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Maple Leaf Foods Inc.
Maple Leaf Foods Inc.Annual Report 2006

Building a globally-admired meats, meals and bakery company.

annual report
30 St. Clair Avenue West, Suite 1500
Toronto, Ontario, Canada M4V 3A2 2006
www.mapleleaf.com Printed in Canada
Corporate Information
A simpler,
CAPITAL STOCK SHAREHOLDER INQUIRIES
The Companys authorized capital consists of an unlimited Inquiries regarding dividends, change of address, transfer
number of voting common and an unlimited number of non- requirements or lost certificates should be directed to the
voting common shares. At December 31, 2006, 105,135,866 Companys transfer agent:
voting shares and 22,000,000 non-voting shares were issued
focussed,
and outstanding, for a total of 127,135,866 outstanding shares. Computershare Investor Services Inc.
There were 1,188 shareholders of record of which 1,146 were 100 University Avenue, 9th Floor
registered in Canada, holding 99.2% of the issued voting shares. Toronto, Ontario, Canada M5J 2Y1
All of the issued non-voting shares are held by Ontario Teachers Tel: (514) 982-7555
more profitable
Pension Plan Board. These non-voting shares may be converted or 1-800-564-6253 (toll-free North America)
into voting shares at any time. or [email protected]
OWNERSHIP COMPANY INFORMATION
business
The Companys major shareholders are McCain Capital For public and investment analysis inquiries, please contact our
Corporation holding 41,518,153 voting shares representing Vice-President, Public & Investor Relations at (416) 926-2000.
32.6% of the total issued and outstanding shares and
OntarioTeachers Pension Plan Board holding 20,728,371 voting For copies of annual and quarterly reports, annual information
shares and 22,000,000 non-voting shares representing 33.6% of form and other disclosure documents, please contact our Senior
the total issued and outstanding shares. The remainder of the Vice-President, Transactions & Administration and Corporate
issued and outstanding shares are publicly held. Secretary at (416) 926-2000.
CORPORATE OFFICE TRANSFER AGENT AND REGISTRAR
Big changes are happening at Maple Leaf Foods. Maple Leaf Foods Inc. Computershare Investor Services Inc.
100 University Avenue, 9th Floor
30 St. Clair Avenue West
Suite 1500 Toronto, Ontario, Canada M5J 2Y1
We are simplifying our businesses. We are driving Toronto, Ontario, Canada M4V 3A2 Tel: (514) 982-7555
Tel: (416) 926-2000 or 1-800-564-6253 (toll-free North America)
innovation. We are sharpening our focus and Fax: (416) 926-2018 or [email protected]
Website: www.mapleleaf.com
transforming our company. AUDITORS
ANNUAL AND GENERAL MEETING KPMG llp
The annual and general meeting of shareholders of Maple Leaf Toronto, Ontario
Read on. Foods Inc. will be held on Thursday, April 26, 2007 at 11:00 a.m.
at the Design Exchange, 234 Bay Street, Toronto, Canada. STOCK EXCHANGE LISTINGS AND STOCK SYMBOL
The Companys voting common shares are listed on The Toronto
DIVIDENDS Stock Exchange and trade under the symbol MFI.
The declaration and payment of quarterly dividends are made at
the discretion of the Board of Directors. Anticipated payment RAPPORT ANNUEL
dates in 2007: March 29, June 29, September 28 and Si vous dsirez recevoir un exemplaire de la version franaise
December31. de ce rapport, veuillez crire ladresse suivante : Secrtaire de
la socit, Les Aliments Maple Leaf Inc., 30 St. Clair Avenue
West, Toronto, Ontario M4V 3A2.
1 Financial Highlights 2 Segmented Operating Results 3 Letter from the Chairman

4 Message to Shareholders 14 Financial Statements
financial highlights
For years ended December 31
(In millions of Canadian dollars, except share information) 2006 2005 2004 2003 2002
Consolidated results
Sales 5,895 6,129 6,056 4,841 4,881
Earnings from operations(i) 224 263 256 152 204
Net earnings, as reported 5 94 102 30 80
Net earnings before restructuring and
non-recurring tax adjustment(ii) 73 103 102 41 80
Return on assets employed(iii) 6.5% 8.2% 8.9% 6.4% 9.2%
Financial position
Net assets employed(iv) 2,405 2,256 2,105 1,561 1,430
Shareholders equity 994 999 906 654 644
Net borrowings 1,214 1,063 1,046 785 667
Per share
Net earnings, as reported 0.04 0.74 0.90 0.27 0.71
Net earnings before restructuring and
non-recurring tax adjustment(ii) 0.57 0.81 0.90 0.36 0.71
Dividends 0.16 0.16 0.16 0.16 0.16
Book value 7.82 7.82 7.24 5.78 5.70
Number of shares (millions)

Weighted average 127.5 126.8 113.6 113.1 112.5
Outstanding at December 31 127.1 127.7 125.2 113.2 112.9
(i) Excludes restructuring and other related costs (2006, 2005 and 2003).
(ii) Excludes restructuring and other related costs (2006, 2005 and 2003) and non-recurring tax adjustments (2006).
(iii) After-tax, but before interest, calculated on average month-end net assets employed. Excludes restructuring and other related costs (2006, 2005 and 2003).
(iv) Total assets, less cash, future tax assets and non-interest bearing liabilities.
Operating Earnings before

Domestic vs. Restructuring and Other
Sales by Group International Sales Total Assets by Group Related Costs
n 63.5% Meat Products n 72.7% Domestic n 47.4% Meat Products n 45.1% Bakery Products
n 22.6% Bakery Products n 14.0% U.S. n 24.8% Bakery Products n 33.2% Meat Products
n 13.9% Agribusiness n 13.3% Other International n 21.5% Agribusiness n 21.7% Agribusiness
n 6.3% Not Allocated
20 0 6 Annual Report
segmented operating results
Protein Value Chain

(In millions of Canadian dollars) 2006 2005 % change
Meat Products Group

Sales 3,746 4,102 (9) %
Earnings from operations before restructuring and other related costs 74 60 24 %
Total Assets 1,552 1,550 0%
Agribusiness Group
Sales 816 801 2%
Earnings from operations before restructuring and other related costs 49 102 (52) %
Total Assets 703 640 10 %
Total Protein Value Chain

Sales 4,562 4,903 (7) %

Earnings from operations before restructuring and other related costs 123 162 (24) %
Total Assets 2,255 2,190 3%
The Meat Products Group includes Consumer Foods, Pork, Poultry and Global operations.
The Agribusiness Group comprises Hog Production, Feed and Rendering operations.
Bakery Products Group

Sales 1,334 1,226 9%

Earnings from operations before restructuring and other related costs 101 101 0%
Total Assets 811 695 17 %
The Bakery Products Group is comprised of Maple Leaf Foods 88.0% ownership in Canada Bread Company, Limited,
a leading producer and distributor of fresh bakery products, frozen partially-baked or par-baked products, and fresh
pasta and sauces, with operations across Canada, in the United States and the United Kingdom.
M a p l e L e af F o o ds I N C .
G. Wallace F. McCain
Chairman
letter from the chairman

Dear Fellow Shareholders: We examined every aspect of our beyond managing the currency
protein businesses to determine issue alone. It will result in a leaner,
Good corporate governance is about how best to tap the underlying value more focussed and more profitable
creating lasting shareholder value. of our people, assets, brands, and Company, connecting with customers
Nothing aligns corporate and market positions. and consumers in market segments
shareholder interests quite like where we can improve our margins
business success. After much scrutiny and debate, it was and control our destiny.
clear that the best path to generate
Directors are ultimately responsible earnings growth was to build on I thank the directors for overseeing
for ensuring the company has a sound Maple Leafs core strengths in further a difficult renewal process. Their
long-term business strategy. Setting processed, value-added meats and business expertise and grasp of
the right strategy is fundamental for meals, which complements our highly global economics, coupled with
business success. At Maple Leaf successful bakery business. These a willingness to speak up and get
Foods, we discuss strategy at every businesses are bound together by involved, were essential to the final
Board meeting. Every year, we oversee an excellent track record in product outcome. We are confident, as fellow
an exhaustive review of competitive innovation, a depth of experience shareholders, that Maple Leafs new
positioning and strategy for every in consumer packaged goods, and strategic direction will result in strong
business unit. regional, national and international growth, sustainable profitability and
market and brand leadership. enhanced shareholder value.
In 2006, we wrestled with the critical
problem of how currency and industry The Board was fully engaged at every Sincerely,
changes were impacting our earnings step in this critical course correction,
and global competitiveness. In the bringing the diversity of experience
spring, to tackle this issue, management from their distinguished careers to
initiated the most comprehensive bear in the search for the right G. Wallace F. McCain
strategic review since the current solution. The outcome is a new Chairman
Company was formed 12 years ago. strategic direction that goes well
Message to Shareholders
fellow shareholders:
We have long held the vision of Maple other Canadian manufacturers who Cash flow from operations declined
Leaf Foods as a globally competitive compete internationally has been to $132 million from $265 million
enterprise in the food business. That affected by a 38% rise in the Canadian Capital expenditures increased
vision is sustained by great strengths dollar versus the U.S. dollar. This 11% to $170 million
powerful consumer brands, leading significant currency shift extracted Return on net assets was 6.5%,
market shares, a strong innovation more than $100 million annually in our compared with 8.2% in 2005
track record; excellent assets managed cost competitiveness between 2003 Share price at year end was $12.34,
with operational discipline; and intense and 2006, and impacted earnings underperforming the S&P Food
leadership development to deepen accordingly. Put another way, we Products Index by 36%
the talent pool. These strengths are estimate this currency shift has
underpinned by a solid balance sheet decreased our earnings by roughly Our Protein Value Chain operations,
and an ability to consistently generate $0.50 per share annually for each and particularly our hog production
substantial cash. of the last three years. The headline and fresh pork operations, took the
story of 2006 is that at the start of the brunt of the currency exposure
Our strengths, however, have been year, we had a $100 million hole to because hogs are valued in U.S.
overshadowed in recent years by fill, but by the end of the year, we dollars, and fresh pork competes
currency shifts that have significantly had a plan to recover it and actions globally in pricing denominated
impacted our profitability and were well underway. predominantly in U.S. dollars and
threatened the long-term viability Japanese yen. In these parts of our
of the business model in the protein Overall, our financial performance business we are price takers, not
side of our operations. in 2006 looked like this: price makers. When the U.S. dollar
Sales decreased 4% to $5.9 billion or the Japanese yen declines in value
This vulnerability, along with a difficult Earnings from operations before relative to the Canadian dollar, we feel
year in commodities, weakened our restructuring and other related costs that in the form of compressed margins
2006 financial performance. Since declined 15% to $224 million throughout the protein value chain and
2002, Maple Leaf Foods along with Earnings per share declined to related segments due to the global
$0.04 from $0.74 nature of the business.
Michael H. McCain
President and CEO
Operating earnings in our Meat buoyed by increased consumer

Products Group increased by 24% demand for pasta and product
to $74 million in 2006. We offset some innovation that delivers healthy product
of the currency impact with gains in options. Higher distribution costs
processing efficiency, innovation, and in our U.S. frozen bakery business,
better sales execution. The good news combined with a 10-year high in wheat
is that our brand focussed, consumer- prices, resulted in lower profits for the
oriented, packaged meats and meals year as we were unable to completely
businesses performed extremely well pass on price increases. Higher
and will shape our new protein strategy. U.K. bakery earnings resulted from
Our Agribusiness Group, and notably increased production at our new
hog production, suffered the most Rotherham bagel plant, and
from the currency changes, with acquisitions that have established us as
a 52% decline in operating earnings a significant player in the value-added
from 2005. bakery business in the United Kingdom.
In the Bakery Products Group, where Our Company continues to generate

we are less exposed to currency good cash flow, with $132 million
fluctuations, we recorded operating in operating cash flow in 2006.
earnings of $101 million, despite We invested approximately $170 million
dramatic flour and energy cost in capital in 2006 to improve existing
increases. Our fresh bakery business plants or increase future profit potential,
continues to benefit from strong and spent roughly $80 million on
market shares, leading brands and new business acquisitions. We ended
new product innovation that delivers the year with a strong balance sheet,
consumers premium nutrition and reflected in a Net Debt/EBITDA ratio
freshness. Our fresh pasta business of 3.2.
in Canada also had a banner year,
revitalizing our global competitiveness

Revitalizing Our reduces our size in these businesses,
Global Competitiveness and in doing so, is expected to lower
The stark realization we faced in 2006 our overall exposure to currency and
was that our long-standing vision of commodity swings. We will focus our
producing fresh pork for the world resources on markets with higher
was no longer viable. Our protein growth and margins, with a greater
business model had to change. In the emphasis on innovation, brands and
spring of 2006, we set out to determine consumer focus.
the best path to manage the impact
of currency and recover our lost cost The consequences of this new direction
competitiveness. The result, announced are as follows:
in October 2006, was a dramatic shift First, we will simplify our organizational
in strategy and the implementation of structure by integrating the six loosely
a new business model in our protein connected operating companies in our
value chain operations. We will focus protein value chain into one, vertically
on what we can both control and integrated, protein organization.
do best build on our formidable
strengths in further processed, Second, we will focus growth in
branded, value-added meats and the value-added fresh and further
meals. As a result, all parts of our processed meats and meals
protein value chain operations animal businesses, with meal solutions a
feed, hog production and primary significant component of this vision.
processing are being scaled to We will sell or exit businesses not
support our core value-added protein aligned to this new business model.
business. This change in direction
a simpler, more focussed model
Third, we will be cost competitive on deliver amazing fresh food taste and
a North American basis. This means texture with out of the garden visual
a renewed effort to drive out costs in appeal, but with product shelf life that
the supply chain and organizational makes this freshness both convenient
structure through better-scaled plants, and economical for consumers. We
higher asset utilization, new technology, now offer a complete line of these
and increased shared services. refrigerated complete-meal entrees
and soups in single serve and family
Finally, we are intensifying our
portion sizes.
consumer orientation and accelerating
our investment in product innovation
Working with national retail customers,
to increase the value of the fresh meat
we are creating home meal solution
we process and convert these products
destinations in visually appealing
into nutritious, appetizing and
areas of grocery stores, building market
convenient meal solutions.
leadership in a category that is growing
annually at double digit rates. We
We have already established significant
are also deepening our foodservice
brand and market leadership in the
customer relationships, where providing
value-added meals category. In
them with fully cooked meats and
early 2007, we are broadening our
meals saves them time, labour and
penetration of this segment through
equipment costs, and reduces spoilage
the launch of a major new product
and food safety issues. We anticipate
line, Maple Leaf Simply Fresh.
strong growth in this market, supported
Using modern, new food processing
by a major expansion of our fully
technologies to preserve freshness
cooked red meats processing
and nutritional value, we are able to
capacity in 2007.
transforming our protein business

