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North Sask Laundry & Support Services Ltd

Business Plan 2004

1200 24th Street West Prince Albert, Saskatchewan, S6V 5T4 Phone: 306-764-5264 Fax: 306-922-4858 Email: [email protected] Website: www.northsasklaundry.com Contact: James T Watchman

CONFIDENTIAL INFORMATION

North Sask Laundry & Support Services Ltd ­ Business Plan 2004

Table of Contents

EXECUTIVE SUMMARY ............................................................... Pg 2

STRATEGIC PLAN ­ 2004

...................................................... Pg 3

Environmental Assessment 1999 Strategic Positions and Issues Review Goals Review Objectives

THE COMPANY

........................................................................ Pg 10

Historical Events and Projects Current Projects Management Profile Staffing

THE SASKATCHEWAN HEALTH CARE MARKET ........................... Pg 13

FINANCIAL HISTORY

Poundage Revenue Expenses Cash Flow Financial Ratios

............................................................... Pg 14

PRODUCTS AND SERVICES

...................................................... Pg 19

THE FINANCIAL PLAN

............................................................... Pg 21

Poundage Financial Forecast Capital Requirements Impact on Balance Sheet Impact on Cash Flow Financial Ratios Projections Conclusion

APPENDICES

........................................................................ Pg 25

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

EXECUTIVE SUMMARY This business plan has been developed as a continuation to the financial recovery plan laid out in the Business Plan of 1999. The Strategic Plan was reviewed and revised in 2004 by the Board of Directors (Appendices: page 1). The plan reviews the successes and failures to achieve the goals of that Plan.

The Laundry faces challenges with decreasing volumes, increasing energy and chemical costs, and physical limitations with space. The financial challenge will improve with the retirement of the loan for linens (2005) and the long-term debt (2009). The Quala tracking system has enabled the improvement of services and financial recovery of lost and damaged items.

This Plan enables the Laundry to continue on the path of financial recovery while preparing for major equipment replacement or upgrades to remain a high production plant. The replacement and upgrades will be financed though the operation without having to secure bank financing. The improvement of cash flow will be easier to manage and enable the operation more flexibility financially to take advantage of opportunities that will come up in the future.

This plan promotes customer participation to control linen cost within their facilities. The Quala System will continue to be developed to provide customer better access and reporting capabilities.

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

STRATEGIC PLAN ­ 2004 The Vision and Mission Statement have not changed. These Ends are documented in the Governance Policies and are reviewed three times a year by the Board of Directors.

Environmental Assessment

The internal strengths, weaknesses, external opportunities and potential threats (SWOT) were reviewed with the 1999 strategic plan. Changes are highlighted.

Internal Strengths: · · Stable labor relations, employee attitudes are good Good equipment but requiring some upgrades o Fabian Oulette of Lavexco evaluated the washer/dryer system and noted two requirements for the future are: an upgrade in computers and replacement of the centre core in two to three years · · · · Good management Good location, central to all customers Transportation, interact with Customers and Laundry Canadian Benchmarking Initiative o NSL has participated in an annual benchmarking project with other health care laundries in Canada · Improved delivery of linens o The Quala system has enabled the laundry to improve fill rates from 83.8% in 2001 to 97.8% in 2004 · Financial reporting o New financial reporting break downs have identified operating cost and have assisted in better budgeting results

Internal Weaknesses:

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

· · ·

Financial status Need to improve relationship with Customers Limited linen inventory space in plant

External Opportunities: · · · Add to volume through current and new customers Develop new long term care products and services K-Bro Report 2002 o Identified NSL as the most productive laundry in Saskatchewan that provides more value added services than other operations

External Threats: · · · The political environment Competitors ­ other laundry services and disposable products Lack of space in the plant

This plan must recognize the shortcomings of the 1999 Business Plan, continue to build on the strengths, resolve the internal weaknesses, exploit the opportunities, and confront the threats that are identified.

1999 Strategic Positions and Issues Reviewed

The SWOT review revisited the positions and issues that were identified in the 1999 Business Plan. The review evaluated the Laundry's success and failure in its positions and issues to meet its objectives.

Position Strengths: · The operation meets or exceeds all accreditation, OHS, and Health and Welfare Guidelines and infectious control requirements. o This continues to be the case. New legislation for Return-To-Work and Duty to Accommodate programs have been established, a review of the

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

impact of SARS and necrotizing fasciitis has been done, and a representative participates on the accreditation committee of the Prince Albert Parkland Health Region. · · Transportation routes established to service all Customer/Shareholders. Established personal linen services and long-term care products o With decreasing volume the personal linen services is struggling to be cost effective. Other central laundries have ventured into to this area of service. Participation on the Canadian Benchmarking Initiative has provided new ideas of service and costing. o Currently Australian sheepskin products are being evaluated for function and costing from the depot in North Battleford. · Age and type of equipment is still the latest technology available. o An evaluation of the washer/dryer equipment by an engineer has identified that the equipment is in excellent condition. Future considerations were identified as replacing the computer system and replacement will be required within the next three years of the center core and steam head. · Energy supply locations and leases agreements o Joint discussions with the Prince Albert Parkland Health Region energy center to review energy savings that can be achieved through heat recovery. o The ability of the energy center to meet future increased demand was also reviewed with positive results. · Cost of disposable packs. o The introduction of `pack-ready' OR linens and OR Packs has been well received by most hospitals. A cost evaluation has proven that the cost is competitive with disposable products.

Position Opportunities: · The benefits of other type of products using the transportation system o Two health regions evaluated the possibility of using the transportation system to deliver med-surgical supplies. Nothing concrete has resulted.

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

·

Developing other quality services for Customers o Bar swabs were introduced as an alternative to dust towels. o Sheets were upgraded from a polyester cotton 120 thread count to a better quality 180 thread count but narrower. (66" from 72") o A comfort spread is being evaluated to replace the bedspread and thermal blanket. o Information is being gathered on the new micro-fiber mop. A trial will be set up in early fall of 2004.

· ·

Operating Room linen pack making services o Early results are showing this to be a positive addition to the service. Expanding personal linen services to other regions o The service was expanded into the Twin Rivers Health District, but due to demands for job creation the service was discontinued.

