimate to measure its obligations as at
October 31 each year.
The following table provides a reconciliation of changes in the defined benefit obligation and in the other post-employment benefit
obligation:
Present value of obligations, beginning of year
Current service cost
Financial costs
Benefits paid
Experience gains
Actuarial loss on obligation
Effect of exchange rate changes
Present value of obligations, end of year
Retirement benefits
Other benefits
Total
2015
$
33,912
1,204
1,398
(799)
(629)
241
—
35,327
2014
$
28,973
977
1,330
(799)
(273)
3,704
—
33,912
2015
$
1,960
625
76
—
—
1,267
10
3,938
2014
$
1,967
—
—
—
—
—
(7)
1,960
2015
$
35,872
1,829
1,474
(799)
(629)
1,508
10
39,265
The following table provides the components of retirement benefit expense for the years ended October 31, 2015:
Current service cost
Interest cost
Total cost of retirement benefits
Retirement benefits
Other benefits
Total
2015
$
1,204
1,398
2,602
2014
$
977
1,330
2,307
2015
$
625
76
701
2014
$
—
—
—
2015
$
1,829
1,474
3,303
The following table indicates projected payments under defined benefit pension plan arrangements as at October 31, 2015:
Under one year
One to five years
Between five and 10 years
Between 10 and 15 years
Between 15 and 20 years
2014
$
30,940
977
1,330
(799)
(273)
3,704
(7)
35,872
2014
$
977
1,330
2,307
$
799
9,175
12,627
13,781
14,624
51,006
The weighted average duration of the defined benefit obligation related to pension arrangements was 12.8 years as at
October 31, 2015.
79
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
The significant actuarial assumptions used to determine the Corporation’s retirement benefit obligation and expense were as follows:
Retirement benefit obligation
Discount rate
Rate of increase in eligible earnings
Retirement benefit cost
Discount rate
Rate of increase in eligible earnings
2015
%
4.00
2.75
4.00
2.75
2014
%
4.00
2.75
4.50
2.75
A 0.25 percentage point increase in the actuarial assumptions below would have the following impacts, all other actuarial assumptions
remaining the same:
Increase (decrease)
Discount rate
Rate of increase in eligible earnings
Retirement benefit
expense for
the year ended
October 31, 2015
$
(12)
13
Retirement benefit
obligations as at
October 31, 2015
$
(1,064)
47
The funded status of the benefits and the amounts recorded in the statement of financial position under other liabilities were as
follows:
Plan assets at fair value
Accrued benefit obligation
Retirement benefit deficit
2015
$
—
35,327
35,327
2014
$
—
33,912
33,912
Changes in the cumulative amount of net actuarial losses recognized in other comprehensive income and presented as a separate
component of retained earnings were as follows:
Gains (losses)
October 31, 2013
Actuarial losses
Income taxes
October 31, 2014
Actuarial losses
Income taxes
October 31, 2015
$
(5,312)
(3,431)
912
(7,831)
(879)
342
(8,368)
DEFINED CONTRIBUTION PENSION PLANS
The Corporation offers defined contribution pension plans to certain employees with contributions based on a percentage of salary.
Contributions to defined contribution pension plans, which are recognized at cost, amounted to $9,400 for the year ended
October 31, 2015 [$9,608 for the year ended October 31, 2014].
80
Transat A.T. Inc.
2015 Annual Report
Notes to Consolidated Financial Statements
Note 23
COMMITMENTS AND CONTINGENCIES
OPERATING LEASES
The Corporation leases aircraft, buildings, automotive equipment, communications systems and office premises relating to travel
sales. The minimum lease payments under non-cancellable operating leases are as follows:
Under one year
One to five years
Over five years
2015
$
161,702
425,023
88,660
675,385
2014
$
132,380
401,206
124,053
657,639
The lease expense totalled $123,683 for the year ended October 31, 2015 [$113,884 for the year ended October 31, 2014].
OTHER COMMITMENTS
The Corporation also has purchase obligations under various contracts entered into in the normal course of business. The purchase
obligations are as follows:
Under one year
One to five years
Over five years
LITIGATION
2015
$
200,505
84,373
—
284,878
2014
$
193,195
52,861
—
246,056
In the normal course of business, the Corporation is exposed to various claims and legal proceedings. These disputes often involve
numerous uncertainties and the outcome of the individual cases is unpredictable. According to management, these claims and proceedings
are adequately provided for or covered by insurance policies and their settlement should not have a significant negative impact on the
Corporation’s financial position.
