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SLIDE 2 Certain information presented today may constitute forward-looking statements. Such statements reflect the Fund’s current expectations, estimates, projections, and
- assumptions. These forward-looking statements are not guarantees of future
performance and are subject to certain risks which could cause actual performance and financial results in the future to vary materially from those contemplated in the forward- looking statements. For additional information on these risks, please see the Fund’s Annual Information Form under the heading, “Risk Factors”.
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David G. Broadhurst
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Frank J. Coleman
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Wendy F. Evans
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Gary J. Lukassen
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Keith G. Martell
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James G. Oborne
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(January 31, 1998 - January 31, 2008)
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TOTAL RETURN ON INITIAL INVESTMENT OF $10,000
(January 31, 1988 - January 31, 2008)
SLIDE 16 TRUST OR CORPORATE STRUCTURE
- Distribution/Dividend Policy
- Same Vision for Growth
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SALES GROWTH ($ in millions)
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SAME STORE SALES (%) INCREASE
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TRADING PROFIT GROWTH ($ in millions)
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NET EARNINGS ($ in millions)
SLIDE 22 NET EARNINGS PER UNIT (diluted)
All per unit information has been restated to reflect the three-for-one split that occurred on September 20, 2006.
SLIDE 23 CASH FLOW FROM OPERATIONS ($ in millions) / CASH DISTRIBUTIONS
Cash Distributions Cash Flow from Operations
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RONA & ROE (%)
RONA ROE
SLIDE 25 TOTAL RETURN
NWF Business Trusts Retail Sector
19 4.9
SLIDE 26 NWF.UN TSX Composite Retailing Group
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TOTAL SALES ($ in millions)
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SAME STORES % INCREASE
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TRADING PROFIT PERFORMANCE ($ in millions)
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NET EARNINGS ($ in millions)
SLIDE 31 QUARTERLY DISTRIBUTION / PER UNIT
RECORD DATE – JUNE 30 / PAYMENT DATE – JULY 15
All per unit information has been restated to reflect the three-for-one split that occurred on September 20, 2006.
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Annualized Revenue by Banner ($ in millions)
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- Accessible, friendly & human scale
- Counted on to help make lives better
- A “multi-local” approach
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- Accessible, friendly & human scale
- Counted on to help make lives better
- A “multi-local” approach
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- Cost-U-Less acquisition
- 21 new stores
- Major reinvestments in 18 stores
- 1,200 new associates
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Seven New Giant Tiger Stores
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Seven New Giant Tiger Stores
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Northern Canada Store Investment
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Northern Canada Store Investment
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Northern Canada Store Investment
SLIDE 44 International Expansion – The Strategic Fit
infrastructure
- Unique, indigenous cultures
- Regulatory barriers to entry
- Linked to our existing supplier base
SLIDE 45 Cost-U-Less Considerations
- A few markets that we knew well
- Guam was a first priority
- Cost-U-Less sale process
intervened
SLIDE 46 Cost-U-Less Considerations
- A few markets that we knew well
- Guam was a first priority
- Cost-U-Less sale process
intervened
SLIDE 47 Cost-U-Less Considerations
- Caribbean region strength
- Remote island, warehouse store
expertise
- Transition has been smooth
- Deeper analysis showed market
and people strength
SLIDE 48 Cost-U-Less Considerations
- Caribbean region strength
- Remote island, warehouse store
expertise
- Transition has been smooth
- Deeper analysis showed market
and people strength
SLIDE 49 Selling Event Focus
- Plans to the “event”, not the
calendar
- Sets targets and build excitement
- Northern Canada +16.7%
- Alaska +14.6%
SLIDE 50 Selling Event Focus
- Plans to the “event”, not the
calendar
- Sets targets and build excitement
- Northern Canada +16.7%
- Alaska +14.6%
SLIDE 51 Store-Based Ordering
- Essential to serving unique
communities
- General merchandise ordering
shift to store
- New technology, processes and
learning
- Overall goal of 90% utilization
achieved
SLIDE 52 Store-Based Ordering
- Essential to serving unique
communities
- General merchandise ordering
shift to store
- New technology, processes and
learning
- Overall goal of 90% utilization
achieved
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SLIDE 54 Sustaining our Business
- Energy inflation
- Giant Tiger food competition
- General recession spillover
- Matching 2007 northern performance
SLIDE 55 Growing our Business
- Integrate 2007 new investment
- Optimize food sales
- Pursue discretionary spending
- Develop leadership and planning capability
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Impact of Fuel Costs - Energy (cents per kWH)
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Impact of Fuel Costs - Freight (cents per lb)
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Impact of Fuel Costs - Gas (cents per litre)
SLIDE 59 Impact of Fuel Costs
- More income will be spent on essentials
- Remote customers will need support
- Road customers will shop close to home
- Positive for food, some growth in durables
SLIDE 60 Giant Tiger Food Business
- Manitoba is the growth model
- Food is a key traffic builder
- Growth limited by current
environment
SLIDE 61 Giant Tiger Food Business
- Manitoba is the growth model
- Food is a key traffic builder
- Growth limited by current
environment
SLIDE 62 Giant Tiger Food Business
- Keep finding lower costs
- Build “stock-up” shopping appeal
- Expand private label selection
- Slower pace until outlook improves
SLIDE 63 Giant Tiger Food Business
- Keep finding lower costs
- Build “stock-up” shopping appeal
- Expand private label selection
- Slower pace until outlook improves
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- Work was not completed in 2007
- Focus on 40 senior leaders in 2008
- Emphasis on practicing our principles
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Ian Sutherland
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