UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

 

 

FORM 6-K

 

 

Report of Foreign Private Issuer Pursuant to Rule 13a-16 or 15d-16

Under the Securities Exchange Act of 1934

 

For the month of March 2022.    Commission File Number: 1-14678

 

 

CANADIAN IMPERIAL BANK OF COMMERCE

(Translation of registrant’s name into English)

 

 

CIBC Square, 81 Bay Street, Toronto, ON M5J 0E7

(Address of principal executive office)

 

 

Indicate by check mark whether the registrant files or will file annual reports under cover of Form 20-F or Form 40-F:

Form 20-F  ☐                         Form 40-F  ☑

Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(1):                          

Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(7):                          

Indicate by check mark whether the registrant by furnishing the information contained in this Form is also thereby furnishing the information to the Commission pursuant to Rule 12g 3-2(b) under the Securities Exchange Act of 1934:

Yes  ☐                             No  ☑

If “Yes” is marked, indicate below the file number assigned to the registrant in connection with Rule 12g3-2(b):                          

The information contained in this Form 6-K is incorporated by reference into the Registration Statements on Form S-8 File nos. 333-09874, 333-130283 and 333-218913 and Form F-3 File nos. 333-219550, 333-220284, 333-257113 and 333-259240.

 

 

 


SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.

 

    CANADIAN IMPERIAL BANK OF COMMERCE
Date: March 3, 2022     By:   /s/ Michelle Caturay
    Name:   Michelle Caturay
    Title:   Senior Vice-President, Associate General Counsel, Corporate Secretary and Chief Privacy OfficerTable of Contents


EXHIBIT INDEX

 

Exhibit

  

Description of Exhibit

99.1    Management Proxy Circular (including Notice of Meeting)
99.2    Annual Report
99.3    Notice-and-Access Notice
99.4    Proxy Form
99.5    News Release - CIBC’s 2022 Virtual Annual and Special Meeting of Shareholders Meeting Materials Now Available
Table of Contents

Exhibit 99.1

 

LOGO

Management Proxy Circular

Notice of Annual and Special Meeting of Shareholders

April 7, 2022

 

LOGO

Your participation is important. Please read this document and vote.


Table of Contents

LOGO

Notice of Annual and Special Meeting of Shareholders

 

When:   Thursday, April 7, 2022, 10:30 a.m. Eastern Daylight Time (EDT)
Where:     Virtual meeting by live webcast at https://cibcvirtual.com/agm2022

Our 2022 Annual and Special Meeting of Shareholders will be held virtually to protect the health and wellbeing of participants amid the evolving COVID-19 pandemic. We are committed to supporting shareholder engagement in our meeting.

Please join our webcast at https://cibcvirtual.com/agm2022 or on our phone line at 416 641-6150 (local) or 1 866 696-5894 (toll free in Canada and the United States), passcode 2296336# (English) or 416 406-0743 (local) or 1 866 696-5910 (toll free in Canada and the United States), passcode 6552323# (French).

At the meeting you will be asked to:

 

1.

receive our financial statements for the year ended October 31, 2021 and the auditors’ report on the statements;

2.

elect directors;

3.

appoint auditors;

4.

vote on an advisory resolution regarding our executive compensation approach;

5.

vote on a special resolution to amend By-Law No. 1 to give effect to a two-for-one share split of CIBC common shares;

6.

vote on a special resolution regarding variable compensation for UK Material Risk Takers (UK MRTs);

7.

vote on shareholder proposals; and

8.

consider any other business properly brought before the meeting.

Voting instructions start on page 5 of our 2022 Management Proxy Circular (the “Circular”). Please read our Circular carefully.

Eligibility to vote

There were 450,970,383 common shares outstanding on February 7, 2022, our record date. Holders of common shares on that date are eligible to vote at our meeting (subject to Bank Act (Canada) restrictions).

Your vote is important

Please read the Circular and vote before the meeting. For more information on how you can vote or appoint someone else to vote for you see “Voting” starting on page 5 of the Circular. Please vote as early as possible so that your shares are represented at the meeting. TSX Trust Company (formerly AST Trust Company (Canada)) (TSX Trust) must receive your vote no later than 10:30 a.m. (EDT) on April 6, 2022.

You may also vote online at the meeting, provided you follow certain steps. These steps are set out on pages 5 to 9 of the Circular.

Questions

If you have questions about notice-and-access or accessing our meeting online, you may contact TSX Trust at 1 800 258-0499 (toll free in Canada and the United States) or 416 682-3860 (other countries).

Our Board and management would like to answer as many shareholder questions as possible during the meeting. Please send your questions in advance to the Corporate Secretary at corporate.secretary@cibc.com or to CIBC Corporate Secretary’s Division, 81 Bay Street, CIBC Square, 20th Floor, Toronto, Ontario M5J 0E7.

By Order of the Board

 

LOGO

Michelle Caturay

Senior Vice-President, Associate General Counsel and Corporate Secretary

February 17, 2022


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Dear fellow shareholder,

We are pleased to invite you to attend CIBC’s virtual Annual and Special Meeting of Shareholders on Thursday, April 7, 2022, at 10:30 a.m. (EDT). Please see our Circular for information on how to participate in our meeting, the business to be conducted at the meeting, our executive compensation approach and our governance practices. Information about our virtual meeting is also available on our Annual Meeting webpage on our Investor Relations website at www.cibc.com. You have the opportunity to vote, and your vote matters.

In 2021, against a backdrop of the ongoing global pandemic, our entire CIBC team rallied around our purpose – to help make your ambition a reality – and delivered a strong year of growth and strategic progress across our bank.

We had a record year in terms of our financial performance, a statement on the resilience of our bank and the depth of our client relationships. These results were delivered by focusing on our strategic priorities. In 2021, we further strengthened our Canadian consumer franchise, built on our momentum in commercial banking, wealth management, and capital markets on both sides of the border, and accelerated our ongoing investments in growth initiatives to position us for continued growth in the coming year.

We established our bank as a leader in sustainability – achieving a top 10 ranking in North America for lending to the renewable energy sector and creating the CIBC Foundation to advance social and economic equity for all – part of our broader commitment to our environmental, social and governance (ESG) strategy that will guide our efforts in 2022 and beyond.

Underpinning our work was the commitment and dedication of our team of over 45,000 strong globally, who are highly engaged in our growth plans, and live our purpose every day.

At our meeting, you will hear more about CIBC’s 2021 performance and progress on our strategy.

We thank you for your continued support of CIBC and look forward to your participation in our virtual meeting at https://cibcvirtual.com/agm2022 or by phone at 416 641-6150 (local) or 1 866 696-5894 (toll free in Canada and the United States), passcode 2296336# (English) or 416 406-0743 (local) or 1 866 696-5910 (toll free in Canada and the United States), passcode 6552323# (French).

Sincerely,

 

LOGO   LOGO
Katharine B. Stevenson   Victor G. Dodig
Chair of the Board   President and Chief Executive Officer


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Management Proxy Circular

In this 2022 Management Proxy Circular (the “Circular”) information is as at February 10, 2022 and all dollar figures are in Canadian currency, unless indicated otherwise. ‘You’, ‘your’ and ‘shareholder’ mean common shareholders of CIBC.

Table of Contents

 

1   Business of the Meeting
4   Meeting Materials
5   Voting
11   Directors
  11   Director Nominees
  27   Director Compensation
31   Board Committee Reports
40   Statement of Corporate Governance Practices
59   Message to our Fellow Shareholders
64   Compensation Discussion and Analysis
  64   Compensation Philosophy, Practices and Governance
  66   Approach to Executive Compensation
  74   2021 Performance and Compensation
  75   Talent Management and Succession Planning
  76   Inclusion and Diversity
86   Compensation Disclosure
103   Shareholder Proposals
114   Other Information
  114   Indebtedness of Directors and Executive Officers
  115   Directors’ and Officers’ Liability Insurance
  115   Indemnification
  115   Information about CIBC
  115   Vote Results and Minutes of Meeting
  115   Contacting our Board of Directors
  115   Board of Directors’ Approval
 

 

Glossary of Acronyms

 

AFV   Accounting Fair Value
BPF   Business Performance Factor
bps   basis points
CD&A   Compensation Discussion and Analysis
CEO   Chief Executive Officer
CFO   Chief Financial Officer
CLO   Chief Legal Officer
COMR       Cost of Management Ratio
CRD V   Capital Requirements Directive V
CRO   Chief Risk Officer
CSA   Canadian Securities Administrators
CX   Client Experience
DB   Defined Benefit
DSU   Deferred Share Unit
EPS   Earnings per Share
ESG   Environmental, Social and Governance
ESOP   Employee Stock Option Plan
ESPP   Employee Share Purchase Plan
EXCO   Executive Committee
EY   Ernst & Young LLP
FSB   Financial Stability Board
GAAP   Generally Accepted Accounting Principles
GPS   Goals Performance Success
IFRS   International Financial Reporting Standards
MD&A   Management’s Discussion and Analysis
MÉDAC   Mouvement d’éducation et de défense des actionnaires
NEO   Named Executive Officer
NYSE   New York Stock Exchange
options   Stock Options
PCAOB      Public Company Accounting Oversight Board (United States)
PSU   Performance Share Unit
ROE   Return on Equity
RSA   Restricted Share Award
S&P   Standard & Poor’s
SARs   Stock Appreciation Rights
SBU   Strategic Business Unit
SEC   U.S. Securities and Exchange Commission
SERP   Supplemental Executive Retirement Plan
TCFD   Task Force on Climate-related Financial Disclosure
TDC   Total Direct Compensation
TSR   Total Shareholder Return
TSX   Toronto Stock Exchange
UK MRT     UK Material Risk Taker
 


Table of Contents

    

    

 

Business of the Meeting

1. Financial Statements

The consolidated financial statements for the year ended October 31, 2021 are in our 2021 Annual Report available at

https://www.cibc.com/en/about-cibc/investor-relations/annual-reports-and-proxy-circulars.html.

 

2. Election of Directors

 

You will be asked to elect 14 director nominees to serve on our Board until the earlier of the next annual meeting or the director’s retirement from the Board. The Board recommends that you vote for each director nominee.

        

    

See pages 11 to 25 for    

information about our    

director nominees.    

    

 

3. Appointment of Auditors

 

You will be asked to appoint Ernst & Young LLP (EY) as auditors of CIBC. EY has served as the auditors of CIBC since December 2002. The Board recommends that you vote for EY as our auditors.

        

    

See pages 33 and 34 for information on    

the Audit Committee’s annual assessment    

of EY’s effectiveness and audit quality and a    

description of fees paid to the auditors.    

    

4. Advisory Resolution regarding our Executive Compensation Approach

 

You can have a “say on pay” by voting on an advisory resolution about our approach to executive compensation. Last year, 96% of shareholder votes were for our executive compensation approach. We consider the vote part of our shareholder engagement process. This vote is advisory under applicable law and does not diminish the Board’s role and responsibilities. Even though the resolution is not binding, the Board and Management Resources and Compensation Committee consider the results of the vote in making future executive compensation decisions.

        

    

See pages 59 to 85 for Message    

to our Fellow Shareholders and    

Compensation Discussion and    

Analysis.    

    

When reviewing its approach to executive compensation, the Committee considers shareholder feedback and any concerns that have been raised. If a concern is significant, we will disclose the Committee’s review process and the outcome of that review in our next management proxy circular.

The Board recommends that you vote for the following advisory resolution.

RESOLVED that the shareholders accept the approach to executive compensation disclosed in CIBC’s management proxy circular for the 2022 Annual and Special Meeting of Shareholders.

5. Special Resolution to amend By-Law No. 1 to give effect to a two-for-one share split of CIBC common shares

You will be asked to approve an amendment to By-Law No. 1, as approved by the Board, which provides for the subdivision (the “Share Split”) of the issued and outstanding CIBC common shares on a two-for-one basis (the “Split Ratio”), subject to applicable regulatory and shareholder approvals. To be effective, the proposed by-law amendment requires confirmation by a special resolution of shareholders, approved by at least two-thirds of the votes cast by proxy or online ballot at our meeting.

The Share Split may enhance liquidity in CIBC common shares and its business by bringing the trading price of the common shares into a more accessible range for investors. From January 31, 2019 to January 31, 2022, the trading price of CIBC’s common shares increased from $111.41 to $159.62 and from US$84.79 to US$125.52 on the Toronto Stock Exchange (TSX) and the New York Stock Exchange (NYSE), respectively. CIBC is authorized to issue an unlimited number of common shares, and as

 

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Business of the Meeting

 

of January 31, 2022 has 450,965,547 common shares issued and outstanding with a market price of $159.62 and US$125.52 per common share as of the close of trading on the TSX and the NYSE, respectively. If implemented, the Share Split will increase by 100% the number of common shares that are outstanding and is expected to initially reduce the market price per common share proportionately to the Split Ratio.

