MAPLE LEAF FOODS INC - ANNUAL INFORMATION FORM February 20, 2018
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MAPLE LEAF FOODS INC.
ANNUAL INFORMATION FORM
February 20, 2018MAPLE LEAF FOODS INC.
ANNUAL INFORMATION FORM
February 20, 2018
TABLE OF CONTENTS
Page
Special Note Regarding Forward-Looking Information 1
Overview of the Business 4
General Development of the Business 4
Description of the Business 12
Foreign Operations 16
Intangible Property – Trademarks and Patents 17
Environmental Matters 18
Employee Relations 19
Risk Factors 19
Corporate Structure 20
Description of Capital Structure 20
Dividends 23
Market for Securities 24
Directors and Officers 25
Audit Committee 30
Legal Proceedings and Regulatory Actions 33
Conflicts of Interest 33
Interests of Management and Others in Material Transactions 33
Transfer Agent and Registrars 33
Interests of Experts 33
Material Contracts 34
Additional Information 35
Appendix “A” – Charter of the Audit Committee A-1MAPLE LEAF FOODS INC.
ANNUAL INFORMATION FORM
Unless otherwise indicated, the information in this Annual Information Form is given as of
December 31, 2017 and all amounts are in Canadian dollars. Unless the context
otherwise requires, references herein to “Maple Leaf Foods” or the “Company” are to
Maple Leaf Foods Inc. and its consolidated subsidiaries.
SPECIAL NOTE REGARDING FORWARD-LOOKING INFORMATION
This document contains, and the Company’s oral and written public communications often
contain, “forward-looking information” within the meaning of applicable securities law.
These statements are based on current expectations, estimates, forecasts, and
projections about the industries in which the Company operates, as well as beliefs and
assumptions made by Management of the Company. Such statements include, but are
not limited to, statements with respect to objectives and goals, in addition to statements
with respect to beliefs, plans, objectives, expectations, anticipations, estimates, and
intentions. Specific forward-looking information in this document includes, but is not
limited to, statements with respect to: expectations regarding the use of derivatives,
futures and options; the expected use of cash balances; the payment of dividends; source
of funds for ongoing business requirements; capital investments and expectations
regarding capital expenditures; expectations regarding the implementation of
environmental sustainability initiatives; expectations regarding the adoption of new
accounting standards and the impact of such adoption on financial position; expectations
regarding pension plan performance and future pension plan liabilities and contributions;
expectations regarding levels of credit risk; and expectations regarding outcomes of legal
actions. Words such as “expect”, “anticipate”, “intend”, “may”, “will”, “plan”, “believe”,
“seek”, “estimate”, and variations of such words and similar expressions are intended to
identify such forward-looking information. These statements are not guarantees of future
performance and involve assumptions, risks, and uncertainties that are difficult to predict.
In addition, these statements and expectations concerning the performance of the
Company’s business in general are based on a number of factors and assumptions
including, but not limited to: the condition of the Canadian, U.S., and Japanese
economies; the rate of exchange of the Canadian dollar to the U.S. dollar, and the
Japanese yen; the availability and prices of raw materials, energy and supplies; product
pricing; the availability of insurance; the competitive environment and related market
conditions; improvement of operating efficiencies; continued access to capital; the cost of
compliance with environmental and health standards; no adverse results from ongoing
litigation; no unexpected actions of domestic and foreign governments; and the general
assumption that none of the risks identified below or elsewhere in this document will
materialize. All of these assumptions have been derived from information currently
available to the Company, including information obtained by the Company from third-party
sources. These assumptions may prove to be incorrect in whole or in part. In addition,
actual results may differ materially from those expressed, implied, or forecasted in such
forward-looking information, which reflect the Company’s expectations only as of the date
hereof.
1Factors that could cause actual results or outcomes to differ materially from the results
expressed, implied, or forecasted by forward looking information include, among other
things:
• risks associated with the Company focusing solely on the protein business;
• risks related to the Company's decisions regarding any potential return of capital
to shareholders;
• risks associated with concentration of production in fewer facilities;
• risks associated with the availability of capital;
• risks associated with changes in the Company’s information systems and
processes;
• risks associated with cyber threats;
• risks posed by food contamination, consumer liability, and product recalls;
• risks associated with acquisitions, divestitures, and capital expansion projects;
• impact on pension expense and funding requirements of fluctuations in the market
prices of fixed income and equity securities and changes in interest rates;
• cyclical nature of the cost and supply of hogs and the competitive nature of the
pork market generally;
• risks related to the health status of livestock;
• impact of a pandemic on the Company’s operations;
• the Company’s exposure to currency exchange risks;
• ability of the Company to hedge against the effect of commodity price changes
through the use of commodity futures and options;
• impact of changes in the market value of the biological assets and hedging
instruments;
• risks associated with the supply management system for poultry in Canada;
• risks associated with the use of contract manufacturers;
• impact of international events on commodity prices and the free flow of goods;
• risks posed by compliance with extensive government regulation;
• risks posed by litigation;
• impact of changes in consumer tastes and buying patterns;
• impact of extensive environmental regulation and potential environmental
liabilities;
• risks associated with a consolidating retail environment;
• risks posed by competition;
• risks associated with complying with differing employment laws and practices, the
potential for work stoppages due to non-renewal of collective agreements, and
recruiting and retaining qualified personnel;
• risks associated with pricing the Company’s products;
2• risks associated with managing the Company’s supply chain; and
• risks associated with failing to identify and manage the strategic risks facing the
Company.
The Company cautions the reader that the foregoing list of factors is not exhaustive.
These factors are referred to in more detail under the heading “Risk Factors” on page 19
of this document. The reader should review such section and the other documents it
references in detail. The Company does not intend to and the Company disclaims any
obligation to update any forward-looking information, whether written or oral, or whether
as a result of new information, future events or otherwise except as required by law.
Additional information concerning the Company, including the Company’s Management’s
Discussion and Analysis, is available on SEDAR at www.sedar.com or at
www.mapleleaffoods.com.
