contents - commonwealth brewery limited · contents introduction ... today, cbl employs 413 persons...

CONTENTS

INTRODUCTION 4

FINANCIAL HIGHLIGHTS 4

COMMONWEALTH BREWERY LIMITED HISTORY 6

COMMONWEALTH BREWERY LIMITED DIRECTORS’ BIOS 8

CHAIRMAN’S MESSAGE 10

MANAGING DIRECTOR’S REpORT 12

MANAGEMENT DISCUSSION & ANALYSIS 16

ExECUTIvE MANAGEMENT TEAM 20

CORpORATE SOCIAL RESpONSIBILITY 21

ENvIRONMENTAL SUSTAINABILITY 22

HEINEkEN OvERvIEW 24

kALIk, THE BEER OF THE BAHAMAS 26

LIST OF STORES 27

ADvISORS 30

AUDITED FINANCIAL STATEMENTS

INDEpENDENT AUDITORS’ REpORT 31

CONSOLIDATED STATEMENT OF FINANCIAL pOSITION 32

CONSOLIDATED STATEMENT OF COMpREHENSIvE INCOME 33

CONSOLIDATED STATEMENT OF CHANGES IN EQUITY 34

CONSOLIDATED STATEMENT OF CASH FLOWS 35

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS 36

FINANCIAL HIGHLIGHTS

BSD ‘000 2015 2014 2013 2012 2011 2010 2009 2008

Volume (‘000 hectoliters) 199 196 196 199* 187 187 203 213

Revenue 123,523 124,157 119,124 118,468 113,409 109,376 111,833 113,831

Result from operating activities 11,810 18,171 19,145 19,297 17,278 19,943 16,104 14,747

Earning per share (cts) 0.39 0.61 0.64 0.64 0.58 0.74 0.57 0.46

Assets 68,652 74,254 70,163 73,280 72,008 76,967 83,363 83,165

Long term liabilities nil nil nil nil nil nil nil 1,652

Dividends 18,300 18,300 19,200 17,400 25,153 26,268 6,850 10,250

Capital expenditure 2,173 2,758 1,721 2,445 1,314 1,404 1,885 5,236

Employees (FTE) 413 402 385 381 390 384 390 408

* Volume 2012 restated including Free Product

INTRODUCTIONWith each passing year, we at Commonwealth Brewery Limited deepen our belief in The Bahamas andthe opportunities afforded us as a major contributor to the Bahamian economy.

In 2015, because of that belief in the opportunity that lies ahead we began a process of redefining and rebuilding the company from instituting tougher than ever safety standards to increasing recycling and environmental safeguards, from training afforded staff members to the appearance of our stores. Much of the behind the scenes work was carried out in the past calendar year; even more will be apparent in the coming months when Commonwealth Brewery presents the retail reveal, unveiling our stunning new look that will clearly identify all of our 57 stores on 11 islands, making them unmistakably part of the Commonwealth Brewery family and uniting them under one name and design.

By constantly striving for higher standards, we are becoming even more advanced in our production and capacity while simultaneously embracing the powerful Bahamian culture that drives, supports and inspires us every day.

We dedicate this annual report to Opportunity and pledge our ongoing commitment to deliver the best of the brew and the finest in service and product as the undisputed leader in beer, wine and spirits in The Bahamas. As the only publicly-traded beer, wine and spirits distributor, we toast to our 3,000 shareholders and say thank you for sharing our dreams of opportunity.

4 5COMMONWEALTH BREWERY LIMITED 2015 ANNUAL REPORT

“After several years of negotiations, Heineken NV and Associated Bahamas Distillers and Brewers (ABDAB) came to an historic agreement on November 17, 1983, to form what would eventually become Commonwealth Brewery Limited (CBL). Eleven months later and following discussions about where to locate with both Grand Bahama and Andros under consideration, the Government of The Bahamas gave the official approval to establish the brewery on the island of New Providence.

During negotiations, the Government of the day and the brewery’s original shareholders took into account the large investment required to start a brewery in The Bahamas. As a `result, on November 19, 1984, then Prime Minister and Minister of Finance Lynden O. Pindling provided an exclusive license to brew beer in The Bahamas under the Spirits and Beer Manufacture Act. In 1985, construction of the country’s first brewery began at Clifton Pier and two years later the very first bottle of Heineken rolled off the conveyer belt for distribution and mass consumption. CBL began operations in 1987, replacing “Goldstar Brewery” as the sole brewer in The Bahamas. The company initially brewed only Heineken and Guinness, but quickly established the Kalik beer brand in 1988 as another local market leader. A supplier-distributor partnership between CBL and

Burns House Limited (BHL) was cultivated and swiftly

strengthened as production increased. A household name in the local beverage industry, BHL was established in 1953 by ABDAB and grew to become a premier importer of beer, wine and spirits in the country. In 1990, ABDAB increased its holding in CBL from 10% to 30% in exchange for a 30% interest in BHL with an option to increase that stake to 40%, which they later exercised.

In 1994, BHL merged its operations with its parent

Every company’s greatest assets are its customers, because without customers there is no company. Michael leBoeuf Business author and former management professor

COMMONWEALTH BREWERY LIMITED HISTORY

Share value has increased from $8.33 when Commonwealth Brewery went public in 2011 to

$15.50 at year-end 2015.


company’s subsidiary, Bethell Robertson & Company Limited, making it possible for the fortified distributor to acquire its main competitor Butler & Sands Company Limited in 2000. Each expansion equipped BHL with new product lines, operational efficiencies and expanded distribution channels.

Ten years later, Heineken International became the sole owner of CBL and BHL after purchasing all interests on May 17, 2010. After legal restructuring CBL became

100% owner of BHL in July 2010. On March 21, 2011, CBL opened its Initial Public Offering, floating 25% of its shares. When it closed on April 15, the company had 3,000 shareholders. Some 15.1% of the shares are held by Bahamian nationals or other bona fide investors and 9.9% by the National Insurance Board.

Since going public, the company has steadily reported positive results, paid out more than $80 million in dividends to shareholders and enjoyed consistent growth. Today, CBL employs 413 persons and has a retail presence on 11 islands across The Bahamas. In 2015, the company generated more than $123 million in sales and proudly graduated its first two persons to the wider Heineken world, creating new opportunities for advancement and exporting Bahamian talent to an international brand.

Commonwealth Brewery expanded brand representation from 215 to 229 during 2015, most importantly adding new sought-after premium

labels.


Julian W. Francis Chairman

Mr. Francis is a former governor of the Central Bank of The Bahamas and brings a wealth of knowledge and experience to the Board. He was previously the Chairman of The Bahamas Telecommunications Company Limited (BTC) and has held other chairmanships and posts in both governmental and private organisations. He holds Bachelor’s (with special honours) and Master’s degrees in Finance from New York University. .

Ed Fields . Mr. Fields is the Senior Vice President of Retail Services and Public Affairs for Atlantis and General Manager of Ocean Club Estates and Golf Course. He serves as Managing Director of the Downtown Nassau Partnership and as Commissioner of the Bahamas National Festival Committee. Mr. Fields holds a Bachelor’s degree in Government from St. John’s University in Minnesota and a Master’s degree in Public Administration from the University of Georgia. .

Hans Neven . Managing Director

Mr. Neven is the Managing Director of Commonwealth Brewery Ltd. With more than 16 years’ experience with Heineken NV, Mr. Neven has led an impressive turnaround in the organization’s newly acquired operations, creating winning and challenging teams which delivered strong and sustainable year on year topline and market share gains, resulting in impressive financial results. Mr. Neven holds a Master’s degree in Business Administration from The Free University of Brussels. . Dennis Hanna .

Mr. Hanna is the Retail Director for Burns House Limited. He has more than 25 years’ experience with the Burns House Group of Companies in various capacities: Brand Manager, Logistics Manager and Supply Chain Manager. He presently serves as a member of the Vestry for Epiphany Anglican Church. Mr. Hanna holds a Bachelor of Science Degree in Accounting from Elmira College.

Julian W. FrancisEd Fields

Hans Neven

COMMONWEALTH BREWERY LIMITED DIRECTORS’ BIOS

Radovan Sikorsky . Mr. Sikorsky, CFO of Heineken Americas Region in New York, has been working with Heineken for the last 15 years. He has held Finance Director roles in Poland, Hungary and Slovakia. Prior to joining Heineken, Mr. Sikorsky was a Senior Audit Manager with KPMG. He is a South African Chartered Accountant, and holds an Honours degree in Accounting.

Eugene Ubalijoro . Mr. Ubalijoro is the Managing Director of Heineken Caribbean & American Export. He has had a varied career with Heineken since joining in 1990 as the first African international trainee. In 1995, Mr. Ubalijoro became Heineken USA’s first Regional Marketing Manager for the Southeast Region. He has been a consultant in Amsterdam, Commercial Manager in Sub Sahara Africa and Managing Director in La Reunion. Mr. Ubalijoro holds a Bachelor’s degree in Business Administration from Georgetown University and an MBA from Université de Sherbrooke.

Cecile Sheena Williams-Bethel . Ms. Williams-Bethel serves as Senior Deputy Director with responsibility for the Operations Division at the National Insurance Board. She began her more than 20 year career with NIB as a Programmer/Analyst in the Information Technology Department in 1990, and has held a range of managerial positions. Ms. Williams-Bethel holds a Bachelor’s degree in Computer Science from Acadia University. She serves as 1st Vice-President of the American Commission on Organization and Administrative Systems, (CAOSA), a commission working out of the Inter-American Conference on Social Security (CISS).

Radovan Sikorsky

Eugene Ubalijoro

Dennis Hanna

Cecile Sheena Williams-Bethel

Dear Shareholders,Once again, it is my pleasure to share with you the results and news of our company, and to provide a preview of what lies ahead, including plans which I believe will serve Commonwealth Brewery Ltd. well into the next decade.

First, the overall analysis of the past year. If I were to begin with a literary analogy, it would be a slightly less dramatic interpretation of Charles Dickens’ opening line in A Tale of Two Cities -- for 2015 was not the best of times, nor the worst of times but it was, indeed, a time of sharp contrasts, of successes and of challenges.

On January 1, the Government of The Bahamas introduced a 7.5% Value Added Tax. Leading up to the introduction, there had been widespread concern about how this additional cost imposition would affect spending, particularly on non-essential goods and services. As it turned out, the new VAT did not result in the initial severe decline in consumption which had been feared. Business experienced only moderate hesitation at the start of the year. No doubt the smooth introduction of this new fiscal measure had much to do with the public’s acceptance which was helped by a corresponding reduction in

CHAIRMAN’S MESSAGE

We believe that as 2016 unfolds, significantly more favourable prospects will emerge, particularly in the last calendar quarter.


improvements in the company’s operations, changes in executive management, new retail plans and other innovative measures will enable us to continue to build a sound and successful business as we go forward.