·

Warehousing and distribution of other disposable products o A lack of space at the Prince Albert plant has made this project unfeasible at the present time.

·

Adding other long term care facilities o Two new facilities have been added; Prince Albert Men's Home, and the Parkland Place in Melfort.

·

Assisting health regions achieve their goals to consolidate services o The light table inspected OR linens and "pack ready" delivery of OR linens is well received in all but two facilities. o Consolidation inquires have come in from facilities in two other provinces.

·

Provide services to other health regions o With the formation of health regions a couple of areas of service fell under new authorities. These have given their notice to discontinue NSL services in July 2004. o The K-Bro study recommends the expansion of services to the Saskatoon area.

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

Weakness Issues: · The financial short term focus on lowest price o Pricing is still an issue with customers. The charging for lost or damaged items is viewed as a "new" cost to health care whereas it is a reallocation as a direct cost to the customer rather than an in-directed cost which resulted in part to losses on the NSL financial reporting · The current shipping system does not meet the current needs o The introduction of the QUALA linen control system has resulted in an extreme turn around in this area. Fill rates have increased from 83.8% in 2002/03 to an average of 93.9% in 2003/04. The first three months of 2004 has averaged 97.8%. · Shipping in bulk bags results in poor quality o New customers have requested the cart-exchange system o One customer discontinued the cart exchange service · The Laundry is totally dependant on Customers to control linen stock o The introduction of the QUALA system has proven its ability to track and report damaged and lost items. Efforts are continuing to add more items (uniforms, sheepskin products, and expensive items). · The space in the Prince Albert plant o Space is required for new linen storage and expansion of services

Threat Issues: · Meet OR standards for linens and replacement of disposable products o The Canadian Standards Association regulations for OR linens to be inspected over a light table before use in an OR theater has been accomplished for all the user hospitals. The addition of the light table inspection has resulted in a better product. The QUALA system tracks each piece and notifies the inspector when specific product requirements are required. Both of these additions have enabled NSL to meet the OR standards requirements.

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

o Most of NSL customers have a limited knowledge of guidelines and regulations that impact the delivery of health care products o The shareholders need to put emphasis within their facilities to secure OR linens and take advantage of the benefits of linen control · · Plant space needed to develop more services o Continues to be an issue Attitude of Customers and employees o The addition of the Customer Representative person has met with positive response from the Customers. All the new projects start with Customer participation and approval. Communication within health regions seem to be very poor when it comes to laundry issues. o Employees continue to work with changes to production and Customer services. Currently the Joint Job Evaluation program committee is working together. · · The political environment o The concept of laundry services provincially wide is under review. Services provided by other laundries and supply companies

Goals

The primary goal of the 1999 Business Plan was a long-term financial plan to restore the bank and shareholder confidence with longer term goals for customers and staff. In January 2000, a loan of $740,000 offset the past debts and a monthly pre-billing for services was established in June 2000 to provide operating funds to support NSL plan for financial recovery.

The financial projects were in line until 2003. OR linens were upgraded to water proof fabrics to improve the requirements for patient and staff protection. Hospitals demanded a 30% increase in inventory which cost $1.3 million. The increased inventory level should have resulted in better circulation and fill rates, but only increased the inventory

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

levels at the customer facilities. The Laundry increased the charge rate from 89.5¢ per pound to $1.015.

Progress, toward a financially viable position, has been gradual and slower than was projected. The primary goal of this Plan is to continue building on this the progress.

Based on the review, the following objectives were noted to achieve the primary goal:

Objectives

a) duct dryer intake directly from outside a. a consulting engineer needs to be hired to investigate this consideration to reduce static electricity in the plant b) introduction of new products a. an evaluation of micro-fiber mop system will be done this fall c) educate customers on services a. past efforts to work with customer representatives will continue and the website will be designed to inform customers d) establish linen control at customer facilities a. a computer program is being developed to allow all NSL customers to track linen used in each facility through the website e) upgrade computer controls for dryers a. a capital budget to purchase and install this computer will be presented in the 2005/06 budget

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

THE COMPANY Origin, structure, service and production concepts have not changed since 1999. Historical Events and Projects

1999

­ Business Plan 1999 was approved - borrowed $740,000 to satisfy past debts - introduced pre-billing

2000

- upgrades linen inventory program to be Y2K compliant - developed Board Governance Policies

2001

- developed new financial reports

2002

- joined the Canadian Collaborative Benchmarking Group

2003

- installed QUALA linen tracking system - upgraded OR linens - installed equipment preventative maintenance program - hired a Customer Representative

2004

- upgraded computer in washing machine

Current Projects · · · · · ·

developing website for customer interaction introduction of QUALA tracking at each facility evaluation of new mop service introduction of Australian sheepskin products developing process for receipt of goods and service ­ ACCPAC developing Returned Goods Authorization process ­ ACCPAC

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

Management Profile

The management team is made up of five out of scope positions: General Manager, a Production Supervisor, a Customer Representative, a Confidential Secretary and a Clerical Secretary.

Diane Oleynik has held the position of Confidential Secretary since May 1986. Diane is a Grade 12 graduate of the secretarial course of the Carlton Comprehensive High School in Prince Albert. Her education also includes courses in basic computer training, data entry, and ACCPAC modules. She has been previously employed in a variety of jobs from clerk to assistant manager from 1976 to 1986.

Tammy Wilson has held the position of Clerical Secretary since September 2003. Tammy is Grade 12 graduate of Kelvington High School with an accounting and office education through the Kelsey Institute. Her previous employment ranged from clerical to office management.

Karl Henry has held the position of Production Supervisor in Prince Albert since February 2004. Karl has been employed by NSL since November 1979 and has worked in every position of the laundry production and maintenance. He also served as the CUPE President, shop-steward, and served on numerous committees. Karl is currently enrolled in the American Linen and Laundry College's Registered Laundry & Linen Director Program which should be completed by the fall of 2005.

Lucille Georget has held the position of Customer Representative since April 2003. Lucille's former position was as Head of Housekeeping and Laundry for the Wakaw Hospital for 16 years and as a housekeeper for 18 years. These positions have prepared her as an ideal candidate to bring together NSL's goals to improve the service image and the customer representatives.