Transforming our We are consolidating our existing
Protein Business pork processing operations into one
Our new protein strategy is expected double-shifted operation at our plant
to be transformational for Maple Leaf in Brandon, Manitoba, and plan to
Foods in fundamental ways: sell, convert or close our remaining
We are reducing our hog production six plants.
operations from partial ownership
of 120,000 sows to full ownership We have achieved a number of
of about 40,000 sows. milestones since launching this
We are proceeding to sell our animal reorganization in October 2006.
nutrition business; keeping only These include:
two mills to meet our internal hog Formally launched the sale process
production feed requirements. of Maple Leaf Animal Nutrition;
We will remain in the fresh pork Commenced the restructuring of our
business to primarily support our Western hog operations, with a goal
internal raw material needs. As a to largely complete the restructuring
result, we aim to reduce the hogs we of the entire hog production business
process from 7.5 million to 4.3 million by early 2008;
annually. While we will still sell fresh Established a united leadership team
meat to strategic, value-added to manage our fresh and further
customers in select domestic and processed meats businesses;
global markets, this will be done Exited our non-core global
in balance to complement our businesses, focussing a smaller team
internal supply requirements. on selling Maple Leaf meat products
into international markets;
working the plan
Announced the closure by mid-2007 This renaissance will build a stronger
of our Eastern poultry processing and profitable global enterprise
plant and our fresh pork processing and strengthen shareholder value.
operations in Saskatchewan; and Restructuring costs related to
Began construction of new the reorganization of our protein
wastewater treatment facilities and business are estimated to be between
other expansions necessary to allow $100 million and $150 million, of which
us to ramp up a second shift at the approximately $50 million was recorded
Brandon pork plant later this year. in 2006. We anticipate that these
restructuring charges and incremental
We have much left to do! In 2007, we costs related to the reorganization will
plan to complete the sale of the animal impact short-term earnings. However,
nutrition business, launch the sale of as a result of these actions we expect
our Burlington pork plant, integrate our to yield more than $100 million in
three meat companies into a single annualized incremental profitability
organization, close two or more primary by the end of 2009, from a sustainable
processing operations, commence a and growing base.
second shift in Brandon, and largely
complete the restructuring of our
Manitoba hog production operations.
creating value
Value Creation in Bakery further improve operating efficiencies through price increases to cover rapidly
and Acquisition Synergies at our 23 further processed rising input costs. The focus in 2007
We have discussed our protein value manufacturing facilities and seven will be growing the top line through
chain reorganization at length. It is well distribution centres, which will include more innovation and expansion into
underway and we anticipate it will be some consolidation of facilities and new product categories, supported
largely completed in the next two years. investment in new assets, such as by our strong national distribution
But reorganizing the protein value chain the newly-acquired further processed capabilities. The strategy includes
is not our only path to value creation. plant in Brampton, Ontario. By 2008, greater ethnic product offerings, where
We have yet to fully harvest the value we expect to have consolidated our market growth is outpacing traditional
of the Schneider Foods acquisition in existing warehousing and distribution breads and rolls, and expanding into
2004, and our very successful Bakery facilities in Western Canada into two ready-to-eat fresh sandwich and sweet
Products Group continues to generate high efficiency centres. goods. Our successful fresh pasta
top and bottom line opportunities. business fits well into our plans to
Our fresh bakery business has expand in the meal solutions category,
To further realize synergies from the achieved outstanding results, and we anticipate leveraging the
Schneider Foods/Maple Leaf merger, benefiting from an emphasis on strength of the Olivieri brand by
we will begin to execute on plant nutrition, innovation, brand leadership, extending it to other food categories.
and distribution network optimization and continuous cost improvement,
opportunities in 2007. The goal is to while maintaining the discipline to pass
10 M a p l e L e af F o o ds I N C .
taking bakery to new heights
Our U.S. frozen bakery business has and more recently, the French Croissant
lagged behind, affected by increased Company, we have broadened our
warehousing and distribution costs offerings to include bagels, hand-held
related to higher fuel prices, high flour snacks, in-store bakery products and
costs and some operating challenges. croissants. In 2007, we are integrating
On the plus side, we grew volumes our four relatively independent bakery
and rationalized a large number of companies into one, focussed U.K.
small product lines to improve plant bakery organization.
capacity utilization. We are acting to
improve profitability in this business, Overall, we expect capital expenditures
where we believe we have excellent in 2007 to rise 30% to $220 million
assets and strong market share. compared with $170 million in 2006.
This may require new investments to Investing in our asset base will be
consolidate our position in key markets, critical to reducing our manufacturing
improve our asset network, and reduce costs and bringing them in line with
freight and distribution costs. our U.S. competitors. Major projects
include the Simply Fresh line of chilled
In the past five years, we have grown meal products, wastewater upgrades
our U.K. bakery business from a small and expansion at our Brandon pork
bagel operation to one of the leading processing plant, a new Western
specialty bakeries in the United Canada distribution system, and
Kingdom. Through a major investment capacity expansions to support
in our Rotherham bagel plant, the growth in our U.K. bakery business.
acquisitions of our Walsall bakery
20 0 6 Annual Report 11
our foundations
Change is painful, particularly when Strengths that are less visible outside
it takes apart something you have the Company include a hard driving
invested substantial emotional and culture that fosters individual leadership
intellectual energy to create. We are and ability to attack tough issues
fortunate to have many strengths on head-on; a culture that executes with
which to build our revitalized vision as passion and discipline in search of
a globally-admired, value-added meats, always higher performance; a culture
meals and bakery company strengths built on our core foundations of Maple
that result from years of investment Leaf Leadership Edge and Six Sigma.
and effort. These include our This culture has and will continue to
world-class assets, competitive labour serve us well as we transform Maple
agreements, and brand and market Leaf over the next couple of years.
leadership resulting from strategic
acquisitions that have consolidated In 2006, we invested 8,070 days
the Canadian protein and bakery in Leadership and Six Sigma
industries and established Maple development. Our new frontier is taking
Leaf as one of the leading players. this movement to the front line of the
We intend to deploy this strategy organization which we are doing with
globally to guide our growth ensuring Maple Leaf Six Sigma @ The Edge.
we only participate in businesses and Our investment in this DNA of the
markets where we can establish brand organization remains vital to our
and/or market leadership. success, as we draw on the talent of
all our people to balance the demands
of complex change with the everyday
management of our businesses.
J. Scott McCain,
Michael H. Vels,
Michael H. McCain,
Richard A. Lan
Workplace safety is always the Through it all, the steady hand and
bellwether of well-run plants. Last strong contribution of our Bakery
year we achieved our sixth consecutive Products Group and value-added
year of improvements in our health meats businesses stabilized our
and safety record, with a 14.8% decline financial performance. A strategy Michael H. McCain
in lost time accidents. In 2006, our of hope would not suffice. In 2006,
Roanoke and Central Bakery operations we faced this challenge head on.
received the CEO Gold Award for We believe, when complete, we will
Richard A. Lan
operating 1,000,000 hours without be that globally-admired value-added
a lost time injury, joining seven other meats, meals and bakery company we
plants which have received this award aspire to be; a simpler, more focussed
since 2001 when the award was first organization, considerably more J. Scott McCain
introduced. Four plants received the profitable with lower volatility, less
CEO Silver Award in 2006 for operating exposure to currency, higher growth
350,000 hours without a lost time injury. rates, more innovation, stronger brands
In total, 47 plants have received this and ultimately more in control of our Michael H. Vels
award since 2001. Congratulations to own destinyin short, a Renaissance!
everyone involved for your personal
engagement and commitment to Our foundation to accomplish this?
workplace safety leadership! Great people and discipline! We are
well accustomed to change and we
In summary, our protein business have the organizational depth to
detracted from shareholder value achieve our goals. In 2007 we are
over the past three years, as currency aggressively working that plan.
evaporated competitive advantage.
20 0 6 Annual Report 13
06
financial statements
For the Year 2006
15 Results of Operations 16 Operating Segments 17 Operating Review 18 Meat Products Group 19 Agribusiness Group
19 Bakery Products Group 20 Company Reorganization 22 Acquisitions and Divestitures 23 Capital Resources and Liquidity
25 Derivatives and Other Financial Instruments 26 Share Capital and Dividends 26 Environment 26 Risk Factors
29 Critical Accounting Estimates 30 Changes in Accounting Policies 31 Recent Accounting Pronouncements
32 Disclosure Controls and Internal Controls Over Financial Reporting 32 Summary of Quarterly Results
32 Forward-Looking Statements 34 Managements Statement of Responsibility 34 Auditors Report to the Shareholders
35 Consolidated Financial Statements 38 Notes to the Consolidated Financial Statements
58 Corporate Governance and Board of Directors 60 Senior Management and Officers 61 Corporate Information
Managements Discussion and Analysis
The Business
Maple Leaf Foods Inc. is a leading Canadian food processing company committed to delivering quality food products to consumers
around the world. Headquartered in Toronto, Canada, the Company employs approximately 24,000 people at its operations across
Canada and in the United States, Europe and Asia.
Effect of Restructuring and Other Related Costs

Except where noted, operating earnings, net earnings, earnings per share (EPS) and return on net assets (RONA) comparisons
for 2006 exclude $64.6 million before tax ($49.9 million after-tax and minority interest) in restructuring and other related costs
incurred in the third and fourth quarters of 2006, and also exclude $21.2 million in non-recurring tax expense recorded in the third
quarter. Management believes that this is the most appropriate basis on which to evaluate operating results, as restructuring and
other related costs are not representative of continuing operations.
Selected Financial Highlights

The following is a summary of audited financial information for the three years ended December 31, 2006 (in millions of dollars
except per share information):
2006 2005 2004 (ii)
Sales(i) $ 5,895.2 $ 6,129.2 $ 6,056.1

Operating earnings before restructuring and other related costs(iv) 223.9 263.0 256.4
Net earnings as reported 4.5 94.2 102.3
Restructuring and other related costs, n
et of tax and minority interest 49.9 8.4
U.S. tax adjustment, net of minority interest 18.6
Net earnings before restructuring and other related costs
and U.S. tax adjustment(iv) 73.0 102.6 102.3
Total assets 3,275.7 3,189.8 3,038.1
Net debt 1,213.5 1,062.8 1,046.3
RONA
(iii)
6.5% 8.2% 8.9%
Per share
Basic EPS $ 0.04 $ 0.74 $ 0.90
Diluted EPS $ 0.03 $ 0.72 $ 0.89
EPS before restructuring and other related costs
and non-recurring tax adjustment(iv) $ 0.57 $ 0.81 $ 0.90
Cash dividends $ 0.16 $ 0.16 $ 0.16
(i) 2005 restated in accordance with Note 2 to the Consolidated Financial Statements.
(ii) 2004 restated to reflect changes in Canadian rules for convertible debentures.
(iii) This is not a recognized measure under Canadian GAAP. The calculation of RONA comprises pro forma tax-affected earnings before interest divided by
average monthly net assets. Net assets are defined as total assets, less cash, future tax assets and non-interest bearing liabilities. These calculations
and definitions may not be comparable to measures used by other companies.
(iv) These are not recognized measures under Canadian GAAP. Management believes that this is the most appropriate basis on which to evaluate operating
results, as restructuring and other related costs and the non-recurring U.S. tax adjustment are not representative of continuing operations.
Results of Operations
Although several segments of the Companys operations performed very well in 2006, this was overshadowed by the financial
performance of the protein value chain operations that were significantly impacted by the rise in the Canadian dollar against the
U.S. dollar and the Japanese yen over the last four years. The hog production and fresh pork operations are most adversely
impacted by this change in currency as the value of hogs is pegged to the U.S. dollar and fresh pork products compete on a relative
price basis with U.S.-based competitors. The weaker results from these operations more than offset a very strong contribution from
the Companys consumer foods and bakery businesses.
2006 Annual Report 15

In order to mitigate the significant impact of currency and increasing global competition in the hog and fresh pork areas of the
business where the Company has relatively little control or pricing power, in October 2006, the Company announced a redirection
of strategy to reorganize its protein operations to focus on growth in higher margin, value-added meats and meals businesses
where the Company has brand and market leadership. As implementation of the strategy began in 2007, and will take three years
to complete, the 2006 results reflect the old business model.
The following tables outline the change in some of the key indicators that affected the business and financial results:
Average rate change(i)

Between 2006 Between 2006
and 2005 and 2002
Canadian dollar strengthened against the U.S. dollar by: 6.8% 38.4%
Canadian dollar strengthened against the Japanese yen by: 12.5% 28.6%
(i) % change in average rate calculated using daily closing rates (Source: Bloomberg).
Since 2002, the Canadian dollar appreciated 38% against the U.S. dollar. Management estimate that in isolation this represented
an annualized loss of competitiveness of approximately $75.0 million in primary pork processing business and more than $30.0million
in hog production. Furthermore, during 2006, the Company was impacted by changes in certain costs and commodity market
conditions as set out and explained more fully in the relevant business segment.
Annual Averages
2006 2005 Change
Pork Industry Processor Margins (USD per cwt)(ii) $ 3.12 $ 3.25 (3.9)%
Poultry Industry Processor Margins (CAD per kg)(iii) $ 0.76 $ 0.57 33.3 %
Natural Gas (CAD / Gj)(iv) $ 6.13 $ 8.25 (25.7)%
Wheat (USD per bushel)(v) $ 4.67 $ 3.55 31.5 %
(ii) Average pork industry processor margins. 2005 pork processor margin has been restated using January 1, 2006 USDA cutout calculation method
(Source: USDA).
(iii) Average poultry industry processor margins calculated using daily margins (Source: AOCP Indicator).
(iv) Average natural gas price calculated using daily close prices (Source: Canadian Gas Price Reporter).
(v) Average wheat price calculated using daily close prices (Source: Bloomberg).
Earnings from operations before restructuring and other related costs decreased 14.9% to $223.9 million compared to $263.0
million last year.
Operating Segments
The combination of the Companys Meat Products Group and the Agribusiness Group comprises the protein value chain operations1,
which are involved in producing animal protein products. The Meat Products Group comprises branded value-added prepared
meats and meal products; fresh, frozen and branded value-added pork products; fresh, frozen and branded value-added chicken
and turkey products; and global food marketing, distribution and trading. The Agribusiness Group operations include research,
development and supply of quality livestock nutrition products and services; pet food; swine production; and animal by-
productsrecycling.
The Bakery Products Group is comprised of Maple Leafs 88.0% ownership in Canada Bread Company, Limited, a producer of
fresh, frozen and branded value-added bakery products, including frozen par-baked bakery products, specialty baked goods and
hand-held snacks, and fresh pasta and sauces.
1
In this context, the protein value chain refers to the interlinked nature of the various phases involved in the production of finished pork and poultry products
that starts with the initial production phase involving the sourcing and raising of hogs, chickens and turkeys, continues with the processing phase in which
these animals are processed into finished products and finishes with the recycling phase where by-products created from the processing operations are
used to produce feed and other components for the initial production phase.
Operating Review
Following are sales by business segment for the three years ended December 2006:
Sales:
($ millions) Full Year

2006 2005 Change 2004
Meat Products Group $ 3,745.6 $ 4,102.4 (8.7)% $ 3,947.3

Agribusiness Group 815.9 800.8 1.9 % 907.5
Protein Value Chain 4,561.5 4,903.2 (7.0)% 4,854.8
Bakery Products Group 1,333.7 1,226.0 8.8 % 1,201.3
$ 5,895.2 $ 6,129.2 (3.8)% $ 6,056.1
Sales for the year decreased 3.8% to $5.9 billion, primarily reflecting lower prices of export pork products due to the stronger
Canadian dollar. This was partially offset by bakery sales that increased in 2006 due to acquisitions, price increases to offset cost
increases, and higher volumes in the frozen bakery and pasta operations.
Following are earnings from operations before restructuring and other related costs by business segment for the three years ended
December 2006:
Earnings from Operations before restructuring and other related costs:
($ millions) Full Year(i)

2006 2005 Change 2004
Meat Products Group $ 74.4 $ 59.9 24.2 % $ 68.5

Agribusiness Group 48.6 101.9 (52.3)% 98.7
Protein Value Chain 123.0 161.8 (23.9)% 167.2
Bakery Products Group 100.9 101.2 (0.4)% 89.2
$ 223.9 $ 263.0 (14.9)% $ 256.4
(i) Excluding $64.6 million of restructuring and other related costs in 2006 and $13.2 million in 2005.
SEGMENTED OPERATING EARNINGS
300
Earnings from Operations ($ millions)
250
200
N Meat Products Group
150 N Agribusiness Group
N Bakery Products Group
100
50
0
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
(50)

Meat Products Group

(branded value-added prepared meats and meal products; fresh, frozen and branded value-added pork products; fresh, frozen
and branded value-added chicken and turkey products; and global food marketing, distribution and trading)
Sales for the year decreased 8.7% to $3.7 billion compared to $4.1 billion last year. This decrease was due primarily to currency
changes, a decline in volumes to Japan and a 1.8% reduction in the number of hogs processed. Volumes in the consumer foods
business also declined marginally as the Company exited non-profitable products.
Earnings from operations before restructuring and related costs for the year increased to $74.4 million from $59.9 million in 2005.
The consumer foods operations achieved excellent results in 2006, supported by its leading brands and market shares and rising
demand in both the foodservice and retail markets for fully cooked meats and meal solutions. The business also benefited from
lower raw material costs earlier in the year, price increases to offset higher energy and related costs and synergies related to the
Schneider Foods acquisition. During the year, Maple Leaf extended its leadership in the value-added meats and meals category
with the very successful launch of Schneiders Fully Cooked Sausages, Maple Leaf Grilled Meat Strips, and expansion of the Maple
Leaf Fully Cooked Roasts product line. Growth in the consumer foods group more than offset a year-over-year decline in the
earnings of the fresh pork operations that was largely related to the ongoing impact of a high Canadian dollar on global
competitiveness.
The Company is making significant investments in its value-added meats business to support increased capacity, expansion into
new products, and further cost reductions. These capital investments include the relocation of the existing Schneiders Lunchmate
manufacturing operation to a new facility in Guelph, Ontario that has doubled its production capacity and reduced manufacturing
costs. The Company also purchased and refurbished a 185,000 square foot facility in Brampton, Ontario to manufacture a major
new line of refrigerated meal entrees under the brand Maple Leaf Simply Fresh. Capital spending related to these investments will
amount to approximately $70.0 million, of which $32.0 million was spent in 2006.
The integration of Schneider Foods, purchased in April 2004, has progressed well with the systems integration underway, and is
expected to be substantially completed in 2008. The integration of the management teams, sales forces and other functions has
been completed. In 2007, the Company will commence further integration of the manufacturing and distribution operations, investing
in existing and new facilities to increase efficiencies and consolidating production where possible.
The contribution from the primary pork processing operations decreased in 2006 compared to the prior year, due to weaker global
protein markets earlier in the year, the strengthening of the Canadian dollar against the U.S. dollar and Japanese yen. North
American pork margins declined 3.9% compared to 2005. Returns in the Japanese pork market were significantly reduced in the
first half of 2006 primarily as a result of a weaker Japanese yen. Profitability in the fresh pork operations improved in the fourth
quarter as a result of initiatives to increase manufacturing efficiencies and reduce costs, and from stronger export margins towards
the end of the year, compared to weak results last year.
Earnings from fresh poultry operations increased in 2006 due primarily to higher industry-wide processor margins. In January 2007,
the Company announced that it will close its fresh poultry processing facility in Canard, Nova Scotia at the end of April 2007. The
viability of the Canard plant has been challenged by its age and insufficient live bird volume to justify the major investment required
to improve its profitability. Closure costs, including severance, decommissioning and asset write-downs, will result in restructuring
and other related charges of approximately $8.4 million before tax, of which approximately $2.3 million was recorded in the fourth
quarter of 2006, with the remainder to be recorded when the facility is decommissioned in 2007.
As a result of its new protein value chain strategy, Maple Leaf announced that it will not proceed with construction of a new primary
pork processing facility in Saskatoon, Saskatchewan. The Company intends to consolidate its existing fresh pork processing
operations into a single double-shifted plant in Brandon, Manitoba, and will sell, convert or close its remaining primary processing
plants over the next two to three years. In order to increase processing capacity at the Brandon plant from the current 45,000 hogs
per week to approximately 85,000 hogs per week, the Company is investing approximately $11.0 million to support the first phase
of wastewater treatment upgrades, and a further $10.0 million later in 2007 to complete the conversion of the front end primary
processing to a double shift. Further investments will be made over the next two years to support increased processing volumes.
The global foods operations had a challenging year in the face of a stronger Canadian dollar as margins on sales to Japan were
again under pressure. In response to the new strategic direction for the protein value chain, the Company has identified those
business lines that are not consistent or required under the new strategy and began the process of divesting or winding them down.
These include a joint-venture interest in a hog processing facility in Quebec, the soybean trading business and the European
trading and retail business. By the end of 2006, the Company had sold its joint-venture interest in a primary pork processing plant
in Quebec and substantially exited its soybean business.
Agribusiness Group
(research, development and supply of quality livestock nutrition products and services; pet food; swine production; and animal by-
products recycling)
Sales for the year increased 1.9% to $815.9 million from $800.8 million last year due primarily to the consolidation of Cold Springs
Farm in 2006. Excluding the impact of this consolidation, sales declined by $12.8 million.
Earnings for the year from operations before restructuring and other related costs decreased 52.3% to $48.6 million from $101.9million
in 2005, due a to year-over-year decline in hog prices, a weaker U.S. dollar resulting in lower realized hog prices, and increased
feed prices and energy costs. Earnings were also negatively affected by a one-time adjustment made to the inventory values of
work-in-progress hogs. Throughout the year, the Company entered into short-term hedging programs. Although the impact of these
hedging programs for the year was marginally positive, they did have a modest impact on quarterly earnings. The Company is
restructuring its hog production business to establish 100% ownership of its hog barns, while significantly reducing total hogs under
management. Moving to a smaller, vertically integrated business model in Manitoba will allow Maple Leaf to simplify hog production,
and reduce operating costs.
Earnings from the animal nutrition operations for the year were lower due principally to restructuring in the hog production business
and associated reductions in volumes and margins related to feeding Company-owned livestock, and changes made in sales
prices in Western Canada. Earnings were also impacted by the costs of transitioning customers from the Companys three aging
feed mills in Atlantic Canada into a new high-efficiency feed mill in Moncton, New Brunswick. As part of implementing the new
business model, the Company is vertically integrating and re-sizing all protein operations to support growth in the value-added
meats and meals market. As a result, the Company is proceeding with the sale of its animal nutrition business, retaining only two
feed mills in Western Canada to meet the future requirements of its hog production operations.
Restructuring and other related costs of $18.7 million were recorded in 2006 related to the write-down on hog production assets to
managements estimate of their realizable value in the restructuring process.
The Companys rendering earnings increased during the year driven by higher earnings from core rendering activities as well as
the increased contribution from a new biodiesel plant in Quebec, which was commissioned in the first quarter of 2006.
Bakery Products Group

(fresh, frozen and branded value-added bakery products, including frozen par-baked bakery products; specialty baked goods and
hand-held snacks; and specialty pasta and sauces)
Sales for the year increased 8.8% to $1.3 billion (excluding acquisitions in the U.K., sales increased by 5.5%). The increase in sales
was primarily the result of price increases, an improved sales mix, and higher volumes in the frozen bakery and pasta operations.
Earnings from operations before restructuring and other related costs for the year were largely consistent at $100.9 million compared
to $101.2 million in 2005. This was achieved despite a sharp increase in flour prices. Fresh bakery operating earnings improved
from last year due to price increases and an improved mix of higher margin bakery products, supported by an ongoing focus on
new product innovation, higher nutrition products and investment in brand building. Dempsters Smart bread, a white bread product
made with a new enriched whole wheat flour that provides the health attributes of whole grain bread, was launched early in 2006
and contributed to earnings growth. Fresh pasta earnings increased as it expanded its whole grain higher nutrition product lines
and added capacity through investment in its manufacturing plant in Vancouver, British Columbia.