We believe that as 2016 unfolds, significantly more favourable prospects will emerge, particularly in the last calendar quarter, and we believe that you, our shareholders, whose support has remained strong throughout this recent more difficult period will continue to be served well.

Your company remains debt-free and the undisputed leader in the manufacture and distribution of spirits, wines and beer. We are also a growing participant in the non-alcoholic beverage industry in The Bahamas market, bringing to all we do the world-class standards of our majority shareholder, Heineken. You may be assured that we continue to be totally dedicated to delivering to our 3,000 Bahamian shareholders a company whose operations, range of products, standard of corporate behavior and business commitment is unrivaled and deserving of your confidence.

Julian FrancisChairman

certain Customs duties. The impact on our sector of the economy has been cushioned by CBL’s decision to not immediately pass on the 7.5% cost to the consumers. Others followed our lead in this decision. It is our hope that the 7.5% rate will not be increased any time soon.

We were confronted by other hurdles during the year, particularly in the second half. After heavily building inventory for the much-anticipated opening of Baha Mar, the multi-billion dollar resort did not open and at the time of this writing remains in a state of uncertainty. Given the immediate stimulus and longer-term support which this project had been expected to deliver to the economy, including, of course, our sector, it is not an exaggeration to say that the impact of its delay has been wide-reaching and devastating. The immediate cost to our business, including significantly reduced revenue flows and inventory liquidation cost has been, and continues to be, quite significant.

In the midst of this, the worst hurricane ever to hit the Southern Bahamas struck between September 30 and October 1, devastating homes, businesses, schools, communications systems, roads and much of the public infrastructure on several islands. While recovery will be a gradual process and life in the affected islands may never fully return to what it was, we saw members from all areas of this community, and many friends from abroad, mobilize in support of those Family Islands in a way which reconfirms our confidence in the ideals of solidarity. Your company was proud to be able to play, we think, a meaningful part in this effort.

Given those challenges, CBL can be satisfied that revenue from sales did not decline substantially but remained relatively flat at $123.5 million. For reasons explained in this report, profits showed a sharper decrease to the level of $11.8 million in 2015 compared to $18.2 million in 2014, but we believe that


The year 2015 was filled with challenges and opportunities and as I write this report, I am filled with optimism about our company. That is because I feel the energy surging through every division of Commonwealth Brewery – from manufacturing to marketing, from wholesale distribution to retail sales, from corporate sponsorship to sustainability. Throughout 2015, a year of changes and a year I would describe as nearly perfectly meeting the qualifications for disruptive innovation, we have strengthened operations, distribution and delivery, inventory evaluation, payment solutions and processes and cemented relationships with customers, suppliers and communities.

By year-end Commonwealth Brewery was a recharged, rejuvenated company with a clear vision, new marketing strategy and re-dedication to providing the highest quality products at the most attractive price point. The

catharsis we braved has left us well-positioned going forward, but there were changes in 2015 that affect our bottom line and it is important to share that information with you as a matter of absolute transparency.

External factors over which we had no control were numerous. While the imposition of 7.5% Value Added Tax had less of an effect on sales than we had at first feared, the halting of the $3.5 billion Baha Mar resort project on Cable Beach followed shortly thereafter by Hurricane Joaquin that devastated so many of the settlements in the southern Bahamas took a combined toll on nearly all Bahamian businesses. Throughout, it was essential that we focused on cost containment. Thus, when VAT was introduced, we absorbed the 7.5% and still managed to sell to consumers at an attractive price, earning brand loyalty at the expense of a portion of revenue believing

MANAGING DIRECTOR’S REPORT


that it was a better long-term investment than risking a loss of sales volume due to price.

We also needed to make a correction in the value of our retail inventory. That, too, affected profits. In anticipating the opening of the now stalled Baha Mar with multiple hotel brands, we had campaigned hard to become the resort’s local supplier of choice for wines, spirits and champagnes and were pleased when we were selected to be the exclusive supplier for beer with competitors sharing in other categories. The campaign took tremendous energy and left us with dramatically high stocks of supplies in inventory as we were preparing not just for Baha Mar but for all the spin-off business its presence would generate. We anticipated higher employment and an economic boost that included opening of new businesses, dining establishments and capital expansion throughout the hospitality, attractions, entertainment and retail sectors. But as the project went into provisional liquidation and then receivership, it took the economy with it. Unemployment among those under 30 – a large share of our beer and wine market – hovered around the 30% mark. Among the general

population unemployment was pegged at 14%. These were not hopeful signs but we used the stark reality as an opportunity and managed to introduce three Kalik beers for $5.50, making the country’s favourite beer also among the most reasonable, delivering a high-end, high quality product for an unbeatable price.

In early December, we parted ways with Anheuser-Busch. There is no question that it hurt our bottom line at the end of 2015 and will again in 2016, but we believe that the separation nets more benefits than drawbacks as it clears the way for us to truly promote the value of our brands without competing against ourselves with the brewer of Budweiser beers.

While we did not publicly celebrate the separation with Anheuser-Busch after 40 years of representation, we were

Commonwealth Brewery has paid out $80 million in dividends since going

public in 2011.


very public about supporting hurricane emergency relief efforts. Our incredible staff formed the Orange Brigade, loading pallets of Vitamalt and providing hundreds of boxes for supplies to be packed in. We formed volunteer teams and worked with NEMA, the Bahamas Red Cross and HeadKnowles group. Learning of the national Rotary – Bahamas Chamber of Commerce Rebuild Bahamas telethon to raise funds for hurricane restoration, we cancelled a farewell event for a departing executive and a contingent of us participated in the telethon, taking part in the phone bank and contributing a handsome sum to the cause. During the year, we also bid farewell to two valuable people, one of them only temporarily. Grand Bahama Island Manager Wendall Seymour is off to London for a two-year practical internship. We also offer congratulations to Denise Barnes, the former director of human resources, who became the first Bahamian to head to Amsterdam and Heineken headquarters for an executive position. Kudos to Denise.

In 2015, the company truly entered a new era. The senior executive staff is made up of nearly all new faces, filled with enthusiasm and plans. Nearly one third of the team is new including new sales, marketing and finance directors. Last year’s organizational chart has been completely rewritten and our new management team is being given lead to

demonstrate innovation, authority and responsibility. And we have created a new ELT – extended leadership team.

In operations, we tightened controls in retail and in inventory. We instituted a monitoring and reporting system for month-end. We developed a new supply chain. At almost every level and division, we searched for gaps that could be bridged and areas that could be improved, resulting in internal system upgrades throughout operations, including noteworthy increases in speed of production, manufacturing, delivery and payment.

Overall, we are becoming more ‘Heinekenized,’ moving closer to Heineken’s world class standards.

Heineken also increased its local advertising presence with its award-winning active ads, including its credentials campaign and three new TV commercials featuring Benecio del Toro, recorded at dizzying speeds of adventure and excitement. We also created and launched the first new Kalik commercial in 20 years, a moving panorama of all things Bahamian and the pride of The Bahamas.

Appreciating the increasing attention to healthy alternatives, we dramatically expanded our non-alcoholic brand offerings with Fayrouz, rolling out the zero alcohol


beer with flavours like pineapple and pear.

We continued to build on our reputation as event hosts tying specific brands to entertainment at different venues and we have announced a line-up for 2016 that reflects our interest in combining good spirits with good times. Among the highlights – musical entertainers Willis and the Illest Unplugged at Hard Rock and a two-ticket giveaway to the Beyonce Formation Tour Concert in Miami. In June, 2016, we will introduce the 16 oz. Heineken in a can “to give people more of what they love.”

We also expanded our presence in 2015 from 51 stores on nine islands in 2014 to 57 stores on 11 islands by year-end. We added a presence in Harbour Island, Great Harbour Cay in the Berry Islands, San Salvador and in Coral Harbour, New Providence.

We increased our brand representation from 215 to 229 and most importantly added premium names in vodka, rum, gin and whiskey. Our Kalik Light product grew in popularity and a new advertising and marketing campaign is already fueling additional growth of the lighter product.

Today, in addition to our 57 stores, we have 413 employees, a 150,000 square foot manufacturing plant and 3,000 shareholders who enjoyed $7.5 million in

dividends in December. Some 75% of the shares are held by Heineken NV and 25% by Bahamian investors, including the National Insurance Board. Share value has never wavered and has gone from strength to strength, ending the year at $15.50, a significant increase over the share price of $8.33 at the initial public offering in 2011. To date, Commonwealth Brewery Limited has paid out $80 million in dividends.

I believe shareholders will share my excitement as we roll out our new retail strategy. Based on carefully conducted market research, we are uniting all of our retail operations under a single name and brand identity. It is our goal to re-brand every one of our stores by year-end with the new name, colours and style. We think you will love it as much as we do. We hope, for the nation’s sake as well as for ours, that stalled projects resume, existing businesses and industries prosper, hurricanes remain far out to sea, the economy takes a turn for the better and that all factors point to a robust, safe and healthy Bahamas.

Hans NevenManaging Director


The MD&A might from time to time contain forward-looking statements. Readers should be cautious in interpreting these statements. Forward-looking statements involve numerous assumptions. Changes in these assumptions could cause actual results to differ materially from the expectations in those statements.

Financial Performance

Revenue in 2015 was flat compared to 2014 ($123.5 vs $124.2), despite an increase in sales volume (1.6%). The revenue and volume performance is mainly explained by the change in the competitive environment, sales initiatives were driven to secure and maintain market share. The introduction of VAT also fostered innovative ideas, to protect the local brand the VAT charge was not passed on to the consumer.

The volume performance in the first half of the year was

positive; reflecting the anticipation of the opening of the Baha Mar hotel and the increased job opportunities. However in the second half of the year the company’s performance was not as strong, with a decrease in volume growth of 1.4%. This was partly due to the Baha Mar hotel not opening, terminating the contracts of employees and a hurricane that devastated the Southern Bahamas.

Net income was impacted by an increase in raw materials, consumables and services. The cost of inventories experienced an upturn of ($3.7 million), as a result of a pertinent decision to address the costing deviation relative to negative stock of the retail division which was compounding year to year. These factors contributed to a decrease to net income in 2015; however, it is anticipated that it will result in consistent costing and positive benefits moving forward.

MANAGEMENTDISCUSSION &ANALYSIS

This management discussion and analysis (MD&A) should be read in conjunction with the audited consolidated financial statements for the year end December 31st, 2015 and related notes. The consolidated financial statements have been prepared in accordance with International Financial Reporting Standards and are expressed in Bahamian dollars. This MD&A is dated April 28th, 2016.