The Share Split, in and of itself, will not change the total market value of the issued and outstanding common shares and will not change the total capital represented by the issued and outstanding common shares. The Share Split will not change a shareholder’s proportionate ownership in CIBC and there will be no change to the interest, rights or privileges of holders of common shares. Each common share outstanding after the Share Split will be entitled to one vote and will be fully paid and non-assessable. If the Share Split is given effect, there will also be certain proportionate adjustments to any outstanding convertible securities and outstanding awards under CIBC’s share-based incentive plans in order to reflect the Share Split.

Based on the current provisions of the Income Tax Act (Canada) and the regulations in force as of the date of this Circular (collectively, the “Tax Act”), all specific proposals to amend the Tax Act which have been publicly announced by or on behalf of the Minister of Finance (Canada) prior to the date of this Circular, and our understanding of the current administrative and assessing practices and policies of the Canada Revenue Agency published in writing prior to the date of this Circular, a holder of common shares will not be considered to have disposed of the common shares or to have acquired new common shares as a consequence of the Share Split (when and if given effect) and will not realize any taxable gain or loss in respect of the Share Split. A holder’s aggregate cost of common shares immediately after the Share Split will be equal to the holder’s aggregate cost of common shares immediately before the Share Split. The cost to the holder on a per common share basis will equal the aggregate cost to the holder of the common shares divided by the number of common shares held. The above noted information is a summary of certain Canadian federal income tax considerations and should not be considered to be legal or tax advice to any particular holder of shares. Holders of common shares are advised to consult with their own tax advisors for advice on the income tax consequences of the Share Split in their particular circumstances, including the application and effect of the income and other tax laws of any applicable country, province, state or local tax authority.

If approved by shareholders and applicable regulatory authorities, the Share Split is expected to take effect at the close of business on May 13, 2022. The Board retains the discretion, in accordance with the Bank Act (Canada) (the “Bank Act”), to revoke the special resolution of the shareholders prior to the Share Split becoming effective and not to proceed with the Share Split without further approval from or notice to shareholders.

CIBC will issue a news release containing information about the record date and the process for giving effect to the Share Split and expects that due bill trading will be required, the details of which will be provided in the news release. A due bill is an entitlement attached to a listed security undergoing a material corporate action, which includes the Share Split. Any trades that are executed during the due bill period will be flagged to ensure purchasers receive the entitlement to the additional CIBC common shares issuable as a result of the Share Split.

The Board recommends that you vote for the following special resolution:

RESOLVED AS A SPECIAL RESOLUTION THAT the amendment to By-Law No. 1, as approved by the Board, which provides for the subdivision of the issued and outstanding CIBC common shares (the “Shares”), on a two-for-one basis, such that, when such amendment is given effect, every one existing Share will become two Shares effective at the close of business on May 13, 2022 be confirmed. The directors may, in their sole discretion, revoke this special resolution before May 5, 2022 without further approval from or notice to shareholders.

The full text of the amendment to By-law No. 1 is as follows:

By-Law No. 1 shall be amended by adding the following new section immediately after section 6.1:

6.1.1 Common Share Split

The number of issued and outstanding common shares of CIBC, without nominal or par value, is changed by being subdivided on a two-for-one basis, effective at the close of business on May 13, 2022.

 

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Business of the Meeting

 

6. Special Resolution regarding variable compensation for UK Material Risk Takers (UK MRTs)

You will be asked to approve compensation changes for certain CIBC employees associated with CIBC’s UK operations, which are being proposed to comply with the European Union Capital Requirements Directive V (CRD V). There are approximately 45 CIBC employees considered to be UK MRT’s who could be affected.

CRD V limits the ratio between fixed and variable compensation for CIBC UK MRTs to 1:1. CIBC is permitted to set a higher ratio, up to a maximum of 1:2 between the fixed and variable components of total compensation for UK MRTs if it first obtains shareholder approval.

We are seeking this approval to provide the Management Resources and Compensation Committee with the flexibility to award variable compensation to UK MRTs that exceeds 100%, but does not exceed 200%, of their fixed compensation. This proposal is consistent with our compensation principles and will enable us to:

 

  ◾  

ensure compensation is aligned with performance;

 

  ◾  

maintain sound compensation risk management and capital base by ensuring a greater portion of compensation is subject to risk adjustment and forfeiture and clawback provisions;

 

  ◾  

align with market practices to support the attraction and retention of the talent we need to compete and succeed; and

 

  ◾  

manage fixed compensation costs.

Approval thresholds for this vote are specified in CRD V and the United Kingdom Prudential Regulatory Authority’s Remuneration Rules (the ”PRA’s Remuneration Rules“). The special resolution must be approved by at least:

 

  ◾  

66% of the shares represented (by proxy or online ballot) at the meeting provided that at least 50% of the total voting rights are represented at the meeting; or

 

  ◾  

75% of the shares represented (by proxy or online ballot) at the meeting if less than 50% of the total voting rights are represented at the meeting.

UK MRTs with an interest in the proposed higher ratio and who hold CIBC common shares, either directly or indirectly through a nominee or other arrangement, are not permitted to vote on this special resolution.

The Board recommends that you vote for the following special resolution:

RESOLVED AS A SPECIAL RESOLUTION THAT effective for fiscal 2022 and beyond and in accordance with the PRA’s Remuneration Rules, CIBC is authorized to apply a ratio of the fixed to variable components of total compensation for an individual classified as a UK MRT that exceeds 1:1, provided the ratio does not exceed 1:2 for that individual.

7. Shareholder Proposals

 

You will be asked to vote on three shareholder proposals from the Mouvement d’education et de défense des actionnaires (MÉDAC) and one shareholder proposal from Vancity Investment Management (Vancity). The Board recommends that you vote against these proposals and explains why following each proposal.

 

Æquo Shareholder Engagement Services (Æquo), on behalf of Bâtirente, régime de retraite des membres de la CSN and

        

    

See pages 103 to 113 for  

shareholder proposals and the  

Board’s responses.  

    

Congrégation de Notre-Dame, withdrew a proposal described on page 107. MÉDAC withdrew five proposals. The proposals, MÉDAC’s supporting statements and the Board’s responses start on page 108.

Shareholder proposals for next year’s annual meeting must be submitted by November 19, 2022.

 

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Meeting Materials

Delivery of meeting materials by notice-and-access

Our Management Proxy Circular – We are using notice-and-access to send our registered and non-registered shareholders our management proxy circular as permitted by the Canadian Securities Administrators and with the authorization of the Office of the Superintendent of Financial Institutions Canada. This means that our Circular is posted online for you to access, rather than being printed and mailed to you. We continue to think it is important to reduce the amount of paper we send shareholders and help minimize our environmental footprint. You will receive a proxy form or a voting instruction form by mail so that you can vote your shares as well as a notice with information about how you can access our Circular online or request a paper copy.

Our Annual Financial Statements and Management’s Discussion and Analysis – The way we send you our annual financial statements and management’s discussion and analysis (MD&A) depends on whether you are a registered shareholder or a non-registered shareholder.

You are a registered shareholder if you hold a paper share certificate in your name or your shares are held through the direct registration system. You are a non-registered shareholder if your shares are registered in the name of an intermediary, such as a bank, broker or trust company.

If you are a registered shareholder and you did not sign-up for e-delivery or opt out of receiving our annual financial statements, then we are required to send you our annual financial statements and you will receive a paper copy of our Annual Report with the notice.

If you are a non-registered shareholder, then we will use notice-and-access to send you our annual financial statements and MD&A as permitted by securities law so that you can access this material online the same way as our Circular. We will send shareholders the notice-and-access notification (Notice) on or about March 3, 2022.

Our Circular and Annual Report (the “meeting materials”) are available on the website of our transfer agent, TSX Trust Company (formerly AST Trust Company (Canada)) (TSX Trust) (www.meetingdocuments.com/TSXT/cibc), or our website (www.cibc.com), SEDAR (www.sedar.com) and EDGAR (www.sec.gov/edgar.shtml).

How to request a paper copy of the meeting materials

You may request a paper copy of the Circular or the Annual Report, free of charge, up to one year from the date the meeting materials were filed on SEDAR.

To make your request before the meeting, contact TSX Trust at www.meetingdocuments.com/TSXT/cibc or 1 888 433-6443 (toll free in Canada and the United States) or 416 682-3801 (other countries) or email TSXT-fulfilment@tmx.com. Please follow TSX Trust’s instructions. A paper copy of the requested documents will be sent to you within three business days of your request. Please note that you will not receive another proxy form or voting instruction form so please retain your original form to vote your shares.

To ensure receipt of the paper copy before the voting deadline and meeting date, we estimate that your request must be received no later than 5:00 p.m. (EDT) on March 25, 2022. This reflects the three business day period for processing requests as well as typical mailing times.

To make your request on or after the date of the meeting, call TSX Trust at 1 888 433-6443 (toll free in Canada and the United States) or 416 682-3801 (other countries) or email TSXT-fulfilment@tmx.com. The requested documents will be sent to you within 10 calendar days of your request.

 

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Voting

Shareholder approval

Each matter you are being asked to vote on requires the approval of a simple majority (more than 50%) of the votes cast, by proxy or during the meeting by online ballot through the live webcast, except the special resolution to amend By-Law No. 1 regarding the Share Split, which must be approved by at least two-thirds of the votes cast by proxy or online ballot, and the special resolution regarding variable compensation for UK MRTs, which must be approved by at least:

 

  ◾  

66% of the shares represented (by proxy or online ballot) at the meeting provided that at least 50% of the total voting rights are represented at the meeting; or

 

  ◾  

75% of the shares represented (by proxy or online ballot) at the meeting if less than 50% of the total voting rights are represented at the meeting.

Who can vote

You are entitled to one vote for each common share you own on February 7, 2022, our record date. There were 450,970,383 outstanding common shares eligible to vote on that date.

Shares cannot be voted if they are beneficially owned by:

 

  ◾  

the government of Canada or any of its agencies;

 

  ◾  

the government of a province or any of its agencies;

 

  ◾  

the government of a foreign country, any political subdivision of a foreign country or any of its agencies;

 

  ◾  

a person who has acquired more than 10% of any class of our shares without Minister of Finance approval; or

 

  ◾  

a person or entity controlled by a person that, in aggregate, are more than 20% of the eligible votes that may be cast unless permitted by the Minister of Finance.

UK MRTs with an interest in the proposed higher ratio and who hold CIBC common shares, either directly or indirectly through a nominee or other arrangement, are not permitted to vote on the special resolution regarding variable compensation for UK MRTs.

Our directors and officers are not aware of any person or company that beneficially owns, directly or indirectly, or exercises control or direction over, more than 10% of the votes attached to any class of CIBC shares.

 

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Voting

 

How to vote

There are two ways to vote your shares: before the meeting by proxy or during the meeting by online ballot through the live webcast. The voting process you follow depends on whether you are a registered shareholder or a non-registered shareholder.

 

    

REGISTERED SHAREHOLDERS – You are a registered shareholder if you hold a paper share certificate in your name or your shares are held through the direct registration system. If you are a registered shareholder, you received a proxy form with a control number. If you did not receive this form, please contact TSX Trust at 1 800 258-0499 (toll free in Canada and the United States) or 416 682-3860 (other countries). You may vote by proxy before the meeting using the proxy form that was sent to you or you may vote during the meeting by online ballot through the live webcast.

    

  LOGO
      

    

If you want to vote by proxy before the meeting

Return your completed proxy to CIBC’s transfer agent, TSX Trust, by 10:30 a.m. (EDT) on April 6, 2022 to ensure your vote is counted. We encourage you to vote your shares early.

 

To vote your shares by proxy, you may provide your voting instructions in one of these ways:

 

LOGO  

 

Online – go to www.tsxtrust.com/vote-proxy, enter the 13-digit control number on your proxy form and follow the instructions on the screen; or

 

            – scan both sides of your proxy form and email it to proxyvote@tmx.com;

 

 

LOGO  

Fax – complete your proxy form and fax both sides to TSX Trust at 1 866 781-3111 (Canada and the United States) or 1 416 368-2502 (outside North America); or

 

 

LOGO

 

Mail – complete your proxy form and return it in the envelope provided.

           
      

    

If you want to vote online during the meeting

 

To attend our virtual meeting through the live webcast and vote your shares online during the meeting, do not complete or return your proxy form. You will be able to vote in real time by completing an online ballot through the live webcast as long as you are connected to the internet and follow these steps.

 

1.  Log in at https://cibcvirtual.com/agm2022 at least 15 minutes before the meeting starts and check browser compatibility. There must be internet connectivity for the duration of the meeting to vote.

 

2.  Select “Vote” and a separate browser will open. Enter the control number from your proxy form as your user name. Enter “cibc2022” (case sensitive) as your password. Any vote you cast at the meeting will revoke any proxy you previously submitted. If you do not wish to revoke a previously submitted proxy, you should not vote during the meeting.