OTHER
From time to time, the Corporation is subject to audits by tax authorities that give rise to questions regarding the fiscal treatment of
certain transactions. Certain of these matters could entail significant costs that will remain uncertain until one or more events occur or fail to
occur. Although the outcome of such matters is not predictable with assurance, the tax claims and risks for which there is a probable
unfavourable outcome are recognized by the Corporation using the best possible estimates of the amount of the loss. The tax deductibility of
losses reported by the Corporation in previous fiscal years with regard to investments in ABCP was challenged by tax authorities and notices
of assessment in this regard were received during the year. No provisions are made in connection with this issue, which could result in
expenses of approximately $16,200, as the Corporation intends to defend itself vigorously with respect thereto and firmly believes it has
sufficient facts and arguments to obtain a favourable final outcome. However, this situation resulted in outflows of $15,100 during the year
ended October 31, 2015. This amount is recognized as income taxes receivable as at October 31, 2015.
81
Transat A.T. Inc.
2015 Annual Report
Note 24 GUARANTEES
Notes to Consolidated Financial Statements
The Corporation has entered into agreements in the normal course of business containing clauses meeting the definition of a
guarantee. These agreements provide compensation and guarantees to counterparties in transactions such as operating leases, irrevocable
letters of credit and collateral security contracts.
These agreements may require the Corporation to compensate the counterparties for costs and losses incurred as a result of various
events, including breaches of representations and warranties, loss of or damages to property, claims that may arise while providing services
and environmental liabilities.
Notes 6, 15, 16, 22 and 23 to the financial statements provide information about some of these agreements. The following constitutes
additional disclosure.
OPERATING LEASES
The Corporation’s subsidiaries have general indemnity clauses in many of their airport and other real estate leases whereby they, as
lessee, indemnify the lessor against liabilities related to the use of the leased property. These leases expire at various dates through 2034.
The nature of the agreements varies based on the contracts and therefore prevents the Corporation from estimating the total potential
amount its subsidiaries would have to pay to lessors. Historically, the Corporation’s subsidiaries have not made any significant payments
under such agreements and have liability insurance coverage in such circumstances.
COLLATERAL SECURITY CONTRACTS
The Corporation has entered into collateral security contracts with certain suppliers. Under these contracts, the Corporation
guarantees the payment of certain services rendered that it undertook to pay. These contracts typically cover a one-year period and are
renewable.
The Corporation has entered into collateral security contracts whereby it has guaranteed a prescribed amount to its customers, at the
request of regulatory agencies, for the performance of the obligations included in mandates by its customers during the term of the licenses
granted to the Corporation for its travel agent and wholesaler operations in the Province of Québec. These agreements typically cover a
one-year period and are renewable annually. As at October 31, 2015, these guarantees totalled $1,490. Historically, the Corporation has not
made any significant payments under such agreements. As at October 31, 2015, no amounts have been accrued with respect to the
above-mentioned agreements.
IRREVOCABLE CREDIT FACILITY UNSECURED BY DEPOSITS
The Corporation has a $35,000 guarantee facility renewable annually. Under this agreement, the Corporation may issue collateral
security contracts with a maximum three-year term. As at October 31, 2015, $21,961 had been drawn down under the facility.
For its European operations, the Corporation has guarantee facilities renewable annually amounting to €17,620 [$25,454]. As at
October 31, 2015, letters of guarantee had been issued totalling €9,925 [$14,338].
82
Transat A.T. Inc.
2015 Annual Report
Note 25
SEGMENTED DISCLOSURE
Notes to Consolidated Financial Statements
The Corporation has determined that it conducts its activities in a single industry segment, namely holiday travel. Therefore, the
consolidated statements of income include all the required information. With respect to geographic areas, the Corporation operates mainly in
the Americas and Europe. Sales between geographic areas are accounted for at prices that take into account market conditions and other
considerations.
2015
Revenues from third parties
Operating expenses
2014
Revenues from third parties
Operating expenses
Canada
France
United Kingdom
Other
(1) Revenues are allocated based on the subsidiary’s country of domicile.
Americas
$
Europe
$
Total
$
2,840,004
2,789,464
50,540
2,921,811
2,895,340
26,471
726,364
726,950
(586)
3,566,368
3,516,414
49,954
830,387
810,018
20,369
3,752,198
3,705,358
46,840
2015
$
2,782,831
630,021
64,885
88,631
3,566,368
Revenues (1)
2014
$
2,871,887
728,112
79,189
73,010
3,752,198
Property, plant and equipment, goodwill
and other intangible assets
2014
$
200,863
46,965
34,273
14,829
296,930
2015
$
210,702
48,401
37,962
15,827
312,892
83
Transat A.T. Inc.