The company’s higher personnel cost ($1 million) is explained by the increase of employees. The number of employees went from 402 to 413. This increase is explained by the staffing of the new retail stores and the improvement of the organizational structure, i.e. set up of the purchase department.

Due to the decrease in fuel charges and effective cost saving initiatives at the Brewery, the company was able to keep costs stable year over year.

Commonwealth Brewery remained debt-free with $1.3 million in cash and equivalents following a $7.5 million interim dividend payment to shareholders in December 2015.

The decrease in the cash and equivalents aggregate was mainly the result of increased stock levels with the

anticipation of the opening of a newly constructed hotel Baha Mar which did not occur in 2015.

Investments in 2015 decreased by 24% compared with the previous year. The net cash used for investment activities amounted to $2.2 million maintaining Commonwealth Brewery’s commitment to the Bahamian economy on projects such as the upgrade of the retail stores to enhance the shopping experience and upgrading of the Brewery’s equipment.

On top of this Commonwealth Brewery continued to invest in brands and people in 2015, in order to be well prepared for the future.

Results from operations

Results from operating activities amounted to $11.8 million and is very close to net income. This is explained


by the fact that the company has only minor finance costs.

In a difficult economic environment, Commonwealth Brewery’s sales volumes increased slightly and revenue ended up slightly lower than 2014 (-0.5%). Net income was 35% below the previous year and as previously mentioned was due to the VAT absorption and the retail costing adjustment.

Consolidated statement of financial position

Cash and cash equivalents amounted to $1.3 million at December 31st, 2015 which represents a $5.8 million (82%) decrease when compared to 2014. This decrease was mainly the result of the increased inventory levels and based on a cash surplus, the company paid a $7.5 million interim dividend in December 2015.

Property, plant & equipment and intangible assets

decreased by $600k and $42k respectively. The company remains committed to future investments.

Liquidity

Commonwealth Brewery’s cash flow generation from operating activities in 2015 amounted to $14.7 million, of which $2.2 million was used for investments. The remaining cash flow was allocated to dividend payout.

Under stable market conditions, the company does not experience major fluctuations in liquidity, due to working capital requirements or development activities.

The company does not employ derivative financial instruments and is free of long term debt. The liquidity risk of the company is described in note 22(c) of the disclosures to the consolidated financial statements and relates mainly to accounts payable obligations and operating leases. The company’s approach to managing liquidity is to ensure, as far as possible, that it will always have sufficient liquidity to meet its liabilities and other commitments, under both normal and stressed conditions, without incurring unacceptable losses or risking damage to the company’s reputation.

Capital resources

At December 31st, 2015, Commonwealth Brewery had no material commitment of capital resources in place. The company generates sufficient cash from operations for its needs.

In 2015, the Group had access to a $2 million unsecured loan facility with one of the affiliates for contingency purposes. These facilities were not used throughout 2015.

The dividend policy of Commonwealth Brewery is to distribute 100% of net income. The frequency and payout ratio for any dividend remains the discretion of the Board of Directors and is subject to approval at the Annual General Meeting of shareholders.

Should the company need funding for large investment projects, the company has the option to incur long-term debt.

Contractual Obligations 2015 Payment due by period

Total < 1 year 1-2 years 2-5 years > 5 years

Long term debt NIL NIL NIL NIL NIL

Capital leases NIL NIL NIL NIL NIL

Operating leases 5,233,627 2,005,777 1,163,071 1,785,299 279,480

Purchase obligations NIL NIL NIL NIL NIL

Account payable and accrued expenses 13,327,296 13,327,296 NIL NIL NIL

Total contractual obligations 18,560,923 15,333,073 1,163,071 1,785,299 279,480


Off balance sheet arrangements

As of December 31st, 2015 the company had no off balance sheet arrangements with any parties. Note 13 of the consolidated financial statements lists the commitments and contingent liabilities of the company. The majority of commitments relate to lease contracts for commercial real estate, most of which are short-term with duration of one to five years. The main contingent liabilities are related to customs bond guarantees and standby letters of credit.

Transactions with related parties

Commonwealth Brewery has a number of transactions and agreements with other entities of the Heineken Group in place. These transactions and agreements relate to the secondment of senior employees, purchasing of raw and packaging materials, supply chain consultancy, transport of products, bottling, trademark licensing, IT services and management fee. The amounts related to these transactions are specified in note 14 of the consolidated financial statements.

Critical accounting estimates and policies

Notes 2 and 3 of the consolidated financial statements detail the significant accounting policies and estimates of Commonwealth Brewery. Management considers none of these accounting policies and estimates to be critical, meaning that the policies and estimates require the company to make assumptions about matters that are highly uncertain and that different estimates are reasonably likely to occur from period to period, which could have a material impact on financial results.

Note 8 details the assumption used to test impairment on goodwill annually. The company carries net $4,487,242 in goodwill, resulting from the acquisition of 100% ownership interest in Butler & Sands Company Limited in the year 2000. Goodwill by nature is subject to the risk of impairment if key assumptions like the projected sales volume of acquired wine and spirits brands change. However, using reasonable expectations only a limited change in key assumptions would occur, and this would not cause a material impact on results.

New standards and interpretations not yet adopted

A number of new standards, amendments to standards and interpretations are effective for annual periods beginning after January 1, 2014, and have not been applied in preparing these consolidated financial statements. The adoption of these Standards and Interpretations has not led to any changes in the Group’s accounting policies. The Group expects an impact for IFRS 9 Financial Instruments, which becomes mandatory for the Group’s 2018 consolidated financial statements and could change the classification and measurement of financial instruments. The Group does not plan to adopt this standard early and the extent of the impact has not been determined.


EXECUTIVE MANAGEMENT TEAM

Pictured left to right: Alberto Terzi, Supply Chain Director; Habbo de Vaere, Sales Director; Nadia Stubbs, Human Resources Director; Hans Neven, Managing Director; Katarzyna Malczewska-Blaszczuk, Marketing Director; Mustapha Gammar, Finance Director; Dennis Hanna, Retail Director


CORPORATE SOCIALRESPONSIBILITYEducation & Development

In July 2015 Commonwealth Brewery signed a Memorandum of Understanding with the College of The Bahamas, establishing the $500,000 Endowed Educational Fund and Scholarship Award Programme.

Additionally, The Company continued to invest in our Regional Management Trainee, Barrington Archer who successfully completed assignments in Nigeria, Amsterdam and Mexico in 2014. He re-joined CBL and immediately took up the responsible role of brand manager of the Heineken brand. Further, support of St. Andrews’ International School continued to ensure a deserving student is afforded access to the best possible education.

Wendell Seymour has been on assignment in the UK as the Regional Sales Director since January 2015 and is due to complete his term January 2017. We look forward to his return to the CBL family at the end of his assignment, where we expect he will bring his expanded wealth of knowledge, sharpened skills and valuable experience.

We are also thrilled to announce, that yet again, another employee has been given the exciting opportunity to grow and develop their career. Denise Barnes, Human Resources Director, has taken on the role of HR Capability Consultant, Global HR, in Amsterdam, The Netherlands. We are certain that this is just the beginning of Denise’s international career within the Heineken company and she will continue to excel and make us proud.

Responsible Consumption

Commonwealth Brewery participated in our first Enjoy Responsibly Day in July 2015, partnering with the Ministry of Transport & Aviation and the AIDS Foundation, passing out bumper stickers, educational material and non-alcoholic beverages to market the message of the importance of moderation.

Additionally, Commonwealth Brewery continuously educates all of its employees on its Internal Alcohol Policy and trains its commercial team in promoting the responsible consumption message.

Charity

Commonwealth Brewery’s “Orange Brigade” played a significant role in Hurricane Joaquin relief efforts, partnering with NEMA, ReBuild Bahamas and HeadKnowles to donate time, funds, packing boxes and beverages. Support of other organizations such as The Bahamas AIDS Foundation, the Cancer Society, REACH Autism Awareness, Bahamas Red Cross Society, The College of The Bahamas and Bel Canto Singers heralds the company’s ongoing commitment to community programs and causes that promote education, health and culture

Sports

Understanding the importance of sports in the community, Commonwealth Brewery continues to sponsor various local teams and international events like the Heineken Bahamas Cup.


ENVIRONMENTAL SUSTAINABILITY

Brewing A Better FutureCommonwealth Brewery Limited continues to work in line with HEINEKEN’s “Brewing a Better World” global sustainability program.

““Brewing a Better World” is about creating a more sustainable company and future,” says Hans Neven, Managing Director. “This dovetails with Commonwealth Brewery Limited’s continued focus on People, Quality and Service. As we consistently work towards improving results in of our all core areas, and as we monitor those results, we’re simultaneously making ourselves greener, safer and more sustainable.’

As part of the HEINEKEN company, our long-term aspiration is to be the world’s greenest brewer and we’re

confident that we are making progressive strides towards this goal. ImproveCommonwealth Brewery Limited’s focus is to increase the energy and water efficiency of its brewery, offices and warehouses. In 2015 the company progressed in line with expectations and recorded efficiency improvements for both water and energy consumption. Thermal energy was reduced mainly thanks to the continuous work on insulation of boilers and steam and hot water lines in both the utilities and brewing areas. Efficiency improvements for water consumption came from the better management and follow up of the equipment consumptions with special focus on the water used at the cooling plant. Electricity efficiencies were coming from


the automation of the brewing process, the replacement of the reverse osmosis membranes for water filtration and the replacement of all office lighting with LED lighting.

Additionally in 2015, Commonwealth Brewery Limited continued its commitment to protect the environment and as a result achieved the following:

• Non-recycled industrial waste was kept at around 3.6 kg/hl in 2015, in line with 2014 levels.• The bottle recycle rate at the company’s recycle facility kept recycling at a return rate of around 50% of all bottles used for locally produced beer.

The objective for 2016 is to build on the progress made and continue to increase energy, water and waste efficiencies, while bringing back the bottles return rate to higher levels in line with continuous improvement goals, thus buoying the company’s value of operating in a sustainable way.

EmpowerIn keeping with our goal to achieve an accident free work environment, Commonwealth Brewery Limited continuously promoted a safe working culture.

“2015 – Safety first!” was the mantra of our operations. We continue to promote safety in all aspects and train our workforce in this regard. ARISO is still the single source of truth for accident reporting.

The company suffered 15 accidents which led to 294 lost working days.