3OVERVIEW OF THE BUSINESS
Maple Leaf Foods Inc. is a leading consumer protein company with revenues of
approximately $3.5 billion in fiscal 2017. It makes high quality, innovative products
under national brands including Maple Leaf®, Maple Leaf Prime®, Maple Leaf Natural
Selections®, Schneiders®, Schneiders® Country Naturals®, Mina® and LightlifeTM. The
Company's portfolio includes prepared meats, ready-to-cook and ready-to-serve meals,
valued-added fresh pork and poultry and plant protein products. The Company employs
approximately 11,500 people and does business in Canada, the U.S. and Asia. The
Company is headquartered in Mississauga, Ontario and its shares trade on the Toronto
Stock Exchange (MFI).
Following the sale of the bakery and rendering businesses, the Company has
undertaken significant reorganization of the internal leadership and reporting structure
as previously disclosed in its Management Discussion and Analysis available on
SEDAR at www.sedar.com or at www.mapleleaffoods.com. The reorganization is now
complete and the Company is arranged as a single, focused protein company. As such,
the Company has transitioned to a single reporting segment for financial disclosure
purposes.
GENERAL DEVELOPMENT OF THE BUSINESS
Three-Year History – General
For the three years ended December 31, 2017, the Company has been affected by a
number of factors, changes and initiatives including:
1. Completion of a significant reorganization of the supply chain, internal leadership
and reporting structure;
2. The Company’s acquisition of plant protein production businesses;
3. Implementation of sustainability priorities and objectives; and
4. The impact of changes in the price of key inputs including pork, corn and fuel costs,
the impact of currency changes and the ability of the Company to adjust prices in
response to these changes.
Reorganization of Supply Chain, Internal Leadership and Reporting Structure
Following the sale of the bakery and rendering businesses, the Company undertook
significant reorganization of the internal leadership and reporting structure, as
previously disclosed. From 2010 to 2015, the Company consolidated and upgraded its
prepared meats manufacturing network. The Company also reconfigured its
distribution systems for prepared meats into two large distribution centres. The
reorganization is now complete and the Company is arranged as a single, focused
protein company. As such, the Company has transitioned to a single reporting segment.
4Acquisition of Plant Protein Production Businesses
In 2017, the Company expanded further into the plant protein business with the
acquisition of Lightlife Foods Holdings, Inc. (“Lightlife”), a privately held U.S. based
corporation engaged in the production and distribution of plant protein products. On
January 29, 2018, the Company completed the acquisition of 100% of the outstanding
shares of The Field Roast Grain Meat Company SPC (“Field Roast”), a privately held
U.S. based corporation engaged in the production and distribution of premium grain-
based protein and vegan cheese products. See “Acquisitions, Dispositions and Capital
Expenditures”.
Company Vision and Strategic Plan
For the past several years, Maple Leaf Foods has been engaged in the execution of a
multi-year transformative strategy to reduce complexity and transform the Company’s
manufacturing and distribution network.
Successful execution of this strategy resulted in a step-change in structural profitability,
surpassing our strategic margin target in 2016 of 10% Adjusted EBITDA compared to
historical average Adjusted EBITDA margin of approximately 3.5% between 2005 and
2012. In 2017, Adjusted EBITDA margin increased to 10.8%
In 2017, following a comprehensive process, Maple Leaf Foods defined its vision to
become the most sustainable protein company on earth, and its purpose to Raise the
Good in Food. This vision and purpose is consistent with investments the Company has
been making for several years, and a core conviction that its emerging North American
leadership in sustainability can strategically differentiate the organization and create
significant commercial and social value.
Maple Leaf Foods believes it can further increase structural profitability over the next
five years with an aspirational goal of 14-16% Adjusted EBITDA margin, and has
developed a comprehensive strategic plan with six priorities to achieve its vision and
growth agenda.
Maple Leaf Foods’ Strategic Priorities
Lead in sustainability
Maple Leaf Foods takes a broad perspective to advancing its leadership in
sustainability. The Company is pursuing a comprehensive strategy and actions across
four sustainability pillars that encompass all facets of its business: Better Food, Better
Care, Better Communities and Better Planet. Building leadership in sustainability is a
competitive advantage for the Company, as the market increasingly seeks suppliers
who produce protein with the highest standards of nutrition, animal care, social
engagement and environmental sustainability.
As consumers increasingly focus on what is in their food and how it is produced, there
is significant opportunity in building leadership in sustainability by producing more
natural, nutritious foods; lending our voice and resources to address the critical issue
of food security; continually enhancing a strong animal care program; and eliminating
waste. In 2017, the Company made considerable progress in executing its sustainability
priorities identified for each of its four pillars.
5Invest in our people
Maple Leaf Foods is committed to being a destination for top talent, supported by career
and leadership development, training and developing a formalized diversity and
inclusion strategy. The Company values a strong workplace and culture that keeps
people safe, rewards excellence and empowers employees to learn and contribute their
best. This includes a robust workplace safety program, which has driven continuous
material reductions in workplace accidents. The Company is also implementing a multi-
year diversity and inclusion strategy, including a goal to have 50% gender equality at
the manager level and above within the next five years.
Make great food
Maple Leaf Foods has a leading portfolio of brands with the number one or number two
market share in their respective product categories. The Company is deeply connecting
with consumers by offering great food choices and options. In 2017, the Company
commenced an initiative to renovate its prepared meats portfolio across multiple
dimensions, including taste, nutrition, affordability and sustainability to accelerate
growth in this core segment of the Company’s product portfolio. The results of this
comprehensive initiative will materialize in 2018 through well-defined positioning for the
Maple Leaf®, Schneiders® and SWIFT® brands, supporting clearly aligned brand
attributes. More than 900 unique products have been reformulated as part of this
commercial strategy to align core flagship brands with demand spaces.