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

Jim Watchman has held the position of General Manager since April 1996. Jim is a grade 12 graduate of Sisler High School in Winnipeg, Manitoba. His laundry background covers 36 years and includes both commercial and institutional operations.

Staffing

The staff are members of CUPE, Local 3637. Current staffing levels are 28 full-time in Prince Albert and 5 in North Battleford. The current collective agreement ended December 31, 2003. Both sides have given notice of their intention to negotiate. The agreement is negotiated separately from the Provincial Collective Bargaining. Two percent of each payroll is being set aside in a mutual fund to cover retro pay that will be required when the new contract is negotiated.

The Laundry and staff are currently developing the Joint Job Evaluation requirements. Funding requirements have been submitted to the Provincial Government to address the expected costs.

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

The Saskatchewan Health Care Market

In August 2002, health districts gave way to a new provincial division of health regions. The regionalization reduced the shareholders from 11 members to 4. An operational and a financial individual were added in advisory capacities to assist the Board members. This also reduced the customer base by 3 that took place in July 2004, a loss of 90,000 pounds annually.

The Provincial Government commissioned K-Bro Laundry Services of Albert to evaluate health care laundry services in Saskatchewan in 2001. The report compared costs, productivity, and services for 3 groups of laundries; centrals, in-house operations, and personal linens. Both NSL operations were reported as the most efficient providing more services than other operations.

In June 2003, the Department of Health initiated open discussions at the Minister's level. A group of administrators and laundry operational individuals met to make recommendations based on the report. This group could not come to a consensus. In 2004, The Department hired a conciliator to work with 3 groups; operational, financial, and governance. The operational group have met to review provincial volumes and capacity.

Severe Acute Respiratory Syndrome (SARS) outbreak in March 2003 in Toronto and the increasing incidence necrotizing fasciitis, the flesh-eating bacteria, have brought attention to the need to protect health-care providers. The Laundry has been involved with evaluating new textiles and reviewing the ability to meet the demands of an influenza pandemic. This has been discussed at various levels of health care and laundries have a role to play. In-house operations, privatization and disposables continue to be hurdles to expansion of laundry services. Even though NSL has developed a first class OR linen products, health regions continue to invest in disposable products.

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

FINANCIAL HISTORY Poundage Overall poundage continued to decrease at an average of 2% each year until 2003/04 (Appendices: 2). The 2003/04 volume increased by 8.5%. 165,000 pounds was due to new customers, significantly the addition of Parkland Place in Melfort. The Quala system improved fill rates from 83.4% to 95.7% along with establishing checks and balances that increased the reported poundage by 3.4%. As more customers increase the awareness of linen controls, the Laundry can expect further decreases in volume. The Saskatoon Health Region Laundry removed 90,000 pounds annually to their operation in 2004/05.

Personal Linens have experienced the most significant poundage loss from 331,407 pounds in 1999/2000 to 231,526 in 2003/04. The reduction resulted from bed closures, service reductions, and a new scale installed in December 2002. This kind of loss makes it more difficult to maintain a reasonable price. Revenue While poundage was decreasing, the revenue increased 21% to 2002/03 and then by another 27% in 2003/04 (Appendices: 3). Due to the losses in the 2002/03 year the rate was increased to $1.015 per pound. The Quala system added an additional $85,465 to revenue for lost and damaged items. Personal linen revenues increased by 4% over the 5 year period while interest revenues increased by 239% and miscellaneous sales dropped by 37%. Customer returned goods for credit have decreased from an average of 8,533 pounds in 2002 to 955 pounds in 2004. Expenses While revenues grew by 21%, expenses increased by 27% over the same period. Linen replacement, salaries and benefits, wash chemicals, housekeeping supplies and utilities were main contributors to this increase. A $700,000 increase to linen was budgeted for 2002/03 to upgrade OR linens. The final cost was $1.3 million between 2002 and 2004. The increase was 61% over the 5 years. Salaries and benefits increased by 29% over this

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

period. Three new positions were established in 2002 to train employees on the Quala system and light table inspection. The collective agreement was negotiated in 2002 which accounted for retro pay out of $115,000 and wages over three years increases of 2% each year until December 31, 2003. Both wash chemicals and cleaning supplies had a 42% increasing in pricing. Wash chemicals also increased due to new products required for the new materials. The biggest increase in utilities came from gas prices which increased almost 30% in one year. Cash Flow Cash flow (Appendices: 4) steadily increased for the first three years of the 1999 Business Plan. The set back in the forth year was due to the linen replacement costs. However, in the fifth year due to the price increase and the added inventory lost and damage charges the improvement is back on track.

Financial Ratios A comparison of ratios from the 1995 to 1999 period and the 2000 to 2004 period is an acceptable practice to measure the financial performance when similar type business performance is not available.

Liquidity Ratios (Appendices: 6) A) Current Ratio

1995-1999 2000-2004 3.06 1.2 2.74 1.82 1.39 1.77 1.13 1.64 0.59 2.15

Current Ratio

The Laundry has steadily improved its ability to meet current debts compared to its current capital.

3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5

1995-1999

2000-2004

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

B) Quick Ratio

1995-1999 2000-2004 1.77 0.54 1.66 0.77 0.82 0.92

Quick Ratio

0.73 0.91

0.42 1.44

The Quick Ratio measures the ability of a company to meet its current debt without having to convert its inventory into cash.

2 1.5 1 0.5 0 1 2 3 4 5

1995-1999

2000-2004

C) Accounts Receivable Turnover

1995-1999 2000-2004 9.06 9.14 9.9 10.29 7.97 9.73 9.01 9.82 9.12 9.89

Accounts Receivable Turnover

This ratio reports how many times during the year the accounts receivable are turned into cash.

10.5 10 9.5 9 8.5 8 7.5 7 1 2 3 4 5

1995-1999

2000-2004

Leverage Ratios (Appendices: 7) A) Total Debt To Assets Ratio

1995-1999 2000-2004 0.1 0.41 0.13 0.32 0.44 0.38 0.48 0.39 0.7 0.33

For creditors, a lower Debt-to-Asset Ratio is preferred as it means shareholders have contributed a large portion of the funds to the business, and thus creditors are more likely to be paid.