HEINEKEN OVERVIEW

Heineken opened 2015 with the Heineken Red Star Concert Series, a showcase of live musical concerts and events by the industry’s hottest artists, bringing two-time Grammy Award-nominee 2 Chainz to the stage at Thomas A. Robinson National Stadium in February. The showcase continued in March with a performance by hip-hop artist Big Sean marking the musician’s first concert ever in The Bahamas.

As part of its integrated global Spectre campaign, the brand’s largest global marketing platform in 2015,

Heineken sponsored promotions around Nassau leading up to the November 6th premiere of the 24th James Bond adventure culminating in a Hollywood-style premiere of the film at Galleria Cinemas at the Marathon Mall in Nassau.

The Heineken Rugby Cup, the continued partnership with the Bahamas Rugby Union, enjoyed its fourth year in 2015. Each week during the rugby season, teams vie for the coveted award in Nassau and Grand Bahama. Heineken Light gained key brand placement as the official beer

It was an all-star year for Heineken in 2015.


sponsor of the Pure Silk-Bahamas International LPGA Classic at the One&Only Ocean Club Golf Course.

Heineken also carried on its tradition of hosting road block parties featuring music by local artists and giveaways at Van Breugel’s in downtown Nassau.

2016 promises to be bigger and better.

As the established leading promoter of music Heineken opened 2016 by partnering with Island House in Nassau

for a Sunset Series featuring reggae superstar Tarrus Riley in March with more music to come as the year unfolds, including an Unplugged Concert at Hard Rock Café featuring local artists.


KALIK, THE BEER OFTHE BAHAMAS

Kalik kicked off Summer 2015 with the ‘Share Your Pride’ ad campaign. Set to the distinctive sounds of The Godfather of Bahamian music, Ronnie Butler, the short film features an all-Bahamian cast and crew and takes viewers on a trip around The Bahamas exploring the depths of Dean’s Blue Hole on Long Island, the swimming pigs of the Exuma Cays, and the National Family Island Regatta as well as New Providence attractions like Fort Charlotte, Arawak Cay, Potters Cay Dock and Junkanoo Beach.

Carrying on its longstanding commitment of creating

events that epitomize the vibrancy of The Bahamas and its people, Kalik was the official sponsor of the 2015 Acklins Trade Development Association Regatta which took place from July 30 to August 4, 2015. In addition to competitions, the event featured food, drinks and live music.

Kalik has been gaining international recognition most recently earning the title of The Bahamas’ most popular beer brand by Vinepair.com. The website based results on research reports, corporate filings and surveys.

Like our country, Kalik, the Beer of The Bahamas, is ever evolving. Kalik represents all things Bahamian, whether Regatta, Rake ‘n’ Scrape Festivals, Junkanoo or Bahamas Junkanoo Carnival. Kalik reaffirms what it means to be Bahamian and is committed to continually being a beacon of the cultural marvels that make The Bahamas a unique and rich country.


abaco Butler & Sands (A&K) Marsh Harbour Beverage Depot (AB1) Marsh Harbour Butler & Sands (Spanky’s) Treasure Cay Abaco Airport Duty Free Store Marsh Harbour Int’l Airport Abaco Airport Duty Free Kiosk Marsh Harbour Int’l Airport andros Beverage Depot Lowe Sound Central Beverage Depot Fresh Creek Beverage Depot Mangrove Cay Beverage Depot (A4) South Andros Great Harbour Cay Berry Islands

Bimini Butler & Sands Alice Town

cat island Two Corners Liquor Store New Bight eleuthera Beverage Depot Rock Sound Butler & Sands Governor’s Harbour Beverage Depot Bluff Butler & Sands Jean’s Bay Beverage Depot Harbour Island Butler & Sands (Bayside) Harbour Island

exuma Beverage Depot (B.G.S.) Georgetown Butler & Sands (John Marshall) Georgetown

Grand Bahama Burns House Queen’s Highway Ole Nassau International Airport Beverage Depot Churchill Square Butler & Sands RND Shopping Centre Ole Nassau Freeport Arcade Beverage Depot Plaza Liquor THM Butler & Sands Seahorse Plaza Ole Nassau (House of Rum) Port Lucaya Port Lucaya Liquor Store Port Lucaya

Beverage Depot Eight Mile Rock Butler & Sands West End

long island Beverage Depot Queen’s Highway New Providence Butler & Sands Cable Beach Butler & Sands J.F. Kennedy Drive Beverage Depot (Henrea Carlette) Cable Beach Beverage Depot (Saunders Beach) West Bay Street Beverage Depot (I Need A Liquor) West Bay Street Ole Nassau (Esquire Liquors) Bay Street Burns House (Tippsters #2) Carmichael Road Ole Nassau Bay Street Ole Nassau (THM Emporium) Woodes Rogers Wharf Burns House (Express Macy’s) East & Fowler Streets Ole Nassau (Maury Roberts) Bay Street Beverage Depot (Captain’s Cabin) East Bay Street Butler & Sands (The Caves) West Bay Street Butler & Sands (Harbour Bay Liquors) Harbour Bay Shopping Plaza Butler & Sands (Bahamas Wines & Spirits) Shirley Street Butler & Sands (Coral Harbour Liquors) Coral Harbour Shopping Center Beverage Depot (Budget Liquor) Bernard Road Beverage Depot Marathon Mall Beverage Depot (The Deck) Fox Hill Road East Street South Liquors East Street South Beverage Depot Independence Shopping Centre Ole Nassau (International Departure) LPI Airport/Non-U.S. International Departure & Local Departure-Arrivals Ole Nassau (Sammy’s Liquor Store) LPI Airport/Non-U.S. International Departure & Local Departure-Arrivals Heineken Duty Free Shop LPI Airport/U.S. International Departure

San Salvador Burns House (San Salvador Liquors) Cockburn Town

LIST OF STORES


auditors Deloitte 2nd Terrace West Centreville P.O. Box N-1720 Nassau, The Bahamas Bankers Scotiabank, Corporate and Commercial Banking Centre Rawson Square, Nassau, The Bahamas

Citibank 110 Thompson Boulevard, P.O. Box N-8158

First Caribbean International Bank (Bahamas) Limited Shirley Street, P.O. Box N-7125

legal counsel

Higgs & Johnson Ocean Centre, Montagu Foreshore East Bay Street, P.O. Box N-3247 Registrar & Transfer agents

Bahamas Central Securities Depository 2nd Floor, Fort Nassau Centre, British Colonial Hilton Suite # 202, P.O. Box N-9307 Bay Street, Nassau, The Bahamas Registered Office

Commonwealth Brewery Limited

c/o Higgs & Johnson Corporate Services Ltd. Ocean Centre, Montagu Foreshore East Bay Street, P.O. Box N-3247 Corporate Office Clifton Pier, P.O. Box N-4936

ADVISORS


INDEPENDENT AUDITOR’S REPORT

Deloitte & Touche Chartered Accountants and Management Consultants 2nd Terrace, Centreville p.O. Box N-7120 Nassau, Bahamas

Tel: + 1 (242) 302-4800 Fax: + 1 (242) 322-3101 http://www.deloitte.com/bahamas

To the Shareholders of Commonwealth Brewery Limited:

We have audited the consolidated financial statements of Commonwealth Brewery Limited, which comprise the consolidated statement of financial position as at December 31, 2015, and the consolidated statements of profit or loss and other comprehensive income, changes in equity and cash flows for the year 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 option on these consolidated financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing. 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 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 Commonwealth Brewery Limited as at December 31, 2016, and its financial performance and its cash flows for the year then ended in accordance with International Financial Reporting Standards.

Other matter

The consolidated financial statements of Commonwealth Brewery Limited for the year ended December 31, 2014 were audited by another auditor who expressed an unmodified opinion on those statements on March 19, 2015.

April 29, 2016


COMMONWEALTH BREWERY LIMITEDConsolidated Statement of Financial Position

December 31, 2015, with corresponding figures for 2014(Expressed in Bahamian dollars)

Note(s) 2015 2014

Assets

Current assets:

Cash and cash equivalents 4 $ 1,345,882 7,125,222

Trade receivables, net 5 3,370,556 3,163,708

Prepaid expenses and other assets 6 2,883,761 1,791,837

Inventories 7 19,893,831 20,400,172

Total current assets 27,494,030 32,480,939

Non-current assets:

Property, plant and equipment 9 36,556,901 37,130,247

Goodwill 8 4,487,242 4,487,242

Other intangible assets 10 113,418 156,017

Total non-current assets 41,157,561 41,773,506

Total assets 23 $ 68,651,591 74,254,445

Liabilities and equity

Current liabilities:

Accounts payable and accrued expenses 11, 14, 23 $ 13,327,296 12,431,642

Equity:

Share capital 12 150,000 150,000

Share premium 12,377,952 12,377,952

Contributed surplus 16,351,369 16,351,369

Revaluation surplus 9 7,096,254 7,096,254

Retained earnings 19,348,720 25,847,228

Total equity 55,324,295 61,822,803

Commitments and contingencies 13

Total liabilities and equity $ 68,651,591 74,254,445

See accompanying notes to consolidated financial statements.

These consolidated financial statements were approved for issue on behalf of the Board of Directors on April by:

Director Director


COMMONWEALTH BREWERY LIMITEDConsolidated Statement of Profit or Loss and Other Comprehensive Income

Year ended December 31, 2015, with corresponding figures for 2014(Expressed in Bahamian dollars)

Note(s) 2015 2014

Income:

Revenue 23 $ 123,523,439 124,157,038

Operating expenses:

Raw materials, consumables and services 14, 16 91,098,817 87,212,410

Personnel costs 14, 17 18,290,875 17,212,123

Depreciation 9 2,746,557 2,553,747

Amortisation 10 42,599 30,310

Total operating expenses 112,178,848 107,008,590

Other income 15 465,319 1,022,601

Results from operating activities 11,809,910 18,171,049

Finance expenses (8,418) (1,681)

Profit 18, 23 $ 11,801,492 18,169,368

Other comprehensive income: Items that will not be reclassified to profit or loss

Revaluation of property, plant and equipment 9 $ – 2,826,667

Total comprehensive income $ 11,801,492 20,996,035

Basic and diluted earnings per share 18 $ 0.39 0.61



COM

MO

NW

EALT

H B

REW

ERY

LIM

ITED

Cons

olid

ated

Sta

tem

ent o

f Cha

nges

in E

quity

Year

end

ed D

ecem

ber 3

1, 2

015,

with

cor

resp

ondi

ng fi

gure

s fo

r 201

4(E

xpre

ssed

in B

aham

ian

dolla

rs)

Shar

e ca

pita

lSh

are

prem

ium

Cont

ribut

ed

surp

lus

Reva

luat

ion

surp

lus

Reta

ined

ea

rnin

gsTo

tal

equi

ty

Bala

nce

at D

ecem

ber 3

1, 2

013

$15

0,00

012

,377

,952

16,3

51,3

694,

269,

587

26,8

77,8

6060

,026

,768

Net

inco

me

18,1

69,3

6818

,169

,368

Oth

er c

ompr

ehen

sive

inco

me

––

–2,

826,

667

–2,

826,

667

Tran

sact

ions

wit

h ow

ners

, rec

orde

ddi

rect

ly in

equ

ity

Div

iden

ds d

ecla

red

$0.6

4 p

er s

hare

(not

e 19

)–

––

–(1

9,20

0,00

0)(1

9,20

0,00

0)

Bala

nce

at D

ecem

ber 3

1, 2

014

150,

000

12,3

77,9

5216

,351

,369

7,09

6,25

425

,847

,228

61,8

22,8

03

Com

preh

ensi

ve in

com

e–

––

–11

,801

,492

11,8

01,4

92

Tran

sact

ions

wit

h ow

ners

, rec

orde

ddi

rect

ly in

equ

ity

Div

iden

ds d

ecla

red

$0.6

1 pe

r sha

re (n

ote

19)

––

––

(18,

300,

000)

(18,

300,

000)

Bala

nce

at D

ecem

ber 3

1, 2

015

$15

0,00

012

,377

,952

16,3

51,3

697,

096,

254

19,3

48,7

2055

,324

,295

See

acco

mpa

nyin

g no

tes

to c

onso

lidat

ed fi

nanc

ial s

tate

men

ts.