The U.K. bakery operations benefited from the contribution of acquisitions and increased production at the new bagel plant in
Rotherham, England. In November 2006, the Company completed the acquisition of the French Croissant Company Limited and
Avance (U.K.) Limited. These operations manufacture premium croissant products and fresh and frozen specialty bakery items,
such as baguettes, with annual sales of approximately $85.0 million. The Company now operates one of the largest specialty
bakeries in the United Kingdom, with leading market shares in the bagel and croissant categories. The North American frozen
bakery operations recorded increased sales and volumes for the year, but profitability declined significantly due to record high
wheat costs, higher energy costs, higher distribution costs, and some operational issues at its Roanoke, Virginia facility.
In November 2006, the Company announced the closure of a bakery in Langley, British Columbia that will improve its operating
efficiencies in Western Canada fresh bakery operations by allowing the Company to consolidate manufacturing into other existing
bakeries. The costs of closure, including severance, decommissioning and asset write-downs, will result in restructuring and other
related costs of approximately $7.4 million before tax ($5.0 million after-tax), of which approximately $4.1 million has been recorded
in the fourth quarter of 2006 with the remainder to be recorded as the plant is decommissioned.
Company Reorganization
In October 2006, the Company announced a comprehensive strategy to significantly increase the profitability of its protein operations
by focussing on growth in the value-added fresh and processed meats and meals businesses, supported by a vertically integrated,
balanced and optimized value chain.
In the last several years, the sharp rise in the Canadian dollar and challenging global protein markets have impacted the performance
of the Companys protein value chain operations, primarily in hog production and fresh pork processing, and negated strong results
in its further processed meats business. In response, management completed a comprehensive review of the value chain, with the
objective of maximizing the profitability of its meat businesses and recovering what is estimated to be a $100 million annualized loss
in competitiveness due to adverse currency movements.
To achieve this objective, the Company will focus its protein strategy on growing its value-added fresh and further processed meat
and meals businesses. Through integration of its fresh and value-added further processed operations, the Companys goal is to
balance and optimize the value of all its protein operations by significantly increasing the raw materials it directs into further
processing; by accelerating new product innovation; establishing a low cost manufacturing base; and reducing the scope of its
value chain to the size required to support its value-added meat businesses.
The Company intends to align and simplify its value chain operations to support this strategy. All other components, including feed,
hog production and primary processing operations will be sized to support its value-added fresh and further processed meat
businesses. The Company will divest of or discontinue operations and businesses that do not support this balanced, aligned and
vertically integrated model. Management estimates that the Company will incur restructuring and other related charges in the range
of $100.0 million to $150.0 million before tax over the next three years as it completes this reorganization, of which $35.0 million to
$50.0million will represent cash expenditures.
The new protein strategy will have the following transformational impacts:
Hog operations will be reduced from partial ownership to full ownership of a smaller production operation concentrated
inManitoba.
The animal nutrition business is to be sold except for two feed mills in Western Canada required to meet internal hog
feedrequirements.
The focus of the fresh pork business will change to supply internal raw material needs, and to minimize wherever possible
external sales of fresh meat, except to valued and higher margin customers. This requires reducing the number of hogs processed
from approximately 7.5 million to approximately 4.3 million annually.
Existing primary pork processing operations will be consolidated into one double-shifted plant in Brandon, Manitoba, and the
remaining plants will be either sold, converted or closed.
The organizational structure is expected to be simplified by integrating five operating companies in the protein value chain into
one integrated protein organization.
Since this reorganization was announced in October 2006, the following milestones have been achieved:
A formal sale process of the animal nutrition business has commenced.

Restructuring of the hog operations is underway.
A united leadership team to manage the fresh and further processed meats businesses has been announced.
The sale or wind-down of the non-core global businesses and the re-focussing of a smaller team for international sales of Maple
Leaf meat products is in process and expected to be complete in the first half of 2007.
Construction of new wastewater treatment facilities and other expansions necessary to allow the ramp-up to a second shift kill at
the Brandon pork plant in 2007 has commenced.
Restructuring and Other Related Costs

During 2006, the Company recorded restructuring and other related costs of $64.6 million primarily related to the Companys
implementation of the plan to reorganize its protein value operations. The details of these restructuring and other related costs are
as follows:
($ millions)
Protein value chain reorganization $ 49.5

Bakery plant closure $ 5.5
Poultry plant closure $ 2.3
Impairment of a non-core equity investment $ 7.3
Total $ 64.6
protein value chain reorganization

These charges include the write-down of hog production assets, severances related to salaried headcount reductions, estimated
costs of exiting non-core protein operations including international meat trading, soybean trading, an interest in a joint-venture hog
production operation in Quebec, and the cost of retention payments.
Bakery plant closure

These charges represent the costs of closure, including severance, decommissioning and asset write-downs of closing a bakery in
Langley, B.C. The total costs related to the closure of this facility are approximately $7.4 million ($5.0 million after-tax) of which
$4.1million has been recognized during 2006.
Poultry plant closure

These charges represent the costs of closure, including severance, decommissioning and asset write-downs of the Companys
primary poultry processing plant in Canard, N.S. The total closure costs related to this facility are approximately $8.4 million
($5.8million after-tax) of which $2.3 million was recognized during 2006.
Impairment of a non-core equity investment

The Company has written down an investment in a non-core flour, feed and rice milling company in the Caribbean to net
realizablevalue.
During 2005, the Company recorded $13.2 million in restructuring and other related costs ($8.8 million after-tax) related to certain
plant closures and operational restructuring of several of its businesses associated with the integration of Schneider Foods, the
closure of the Companys bakery in Peterborough, England, and certain other operational restructuring and other related items.

The Company had previously estimated that the total restructuring and other related costs for the protein value chain would be
between $80.0 million and $120.0 million. Management have revised their estimates of these costs based on more detailed plans,
and now estimates that restructuring and other related costs to this reorganization will amount to between $100.0 million and
$150.0million including $49.5 million recorded in 2006. Of the total amount, $35.0 million to $50.0 million represents cash costs. The
total amount of restructuring and other related charges is partly dependent on whether certain facilities that are non-core to the
Company strategy will be sold or closed.
$ millions 2006 Remaining Total
Protein value chain reorganization 49.5 50.5 to 100.5 100.0 to 150.0

Other 15.1 24.9 40.0
Total 64.6 75.4 to 125.4 140.0 to 190.0
In addition, the Company is initiating other improvements and restructuring and other related costs unrelated to the protein
reorganization. Management anticipates that approximately $24.9 million related to these initiatives will be charged to earnings
during 2007.
Other Income
Other income decreased to $3.0 million from $7.0 million in 2005. In 2005, the Company recorded higher earnings from equity
investments and realized gains from insurance proceeds.
Interest Expense
Interest expense for the year increased to $99.1 million compared to $98.3 million last year. The increase is primarily due to an
increase in short-term interest rates. At December 31, 2006, 77.0% (2005: 85.8%) of indebtedness was not exposed to interest
ratefluctuations.
Income Taxes
Income tax expense increased marginally to $52.5 million from $51.3 million in 2005, however, the Companys effective rate increased
from 32.4% in 2005 to 83.0% in 2006. The increase in effective tax rates was due to the following factors:
During the second quarter, a charge was included in tax expense, arising from changes to income tax legislation, of $3.7 million
consisting of a reassessment of pre-acquisition tax liabilities of a subsidiary, partly offset by the removal of the Large Corporation
tax in Canada.
During the second quarter, tax expense decreased by $3.6 million due to tax rate changes enacted during the quarter.
During the third quarter, the Company recorded a tax expense of $21.2 million to write down future tax assets related to its U.S.
frozen bakery business. Although management continues to believe that the tax losses incurred to date will be utilized, the
accumulation of tax losses in recent years and uncertainty as to when these losses will be utilized has triggered a technical
application of accounting rules that require the Company to set up a full valuation allowance against these tax assets.
There were restructuring and other related charges in the third and fourth quarters that had a tax rate of 22.1%.
Acquisitions and Divestitures

During the fourth quarter of 2006, the Company acquired the remaining interest in several partly-owned hog investments that had
been accounted for on an equity basis, for a total of $2.9 million and recorded goodwill of $0.2 million.
On November 27, 2006, the Company purchased two bakeries in the U.K.: the French Croissant Company Ltd. that markets
croissants and specialty goods across the U.K., and Avance (U.K.) Limited, a leading supplier of fresh, frozen and long-life specialty
bakery items for a total of $63.9 million. The Company has not yet finalized the price allocation for these acquisitions.
In October 2006, Canada Bread acquired the shares of Royal Touch Foods Inc. (Royal Touch), a pre-packaged sandwich supplier
based in Etobicoke. Canada Bread purchased 50% of the Royal Touch shares from Maple Leaf Foods and acquired the remaining
shares from an unrelated third party. Canada Bread paid a net purchase price of $7.9 million, net of cash acquired of $0.8 million of
which 50% was paid to Maple Leaf. The purchase price is subject to an adjustment based on the net assets of Royal Touch as at
the acquisition date. As at December 31, 2006, the purchase price adjustment has not yet been determined.
In August 2006, the Company purchased an additional 17% interest in its subsidiary Cold Springs Farm Limited (Cold Springs) for
$5million in cash, thereby increasing its ownership to 66%. The Company has not yet finalized the price allocation for this acquisition.
In March 2006, Canada Bread acquired the assets and operations of Harvestime Limited (Harvestime), a bakery in Walsall,
England for $2.0 million. The bakery produces par-baked breads, rolls and specialty bakery products. As at December 31, 2006,
the Company has finalized the purchase price allocation and goodwill of $0.7 million resulting from the transaction has been
included in the total assets of the Bakery Products Group.
In January 2006, the Company purchased the assets of a hatchery in Quebec that supplies chick embryos for the production of
influenza vaccines for $2.8 million. As at December 31, 2006, the Company has finalized the purchase price allocation and has
allocated $2.2 million of the purchase price to a customer contract acquired with the business.
In May 2005, the Company purchased the remaining 32% interest in a subsidiary of Schneider Foods, Cappola Food Inc., for net
consideration of approximately $3.6 million resulting in additional goodwill of approximately $1.5 million that has been included in
the total assets of the Meat Products Group.
Transactions with Related Parties

In January 2007, the Company purchased 122,900 additional shares in Canada Bread for $6.5 million, increasing the Companys
ownership interest of Canada Bread from 87.5% to 88.0%.
In 2005, the Company purchased 225,300 additional shares in Canada Bread for $10.5 million comprised of cash of $7.0 million
and shares of $3.5 million, increasing its ownership to 87.5% and resulting in goodwill of $6.1 million.
Capital Resources and Liquidity

The food industry segments in which the Company operates are generally characterized by high sales volume and rapid turnover
of inventories and accounts receivable. In general, accounts receivable and inventories are readily convertible into cash. An
exception to this is the Agribusiness Group where credit granted to agricultural customers can have longer collection terms that are
matched to crop and livestock cycles. Investment in working capital is also affected by fluctuations in the prices of raw materials,
seasonal and other market-related fluctuations. For example, although an increase or decrease in pork or grain commodity prices
may not affect margins, they can have a material effect on investment in working capital, primarily inventory and accounts receivable.
Due to its diversity of operations, the Company has in the past consistently generated a strong base level of operating cash flow,
even in periods of higher commodity prices and restructuring of its operations. These operating cash flows provide a base of
underlying liquidity that the Company supplements with credit facilities to provide longer-term funding and to finance fluctuations in
working capital levels.
Cash Flow
Total debt, net of cash balances, was $1.2 billion at December 31, 2006. This represents an increase of $150.8 million from the prior
year due largely to acquisitions made in the United Kingdom, increases in working capital, and share repurchases during 2006.
Operating cash flow for the year was $132.0 million compared to $264.7 million last year. The reduction in operating cash flow was
driven primarily by lower net earnings and a significant decrease in the fourth quarter cash flows from changes in working capital.
In the final quarter of 2005, working capital had decreased as a result of an increase in accounts receivable securitization by
$35.6million and an increase in accrued charges and taxes payable that were not as significant in 2006.

Capital Expenditures
Capital expenditures on plant and equipment for the year were $169.5 million compared to $152.1 million last year. In 2006, the
Company made significant investments in its consumer foods business to support increased capacity, new product lines and
further cost reductions. These investments included the relocation of the existing Schneiders Lunchmate manufacturing operation
to a new facility in Guelph, Ontario that will double the production capacity and reduce manufacturing costs. The Company has also
purchased and renovated a 185,000 square foot facility in Brampton, Ontario to manufacture a new line of branded, fully cooked
meal entrees. Total capital spending related to these investments is approximately $70.0 million, of which $32.0million was spent
in2006. Other significant projects that were ongoing or completed during the year were capacity expansion in the Vancouver, B.C.
pasta facility, new premises for the merged Consumer Foods and Schneider Foods head office, a new feed mill in Atlantic Canada,
a biodiesel plant in Quebec, and capacity expansion in the U.K.
Debt Facilities
The Companys strategy related to liquidity is to reduce reliance on any single source of credit, maintain sufficient undrawn credit
facilities and to spread debt maturities over time to reduce refinancing risk. In order to ensure continued access to competitively
priced credit, the Companys policy is to maintain its primary credit ratios and leverage at levels that provide access to investment
grade credit. In circumstances where the Company determines it is appropriate to reduce leverage, it will use equity or other forms
of liquidity as an additional source of capital.
At December 31, 2006, the Company had available undrawn committed credit of $475.6 million. During 2006, a combination of a
reduction in lower earnings and investment in business acquisitions resulted in an increase of the Companys leverage ratio, net
debt to EBITDA (net debt to earnings before income taxes, depreciation and amortization) to 3.2x (2005: 2.6x). At this level,
leverage is within the Companys policy targets, and is expected to improve during 2007 as a result of strengthening operating
earnings and proceeds from asset dispositions.
In June 2006, the Company completed an agreement with its principal bank syndicate to renew its primary revolving credit facility,
increasing the facility from $700.0 million to $870.0 million, The term was extended to May 2011 with a slight reduction in interest
rates. This renewal has strengthened the Companys medium-term liquidity and the facility is expected to continue to be used to
meet the Companys shorter-term funding requirements for general corporate purposes. This transaction is explained more fully in
Note 8 to the Consolidated Financial Statements.
At December 31, 2006, the Company had aggregate credit facilities, including subsidiary debt, of $2.0 billion (2005: $1.9 billion),
of which $1.4 billion (2005: $1.2 billion) was utilized (including $116.7 million (2005: $77.6 million) in respect of letters of credit).
Subsidiary debt facilities available amounted to $148.4 million (2005: $159.9 million), of which $123.9 million (2005: $136.3 million)
was utilized (including $9.4 million (2005: $8.1 million) in respect of letters of credit) at year end.
To access competitively priced financing, and to further diversify its funding sources, the Company operates several accounts
receivable financing facilities pursuant to which the Company sells its accounts receivable to financial institutions. At year end, the
Company had $241.5 million (2005: $230.1 million) sold under these facilities. Where cost effective to do so, the Company may
finance automobiles, heavy equipment, computers and office equipment with operating lease facilities.
CAPITAL EXPENDITURES
180
160
140
120
100
Capex ($ millions)
N Meat Products Group

80
N Agribusiness Group
60 N Bakery Products Group
Depreciation
40
20
0
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
In 2006, the Company repaid a loan of $87.8 million related to its primary pork processing plant in Brandon, Manitoba.
Contractual Obligations
The following table provides information about certain of the Companys significant contractual obligations as at December 31, 2006:
Payments due by fiscal year

($ millions) Total 2007 2008 2009 2010 2011 After 2011
Long-term debt $ 1,278.0 $ 91.5 $ 12.3 $ 174.4 $ 216.2 $ 487.8 $ 295.8

Cross-currency
swaps related to
long-term debt 98.7 23.3 5.8 23.4 24.8 21.4
Lease obligations 219.9 45.5 36.8 28.0 21.3 17.3 71.0
Total contractual
obligations $ 1,596.6 $ 160.3 $ 49.1 $ 208.2 $ 260.9 $ 529.9 $ 388.2
Management is of the opinion that its cash flow and sources of financing provide the Company with sufficient resources to finance
ongoing business requirements and its planned capital expenditure program. Additional details concerning financing are set out in
the Notes to the Consolidated Financial Statements. As at December 31, 2006, the Company was in compliance with all
debtcovenants.
Derivatives and Other Financial Instruments