    

 
 
 
 
 
 
 

 

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Voting

 

LOGO  

    

If you want to appoint a proxyholder to vote during the virtual meeting for you

You may appoint a proxyholder, other than management’s nominees, Katharine B. Stevenson, Chair of the Board, and Victor G. Dodig, President and Chief Executive Officer, to attend, vote and act on your behalf at the meeting and any continuation or adjournment of the meeting. You should be certain your proxyholder is attending the virtual meeting and is aware they have been appointed by you to vote your shares. To appoint a proxyholder you must insert your proxyholder’s name in the space provided on your proxy form and return it online, by fax or mail, as described above. The person you appoint as your proxyholder does not need to be a CIBC shareholder. You may leave the voting section blank, or you may provide voting instructions that your proxyholder must follow.

 

If your proxyholder is attending the meeting virtually, you and your proxyholder must follow these additional steps:

 

1.  You must register your proxyholder by calling TSX Trust at 1 866 751-6315 (within North America) or 1 212 235-5754 (outside North America) or by completing an online form at https://www.tsxtrust.com/control-number-request by 10:30 a.m. on April 6, 2022. TSX Trust will provide your proxyholder with a control number to vote during the meeting. If you do not take the additional step of registering your proxyholder with TSX Trust, your proxyholder will not receive a control number to vote your shares during the meeting.

 

2.  Your proxyholder should log in at https://cibcvirtual.com/agm2022 at least 15 minutes before the meeting starts and check browser compatibility. There must be internet connectivity for the duration of the meeting to vote.

 

3.  Your proxyholder should select “Vote” and a separate browser will open. Your proxyholder will enter a user name and password. The user name is the control number emailed to your proxyholder after you registered your proxyholder with TSX Trust. The password is “cibc2022” and is case sensitive.

      

      
 

    

If you want to change your vote before the meeting

If you change your mind on the voting instructions you sent, you may revoke your proxy in one of these ways:

 

◾     If you returned your proxy form by fax or mail, you should sign a written statement that you revoke your proxy, provide your new instructions (or authorize your lawyer in writing to sign the statement) and send it to CIBC Corporate Secretary’s Division, 81 Bay Street, CIBC Square, 20th Floor, Toronto, Ontario M5J 0E7, before 10:30 a.m. (EDT) on April 6, 2022.

 

◾     If you voted online, you may vote online again before 10:30 a.m. (EDT) on April 6, 2022, using the control number on your proxy form.

    

 
 
 
 
 
 
 
 
 

 

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Voting

 

    

NON-REGISTERED SHAREHOLDERS – You are a non-registered shareholder if your shares are registered in the name of an intermediary, such as a bank, broker or trust company. If you are a non-registered shareholder, you received a voting instruction form with a control number. If you did not receive this form, please contact the intermediary where your shares are registered. You may vote by proxy before the meeting using the voting instruction form that was sent to you or you may vote during the meeting by online ballot through the live webcast provided you follow the steps below to register yourself as a proxyholder.

    

  LOGO
      

    

If you want to vote by proxy before the meeting

You must allow sufficient time for your intermediary to receive and act on your instructions by 10:30 a.m. (EDT) on April 6, 2022. Please check your voting instruction form for information on the deadline for returning your form. We encourage you to vote your shares early.

 

To vote your shares by proxy, you may provide your voting instructions in one of these ways:

LOGO

 

 

Online – go to www.proxyvote.com, enter the 16-digit control number on your voting instruction form and follow the instructions on the screen;

LOGO  

Mail – complete your voting instruction form and return it in the envelope provided; or

 

 

LOGO

 

Phone – call 1 800 474-7493 (English) or 1 800 474-7501 (French) and follow the prompts.

           
      
 
 
 
 
   

 

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Voting

 

LOGO  

    

If you want to vote online during the meeting or appoint a proxyholder to vote for you

To attend and vote at our virtual meeting online through the live webcast or appoint a proxyholder to attend and vote for you, you or your proxyholder will be able to vote in real time by completing an online ballot through the live webcast as long as you, or your proxyholder, are connected to the internet and follow these steps:

 

1.  If you want to appoint someone other than yourself, or management’s nominees, Katharine B. Stevenson and Victor G. Dodig, as your proxyholder, to attend, vote and act for you at the meeting and any continuation or adjournment of the meeting, you must insert their name in the space provided on your voting instruction form and return it online or by mail, as described above. You may leave the voting section blank, or you may provide voting instructions that your proxyholder must follow. You should be certain your proxyholder is attending the virtual meeting and is aware they have been appointed by you to vote your shares. The person you appoint as your proxyholder does not need to be a CIBC shareholder.

 

2.  You must register yourself, or your proxyholder by calling TSX Trust at 1 866 751-6315 (within North America) or 1 212 235-5754 (outside North America) or by completing an online form at https://www.tsxtrust.com/control-number-request by 10:30 a.m. on April 6, 2022. TSX Trust will provide you, or your proxyholder, with a control number to vote during the meeting. If you do not take the additional step of registering with TSX Trust, you, or your proxyholder, will not receive a control number to vote your shares during the meeting.

 

     If you are a non-registered shareholder in the United States and want to vote at the meeting, you must obtain a legal proxy form from your intermediary by following the steps on the voting instruction form sent to you, or if you have not received one, contact your intermediary to request a legal proxy form. After obtaining the legal proxy form, appoint yourself, or someone else, as proxyholder. For instructions on how to appoint yourself, or someone else, as proxyholder, see Step 1 above then register yourself or your proxyholder with TSX Trust.

 

     Legal proxies may be returned to TSX Trust by email at proxyvote@tmx.com or by mail: TSX Trust Company, Attn: Proxy Department, P.O. Box 721, Agincourt, Ontario M1S 0A1 and must be labeled “Legal Proxy”.

 

     Please allow sufficient time for the return of your legal proxy by the cut-off date of 10:30 a.m. (EDT) on April 6, 2022.

 

3.  You or your proxyholder should log in at https://cibcvirtual.com/agm2022 at least 15 minutes before the meeting starts and check browser compatibility. There must be internet connectivity for the duration of the meeting to vote.

 

4.  You or your proxyholder should select “Vote” and a separate browser will open. You or your proxyholder will enter a user name and password. The user name is the control number emailed to you or your proxyholder after you registered yourself or your proxyholder with TSX Trust. The password is “cibc2022” and is case sensitive.

      

      
 

    

If you want to change your vote before the meeting

 

If you change your mind on the voting instructions you sent through your intermediary and would like to change your vote or vote during the meeting, contact your intermediary to discuss whether this is possible and what procedures you need to follow.

    

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

 

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Voting

 

Other voting information

How your proxyholder will vote — If you have given voting instructions in your proxy form or voting instruction form, your proxyholder must vote according to those instructions. If you have not given voting instructions, your proxyholder will decide how to vote. Your proxyholder will also decide how to vote on any amendment or variation to any of the matters in the notice of meeting or any matters that are properly brought before the meeting.

You can vote:

 

   

 

FOR or WITHHOLD

 

◾    on each director nominee

◾    on the appointment of auditors

   

 

FOR or AGAINST

 

◾    the advisory resolution regarding our executive compensation approach

 

◾    the special resolution to amend By-Law No. 1 to give effect to a two-for-one share split of CIBC common shares

 

◾    the special resolution regarding variable compensation for UK MRTs

   

 

FOR, AGAINST or ABSTAIN 

  ◾    on the shareholder proposals

If you or your proxyholder do not give specific voting instructions, or you do not insert a name in the blank space on your proxy form or voting instruction form, then management’s nominees, Katharine B. Stevenson and Victor G. Dodig will be appointed as your proxyholder and your shares will be voted:

 

   

 

FOR

 

◾    each director nominee listed in the Circular

 

◾    the appointment of Ernst & Young LLP as auditors

 

◾    the advisory resolution regarding our executive compensation approach

 

◾    the special resolution to amend By-Law No. 1 to give effect to a two-for-one share split of CIBC common shares

 

◾    the special resolution regarding variable compensation for UK MRTs

   

 

AGAINST

  ◾    the shareholder proposals

Confidentiality of your vote — To protect the confidentiality of your vote, TSX Trust counts proxies and tabulates the results independently and does not inform CIBC about how individual shareholders have voted except where required by law or where a shareholder’s comments are intended for management.

How we solicit proxies — We are soliciting proxies primarily by mail but CIBC employees may contact you by phone or in writing. We have also retained TMX Investor Solutions Inc. to assist in soliciting proxies at a cost of approximately $35,000. CIBC pays any costs associated with proxy solicitation.

We reserve the right to accept late proxies and to waive or extend the proxy deadline with or without notice, but we are under no obligation to accept or reject a late proxy.

If you want to attend the meeting as a guest — Non-registered shareholders and others who have not been duly appointed and registered with TSX Trust as proxyholders may attend the meeting as guests. Guests will not be able to vote at the meeting. You may attend the meeting as a guest in one of these ways:

 

LOGO   Online –   go to https://cibcvirtual.com/agm2022 to join the live webcast; or
LOGO   Phone –   call 416 641-6150 (local) or 1 866 696-5894 (toll free in Canada and the United States) passcode 2296336# (English) or 416 406-0743 (local) or 1 866 696-5910 (toll free in Canada and the United States) passcode 6552323# (French) for an audio only experience.

 

Go Paperless!

Sign up for electronic delivery of our meeting materials and other continuous disclosure

documents for future years. Enrolling is easy and electronic delivery is secure, free, convenient and

environmentally friendly.

If you are a registered shareholder, go to tsxtrust.com/edelivery,

select Canadian Imperial Bank of Commerce, complete the consent form and hit “submit”.

If you are a non-registered shareholder, go to www.proxyvote.com and use the control number

provided on your voting instruction form.

 

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Directors

Director Nominees

There are 14 director nominees. Each nominee was elected at the last annual meeting of shareholders on April 8, 2021, except Ammar Aljoundi who is a new nominee.

Patrick Daniel retires at the close of our meeting. The Board would like to thank Mr. Daniel for his years of dedicated service to the Board and to CIBC.

Information on each nominee starts on page 12. Below are key highlights about CIBC’s board composition if each nominee is elected by shareholders.

For information about the nomination process see the Statement of Corporate Governance Practices — “Director Nomination Process” and “Director Tenure” starting on page 45.

 

 

 

LOGO

                         LOGO

 

 

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Directors

 

AMMAR ALJOUNDI, Toronto, Ontario, Canada

 

 

LOGO

New Director Nominee

Age: 57

Independent

2021 Shareholder

votes in favour: n/a

Skills:     ◾  Strategy   ◾  Risk Management/Risk Governance
    ◾  Financial Expertise   ◾  Corporate Responsibility for ESG
Principal occupation:  President, Agnico Eagle Mines Limited

Experience:  Mr. Aljoundi has been President of Agnico Eagle Mines Limited since 2015. He previously served as Agnico’s Senior Vice-President and Chief Financial Officer and has over 20 years of experience in finance and business strategy. Mr. Aljoundi also has extensive experience in mining, capital markets and banking. Prior to 2015 he served in various senior financial roles at Barrick Gold Corporation, including Executive Vice-President and Chief Financial Officer, Senior Vice-President of Capital Allocation and Business Strategy and Senior Vice-President of Finance. He also held senior roles at Barrick South America, including Executive Director and Chief Financial Officer. Mr. Aljoundi was also Vice-President Structured Finance at Citibank, Canada.

Education:  Mr. Aljoundi holds a Mechanical Engineering degree (with distinction) from the University of Toronto and an MBA (with honours) from Western University.

        

Other public company board directorships during last five years

None

2021 Board and committee membership and attendance

n/a

 

CIBC equity - Mr. Aljoundi has until April 6, 2027 to meet the equity ownership guideline

Year  

            Shares(1)             

(#)

 

            DSUs(2)             

(#)

 

Total

                Shares/DSUs                 

(#)

 

Total value of

            Shares/DSUs(3)             

($)

 

            Total as a multiple of share             

ownership guideline(4)

2022   2,000   0   2,000   294,900   0.4x

 

(1)

“Shares” refers to the number of CIBC common shares a nominee beneficially owned, or exercised control or direction over on February 10, 2022 (the date of information in our 2022 management proxy circular).

 

(2)

“DSUs” refers to the number of deferred share units held by a nominee on February 10, 2022.

 

(3)

“Total value of Shares/DSUs” for 2022 is calculated by multiplying “Total Shares/DSUs” by the closing price of a CIBC common share on the Toronto Stock Exchange on December 31, 2021 ($147.45).

 

(4)

“Total as a multiple of share ownership guideline” was calculated by dividing “Total value of Shares/DSUs” by the equity share ownership guideline of $750,000.