COMMONWEALTH BREWERY LIMITEDConsolidated Statement of Cash Flows

Year ended December 31, 2015, with corresponding figures for 2014(Expressed in Bahamian dollars)

Note(s) 2015 2014

Cash flows from operating activities

Net income $ 11,801,492 18,169,368

Adjustments for:

Depreciation 9 2,746,557 2,553,747

Amortisation 10 42,599 30,310

Bad debt expense 5 188,977 125,006

(Gain)/Loss on write-off of property, plant and equipment 9, 15 (26,500) 21,935

Finance expense/ (income) 8,418 1,681

Net cash from operations before changes in working capital

14,761,543 20,902,047

Changes in non-cash working capital 20 (85,754) 1,583,703

Net cash from operating activities 14,675,789 22,485,750

Cash flows from financing activities

Dividends paid 19 (18,300,000) (19,200,000)

Net cash used in financing activities (18,300,000) (19,200,000)

Cash flows from investing activities

Additions to property, plant and equipment 9 (2,173,211) (2,757,634)

Additions to intangible assets 10 – (154,660)

Proceeds from sale of property, plant and equipment 9, 15 26,500 –

Finance expense (8,418) (1,681)

Net cash used in investing activities (2,155,129) (2,913,975)

Net (decrease)/increase in cash and cash equivalents (5,779,340) 371,775

Cash and cash equivalents, beginning of year 7,125,222 6,753,447

Cash and cash equivalents, end of year 4 $ 1,345,882 7,125,222



1. General information

Commonwealth Brewery Limited (“CBL” or “the Company”) was incorporated under the laws of The Commonwealth of The Bahamas on November 17, 1983 and commenced trading in March 1987. The consolidated financial statements of the Company comprise the Company and its subsidiaries (together referred to as “the Group” and individually as “Group entities”). Details of the principal subsidiaries are set out in note 21 to the consolidated financial statements.

The principal activity of the Group is the production of alcoholic and non-alcoholic beverages, liquor importation, distribution and sales.

The Group’s registered office is located at Clifton Pier, Nassau, Bahamas.

The Group is a subsidiary of Heineken International B.V. (“Heineken” or “the Parent”). Heineken is incorporated under the laws of The Netherlands and its corporate office is located at Tweede Weteringplantsoen 21, 1017 ZD, P. O. Box 28, 1000 AA Amsterdam, The Netherlands. The ultimate parent of CBL is Heineken N.V. located at the same address. 75% of shares of the Group are owned by Heineken and remaining 25% are owned by the Bahamian public.

2. New and revised international financial reporting standards (IFRSs)

Standards and Interpretations in issue and effective

In the current year, there were several new and amended Standards and Interpretations issued by the International Accounting Standards Board (the “IASB”) and the International Financial Reporting Interpretations Committee (the “IFRIC”) of the IASB standards in issue and effective for annual reporting periods beginning on or after January 1, 2015. The adoption of these Standards and Interpretations has not led to any changes in the Group’s accounting policies.

Standards and Interpretations in issue but not yet effective

IFRS 9 (Amended) Financial Instruments IFRS 15 Revenue from Contracts with Customers IFRS 16 Leases

The Group is currently assessing the impact of the adoption of these standards and interpretations and it is not practicable to quantify the effect as at the date of these consolidated financial statements.

3. Significant accounting policies

(a) Statement of compliance

These consolidated financial statements are prepared in accordance with International Financial Reporting Standards (“IFRS”).

(b) Basis of preparation

These consolidated financial statements are prepared under the historical cost convention, except for land and buildings included in property, plant and equipment, which are carried at revalued amounts.

Historical cost is generally based on the fair value of the consideration given in exchange for goods and services.

Fair Value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date, regardless of whether that price is directly observable or estimated using another valuation technique. In estimating the fair value of an asset or a liability, the Group takes into account the characteristics of the asset or liability at the measurement date. Fair value for measurement and/or disclosure purposes in these consolidated financial statements is determined on such a basis, except for share-based payment transactions that are within the scope of IFRS 2, leasing transactions that are within the scope of IAS 17, and measurements that have some similarities to fair value but are not fair value, such as net relisable value in IAS 2 or value in use in IAS 36.

In addition, for financial reporting purposes, fair value measurement are categorised into Level 1,2,3 based on the degree to which the inputs to the fair value measurements are observable and the significance of the inputs to the fair value measurement in its entirety, which are described as follows:

• Level1inputsarequotedprices(unadjusted)inactivemarketsforidenticalassetsorliabilitiesthattheentitycan


access at the measurement date;

• Level2inputsareinputs,otherthanquotedpricesincludedwithinLevel1,thatareobservablefortheassetor liability, either directly or indirectly; and

• Level3inputsareunobservableinputsfortheassetorliability

(c) Basis of consolidation

Subsidiaries are entities controlled by the Group. The Group controls an entity when it has power over the entity, is exposed to, or has right to, variable returns from its involvement with the entity and has the ability to affect those returns through its power over the entity. The financial statements of subsidiaries are included in the consolidated financial statements from the date on which control commences until the date on which control ceases. Where necessary, adjustments are made to the financial statements of subsidiaries to bring their accounting policies in line with those adopted by the Group. All intra-group transactions, balances, income and expenses and unrealised income and expense arising from inter-group transactions are eliminated in full on consolidation.

Non-controlling interests in subsidiaries are identified separately from the Group’s equity therein. The carrying amount of non-controlling interests is the amount of these interests at initial recognition plus the non-controlling interest’s share of subsequent changes in equity.

Total comprehensive income is attributed to non-controlling interests even if it results in the non-controlling interests having a deficit balance.

When the Group loses control over a subsidiary, it derecognises the assets and liabilities of the subsidiary, and any related non-controlling interest and other components of equity. Any resulting gain or loss is recognised in the consolidated statement of profit or loss and other comprehensive income. Any interest retained in the former subsidiary is measured at fair value when control is lost.

Changes in the Group’s interests in subsidiaries that do not result in a loss of control are accounted for as equity transactions. The carrying amounts of the Group’s interests and the non-controlling interests are adjusted to reflect the changes in their relative interests in the subsidiaries. Any difference between the amount by which the non-controlling interests are adjusted and the fair value of the consideration paid or received is recognised directly in equity and attributed to owners of the Group.

(d) Functional and presentation currency

These consolidated financial statements are presented in Bahamian dollars, the Group’s functional and reporting currency. The Bahamian dollar is the currency of the country where the Group entities are domiciled and is the prime operating currency.

(e) Use of estimates and judgements

The preparation of consolidated financial statements in conformity with IFRS requires management to make judgements, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Actual results may differ from these estimates.

Information about critical judgements in applying accounting policies that have the most significant effect on the amounts recognised in the consolidated financial statements is included in the following notes:

Note 3(l) Impairment Note 3(p) Provisions Note 5 Trade receivables, net Note 6 Prepaid expenses and other assets Note 7 Inventories Note 8 Goodwill Note 9 Property, plant and equipment Note 10 Other Intangible assets Note 13 Commitments and contingencies Note 22 Financial instruments and associated risks

Following is a summary of the significant accounting policies which have been applied consistently by the Group in preparing these consolidated financial statements.


(f) Financial instruments

Classification

Financial instruments include financial assets and financial liabilities. Financial assets that are classified as loans and receivables include cash held with banks and trade and other receivables. Financial liabilities that are not at fair value through profit or loss include accounts payable and accrued expenses.

Recognition

The Group recognises financial instruments initially at the trade date, which is the date when it becomes a party to the contractual provisions of the instruments.

Measurement

Financial instruments are measured initially at fair value plus, in the case of a financial asset or financial liability not at fair value through profit or loss, transaction costs that are directly attributable to the acquisition or issue of the financial asset or financial liability. Transaction costs on financial assets and financial liabilities at fair value through profit or loss are expensed immediately, while on other financial instruments they are amortised.

Subsequent to initial recognition, financial assets and financial liabilities not at fair value through profit or loss are carried at amortised cost using the effective interest method, less in the case of financial assets, impairment losses, if any.

Derecognition

The Group derecognises a financial asset when the contractual rights for cash flows from the financial asset expire or it transfers the right to receive the contractual cash flows on the financial asset in a transaction in which substantially all the risks and rewards of ownership of the financial assets are transferred.

The Group derecognises a financial liability when the obligation specified in the contract is discharged, cancelled or expired.

(g) Cash and cash equivalents

Cash and cash equivalents comprise cash on hand and cash held with banks.

(h) Accounts receivable

Accounts receivable are stated at amortised cost net of an allowance for doubtful debts.

(i) Inventories

Inventories are stated at the lower of cost and net realisable value. Cost is determined using the weighted average method and includes expenditure incurred in acquiring the inventories, production costs and other costs incurred in bringing them to their existing location and condition. In the case of finished goods and work-in-progress, cost includes an allocation of those production overhead costs based on normal operating capacity, that relate to bringing the inventories to their present location and condition.

Net realisable value is the estimated selling price in the ordinary course of business, less the estimated costs of completion and selling expenses.