Inherent in the food business is exposure to market risks from changes in interest rates, foreign exchange rates and commodity
prices (including prices of wheat, feed grains and livestock). When considered appropriate, these exposures may be managed by
the use of derivative financial instruments, including interest rate swaps, currency contracts, commodity futures and options.
Information on the Companys material year end derivative hedge positions is set out in Note 10 to the Consolidated Financial
Statements. If the Company had not entered into these contracts, operating earnings for 2006 would have been lower by $5.4million
(2005: lower by $9.0 million) and interest expense would have been lower by $16.2 million (2005: lower by $19.2 million).
Management hedges commodities when it determines that conditions are appropriate to mitigate risks and reduce the risk of loss
from adverse changes in commodity prices. The Company attempts to closely match commodity contract terms with the underlying
hedged exposure and continually measures the effectiveness of the hedge in place.
The Company either enters into interest rate swaps or has negotiated fixed interest rates on credit facilities such that the interest
payment on a relatively high percentage of its outstanding debt is not exposed to fluctuations in interest rates. At December 31,
2006, 77.0% (2005: 85.8%) of the Companys exposure to interest rate fluctuations was hedged or fixed.
The Company periodically enters into foreign exchange hedges to fix certain of its foreign currency exposure. This involves the use
of cross-currency interest rate swaps and foreign currency-denominated debt to hedge the Companys balance sheet exposure
and the use of spot, forward and option contracts to manage the Companys exposure to foreign currency cash flows.
All hedging and derivative activity is in accordance with risk management policies that specify both the type of allowed derivatives,
maximum trading exposures and the definition of allowable hedge activity. Counterparty risk is monitored and controlled carefully,
and no derivative instruments may be entered into with a counterparty whose public credit rating is less than A credit quality.
During 2006, there were no material derivative gains or losses related to the ineffectiveness of hedges and no material hedges were
discontinued in 2006 as a result of it ceasing to be probable that a forecasted transaction would occur.
Seasonality
The Company is sufficiently large and diversified that seasonal factors within each operation and business tend to offset each other
and in isolation do not have a material impact on the Companys consolidated earnings. For example, pork processing margins tend

to be higher in the back half of the year when hog prices historically decline, and as a result, earnings from hog production
operations tend to be lower. Strong demand for grilled meat products positively affects the fresh and processed meats operations
in the summer, while back-to-school promotions support increased sales of bakery, sliced meats and lunch items in the fall. Higher
demand for turkey and ham products occurs in the fourth quarter and spring holiday seasons.
Share Capital and Dividends

During 2006, the Company repurchased 1,909,600 common shares (2005: 127,000) for cancellation pursuant to a normal course
issuer bid at an average price of $12.07 (2005: $15.66) per share. The excess of the purchase cost over the book value of the
shares was charged to retained earnings.
In each of the quarters of 2006, the Company declared and paid cash dividends of $0.04 per common share. This represents a total
dividend of $0.16 per common share and aggregate dividend payments of $20.4 million (2005: $20.3 million).
As at February 15, 2007, there were 105,147,466 common shares of the Company issued and outstanding and 22,000,000 non-
voting common shares issued and outstanding. The non-voting common shares are convertible into voting common shares on a
one-for-one basis at the option of the holder or holders thereof.
Environment
Maple Leaf Foods is committed to maintaining high standards of environmental responsibility and positive relationships in the
communities where the Company operates. Each of its businesses operates within the framework of an environmental policy entitled
Our Environmental Commitment that is approved by the Board of Directors Environment, Health and Safety Committee. The
Companys environmental program is monitored on a regular basis by the Committee, including compliance with regulatory
requirements, the use of internal environmental specialists and independent, external environmental experts. The Company
continues to invest in environmental infrastructure related to water, waste and air emissions to ensure that environmental standards
continue to be met or exceeded, while implementing procedures to reduce the impact of operations on the environment. Expenditures
related to current environmental requirements are not expected to have a material effect on the financial position or earnings of the
Company. There can be no assurance, however, that certain events will not occur that will cause expenditures related to the
environment to be significant and have a material adverse effect on the Companys financial condition or results of operations. Such
events could include, but not be limited to additional environmental regulation or the occurrence of an adverse event at one of the
Companys locations.
Risk Factors
The Company operates in the food processing sector, and is therefore subject to risks and uncertainties related to these businesses
that may have adverse effects on the Companys results of operations and financial position. Some of these risks and uncertainties
are outlined below. Prospective investors should carefully review and evaluate the following risk factors together with all of the other
information contained in this report. The risk factors described below are not the only risk factors facing the Company. The Company
may be subject to risks and uncertainties not described below that the Company is not presently aware of or that the Company may
currently deem insignificant.
Hog and Pork Market Cyclicality

The Companys results of operations and financial condition are partially dependent upon the cost and supply of hogs and the
selling prices for its products, both of which are influenced by constantly changing market forces of supply and demand over which
the Company has little or no control. These prices, for the most part, are in U.S. dollars which adds further variability due to
exchange rates. The North American pork processing markets are highly competitive, with major and regional companies competing
in each market. The market prices for pork products regularly experience periods of supply and demand imbalance, and are
sensitive to changes in industry processing capacity. Factors contributing to this cyclicality include the substantial capital investment
and high fixed costs required to manufacture pork products efficiently and the significant costs associated with plant closures. In
addition, the supply and market price of live hogs is dependent upon a variety of factors over which the Company has little or no
control, including fluctuations in the size of herds maintained by North American hog suppliers, environmental and conservation
regulations, economic conditions, the relative cost of feed for hogs, weather, livestock diseases and other factors. Although the
Companys protein value chain strategy is designed to reduce certain of these risks, severe price swings in raw materials, and the
resultant impact on the prices the Company charges for its products, have at times had, and may in the future have, material
adverse effects on the Companys financial condition and results of operations. There can be no assurance that all or part of any
increased costs experienced by the Company from time to time can be passed along to consumers of the Companys products
directly or in a timely manner. As a result, there is no assurance that the occurrence of these events will not have a material adverse
effect on the Companys financial condition and results of operations.
Food Safety and Consumer Health

The Company is subject to risks that affect the food industry in general, including risks posed by food spoilage, accidental
contamination, product tampering, consumer product liability, and the potential costs and disruptions of a product recall. The
Company actively manages these risks by maintaining strict and rigorous controls and processes in its manufacturing facilities and
distribution systems.
The Companys facilities are subject to audit by federal health agencies in Canada and similar institutions outside of Canada, and
performs its own audits to ensure compliance with its internal standards, which are generally at, or higher than, regulatory agency
standards. However, the Company cannot guarantee that compliance with procedures and regulations will necessarily mitigate the
risks related to food safety.
Livestock
The Company is susceptible to risks related to health status of livestock both within and outside its protein value chain. Livestock
health problems could adversely affect production, supply of raw material to manufacturing facilities and consumer confidence. The
Company monitors herd health status and has strict biosecurity procedures and employee training programs throughout its hog
production system. However, not all livestock procured by the Company may be subject to these processes, as hog and poultry
livestock is also purchased from independent third parties, and the Company cannot be assured that an outbreak of animal disease
in Canada will not have a material adverse effect on the Companys financial condition and results of operations. Maple Leaf Foods
has developed a comprehensive internal contingency plan for dealing with animal disease occurrences or a more broad-based
pandemic and has taken steps to encourage the Canadian government to enhance both the countrys prevention measures and
preparedness plans.
Credit Risk of Customers

The Company sells products, primarily feed and services, to the agricultural industry and provides credit to customers in this sector.
Terms of sale vary from relatively short credit terms to extended terms designed to match livestock cycles. As the Companys
customers are exposed to market and other risk, credit provided in this segment has a higher degree of risk and subject to greater
levels of default. The Company carefully monitors the level of credit made available to individual customers, and registers security
where possible, but the Company cannot completely eliminate the risk of extended credit to agricultural customers. Default by
customers on credit extended by the Company may have a material adverse effect on the Companys financial condition and results
of operations.
Foreign Currencies
A significant amount of the Companys revenues and costs are either denominated in or directly linked to other currencies (primarily
U.S. dollars and Japanese yen). In periods when the Canadian dollar has appreciated both rapidly and materially against these
foreign currencies, revenues linked to U.S. dollars or Japanese yen are immediately reduced while the Companys ability to change
prices or realize on natural hedges may lag the immediate currency change. The effect of such sudden changes in exchange rates
can have a significant immediate impact on the Companys earnings. Due to the diversity of the Companys operations, normal
fluctuations in other currencies do not generally have a material impact on the Companys profitability in the short-term due to either
natural hedges and offsetting currency exposures (for example, when revenues and costs are both linked to other currencies) or
ability in the near term to change prices of its products to offset adverse currency movements. However, as the Company competes
in international markets, and faces competition in its domestic markets from U.S. competitors, significant changes in the Canadian/
U.S. dollar exchange rate can, and has had significant effects on the Companys relative competitiveness in its domestic and
international markets. The Companys earnings related to the U.K. may also be affected, adversely or favourably, by foreign
currencytranslation.
In order to mitigate the impact of currency changes, the Company has decided to focus its strategy in the Meat and Agribusiness
operations on growing its value-added fresh and further processed meat and meals businesses. As part of this strategy, the

Company intends to integrate its fresh and value-added further processed operations, with the goal of balancing and optimizing the
value of all the meat that it processes through significantly increasing the raw materials it directs into further processing; increasing
its new product innovation; establishing a low cost manufacturing base; and reducing the scope of its value chain as required to
support its value-added meat businesses.
Commodities
The Company is a purchaser of certain commodities, such as wheat, feed grains, livestock and natural gas, in the course of normal
operations. The Company may use commodity futures and options for hedging purposes to reduce the effect of changing prices in
the short-term. On a longer-term basis, the Company manages the risk of increases in commodities and other input costs by
increasing the price it charges to its customers.
International Trade
The Company exports significant amounts of its products to customers outside Canada and certain of its inputs are affected by global
commodity prices. As a result, the Company can be affected, both positively and adversely, by international events that affect the price
of food commodities or the free flow of food products between countries. Examples of such events are animal disease in other
countries, trade actions and tariffs on food products, and government subsidies of competing agricultural products.
Regulation and Legal Matters

The Companys operations are subject to extensive regulation by government agencies in the countries in which it operates,
including the Canadian Food Inspection Agency and the Ministry of Agriculture in Canada. These agencies regulate the processing,
packaging, storage, distribution, advertising and labelling of the Companys products, including food safety standards. The
Companys manufacturing facilities and products are subject to inspection by federal, provincial and local authorities. The Company
strives to maintain material compliance with all laws and regulations and maintains all material permits and licences relating to its
operations. Nevertheless, there can be no assurance that the Company is in compliance with such laws and regulations or that it
will be able to comply with such laws and regulations in the future. Failure by the Company to comply with applicable laws and
regulations could subject the Company to civil remedies, including fines, injunctions, recalls or seizures, as well as potential criminal
sanctions, which could have a material adverse effect on the Company. Various governments throughout the world are considering
regulatory proposals relating to genetically modified organisms, drug residues or food ingredients, food safety and market and
environmental regulation that, if adopted, may increase the Companys costs. If any of these or other proposals are enacted, the
Company could experience a disruption in supply and may be unable to pass on the cost increases to its customers without
incurring volume loss as a result of higher prices.
In the normal course of its operations, the Company becomes involved in various legal actions. The Company believes that the
resolution of these claims will not have a material effect on the Company. However, the final outcome with respect to actions
outstanding, pending or with respect to future claims cannot be predicted with certainty. Therefore, there can be no assurance that
their resolution will not have a material adverse effect on the Companys financial position or results of operations.
Environmental Regulation
The Companys operations are subject to extensive environmental laws and regulations pertaining to the discharge of materials into
the environment and the handling and disposition of wastes (including solid and hazardous wastes) or otherwise relating to
protection of the environment. Failure to comply could have serious consequences, such as criminal as well as civil penalties,
liability for damages, and negative publicity to the Company. The Company has incurred and will continue to incur capital and
operating expenditures to comply with such laws and regulations. No assurances can be given that additional environmental issues
relating to presently known matters or identified sites or to other matters or sites will not require additional expenditures, or that
requirements applicable to the Company will not be altered in ways that will require the Company to incur significant additional
costs. In addition, certain of the Companys facilities have been in operation for many years and, over such time, the Company and
other prior operators of such facilities may have generated and disposed of wastes which are or may be considered hazardous.
Future discovery of previously unknown contamination of property underlying or in the vicinity of the Companys present or former
properties or manufacturing facilities and/or waste disposal sites could require the Company to incur material unforeseen expenses.
Occurrences of any such events may have a material effect on the Companys financial results and financial condition.
Consolidating Customer Environment

As the retail grocery and foodservice trades continue to consolidate and customers grow larger, the Company is required to adjust
to changes in purchasing practices and changing customer requirements, as failure to do so could result in losing sales volumes
and market share. The Companys net sales and profitability could also be affected by deterioration in the financial condition of, or
other adverse developments in the relationship with, one or more of its major customers.
Leverage
The terms of the Companys credit facilities and the terms of any debt securities, if issued, include covenants which could limit the
Companys operating and financial flexibility. The Companys ability to make scheduled payments of principal or interest, or
refinancing of its indebtedness depends on its future business performance, which is subject to economic, financial, competitive
and other factors beyond its control. Any failure by the Company to satisfy its obligations with respect to its indebtedness at maturity
or prior thereto would constitute a default under such indebtedness and could cause a default under the agreements governing
other indebtedness, if any, of the Company.
Animal Disease and Human Health

The Company is subject to risks that affect agriculture and animal health, including disease affecting its employees, such as a
pandemic. These risks could result in disruptions of trade, consumer confidence issues, and impact its ability to manufacture, ship
products and perform core business processes. The Company actively manages these risks by maintaining a general emergency
response process. These processes involve prevention, preparedness including emergency simulations, response and recovery
plans. In 2005, the Company initiated a project to update its emergency response plans to more thoroughly address the potential
for a global pandemic and its human health implications. These plans will be updated as necessary to maintain relevance and
priority, and be supported by simulations of various emergencies for continuous improvement. The Company monitors the World
Health Organization (WHO) and other alert systems worldwide, to enable prompt reaction to any specific issues. However, not all
services procured by the Company may be subject to these processes, as it depends on independent third parties for many
aspects of the business, such as transportation. The Company cannot guarantee that a potential human disease pandemic will not
have a material adverse effect on the Companys financial condition and results of operations.
Employment Matters
The Company and its subsidiaries have approximately 24,000 full and part-time employees, which includes salaried and union
employees, many of whom are covered by collective agreements. These employees are located in various jurisdictions around the
world, each of which with differing employment laws and practices and differing liabilities for punitive or extraordinary damages.
While the Company maintains systems and procedures to comply with the applicable requirements, there is a risk that failures or
lapses by individual managers could result in a violation or cause of action that could have an adverse effect on the Companys
financial condition and results of operations. Furthermore, if a collective agreement covering a significant number of employees or
involving certain key employees was to expire leading to a work stoppage, there can be no assurance that such work stoppage
would not have a material adverse effect on the Companys financial condition and results of operations.
Critical Accounting Estimates

The preparation of the Companys consolidated financial statements requires management to make certain estimates and
assumptions. The estimates and assumptions are based on the Companys experience combined with managements understanding
of current facts and circumstances. These estimates may differ from actual results, and certain estimates are considered critical as
they are both important to reflect the Companys financial position and results of operations and require a significant or complex
judgement on the part of management. The following is a summary of certain accounting estimates or policies considered critical
by the management of the Company.
Goodwill Valuation
Goodwill is tested for impairment annually in the second quarter and otherwise as required if events occur that indicate that it is
more likely than not that the fair value of a reporting unit has been impaired. In performing this test, the Company assesses the value
of goodwill of its various reporting units. In testing goodwill for impairment in the second quarter of 2006 it was noted that no
impairment in the value of goodwill had occurred.

Reserve for Bad Debts

The Company establishes an appropriate provision for non-collectible or doubtful accounts. Estimates of recoverable amounts are
based on managements best estimate of a customers ability to settle its obligations, and actual amounts received may be affected
by various factors, including industry conditions and changes in individual customer financial condition.
Provisions for Inventory

Management makes estimates as to the future customer demand for our products when establishing the appropriate provisions for
inventory. In making these estimates, we consider the life of the product, the profitability of recent sales of the inventory, and
changes in our customer mix.
Trade Merchandise Allowances and Other Trade Discounts

The Company provides for estimated payments to customers based on various trade programs and contracts, which includes
payments upon attainment of certain sales volumes. Significant estimates used to determine these liabilities include the level of
customer performance and the historical promotional expenditure rate versus contracted rates.
Employee Benefit Plans

The cost of pensions and other retirement benefits earned by employees is actuarially determined using the projected benefit
method prorated on service and managements best estimate of expected plan investment performance 7.5%, salary escalation
3.5%, retirement ages of employees and expected heath care costs. Discount rates used in actuarial calculations are based on
long-term interest rates and can have a material effect on the amount of plan liabilities.
The effect on the following items of a 1% increase and decrease in health care costs, assuming no change in benefit levels,
is as follows:
1% increase 1% decrease
Effect on end-of-year obligation ($ million change) 2,780 (3,431)

Aggregate of 2006 current service cost and interest cost ($ million change) 211 (237)
Taxes
The provision for income taxes is based on domestic and international statutory income tax rates and tax planning opportunities
available to the Company in the jurisdictions in which it operates. Significant judgement is required in determining income tax
provisions and in evaluating tax positions. The Company establishes additional provisions for income taxes when, despite the belief
that existing tax positions are fully supportable, there remain certain tax positions that may be reviewed by tax authorities. The
Company adjusts these additional accruals in light of changing facts and circumstances. The tax provision includes the impact of
changes to accruals that are considered appropriate.
Restructuring and Other Related Costs Reserves

The Company evaluates accruals related to restructuring and other related costs at each reporting date to ensure these accruals
are still appropriate. In certain instances, management may determine that these accruals are no longer required because of
efficiencies in carrying out restructuring and other related activities. In certain circumstances, management may determine that
certain accruals are insufficient as new events occur or as additional information is obtained.
Changes in Accounting Policies

Sales Classification
On January 1, 2006, the Company retroactively adopted the guidance presented in EIC Abstract 156 Accounting by a Vendor for
Consideration Given to a Customer including a Reseller of the Vendors Products. The EIC requires vendors to classify certain
consideration provided to customers as a reduction of revenue rather than as cost of sales unless the vendor receives, or will
receive an identifiable benefit in exchange for the consideration. The adoption of this standard resulted in a restatement of sales in
prior periods. The impact of the adoption of this standard was a reduction in sales during fiscal 2006 of approximately $369.4 million
(fiscal 2005: $333.3 million). This accounting change had no impact on operating earnings, net earnings or earnings per share.
Recent Accounting Pronouncements

Capital Disclosures
In October 2006, the Canadian Accounting Standards Board issued Section 1535 Capital Disclosures (Section 1535) which
requires entities to disclose qualitative information about their objectives, policies and process for managing capital. This standard
is effective for fiscal periods beginning on or after October 1, 2007. The Company cannot reasonably estimate the effect Section
1535 will have on itsdisclosures.
Financial Instruments
In 2005, the Canadian Accounting Standards Board issued three new standards effective for fiscal year ends beginning after
October 1, 2006; CICA Handbook Section 1530 Comprehensive Income (Section 1530), Section 3855 Financial Instruments
Recognition and Measurement (Section 3855), and Section 3865 Hedges (Section 3865). The Company will adopt these
standards effective January 1, 2007.
Section 1530 requires that companies present comprehensive income and its components, as well as net income, in their financial
statements. Comprehensive income is the change in equity during a period resulting from transactions and other events from non-
owner sources. It includes all changes in equity during a period except those resulting from investments by owners and distributions
to owners.
Section 3855 requires that all financial assets be classified as held for trading, available for sale held-to-maturity or loans and
receivables and all financial liabilities as held for trading or as other liabilities. All derivative instruments, including any embedded
derivatives that are required to be separated from the host instruments, must be classified as held for trading. Financial assets and
liabilities classified as held for trading are measured at fair value with gains and losses during the period recognized in net income
in the periods in which they arise. Financial assets classified as available-for-sale are measured at fair value with gains and losses
recognized in other comprehensive income until the underlying financial asset is derecognized or becomes impaired. Held-to-
maturity investments, loans and receivables and other liabilities are measured at amortized cost. Gains or losses on financial assets
and liabilities carried at amortized cost are recognized in net income when the financial asset or financial liability is derecognized
or impaired.
Section 3865 establishes standards for when and how hedge accounting may be applied. The standard requires that hedges be
designated as either fair value hedges, cash flow hedges or hedges of a net investment in a self-sustaining operation. For a fair
value hedge, the gain or loss on the hedging item is recognized in earnings for the period together with the offsetting change on
the hedged item attributable to the hedged risk. For a cash flow hedge, as well as a hedge of a net investment in a self-sustaining
foreign operation, the effective portion of the unrealized gain or loss on the hedging item is reported in other comprehensive income
and subsequently recognized in earnings when the hedged item affects earnings.
The impact on the Companys adoption of Sections 1530, 3855 and 3865 is expected to be as follows:
Other Comprehensive Income will be reported in the Shareholders Equity section to show unrealized gains and losses that are
not included in GAAP income.
On an ongoing basis, any non-equity accounted for investments will need to be carried at fair value rather than historical cost.
The Company does not expect the impact of this requirement to be significant to its financial statements.
The Company has determined that the adoption of Handbook Section 3865 will not cause any significant changes in its overall
risk management strategy or in its overall hedging activities.
Instruments that meet the definition of a derivative that are embedded in non-derivative contracts will be separated where the
economic characteristics and risks of the embedded instrument are not closely related to those of the host, and where the
combined instrument is not measured at fair value. The Company has reviewed its significant outstanding contracts and has
determined that there are no significant embedded derivative features requiring separate recognition as at December 31, 2006.
The Company is currently evaluating the impact these standards will have on its results of operations and financial position.