Total Debt to Asset Ratio

0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 1 2 3 4 5

1995-1999

2000-2004

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

B) Debt to Equity Ratio

1995-1999 2000-2004 0.12 4.8 0.15 2.29 0.8 2.0 0.91 51.77 2.37 4.11

Debt to Equity Ratio

Term lenders prefer a lower debt-to-equity ratio as it indicates a lower reliance on creditors and therefore a greater capacity for the business to repay its creditors.

60 50 40 30 20 10 0 1 2 3 4 5

1995-1999

2000-2004

Operating Ratios A) Return on Assets

1995-1999 2000-2004 9 -19.4 -0.8 13.4 -24.9 6.4 -7 -36.4 -24 17.7

Return on Assets Ratio

30

A higher ratio result than industry standards usually indicates an efficient use of assets.

20 10 0 -10 -20 -30 -40 1 2 3 4 5 1995-1999 2000-2004

B) Return on Investment

1995-1999 2000-2004 10 -112.6 -9.2 44.2 -44.8 19.2 -13.4 -1902.4 -81 90.44

Return on Investment Ratio

This percentage indicates the return generated on the capital invested in the Laundry by the owners.

150 100 50 0 -50 -100 -150 -200 1 2 3 4 5 1995-1999 2000-2004

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

C) Net Earnings Margin

1995-1999 2000-2004 7.6 -10.7 -6.6 6.5 -20.5 3.4 -4 -16.66 -12.4 6.5

Net Earnings Margin

10 5

This percentage indicates how much of each dollar of sales we convert to earnings.

0 -5 -10 -15 -20 -25 1 2 3 4 5 1995-1999 2000-2004

Overall, the ratios and percentages indicate an improvement in the Laundry's financial picture with the exception of the 2002/03 year, but a quick recovery in 2003/04.

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

PRODUCTS AND SERVICES The shifting of NSL's focus from the "linen supplier" model to the "support services" model has met with mixed reactions from the customers. The Quala system has almost eliminated the short shipments, but most customers are reluctant to trust the accuracy of the tracking of items that result in loss and damage charges. Three of the objectives (Page 9) of this plan are to improve services.

The Victoria Hospital, which pays the highest cost for lost and damaged goods were investigating ways to identify where the losses occur. The presentation by Lac Mac Ltd could be adapted to a website and all NSL customers could access to track barcodes in their own facilities. This idea was presented to the Board of Directors and a capital budget was approved. A joint venture was set up between NSL and Lac Mac Ltd to develop the software. The project will be tested with the Victoria Hospital starting November 2004. The website will also be developed for online ordering and purchasing.

A trial of Australian Medical Sheepskins was undertaken in the spring of 2004. The clinical results proved that the product will be a positive contribution to reduce and heal bedsores. The costing was calculated and a report was presented to the Board. Presentations will continue at the Regional Boards in the fall of 2004. It was determined that the initial capital requirement to supply the product was too high for the Laundry. The Health Regions will be asked to partnership with NSL to purchase the necessary inventory. A trial of micro-fiber mops has been scheduled for the fall of 2004. Improved products (comfort spread, bar wipes, and scrubs) are being tested for customer approval.

Although there are more operating room linens in circulation than ever before, customer satisfaction has not improved. The two largest customers of OR linens continue to reinspect the delivered product. Individuals have individual quality requirements with little agreement between facilities. NSL will develop a catalogue identifying what is acceptable and what's not based on the Canadian Standards Association and the OR Nursing Associations. Based on our discussions with other recyclable OR linen service providers, NSL is providing a first class product.

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

The upgrade to water proof OR linens has enabled the Laundry to meet all the current requirements to protect both hospital staff and patients. Some changes to procedures had to be made to address blood fluids on the floor during some operations or deliveries. NSL staffing adjusted to the processing changes with a positive response.

Other issues identified in the 1999 Marketing Plan continue to be issues. Some of these issues are:

a) space to develop new services b) unaccountable losses c) untapped volume potential in both the west and east service areas d) increasing use of disposable products

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

THE FINANCIAL PLAN Poundage Since 1994, laundry volumes have decreased by an average of 2.4% per year primarily in the acute care services.

Total Poundage 4,500 4,300 4,100 3,900 3,700 3,500 1 2 3 Years 4 5

However, from 1999 to 2003

poundage (thousands)

the long-term care services have seen the same decrease. This percentage is expected to increase Laundry as North Sask more

2000/04 2005/09

introduces

linen control methods to its

customers. The loss in customer base and customers using in-house laundry facilities will impact this loss dramatically in the first couple of years of this plan. (Appendices: 9)

Financial Forecast

With poundage dropping below 4.0M pounds in the second year, as experienced in the 2002/03 year, the operation will struggle to maintain efficient productive. The best break even production objective should be 4.8 to 5.5M annually. As production decreases, fixed costs (administrative and service cost) consume a higher percentage of the overall costs. Price will increase by 13.5% over the next five years. This trend can be offset by a strong restraint program and/or the addition of poundage. Increasing the productivity of wash system, replacing two small piece folders, and reducing the new linen inventory should reduce this by 5.5%. The addition of poundage could offset the pricing for 100,000 pounds by 3.4%, 200,000 pounds by 4.7%, and 300,000 pounds by 6.5%.

Energy, chemical, and linen prices are expected to increase significantly in the years ahead. However, the loan for linens (2005/06) and the long-term loan (2008/09) will be repaid. Generally expenses are expected to increase by 2% per year.

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

Capital Requirements

The plan identifies the following capital requirements over the time period: a) upgrade to the washer computer (2004/05: $75,000) b) upgrade to the dryer and shuttle computer (2005/06: $55,000) c) replacement of 2 small piece folders (2006/07: $60,000) d) replacement of the single-stage press (2008/09: $150,000)

Impact on Balance Sheet

Assets and Equity continue to improve. Fixed asset value and long-term debt continue to decrease. Increasing the linen inventory and the Quala tracking system have improved the overall services. Linen replacement is budgeted at 20¢ per pound and will cause the linen inventory value to decrease over the plan period. The reserve is maintained to provide flexibility and meet un-expected financial requirements.