Broaden our reach
Maple Leaf Foods is expanding its presence in the United States with sustainable
protein a core growth platform. This includes a portfolio of products that combine the
Company’s advancements in raised without antibiotics, animal care, and environmental
sustainability. To diversify its portfolio into other high growth markets, Maple Leaf Foods
has been building leadership in plant protein with the acquisition of Lightlife in 2017 and
with the acquisition of The Field Roast Grain Meat Company SPC (“Field Roast”) in
early 2018. The Company continues to identify both organic and acquisition
opportunities that expand the Company’s business outside of Canada.
Build a digital future
Technology is leading to new ways of working, of operating more effectively and of
engaging with suppliers and customers in most industries, including the food
sector. Maple Leaf Foods has commenced developing a digital roadmap to introduce
new ways of working, innovating and collaborating. The digital roadmap’s focus
includes exploring new technologies to streamline operations, improve safety in all
areas, reduce waste and improve animal care. The Company is leveraging insights,
data visualization and analytics to enhance its capabilities to engage with suppliers and
customers.
Eliminate waste
Maple Leaf Foods has embedded a rigorous and disciplined cost culture throughout the
organization and continues to seek out opportunities to eliminate waste from its supply
chain. This is supported by zero-based budgeting, strategic sourcing, ‘cost-gates’ that
define thresholds across key functions, and improved operating efficiencies through
waste reduction and energy and water conservation initiatives.
6Changes in the Prices of Key Inputs and Changes in Currency Exchange Rates
In aggregate for 2017, the market influences for the entire pork value chain were
consistent with the long-term averages. Pork industry processor margins were
significantly positive compared to the five-year average; however, these were partially
offset by lower pork by-product values and hog production market influences which
were below the five-year average in 2017.
In 2016, U.S. pork prices were consistent with 2015 as improved hog demand offset a
slight increase in production. Hog prices came under pressure as producers were less
aggressive in competing for hog supplies due to the expansion in production.
In 2015, U.S. hog supplies rebounded from the impacts of the Porcine Epidemic
Diarrhea (“PED”) virus, resulting in an increase in hog production and a significant
decline in hog market prices, which was offset by a weakening Canadian dollar. In 2017
and 2016, U.S. average corn prices were stable, down from the average prices in 2015.
The prepared meats operation is able to react to changes in input costs through pricing,
cost reduction or investment in value-added products.
The Company uses derivatives and other non-derivative financial instruments to
manage its exposures to fluctuations in commodity prices.
Currency
A portion of the Company’s revenues and costs are either denominated in or directly
linked to other currencies (primarily U.S. dollars and Japanese yen). In periods when
the Canadian dollar has appreciated both rapidly and materially against these foreign
currencies, revenues linked to U.S. dollars or Japanese yen are immediately reduced,
while the Company’s ability to change prices or realize natural hedges may lag the
immediate currency change. The effect of such sudden changes in exchange rates can
have a significant immediate impact on the Company’s earnings. Due to the diversity of
the Company’s operations, normal fluctuations in other currencies do not generally have
a material impact on the Company’s profitability in the short term due to either natural
hedges and offsetting currency exposures (for example, when revenues and costs are
both linked to other currencies) or the ability in the near term to change prices of its
products to offset adverse currency movements. However, as the Company competes
in international markets, and faces competition in its domestic markets from U.S.
competitors, significant changes in the Canadian to U.S. dollar exchange rate can have,
and have had, significant effects on the Company’s relative competitiveness in its
domestic and international markets, which can have, and have had, significant effects
on the Company’s financial condition and results of operations.
7The Canadian dollar, on average, strengthened relative to the U.S. dollar by 1.5% in
2017. The Canadian dollar weakened relative to the U.S. dollar by 3.1% in 2016 and
16.4% in 2015, which did not have a material impact on earnings.
In the short-term, a stronger Canadian dollar compresses the Company's export
margins. A stronger Canadian dollar decreases the cost of raw materials and
ingredients in the domestic business. The business is able to react to changes in input
costs over time through pricing, cost reduction, or investment in value-added products.
However, over the longer-term, a stronger Canadian dollar reduces the relative
competitiveness of the domestic Canadian packaged goods operation, as imports of
competing products from the U.S. become more competitive. Conversely, the Company
has a greater ability to expand into the U.S. market with a stronger Canadian dollar.
Conversely, a weaker Canadian dollar increases the cost of raw materials and
ingredients in the domestic business. Over the longer term, a weaker Canadian dollar
increases the relative competitiveness of the domestic Canadian packaged goods
operation, as imports of competing products from the United States become less
competitive.
During 2017, the Japanese yen, on average, declined in value relative to the Canadian
dollar by 5.3%. During 2016, the Japanese yen increased in value relative to the
Canadian dollar by 13.3% whereas it increased in value relative to the Canadian dollar
by 1.0% in 2015. None had a material impact on earnings. In general, a decline in the
Japanese yen compresses export margins to Japan. The Company ultimately seeks to
manage pricing to offset the impact of currency fluctuations.
The Company uses derivatives and other non-derivative financial instruments to
manage its exposures to fluctuations in foreign exchange rates.
Pricing
The Company’s profitability is dependent, in large part, on the Company’s ability to make
pricing decisions regarding its products that, on one hand encourage consumers to buy,
yet on the other hand recoup development and other costs associated with those
products. Products that are priced too high will not sell and products priced too low will
not generate an adequate return. Accordingly, any failure by the Company to properly
price its products could have a material adverse effect on the Company’s financial
condition and results of operations.
Acquisitions, Dispositions and Capital Expansions
The specific acquisitions, dispositions, capital expansions and conditions that have
influenced the general development of the Company’s business over the last three fiscal
years are discussed below.
The Company implemented short- and long- term initiatives aimed at building significant
and sustainable shareholder value. The longer-term initiatives include plant
consolidations and strategic capital investments in new manufacturing capacity and
technology.
8Starting in 2010, the Company embarked upon a multi-year plan to modernize and
consolidate the prepared meats supply chain. The total investments related to this plan
were approximately $1 billion and the elements of the plan were substantially complete
as of the end of 2016.