 

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Directors

 

CHARLES J.G. BRINDAMOUR, Toronto, Ontario, Canada

 

 

LOGO

Director since: 2020

Age: 51

Independent

2021 Shareholder

votes in favour: 99.3%

Skills:     ◾  Strategy   ◾  Financial Expertise
    ◾  Financial Services   ◾  Risk Management/Risk Governance
Principal occupation:  Chief Executive Officer, Intact Financial Corporation

Experience:  Mr. Brindamour is Chief Executive Officer of Intact Financial Corporation, the largest provider of property and casualty insurance in Canada and a leading provider of specialty insurance in North America. Mr. Brindamour began his career with Intact in 1992 and has held progressively senior roles in Canada and abroad with Intact and its former affiliates. He was appointed President and Chief Executive Officer of Intact Financial Corporation in January 2008. Mr. Brindamour has deep experience in the North American financial services industry and is a respected business leader with more than 25 years of operating experience. In addition to the public company directorship noted below, Mr. Brindamour serves on the boards of the Geneva Association and the Business Council of Canada and is co-founder of the Intact Centre for Climate Adaptation at the University of Waterloo. Mr. Brindamour is also a member of the 30% Club Canada.

Education:  Mr. Brindamour is a graduate of Laval University in Actuarial Sciences and an Associate of the Casualty Actuarial Society and was awarded an honorary Doctorate from HEC Montréal.

        

Other public company board directorships during last five years

Current:

  Current committee memberships:

Intact Financial Corporation – since 2008

  –

Former:

 

Hydro One – 2015 to 2018

 

2021 Board and committee membership and attendance

Overall attendance: 100%

 

Board: 9/9

 

Risk Management Committee: 6/6

 
 

CIBC equity - Mr. Brindamour meets the equity ownership guideline

Year  

            Shares(1)             

(#)

 

            DSUs(2)             

(#)

 

Total

                Shares/DSUs                 

(#)

 

Total value of

            Shares/DSUs(3)             

($)

 

            Total as a multiple of share             

ownership guideline(4)

2022   13,191   0   13,191   1,945,013   2.6x
2021   12,532   0   12,532   1,362,479   1.8x

 

(1)

“Shares” refers to the number of CIBC common shares a nominee beneficially owned, or exercised control or direction over on February 10, 2022 (the date of information in our 2022 management proxy circular) and February 11, 2021 (the date of information in our 2021 management proxy circular).

 

(2)

“DSUs” refers to the number of deferred share units held by a nominee on February 10, 2022 and February 11, 2021.

 

(3)

“Total value of Shares/DSUs” for 2022 and 2021 is calculated by multiplying “Total Shares/DSUs” by the closing price of a CIBC common share on the Toronto Stock Exchange on December 31, 2021 ($147.45) and December 31, 2020 ($108.72).

 

(4)

“Total as a multiple of share ownership guideline” was calculated by dividing “Total value of Shares/DSUs” by the equity share ownership guideline of $750,000.

 

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Directors

 

NANCI E. CALDWELL, Woodside, California, USA

 

 

LOGO

Director since: 2015

Age: 63

Independent

2021 Shareholder

votes in favour: 99.6%

Skills:     ◾  Strategy   ◾  Corporate Responsibility for ESG
    ◾  Human Resources Management/Compensation   ◾  Information Technology
Principal occupation:  Corporate Director

Experience:  Ms. Caldwell was Executive Vice-President and Chief Marketing Officer for PeopleSoft, Inc. from 2002 through 2004. She held increasingly senior and executive sales and marketing roles at Hewlett Packard Company in Canada and the US from 1982 to 2001. Ms. Caldwell has served on several public and private technology company boards since 2005 and has more than 25 years of operating experience in the global technology and software industries. In addition to the public company directorships listed below, Ms. Caldwell has served as a director on private company boards, including JDA Software, LiveOps Inc., Sophos, plc and Network General Corporation.

Education:  Ms. Caldwell holds a Bachelor of Arts degree from Queen’s University and completed Western University’s Executive Marketing Management Program.

        

Other public company board directorships during last five years

Current:

  Current committee memberships:

Citrix Systems, Inc. – since 2008

  Nominating and Corporate Governance (Chair); Compensation

Equinix, Inc. – since 2015

  Nominating and Governance (Chair); Talent, Culture and Compensation

Procore Technologies Inc. – since 2020

 

 

Compensation (Chair); Nominating and Governance

 

Former:

 

Donnelley Financial Solutions Inc. – 2016 to 2020

 

Talend – 2017 to 2020

 

2021 Board and committee membership and attendance

Overall attendance: 100%

 

Board: 9/9

 

Management Resources and Compensation Committee: 6/6

 
 

CIBC equity - Ms. Caldwell meets the equity ownership guideline

Year  

            Shares(1)             

(#)

 

            DSUs(2)             

(#)

 

Total

                Shares/DSUs                 

(#)

 

Total value of

            Shares/DSUs(3)             

($)

 

            Total as a multiple of share             

ownership guideline(4)

2022   8,234   0   8,234   1,214,103   1.3x
2021   7,209   0   7,209   783,762   0.8x

 

(1)

“Shares” refers to the number of CIBC common shares a nominee beneficially owned, or exercised control or direction over on February 10, 2022 (the date of information in our 2022 management proxy circular) and February 11, 2021 (the date of information in our 2021 management proxy circular).

 

(2)

“DSUs” refers to the number of deferred share units held by a nominee on February 10, 2022 and February 11, 2021.

 

(3)

“Total value of Shares/DSUs” for 2022 and 2021 is calculated by multiplying “Total Shares/DSUs” by the closing price of a CIBC common share on the Toronto Stock Exchange on December 31, 2021 ($147.45) and December 31, 2020 ($108.72).

 

(4)

“Total as a multiple of share ownership guideline” was calculated by dividing “Total value of Shares/DSUs” by the equity share ownership guideline of $750,000. Directors who are US citizens and whose primary residence is in the US received their fees in US dollars and their share ownership guideline is in US dollars. For purposes of calculating US director ownership against the guideline, the US dollar amount has been converted to Canadian dollars using the WM/Reuters exchange rate of US$1.00 = C$1.2374 for 2021 and US$1.00 = C$1.3321 for 2020 reflecting the foreign exchange rate on the last trading day of the fiscal year.

 

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Directors

 

MICHELLE L. COLLINS, Chicago, Illinois, USA

 

 

LOGO

Director since: 2017

Age: 61

Independent

2021 Shareholder

votes in favour: 99.6%

Skills:     ◾  Strategy   ◾  Financial Expertise
    ◾  Financial Services   ◾  Legal/Regulatory/Compliance
Principal occupation:  President, Cambium LLC

Experience:  Ms. Collins has been President of Cambium LLC since 2007. Cambium is a Chicago-based business and financial advisory firm that serves small and medium-sized businesses. She has 30 years of experience in corporate governance, investment banking, and private equity and significant corporate board experience, having served as a director for several publicly traded companies across a wide range of industries. In addition to the public company directorships listed below, Ms. Collins is a director of CIBC Bancorp USA Inc., CIBC Bank USA and a member of the Global Risk Institute. She is also a member of the Advisory Boards of Svoboda Capital Partners, LLC, Cedar Street Asset Management, 5th Century Partners, LLC and has served on several philanthropic and non-profit boards, including the Chicago Public Library Foundation, the Museum of Science and Industry and The Commercial Club of Chicago.

 

Ms. Collins received the 2018 Outstanding Leader Award for Business from the YWCA in recognition of her distinguished career in business, her community involvement and willingness to take on leadership positions on impacting women’s lives and racial justice.

Education:  Ms. Collins holds a Bachelor of Arts degree in Economics from Yale University and a Master of Business Administration degree from Harvard Graduate School of Business.

        

Other public company board directorships during last five years

Current:

  Current committee memberships:

Ryan Specialty Group Holdings, Inc. – since July 2021

  Audit

Ulta Beauty Inc. – since 2014

 

  Audit; Nominating and Corporate Governance (Chair)

Former:

 

PrivateBancorp, Inc. – 2015 to 2017

 

(ceased to be a public company in 2017)

 

2021 Board and committee membership and attendance

Overall attendance: 100%

 

Board: 9/9

 

Audit Committee: 7/7

 
 

CIBC equity - Ms. Collins meets the equity ownership guideline

Year  

            Shares(1)             

(#)

 

            DSUs(2)             

(#)

 

Total

                Shares/DSUs                 

(#)

 

Total value of

            Shares/DSUs(3)             

($)

 

            Total as a multiple of share             

ownership guideline(4)

2022   1,357   12,329(5)   13,686   2,018,001   2.2x
2021   1,357   10,064(5)   11,421   1,241,691   1.2x

 

(1)

“Shares” refers to the number of CIBC common shares a nominee beneficially owned, or exercised control or direction over on February 10, 2022 (the date of information in our 2022 management proxy circular) and February 11, 2021 (the date of information in our 2021 management proxy circular).

 

(2)

“DSUs” refers to the number of deferred share units held by a nominee on February 10, 2022 and February 11, 2021.

 

(3)

“Total value of Shares/DSUs” for 2022 and 2021 is calculated by multiplying “Total Shares/DSUs” by the closing price of a CIBC common share on the Toronto Stock Exchange on December 31, 2021 ($147.45) and December 31, 2020 ($108.72).

 

(4)

“Total as a multiple of share ownership guideline” was calculated by dividing “Total value of Shares/DSUs” by the equity share ownership guideline of $750,000. Directors who are US citizens and whose primary residence is in the US received their fees in US dollars and their share ownership guideline is in US dollars. For purposes of calculating US director ownership against the guideline, the US dollar amount has been converted to Canadian dollars using the WM/Reuters exchange rate of US$1.00 = C$1.2374 for 2021 and US$1.00 = C$1.3321 for 2020 reflecting the foreign exchange rate on the last trading day of the fiscal year.

 

(5)

Includes DSUs earned for serving on the Boards of CIBC Bancorp USA Inc. and CIBC Bank USA.

 

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Directors

 

LUC DESJARDINS, Toronto, Ontario, Canada

 

 

LOGO

Director since: 2009

Age: 69

Independent

2021 Shareholder

votes in favour: 96.7%

Skills:     ◾  Strategy   ◾  Human Resources Management/Compensation
    ◾  Financial Expertise   ◾  Information Technology
Principal occupation:  President and Chief Executive Officer, Superior Plus Corp.

Experience:  Mr. Desjardins has been President and Chief Executive Officer of Superior Plus Corp., a Toronto-based public company that distributes and markets propane and distillates in both the US and Canada, since 2011. Mr. Desjardins was an equity partner at The Sterling Group, LP from 2008 to 2011 and President and Chief Executive Officer of Transcontinental Inc. from 2004 to 2008. Throughout his career, Mr. Desjardins has delivered growth through innovative branding and differentiation of consumer experience. In addition to the public company directorship noted below, Mr. Desjardins is a director of Gestion Jourdan SEC, a member of the Chief Executives Organization and a member of the 30% Club Canada. Mr. Desjardins is also a recipient of the Harvard Presidents’ Seminar “Leader of Leaders” award and the Presidents’ Program in Leadership diploma from Harvard Business School.

Education:  Mr. Desjardins holds a Master of Business Administration degree from Université du Québec à Montréal and is a graduate of the Harvard Business School Management Development Program.

        

Other public company board directorships during last five years

Current:

  Current committee memberships:

Superior Plus Corp. – since 2011

  –

2021 Board and committee membership and attendance

Overall attendance: 100%

 

Board: 9/9

 

Audit Committee: 7/7

 
 

CIBC equity - Mr. Desjardins meets the equity ownership guideline

Year  

            Shares(1)             

(#)

 

            DSUs(2)             

(#)

 

Total

                Shares/DSUs                 

(#)

 

Total value of

            Shares/DSUs(3)             

($)

 

            Total as a multiple of share             

ownership guideline(4)

2022   11,366   5,046   16,412   2,419,949   3.2x
2021   11,366   4,066   15,432   1,677,767   2.2x

 

(1)

“Shares” refers to the number of CIBC common shares a nominee beneficially owned, or exercised control or direction over on February 10, 2022 (the date of information in our 2022 management proxy circular) and February 11, 2021 (the date of information in our 2021 management proxy circular).

 

(2)

“DSUs” refers to the number of deferred share units held by a nominee on February 10, 2022 and February 11, 2021.

 

(3)

“Total value of Shares/DSUs” for 2022 and 2021 is calculated by multiplying “Total Shares/DSUs” by the closing price of a CIBC common share on the Toronto Stock Exchange on December 31, 2021 ($147.45) and December 31, 2020 ($108.72).

 

(4)

“Total as a multiple of share ownership guideline” was calculated by dividing “Total value of Shares/DSUs” by the equity share ownership guideline of $750,000.

 

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Directors

 

VICTOR G. DODIG, Toronto, Ontario, Canada

 

 

LOGO

Director since: 2014

Age: 56

Not Independent

See “Director

Independence” on

page 42.