Impact on Cash Flow The cash flow statement converts the accrual basis of accounting used to prepare the income statement and balance sheet back to a cash basis. It is important to analyze the actual level of cash flowing into and out of the business. Like the income statement, the statement of cash flow measures financial activity over a period of time. The cash flow statement also tracks the effects of changes in balance sheet accounts. The impact on cash flow is more aggressive than in the past. The improvement is impacted by reducing inventory levels and the retirement of the long-term debt.

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

Financial Ratios Projections Liquidity Ratios

Current Ratios

The financial plan continues to strengthen the liquidity of NSL that the 1999 Plan established. The Current Ratio and Quick Ratio measures the Laundry's ability to pay its creditors. The Quick Ratio meets its current debt without having to convert its inventory into cash. The Accounts Receivable are budgeted at 1/12 the total sales so the Accounts Receivable Turnover Ratio is a consistent 11.85.

3 2.5 2 1.5 1 0.5 0 1 2 3 4 5

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5

1995/99

2000/04

2005/09

Quick Ratio

1995/99

2000/04

2005/09

Leverage Ratios

0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 1 2

Debt to Assests Ratio

These ratios measures whether or not the Laundry has sufficient resources to provide for interest and principal payments as they come due. The Laundry is still recovering from the deficit in 2002-2004, but the future projects a decrease in debt that was formulated in the 1999 Plan.

1995/99

2000/04

2005/09

3

4

5

Debt to Equity Ratio

10 8 6 4 2 0 1 2 3 4 5

1995/99

2000/04

2005/09

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North Sask Laundry & Support Services Ltd ­ Business Plan 2004

Operating Percentages

Return on Assets Percentage

These percentages show a decline as the profits are at a break even point. A portion of the returns is being transferred to a

60 40 20 0 -20 -40 -60 1 2 3 4 5

1995/99

2000/04

2005/09

reserve that results in a reduction in the net earnings lowers the percentage.

Return on Investment Percentage

150 100 50 0 -50 1 2 3 4 5 -100 -150 -200

1995/99

2000/04

2005/09

These percentages indicate that the charge rate is not too high.

Net Earnings Margin Percentage

15 10 5 0 -5 -10 -15 -20 -25 1 2 3 4 5 1995/99 2000/04 2005/09

Conclusion This Plan continues to produce a viable and solid financial position while planning for the replacement and upgrade of equipment that has made the Laundry a productive plant. The Laundry has established the ground work in establishing a first class service. These factors will project NSL with an optimistic future. The full extent of the Quala System has not been realized which will become one of the objectives to improve services as customers become involved with controlling laundry costs. A stronger financial position will restore the bank and shareholder confidence.

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APPENDICES

Board of Directors

Howard Gange, Chairperson Prince Albert Parkland Health Region

Bonnie O'Grady, Vice-chair Prairie North Health Region

Steve Rudy Kelsey Trail Health Region

Charlene Logan Mamawetan Churchill River Health Region

Resources Irene Denis Prairie North Health Region

Morgan Kennedy Prince Albert Parkland Health Region

Appendices: 1

Poundage Comparison

2000 4,209 2001 4,109 2002 4,036 2003 3,962 2004 4,298

Poundage

4,500

Pounds (000)

4,300 4,100 3,900 3,700 3,500 1 2 3 Years 4 5

Keewatin Yahtte Health Region Kelsey Trail Health Region Mamawetan Churchill River Health Region Prairie North Health Region Personal Linens Prince Albert Parkland Health Region Saskatoon Health Region Other

32,463 554,617 110,744 1,394,014 331,407 1,686,802 98,642 4,208,689

42,233 551,259 114,909 1,383,747 312,409 1,616,655 88,106 4,109,318

44,904 542,749 116,703 1,361,510 301,024 1,579,109 87,329 2,967 4,036,295

41,066 520,654 122,315 1,338,080 271,187 1,579,803 86,287 2,823 3,962,215

43,653 695,484 125,586 1,411,842 231,526 1,688,175 98,507 2,821 4,297,594

Poundage

1,800,000 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 1 2 3 4 5 Health Region

Keewatin Yahtte Health Region Kelsey Trail Health Region Mamawetan Churchill River Health Region Prairie North Health Region Personal Linens Prince Albert Parkland Health Region Saskatoon Health Region Other

Pounds

Appendices: 2

Income/Expense Comparison

Worksheet: Statement of Operations Comparisons/Projections Mar 31/99 Revenue Laundry Services 2,372,102 Personal Linen Servi 250,484 Invest Income 536 Damaged & Lost Insurance Claim 54,332 Delivery Service Other Misc Sales 15,434 2,692,888 Expense Salaries 1,334,245 Administration 26,888 Rent 22,656 Other Administration 37,421 Supplies - Mending 45,471 - Shipping 36,161 - Washing 49,332 Linen Replacement 510,035 Housekeeping 4,372 Physical Plant 62,398 - Insurance 10,065 4,506 Printing, postage, & s Repair/Mtnce 93,955 - other 120,950 Telephone 8,216 Transportation 423,352 13,582 Travel & convention -s 2,256 Utilities 106,080 Loan Interest 21,026 2,932,967 Operational Surplus/(De -240,079 Depreciation 162,100 Reserve Account 66,612 -468,791 Non-Operational Principal Payment 80,074 Net Surplus/(Deficit) Poundage Acute Care Personal Linen Long Term Care Health Centres Other -548,865 Mar 31/00 2,648,398 283,692 725 Mar 31/01 0.12 3,137,588 0.13 272,331 0.35 4,126 Mar 31/02 0.18 3,192,052 -0.04 265,458 4.69 5,244 Mar 31/03 0.02 3,298,512 -0.03 248,002 0.27 6,359 Mar 31/04 0.03 4,127,551 -0.07 293,783 0.21 2,457 85,465 0.25 0.18 -0.61 5 year Average Inc/Dec 2004/05 2005/06 2006/07 2007/08 2008/09

0.121 4,263,393 4,256,621 4,170,164 4,182,316 4,211,264 0.037 348,272 40,590 0 0 0 0.983 6,166 4,896 4,500 4,500 4,500 97,305 36,000 36,000 36,000 36,000 3,432 18,023 33,758 3,500 8,000 3,500 8,000 3,500 8,000 3,500 8,000