Disclosure Controls and Internal Controls over Financial Reporting

The Companys disclosure controls and procedures were designed to provide reasonable assurance that material information relating
to the Company, including its consolidated subsidiaries, is made known to management in a timely manner so that information
required to be disclosed by the Company under securities legislation is recorded, processed, summarized and reported within the
time periods specified in applicable securities legislation. The Companys management, under the direction and supervision of the
Chief Executive Officer and Chief Financial Officer, has evaluated the effectiveness of the Companys disclosure controls and
procedures as at December 31, 2006, and has concluded that such disclosure controls and procedures are effective.
The Companys management, under the direction and supervision of the Chief Executive Officer and Chief Financial Officer, are also
responsible for establishing and maintaining internal control over financial reporting. These controls were designed to provide
reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes
in accordance with Canadian GAAP. There have been no changes in the Companys internal control over financial reporting during
the quarter ended December 31, 2006 that have materially affected, or are reasonably likely to materially affect, its internal control
over financial reporting.
Summary of Quarterly Results

The following is a summary of unaudited quarterly financial information for the eight interim periods ended December 31, 2006
(in thousands of dollars except per share information):
First Second Third Fourth

Quarter Quarter Quarter Quarter Total
Sales 2006 (i) $ 1,425,951 $ 1,496,696 $ 1,457,765 $ 1,514,806 $ 5,895,218

2005 1,500,643 1,580,482 1,529,557 1,518,561 6,129,243
Net earnings 2006 17,272 21,186 (22,309) (11,624) 4,525
2005 12,748 33,237 30,061 18,196 94,242
Net earnings before restructuring
and other related costs and
non-recurring tax adjustments 2006 $ 17,272 $ 21,186 $ 11,840 $ 22,687 $ 72,985
2005 21,094 33,237 30,061 18,196 102,588
Earnings per share:
Basic 2006 $ 0.14 $ 0.17 $ (0.17) $ (0.09) $ 0.04
2005 0.10 0.26 0.24 0.14 0.74
Basic before restructuring and
other related costs and
non-recurring tax adjustments 2006 0.14 0.17 0.09 0.18 0.57
2005 0.17 0.26 0.24 0.14 0.81
Diluted 2006 0.13 0.16 (0.17) (0.09) 0.03
2005 0.10 0.25 0.23 0.14 0.72
(i) Restated in accordance with Note 2 to the Consolidated Financial Statements.
For an explanation and analysis of quarterly results, refer to Managements Discussion & Analysis for each of the respective
quarterly periods filed on SEDAR and also available on the Companys website at www.mapleleaf.com.
Forward-Looking Statements
This document contains, and the Companys oral and written public communications often contain, forward-looking statements that
are based on current expectations, estimates, forecasts and projections about the industries in which the Company operates and
beliefs and assumptions made by the management of the Company. Such statements include, but are not limited to, statements with
respect to our objectives and goals, as well as statements with respect to our beliefs, plans, objectives, expectations, anticipations,
estimates and intentions. Words such as expect, anticipate, intend, attempt, may, will, plan, believe, seek, estimate,
and variations of such words and similar expressions are intended to identify such forward-looking statements. These statements
are not guarantees of future performance and involve assumptions and risks and uncertainties that are difficult to predict. Therefore,
actual outcomes and results may differ materially from what is expressed, implied or forecasted in such forward-looking statements.
The Company does not intend, and the Company disclaims any obligation to update any forward-looking statements, whether
written or oral, or whether as a result of new information, future events or otherwise except as required bylaw.
These forward-looking statements are based on a variety of factors and assumptions including, but not limited to: the condition of
the Canadian and United States economies; the rate of appreciation of the Canadian dollar versus the U.S. dollar and Japanese
yen; the availability and prices of livestock, raw materials, energy and supplies; product pricing; the competitive environment and
related market conditions; operating efficiencies; access to capital; the cost of compliance with environmental and health standards;
adverse results from ongoing litigation; and actions of domestic and foreign governments. These assumptions have been derived
from information currently available to the Company including information obtained by the Company from third-party
industryanalysts.
Actual results may differ materially from those predicted by such forward-looking statements. While the Company does not know
what impact any of these differences may have, its business, results of operations, financial condition and the market price of its
securities may be materially adversely affected. Factors that could cause actual results or outcomes to differ materially from the
results expressed or implied by forward-looking statements include, among other things:
the cyclical nature of the cost and supply of hogs and the competitive nature of the pork market generally;
the risks posed by food contamination, consumer liability and product recalls;
the risks related to the health status of livestock;
the risks related to the creditworthiness of customers to whom the Company extends credit;
the Companys exposure to currency exchange risks;
the ability of the Company to hedge against the effect of commodity price changes through the use of commodity futures
andoptions;
the impact of international events on commodity prices and the free flow of goods;
the risks posed by compliance with extensive government regulation and legal claims;
the impact of extensive environmental regulation and potential environmental liabilities;
the risks associated with a consolidating retail environment;
the risks associated with the Companys outstanding indebtedness;
the risks associated with animal disease and human health; and
the risks associated with complying with differing employment laws and practices globally and the potential for work stoppages
due to non-renewal of collective agreements.
The Company cautions you that the foregoing list of factors is not exhaustive. These factors are discussed in more detail under the
heading Risk Factors on page 26 of this document. You should review such section in detail.
Additional information concerning the Company, including the Companys Annual Information Form, is available on SEDAR at
www.sedar.com.
February 20, 2007

Managements Statement of Responsibility
Management recognizes its responsibility for conducting the Companys affairs in the best interests of all its shareholders. The
Consolidated Financial Statements and related information in the annual report are the responsibility of management. The
Consolidated Financial Statements have been prepared in accordance with Canadian generally accepted accounting principles,
which involve the use of judgement and estimates in applying the accounting principles selected. Other financial information in the
annual report is consistent with that in the Consolidated Financial Statements.
The Company maintains systems of internal controls, which are designed to provide reasonable assurance that accounting records
are reliable, and to safeguard the Companys assets. The Companys independent auditors, KPMG llp, Chartered Accountants,
have audited and reported on the Companys Consolidated Financial Statements. Their opinion is based upon audits conducted by
them in accordance with Canadian generally accepted auditing standards to obtain reasonable assurance that the Consolidated
Financial Statements are free of material misstatement.
The Audit Committee of the Board of Directors, all of whom are independent of the Company or any of its affiliates, meets periodically
with the independent external auditors, the internal auditors and management representatives to review the internal accounting
controls, the consolidated quarterly and annual financial statements and other financial reporting matters. Both the internal and
independent external auditors have unrestricted access to the Audit Committee. The Audit Committee reports its findings and
makes recommendations to the Board of Directors.
February 20, 2007

M. H. McCain M. H. Vels
President and Chief Executive Officer Executive Vice-President and
Chief Financial Officer
Auditors Report to the Shareholders

We have audited the consolidated balance sheets of Maple Leaf Foods Inc. as at December 31, 2006 and 2005 and the consolidated
statements of earnings, retained earnings and cash flows for the years then ended. These financial statements are the responsibility
of the Companys management. Our responsibility is to express an opinion on these financial statements based on our audits.
We conducted our audits in accordance with Canadian generally accepted auditing standards. Those standards require that we
plan and perform an audit to obtain reasonable assurance whether the financial statements are free of material misstatement. An
audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit
also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the
overall financial statement presentation.
In our opinion, these consolidated financial statements present fairly, in all material respects, the financial position of the Company
as at December 31, 2006 and 2005 and the results of its operations and its cash flows for the years then ended in accordance with
Canadian generally accepted accounting principles.
Chartered Accountants
Toronto, Canada
February 20, 2007
Consolidated Balance Sheets
As at December 31
(In thousands of Canadian dollars) 2006 2005
ASSETS
Current assets
Cash and cash equivalents $ 64,494 $ 80,502
Accounts receivable (Note 3) 263,806 247,014
Inventories (Note 4) 427,846 400,848
Future tax asset current (Note 18) 2,321 15,329
Prepaid expenses and other assets 11,986 12,104
770,453 755,797
Investments in associated companies 22,110 61,939
Property and equipment (Note 5) 1,187,398 1,137,317
Other long-term assets (Note 6) 282,091 261,907
Future tax asset non-current (Note 18) 23,464 38,499
Goodwill 902,663 847,853
Other intangibles (Note 7) 87,547 86,468
$ 3,275,726 $ 3,189,780
LIABILITIES AND SHAREHOLDERS EQUITY

Current liabilities
Accounts payable and accrued charges $ 665,886 $ 669,941
Income and other taxes payable 20,457 31,727
Current portion of long-term debt (Note 8) 91,490 110,428
777,833 812,096
Long-term debt (Note 8) 1,186,538 1,032,829
Future tax liability (Note 18) 29,475 56,183
Other long-term liabilities (Note 9) 197,201 202,576
Minority interest 90,237 87,425
Shareholders equity (Note 13) 994,442 998,671
$ 3,275,726 $ 3,189,780
Contingencies and commitments (Note 22)
See accompanying Notes to the Consolidated Financial Statements
On behalf of the Board:
Michael H. McCain Robert W. Hiller

Director Director

Consolidated Statements of Earnings
Years ended December 31

(In thousands of Canadian dollars, except share amounts) 2006 2005
As restated
(Note 2(n))
Sales $ 5,895,218 $ 6,129,243

Earnings from operations before restructuring and other related costs $ 223,898 $ 263,034
Restructuring and other related costs (Note 11) (64,618) (13,157)
Earnings from operations 159,280 249,877
Other income (Note 16) 3,026 6,977
Earnings before interest and income taxes 162,306 256,854
Interest expense, net (Note 17) 99,104 98,317
Earnings before income taxes 63,202 158,537
Income taxes (Note 18) 52,469 51,308
Earnings before minority interest 10,733 107,229
Minority interest, net of tax 6,208 12,987
Net earnings $ 4,525 $ 94,242
Basic earnings per share (Note 15) $ 0.04 $ 0.74
Diluted earnings per share (Note 15) $ 0.03 $ 0.72
Weighted average number of shares (millions) 127.5 126.8
Consolidated Statements of Retained Earnings

Retained earnings, beginning of year $ 231,807 $ 159,129

Net earnings 4,525 94,242
Dividends declared ($0.16 per share; 2005: $0.16 per share) (20,387) (20,327)
Premium on repurchase of share capital (Note 13) (11,530) (1,237)
Retained earnings, end of year $ 204,415 $ 231,807
Consolidated Statements of Cash Flows

As restated
(Note 2(o))
CASH PROVIDED BY (USED IN)

Operating activities
Net earnings $ 4,525 $ 94,242
Add (deduct) items not affecting cash
Depreciation and amortization 143,105 132,489
Stock-based compensation (Note 14) 10,384 8,425
Minority interest 6,208 12,987
Future income taxes 75 (8,921)
Undistributed (earnings) loss of associated companies 770 (7,620)
Loss on repayment of convertible debenture 1,108
Gain on sale of property and equipment (2,199) (5,814)
Loss (gain) on sale of investments 202 (363)
Other 7,090 (2,300)
Change in other long-term receivables 4,546 6,840
Change in restructuring and other related costs (Note 11) 20,621 5,500
Increase in net pension asset (55,322) (39,226)
Change in non-cash operating working capital (7,994) 67,368
132,011 264,715
Financing activities
Dividends paid (20,387) (20,327)
Dividends paid to minority interest (1,602) (1,031)
Increase in long-term debt 247,311 592
Decrease in long-term debt (128,098) (122,948)
Increase in share capital (Note 13) 15,556 19,421
Shares repurchased for cancellation (Note 13) (23,056) (1,989)
Other 2,357 (13,454)
92,081 (139,736)
Investing activities
Additions to property and equipment (169,527) (152,130)
Proceeds from sale of property and equipment 7,836 9,746
Purchase of Canada Bread shares (Note 20) (7,004)
Purchase of net assets of businesses, net of cash acquired (Note 21) (80,986) (3,621)
Other 2,577 (3,238)
(240,100) (156,247)
Decrease in cash and cash equivalents (16,008) (31,268)
Cash and cash equivalents, beginning of year 80,502 111,770
Cash and cash equivalents, end of year $ 64,494 $ 80,502
Supplemental cash flow information:
Net interest paid $ 96,222 $ 103,342
Net income taxes paid 67,072 54,053

Notes to the Consolidated Financial Statements
Years ended December 31, 2006 and 2005 (Tabular amounts in thousands of Canadian dollars, unless otherwise indicated)
1. The Company
Maple Leaf Foods Inc. (Maple Leaf Foods or the Company) is a leading Canadian-based food processing company, serving
wholesale, retail, foodservice, industrial and agricultural customers across North America and internationally. The Companys results
are organized into three segments: Meat Products Group, Agribusiness Group and Bakery Products Group.
2. Significant accounting policies

The following are the significant accounting policies of the Company.
(a) Principles of consolidation

The consolidated financial statements include the accounts of the Company and its subsidiaries and the Companys proportionate
share of the assets, liabilities, revenue and expenses of joint ventures over which the Company exercises joint control. Investments
in associated companies, over which the Company exercises significant influence, are accounted for by the equity method. Variable
Interest Entities (VIEs), as defined by Accounting Guideline 15 Consolidation of Variable Interest Entities are consolidated by
the Company when it is determined that the Company will, as the primary beneficiary, absorb the majority of the VIEs expected
losses and/or expected residual returns. Investments in equity securities of entities over which the Company does not exert
significant influence are accounted for using the cost method.
(b) Use of estimates

The preparation of periodic financial statements necessarily involves the use of estimates and approximations. Should the underlying
assumptions change, the actual amounts could differ from those estimates. Estimates are used when accounting for items and
matters such as allowances for uncollectible accounts, sales of receivables, inventory obsolescence, depreciation and amortization,
asset valuations, impairment assessments, employee benefits, pensions, taxes and any corresponding valuation allowances,
restructuring and other related provisions, stock-based compensation and contingencies.
(c) Translation of foreign currencies

The accounts of the Company are presented in Canadian dollars. The financial statements of foreign subsidiaries, whose unit of
measure is not the Canadian dollar are translated into Canadian dollars using the exchange rate in effect at the year end for assets
and liabilities and the average exchange rates for the period for revenue, expenses and cash flows. Exchange gains or losses on
translation of foreign subsidiaries are deferred and included as a separate component in shareholders equity until realized.
(d) Hedging arrangements

The Company enters into hedging arrangements to manage its exposure to currency, commodity price and interest rate fluctuations.
The Company uses hedge accounting for its significant derivative transactions.
The Company formally documents all relationships between hedging instruments and hedged items, as well as its risk management
objective and strategy for undertaking various hedged transactions. This process includes assigning all derivatives to specific
assets and liabilities on the balance sheet or to specific firm commitments or anticipated transactions. The Company formally
assesses, using regression analysis, both at the inception of the hedge and on a quarterly basis, whether the derivatives that are
used in hedging transactions are effective in offsetting the changes in the fair values or the cash flows of hedged items.
The Company uses currency forward contracts and options to hedge its exposures to transactions denominated in foreign currencies.
The Company also uses futures and options to hedge its exposures to commodity based transactions (wheat, live hogs, grains).
When the criteria for hedge accounting are met, the gains and losses on the currency and/or commodity hedging instruments are
recognized in the consolidated financial statements in the same period as the underlying transaction are recorded in net earnings.
Any accrued amounts receivable and payable under the terms of such contracts are included in accounts receivable and accounts
payable, respectively. When the criteria for hedge accounting are not met, the Company records the fair value of the hedging items
as other liabilities or assets on the balance sheet. Any resulting gains or losses are recorded in operating earnings. Where the
Company enters into forward exchange contracts to hedge the principal and/or interest on related debt payable in foreign currencies,
unrealized losses or gains on such contracts are matched with exchange gains or losses on the debt and/or interest payable.
The Company enters into interest rate and cross-currency swaps to reduce the impact of fluctuating interest rates and exchange
rates on short-term and long-term debt. The Company designates its interest rate and cross-currency swaps relating to debt as
hedges of the underlying principal and/or interest payments. Interest expense on the debt is adjusted to include the payments
made or received on the swaps. The related amount payable to or receivable from counterparties is included as an adjustment to
accrued interest. Any exchange gain or loss arising on the designated borrowings is offset against the unrealized exchange gain
or loss arising on translation of the foreign exchange component of the swaps. The liability or receivable for the foreign exchange
component of the swap is included in other liabilities or other assets respectively.
The Company designates certain of its U.S. dollar borrowings as a hedge of its net investment in its U.S. operations. At December31,
2006, the amount of debt designated as a hedge of the Companys net investment in its U.S. operations was US$160.0 million
(2005: US$160.0 million). Any exchange gain or loss on such designated borrowings is offset against the unrealized exchange gain
or loss arising on translation of the U.S. dollar financial statements of these businesses and is included in the unrealized foreign
currency adjustment account in shareholders equity.
Realized and unrealized gains or losses associated with derivative instruments that have been terminated or cease to be effective
prior to maturity are recorded as deferred liabilities or assets on the balance sheet and recognized in income in the period in which
the underlying hedged transaction is recognized. In the event the designated hedged item is sold, extinguished or matures prior to
the termination of the related derivative instrument, any unrealized gain or loss on such derivative instrument is recognized
immediately in income as part of the loss or gain, if any, recognized on the related hedged item.
(e) Revenue recognition

The Company recognizes revenues from product sales upon transfer of title to customers. Revenue is recorded at the invoice price
for each product net of estimated returns. An estimate of sales incentives provided to customers is also recognized at the time of
sale and is classified as a reduction in reported sales. Sales incentives include various rebate and promotional programs with the
Companys customers, primarily rebates based on achievement of specified volume or growth in volume levels.
(f) Inventories
Inventories are valued at the lower of cost and net realizable value, with cost being determined substantially on a first-in, first-out
basis. Included in the cost of inventory are direct product costs, direct labour and an allocation of variable and fixed manufacturing
overhead including depreciation.
(g) Property and equipment

Property and equipment are recorded at cost including, where applicable, interest capitalized during the construction or development
period. Depreciation is calculated on a straight-line basis at the following rates, which are based on the expected useful lives of
theassets:
Buildings 2% to 6%
Machinery and equipment 10% to 33%
(h) Deferred financing costs

Costs incurred to obtain long-term debt financing are amortized over the term of such debt and are included in interest expense for
the year.
(i) Goodwill and other intangibles

Goodwill is the residual amount that results when the purchase price of an acquired business exceeds the sum of the amounts
allocated to identifiable assets acquired, less liabilities assumed, based on their fair values. Goodwill is allocated as of the date of
the business combination to the Companys reporting units that are expected to benefit from the synergies of the business
combination. The Company assigns value to certain acquired identifiable intangible assets, primarily brands, poultry quota and
delivery routes. Definite life intangibles are amortized over their estimated useful lives. Goodwill is not amortized and is tested for
impairment annually in the second quarter and otherwise as required if events occur that indicate that it is more likely than not that
the fair value of a reporting unit has been impaired. Impairment of goodwill is tested at the reporting unit level by comparing the
reporting units carrying amount to its fair value.