The Company built a 400,000-square foot fully operational scale plant in Hamilton,
Ontario that is focused on production of wieners and deli meats. The transfer of
production and closure of legacy plants was completed in 2015. During 2016 and 2017,
the Company continued to eliminate ramp-up inefficiencies. Also included in this
investment are expansions and upgrades of three other existing facilities in Saskatoon,
Saskatchewan; Winnipeg, Manitoba; and, Brampton, Ontario. The Saskatoon facility
specializes in production of cooked smoked sausages and meat snacks; the Winnipeg
plant consolidates value-added ham and bacon processing; and the Brampton location
focuses on the production of boxed meats and fresh and frozen sausages. The
Company’s plant in Kitchener, Ontario closed in February 2015 and the last remaining
legacy plant in Toronto, Ontario closed in April 2015. These changes have increased
the Company’s operating efficiencies and lowered costs.
The Company’s strategy for pork production is to supply pork for the Company’s
prepared meats operations. In 2017, the Brandon, Manitoba and Lethbridge, Alberta
plants processed an aggregate of approximately 74,900 hogs per week, up from the
74,800 hogs per week processed in 2016 and 73,300 hogs per week processed in 2015.
During 2015, the Company sold redundant properties in Hamilton, Ontario; Burlington,
Ontario; and two properties in Winnipeg, Manitoba. The Hamilton location was leased
back for a period of one year. During 2016, the Company sold redundant properties in
Toronto, Ontario and Moncton, New Brunswick.
During 2017 the Company sold a redundant property in North Battleford,
Saskatchewan. In September 2017, the Company sold its Kitchener legacy plant.
The Company will close its 80-year old Thamesford turkey processing facility in 2018
as it has entered into a turkey processing agreement with a third party which will,
starting in early 2018, process the Company’s supply of live turkeys. In this way, the
Company will maintain its supply of fresh turkey meat for further processing.
The Company invests capital in its facilities to maintain and improve its production
network.
On March 10, 2017, the Company completed the acquisition of 100% of the outstanding
shares of Lightlife, a privately held U.S.-based corporation engaged in the production
and distribution of plant protein products. This acquisition added to the Company’s
existing line of plant proteins under the Oh Naturel!® brand. Lightlife has a leading
market share in plant protein products and is expected to provide the Company with a
strong position in this fast-growing product line. The purchase price was US$140.0
million prior to transaction fees, debt settlement, and working capital adjustments.
9On January 29, 2018, the Company completed the acquisition of 100% of the
outstanding shares of Field Roast, a privately held U.S.-based corporation engaged in
the production and distribution of premium grain-based protein and vegan cheese
products. The purchase price was US$120.0 million prior to transaction fees, debt
settlement, and working capital adjustments.
In 2017, as in previous years, the Company continued to streamline its operations to
reduce costs. It also continued to make investments to produce hogs without antibiotics
to satisfy demand for its meat products that have that characteristic and in barns and
facilities that promote higher levels of humane treatment of animals.
The number of finished hogs produced by the Company was approximately 1.61 million
in 2017. This compares with 1.55 million in 2016 and 1.47 million in 2015. The Company
effectively owned 41% of the hogs that it processed in its facilities in 2017. In 2016 and
2015, the Company effectively owned 41% and 39% respectively of the hogs that it
processed in its facilities.
On May 1, 2017, the Company acquired specific assets, liabilities and assembled
workforce from a privately-held hog production operation for total consideration of $10.3
million. On October 6, 2017, the Company acquired additional barns for a total
consideration of $15.0 million.
Normal Course Issuer Bids
On May 17, 2017, the Toronto Stock Exchange ("TSX") accepted the Company's notice
of intention to commence a Normal Course Issuer Bid ("NCIB"), which allows the
Company to repurchase, at its discretion, up to 8.20 million common shares in the open
market or as otherwise permitted by the TSX, subject to the normal terms and limitations
of such bids. Common shares purchased by the Company are cancelled. The program
commenced on May 23, 2017 and will terminate on May 22, 2018, or on such earlier
date as the Company completes its purchases pursuant to the notice of intention.
During the year ended December 31, 2017, 2.33 million shares were purchased for
cancellation under this NCIB for $77.4 million at a volume weighted average price paid
of $33.25 per common share.
On May 16, 2016, the TSX accepted the Company's notice of intention to commence a
NCIB, which allowed the Company to repurchase, at its discretion, up to 8.70 million
common shares in the open market or as otherwise permitted by the TSX, subject to
the normal terms and limitations of such bids. The program commenced on May 19,
2016 and was terminated on May 18, 2017 as the Company completed its purchase
and cancellation of 5.52 million common shares for $163.1 million at a volume weighted
average price of $29.57 per common share. During the year ended December 31, 2017,
3.41 million shares (2016: 2.11 million) were purchased for cancellation under this NCIB
for $102.6 million (2016: $60.5 million) at a volume weighted average price paid of
$30.09 (2016: $28.74) per common share.
10On March 23, 2015, the TSX accepted the Company's notice of intention to commence
a NCIB which allowed the Company to repurchase, at its discretion, up to approximately
8.65 million common shares in the open market or as otherwise permitted by the TSX,
subject to the normal terms and limitations of such bids. The program commenced on
March 25, 2015 and was terminated on January 22, 2016, as the Company completed
its purchase and cancellation of 8.65 million common shares for $194.5 million at a
weighted average price paid of $22.48 per common share. During the year ended
December 31, 2016, 0.51 million shares were purchased for cancellation under this
NCIB for $11.9 million at a volume weighted average price paid of $23.23 per common
share.
11DESCRIPTION OF THE BUSINESS
Maple Leaf Foods believes that its portfolio of brands, product lines and selling channels
provides the Company with a diversified revenue stream.
While the primary processing operations of the meat protein product lines are somewhat
cyclical, the meat protein product lines are typically not. As a result, the results of the
non-cyclical operations provide an offset to the results of the cyclical operations.