2021 Shareholder

votes in favour: 99.5%

Skills:     ◾  Strategy   ◾  Financial Expertise
    ◾  Financial Services   ◾  Human Resources Management/Compensation
Principal occupation:  President and Chief Executive Officer, CIBC

Experience:  Mr. Dodig has been President and Chief Executive Officer of the CIBC group of companies since September 2014. He brings more than 25 years of extensive business and banking experience, including leading CIBC’s Wealth Management, Asset Management and Retail Banking businesses. Over his career, Mr. Dodig also led several businesses with UBS and Merrill Lynch in Canada and internationally, and was a management consultant with McKinsey & Company. Mr. Dodig serves on the Board of the C.D. Howe Institute and the Business Council of Canada. Mr. Dodig is a vocal advocate for inclusion in the workplace and is chair of the Inclusion and Diversity Leadership Council at CIBC and a co-chair of the BlackNorth Initiative. He is past Chair of the Catalyst Canada Advisory Board and past Chair of the 30% Club Canada. In 2017, Mr. Dodig was recognized as a Catalyst Canada Honours Champion for his leadership in advancing gender diversity.

Education:  Mr. Dodig holds a Master of Business Administration degree from the Harvard Business School where he was recognized as a Baker Scholar, a Diploma from the Institut d’études politiques in Paris and a Bachelor of Commerce degree from the University of Toronto (St. Michael’s College). He has received an honorary Doctor of Laws degree from Ryerson University.

        

Other public company board directorships during last five years

None

2021 Board and committee membership and attendance

Overall attendance: 100%

 

Board: 9/9

 

Mr. Dodig does not receive compensation for his services as a director. For information on Mr. Dodig’s equity ownership, see “Equity ownership of NEOs at October 31, 2021” on page 89 of the Circular.

 

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Directors

 

KEVIN J. KELLY, Toronto, Ontario, Canada

 

 

LOGO

Director since: 2013

Age: 66

Independent

2021 Shareholder

votes in favour: 99.7%

Skills:     ◾  Strategy   ◾  Financial Expertise
    ◾  Financial Services   ◾  Human Resources Management/Compensation
Principal occupation:  Corporate Director

Experience:  Mr. Kelly was Lead Director of the Ontario Securities Commission from 2010 to 2012 and Commissioner from 2006 to 2010. He has more than 30 years’ experience in wealth and asset management in Canada and the US. Mr. Kelly was President and Co-Chief Executive Officer of Wellington West Capital, Inc. from 2004 to 2005, President of Fidelity Brokerage Company in Boston from 2000 to 2003, President of Fidelity Investments Institutional Services Company from 1997 to 2000, President of Fidelity Canada from 1996 to 1997, and President and Chief Executive Officer of Bimcor Inc. from 1992 to 1996. Mr. Kelly is a director of CIBC Bancorp USA Inc., CIBC Bank USA and CIBC National Trust Company. Mr. Kelly is also a member of the Canadian Public Accountability Board.

Education:  Mr. Kelly holds a Bachelor of Commerce degree from Dalhousie University.

        

Other public company board directorships during last five years

None

2021 Board and committee membership and attendance

Overall attendance: 100%

 

Board: 9/9

 

Management Resources and Compensation Committee (Chair from April 2021): 6/6

 

CIBC equity - Mr. Kelly meets the equity ownership guideline

Year  

            Shares(1)             

(#)

 

            DSUs(2)             

(#)

 

Total

                Shares/DSUs                 

(#)

 

Total value of

            Shares/DSUs(3)             

($)

 

            Total as a multiple of share             

ownership guideline(4)

2022   6,202   21,706   27,908   4,115,035   5.5x
2021   6,202   19,133   25,335   2,754,421   3.7x

 

(1)

“Shares” refers to the number of CIBC common shares a nominee beneficially owned, or exercised control or direction over on February 10, 2022 (the date of information in our 2022 management proxy circular) and February 11, 2021 (the date of information in our 2021 management proxy circular).

 

(2)

“DSUs” refers to the number of deferred share units held by a nominee on February 10, 2022 and February 11, 2021.

 

(3)

“Total value of Shares/DSUs” for 2022 and 2021 is calculated by multiplying “Total Shares/DSUs” by the closing price of a CIBC common share on the Toronto Stock Exchange on December 31, 2021 ($147.45) and December 31, 2020 ($108.72).

 

(4)

“Total as a multiple of share ownership guideline” was calculated by dividing “Total value of Shares/DSUs” by the equity share ownership guideline of $750,000.

 

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Directors

 

CHRISTINE E. LARSEN, Montclair, New Jersey, USA

 

 

LOGO

Director since: 2016

Age: 60

Independent

2021 Shareholder

votes in favour: 99.6%

Skills:     ◾  Financial Services   ◾  Legal/Regulatory/Compliance
    ◾  Risk Management/Risk Governance   ◾  Information Technology
Principal occupation:  Corporate Director

Experience:  Ms. Larsen was Executive Vice-President, Chief Operations Officer of First Data Corporation from 2013 to December 2018. She held various progressively senior roles at JPMorgan Chase & Co. from 2006 to 2013. Before joining JPMorgan Chase, she held several leadership roles at Citigroup for 12 years. In addition to the public company directorships listed below, Ms. Larsen is a Limited Partner Advisor at NYCA Partners and Vice-Chair of the Board of Trustees of Syracuse University.

Education:  Ms. Larsen holds a Master of Library Science degree from Syracuse University (University Fellow) and a Bachelor of Arts (Phi Beta Kappa) degree from Cornell College.

        

Other public company board directorships during last five years

Current:

  Current committee memberships:

Datto Holding Corp. – since October 2021

  Audit

Paya Holdings, Inc. – since 2020

  Audit and Risk; Compensation (Chair)

2021 Board and committee membership and attendance

Overall attendance: 100%

 

Board: 9/9

 

Risk Management Committee: 6/6

 
 

CIBC equity - Ms. Larsen meets the equity ownership guideline

Year  

            Shares(1)             

(#)

 

            DSUs(2)             

(#)

 

Total

                Shares/DSUs                 

(#)

 

Total value of

            Shares/DSUs(3)             

($)

 

            Total as a multiple of share             

ownership guideline(4)

2022   8,711   0   8,711   1,284,437   1.4x
2021   8,083   0   8,083   878,784   0.9x

 

(1)

“Shares” refers to the number of CIBC common shares a nominee beneficially owned, or exercised control or direction over on February 10, 2022 (the date of information in our 2022 management proxy circular) and February 11, 2021 (the date of information in our 2021 management proxy circular).

 

(2)

“DSUs” refers to the number of deferred share units held by a nominee on February 10, 2022 and February 11, 2021.

 

(3)

“Total value of Shares/DSUs” for 2022 and 2021 is calculated by multiplying “Total Shares/DSUs” by the closing price of a CIBC common share on the Toronto Stock Exchange on December 31, 2021 ($147.45) and December 31, 2020 ($108.72).

 

(4)

“Total as a multiple of share ownership guideline” was calculated by dividing “Total value of Shares/DSUs” by the equity share ownership guideline of $750,000. Directors who are US citizens and whose primary residence is in the US received their fees in US dollars and their share ownership guideline is in US dollars. For purposes of calculating US director ownership against the guideline, the US dollar amount has been converted to Canadian dollars using the WM/Reuters exchange rate of US$1.00 = C$1.2374 for 2021 and US$1.00 = C$1.3321 for 2020 reflecting the foreign exchange rate on the last trading day of the fiscal year.

 

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Directors

 

NICHOLAS D. LE PAN, Ottawa, Ontario, Canada

 

 

LOGO

Director since: 2008

Age: 70

Independent

2021 Shareholder

votes in favour: 95.7%

Skills:     ◾  Strategy   ◾  Risk Management/Risk Governance
    ◾  Financial Services   ◾  Legal/Regulatory/Compliance
Principal occupation:  Corporate Director

Experience:  Mr. Le Pan was Superintendent of Financial Institutions for Canada from 2001 to 2006 and led the OSFI Supervision Sector, including the supervision programs for banks and other deposit-taking institutions from 1997 to 2000. He is past chair of the Canadian Public Accountability Board, which regulates auditors of public companies. Mr. Le Pan has been involved in various international and Canadian regulatory coordination efforts, including as Chairman of the Basel Accord Implementation Group and Vice-Chairman of the Basel Committee on Banking Supervision. He was actively involved in Group of Thirty reports, making recommendations on a new paradigm for relations between bank supervisors and boards enhancing oversight of risk culture and enhancing culture and conduct in systemically important banks. Mr. Le Pan is a director of CIBC Bancorp USA Inc. and CIBC Bank USA and is a member of Oliver Wyman’s North American Financial Services Senior Advisory Board and Chairs the C.D. Howe Institute Financial Services Research Initiative.

Education:  Mr. Le Pan holds a Bachelor of Arts (Honours) degree in Economics from Carleton University and a Master of Arts degree in Economics from the University of Toronto.

        

Other public company board directorships during last five years

None

 

2021 Board and committee membership and attendance

Overall attendance: 100%

 

Board: 9/9

 

Audit Committee (Chair): 7/7

 
 

CIBC equity - Mr. Le Pan meets the equity ownership guideline

Year  

            Shares(1)             

(#)

 

            DSUs(2)             

(#)

 

Total

                Shares/DSUs                 

(#)

 

Total value of

            Shares/DSUs(3)             

($)

 

            Total as a multiple of share             

ownership guideline(4)

2022   5,559   10,362   15,921   2,347,551   3.1x
2021   4,946   9,945   14,891   1,618,950   2.2x

 

(1)

“Shares” refers to the number of CIBC common shares a nominee beneficially owned, or exercised control or direction over on February 10, 2022 (the date of information in our 2022 management proxy circular) and February 11, 2021 (the date of information in our 2021 management proxy circular).

 

(2)

“DSUs” refers to the number of deferred share units held by a nominee on February 10, 2022 and February 11, 2021.

 

(3)

“Total value of Shares/DSUs” for 2022 and 2021 is calculated by multiplying “Total Shares/DSUs” by the closing price of a CIBC common share on the Toronto Stock Exchange on December 31, 2021 ($147.45) and December 31, 2020 ($108.72).

 

(4)

“Total as a multiple of share ownership guideline” was calculated by dividing “Total value of Shares/DSUs” by the equity share ownership guideline of $750,000.

 

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Directors

 

MARY LOU MAHER, Toronto, Ontario, Canada

 

 

LOGO

Director since: 2021

Age: 61

Independent

2021 Shareholder

votes in favour: 99.7%

Skills:     ◾  Financial Expertise   ◾  Human Resources Management/Compensation
    ◾  Risk Management/Risk Governance   ◾  Corporate Responsibility for ESG
Principal occupation:  Corporate Director

Experience:  Ms. Maher was Canadian Managing Partner, Quality and Risk, KPMG Canada from 2017 to February 2021. She was also Global Head of Inclusion and Diversity KPMG International for the same period. Ms. Maher was with KPMG since 1983, in various executive and governance roles, including Chief Financial Officer and Chief Human Resources Officer. In addition to the public company directorships listed below, Ms. Maher is a member of the World Economic Forum focused on Human Rights - the business perspective, the Board of Governors of McMaster University, and has served on other not-for-profit boards, including as Chair of Women’s College Hospital and member of the CPA Ontario Council. Ms. Maher created KPMG Canada’s first ever National Diversity Council and was the executive sponsor of pride@kpmg. Ms. Maher received the Wayne C. Fox Distinguished Alumni Award from McMaster University in recognition of her work on inclusion and diversity, was inducted into the Hall of Fame for the WXN 100 Top Most Powerful Women in Canada, received a Lifetime Achievement Award from Out on Bay Street (Proud Strong), and the Senior Leadership Award for Diversity from the Canadian Centre for Diversity and Inclusion. Ms. Maher completed the Competent Board for ESG Program.

Education:  Ms. Maher holds a Bachelor of Commerce degree from McMaster University and holds the designation of FCPA, FCA.

        

Other public company board directorships during last five years

Current:

  Current committee memberships:

CAE Inc. – since May 2021

  Audit; Human Resources

Magna International Inc. - since May 2021

  Audit

2021 Board and committee membership and attendance

Overall attendance: 100%

 

Board (from April 2021): 4/4

 

Risk Management Committee (from April 2021): 3/3

 
 

CIBC equity - Ms. Maher has until April 7, 2026 to meet the equity ownership guideline

Year  

            Shares(1)             

(#)

 

            DSUs(2)             

(#)

 

Total

                Shares/DSUs                 

(#)

 

Total value of

            Shares/DSUs(3)             

($)

 

            Total as a multiple of share             

ownership guideline(4)

2022   1,028   1,181   2,209   325,717   0.4x
2021   1,028   0   1,028   111,764   0.2x

 

(1)

“Shares” refers to the number of CIBC common shares a nominee beneficially owned, or exercised control or direction over on February 10, 2022 (the date of information in our 2022 management proxy circular) and February 11, 2021 (the date of information in our 2021 management proxy circular).

 

(2)

“DSUs” refers to the number of deferred share units held by a nominee on February 10, 2022 and February 11, 2021.

 

(3)

“Total value of Shares/DSUs” for 2022 and 2021 is calculated by multiplying “Total Shares/DSUs” by the closing price of a CIBC common share on the Toronto Stock Exchange on December 31, 2021 ($147.45) and December 31, 2020 ($108.72).

 

(4)

“Total as a multiple of share ownership guideline” was calculated by dividing “Total value of Shares/DSUs” by the equity share ownership guideline of $750,000.