(j) Income taxes

The Company uses the asset and liability method of accounting for income taxes. Accordingly, future tax assets and liabilities are
recognized for the future tax consequences attributable to differences between the financial statement carrying amounts of assets
and liabilities and their respective tax bases. Future tax assets and liabilities are measured using enacted or substantively enacted
tax rates expected to apply to taxable income in the years in which those temporary differences are expected to be recovered or
settled. In addition, the effect on future tax assets and liabilities of a change in tax rates is recognized in income in the year that
includes the enactment or substantive enactment date. A valuation allowance is generally recognized against future tax assets
when it is more likely than not that all or some part of the asset will not be realized.
(k) Employee benefit plans

The Company accrues obligations and costs in respect of employee benefit plans. The cost of pensions and other retirement
benefits earned by employees is actuarially determined using the projected benefit method prorated on service and managements
best estimate of expected plan investment performance, salary escalation, retirement ages of employees and expected health care
costs. Changes in these assumptions could affect future pension expense. For the purpose of calculating the expected return on
plan assets, those assets are valued at fair value. Past service costs arising from plan amendments are amortized on a straight-line
basis over the average remaining service period of employees active at the date of amendment.
Actuarial gains and losses in excess of 10% of the greater of the actuarial liabilities and the market value of assets at the beginning
of the year and all gains and losses due to changes in plan provisions are amortized on a straight-line basis over the expected
average remaining service period of the active plan members. When a restructuring of a benefit plan gives rise to both a curtailment
and settlement of obligations, the curtailment is accounted for prior to the settlement.
(l) Stock-based compensation

The Company applies the fair value method of accounting for its stock-based compensation. The fair value at grant date of stock
options (options) is estimated using the Black-Scholes option-pricing model. The fair value of restricted share units (RSUs) are
measured based on the fair value of the underlying shares on grant date with an assumed forfeiture rate. Compensation cost is
recognized on a straight-line basis over the expected vesting period of the stock-based compensation. The Company estimates
forfeitures at the grant date and revises the estimate as necessary if subsequent information indicates that actual forfeitures differ
significantly from the original estimate.
(m) Statement of cash flows

Cash and cash equivalents are defined as cash and short-term securities with maturities less than 90 days at the date of acquisition,
less bank indebtedness.
(n) Accounting changes

Effective January 1, 2006, the Company retroactively adopted, with restatement of prior periods, the guidance presented in EIC
Abstract 156 Accounting by a Vendor for Consideration Given to a Customer including a Reseller of the Vendors Products. The
EIC requires vendors to classify certain consideration provided to customers as a reduction of revenue rather than as cost of sales
unless the vendor receives, or will receive an identifiable benefit in exchange for the consideration. The impact of the adoption of
this standard was a reduction in reported sales for the year of approximately $369.4 million (2005: $333.3 million). This accounting
change had no impact on operating earnings, net earnings or earnings per share.
(o) Comparative figures

Certain 2005 comparative figures have been reclassified to conform with the financial statement presentation adopted in 2006.
3. Accounts receivable
Under revolving securitization programs, the Company has sold certain of its trade accounts receivable to financial institutions. The
Company retains servicing responsibilities and retains a limited recourse obligation for delinquent receivables. At December 31,
2006, trade accounts receivable being serviced under this program amounted to $241.5 million (2005: $230.1 million).
4. Inventories
2006 2005
Material held for production $ 238,593 $ 216,588

Finished products 189,253 184,260
$ 427,846 $ 400,848
5. Property and equipment

2006 2005
Land $ 71,564 $ 72,233

Buildings 646,742 594,651
Machinery and equipment 1,534,057 1,447,956
Construction in progress 128,613 90,456
Land held for development or sale 70 1,993
2,381,046 2,207,289
Less: Accumulated depreciation 1,193,648 1,069,972
$ 1,187,398 $ 1,137,317
6. Other long-term assets

2006 2005
Pension assets (Note 19) $ 251,959 $ 220,540

Deferred financing costs 20,663 22,985
Notes and mortgages receivable 4,457 9,003
Other 5,012 9,379
$ 282,091 $ 261,907
7. Other intangibles
2006 2005
Brands $ 58,769 $ 59,232

Poultry production quota 24,442 24,442
Other 4,336 2,794
$ 87,547 $ 86,468

8. Long-term debt
2006 2005
Notes payable:
due 2007 (US$60 million)(a) $ 69,918 $ 69,954
due 2009 (US$140 million)(a) 163,142 163,226
due 2010 (US$75 million and CAD$115 million)(b) 202,398 202,443
due 2011 (US$207 million) (c)
241,217 241,341
due 2014 (US$98 million and CAD$105 million)(c) 219,199 219,258
due 2016 (US$7 million and CAD$20 million)(c) 28,157 28,161
due 2010 (CAD$8 million) (d)
9,458 11,726
due 2016 (CAD$51 million)(d) 58,028 62,577
Bank debt due 2006
(e)
87,750
Revolving term facility(f) 237,778
Other(g) 48,733 56,821
$ 1,278,028 $ 1,143,257
Less: Current portion 91,490 110,428
$ 1,186,538 $ 1,032,829
(a) In December 2002, the Company issued US$200.0 million of notes payable. The notes payable include a US$140.0 million
tranche, bearing interest at 6.3% per annum and due in 2009, and a US$60.0 million tranche, bearing interest at 5.6% per annum
and due in 2007. Through the use of cross-currency swaps entered into in prior years (Note 10), the Company effectively converted
US$75.0 million into Canadian dollar-denominated debt of $116.5 million bearing interest at floating interest rates being the three-
month bankers acceptance rate plus 2.5% per annum. In 2006, the Company entered into cross-currency swaps, which effectively
converted the interest of the remaining US$125.0 million notes payable from U.S. dollar-denominated interest at 6.3% per annum
into Canadian dollar-denominated interest at 6.2% per annum. The financial impact of currency rate changes on the swap is
reported as other liabilities. At December 31, 2006, the swap liability was $29.1 million (2005: $29.1 million) based on year-end
exchange rates.
(b) In April 2000, the Company issued notes payable due April 2010. The notes payable include a Canadian dollar-denominated
tranche for CAD$115.0 million, bearing interest at 7.7% per annum, and a U.S. dollar-denominated tranche for US$75.0 million,
bearing interest at 8.5% per annum. Through the use of cross-currency swaps (Note 10), the Company effectively converted the
U.S. dollar tranche into Canadian dollar-denominated debt, resulting in a Canadian dollar-denominated amount of $110.8 million at
an effective fixed interest rate of 7.7% per annum. The financial impact of currency rate changes on the swap is reported as other
liabilities. At December 31, 2006, the swap liability was $23.4 million (2005: $23.3 million) based on year-end exchange rates.
(c) In December 2004, the Company issued $500.0 million of notes payable. The notes were issued in tranches of U.S. and
Canadian dollar-denominations, with maturity dates from seven to 12 years and bearing interest at fixed annual coupon rates.
Details of the five tranches are:
Principal Maturity Date Annual Coupon
US$207 million 2011 5.2%

US$98 million 2014 5.6%
US$7 million 2016 5.8%
CAD$105 million 2014 6.1%
CAD$20 million 2016 6.2%
Interest is payable semi-annually. Through the use of cross-currency swaps (Note 10), the Company effectively converted:
US$177.0 million of debt maturing in 2011 into Canadian dollar-denominated debt of $231.0 million bearing interest at an annual
fixed rate of 5.4%; US$98 million of debt maturing in 2014 into Canadian dollar-denominated debt of $135.3 million bearing interest
at an annual fixed rate of 6.0%; and US$2 million of debt maturing in 2016 into Canadian dollar-denominated debt of $2.7 million
bearing interest at an annual fixed rate of 6.1%. The financial impact of currency rate changes on the swaps is reported as other
liabilities. At December 31, 2006, the swap liabilities were $46.2 million based on year-end exchange rates (2005: $46.1million).
(d) Concurrent with the acquisition of Schneider Corporation in April 2004, the Company assumed the liabilities outstanding under
previously issued debentures by Schneider Corporation. On the closing date, the debentures provided for principal payments
totalling $13.1 million and $60.0 million, respectively, and bear interest at fixed annual rates of 10.0% and 7.5%, respectively. The
debentures require annual principal repayments over the term of the bonds that have final maturity dates of September 2010 and
October 2016, respectively. These debentures were recorded at their fair value on the acquisition closing date. The difference
between the acquisition date fair value and the face value of the bonds is amortized over the remaining life of the debentures on an
effective yield basis. On December 31, 2006, the remaining book values were $9.5 million for the 2010 debentures (2005:
$11.7million) and $58.0 million for the 2016 debentures (2005: $62.6 million) and the remaining principal payments outstanding are
$8.3 million and $51.0 million, respectively (2005: $10.0 million and $54.3 million).
(e) In 1999, the Company entered into agreements, including a conditional sales agreement, to finance $130.0 million of the
construction cost of a new hog processing facility in Brandon, Manitoba. Effective January 1, 2005, pursuant to accounting guideline
AcG-15, the Brandon facility is recorded as an asset of the Company with its related obligations. In August 2006, the Company
exercised the option to purchase the facility for $78.0 million and repaid the loan in full. At December 31, 2005, long-term debt
related to this facility totalled $87.8 million.
(f) In May 2006, the Company renegotiated its unsecured revolving debt facility. The principal changes were (i) an increase in the
size of the facility from $700 million to $870 million; (ii) an extension of the maturity date from December 6, 2007 to May 31, 2011;
and (iii) a modest reduction in drawn debt pricing and commitment fees on the unutilized amount. This facility can be drawn in
Canadian dollars, U.S. dollars, or British pounds, and bears interest based on bankers acceptance rates for Canadian dollar loans
and LIBOR for U.S. dollar and British pound loans. As at December 31, 2006, $345.0 million of the revolving facility was utilized, of
which $107.2 million was in respect of letters of credit and trade finance (2005: $69.5 million).
(g) Subsidiaries of the Company have various lending facilities, including capital leases, with interest rates ranging from non-
interest bearing to 10.0% per annum. These facilities are repayable over various terms from 2007 to 2012. As at December 31, 2006,
$48.7million (2005: $56.8 million) was outstanding.
The Companys various facilities with Canadian chartered banks and other lenders, all of which are unsecured, are subject to
certain financial covenants.
The Companys blended average effective cost of borrowing for 2006 was approximately 6.5% (2005: 6.2%) after taking into
account the impact of interest rate hedges.
Required repayments of long-term debt are as follows:
2007 $ 91,490
2008 12,260
2009 174,435
2010 216,235
2011 487,843
Thereafter 295,765
Total long-term debt $ 1,278,028

9. Other long-term liabilities

2006 2005
Foreign currency hedge liability (Note 10) $ 98,729 $ 98,474

Pension liabilities (Note 19) 32,338 36,535
Post-retirement benefits (Note 19) 61,783 61,135
Other 4,351 6,432
$ 197,201 $ 202,576
10. Derivative financial instruments and risk management

In the ordinary course of business, the Company enters into derivative financial instruments to reduce underlying fair value and
cash flow risks associated with foreign currency, interest rates and commodity prices.
Foreign currency risk management

The Company uses foreign currency forward, swap and option contracts to reduce exchange fluctuations on its existing assets and
liabilities and on future revenue and expenditure exposures. These currency exposures relate primarily to U.S. dollar and Japanese
yen-denominated export sales and, to a lesser extent, sales and expenditures denominated in other foreign currencies.
The following table summarizes the Companys commitments to buy and (sell) foreign currency at December 31, 2006:
(In thousands of currency units) Notional Notional Notional Average

amount amount amount exchange
2006 Contracts Currency buy (sell) net rate Maturity
U.S. dollar USD 29,517 (100,655) (71,138) 1.1352 2007

U.S. dollar USD (609) (609) 1.1359 2008
Japanese yen JPY 921 (3,098,593) (3,097,672) 0.0098 2007
British pound GBP 24,000 24,000 2.2720 2007
Australian dollar AUD (10,468) (10,468) 0.8630 2007
Mexican pesos MXN (7,130) (7,130) 0.1056 2007
New Zealand dollar NZD (1,019) (1,019) 0.7580 2007
(In thousands of currency units) Notional Notional Notional Average

amount amount amount exchange
2005 Contracts Currency buy (sell) net rate Maturity
U.S. dollar USD 20,088 (62,344) (42,256) 1.1682 2006

Japanese yen JPY 14,145 (2,307,928) (2,293,783) 0.0099 2006
Interest rate risk management

The Company uses a variety of interest rate derivative instruments to manage a portion of its exposure to interest rate fluctuations.
As at December 31, 2006, the Company has the following outstanding swap contracts used to hedge floating rate debt and notes
payable (Note 8):
Canadian dollar fixed interest rate swaps

(In thousands of currency units)
Notional Effective
Maturity amount interest rate
2008 $ 200,000 6.29%

2009 $ 60,000 6.10%
Cross-currency interest rate swaps

(In thousands of currency units)
Notional Notional Effective
Maturity amount amount interest rate
US$ CAD$
2007 (Note 8 (a)) 60,000 93,240 BA(1) + 2.5%
2009 (Note 8 (a)) 15,000 23,273 BA(1) + 2.6%
2009 (Note 8 (a)) 125,000 144,606 6.2% (2)
2010 (Note 8 (b)) 75,000 110,775 7.7%
2011 (Note 8 (c)) 177,000 231,025 5.4%
2014 (Note 8 (c)) 100,000 138,000 6.0%
(1) Three-month Canadian bankers acceptance rate.

(2) Swap notional amounts are not exchanged at inception and maturity. These swaps hedge the coupon payments on USD notes payable by converting the
U.S. dollar interest into Canadian dollar interest.
In prior years, the Company had terminated a series of swaps and foreign currency contracts that were used to hedge interest rate
and currency exposure on anticipated and existing note issues. The termination cost has been deferred in other long-term assets
and is being amortized as interest expense over the life of the hedged debt (five to 10 years). At December 31, 2006, the remaining
deferred financing cost balance is $15.1 million (2005: $17.9 million).
Commodity price risk management

The Company uses a variety of derivative instruments to manage the exposure to commodity price fluctuations.
Fair value of financial assets and liabilities

Fair value of current assets and liabilities, including the current portion of long-term debt, approximates their carrying value due to
their short-term nature. The following table illustrates the carrying and fair values of the Companys long-term debt and
financialinstruments:
2006 2005
Carrying Fair Carrying Fair
Asset / (Liability) amount value amount value
Long-term debt (1,186,538) (1,203,042) (1,032,829) (1,062,400)

Derivative financial instruments:
Interest rate and cross-currency swaps(1) (138,896) (146,600)
Commodity contracts 2,915 1,500
Foreign currency contracts (2,432) 330
(1) Of the total fair value amount ($138.9 million), $98.7 million (2005: $98.5 million) is related to currency revaluation which has been recorded in other
liabilities (Note 9).