Although the Company has produced and sold plant protein products in the Canadian
market for many years, in 2017 and 2018 it added to this line of products with the
acquisition of Lightlife and Field Roast, both of which are US based corporations.
The Company’s customers are located in approximately 30 countries worldwide. While
domestic sales in Canada represent the majority of the Company’s revenues, a portion
of the Company’s meat protein products sales is derived from international markets
such as the United States and Japan. Its plant protein products sales are primarily in
the United States and Canada. Maple Leaf Foods’ customers include retail and food
service outlets, and other food processors. Substantially all of the hogs produced by the
Company are transferred internally to the primary hog processing plants. The Company
has a small amount of external feed and hog sales.
Except as noted below, the Company does not have any customer representing more
than 10% of sales. For the year ended December 31, 2017, the Company reported
sales to one customer representing approximately 12.0% of total sales and sales to a
second customer representing approximately 10.3% of total sales. For the year ended
December 31, 2016, the Company reported sales to one customer representing
approximately 13.2% of total sales and for the year ended December 31, 2015, sales
to one customer representing 14% of total sales. Maple Leaf Foods’ largest customers
typically purchase many different food products from the Company.
General
The meat protein product lines include value-added prepared meats, lunch kits and
snacks, and value-added fresh pork and poultry products sold under flagship Canadian
brands such as Maple Leaf®, Maple Leaf Prime®, Maple Leaf Natural Selections®,
Schneiders®, Schneiders® Country Naturals®, Swift®, Mina®, Devour™ and many
leading regional brands. The Company’s plant protein lines include plant protein meats,
pastas, bowls and snacks, appetizers, entrees and vegan cheese which are sold under
the brands Oh Naturel!® and Lightlife™ and in 2018 Field Roast™ and Chao™.
Meat and plant protein products are sold to consumers through retailers, food service
and industrial channels. The Company also operates an international export business
through a network of four offices located in Canada, Korea, Japan and China, focused
on the sale of chilled and frozen pork and value-added meats and meals and on serving
the needs of the Company’s strategic international customers.
12The Company has processing plants and distribution centres for meat protein products
across Canada with a sales organization across both Canada and the United States.
The plant protein products are produced and sold primarily in the United States.
The Company routinely introduces new products for consumers and its foodservice
® ®
customers under its established brands – Maple Leaf , Maple Leaf Prime and
® ®
Schneiders – and under other established and new brands such as Pepperettes , Hot
® ® ®
Rod , Maple Leaf Natural Selections , Schneiders® Country Naturals , Mina®, Oh
Naturel!®, Devour™, Lightlife™, Field Roast™, Chao™ and Greenfield Natural Meat Co.®
The new products are derived from chicken, pork, turkey, beef and plant protein and
include fresh and frozen meat offerings, ready-to-heat refrigerated entrees, family-size
deli offerings, ethnic offerings, lunch kits and fresh protein snacks.
The Company’s hog production operations have approximately 200 production
locations in Manitoba and Saskatchewan, with approximately 67,000 sows under
management at the end of 2017. The Company owns all of the sows in the barns which
it manages and owns a number of nursery barns where weanlings are converted to
feeder pigs. The Company grows additional weanlings in nursery barns leased by the
Company. Most of the feeder pigs are converted to market hogs in third-party owned
and operated finishing barns under contracts of up to five years. The Company also
owns five feed mills in Manitoba which produce in excess of 675,000 tonnes of animal
feed annually, primarily used to feed the Company’s hogs.
In 2017, the Company produced approximately 1.61 million hogs compared to 1.55
million hogs in 2016 and 1.47 million in 2015. In 2017, the Company effectively owned
approximately 41% of the hogs that it processed in its hog slaughter facilities.
Principal Products and Markets
The Company’s products include bacon, hams, wieners, meat snacks, a wide variety of
delicatessen products, processed chicken products such as fully cooked chicken
breasts and wings, processed turkey products such as fully cooked turkey breast roasts,
specialty sausages, a complete line of cooked meats, sliced meats, cooked sausage
products, lunch kits, lard and canned meats. The Company produces and markets a
broad line of value-added meats and meals under a variety of national brand names
® ®
such as Maple Leaf , Schneiders , Prime™, Swift®, Mina®, Greenfield Natural Meat
® ®
Co.®, Devour™, Shopsy’s , Hygrade and other leading regional brands, as well as
supplying private label brands. The Company’s plant protein lines include plant protein
meats, pastas, bowls and snacks, appetizers, entrees and vegan cheese under the Oh
Naturel!®, and Lightlife™ brands and in 2018 Field Roast™ and Chao™. The Company
markets its products to major grocery store chains, independent grocery outlets, large
discount stores and retail and wholesale buying groups. Its plant based products are
also sold to natural-food grocery store chains. Products are sold primarily in Canada
and the United States. In addition, prepared meats, pork and poultry products are sold
to food service distributors for subsequent sale to restaurants, institutions and other
food service establishments.
13The Company’s products also include fresh primal and value-added pork cuts, fresh
cut-up and whole chicken and turkey products and frozen whole birds and turkey parts.
Pork is sold under the Maple Leaf®, Lethbridge Heritage Pork™ and Greenfield Natural
®
Meat Co.® brands. Chickens are sold under the Maple Leaf Prime and Mina® brands
as a value-added branded line of fresh poultry products. Turkey is sold under the Maple
®
Leaf Prime brand. Most of the chicken produced is sold in fresh form while turkey is
sold in both fresh and frozen formats. Primary customers are retail grocery store chains,
the food service industry, institutional buyers and other food processors. There are
significant sales of pork products outside of Canada, principally in Japan, China and the
United States. The Company also prepares turkey meat into cooked and uncooked
value-added turkey products. The prepared value-added turkey products are sold to
retailers, distributors and food service companies. The Company offers a growing
selection of protein sourced from animals raised without the use of antibiotics (“RWA”
in Canada, commonly referred to as Antibiotic-Free or “ABF” in the United States).