Provision for obsolescence is established when management determines the net realisable value of the inventories to be less than cost

(j) Property, plant and equipment

Items of property, plant and equipment are carried at cost less accumulated depreciation and impairment losses, except land and buildings, which are carried at revalued amounts. The directors review the carrying value annually. Whenever the directors determine that the carrying value differs materially from the fair value, an independent valuation is obtained and the land and buildings are revalued.

The surplus on revaluation is recorded in other comprehensive income, in the revaluation surplus account, and is transferred to retained earnings when the revalued asset is derecognised. When an item of property, plant and equipment is revalued, accumulated depreciation is eliminated against the gross carrying amount of the asset.

Cost includes expenditure that is directly attributable to the acquisition of the asset. The cost of self-constructed assets includes the cost of materials and direct labour and any other costs directly attributable to bringing the asset to a working


condition for its intended use.

When parts of an item of property, plant and equipment have different useful lives, they are accounted for as separate items (major components) of property, plant and equipment.

The cost of replacing a part of an item of property, plant and equipment is recognised in the carrying amount of the item if it is probable that the future economic benefits embodied within the part will flow to the Group and its cost can be measured reliably. The carrying amount of the replaced part is derecognised. The costs of the day-to-day servicing of property, plant and equipment are recognised in the consolidated statement of profit or loss and other comprehensive income as incurred.

Gains and losses on disposal of an item of property, plant and equipment are determined by comparing the proceeds from disposal with the carrying amount of property, plant and equipment, and are recognised on a net basis within other income in the consolidated statement of profit or loss and other comprehensive income.

Depreciation is calculated on the depreciable amount, which is the cost of an asset, or other amounts substituted for cost, less its residual value.

Depreciation is recognised in the consolidated statement of profit or loss and other comprehensive income on a straight-line basis over the estimated useful lives of the items of property, plant and equipment, since this most closely reflects the expected pattern of consumption of the future economic benefits embodied in the asset.

Leasehold improvements are depreciated over the shorter of the lease term and their useful lives. No depreciation is charged on land and capital work in progress.

The estimated useful lives of property, plant and equipment are as follows:

Buildings 15 to 40 years Plant and machinery 5 to 30 years Furniture, fixtures and equipment 3 to 25 years Vehicles and transportation equipment 5 years

Depreciation methods, useful lives and residual values are reviewed at each reporting date and are adjusted, if necessary.

(k) Intangible assets

Goodwill

Goodwill is carried at cost less accumulated amortisation and impairment losses. Goodwill arising on the acquisition of the Group’s 100% ownership interest in Butler & Sands Company Limited and its subsidiaries in the year 2000 represents the excess of the cost of acquisition over the net fair value of the identifiable assets and liabilities of Butler & Sands Company Limited and its subsidiaries recognised at the date of acquisition less accumulated amortisation thereon to December 31, 2004, at which time amortisation ceased and goodwill was deemed to have an indefinite useful life. Thereafter, goodwill is tested for impairment annually.

Computer software

Acquired computer software licenses are capitalised on the basis of the costs incurred to acquire and bring to use the specific software. The computer software is carried at cost less accumulated amortisation and any accumulated impairment losses.

Amortisation is computed on the straight-line method over an estimated useful life of up to five years.

(l) Impairment

Financial assets

Financial assets other than receivables, which are reviewed on a continuous basis, are assessed at each reporting date to determine whether there is any objective evidence of impairment. A financial asset is considered to be impaired if objective evidence indicates that one or more events have had a negative effect on the estimated future cash flows of that asset.


An impairment loss in respect of a financial asset measured at amortised cost is calculated as the difference between its carrying amount and the present value of the estimated future cash flows discounted at the original effective interest rate.

Financial assets are tested for impairment on an individual basis. All impairment losses are recognised in the consolidated statement of profit or loss and other comprehensive income.

An impairment loss is reversed if the reversal can be related objectively to an event occurring after the impairment loss was recognised.

Non-financial assets

The carrying amounts of the Group’s non-financial assets other than inventories are reviewed at each reporting date to determine whether there is any indication of impairment. If any such indication exists, the asset’s recoverable amount is estimated. The recoverable amount of goodwill is estimated each year at the same time. An impairment loss is recognised if the carrying amount of the asset or its related cash generating unit (“CGU”) exceeds its estimated recoverable amount. The recoverable amount of an asset or CGU is the greater of its value in use and its fair value less costs to sell. Value in use represents the present value of estimated future cash flows expected to arise from the continuing use of an asset and from its disposal at the end of its useful life.

Impairment losses are recognised in the consolidated statement of profit or loss and other comprehensive income except for revalued assets where the impairment loss is first applied to the revaluation surplus and any excess is recognised in the consolidated statement of profit or loss and other comprehensive income. An impairment loss recognised in respect of a CGU is allocated first to reduce the carrying amount of any goodwill associated with the CGU and then to reduce the carrying amount of other assets in the CGU on a pro-rata basis.

An impairment loss in respect of goodwill is not reversed. In respect of other assets, impairment losses recognised in prior periods are assessed at each reporting date for any indication that the loss has decreased or no longer exists. An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would have been determined net of depreciation or amortisation, if no impairment loss had been recognised except for assets normally carried at revalued amounts.

(m) Related parties

A related party is a person or entity that is related to the entity that is preparing its financial statements (“reporting entity”).

(a) A person or a close member of that person’s family is related to a reporting entity if that person:

(i) has control or joint control over the reporting entity;

(ii) has significant influence over the reporting entity; or

(iii) is a member of the key management personnel of the reporting entity or of a parent of the reporting entity.

(b) An entity is related to a reporting entity if any of the following conditions applies:

(i) The entity and the reporting entity are members of the same group (which means that each parent, subsidiary and fellow subsidiary is related to the others).

(ii) One entity is an associate or joint venture of the other entity (or an associate or joint venture of a member of a group of which the other entity is a member).

(iii) Both entities are joint ventures of the same third party.(iv) One entity is a joint venture of a third entity and the other entity is an associate of the third entity.(v) The entity is a post-employment benefit plan for the benefit of employees of either the reporting entity or an

entity related to the reporting entity.(vi) The entity is controlled, or jointly controlled by a person identified in (a).(vii) A person identified in (a)(i) has significant influence over the entity or is a member of the key management

personnel of the entity (or of a parent of the entity).

(c) A related party transaction is a transfer of resources, services or obligations between the reporting entity and a related party, regardless of whether a price is charged.


(n) Leases

Leases are classified as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership to the lessee. All other leases are classified as operating leases.

Rental income and expense from operating leases are recognised in the consolidated statement of profit or loss and other comprehensive income on a straight-line basis over the term of the relevant lease. Initial direct costs, if incurred, in negotiating and arranging an operating lease are recognised on a straight-line basis over the lease term.

(o) Share capital

Ordinary shares are classified as equity. Incremental costs directly attributable to the issue of shares are recognised as a deduction from equity.

(p) Provisions

Provisions are recognised when the Group has a present obligation (legal or constructive) as a result of a past event, it is probable that the Group will be required to settle the obligation, and a reliable estimate can be made of the amount of the obligation. The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at the end of the reporting period, taking into account the risks and uncertainties surrounding the obligation.

Where a provision is measured using the cash flows estimated to settle the present obligation, its carrying amount is the present value of those cash flows. When some or all of the economic benefits required to settle a provision are expected to be recovered from a third party, a receivable is recognised as an asset if it is virtually certain that reimbursement will be received and the amount of the receivable can be measured reliably.

(q) Foreign currencies

Transactions in foreign currencies are translated into Bahamian dollars at exchange rates prevailing on the transaction dates. Monetary assets and liabilities denominated in such currencies at the year-end date are translated at the rates prevailing at that date.

Any differences arising on translation are recognised as exchange gains/losses within other income in the consolidated statement of profit or loss and other comprehensive income.

(r) Revenue recognition

Products sold

Revenue from the sale of products in the ordinary course of business is measured at the fair value of the consideration received or receivable net of customer discounts and other sales related discounts. Revenue from the sale of products is recognised in the consolidated statement of profit or loss and other comprehensive income when the amount of revenue can be measured reliably, the significant risks and rewards of ownership have been transferred to the buyer, recovery of the consideration is probable, the associated costs and possible return of products can be estimated reliably and there is no continuing management involvement with the products.

Services

Revenue from services, which is included in miscellaneous income, is recognised in the consolidated statement of profit or loss and other comprehensive income when the services are rendered.

(s) Employee benefits

Defined contribution plans

A defined contribution plan is a pension plan under which the Group pays fixed contributions to the fund. The Group has no legal or constructive obligation to pay further contributions. Contributions to the Group’s defined contribution pension plans are recognised as an employee benefit expense in the consolidated statement of profit or loss and other comprehensive income in the periods during which services are rendered by employees.

Short-term employee benefits

Short-term employee benefit obligations are measured on an undiscounted basis and are expensed as the related service is provided. A liability is recognised for the amount expected to be paid under short-term benefits if the Group has a present legal or constructive obligation to pay this amount as a result of past service provided by the employees and the


obligation can be estimated reliably.

(t) Finance income

Finance income is accrued on a daily basis using the effective interest rate method.

(u) Earnings per share

Earnings per share are based on consolidated net income divided by the weighted average number of ordinary shares outstanding during the year.

(v) Dividends

Dividends are recognised as a liability in the period in which they are declared.

(w) Operating segments

Business segments are components of an enterprise about which separate financial information is available that is evaluated regularly by management in deciding how to allocate resources and in assessing performance.

Generally, financial information is required to be reported on the basis that is used internally for evaluating segment performance and deciding how to allocate resources to segments.

For management purposes, the Group is currently organised into three business segments: (i) Wholesale (ii) Retail and (iii) Production. These divisions are the basis on which the Group reports its operating segment information.

(x) Value Added Tax (VAT)

On January 1, 2015, the Bahamas Government implemented a consumer VAT. Output VAT related to the sale of goods is payable to the Government upon delivery of goods and property rights to customers. Input VAT related to goods and services purchased is generally recoverable against output VAT.