10,005 2,942,820

-0.35

5,753

-0.42

4,416

-0.23

6,460

0.46

6,316

-0.02 0.27

-0.114

0.09 3,419,798

0.16 3,467,170

0.01 3,559,333

0.03 4,515,572

0.113 4,770,349 4,349,608 4,222,164 4,234,316 4,263,264

1,444,587 26,494 23,565 37,118 36,695 39,415 44,355 598,896 4,832 87,446 10,181 5,180 84,085 57,837 8,998 438,509 11,556 4,854 106,094 23,997 3,094,694

0.08 1,415,415 -0.01 32,941 0.04 24,559 -0.01 22,520 -0.19 19,012 0.09 27,296 -0.10 52,749 0.17 471,089 0.11 8,408 0.40 106,923 0.01 10,481 0.15 5,102 -0.11 102,540 -0.52 113,269 0.10 12,245 0.04 463,416 -0.15 12,574 1.15 5,433 0.00 101,164 0.14 52,321

-0.02 1,466,700 0.24 25,702 0.04 24,165 -0.39 21,000 -0.48 12,795 -0.31 42,091 0.19 47,088 -0.21 561,841 0.74 7,919 0.22 124,431 0.03 10,324 -0.02 6,748 0.22 92,532 0.96 123,857 0.36 7,669 0.06 465,172 0.09 12,759 0.12 6,205 -0.05 114,197 1.18 35,024

0.04 1,829,482 -0.22 21,609 -0.02 24,491 -0.07 23,582 -0.33 14,359 0.54 42,353 -0.11 54,263 0.19 1,055,796 -0.06 13,939 0.16 106,175 -0.01 11,594 0.32 6,912 -0.10 74,563 0.09 62,829 -0.37 9,342 0.00 482,841 0.01 8,193 0.14 14,832 0.13 111,772 -0.33 29,297 0.05 3,998,224

0.25 1,857,357 -0.16 34,083 0.01 25,436 0.12 33,043 0.12 19,848 0.01 38,409 0.15 81,307 0.88 964,608 0.76 15,906 -0.15 138,527 0.12 15,394 0.02 7,227 -0.19 80,092 -0.49 60,674 0.22 8,400 0.04 514,970 -0.36 10,586 1.39 4,147 -0.02 121,401 -0.16 34,401 0.25 4,065,816

0.02 0.58 0.04 0.40 0.38 -0.09 0.50 -0.09 -0.12 0.30 0.33 0.05 0.07 -0.03 -0.10 0.07 0.29 -0.72 0.09 0.17 0.02

0.072 1,981,582 1,813,949 1,850,228 1,887,232 1,924,977 0.085 37,705 38,107 38,869 39,646 40,439 0.024 25,376 25,884 100 100 100 0.011 38,165 57,123 56,928 57,437 57,956 -0.099 7,337 7,484 7,634 7,786 7,942 0.048 25,946 19,465 19,854 20,251 20,656 0.126 89,817 86,164 87,875 89,621 91,401 0.189 825,286 812,942 790,553 774,503 758,786 0.285 16,000 16,320 16,646 16,979 17,319 0.189 163,017 166,278 169,603 172,995 176,455 0.095 16,218 16,542 16,873 17,211 17,555 0.105 6,649 6,782 6,918 7,056 7,197 -0.021 35,353 73,598 75,070 76,571 78,103 0.001 4,757 62,300 63,546 64,817 66,113 0.040 10,791 8,732 8,907 9,085 9,267 0.040 542,571 533,592 536,104 546,826 557,763 -0.022 8,123 15,086 15,388 15,695 16,009 0.417 12,950 12,000 12,240 12,485 12,734 0.029 188,813 169,589 172,981 176,441 179,970 0.200 26,448 13,936 10,722 10,722 10,722 0.071 4,062,904 3,955,872 3,957,038 4,003,460 4,051,464 -1.748 -0.007 0.382 707,445 164,168 43,491 499,786 187,414 312,372 393,736 144,378 40,647 208,711 191,074 17,637 265,127 119,065 39,528 106,534 93,871 12,663 230,856 83,345 38,725 108,786 96,245 12,541 211,800 58,342 37,939 115,519 107,014 8,505

0.06 3,059,457 -0.01 3,208,219 360,341 -3.37 138,235 -0.15 -30,993 -1.30 253,099 47,377 -0.83

-151,874 -0.37 163,572 0.01 102,410 0.54 -417,856 275,222 -693,078 2.44 0.26

258,951 -0.28 139,830 0.01 -200,962 5.48 320,083 64,673 255,410 0.37 0.24

-438,891 -2.69 151,490 0.08 92,953 -1.46 -683,334 105,688 0.63

449,756 -2.02 154,066 0.02 -32,013 -1.34 327,703 171,158 0.62

0.646 -1.216

205,722 -1.30

-789,022 -4.09

156,545 -1.20

2,864,502 362,542 1,499,370 3,223 53,488 4,783,125

2,502,270 331,407 1,320,877 5,075 48,770

-0.13 2,447,720 -0.02 2,396,894 -0.02 2,331,416 -0.03 2,446,413 0.05 -0.09 312,409 -0.06 301,024 -0.04 271,187 -0.10 231,526 -0.15 -0.12 1,286,606 -0.03 1,272,895 -0.01 1,280,269 0.01 1,541,338 0.20 0.57 10,238 1.02 10,509 0.03 12,461 0.19 1,699 -0.86 -0.09 54,139 0.11 55,172 0.02 62,557 0.13 74,113 0.18 0.09

-0.029 2,452,599 2,403,547 2,355,476 2,308,366 2,262,199 -0.085 230,702 30,000 0.011 1,621,754 1,589,319 1,557,533 1,526,382 1,495,854 0.188 11,480 10,906 10,361 9,843 9,351 0.072 32,569 30,940 29,393 27,924 26,527 -0.019 4,349,104 4,064,712 3,952,763 3,872,515 3,793,931