11. Restructuring and other related costs

2006
During the fourth quarter, the Company recorded restructuring and other related costs of $44.9 million ($34.8 million after-tax).
Themajority of these restructuring and other related costs relate to the protein value chain reorganization, the closure of a poultry
plant in Nova Scotia and the closure of a fresh bakery plant in British Columbia.
During the third quarter, the Company recorded restructuring and other related costs of $19.7 million ($15.6 million after-tax). These
restructuring and other related costs related to the write-down of certain hog investments, the costs to exit certain non-core trading
businesses, and restructuring costs related to the combination of the fresh pork and poultry businesses.
The following table provides a summary of costs recognized and cash payments made in respect of the above restructuring
initiatives in 2006 and the corresponding liability as at December 31, 2006.
Asset
Severance Site closing impairment Retention Total
2006 Restructuring and other related costs

Charges during third quarter $ 4,400 $ 1,481 $ 13,811 $ $ 19,692
Cash draw-downs (211) (659) (870)
Non-cash items (13,811) (13,811)
Balance at September 30, 2006 $ 4,189 $ 822 $ $ $ 5,011
Charges during fourth quarter 11,634 4,836 25,406 3,050 44,926
Cash draw-downs (1,651) (627) (35) (2,313)
Non-cash items (25,406) (25,406)
Balance at December 31, 2006 $ 14,172 $ 5,031 $ $ 3,015 $ 22,218
2005
During the first quarter of 2005, the Company recorded $13.2 million in restructuring and other related costs ($8.8 million after-tax)
in respect of certain plant closures and operational restructuring for several of its businesses associated with the integration of
Schneider Corporation (Schneider Foods), the closure of the Companys bakery in Peterborough, England, and certain other
operational restructuring items. Of the $13.2 million, $5.0 million represents the write-down of certain capital assets that were
disposed of or that have become impaired as a result of the restructuring and $8.2 million relates to provisions for employee
terminations, facility exit costs, and other restructuring costs. Of the $8.2 million in provisions, $1.6 million was paid in 2006 (2005:
$2.7 million) and $2.5 million was returned to earnings.
12. Convertible debentures

In 1998, the Company issued $91.3 million in convertible unsecured subordinated debentures for net proceeds, after costs, of
$90.0million with an interest rate of 6% and a maturity date of December 31, 2005. The debentures could be converted by the
debenture holders into common shares of the Company at a conversion price of $15.00 per share at any time prior to maturity or
the day immediately preceding the date fixed for redemption.
On January 7, 2005, certain of the debenture holders exercised their conversion rights and the Company issued 763,933 common
shares for a reduction in the total cash to be paid by the Company upon redemption of approximately $11.5 million. Accordingly,
in2005 the Company paid $79.8 million to redeem the remaining debentures outstanding, resulting in a net loss on redemption
of$1.1million.
13. Shareholders equity

Shareholders equity consists of the following:
2006 2005
Share capital $ 769,696 $ 765,666

Retained earnings 204,415 231,807
Contributed surplus 30,140 19,756
Unrealized foreign currency adjustment (9,809) (18,558)
$ 994,442 $ 998,671
The authorized share capital of Maple Leaf Foods consists of an unlimited number of common shares and an unlimited number of
non-voting common shares. As at December 31, 2006, there were 105,135,866 voting common shares issued and outstanding
(2005: 105,704,812) and 22,000,000 non-voting common shares issued and outstanding (2005: 22,000,000). The non-voting
common shares carry rights identical to those of the common shares, except that they have no voting rights other than as specified
in the Canada Business Corporations Act. Each non-voting common share is convertible at any time into one common share at the
option of the holder. Holders of non-voting common shares have a separate class vote on any amendment to the articles of the
Company, if the non-voting common shares would be affected by such amendment in a manner that is different from the holders of
common shares.
Details of share transactions relating to both voting and non-voting shares during the years are as follows:
Number of Share
shares capital
Balance, December 31, 2004 125,174,627 $ 731,291

Issued for cash on exercise of options (Note 14) 1,678,802 19,421
Issued on conversion of convertible debentures (Note 12) 763,933 12,218
Issued to purchase additional shares in Canada
Bread Company, Limited (Note 20) 214,450 3,495
Repurchased for cancellation(a) (127,000) (759)
Issued for cash on exercise of options (Note 14) 1,340,654 15,556
Repurchased for cancellation(a) (1,909,600) (11,526)
(a) During 2006, the Company repurchased for cancellation 1,909,600 common shares (2005: 127,000) pursuant to a normal course
issuer bid at an average exercise price of $12.07 (2005: $15.66). The excess of the purchase cost over the book value of the shares
was charged to retained earnings.
14. Stock-based compensation

Under the Maple Leaf Foods Share Incentive Plan as at December 31, 2006, the Company may grant options to its employees and
employees of its subsidiaries to purchase up to 10,500,929 shares of common stock and may grant Restricted Share Units (RSUs)
entitling employees to receive up to 2,200,000 in common shares. Options and RSUs are granted from time to time by the Board of
Directors on the recommendation of the Human Resources and Compensation Committee. The vesting conditions are specified by
the Board of Directors and may include continued service of the employee with the Company and/or other criteria based on a
measure of the Companys performance.

Stock options
A summary of the status of the Companys outstanding stock options as at December 31, 2006 and 2005, and changes during these
years is presented below:
2006 2005
Weighted Weighted
average average
Options exercise Options exercise
outstanding price outstanding price
Outstanding, beginning of year 11,448,616 $ 12.37 12,393,454 $ 12.02

Exercised (1,340,654) 11.60 (1,678,802) 11.57
Granted 119,000 15.04 1,355,000 16.34
Expired and terminated (607,433) 13.31 (621,036) 16.27
Outstanding, end of year 9,619,529 $ 12.45 11,448,616 $ 12.37
Options currently exercisable 6,424,579 $ 11.63 7,872,396 $ 11.66
All outstanding share options vest and become exercisable over a period not exceeding six years (time vesting) from the date of
grant and/or upon the achievement of specified performance targets (based on return on net assets, earnings, share price or total
stock return relative to an index). The options have a term of between seven and ten years.
The number of options outstanding at December 31, 2006, together with details regarding time and performance vesting conditions
of the options, is as follows:
Options currently Options subject to Options subject to

Options outstanding exercisable time vesting only performance vesting
Weighted
Weighted average Weighted Weighted Weighted
Range of average remaining average average average
exercise Number exercise term Number exercise Number exercise Number exercise
prices outstanding price (in years) exercisable price outstanding price outstanding price
$ 8.36 to $10.73 3,187,400 $ 9.90 2.6 2,515,300 $ 9.79 18,000 $ 10.30 654,100 $ 10.32
$10.77 to $13.21 3,047,173 11.96 2.8 2,335,173 11.61 48,800 12.44 663,200 13.16
$13.47 to $15.60 2,054,956 14.57 2.2 1,539,806 14.52 45,800 13.85 469,350 14.77
$16.16 to $18.47 1,330,000 16.39 5.6 34,300 17.47 32,700 16.37 1,263,000 16.36
$ 8.36 to $18.47 9,619,529 $ 12.45 3.0 6,424,579 $ 11.63 145,300 $ 13.50 3,049,650 $ 14.13
During 2006, the Company granted 119,000 stock options (2005: 1,355,000) at a weighted average exercise price per share of
$15.04 (2005: $16.34). The fair value of the total options issued is determined using the Black-Scholes option pricing model with the
following weighted average assumptions:
2006 2005
Expected option life (in years) 4.4 4.2

Risk-free interest rate 4.0% 4.3%
Expected annual volatility 27.0% 29.5%
Dividend yield 1.2% 1.0%
The estimated fair value of options granted during the year was $0.3 million (2005: $4.4 million). This value is amortized to income
over the vesting period of the related options. The amortization of the fair value of options in 2006 is $4.0 million (2005: $5.2 million)
and is recorded in contributed surplus.
Restricted share units

The Company has two plans under which RSUs may be granted to employees. The awards under the Share Incentive Plan (adopted
in 2004) are satisfied by the issuance of treasury shares on maturity, while the awards granted under the Restricted Share Unit Plan
(adopted in 2006) are satisfied by shares to be purchased on the open market via a trust established for that purpose.
In both plans, RSUs are subject to time vesting and performance vesting based on the achievement of specified stock performance
targets relative to a North American index of food stocks. Under the 2004 Plan, one common share in the capital of the Company
will be issued to the holder on vesting. All outstanding RSUs vest over a period of between three years and five years from the date
of grant. Under the 2006 Plan, up to 1.5 common shares in the capital of the Company can be distributed for each RSU if the
performance of the Company exceeds the target level. All outstanding RSUs vest over a period of 1.5 years and three years from
the date of grant.
A summary of the status of the Companys RSU plan as at December 31, 2006 and 2005 and changes during these years is
presented below:
2006 2005
Weighted Weighted
RSUs average RSUs average
outstanding price at grant outstanding price at grant
Outstanding, beginning of year 1,578,625 $ 14.82 783,125 $ 12.73

Granted(a) 2,017,060 12.10 811,750 16.33
Expired and terminated (137,250)
(b)
14.13 (16,250) 13.50
Outstanding, end of year 3,458,435 $ 13.28 1,578,625 $ 14.82
(a) In 2006, the Company granted 60,500 (2005: 811,750) RSUs under the Share Incentive Plan and 1,956,560 under the Restricted
Share Unit Plan.
(b) In 2006, the options expired and terminated consist of 128,250 (2005: 16,250) under the Share Incentive Plan and 9,000 under
the Restricted Share Unit Plan.
The fair value of the RSUs on the date of grant was $22.4 million, after taking account of forfeiture due to performance, which is
amortized to income on a pro rata basis over the vesting periods of the related RSUs. The amortization of the fair value of the RSUs
in 2006 is $6.4 million (2005: $3.2 million).
The fair value of the total RSUs granted in the year is based on the following weighted average assumptions:
2006 2005
Expected RSU life (in years) 2.8 3.3

Forfeiture rate 15.4% 30.0%
Discount rate 4.0% 4.0%
Dividend yield 1.2% 1.1%

15. Earnings per share

The following table sets forth the calculation of basic and diluted earnings per share:
2006 2005
Earnings available to common shareholders basic and diluted $ 4,525 $ 94,242

Denominator:
Weighted average common shares outstanding (in millions) 127.530 126.813
Effect of dilutive securities (in millions):
Employee stock options(i) 1.822 3.244
Weighted average shares diluted (in millions) 129.352 130.057
(i) Excludes the effect of approximately 9.5 million options and restricted share units (2005: 10.3 million) to purchase common shares that are anti-dilutive.
2006 2005
Earnings per share:

Basic $ 0.04 $ 0.74
Diluted 0.03 0.72
16. Other income (expense)

2006 2005
Gain on sale of property and equipment $ 2,199 $ 3,498

Earnings from real estate operations 1,047 283
Dividends received 458 510
Rental income 294 300
Gain (loss) on sale of investments, net (202) 363
Earnings (loss) from associated companies (770) 3,131
Loss on conversion of debenture (Note 12) (1,108)
$ 3,026 $ 6,977
17. interest expense

2006 2005
Interest expense on long-term debt $ 90,924 $ 90,154

Other net interest expense 8,180 8,163
$ 99,104 $ 98,317
18. Income taxes

Income tax expense varies from the amount that would be computed by applying the combined federal and provincial statutory
income tax rates as a result of the following:
2006 2005
Income tax expense according to combined statutory

rate of 33.7% (2005: 35.1%) $ 21,304 $ 54,770
Increase (decrease) in income taxes resulting from:
Adjustment to net future tax liabilities for changes in tax laws and rates (3,389) (167)
Rate differences in foreign subsidiaries (4,690) (3,853)
Manufacturing and processing credit (813) (1,961)
Non-taxable gains 5,119 (398)
Share option expense 3,173 2,928
Equity in earnings of associated companies (316) (1,562)
Dividends not taxable (181)
Large corporations tax 1,947
Non-deductible expenses 956
Pre-acquisition tax liability 5,500
Valuation allowance on U.S. tax losses 21,434
Other 4,191 (215)
$ 52,469 $ 51,308
The tax effects of temporary differences that give rise to significant portions of the future tax assets and future tax liabilities at
December 31 are presented below:
2006 2005
Future tax assets:

Non-capital loss carryforwards $ 130,200 $ 113,199
Accrued liabilities 43,116 22,476
Tax on intra-subsidiary asset transfer 21,574 18,620
Valuation allowance (21,434)
Other 6,691 12,111
$ 180,147 $ 166,406
Future tax liabilities:
Property and equipment $ 60,195 $ 80,419
Cash basis farming 21,622 8,440
Investments in associated companies 1,135 1,135
Net pension asset 71,335 49,551
Goodwill and other intangibles 15,691 16,273
Other 13,859 13,350
$ 183,837 $ 169,168
Classified in the consolidated financial statements as:
Future tax asset current $ 2,321 $ 15,329
Future tax asset non-current 23,464 38,499
Future tax liability current (407)
Future tax liability non-current (29,475) (56,183)
Net future tax liability $ (3,690) $ (2,762)

In accordance with CICA Handbook Section 3465, Accounting for Income Taxes, the Company reviews all available positive and
negative evidence to evaluate the recoverability of future tax assets. This includes a review of the Companys cumulative losses in
recent years, the carryforward period related to the tax losses, and the tax planning strategies available to the Company. Upon
applying these accounting rules to the Companys accumulated tax losses in the U.S. frozen bakery business, there is now sufficient
uncertainty surrounding the timing and amount of losses that will be utilized that in the third quarter the Company recorded
avaluation allowance of US$19.2 million ($21.2 million) against the full amount of the related net future tax asset related to tax
lossesin the U.S.
19. Pensions and other post-retirement benefits

Information about the Companys defined benefit plans as at December 31, in aggregate, is as follows:
Post-retirement Schneider Foods Other 2006 2005

benefit pension pension Total Total
Accrued benefit obligation:

Balance, beginning of year $ 66,237 $ 459,339 $ 609,562 $ 1,135,138 $ 1,013,200
Current service cost 956 48 25,800 26,804 19,983
Interest cost 3,290 22,398 30,935 56,623 57,776
Benefits paid (2,724) (24,846) (39,994) (67,564) (64,621)
Actuarial losses 1,164 9,003 15,755 25,922 103,258
Employee contributions 5,421 5,421 5,542
Balance, end of year $ 68,923 $ 465,942 $ 647,479 $ 1,182,344 $ 1,135,138
Plan assets:
Fair value, beginning of year $ $ 391,382 $ 929,922 $ 1,321,304 $1,191,755
Actual return on plan assets 49,784 113,030 162,814 175,439
Employer contributions 2,724 32,483 4,717 39,924 26,677
Employee contributions 5,421 5,421 5,542
Benefits paid (2,724) (24,846) (39,994) (67,564) (64,621)
Asset transfer to Company defined
contribution plan (15,825) (15,825) (13,488)
Fair value, end of year $ $ 448,803 $ 997,271 $ 1,446,074 $1,321,304
Funded status plan surplus (deficit) $ (68,923) $ (17,139) $ 349,792 $ 263,730 $ 186,166
Unamortized transition amount (153,174) (153,174) (171,754)
Unamortized actuarial losses 6,285 16,668 19,054 42,007 82,729
Unamortized prior service cost 932 932 1,028
Other (198) (198) (194)
Accrued benefit asset (liability) $ (62,638) $ (471) $ 216,406 $ 153,297 $ 97,975
Amounts recognized in the consolidated balance sheet consist of:
2006 2005
Other long-term assets $ 251,959 $ 220,540

Accounts payable and accrued charges 4,541 24,895
Other long-term liabilities 94,121 97,670
Pension benefit expense (income):

2006 2005
Current service cost defined benefit $ 25,849 $ 19,204

Current service cost defined contribution 25,306 18,049
Interest cost 53,333 54,394
Actual return on plan assets (162,814) (175,439)
Difference between actual and expected return 65,351 87,801
Actuarial losses recognized 24,758 97,044
Difference between actual and recognized actuarial losses in the year (23,447) (96,028)
Amortization of transitional obligation (18,580) (18,580)
Amortization of prior service cost 96 96
Net benefit plan income $ (10,148) $ (13,459)
The significant actuarial assumptions adopted in measuring the Companys accrued benefit obligations are as follows:
2006 2005
Discount rate used to calculate net benefit plan expense 5.00% 5.75%
Discount rate used to calculate year end benefit obligation 5.00% 5.00%
Expected long-term rate of return on plan assets 7.50% 7.50%
Rate of compensation increase 3.50% 4.00%
Other post-retirement benefit expense:
2006 2005
Current service cost $ 956 $ 779

Interest cost 3,290 3,382
Actuarial losses recognized 1,164 6,214
Difference between actual and expected actuarial gain (1,183) (6,214)
$ 4,227 $ 4,161
Impact of 1% change in health care cost trend:
1% Increase 1% Decrease
Effect of end-of-year obligation $ 2,780 $ (3,431)

Aggregate of 2006 current service cost and interest cost 211 (237)
Measurement dates:
2006 expense December 31, 2005
Balance sheet December 31, 2006

The pension assets are invested in the following asset categories at December 31, 2006 and December 31, 2005:
Asset category: 2006 2005
Equity securities 61% 72%

Debt securities 39% 28%
100% 100%
20. Investment in Canada Bread Company, Limited (Canada Bread)

During 2005, the Company acquired 225,300 shares in Canada Bread for $10.5 million comprised of cash of $7.0 million and shares
of $3.5 million, increasing its ownership to 87.5%.
The allocation of the acquisition of shares is as follows:
2005
Property and equipment $ 138

Goodwill 6,081
Other intangibles 195
Future income taxes (75)
Minority interest 4,161
Total purchase cost $ 10,500
21. Acquisitions and divestitures

(a) During the fourth quarter of 2006, the Company acquired the remaining interest in several partly-owned hog barn investments
that had been accounted for on an equity basis for a total of $2.9 million and recorded goodwill of $0.2 million.
(b) On November 27, 2006, Canada Bread purchased the French Croissant Company Ltd. (FCC) and Avance (U.K.) Limited
(Avance), two related bakeries in the U.K. for a total consideration of 29.1 million ($63.9 million). FCC markets croissants and
specialty goods across the U.K., and Avance is a leading supplier of fresh, frozen and long-life specialty bakery items. The Company
has not yet finalized the purchase equation for these acquisitions.
(c) On October 2, 2006, Canada Bread acquired the remaining interest in Royal Touch Foods Inc. (Royal Touch), a pre-packaged
sandwich supplier based in Etobicoke, Ontario. The Company paid $3.5 million, net of estimated cash acquired of $0.8 million for
the shares of Royal Touch. The investment in Royal Touch had been accounted for on an equity basis prior to this purchase. The
purchase price is subject to an adjustment based on the net assets of Royal Touch as at the acquisition date. As at December 31,
2006 the purchase price adjustment has not yet been determined.
(d) In August 2006, the Company purchased an additional 17% interest in its subsidiary Cold Springs Farm Limited (Cold Springs)
for $5.0 million in cash, thereby increasing its ownership to 66%. The Company has not yet finalized the purchase equation for this
acquisition. The Company has an obligation to purchase the remaining 34% of Cold Springs shares at a total cost of $10.0 million,
with $5.0 million payable in each of July 31, 2007 and July 31, 2008.
(e) On March 24, 2006 Canada Bread Company, Limited (Canada Bread) acquired Harvestime Limited (Harvestime), a bakery
in Walsall, England for 1.0 million ($2.0 million). Harvestime is a producer of par-baked breads, rolls and specialty bakery products.
As at December 31, 2006, the Company has finalized the purchase price allocation and goodwill of $0.7 million resulting from the
transaction has been included in the total assets of the Bakery Products group.
(f) On January 27, 2006, the Company purchased the assets of a hatchery in Quebec that supplies chick embryos for the production
of influenza vaccines for $2.8 million. As at December 31, 2006 the Company has finalized the purchase price allocation and has
allocated $2.2 million of the purchase price to a customer contract acquired with the business.
Details of net assets acquired and purchase adjustments made in 2006 and 2005 are as follows:
Royal FCC and 2006 2005