4. Cash and cash equivalents .

2015 2014

Cash on hand $ 52,895 58,200

Cash held with banks 1,292,987 7,067,022

Cash and cash equivalents $ 1,345,882 7,125,222


5. Trade receivables, net

2015 2014

Trade receivables, gross $ 4,067,634 3,672,229

Allowance for doubtful debts (697,078) (508,521)

$ 3,370,556 3,163,708

Aging analysis of trade receivables, gross, as at December 31, 2015:

2015 2014

Current (up to 30 days) $ 2,628,408 2,467,805

Past due but not impaired (31 to 120 days) 742,148 695,903

Past due and impaired (over 120 days) 697,078 508,521

$ 4,067,634 3,672,229

Movement in the allowance for doubtful debts:

2015 2014

Balance at beginning of the year $ 508,521 388,521

Increase in allowance 188,977 125,006

Amounts written off as uncollectible (420) (5,006)

Balance at end of the year $ 697,078 508,521

Maximum exposure to credit risk for trade receivables at December 31, by geographic region:

2015 2014

The Bahamas $ 3,205,659 2,915,407

United States of America 164,897 248,301

$ 3,370,556 3,163,708

6. Prepaid expenses and other assets

2015 2014

Other receivables $ 1,988,263 1,370,656

Prepaid expenses 1,383,393 914,409

Staff loans 9,248 3,915

3,380,904 2,288,980

Allowance for doubtful debts (497,143) (497,143)

$ 2,883,761 1,791,837

Movement in the allowance for doubtful debts created for other receivables is as follows:

2015 2014


Reversal of allowance – –



7. Inventories

2015 2014

Goods bought for resale $ 14,528,375 13,622,344

Raw materials and packaging 3,210,571 4,052,854

Finished goods 772,338 895,114

Work-in-progress 176,067 173,949

Spare parts 708,851 694,826

Other stock items 782,467 1,426,855

20,178,669 20,865,942

Provision for obsolescence (284,838) (465,770)

$ 19,893,831 20,400,172

Movement in the provision for obsolescence:

2015 2014


Increase in provision – 139,815

Decrease in provision (180,932) –


As outlined in note 16, the cost of inventories recognised as an expense during the year was $52,681,092 (2014: $48,618,918).

8. Goodwill

Goodwill comprises the following:2015 2014

Balance at beginning and end of the year $ 4,487,242 4,487,242

Goodwill is tested for impairment annually. The recoverable amount of the CGU which includes the goodwill is based on a value in use calculation. The value in use has been determined by discounting the future cash flows generated from the continuing use of the CGU.

The key assumptions used for the value in use calculations are as follows:• Cash flows are projected based on actual operating results and the annual plan. Cash flows for a further two year period are projected using expected annual growth rates. • Cash flows after the first five years were projected using expected growth rate, based on internal sources, in order to calculate the terminal recoverable amount. • Weighted average cost of capital (“WACC”) is applied in determining the recoverable amount of the CGU.

The WACC and expected growth rate are as follows:

2015 2014

WACC 9.97% 9.97%

Expected growth rate 5.44% 1.82%

The values assigned to the key assumptions represent management’s assessment of future trends in the wine & spirits industry and are based on both external and internal sources (historical data). A limited change in key assumptions will not lead to a materially different outcome. Based on the value in use calculation management has determined that there has not been any impairment in the carrying amount of goodwill as at December 31, 2015 and 2014.


9. P

rope

rty,

pla

nt a

nd e

quip

men

t

Land

Build

ings

Leas

ehol

d im

prov

emen

tsPl

ant a

nd

mac

hine

ry

Furn

iture

, fix

ture

s an

d eq

uipm

ent

Vehi

cle

and

tran

spor

tatio

n eq

uipm

ent

Capi

tal

wor

k in

pr

ogre

ssTo

tal

Cost

/rev

alue

d am

ount

:

Bala

nce

at D

ecem

ber 3

1, 2

013

$6,

455,

460

16,1

81,5

572,

777,

933

34,1

35,2

7714

,102

,325

1,53

6,95

545

1,67

275

,641

,179

Reva

luat

ion

(745

,206

)1,

868,

371

--

--

-1,

123,

165

Addi

tions

--

--

--

2,75

7,63

42,

757,

634

Tran

sfer

s-

114,

819

218,

491

799,

953

174,

837

88,1

91(1

,396

,291

)-

Writ

e off

s-

--

--

(62,

148)

-(6

2,14

8)

Bala

nce

at D

ecem

ber 3

1, 2

014

5,71

0,25

418

,164

,747

2,99

6,42

434

,935

,230

14,2

77,1

621,

562,

998

1,81

3,01

579

,459

,830

Addi

tions

--

--

--

2,17

3,21

12,

173,

211

Tran

sfer

s-

118,

864

204,

441

1,13

7,76

176

2,13

533

9,82

8(2

,563

,029

)-

Writ

e off

s-

--

-(6

,334

)-

(6,3

34)

Bala

nce

at D

ecem

ber 3

1, 2

015

$5,

710,

254

18,2

83,6

113,

200,

865

36,0

72,9

9115

,039

,297

1,89

6,49

21,

423,

199

81,6

26,7

07

Acc

umul

ated

dep

reci

atio

n:

Bala

nce

at D

ecem

ber 3

1, 2

013

$-

1,27

9,11

32,

313,

949

24,0

31,8

0012

,803

,275

1,09

1,41

4-

41,5

19,5

51

Dep

reci

atio

n-

424,

389

174,

722

1,37

2,20

442

7,20

915

5,22

3-

2,55

3,74

7

Writ

e off

s-

--

--

(40,

213)

-(4

0,21

3)

Reva

luat

ion

-(1

,703

,502

)-

--

--

(1,7

03,5

02)

Bala

nce

at D

ecem

ber 3

1, 2

014

--

2,48

8,67

125

,404

,004

13,2

30,4

841,

206,

424

-42

,329

,583

Dep

reci

atio

n-

518,

993

195,

167

1,44

7,27

538

5,75

919

9,36

3-

2,74

6,55

7

Writ

e off

s-

--

--

(6,3

34)

-(6

,334

)

Bala

nce

at D

ecem

ber 3

1, 2

015

$-

518,

993

2,68

3,83

826

,851

,279

13,6

16,2

431,

399,

453

-45

,069

,806

Net

boo

k va

lue:

-

Dec

embe

r 31,

201

5$

5,71

0,25

417

,764

,618

517,

027

9,22

1,71

21,

423,

054

497,

037

1,42

3,19

936

,556

,901

Dec

embe

r 31,

201

4$

5,71

0,25

418

,164

,747

507,

753

9,53

1,22

61,

046,

678

356,

574

1,81

3,01

537

,130

,247


The Group’s land and buildings are stated at their revalued amounts, being the fair value at the date of revaluation, less any subsequent accumulated depreciation. The latest revaluation of land and buildings was done on December 31, 2014 by a qualified independent appraiser, Robin Brownrigg, using the income approach, except for one property where the cost basis was used. This resulted in a surplus of $2,826,667.

The fair value of land and buildings are included in Level 3 at the end of the reporting period. There were no transfers between the hierarchy Levels during the year.

There are no capital commitments on work in progress projects.

Revaluation surplus

2015 2014

Balance at January 1 $ 7,096,254 4,269,587

Surplus arising from revaluation – 2,826,667

Balance at December 31 $ 7,096,254 7,096,254

Had there been no revaluation, the carrying value of land would have been $1,689,070 (2014: $1,689,070) and of buildings would have been $4,719,560 (2014: $5,149,315).

10. Other intangible assets

Intangible assets consist of computer software as follows:

2015 2014

Cost:


Additions – 154,660


Accumulated amortisation:


Amortisation 42,599 30,310


Net book value: $ 113,418 156,017

11. Accounts payable and accrued expenses

Accounts payable and accrued expenses comprise the following:

2015 2014

Accounts payable - third parties $ 8,382,350 7,819,249

Accounts payable - related parties 2,949,915 1,307,851

Accrued expenses 1,995,031 3,304,542

$ 13,327,296 12,431,642

12. Share capital

Authorised, issued and fully paid share capital at December 31, 2015 and 2014:

No. of shares Amount

Ordinary shares of $0.005 each 30,000,000 $ 150,000


13. Commitments and contingencies

Operating lease commitments

The Group’s commitments on operating leases are as follows:

Less than 1 year 1 - 2 years 2 - 5 years More than 5 years Total

2015 $ 2,005,777 1,163,071 1,785,299 279,480 5,233,627

2014 $ 1,711,680 1,371,682 1,013,866 487,249 4,584,477

Lease expenses of $3,170,084 (2014: $3,241,158) (see note 16) includes rent on stores with no lease agreements. Future rentals of such stores are not included in lease commitments disclosed above.

Other commitments and contingencies

At December 31, 2015 the Group was contingently liable under customs bond guarantees of $867,000. These facilities are under joint and several liability of the Group in favor of each other.

At December 31, 2015 the Group had capital commitments of $nil (2014: $nil).

Loan facility

Effective May 30, 2014, BHL entered into a facility agreement with an affiliate for an unsecured loan of up to $2,000,000 (2014: $2,000,000). This facility bears interest at the rate of LIBOR plus 0.60% per annum (2014: LIBOR plus 0.60% per annum). As at December 31, 2015, $nil (2014: $nil) of this facility had been utilised.

Pending Litigation

Legal proceedings are pending against the Group in the ordinary course of business. Management considers that the aggregate liability resulting from these proceedings will not be material.

14. Balances and transactions with related parties

For the purpose of this note, affiliates include other Heineken group entities and directors. Additional related party transactions are disclosed in other notes to the consolidated financial statements.

2015 2014

Balances with the Parent

Accounts payable (note 11) $ 1,543,002 806,722

Transactions with the Parent

Know-how fee (note 16) 451,385 435,890

Royalties (note 16) 326,759 357,997

IT related and other fee (note 16) 519,449 222,290

Dividends paid (note 19) 13,725,000 14,400,000

Balances with affiliates

Accounts payable (note 11) 1,406,913 501,129

Transactions with affiliates

Purchases of inventories (notes 7 and 16) 643,322 764,197

IT related fee (note 16) 660,036 852,065

Supply chain fee (note 16) 57,392 110,542

Directors’ fee (note 16) 42,000 48,000


Know-how fee

Effective May 18, 2010, the Group entered into an agreement with the Parent to pay 0.4% per annum of revenue to Heineken as a know-how fee. Related payments are made and/or accrued for in the normal course of business.

Royalties

Royalties are calculated as a percentage of revenue and are payable to the Parent based on the relevant agreement. Related payments are made and/or accrued for in the normal course of business.

Purchase of inventories, IT related fee and supply chain fee

The Group sources certain inventories from its affiliates. IT related fee, supply chain fee and other fee are charged by Heineken and other Heineken group entities as incurred and are included in other expenses (see note 16). Related payments are made and/or accrued for in the normal course of business.

Compensation of key management personnel

During the year, key management personnel received compensation amounting to $1,087,622 (2014: $1,655,452), comprising short-term employee benefits of $992,850 (2014: $1,544,497), and post-employment benefits of $94,771 (2014: $110,955).

Included in key management costs are costs relating to a Long Term Incentive Plan. This is a share based plan which provides senior employees with Heineken N.V. shares based on the performance of the Heineken Group as a whole. The amount recognised in personnel cost amounted to $62,276 (2014: $82,944).