 

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Directors

 

JANE L. PEVERETT, West Vancouver, British Columbia, Canada

 

 

LOGO

Director since: 2009

Age: 63

Independent

2021 Shareholder

votes in favour: 96.8%

Skills:     ◾  Strategy   ◾  Risk Management/Risk Governance
    ◾  Financial Expertise   ◾  Legal/Regulatory/Compliance
Principal occupation:  Corporate Director

Experience:  Ms. Peverett was President and Chief Executive Officer of British Columbia Transmission Corporation (BCTC) from 2005 to 2009 and Chief Financial Officer of BCTC from 2003 to 2005. She held progressively senior finance, regulatory and executive roles with Westcoast Energy Inc. from 1988 to 2003 and was President and Chief Executive Officer of Union Gas Limited from 2001 to 2003. In addition to the public company directorships listed below, Ms. Peverett is Chair of the Board of CSA Group.

Education:  Ms. Peverett holds a Bachelor of Commerce degree from McMaster University and a Master of Business Administration degree from Queen’s University. She is a Certified Management Accountant, a Fellow of the Society of Management Accountants and a member of the Institute of Corporate Directors with the designation ICD.D.

        

Other public company board directorships during last five years

Current:

  Current committee memberships:

Canadian Pacific Railway Limited – since 2016

  Audit and Finance (Chair); Corporate Governance and Nominating

Capital Power Corporation – since 2019

  Health, Safety and Environment; People, Culture, and Governance

Northwest Natural Gas Company – since 2007

  Audit (Chair); Governance; Organization and Executive Compensation

Former:

 

Encana Corporation – 2003 to 2017

 

Hydro One Limited – 2015 to 2018

 

2021 Board and committee membership and attendance

Overall attendance: 100%

 

Board: 9/9

 

Audit Committee: 7/7

 

Corporate Governance Committee (Chair from April 2021): 5/5

 
 

CIBC equity - Ms. Peverett meets the equity ownership guideline

Year  

            Shares(1)             

(#)

 

            DSUs(2)             

(#)

 

Total

                Shares/DSUs                 

(#)

 

Total value of

            Shares/DSUs(3)             

($)

 

            Total as a multiple of share             

ownership guideline(4)

2022   1,618   23,325   24,943   3,677,845   4.9x
2021   1,249   22,386   23,635   2,569,597   3.4x

Other:

Ms. Peverett was a director of Postmedia Network Canada Corp. (Postmedia) between April 2013 and January 2016. On October 5, 2016, Postmedia completed a recapitalization transaction pursuant to a court approved plan of arrangement under the Canada Business Corporations Act under which, approximately US$268.6 million of debt was exchanged for shares that represented approximately 98% of the outstanding shares at that time. Additionally, Postmedia repaid, extended and amended the terms of its outstanding debt obligations pursuant to the recapitalization transaction.

 

(1)

“Shares” refers to the number of CIBC common shares a nominee beneficially owned, or exercised control or direction over on February 10, 2022 (the date of information in our 2022 management proxy circular) and February 11, 2021 (the date of information in our 2021 management proxy circular).

 

(2)

“DSUs” refers to the number of deferred share units held by a nominee on February 10, 2022 and February 11, 2021.

 

(3)

“Total value of Shares/DSUs” for 2022 and 2021 is calculated by multiplying “Total Shares/DSUs” by the closing price of a CIBC common share on the Toronto Stock Exchange on December 31, 2021 ($147.45) and December 31, 2020 ($108.72).

 

(4)

“Total as a multiple of share ownership guideline” was calculated by dividing “Total value of Shares/DSUs” by the equity share ownership guideline of $750,000.

 

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Directors

 

KATHARINE B. STEVENSON, Toronto, Ontario, Canada

 

 

LOGO

Director since: 2011

Chair of the Board

since: April 2021

Age: 59

Independent

2021 Shareholder

votes in favour: 99.3%

Skills:     ◾  Strategy   ◾  Financial Expertise
    ◾  Financial Services   ◾  Risk Management/Risk Governance
Principal occupation:  Chair of the Board, CIBC

Experience:  Ms. Stevenson has been Chair of the Board of CIBC since April 2021. She has extensive business and corporate governance experience, having served on numerous public company and not-for-profit boards in Canada and the US over the past two decades, where she has consistently assumed leadership roles. Previously, Ms. Stevenson was a financial executive in the telecommunications and banking sectors. In addition to the public company directorships listed below, Ms. Stevenson is a director of CIBC Bancorp USA Inc. and CIBC Bank USA and a member of the Board of Directors of Unity Health Toronto. Ms. Stevenson has been named one of the Top 100 Most Powerful Women in Canada.

Education:  Ms. Stevenson holds a Bachelor of Arts degree (Magna Cum Laude) from Harvard University and is a member of the Institute of Corporate Directors with the designation ICD.D.

        

Other public company board directorships during last five years

Current:

  Current committee memberships:

Capital Power Corporation – since 2017

  Audit (Chair); People, Culture, and Governance

Open Text Corporation – since 2008

  Audit

Former:

 

CAE Inc. – 2007 to 2019

 

2021 Board and committee membership and attendance

Overall attendance: 100%

 

Board: 9/9

 

Corporate Governance Committee (to April 2021): 3/3

 

Management Resources and Compensation Committee (to April 2021): 3/3

 
 

CIBC equity - Ms. Stevenson meets the equity ownership guideline

Year  

            Shares(1)             

(#)

 

            DSUs(2)             

(#)

 

Total

                Shares/DSUs                 

(#)

 

Total value of

            Shares/DSUs(3)             

($)

 

            Total as a multiple of share             

ownership guideline(4)

2022   28,270   0   28,270   4,168,412   5.6x
2021   27,211   0   27,211   2,958,380   3.9x

 

(1)

“Shares” refers to the number of CIBC common shares a nominee beneficially owned, or exercised control or direction over on February 10, 2022 (the date of information in our 2022 management proxy circular) and February 11, 2021 (the date of information in our 2021 management proxy circular).

 

(2)

“DSUs” refers to the number of deferred share units held by a nominee on February 10, 2022 and February 11, 2021.

 

(3)

“Total value of Shares/DSUs” for 2022 and 2021 is calculated by multiplying “Total Shares/DSUs” by the closing price of a CIBC common share on the Toronto Stock Exchange on December 31, 2021 ($147.45) and December 31, 2020 ($108.72).

 

(4)

“Total as a multiple of share ownership guideline” was calculated by dividing “Total value of Shares/DSUs” by the equity share ownership guideline of $750,000.

 

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Directors

 

MARTINE TURCOTTE, Ad.E., Verdun, Québec, Canada

 

 

LOGO

Director since: 2014

Age: 61

Independent

2021 Shareholder

votes in favour: 99.6%

Skills:     ◾  Corporate Responsibility for ESG   ◾  Public/Government Relations
    ◾  Legal/Regulatory/Compliance   ◾  Information Technology
Principal occupation:  Corporate Director

Experience:  Ms. Turcotte was Vice Chair, Québec of BCE Inc. and Bell Canada from 2011 to 2020. She was Chief Legal Officer of BCE from 1999 to 2008 and of Bell Canada from 2003 to 2008 and was Executive Vice-President and Chief Legal and Regulatory Officer of BCE and Bell Canada from 2008 to 2011. Ms. Turcotte has more than 25 years of strategic, legal and regulatory experience. In addition to the public company directorships noted below, Ms. Turcotte is Chair of the Board of Directors of The Institute of Corporate Directors Québec and is a member of the Information Technology Committee of the Board of Governors of McGill University and the McGill University Bicentennial Campaign Cabinet Executive Committee (and Faculty Advisory Board of the McGill Faculty of Medicine). Ms. Turcotte is a past recipient of the Canadian General Counsel Lifetime Achievement award, was inducted into the Hall of Fame of the Top 100 Most Powerful Women in Canada, received the title of Advocatus Emeritus from the Québec Bar Association for professional excellence and was awarded both the Queen’s Gold and Diamond Jubilee Medals in recognition of her contributions to Canada. In 2020, Ms. Turcotte was appointed Chair of the Judicial Compensation and Benefits Commission.

Education:  Ms. Turcotte holds a Bachelor degree in Civil Law and Common Law from McGill University and a Master of Business Administration degree from the London Business School.

        

Other public company board directorships during last five years

Current:

  Current committee memberships:

Empire Company Limited/Sobeys Inc. – since 2012

  Audit; Corporate Governance and Social Responsibility (Chair); Nominating (Chair)

2021 Board and committee membership and attendance

Overall attendance: 100%

 

Board: 9/9

 

Corporate Governance Committee: 5/5

 

Management Resources and Compensation Committee: 6/6

 
 

CIBC equity - Ms. Turcotte meets the equity ownership guideline

Year  

            Shares(1)             

(#)

 

            DSUs(2)             

(#)

 

Total

                Shares/DSUs                 

(#)

 

Total value of

            Shares/DSUs(3)             

($)

 

            Total as a multiple of share             

ownership guideline(4)

2022   412   19,032   19,444   2,867,018   3.8x
2021   412   17,489   17,901   1,946,197   2.6x

 

(1)

“Shares” refers to the number of CIBC common shares a nominee beneficially owned, or exercised control or direction over on February 10, 2022 (the date of information in our 2022 management proxy circular) and February 11, 2021 (the date of information in our 2021 management proxy circular).

 

(2)

“DSUs” refers to the number of deferred share units held by a nominee on February 10, 2022 and February 11, 2021.

 

(3)

“Total value of Shares/DSUs” for 2022 and 2021 is calculated by multiplying “Total Shares/DSUs” by the closing price of a CIBC common share on the Toronto Stock Exchange on December 31, 2021 ($147.45) and December 31, 2020 ($108.72).

 

(4)

“Total as a multiple of share ownership guideline” was calculated by dividing “Total value of Shares/DSUs” by the equity share ownership guideline of $750,000.

 

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Directors

 

BARRY L. ZUBROW, West Palm Beach, Florida, USA

 

 

LOGO

Director since: 2015

Age: 68

Independent

2021 Shareholder

votes in favour: 99.6%

Skills:     ◾  Financial Services   ◾  Legal/Regulatory/Compliance
    ◾  Risk Management/Risk Governance   ◾  Information Technology
Principal occupation:  Chief Executive Officer, ITB LLC

Experience:  Mr. Zubrow has been Chief Executive Officer of investment-management firm ITB LLC since 2021, after serving as President of ITB LLC since 2003. He is also a lecturer at the University of Chicago Law School. Mr. Zubrow was a senior executive at JPMorgan Chase & Co. and The Goldman Sachs Group, Inc. and has more than 35 years of financial services experience. In addition to the public company directorship noted below, Mr. Zubrow is a director of CIBC Bancorp USA Inc., CIBC Bank USA, MIO Partners and Accellix and serves on the Advisory Board of the Promontory Financial Group (an IBM company). Mr. Zubrow is also a director of Berklee College of Music, Emeritus Manager of Haverford College, and a member of the Council on Foreign Relations.

Education:  Mr. Zubrow holds a Bachelor of Arts degree from Haverford College where he is an Emeritus Manager and former Chairman of the Board of Managers. He has a Master of Business Administration degree from the University of Chicago Graduate School of Business and a J.D. degree from the University of Chicago Law School.

        

Other public company board directorships during last five years

Current:

  Current committee memberships:

Hudson Executive Investment Corp. III - since February 2021

  Audit (Chair); Compensation (Chair)

Former:

 

Arc Logistics LP – 2013 to 2018

 

2021 Board and committee membership and attendance

Overall attendance: 100%

 

Board: 9/9

 

Corporate Governance Committee (from April 2021): 2/2

 

Risk Management Committee (Chair): 6/6

 
 

CIBC equity - Mr. Zubrow meets the equity ownership guideline

Year  

            Shares(1)             

(#)

 

            DSUs(2)             

(#)

 

Total

                Shares/DSUs                 

(#)

 

Total value of

            Shares/DSUs(3)             

($)

 

            Total as a multiple of share             

ownership guideline(4)

2022   9,294   1,342   10,636   1,568,278   1.7x
2021   9,294   323   9,617   1,045,560   1.0x

 

(1)

“Shares” refers to the number of CIBC common shares a nominee beneficially owned, or exercised control or direction over on February 10, 2022 (the date of information in our 2022 management proxy circular) and February 11, 2021 (the date of information in our 2021 management proxy circular).

 

(2)

“DSUs” refers to the number of deferred share units held by a nominee on February 10, 2022 and February 11, 2021.

 

(3)

“Total value of Shares/DSUs” for 2022 and 2021 is calculated by multiplying “Total Shares/DSUs” by the closing price of a CIBC common share on the Toronto Stock Exchange on December 31, 2021 ($147.45) and December 31, 2020 ($108.72).