Raw Materials
The majority of the hogs procured by the Company are sourced through direct contracts
with producers with terms from one to five years with varying pricing mechanisms and
premiums for livestock with specific quality characteristics. The availability of hogs is
limited by the size of the herds in the general location of the primary processing plants.
In 2017 the Company effectively owned 41% of the hogs that it processed in its hog
slaughter facilities, unchanged from 2016. Under its contracts with producers,
producers gain access to risk management tools managed by the Company.
Poultry processing operations in Canada function within a highly regulated environment
where live supply is controlled by marketing boards and other government agencies. All
of the Company’s live chicken and turkey supply for its processing operation is
purchased through supply marketing boards that regulate both the supply and the cost
of the Company’s primary raw material. The Company’s raw material requirements
(other than the significant amount of fresh pork produced in its own plants) are
purchased as commodities on the open market, either directly from suppliers or through
brokers in Canada or the United States, with prices fluctuating based on demand and
available supply.
The Company’s plant protein products are made primarily from soy beans and wheat
sourced directly from a global network of suppliers which are subject to stringent
product specifications. The input prices are stable and not usually susceptible to
commodity price swings.
Most of the Company’s raw materials for further processing are sourced internally for
pork and poultry with the balance of supplies required to meet demand purchased
externally at market prices. A number of finished products are purchased through co-
manufacturing agreements with outside suppliers. Subject to the comments above
regarding live hog and poultry supply, the raw materials necessary for the production of
the Company’s primal and prepared meats products are readily available.
The Company purchases breeding stock, feeds and medication, each of which is readily
available at competitive prices. The Company owns five feed mills in Manitoba which
14are used primarily to service the internal animal feed requirements of the hog
operations. The mills purchase grains and pre-mixes to manufacture finished feed
rations, both of which are readily available.
Markets and Competition
The Company’s meat protein products currently hold the number one or number two
national market share position in almost all of its core product lines. In the United
States, the plant protein product lines hold number one or number two national market
share positions. While the number of competitors and the degree of competition varies
by product and region, the meat industry in Canada is highly competitive and includes
competition from foreign manufacturers. Major competitors include several
multinational food companies, and national and regional manufacturers. The market for
plant protein is growing rapidly and new competitors are entering the market. The
markets for fresh pork are international, and the Company competes with large pork
processors located in the United States and throughout the world. The Company is a
significant purchaser of live hogs in Canada and competes with both Canadian and
United States processors for hog supply. In the fresh pork and poultry operations, the
Company’s financial results are influenced by market prices for live hogs and chickens.
The Company is continuing in its efforts to minimize the influence of underlying
commodity prices by focusing on value-added products, and by increasing operating
efficiencies in order to improve its competitive position. The Company also attempts to
minimize the overall impact of these commodity prices through its balanced portfolio of
production and processing operations throughout the pork and poultry value chain.
The Company is sufficiently large and diversified, with a balanced portfolio, that seasonal
factors within various parts of its operations tend to offset each other; therefore, in
isolation, they do not have a material impact on the Company’s consolidated earnings.
For example, in general, margins on fresh pork products tend to be higher in the last half
of the year when hog prices historically decline which in turn depresses earnings from
raising hogs, maintaining balance within the Company's pork complex. Strong demand
for grilled meat products positively affects products such as wieners and fresh sausages
in the summer, while back-to-school promotions support increased sales of sliced meats
and lunch items in the fall. Higher demand for turkey and ham products occurs in the
spring and fourth quarter holiday seasons.
The hog growing operations face competition from other hog production systems for
nursery and finishing barn spaces.
15FOREIGN OPERATIONS
In 2017 the Company derived approximately 75% of its revenue from sales in Canada,
approximately 10% from sales in Japan and approximately 8% from sales in the United
States, and the balance from sales in other global markets.
The Company operates an international export business through a network of offices
located in Canada, Japan, Korea and China that are focused on the sale of chilled and
frozen pork and value-added prepared meats and meals and on serving the needs of
the Company’s strategic international customers. The Company markets a number of
products that are produced in Canada to customers outside of Canada including value-
added prepared meats, pork and poultry products. There are significant sales of pork
products in Japan, the United States, Mexico, China and Korea. The majority of the
Company’s plant based protein production facilities and sales are in the United States.
The Company’s performance is affected by global market demand, prices and foreign
exchange fluctuations as well as trade barriers.
16INTANGIBLE PROPERTY – TRADEMARKS AND PATENTS
As a food products company, Maple Leaf Foods relies heavily on brand recognition and
loyalty, and places a great deal of emphasis on its established range of trademarks.
The Company believes its brands are recognized by consumers for quality and
reliability.
The Company’s key trademarks in its meat protein and plant protein product lines are
presented below.
® ®
Maple Leaf Larsen
® Cappola™
Maple Leaf Prime
® ®
Maple Leaf Natural Selections Holiday
® ®
Schneiders Ready Crisp
® ® ®
Schneiders Country Naturals Klik
®
Greenfield Natural Meat Co. ® “Kam”
® ®
Mina Burns
™ ®
Lunch Mate Olympic
™ ®
Top Dogs Parma
® ®
Shopsy’s Sunrise
™ ®
Mitchell’s Gourmet Foods Pepperettes
Swift® Hot Rods
®
Mère Michel® Devour
™
Maple Leaf Canadian Craft™ Lightlife™
Maple Leaf Big Stick!® Field Roast™
®
Hygrade Chao™
Patents and other forms of intellectual property such as industrial designs and copyright
are of less importance to the business activities of the Company.
17ENVIRONMENTAL MATTERS
Maple Leaf Foods operates within the framework of an environmental policy entitled
“Our Environmental Sustainability Commitment” that is approved by the Safety and
Sustainability Committee of the Board of Directors of the Company. The Environmental
Sustainability Commitment can be found on www.mapleleafsustainability.ca.