15. Other income and expenses

2015 2014

Miscellaneous income $ 658,278 1,034,158

Exchange gain/ (loss) (219,459) 10,378

Loss on write-off of property, plant and equipment 26,500 (21,935)

$ 465,319 1,022,601

16. Raw materials, consumables and services

2015 2014

Cost of inventories (including related import duties) $ 52,681,092 48,618,918

Excise duties and taxes 15,414,678 14,217,802

Distribution and marketing expenses 6,778,208 6,644,301

Occupancy expenses (note 13) 3,170,084 3,241,158

Utilities 2,399,731 3,387,285

Royalties (note 14) 1,414,105 1,804,462

Bad debt expense/(recovery) 188,977 125,006

Insurance 961,299 1,073,284

Repairs and maintenance 1,523,942 1,839,329

Know-how fee (note 14) 451,385 435,890

Other expenses (note 14) 6,115,316 5,824,975

$ 91,098,817 87,212,410

17. Employee pension plans

In 1997, the Group commenced a defined contribution pension plan. In accordance with the terms of the plan both employer and employees are required to contribute 5% (2014: 5%) of the participants’ earnings to the plan. Employees are permitted to make additional contributions in order to increase their retirement benefits. The Group’s contribution net of forfeitures to the plan included in personnel costs was $73,209 (2014: $94,032).


Employees are eligible to become participants of the plan upon the completion of a probationary period, provided they have attained the age of 18 years. The plan is mandatory for all employees who joined the Group after January 1, 1997 and optional for those who joined prior to January 1, 1997.

Burns House Limited (“BHL”) has a defined contribution plan for eligible employees. The employees contribute 5% (2014: 5%) of gross salary, and BHL contributes 5% (2014: 5%) of eligible earnings. BHL’s contribution to the pension costs net of forfeitures in respect to the plan for the year included in personnel costs amounted to $439,037 (2014: $335,540).

18. Basic and diluted earnings per share

The calculation of basic and diluted earnings per share is based on the consolidated net income divided by the weighted average number of ordinary shares outstanding during the year.

2015 2014

Net income $ 11,801,492 18,169,368

Weighted average number of shares 30,000,000 30,000,000

Basic and diluted earnings per share $ 0.39 0.61

19. Dividends

Dividends declared and paid by the Group amounted to $18,300,000 (2014: $19,200,000) including interim dividends of $7,500,000 (2014: $7,500,000). Dividends paid are based on basic earnings per share rounded to two decimal places.

20. Changes in non-cash working capital

2015 2014

Change in trade receivables, net $ (395,825) (357,839)

Change in prepaid expenses and other assets (1,091,924) 878,666

Change in inventories 506,341 (1,232,064)

Change in accounts payable and accrued expenses 895,654 2,294,940

$ (85,754) 1,583,703

21. Principal subsidiary and other significant operating subsidiaries

The following significant operating subsidiaries, all of which are incorporated in The Bahamas, are owned by the Group.

Percentage (%) Owned.

2015 2014

Burns House Limited 100 100

Butler & Sands Company Limited 100 100

Kerland Limited 100 100

Todhunter-Mitchell Distillers Limited 100 100

Todhunter-Mitchell Wines & Spirits Limited 100 100

Wholesale Wines and Spirits Limited 100 100

22. Financial instruments and associated risks

The Board of Directors has established a risk management framework whose primary objective is to protect the Group from events that hinder the sustainable achievement of the Group’s performance objectives.

There are a number of risks inherent in the drinks industry that the Board has identified and manages on an ongoing basis.


Among these risks, the more significant are market, credit and liquidity. In accordance with IFRS 7, Financial Instruments, the Group presents qualitative information about its exposure to risk and the objectives, policies and processes for measuring and managing these risks. Further quantitative disclosures are included throughout this note.

(a) Market risk

Market risk is the risk that future changes in market conditions such as foreign exchange rates and interest rates will affect the Group’s income or the value of its holdings of financial instruments. The objective of market risk management is to manage and control market risk exposures within acceptable parameters, while optimising the return on risk.

(i) Currency risk

The Group is party to financial instruments or enters into transactions denominated in currencies other than its functional currency. Consequently, the Group is exposed to risks that the exchange rate of its currency relative to other foreign currencies may change in a manner that has an adverse effect on the value of that portion of the Group’s assets or liabilities denominated in currencies other than the Bahamian dollar. Raw materials, packaging and finished products are purchased principally from Europe and are payable in Euros. The Group does not hedge against movements in foreign currency exchange rates.

The Group’s total net liability exposure to fluctuations in foreign currency exchange rates (B$ vs. Euro) at December 31, 2015 was $2,492,465 (2014: $1,052,538).

The average exchange rate between the B$ and the Euro was B$1 = Euro 0.90 (2014: B$1 = Euro 0. 75). The spot rate at December 31, 2015 was B$1 = Euro 0.92 (2014: B$1 = Euro 0. 82).

Sensitivity analysis

A 10 percent strengthening of the B$ against the Euro at December 31, 2015 would have increased equity and net income by approximately $97,092 (2014: $105,254). This analysis assumes that all other variables, in particular interest rates, remain constant. A 10 percent weakening of the B$ against the Euro at December 31, 2015 would have had the equal but opposite effect on equity and net income of the amounts shown above, on the basis that all other variables remain constant.

(ii) Interest rate risk

Interest rate risk refers to the risk of loss due to adverse movements in interest rates. The Group’s interest rate risk arises from borrowings and its banking facilities. The Group manages its exposure to fluctuations in interest rates by linking its cost of borrowing to prevailing domestic or international interest rates.

(b) Credit risk

Credit risk is the risk that a counter party to a financial instrument will fail to discharge an obligation or commitment that it has entered into with the Group.

The Group’s maximum exposure to credit risk is as follows:

2015 2014

Cash held with banks (note 4) $ 1,292,987 7,067,022

Trade receivables, net (note 5) 3,370,556 3,163,708

Other receivables, net (note 6) 1,491,120 873,513

Staff loans (note 6) 9,248 3,915

$ 6,163,911 11,108,158

Management actively monitors the aging of receivables and establishes an allowance as circumstances warrant. The Group does not anticipate any losses in excess of the allowance for doubtful accounts as a result of this exposure.

Cash at bank amounting to $1,292,987 (2014: $7,067,022) was deposited with regulated financial institutions. Accordingly management considers this to bear minimal credit risk.

The Group does not have a significant concentration of credit risk as it transacts and deals with various customers and counterparties.


(c) Liquidity risk

Liquidity risk is the risk that the Group will not be able to meet its financial obligations as they fall due. The Group’s approach to managing liquidity is to ensure, as far as possible, that it will always have sufficient liquidity to meet its liabilities and other commitments when due, under both normal and stressed conditions, without incurring unacceptable losses or risking damage to the Group’s reputation.

The Group has no long-term liabilities. Contractual cash flows for accounts payable and accrued expenses are equal to carrying amounts and are due within 6 months or less.

23. Segment information

The Group has adopted IFRS 8, Operating Segments. IFRS 8 requires operating segments to be identified on the basis of internal reports about components of the Group that are regularly reviewed by the chief operating decision maker in order to allocate resources to the segments and to assess their performance. This standard has been applied to all years presented in the consolidated financial statements. Information regarding the Group’s reportable segments is presented below.

The Group’s revenue from operations by reportable segment is as follows:

Segment revenue

2015 2014

Wholesale $ 106,966,157 105,996,323

Retail 37,777,768 38,208,946

Production 51,505,983 51,232,829

$ 196,249,908 195,438,098

Inter-segment revenue

2015 2014

Wholesale $ 21,961,896 20,663,124

Production 50,764,572 50,617,936

$ 72,726,468 71,281,060

Revenue from external customers

2015 2014

Wholesale $ 85,004,260 85,333,199

Retail 37,777,768 38,208,946

Production 741,411 614,893

$ 123,523,439 124,157,038

The Group’s net income by reportable segment is as follows:

2015 2014

Wholesale $ 1,839,828 6,132,482

Retail 1,370,906 4,636,085

Production 8,590,758 7,400,801

$ 11,801,492 18,169,368


The Group’s assets by reportable segment are as follows:

2015 2014

Wholesale $ 24,541,799 22,094,502

Retail 4,359,809 5,801,920

Production 32,410,798 33,670,626

Total segment assets 61,312,406 61,567,048

Unallocated 7,339,185 12,687,397

Total assets $ 68,651,591 74,254,445

For the purposes of monitoring segment performance and allocating resources between segments, the only assets allocated by segment are trade and other receivables, inventories and property, plant & equipment.

The Group’s liabilities by reportable segment are as follows:

2015 2014

Wholesale $ 5,333,199 5,454,177

Retail 453,825 389,034

Production 7,540,272 6,588,431

$ 13,327,296 12,431,642

The Group’s additions to property, plant and equipment by reportable segment are as follows:

2015 2014

Wholesale $ 632,416 292,067

Retail 333,167 352,267

Production 1,207,628 2,113,300

$ 2,173,211 2,757,634

The Group’s revenue from external customers by geographical location from operations from its major products and services are as follows:

2015 2014

Bahamas $ 122,782,028 123,542,145

United States 741,411 614,893

$ 123,523,439 124,157,038

Included in revenues arising from direct sales from the Group’s wholesale segment to its customers is $15,947,790 (2014: $18,273,423) which arose from sales to the Group’s top five customers.

24. Fair values of financial instruments

The carrying values of financial assets and liabilities are considered to approximate their fair values due to the following reasons:

(a) immediate or short-term maturity; and/or

(b) interest rates approximate current market rates

The fair values of cash and cash equivalents, trade and other receivables, accounts payable and accrued expenses are not considered to be materially different from their carrying values due to their short-term nature.


25. Capital management

The Group is not subject to externally imposed capital requirements except that under The Companies Act 1992, the Group may not declare and pay a dividend if there are reasonable grounds for believing that:

(a) the Group is unable or would, after the payment of dividends be unable to meet its liabilities as they become due; or

(b) the realisable assets of the Group will be less than the sum of its total liabilities and outstanding share capital.

There were no changes in the Group’s approach to capital management during the year.

With effect from January 1, 2011 the Group’s policy is to distribute 100% of consolidated net income as dividends subject to the provisions of the The Companies’ Act 1992 as outlined above. The frequency of the payout is at the discretion of the Board of Directors and is subject to approval at the annual shareholders’ meeting.


Commonwealth Brewery Limited

Clifton Pier

P.O. Box N-4936

Nassau, Bahamas

Produced by Diane Phillips & Associates

contents - commonwealth brewery limited · contents introduction ... today, cbl employs 413 persons...

Documents