 

(4)

“Total as a multiple of share ownership guideline” was calculated by dividing “Total value of Shares/DSUs” by the equity share ownership guideline of $750,000. Directors who are US citizens and whose primary residence is in the US received their fees in US dollars and their share ownership guideline is in US dollars. For purposes of calculating US director ownership against the guideline, the US dollar amount has been converted to Canadian dollars using the WM/Reuters exchange rate of US$1.00 = C$1.2374 for 2021 and US$1.00 = C$1.3321 for 2020 reflecting the foreign exchange rate on the last trading day of the fiscal year.

 

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Board and committee meeting frequency and overall attendance in fiscal 2021

During fiscal 2021, directors attended 100% of regular Board and committee meetings, as set out below. Individual director nominee attendance is in their biographies starting on page 12. For information on director attendance expectations, see the Statement of Corporate Governance Practices – “Director Tenure – Meeting attendance record” on page 46.

 

Board and Committees   Number of Meetings    Overall Attendance
at Regular Meetings
 

    Number of    

Regular
Meetings

 

    Number of        

Special    
Meetings    

Board

  9   2        100%

Audit Committee

  7   -        100%

Corporate Governance Committee

  5   2        100%

Management Resources and Compensation Committee

  6   -        100%

Risk Management Committee

  6   7        100%

Attendance of directors not standing for re-election

Patrick Daniel is retiring from the Board. During fiscal 2021, Mr. Daniel attended 100% of all regular Board, Corporate Governance Committee and Management Resources and Compensation Committee meetings.

In addition to regularly scheduled board and committee meetings, the Board held four separate sessions during fiscal 2021 to review key performance indicators relating to CIBC’s long-term strategic focus and near-term priorities and to participate in director development sessions focused on key emerging themes related to CIBC’s business, strategy and operations.

Director attendance at the annual meeting of shareholders

CIBC encourages each member of the Board to attend its annual meeting of shareholders. All 2021 director nominees attended CIBC’s 2021 annual meeting.

Director nominee independence

The Board determined that each director nominee is independent except Victor Dodig because he is President and Chief Executive Officer of CIBC.

All members of the Board committees are independent under the Board’s independence standards available at www.cibc.com. These standards incorporate the Affiliated Persons (Banks) Regulations, the New York Stock Exchange (NYSE) corporate governance rules, Canadian Securities Administrators (CSA) corporate governance guidelines and the Office of the Superintendent of Financial Institutions (Canada) Corporate Governance Guideline provisions. For information about how the Board determines director independence, see the Statement of Corporate Governance Practices – “Director Independence” on page 42.

 

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Director nominee skills and experience

All director nominees have skills and experience acquired from senior roles in major organizations. In the table below are the skills identified by each director nominee through a self-assessment questionnaire. The top four skills of the director nominees are set out in their biographies on pages 12 to 25.

 

LOGO

Director Compensation

CIBC’s director compensation program is designed to attract and retain people with the skills and experiences to act as directors of CIBC. The Corporate Governance Committee evaluates director compensation against companies in the financial services sector that are of comparable size, scope, market presence and complexity to CIBC. Based on these criteria, CIBC director compensation is targeted within the range of its comparator group: Bank of Montreal, National Bank of Canada, Royal Bank of Canada, Bank of Nova Scotia, the Toronto-Dominion Bank, Manulife Financial and Sun Life Financial.

The Corporate Governance Committee reviews CIBC’s director compensation program annually to make sure it aligns with the interests of our shareholders, is competitive with the market, and reflects best practices. The Committee also considers the evolving complexity of CIBC businesses and its regulatory environment; the increasing engagement of directors with regulators and other stakeholders; the workload and time commitment of Board members; and CIBC’s ability to remain competitive with peers in attracting and retaining directors with the expertise and experiences required for CIBC’s Board.

In 2021 the Corporate Governance Committee retained Pay Governance LLC to provide an independent review of CIBC’s director compensation program and to advise the Committee on director compensation trends, structure and levels. CIBC paid US$30,000 for these services. Based on the Pay Governance review, the Committee increased the annual director equity retainer from $115,000 to $125,000 and the equity portion of the Chair of the Board retainer from $230,000 to $250,000. The changes were effective November 1, 2021 for fees earned in fiscal 2022.

In addition, at the request of the Corporate Governance Committee, Pay Governance reviewed the compensation paid to parent board members who serve the boards of CIBC Bancorp USA Inc. and CIBC Bank USA (the “US boards”). CIBC Bancorp USA Inc. paid US$40,000 for these services. No changes were made to compensation received by parent board members who serve the US boards.

 

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See “Independent Advice” on page 65 of the Circular for fees paid to Pay Governance for independent analysis and advice on director and executive compensation matters.

Director compensation components

The table below sets out the components of director compensation(1).

 

      For Fiscal 2021    
($)    
  

Effective
November 1, 2021

For Fiscal 2022
($)

     

Annual Retainers

         
     

Cash (may be taken as cash, shares or DSUs(2))

         
     

Chair of the Board(3)

   195,000        195,000    
     

Other Directors(4)

   100,000        100,000    
     

Equity (may be taken as shares or DSUs)

         
     

Chair of the Board(3)

   230,000        250,000    
     

Other Directors

   115,000        125,000    
     

Committee Chair

   50,000        50,000    
     

Committee membership in excess of one(5)

   15,000        15,000    
     

Meeting Attendance and Travel Fees

         

Ad-hoc committees (per meeting)

   1,000        1,000    

Travel (per trip)(6)

   2,000        2,000    

 

(1)

CIBC directors who are US citizens and whose primary residence is in the US are paid their director compensation in US dollars.

 

(2)

A DSU (deferred share unit) is a bookkeeping entry credited quarterly to an account maintained for a director. The value of a director’s DSU account is payable in cash in a lump sum when he or she is no longer a director of CIBC or a subsidiary or affiliate of CIBC. The redemption value of a DSU is based on the value of the common shares of CIBC determined in accordance with the director equity plans. Directors are entitled to dividend equivalent payments that are credited quarterly in the form of additional DSUs at the same rate as dividends on common shares. DSUs do not entitle the holder to voting or other shareholder rights.

 

(3)

The Chair of the Board receives no compensation as a director of CIBC other than the annual cash and equity retainers for the Chair of the Board.

 

(4)

Paid for service on the Board and one committee.

 

(5)

Paid for service on each additional committee in excess of one (excluding special ad-hoc committees and committee chairs).

 

(6)

Paid for attending Board or committee meetings in person, where the distance from the director’s primary place of residence to the meeting location is 300 km or more.

Directors are reimbursed for travel, accommodation and other out-of-pocket expenses incurred in attending meetings and carrying out their duties as a director. In addition, CIBC pays the cost for administration of the office of the Chair of the Board. Independent directors do not receive stock options and do not participate in CIBC’s pension plans.

Restrictions on trading and hedging CIBC Securities

Directors are prohibited from using hedging strategies to offset a decrease in the market value of CIBC securities. For more information see page 90 “Restrictions on trading and hedging CIBC Securities”.

 

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Director compensation table

The table below sets out total compensation paid to independent directors during fiscal 2021 and includes compensation paid to directors who were asked to serve the boards of CIBC Bancorp USA Inc. and CIBC Bank USA.

 

     
     Fees Earned(2)     Allocation of Fees  
               

Name(1)

(all figures in C$)

    Annual Retainer         Committee  
  Member  
  and Chair  
  Retainers  
    Travel
  Fees  
    All Other
  Compensation  
    Total
  Compensation  
      Cash       Share-Based  
    Equity        Cash        Common  
  Shares  
      DSUs    
     

Brent S. Belzberg(3)

    50,312       43,750       6,563         -         10,928         111,553         -         -       100,625  
     

Charles J.G. Brindamour

    115,000       100,000       -         -         -         215,000         -         215,000       -  
     

Nanci E. Caldwell(4)

    143,624       124,890       -         2,490         3,749         274,753         131,129         143,624       -  
     

Michelle L. Collins(4)(5)

    143,624       124,890       -         2,490         211,273         482,277         201,943         -       280,334  
     

Patrick D. Daniel

    115,000       100,000       30,313         2,000         -         247,313         132,313         -       115,000  
     

Luc Desjardins(4)

    115,000       100,000       -         -         3,000         218,000         103,000         -       115,000  
     

Kevin J. Kelly(5)

    115,000       100,000       28,125         -         175,872         418,997         175,872         -       243,125  
     

Christine E. Larsen(4)

    143,624       124,890       -         2,490         3,796         274,800         97,837         176,963       -  
     

Nicholas D. Le Pan(5)

    115,000       100,000       50,000         2,000         111,177         378,177         263,177         115,000       -  
     

Mary Lou Maher

    64,687       56,250       -         -         -         120,937         -         -       120,937  
     

John P. Manley(5)(6)

    100,625       85,313       -         -         257,377         443,315         231,047         185,938      
     

Jane L. Peverett

    115,000       100,000       34,688         2,000         -         251,688         136,688         115,000       -  
     

Katharine B. Stevenson(5)

    179,687       153,438       21,875         -         168,602         523,602         343,915         179,687       -  
     

Martine Turcotte

    115,000       100,000       15,000         2,000         -         232,000         117,000         -       115,000  
     

Barry L. Zubrow(4)(5)

    143,624       124,890       62,445         2,490         223,762         557,211         413,587         -       143,624  
                   

TOTAL

    1,774,807       1,538,311       249,009         17,960         1,169,536         4,749,623         2,347,508         1,131,212       1,233,645  

 

(1)

Mr. Dodig did not receive compensation for his services as a director of CIBC. See “Summary compensation table” on page 86 for Mr. Dodig’s compensation as President and Chief Executive Officer.

 

(2)

Amounts paid in US dollars to directors of CIBC who are US citizens and whose primary residence is in the US were converted to Canadian dollars using the WM/Reuters exchange rate as follows:

 

  ◾  

US$1.00 = C$1.2775 on February 11, 2021

 

  ◾  

US$1.00 = C$1.2152 on May 13, 2021

 

  ◾  

US$1.00 = C$1.2578 on August 12, 2021

 

  ◾  

US$1.00 = C$1.2451 on November 12, 2021

 

(3)

Mr. Belzberg retired from the Board on April 8, 2021. To recognize his service, Mr. Belzberg received a retirement gift valued at $928 and CIBC made a $10,000 donation to a registered Canadian charity selected by Mr. Belzberg. These amounts are reported under “All Other Compensation”.

 

(4)

The amounts reported under “All Other Compensation” include fees of $1,000 per meeting paid to Nanci Caldwell, Luc Desjardins and Christine Larsen for participating in three meetings with management on technology, infrastructure and innovation and fees of $1,000 per meeting paid to Michelle Collins and Barry Zubrow for participating in four meetings with management on anti-money laundering.

 

(5)

The amounts reported under “All Other Compensation” include fees paid for serving on the boards and committees of CIBC Bancorp USA Inc. and CIBC Bank USA. Each of Ms. Collins, Mr. Kelly, Mr. Manley, Ms. Stevenson and Mr. Zubrow received US$135,000 for serving as a director of those subsidiaries. Mr. Manley received US$50,000 for serving as Chair of the Board for those subsidiaries. Mr. Le Pan joined the boards of CIBC Bancorp USA Inc. and CIBC Bank USA on April 8, 2021 and earned US$78,750 for serving those boards. Ms. Collins received US$20,000 for serving as Chair of the Audit Committee. Mr. Kelly received US$5,833 (pro-rated) for serving as Chair of the Private Wealth Oversight Committee. Mr. Zubrow received US$30,000 for serving as Chair of the Risk Committee. Ms. Collins, Mr. Le Pan and Mr. Zubrow received fees of US$1,000 per meeting for participating in 10 meetings of a Regulatory Oversight Committee. These amounts were converted to Canadian dollars at the rates set out in note (2).

 

(6)

Mr. Manley retired from the Board on April 8, 2021. In honour of his service, Mr. Manley received a retirement gift valued at $1,330 and CIBC made a $25,000 donation to a registered Canadian charity selected by Mr. Manley. These amounts are reported under “All Other Compensation”.

 

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Director equity ownership guideline

The Board expects directors to hold at least 7.5 times the annual cash retainer of $100,000 ($750,000) in CIBC common shares and/or DSUs within five years after joining the Board.

Based on director fees effective November 1, 2021 for fees earned in fiscal 2022, directors must take $125,000 of their $225,000 annual retainer (56%) in either CIBC common shares or DSUs. The Chair of the Board must take $250,000 of the Chair’s $445,000 annual retainer (56%) in either CIBC common shares or DSUs. The requirement to receive these amounts in equity continues even after directors have reached the equity ownership guideline. Directors may also elect to take all or a portion of their cash retainers in CIBC common shares or DSUs. New directors are expected to take half of their cash retainer in equity until the equity ownership guideline is reached.

Each nominee who is currently a director has met the equity ownership guideline except for Mary Lou Maher who joined the Board on April 8, 2021 and is acquiring equity under our director compensation program to reach the equity ownership guideline by her target date.

Each director nominee’s equity ownership interest in CIBC is set out in their biography on pages 12 to 25.