In particular, the policy requires the Company to include environmental matters in its
strategic planning, monitor environmental and sustainability performance, educate its
employees on environmental protection principles, seek ways to continually improve
discharges to land, water and air, reduce waste and conserve resources, meet or
exceed environmental laws and regulations, and work with communities in which we
operate to ensure that management and employees are sensitive and responsive to
local environmental concerns.
The Company’s environmental program is monitored on a regular basis by the Safety
and Sustainability Committee, including compliance with regulatory requirements and
the use of internal environmental specialists and independent, external environmental
experts. The Company continues to invest in environmental infrastructure related to
water, waste, and air emissions to ensure that environmental standards continue to be
met or exceeded, while implementing procedures to reduce the impact of operations on
the environment. When decommissioning facilities, all environmental assessments
required to ensure that potential environmental matters are appropriately addressed
during decommissioning activities are completed.
As a large food company there are health, environmental, and social issues that go
beyond short-term profitability that Management believes must shape its business if the
Company is to realize a sustainable future. Increasingly, moving beyond compliance
to materially reducing the Company's environmental footprint is critical to addressing
mounting environmental issues and realizing increased operating efficiencies and cost
reductions.
In 2015, the Company announced a goal to reduce its environmental footprint by 50% by
2025 and 20% by 2020 in three key areas: energy usage and emissions reductions, water
usage and waste reduction. The Company has developed environmental sustainability
action plans at every operation to deliver on its environmental goals. By the end of 2016
the Company reduced its usage intensities of energy (electricity and natural gas) by
27.6%; water by 20.9%; CO2 emissions by 33.2%, and recorded a solid waste diversion
from landfill of 91.5%. Energy and water usage and emissions and waste reduction data
for 2017 have not been tabulated as at the date of this AIF.
18Expenditures related to current environmental requirements are not expected to have
a material effect on the financial position or earnings of the Company. However, there
can be no assurance that certain events will not occur that will cause expenditures
related to the environment to be significant and have a material adverse effect on the
Company’s financial condition or results of operations. Such events could include, but
not be limited to, additional environmental regulation (including regulations or taxes
introduced by governments or other regulatory bodies in response to the risks posed
by climate change) or the occurrence of an adverse event at one of the Company’s
locations. The Company currently has a provision of $4.8 million related to expected
environmental remediation costs. Please refer to Note 12 of the Company's 2017
audited consolidated financial statements for additional information.
EMPLOYEE RELATIONS
As of December 31, 2017, the Company employed approximately 11,500 people of
which about 7,800 were covered by some 22 collective agreements. These agreements
are normally negotiated for varying terms, and in any given year, a number of these
agreements expire and are renegotiated; most renew without significant issue.
However, if a collective agreement covering a significant number of employees or
involving certain key employees were to expire leading to a work stoppage, there can
be no assurance that such work stoppage would not have a material adverse effect on
the Company’s financial condition and results of operations.
Key collective agreements to be negotiated in 2018 include: the pork facility in
Lethbridge, Alberta; the distribution centre in Saskatoon, Saskatchewan; the poultry
facilities in Brampton and Toronto, Ontario; and the power engineers supporting the
Hamilton, Ontario prepared meat facility.
RISK FACTORS
The Company operates in the food processing and agricultural businesses, and is
therefore subject to risks and uncertainties related to this business that may have
adverse effects on the Company’s results of operations and financial condition. Further,
through the normal course of business the Company is exposed to financial and market
risks that have the potential to affect its operating results.
These risks and uncertainties, along with others risks and uncertainties not currently
known to the Company or that the Company currently considers immaterial, could
materially and adversely affect the Company’s future operating results and could cause
actual events to differ materially from those described in forward-looking information,
including any financial outlooks, relating to the Company. The identified risks and
uncertainties are described under the headings “Financial Instruments and Risk
Management Activities” and “Risk Factors” in the Company’s Management’s Discussion
and Analysis (“MD&A”) for the fiscal year ended December 31, 2017 and incorporated
by reference herein. The Company has filed the MD&A with the Canadian securities
regulators and it is available on SEDAR at www.sedar.com.
19CORPORATE STRUCTURE
Name, Address and Incorporation
Maple Leaf Foods Inc./Les Aliments Maple Leaf Inc. is incorporated under the Canada
Business Corporations Act. It was incorporated on August 13, 1927, although portions
of the business originated before 1900 and most recently underwent a short-form
vertical amalgamation on January 1, 2010. The Company’s registered and principal
office is located at 6985 Financial Drive, Mississauga, Ontario L5N 0A1.
Intercorporate Relationships
As at December 31, 2017, no operating subsidiary of the Company had total assets that
constituted more than 10% of the consolidated assets of the Company, or total
consolidated sales and operating revenues that exceeded 10% of the consolidated
sales and operating revenues of the Company.
DESCRIPTION OF CAPITAL STRUCTURE
The authorized share capital of the Company currently consists of an unlimited number
of common shares, an unlimited number of non-voting common shares (the “non-voting
securities”) and an unlimited number of preferred shares issuable in series. As of
February 13, 2018, the issued capital of the Company consisted of 127,147,389
common shares. There are no non-voting securities and no preferred shares issued
and outstanding.
Holders of common shares are entitled to one vote at all meetings of shareholders. In
addition, holders of common shares are entitled to dividends if, as and when declared
by the board of directors of the Company and, in the event of the liquidation, dissolution
or winding-up of its affairs, to a pro rata share of the assets of the Company after
payment of all liabilities and obligations of the Company. There are no pre-emptive,
conversion or redemption rights attaching to the common shares.
On February 21, 2017, the Company entered into an amended and restated
governance agreement with McCain Capital Inc. and Michael H. McCain that limits their
ownership in the Company and ensures that the Company’s board of directors will
consist of a majority of independent directors nominated by the Corporate Governance
Committee of the Board. As a result of entering into the amended and restated
governance agreement and changes in securities law, the shareholder rights plan
agreement that had been in place since 2011 (as amended and restated, the “rights
plan”) was allowed to expire in accordance with its terms at the termination of the
Company’s annual meeting in 2017. The text of the amended and restated governance
agreement is available under the Company’s profile on SEDAR at www.sedar.com. A
description of the amended and restated governance agreement is found starting on
page 34.