4,208,398 -0.12 4,111,112 -0.02 4,036,493 -0.02 3,957,888 -0.02 4,295,088

Cost per Pound Charge Rates Personal Linens

0.6777 60¢ 78¢

0.8640 74¢ 83¢

0.7818 85¢ 84¢

0.7957 86¢ 85¢

1.0987 89.5¢ 87¢

1.0149 98.5¢ $1.015

Cost/pound Charge Rates

1.0250 $1.0350 $1.3200

1.0202 $1.0550 $1.3530

1.0248 $1.0550

1.0587 $1.0800

1.0961 $1.1100

Appendices: 3

Balance Sheet Comparison

Balance Sheet Comparisons/Projections Mar 31/00 Assets Current Cash Bank Bank Reserve Accounts Receivable Inventory Prepaid expenses Mar 31/01 Mar 31/02 Mar 31/03 Mar 31/04 Inc/Dec Mar 31/05 Mar 31/06 Mar 31/07 Mar 31/08 Mar 31/09

100 0 330,881 443,997 24,172 799,150

100 30,993 351,754 544,961 20,257 948,065

100 231,955 399,850 597,575 17,241 1,246,721

100 139,001 412,164 458,111 24,873 1,034,249

100 171,015 600,133 392,536 30,377 1,194,161

100 100 100 100 100 163,724 370,383 418,484 576,174 556,292 139,506 125,153 104,681 143,406 31,345 397,529 362,467 351,847 352,860 355,272 698,427 628,584 565,726 509,153 458,238 23,384 23,384 23,384 23,384 23,384 1,422,670 1,510,072 1,464,222 1,605,076 1,424,631

Property & Equipment Building Depreciation Equipment New Equipment Additions/Deletions Depreciation Current Period

826,325

704,260

620,076

585,795

476,079

476,079 75,000 -164,168 386,911

386,911 55,000 -144,378 297,533

297,533 60,000 -119,065 238,468

238,468

155,123 150,000

826,325 1,625,475 Liabilities Current Bank Line of Credit Accounts Payable Loan Payment

704,260 1,652,325

620,076 1,866,797

585,795 1,620,044

476,079 1,670,240

-83,345 155,123

-58,342 246,782

1,809,581 1,807,605 1,702,690 1,760,200 1,671,413

421,283 192,125 50,050 663,458

60,489 130,404 55,179 246,072 275,000

184,821 162,732 77,780 425,333 278,000

233,504 227,471 170,567 631,542 313,900

176,637 200,015 178,534 555,186 323,500

338,575 187,414 525,989 355,283

329,656 191,074 520,730 354,718

329,753 93,871 423,624 347,514

333,622 96,245 429,867 348,526

337,622 107,014 444,636 350,939

Payable to Shareholders Long Term Debt Loans Equity Share Capital Reserve for Capital Reserve for Salaries Current Period Retained Earnings Current Period

681,824

629,318

542,044

643,569

464,444

488,204

297,130

203,259

107,014

0

11

11 25,348 5,645 471,295 502,299 1,652,689

11 176,884 55,071 389,454 621,420 1,866,797

4 139,001

4 171,015 0 156,091 327,110 1,670,240

4 139,506

4 125,153

4 104,681

4 143,406

4 31,345

280,182 280,193 1,625,475

-107,972 31,033 1,620,044

156,091 499,786 795,387

655,877 864,589 971,123 1,079,909 208,711 106,534 108,786 115,519 989,746 1,075,808 1,223,319 1,226,777

1,809,581 1,807,606 1,702,691 1,760,199 1,671,413

Appendices: 4

Cash Flow Comparison

Cash Flow Comparisons/Projections Mra 31/00 Operating Activities Net Income -315,446 Depreciation 163,572 Disposal of Fixed Assets Reserve transfer (net) -151,874 Changes in Capital Accounts Account Receivable -17,893 Inventories -121,217 Prepaid Expenses -6,916 Unearned Income Accounts Payable/Accruals -126,232 -424,132 Financing Activities Advances long-term debt Payment of Long-Term Debt -275,222 Redemption of Share Capital New Long Term Financing 740,000 Issuance of Shares Transfer to/from Equipment Reserve 464,778 Investment Activities Purchase of Fixed Assets -70,570 Proceeds from Disposal of Fixed Assets -70,570 Increase/Decrease in Cash Resources Cash Resources Beginning of Year -391,259 End of Year -421,183 -421,183 -29,396 -29,396 47,234 -184,721 -233,404 -233,404 -144,521 -144,521 305,726 305,726 466,408 466,408 588,535 588,535 788,087 788,087 802,289 -29,924 222,106 138,235 360,341 -20,873 -100,964 3,915 275,000 -62,085 455,334 119,121 139,830 258,951 -48,097 -52,614 3,016 3,000 32,693 196,949 -590,381 151,490 -438,891 -12,314 139,465 -7,632 35,900 64,740 -218,732 300,000 -105,688 -7 194,305 -117,209 92,953 -24,256 -48,683 296,076 154,066 -386 449,756 -187,969 65,575 -5,504 9,600 -27,456 304,002 499,786 164,168 -31,509 632,445 202,604 -305,891 6,993 31,783 138,560 706,494 208,711 144,378 -14,353 338,736 35,062 69,843 0 -564 -8,919 434,157 106,534 119,065 -20,472 205,127 10,620 62,858 0 -7,205 97 271,498 108,786 83,345 38,725 230,856 -1,013 56,573 0 1,013 3,868 291,297 115,519 58,342 37,939 211,800 -2,412 50,915 0 2,412 4,000 266,716 Mar 31/01 Mar 31/02 Mar 31/03 Mar 31/04 Mar 31/05 Mar 31/06 Mar 31/07 Mar 31/08 Mar 31/09

-47,377 -47,377 -16,170 -16,170 391,787

-64,673 -64,673 -55,646 -55,646 76,630

-171,158 -171,158 -43,961 -43,961 88,883

-187,414 -223,371 6,166 4,896 -181,248 -218,475 -75,000 -75,000 450,247 -55,000 -55,000 160,683

-93,871 4,500 -89,371 -60000 -60,000 122,127

-96,245 -107,014 4,500 4,500 -91,745 -102,514 - -150000 0 -150,000 199,552 14,202

Cash Represeted by Cash 100 Reserve Account 0 Bank -421,283 -421,183 100 30,993 -60,489 -29,396 100 231,955 -184,821 47,234 100 -233,504 -233,404 100 32,014 -176,637 -144,523 100 139,506 166,120 305,726 100 125,153 341,155 466,408 100 104,681 483,754 588,535 100 143,406 644,581 788,087 100 31,345 770,844 802,289