2015 Annual Report
Additional financial information
[in thousands of Canadian dollars, except per share amounts]
Consolidated statements of income
Revenues
Operating expenses
Amortization
Restructuring
Operating income (loss)
Financing costs
Financing income
Change in fair value of derivative financial instruments used for
aircraft fuel purchases
Foreign exchange (gain) loss on non current monetary items
Write-off and impairment of goodwill
Gain on investments in ABCP
Gain on disposal of a subsidiary and repurchase of preferred
shares of a subsidiary
Income (loss) before income tax expense
Income taxes (recovery)
Non-controlling interest in subsidiaries’ results
Net income (loss) for the year attributable to shareholders
Basic earnings (loss) per share
Diluted earnings (loss) per share
Cash flows related to:
Operating activities
Investing activities
Financing activities
Effect of exchange rate changes on cash and cash
equivalents
Net change in cash and cash equivalents
Cash and cash equivalents, end of year
Total assets
Long-term debt (including current portion)
Equity
Debt ratio(1)
Book value per share(2)
Return on average equity(3)
Shareholding statistics (in thousands)
Outstanding shares, end of year
Weighted average number of shares outstanding:
Undiluted
Diluted
(1) Total liabilities divided by total assets.
(2) Total equity divided by the number of outstanding shares.
(3) Net income (loss) divided by average equity.
.
2015
IFRS
2014
IFRS
2013
IFRS
2012
IFRS
3,566,368
3,465,547
50,867
—
49,954
3,752,198
3,652,269
46,702
6,387
46,840
3,648,158
3,527,836
39,068
5,740
75,514
3,714,219
3,693,769
40,793
—
(20,343)
2,229
(7,606)
528
(2,524)
—
—
—
57,327
10,363
(4,399)
42,565
1.11
1.10
94,000
(58,009)
(12,672)
4,217
27,536
1,939
(8,107)
23,822
(1,007)
369
—
—
29,824
3,758
(3,191)
22,875
0.59
0.59
2,512
(7,357)
493
(846)
—
—
—
80,712
19,510
(3,247)
57,955
1.51
1.51
106,240
(61,100)
191
123,039
(28,289)
(1,817)
(2,262)
43,069
1,710
94,643
336,423
308,887
265,818
1,513,764
—
537,252
0.65
14.29
8.3%
1,375,030
—
482,946
0.65
12.47
4.9%
1,290,073
—
441,393
0.66
11.47
14.4%
2010(4)
(restated)
GAAP
3,654,167
3,620,314
43,814
16,543
(26,504)
3,499
(7,395)
1,278
1,654
—
(8,113)
—
(17,427)
(5,775)
(3,059)
(14,711)
(0.39)
(0.39)
90,673
(56,683)
(29,470)
2,962
(6,693)
(701)
(370)
15,000
(7,936)
(5,655)
(16,950)
(3,414)
(3,133)
(16,669)
(0.44)
(0.44)
8,872
(11,024)
(4,361)
(3,888)
(10,401)
171,175
1,165,301
—
366,326
0.69
9.57
(4.4%)
(3,571)
949
181,576
1,226,570
—
384,241
0.69
10.11
(3.7%)
37,591
38,742
38,468
38,296
38,022
38,442
38,558
38,644
39,046
38,390
38,472
38,142
38,142
37,930
37,930
84
Information
Head Office
Information
Transat A.T. Inc.
Place du Parc
300 Léo-Pariseau Street,
Suite 600 Montréal, Québec
H2X 4C2
Telephone: 514.987.1660
Fax: 514.987.8035
www.transat.com
info@transat.com
www.transat.com
For additional information,
contact in writing
the Vice-President,
Finance and Administration
and Chief Financial Officer.
Ce rapport annuel est disponible en français.
Stock Exchange
Toronto Stock Exchange (TSX)
TRZ
Transfer Agent
and Registrar
CST Trust Company
2001 Blvd. Robert-Bourassa,
Suite 1600
Montréal, Québec H3A 2A6
Toll-free: 1.800.387.0825
inquiries@canstockta.com
www.canstockta.com
Auditors
Ernst & Young LLP
Montréal, Québec
Annual General Meeting of Shareholders
Thursday, March 10, 2016,
10:00 a.m.
McGill – New Residence Hall
Ballroom - level C
3625 Avenue du Parc
Montreal QC H2X 3P8
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www.resp.transat.com