The non-voting securities carry rights identical to those of the common shares except
as hereinafter described. Except as required by law, the holders of the non-voting
securities as a class are not entitled as such to vote at any meeting of the shareholders
20of the Company. Further, the holders of the non-voting securities are not entitled to vote
separately as a class, and are not entitled to dissent, upon a proposal to amend the
articles to (a) increase or decrease any maximum number of authorized non-voting
securities resulting from a subdivision or consolidation respectively; (b) increase any
maximum number of authorized shares of a class or series of a class having rights or
privileges equal or superior to the non-voting securities; (c) effect an exchange,
reclassification or cancellation of the non-voting securities; or (d) create a new class or
series of a class of shares equal or superior to the non-voting securities, unless the
holders of non-voting securities are being affected by such amendment in a manner
differently from the holders of common shares. The non-voting securities may be
converted at any time by the holder or holders thereof into fully-paid common shares
on the basis of one common share for one non-voting security. In addition, if, at any
time, a current holder of non-voting securities transfers all or a portion of the non-voting
securities held by such holder to another person, the shares being transferred shall be
automatically converted upon such transfer into fully-paid common shares of the
Company on the basis of one common share for each non-voting security. The
conversion will occur simultaneously upon the completion of such transfer, without any
further action by the Company or any other person, so that the transferee will be a
holder of common shares equal in number to the non-voting securities transferred by
the transferor. The holders of the non-voting securities have no express right to
participate in a take-over bid made for the common shares of the Company. Such
holders, however, may convert their non-voting securities into common shares and
participate in a take-over bid in that manner. These non-voting securities may be
considered “restricted securities” under National Instrument 51-102 – Continuous
Disclosure Obligations, as the common shares of the Company which are publicly
traded carry a greater vote per security relative to the non-voting securities (described
above).
The preferred shares are issuable in one or more series. As of the date hereof, no series
of preferred shares has been created and no preferred shares have been issued. Each
series of preferred shares is to rank equally with any other series of preferred shares in
respect of redemption, the payment of dividends, the return of capital and the
distribution of assets in the event of the liquidation, dissolution or winding up of the
Company, whether voluntary or involuntary. Each series of preferred shares shall have
priority over the common shares, the non-voting securities and any other class of shares
of the Company ranking junior to the preferred shares with respect to redemption, the
payment of dividends, the return of capital and the distribution of assets in the event of
the liquidation, dissolution or winding up of the Company.
The preferred shares of any series may also be given such preferences, not
inconsistent with the general provisions of the class, over the common shares, the non-
voting securities and over any other class of shares of the Company ranking junior to
the preferred shares, as may be determined by the board of directors of the Company.
The holders of each series of preferred shares shall be entitled to receive cumulative
dividends as and when declared by the board of directors of the Company at a rate per
share per annum as determined by the board of directors of the Company, acting in
good faith, provided such rate per annum does not exceed by more than 2.0% the yield
to maturity of an unsecured bond with a comparable credit rating issued by a
21“comparable issuer” on the date the rights, privileges, restrictions and conditions
attaching to the shares of such series of preferred shares are determined or such other
date as close as practicable to such date, such bond having the same or as close as
possible term to maturity as is equal to the period until the series of preferred shares
are first redeemable in whole or in part. A “comparable issuer” refers to an issuer
selected by the board of directors of the Company as being comparable to the Company
in terms of industry focus and whose outstanding unsecured long-term debt securities
have a comparable credit rating (being a credit rating that is the same or that is the
closest as possible to the credit rating of the outstanding long-term debt securities of
the Company). No series of preferred shares shall be convertible into any other class
of shares of the Company. Each series of preferred shares shall be redeemable by the
Company on such terms as determined by the board of directors of the Company.
Holders of preferred shares shall not be entitled to receive notice of, to attend or to vote
at any shareholders’ meeting of the Company except as provided by law, or upon an
event of default by the Company where the board of directors of the Company has not
declared the whole dividend on the particular series of preferred shares in any period
and in that event, such holders shall be entitled to receive notice of, to attend and to
vote at the shareholders’ meetings (with one vote for each share held), which voting
rights shall cease upon payment by the Company of the dividend to which holders are
entitled. Whenever a share of any series of preferred shares is to be issued, the total
number of such series of preferred shares to be issued shall be limited such that the
aggregate value of all preferred shares of all series issued and outstanding, including
the value of the preferred shares of such series to be issued (based on the issuance
price per share of each preferred share) shall not exceed 25% of the market
capitalization of the common shares (the aggregate value of the common shares and
non-voting securities issued and outstanding calculated based on the volume weighted
average trading price of the common shares on the TSX for the five (5) trading days
immediately preceding 5:00 p.m. on the date on which the board of directors of the
Company determines the issuance price per share of the series of preferred shares to
be issued). The holders of preferred shares may not have an express right to participate
in a take-over bid made for the common shares of the Company.
The Company has various government loans on specific projects, with interest rates
ranging from non-interest bearing to 2.9% per annum. These facilities are repayable
over various terms from 2022 to 2024. As at December 31, 2017, $9.2 million (2016:
$9.9 million) was outstanding. All of these facilities are committed.
On October 19, 2017, the Company amended its existing $400.0 million committed
revolving credit facility by extending the maturity of the facility to October 19, 2021 under
similar terms and conditions using the same syndicate of Canadian, U.S., and
international institutions. This unsecured facility can be drawn in Canadian or U.S.
dollars and bears interest payable monthly, based on Banker's Acceptance and Prime
rates for Canadian dollar loans and LIBOR for U.S. dollar loans. The facility is intended
to meet the Company's funding requirements for general purposes, corporate
development activities, and to provide appropriate levels of liquidity. As at
December 31, 2017, the only drawings on the facility were letters of credit of $6.4 million
(2016: $6.2 million).
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