Appendices: 5

Financial Ratios

Liquidity Ratios 2000 2001 2002 2003 2004

Current Ratio (Working Capital Ratio) 1.2 1.82 1.77 1.64 2.15 provides a measure of the ability of the laundry to meet its current debt. The ratio (current assets/current liabilities) is an indication of the current assets which are available to cover the current liabilities (due within the next 12 months). The Current Ratio indicates whether the business has ample working capital used to meet short-term obligations, quickly take advantage of opportunities, and qualify for favorable credit terms. The 1999 ratio was .59. A Current Ratio of 1.0 or greater is considered acceptable for most businesses. Other factors need to be considered before drawing conclusions from the Current Ratio such as how quickly current assets can be converted into cash, and the credit terms extended by suppliers and to customers. A high ratio (greater than 2) indicates excessive current assets in the form of inventory, and underemployed capital. A low ratio (less than 1.0) indicates difficulty to meet short-term financial obligations, and the inability to take advantage of opportunities requiring quick cash.

Quick Ratio (Acid Test Ratio) 0.54 0.77 0.92 0.91 1.44 provides a measure of the ability of the Laundry to meet its current debt without having to convert inventory into cash. The ratio (current assets less inventory/ current liabilities) is an indication of the current assets less inventory which is available to cover the current liabilities. The quick ratio in 1999 was .42. The Laundry's ability to pay off the immediate demands of creditors using its most liquid and current assets; these can be converted quickly into cash, temporary investments, and marketable securities. It gives a more realistic picture of a business's ability to repay current obligations. Generally, a Quick Ratio of 1.0 or greater is considered adequate to ensure a company's ability to pay its current obligations. A value of less than 1.0 signals a problem in meeting short-term obligations.

Accounts Receivable Turnover

9.14 10.29 9.73 9.82 9.89 indicates how many times during the year the accounts receivable are turned into cash. The ratio (net sales / average accounts receivable) is an indication of the quality of the receivables and an idea of how successful the Laundry is in collecting its outstanding receivables. The 1999 ratio was 8.94. Measures how liquid accounts receivable are for the year. Average Accounts Receivable is the average of the opening and closing balances for Accounts Receivable. Indicates the number of times receivables were turned over during the year. This result may be considered positive or negative, depending on the industry standard for companies of similar size and activity. A higher turnover rate generally indicates less investment in accounts receivable because customers are paying more quickly.

Appendices: 6

Financial Ratios

Leverage Ratios

2000

2001

2002

2003

2004

Total Debt to Assets Ratio 0.41 0.32 0.38 0.39 0.33 (total debt / total tangible assets) measures the portion of the Laundry's total tangible assets that are financed through debt. The 1999 ratio was .7. For creditors, a lower Debt-to-Asset Ratio is preferred as it means shareholders have contributed a large portion of the funds to the business, and thus creditors are more likely to be paid.

Debt to Equity Ratio

4.8 2.29 2.0 51.77 4.11 provides a comparison between the amount borrowed from creditors and the amount invested by the owners. The ratio (total liabilities / adjusted equity) provides an indication whether the Laundry is over or under capitalized. The 1999 ratio was 2.37. Measures management's reliance on creditor financing as well as the business's indebtedness compared to the amount invested by its owners. This ratio indicates the amount of liabilities the business has for every dollar of shareholders' equity. Because this ratio is a good indicator of a business's capacity to repay its creditors, it is considered very important by most term lenders. The reliance on creditor financing needs to be analyzed in light of other factors such as: the historical trend of this ratio for the business, industry standards for companies of similar size and activity, and whether the company is in the start-up or established phase. Term lenders prefer a lower debt-to-equity ratio as it indicates a lower reliance on creditors and therefore a greater capacity for the business to repay its creditors.

Appendices: 7

Financial Ratios

Operating Ratios 2000 2001 2002 2003 2004

Return on Assets Percentage -19.4 13.4 6.4 -36.4 17.7 the percentage (earnings before income taxes / adjusted equity) indicates the effectiveness of the management in using assets to generate earnings. The 199 ratio was -28.8. Measures the efficiency of assets used to generate income by the amount of profit generated for every $100 invested in assets. Income from Operations excludes any expenses such as income taxes and financing charges. Average Total Assets are used due to the variation in the amount of assets used by the business. A higher ratio result than industry standards usually indicates an efficient use of assets. There are several factors to consider before drawing conclusions from this ratio such as seasonal variability in sales and whether assets are bought or leased. Return On Investment Percentage -112.6 44.2 19.2 -1902.4 90.44 The percentage (earnings before income taxes / adjusted equity) indicates the return generated on the capital invested in the Laundry by the owners. The 1999 percentage was -97.1.

Net Earnings Margin Percentage -10.7 6.5 3.4 -16.66 6.5 the percentage (earnings before income taxes / sales) indicates how much of each dollar of sales we convert to earnings. The 1999 percentage was -15.1. It shows the after-tax profit (net income) generated by each sales dollar by measuring the percentage of sales revenue retained by the company after operating expenses, creditor interest expenses, and income taxes have been paid.

Appendices: 8

Projections

Poundage (thousands)

Actual 1999/00 2000/01 2001/02 2002/03 2003/04 2,502 2,448 2,397 2,331 2,446 acute care 331 312 301 271 232 personal 1,321 1,287 1,273 1,280 1,541 Long term care 5 10 11 12 2 health centers 49 54 55 63 74 other 4,208 4,111 4,036 3,958 4,295 Total: Projected 2004/05 2005/06 2006/07 2007/08 2008/09 2,453 2,314 2,267 2,222 2,177 231 30 1,622 1,541 1,464 1,390 1,321 11 11 10 10 9 33 31 29 28 27 4,349 3,926 3,771 3,650 3,534

Poundage

3,000 2,500 2,000 1,500 1,000 500 0

19 99 /0 0 20 01 /0 2 20 03 /0 4 20 04 /0 5 20 06 /0 7 20 08 /0 9

acute care personal Long term care health centers other

Total Poundage Comparison

Total Poundage

4,500 4,300 4,100 3,900 3,700 3,500 1 2 3 Years Appendices: 9 4 5 poundage (thousands)

2000/04 2005/09

Information

North Sask Laundry

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