Touch Avance Other Total Total
Cash (bank indebtedness) $ 812 $ $ (945) $ (133) $

Net working capital (deficit) 822 (862) 4,071 4,031 (4,443)
Investments (1,134) (3,521) (4,655)
Property and equipment 574 14,293 10,274 25,141 (2,976)
Other assets (1,977)
Goodwill 3,220 50,512 1,052 54,784 29,653
Other intangibles 2,162 2,162
Future income taxes (44) (1,228) (1,272) 19,886
Pension benefit liability (250)
Post-employment benefit liability (53)
Other long-term liabilities (38,336)
Minority interest 5,000 5,000 2,074
Retained earnings 82
Total purchase cost $ 4,250 $ 63,943 $ 16,865 $ 85,058 $ 3,660
Consideration:
Cash 4,250 63,943 12,660 80,853 3,621
Accounts payable, accrued
charges, and long-term debt 4,205 4,205 39
$ 4,250 $ 63,943 $ 16,865 $ 85,058 $ 3,660

22. Contingencies and commitments

(a) The Company has been named as defendant in several legal actions and is subject to various risks and contingencies arising
in the normal course of business. Management is of the opinion that the outcome of these uncertainties will not have a material
adverse effect on the Companys financial position.
(b) In the normal course of business, the Company and its subsidiaries enter into sales commitments with customers, and purchase
commitments with suppliers. These commitments are for varying terms and can provide for fixed or variable prices. With respect to
certain of its contracts, the Company has the right to acquire at fair value, and the suppliers have the right to sell back to the
Company, certain assets which have an estimated fair value of $12.4 million (2005: $14.3 million). The Company believes that these
contracts serve to reduce risk, and it is not anticipated that losses will be incurred on these contracts.
(c) The Company has operating lease, rent and other commitments that require minimum annual payments as follows:
2007 $ 45,507
2008 36,862
2009 27,956
2010 21,291
2011 17,304
Thereafter 70,989
$ 219,909
23. Subsequent Events

On January 16, 2007, the Company purchased 122,900 additional shares in Canada Bread for $6.5 million, increasing the Companys
ownership interest in Canada Bread from 87.5% to 88.0%.
24. Segmented financial information

The Companys operations are classified into the following three primary business segments, which have been used for the operating
segment disclosures for all years presented:
(a) Meat Products Group includes the Companys meat and meat-related businesses, comprising the primary pork and poultry
processing, prepared meats, and global food marketing operations.
(b) Agribusiness Group includes the Companys feed and pet food businesses, animal by-products recycling, swine production,
poultry growing and hatching operations.
(c) Bakery Products Group comprises the Companys 87.5% ownership in Canada Bread Company, Limited, a producer of fresh
and frozen par-baked bakery products, and fresh pasta and sauces.
2006 2005
Sales to customers (Note 2(n))

Meat Products Group $ 3,745,654 $ 4,102,383
Agribusiness Group 815,899 800,820
Bakery Products Group 1,333,665 1,226,040
$ 5,895,218 $ 6,129,243
Earnings from operations, before restructuring and other related costs
Meat Products Group $ 74,400 $ 59,881
Bakery Products Group 100,877 101,291
$ 223,898 $ 263,034
Capital expenditures
$ 169,527 $ 152,130
Depreciation and amortization
$ 143,105 $ 132,489
Total assets (Note 2(o))
Meat Products Group $ 1,551,502 $ 1,550,439
Non-allocated assets 210,750 305,200
$ 3,275,726 $ 3,189,780
Goodwill
$ 902,663 $ 847,853
The Agribusiness Group operating earnings include the Companys share of earnings from equity-accounted hog investments in
the year in the amount of $(0.4) million (2005: $4.5 million).
During the year, total sales to customers outside of Canada were $1,608.1 million (2005: $1,671.0 million) of which $823.8 million
(2005: $872.9 million) were sales to customers in the United States.

Corporate Governance and Board of Directors
CORPORATE GOVERNANCE BOARD OF DIRECTORS

The Board of Directors and management of the Company are Purdy Crawford O.C.
committed to maintaining a high standard of corporate Counsel, Osler, Hoskin & Harcourt (Law firm)
governance. The Board has responsibility for the overall Mr. Crawford, 75, is a director of a number of U.S. and Canadian
stewardship of the Company and discharges such responsibility companies. Until February 2000, he was the non-Executive
by reviewing, discussing and approving the Companys strategic Chairman of Imasco Limited and CT Financial Services.
planning and organizational structure and supervising Mr.Crawford is an Officer of the Order of Canada and a member
management with a view to preserving and enhancing the of the Canadian Business Hall of Fame.
underlying value of the Company. Management of the business Director since: 1995
within this process and structure is the responsibility of the Chief
Executive Officer and senior management. Jeffrey Gandz
Professor, Managing Director Program Design, Richard Ivey
The Board has adopted guidelines to assist it in meeting its School of Business, University of Western Ontario
corporate governance responsibilities. The role of the Board, Dr. Gandz, 62, has been a consultant for many Canadian and
the CEO, the Chairman, Lead Director and the individual multinational corporations and government ministries, and is the
committees are clearly delineated. Together with the Chairman, author of several books, many articles and government reports
Lead Director and the Corporate Governance Committee, the on a variety of subjects, including leadership and organizational
Board assesses its processes and practices regularly to ensure effectiveness.
its governance objectives are met. Director since: 1999
Composition of the Board of Directors James F. Hankinson

The Board is comprised of experienced directors with a diversity President and Chief Executive Officer, Ontario Power Generation
of relevant skills and competencies. The Board of Directors has (Electric generation company)
assessed each of the Companys 10 non-management directors Mr. Hankinson, 63, is a director of several Canadian companies.
to be independent. These 10 directors are also considered Mr. Hankinson retired as President and CEO of New Brunswick
independent under the relevant securities regulations. Power Corporation in 2002. He was President and Chief
Operating Officer of Canadian Pacific Limited until 1995.
A more comprehensive analysis of the Companys approach to Director since: 1995
corporate governance matters is included in the Management
Proxy Circular for the April 26, 2007 Annual and General Meeting Robert W. Hiller
of Shareholders. Corporate Director

Mr. Hiller, 70, has served as a director and senior officer of a
number of large multinational food companies in the United
States and in Canada. Until 1991, he was Senior Vice-President
and Chief Financial Officer of the Campbell Soup Company
Limited.
Director since: 1995
Chaviva M. Hosek
President and Chief Executive Officer, The Canadian Institute for
Advanced Research (Research Institute)
Dr. Hosek, 60, received her Ph.D. from Harvard University in
1973. She was Director of Policy and Research from 1993 to
2000 in the Prime Ministers Office. Her career has included a
term as Minister of Housing for the Province of Ontario and a
13-year period as an academic at the University of Toronto.
Dr.Hosek serves as a director of the Central European University
and AllerGen NCE.
Corporate Governance and Board of Directors
Donald E. Loadman Diane E. McGarry

Corporate Director and Business Consultant Corporate Director
Mr. Loadmans career includes service in Canada and the United Ms. McGarry, 57, is a director of Omnova Solutions Inc. Her
States with three multinational food and packaged goods career includes over 30-years experience with Xerox including
companies. Until 1991 Mr. Loadman was Chairman of Pillsbury five years in Canada as Chairman, President and CEO of Xerox
International. Mr. Loadman, 74, is a resident of California. Until Canada from 1993 to 1998. Prior to retiring in 2005, Ms. McGarry
1996, Mr. Loadman was Chairman of Ault Foods Limited. held the position of Chief Marketing Officer, Xerox Corporation.
Director since: 1995 Director since: 2005
G. Wallace F. McCain O.C. J. Edward Newall O.C.

Chairman, Maple Leaf Foods Inc. Chairman, Newall & Associates (Consulting firm)
Mr. McCain, 76, was appointed Chairman following the Mr. Newall, 71, is also Chairman and Director of NOVA Chemicals
acquisition of the Company in April 1995. Mr. McCain co- Corporation and Chairman Emeritus of Canadian Pacific Railway
founded McCain Foods Limited in 1956 which has grown to Ltd. In 1998 he retired as Vice-Chairman and CEO of NOVA
become one of the largest frozen food companies in the world. Corporation. He served as a director of Alcan Inc. until December
Mr. McCain was President and Co-CEO of McCain Foods Limited 2004 and as a director of Royal Bank Financial Group until
until 1994 and is currently its Vice-Chairman and director of January 2005. Mr. Newall is an Officer of the Order of Canada.
other associated companies within the McCain Foods Group. Director since: 1997
Mr. McCain is an Officer of the Order of Canada.
Director since: 1995 Gordon Ritchie
Chairman of Public Affairs, Hill & Knowlton Canada (Government
J. Scott McCain and public relations company)
President and Chief Operating Officer, Agribusiness Group, Mr. Ritchie, 63, is also CEO of Strategico Inc. and a director of a
Maple Leaf Foods Inc. number of leading Canadian corporations. Mr. Ritchie had 22
Before joining Maple Leaf Foods Inc. in April 1995, Mr. McCain years of distinguished public service. As Ambassador for Trade
was Vice-President for Production of McCain Foods Limited in Negotiations, Mr. Ritchie was one of the principal architects of
Canada, a company he joined in 1978 and where he held the Canada/United States Free Trade Agreement.
progressively senior positions in manufacturing and operations. Director since: 1995
He is a director of Canada Bread Company, Limited and McCain
Capital Corporation. Mr. McCain, 50, is a director of McCain Robert T. Stewart
FoodsGroup. Corporate Director
Director since: 1995 Mr. Stewart, 74, is a director of a number of large North American
companies in various industries. Mr. Stewart had a 40-year
Michael H. McCain career with Scott Paper Limited, retiring in 1995 as Chairman
President and Chief Executive Officer, Maple Leaf Foods Inc. and CEO.
Mr. McCain, 48, joined Maple Leaf Foods Inc. in April 1995 as Director since: 1995
President and Chief Operating Officer. Prior to joining Maple
Leaf Foods, Mr. McCain spent 16 years with McCain Foods
Limited in Canada and the United States and was, at the time of
leaving in March 1995, President and Chief Executive Officer of
McCain Foods USA Inc. In January 1999, Mr. McCain was
Note: Ages of the Board of Directors provided as at March 2007.
appointed Chief Executive Officer of Maple Leaf Foods. He is
the Chairman and Director of Canada Bread Company, Limited,
a director of McCain Foods Group Ltd., the American Meat
Institute, and Royal Bank of Canada. He is a past director of
American Frozen Food Institute and Bombardier Inc. Mr. McCain
also serves on the Board of Trustees of The Hospital for Sick
Children.

Senior Management and Officers
COMMITTEES OF THE BOARD OF DIRECTORS EXECUTIVE COUNCIL

Audit Committee (Includes members of the Corporate Council and
R.W. Hiller, Chairman Senior Operating Management as follows)
J.F. Hankinson
D.E. Loadman Michael E. Detlefsen
D.E. McGarry President, Maple Leaf Global Foods
R.T. Stewart
Brock J. Furlong
Corporate Governance Committee

President, Canada Bread Frozen Bakery
J.F. Hankinson, Chairman
Kevin P. Golding
P. Crawford
President, Rothsay and Elite Swine Inc.
C.M. Hosek
D.E. McGarry Annalisa King
G. Ritchie Senior Vice-President, Transformation
Environment, Health and Safety Committee Rory A. McAlpine

J. Gandz, Chairman Vice-President, Government & Industry Relations
R.W. Hiller
C.M. Hosek C. Barry McLean
D.E. Loadman President, Canada Bread Fresh Bakery
J.E. Newall
Peter G. Maycock
Human Resources and Compensation Committee Managing Director, Maple Leaf Bakery U.K.
G. Ritchie, Chairman
Bruce Y. Miyashita
P. Crawford
Vice-President, Six Sigma
J. Gandz
J.E. Newall Patrick A. Ressa
R.T. Stewart Chief Information Officer
CORPORATE COUNCIL Peter C. Smith

G. Wallace F. McCain Vice-President, Corporate Engineering
Chairman
Maryanne Chantler
Michael H. McCain Vice-President, Purchasing & Supply Chain
President and Chief Executive Officer
Jerry Vergeer
J. Scott McCain President, Maple Leaf Animal Nutrition
President and Chief Operating Officer, Agribusiness Group
Richard Young
Richard A. Lan President, Maple Leaf Consumer Foods
Chief Operating Officer, Food Group
OTHER CORPORATE OFFICERS
Michael H. Vels
J. Nicholas Boland
Executive Vice-President and Chief Financial Officer Vice-President, Finance
Douglas W. Dodds
Natalie M. Marche
Executive Vice-President and Chief Strategy Officer Vice-President and Treasurer
Wayne Johnson
Connie Fullerton
Senior Vice-President and Chief Human Resources Officer Assistant Corporate Secretary
Rocco Cappuccitti
Senior Vice-President, Transactions & Administration
and Corporate Secretary
Lynda J. Kuhn
Vice-President, Public & Investor Relations
Corporate Information
A simpler,
CAPITAL STOCK SHAREHOLDER INQUIRIES
The Companys authorized capital consists of an unlimited Inquiries regarding dividends, change of address, transfer
number of voting common and an unlimited number of non- requirements or lost certificates should be directed to the
voting common shares. At December 31, 2006, 105,135,866 Companys transfer agent:
voting shares and 22,000,000 non-voting shares were issued
focussed,
and outstanding, for a total of 127,135,866 outstanding shares. Computershare Investor Services Inc.
There were 1,188 shareholders of record of which 1,146 were 100 University Avenue, 9th Floor
registered in Canada, holding 99.2% of the issued voting shares. Toronto, Ontario, Canada M5J 2Y1
All of the issued non-voting shares are held by Ontario Teachers Tel: (514) 982-7555
more profitable
Pension Plan Board. These non-voting shares may be converted or 1-800-564-6253 (toll-free North America)
into voting shares at any time. or [email protected]
OWNERSHIP COMPANY INFORMATION
business
The Companys major shareholders are McCain Capital For public and investment analysis inquiries, please contact our
Corporation holding 41,518,153 voting shares representing Vice-President, Public & Investor Relations at (416) 926-2000.
32.6% of the total issued and outstanding shares and
OntarioTeachers Pension Plan Board holding 20,728,371 voting For copies of annual and quarterly reports, annual information
shares and 22,000,000 non-voting shares representing 33.6% of form and other disclosure documents, please contact our Senior
the total issued and outstanding shares. The remainder of the Vice-President, Transactions & Administration and Corporate
issued and outstanding shares are publicly held. Secretary at (416) 926-2000.
CORPORATE OFFICE TRANSFER AGENT AND REGISTRAR
Big changes are happening at Maple Leaf Foods. Maple Leaf Foods Inc. Computershare Investor Services Inc.
100 University Avenue, 9th Floor
30 St. Clair Avenue West
Suite 1500 Toronto, Ontario, Canada M5J 2Y1
We are simplifying our businesses. We are driving Toronto, Ontario, Canada M4V 3A2 Tel: (514) 982-7555
Tel: (416) 926-2000 or 1-800-564-6253 (toll-free North America)
innovation. We are sharpening our focus and Fax: (416) 926-2018 or [email protected]
Website: www.mapleleaf.com
transforming our company. AUDITORS
ANNUAL AND GENERAL MEETING KPMG llp
The annual and general meeting of shareholders of Maple Leaf Toronto, Ontario
Read on. Foods Inc. will be held on Thursday, April 26, 2007 at 11:00 a.m.
at the Design Exchange, 234 Bay Street, Toronto, Canada. STOCK EXCHANGE LISTINGS AND STOCK SYMBOL
The Companys voting common shares are listed on The Toronto
DIVIDENDS Stock Exchange and trade under the symbol MFI.
The declaration and payment of quarterly dividends are made at
the discretion of the Board of Directors. Anticipated payment RAPPORT ANNUEL
dates in 2007: March 29, June 29, September 28 and Si vous dsirez recevoir un exemplaire de la version franaise
December31. de ce rapport, veuillez crire ladresse suivante : Secrtaire de
la socit, Les Aliments Maple Leaf Inc., 30 St. Clair Avenue
West, Toronto, Ontario M4V 3A2.
1 Financial Highlights 2 Segmented Operating Results 3 Letter from the Chairman

4 Message to Shareholders 14 Financial Statements
Maple Leaf Foods Inc.Annual Report 2006

Building a globally-admired meats, meals and bakery company.

annual report
30 St. Clair Avenue West, Suite 1500
Toronto, Ontario, Canada M4V 3A2 2006
www.mapleleaf.com Printed in Canada

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Maple Leaf Foods Inc.

Maple Leaf Foods Inc.Annual Report 2006

Maple Leaf Foods Inc.

OWNERSHIP COMPANY INFORMATION

CORPORATE OFFICE TRANSFER AGENT AND REGISTRAR

1 Financial Highlights 2 Segmented Operating Results 3 Letter from the Chairman

Number of shares (millions)

Operating Earnings before

Protein Value Chain

Meat Products Group

Total Protein Value Chain

Sales 4,562 4,903 (7) %

Bakery Products Group

Sales 1,334 1,226 9%

letter from the chairman

Operating earnings in our Meat buoyed by increased consumer

In the Bakery Products Group, where Our Company continues to generate

revitalizing our global competitiveness

transforming our protein business

Effect of Restructuring and Other Related Costs

Selected Financial Highlights

2006 2005 2004 (ii)

Sales(i) $ 5,895.2 $ 6,129.2 $ 6,056.1

2006 Annual Report 15

Average rate change(i)

($ millions) Full Year

Meat Products Group $ 3,745.6 $ 4,102.4 (8.7)% $ 3,947.3

Earnings from Operations before restructuring and other related costs:

($ millions) Full Year(i)

Meat Products Group $ 74.4 $ 59.9 24.2 % $ 68.5

SEGMENTED OPERATING EARNINGS

2006 Annual Report 17

Meat Products Group

Bakery Products Group

2006 Annual Report 19

A formal sale process of the animal nutrition business has commenced.

Restructuring and Other Related Costs

Protein value chain reorganization $ 49.5

protein value chain reorganization

Bakery plant closure

Poultry plant closure

Impairment of a non-core equity investment

2006 Annual Report 21

$ millions 2006 Remaining Total

Protein value chain reorganization 49.5 50.5 to 100.5 100.0 to 150.0

Acquisitions and Divestitures

Transactions with Related Parties

Capital Resources and Liquidity

2006 Annual Report 23

N Meat Products Group

Payments due by fiscal year

Long-term debt $ 1,278.0 $ 91.5 $ 12.3 $ 174.4 $ 216.2 $ 487.8 $ 295.8

Derivatives and Other Financial Instruments

2006 Annual Report 25

Share Capital and Dividends

Hog and Pork Market Cyclicality

Food Safety and Consumer Health

Credit Risk of Customers

2006 Annual Report 27