 

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Board Committee Reports

The Board has four committees: Audit Committee, Corporate Governance Committee, Management Resources and Compensation Committee, and Risk Management Committee. Committee mandates can be found at www.cibc.com. Committee activities during 2021 are summarized below.

Report of the Audit Committee

The key responsibilities of the Audit Committee are to: (i) fulfill its responsibilities for reviewing the integrity of CIBC’s financial statements, related management’s discussion and analysis (MD&A) and internal control over financial reporting; (ii) monitor the system of internal control; (iii) monitor CIBC’s compliance with legal and regulatory requirements as they pertain to responsibilities under the Audit Committee Mandate; (iv) select the external auditors for shareholder approval; (v) review the qualifications, independence and audit quality of the external auditors and the performance of CIBC’s internal auditors; and (vi) act as the audit committee for certain federally regulated subsidiaries.

 

   

 

Responsibility    

 

 

 2021 Highlights

 

   
Financial Reporting and Internal Controls  

◾    Recommended Board approval of quarterly and annual financial statements.

◾    Reviewed significant areas of accounting and disclosure judgment and key audit matters, including those relating to:

-  the measurement of expected credit losses under International Reporting Standard (IFRS) 9;

-  the assessment of goodwill impairment;

-  the valuation of financial instruments;

-  pending acquisitions and dispositions; and

-  tax, legal, lease exit and restructuring-related provisions and disclosures.

◾    Reviewed implementation of the Canadian Securities Administrators National Instrument 52-112 Non-GAAP and Other Financial Measures Disclosure and the status of future accounting standards, including IFRS 17 Insurance Contracts.

◾    Reviewed reports on internal controls over financial reporting from management and EY.

◾    Received regular updates from Internal Audit and Finance on the control environment, including updates from select business units.

◾    Reviewed the quarterly and annual fraud management report and approved the Fraud Risk Management Framework.

◾    Reviewed the status of the interest rate reform project, including related accounting developments.

◾    Monitored the impact of the global pandemic on CIBC’s internal control environment.

◾    Received updates on ESG related trends and regulatory changes impacting disclosures and reviewed CIBC’s ESG disclosure in the Annual Report.

 

 

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Board Committee Reports

 

   
External Auditors  

◾    Approved the scope of services, terms of engagement, annual audit plan and the associated fees of EY.

◾    Reviewed and discussed with EY key areas of risk of material misstatement of the financial statements, application of professional skepticism and significant auditor judgment, including changes necessary to respond to the evolving COVID-19 pandemic.

◾    Discussed quarterly review results and annual audit findings with EY and reviewed key audit matters set out in the auditor’s report.

◾    Reviewed the annual written statement of objectivity and independence provided by EY.

◾     Pre-approved all EY engagements for non-audit services and fees in accordance with the Scope of Services of the Shareholders’ Auditors Policy.

◾    Completed an annual assessment of EY’s effectiveness and service quality and recommended their re-appointment for shareholder approval.

◾    Updated and monitored audit quality indicators.

 

   
Internal Audit Function  

◾    Approved the Internal Audit organizational framework and charter and Internal Audit’s audit plan, including the audit scope and the overall risk assessment and monitored its execution, including changes necessary to respond to the global pandemic.

◾    Reviewed Internal Audit’s report of CIBC’s risk governance framework and its assessment of the oversight by Finance, Risk Management and Compliance.

◾    Reviewed the performance goals and the effectiveness, and approved the mandate of the Chief Auditor.

◾    Recommended Board approval of the re-appointment of the Chief Auditor.

◾    Reviewed and approved succession plans for the Chief Auditor.

◾    Monitored Internal Audit compliance with regulatory expectations.

 

   
Finance Function  

◾    Approved the Finance organizational framework and recommended Board approval of Finance’s financial plan and employee resources.

◾    Reviewed management’s assessment of the effectiveness of the Finance function.

◾    Reviewed the performance goals and the effectiveness, and approved the mandate of and the succession plans for the Chief Financial Officer (CFO).

 

   
Whistleblower Procedures  

◾    Approved the Whistleblower Policy and Procedures.

◾    Reviewed management’s quarterly Whistleblower Report.

 

   
Legal and Regulatory Developments  

◾    Received regular updates from the legal department on legal matters.

◾    Monitored regulatory developments, including updates from stakeholders on the effect of evolving regulatory expectations on CIBC’s businesses, as well as regular briefings on the results of regulatory reviews and benchmarking.

 

   
Subsidiary Oversight  

◾    Acted as audit committee for certain federally regulated subsidiaries of CIBC.

◾    Reviewed the financial statements and management reports from the CFO of these regulated subsidiaries.

◾    Reviewed and discussed audit findings with EY and management.

 

Members of the Committee are Nicholas Le Pan (Chair), Michelle Collins, Luc Desjardins and Jane Peverett. Each Committee member is independent and “financially literate” as required by the NYSE and the CSA, and all members of the Committee are “audit committee financial experts” under the U.S. Securities and Exchange Commission (SEC) rules.

 

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Board Committee Reports

 

Audit Committee voluntarily reports on SEC matters

Management has primary responsibility for CIBC’s financial statements and the overall reporting process, including CIBC’s system of internal controls. The external auditors, EY, are responsible for performing an independent audit of CIBC’s consolidated financial statements in accordance with Canadian generally accepted auditing standards and the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), and an independent audit of internal control over financial reporting in accordance with the standards of the PCAOB. These audits serve as a basis for the auditors’ opinions included in the Annual Report addressing whether the consolidated financial statements fairly present CIBC’s financial position, results of operations, and cash flows in conformity with IFRS as issued by the International Accounting Standards Board. The Audit Committee’s responsibility is to monitor and oversee these processes.

The Audit Committee has reviewed and discussed the audited consolidated financial statements with management. In addition, the Audit Committee discussed with EY the matters required to be discussed by the PCAOB’s Statement on Auditing Standards No. 3101 (Communications With Audit Committees) and Canadian Auditing Standard 260 (Communication With Those Charged With Governance), including matters relating to the conduct of the audit of CIBC’s consolidated financial statements and the assessment of the effectiveness of CIBC’s internal control over financial reporting under Section 404 of the US Sarbanes-Oxley Act of 2002.

EY provided to the Audit Committee a formal written statement describing all relationships between EY and CIBC that may reasonably be thought to bear on independence as required by PCAOB Rule 3526. The formal written statement includes confirmation that EY is independent within the meaning of the CPA Code of Professional Conduct of the Chartered Professional Accountants of Ontario and can continue to act as the Independent Registered Public Accounting Firm for CIBC.

Based on this review and these discussions, the Audit Committee recommended to the Board that the audited consolidated financial statements (i) be included in CIBC’s annual report filed with Canadian securities regulators on SEDAR (together with the external audit opinions on the consolidated financial statements prepared in accordance with both Canadian generally accepted auditing standards and the standards of the PCAOB and the external audit opinion on internal control over financial reporting in accordance with the standards of the PCAOB) for the year ended October 31, 2021 and (ii) be included in CIBC’s annual report on Form 40-F (together with the external audit opinion on the consolidated financial statements prepared in accordance with the standards of the PCAOB and the external audit opinion on internal control over financial reporting in accordance with the standards of the PCAOB) for the year ended October 31, 2021 for filing with the SEC. The Audit Committee also approved, subject to shareholder appointment, the selection of EY as CIBC’s external auditors.

This report has been adopted and approved by the members of the Audit Committee: Nicholas Le Pan (Chair), Michelle Collins, Luc Desjardins and Jane Peverett.

Annual assessment of external auditors’ effectiveness and service quality

As part of its oversight responsibilities, the Audit Committee conducts an annual assessment of EY’s effectiveness and service quality. For the 2021 audit period, the Audit Committee’s assessment considered such factors as (i) EY’s independence, objectivity and professional skepticism; (ii) the quality of their engagement team; (iii) the quality of their communications and interactions; (iv) the overall quality of the service provided; and (v) a review of management’s evaluation. The Audit Committee concluded that they were satisfied with the quality of audit services provided by EY for 2021.

The Board recommends that Ernst & Young LLP be appointed by shareholders as auditors of CIBC until the close of the next annual meeting of shareholders.

 

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Board Committee Reports

 

Fees for services provided by external auditors

The fees EY billed for professional services for the fiscal years ended October 31, 2021 and October 31, 2020 are set out below.

 

 

Fees billed by EY

         

(unaudited, $ millions)

 

 

            2021            

 

 

            2020            

 

   

 

Audit fees(1)

  23.1             24.0          
   

Audit related fees(2)

  2.3             2.2          
   

Tax fees(3)

  1.3             1.4          
   

Other(4)

 

 

0          

 

 

0          

 

     

 

Total

 

 

 

26.7          

 

 

 

27.6          

 

 

(1)

For the audit of CIBC’s annual financial statements and the audit of certain of its subsidiaries, as well as other services normally provided by the principal auditor in connection with CIBC’s statutory and regulatory filings. Audit fees also include the audit of internal controls over financial reporting under the standards of the PCAOB.

 

(2)

For the assurance and related services that are reasonably related to the performance of the audit or review of CIBC’s financial statements, including accounting consultation, various agreed upon procedures and translation of financial reports.

 

(3)

For tax compliance and advisory services.

 

(4)

Includes fees for non-audit services.

Pre-approval policy

The Audit Committee pre-approves work performed by CIBC’s auditors. This approval process is explained in CIBC’s Policy on the Scope of Services of the Shareholders’ Auditors which is described under “Pre-Approval Policies and Procedures” in CIBC’s Annual Information Form dated December 1, 2021, and available at www.cibc.com.

 

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Board Committee Reports

 

Report of the Corporate Governance Committee

The key responsibilities of the Corporate Governance Committee are to oversee (i) CIBC’s corporate governance framework; (ii) CIBC Board and committee composition; (iii) evaluation of CIBC’s Board, committees and director effectiveness; (iv) director orientation and continuing education; and (v) CIBC’s alignment with its purpose, ESG strategy and related reporting, stakeholder engagement framework and matters relating to conduct and culture.

 

 

Responsibility             

 

 

2021 Highlights

 

   
Governance  

◾    Oversaw CIBC’s stakeholder engagement process with shareholders, shareholder advocacy groups, proxy governance advisory firms and regulators to foster transparent relationships and discuss CIBC’s governance practices and emerging trends.

◾    Reviewed governance regulatory developments, including the Financial Consumer Protection Framework required under new provisions of the Bank Act, and an update on the status of CIBC’s response to the Ontario Capital Markets Modernization Task Force report and recommendations.

◾    Reviewed director compensation for CIBC, CIBC Bancorp USA Inc. and CIBC Bank USA with support from an external consultant and implemented increases in the equity component of retainers for CIBC directors and the Chair of the Board, effective November 1, 2021. No changes were made to director compensation for the US boards.

◾    Reviewed and recommended Board approval of CIBC’s Statement of Corporate Governance Practices, responses to shareholder proposals, and governance disclosure in CIBC’s management proxy circular.

◾    Continued to focus on board governance and structure for CIBC Bancorp USA Inc. and CIBC Bank USA.

◾    Reviewed CIBC’s Sustainability Report, including disclosure of new ESG metrics and targets.

◾    Oversaw CIBC’s ESG strategy, related progress and fiscal 2021 climate-related announcements, and reviewed:

-  reports and disclosure on CIBC’s ESG practices and performance;

-  reports to stay abreast of emerging trends, stakeholder perspectives, standards and best practices on ESG matters; and

-  reports on CIBC’s community investment and giving strategy and activities.

 

   
Board and Committee Composition  

◾    Reviewed the composition, size, and collective skills and experiences of the boards of CIBC, CIBC Bancorp USA Inc. and CIBC Bank USA.

◾    Reviewed and recommended Board approval of director nominees and determined their independence for service on the boards of CIBC, CIBC Bancorp USA Inc. and CIBC Bank USA.

◾    Reviewed and recommended Board approval of changes in committee composition based on principles that guide committee membership and committee chair succession to balance seasoned views with fresh perspectives while fostering diversity and ensuring the committees retain core skills and experiences among their members.

◾    Continued Board renewal activities with support from an external consultant; considered director candidates who reflect broad aspects of diversity and experience; recruited a new director for nomination to the Board; and continued to focus on Board member succession planning.

 

 

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Board Committee Reports

 

   
Board and Committee Effectiveness  

◾    Oversaw the evaluation of the effectiveness of the Board, committees, Chair of the Board and Chief Executive Officer (CEO) with the support of an independent external advisor, developed action plans and reviewed progress reports.

◾    Oversaw the administration of CIBC’s continuing education program for directors and exceeded the Board’s target of having at least 10% of time at Board and committee meetings dedicated to education.

◾    Reviewed the effectiveness of management reports to the Board and committees and enhanced reporting to facilitate more time for meaningful discussion at meetings.

 

   
Conduct  

◾    Reviewed conduct and culture risk reports, including risk levels associated with the COVID-19 pandemic, employee wellbeing and the economic environment.

◾    Reviewed the administration of and adherence to CIBC’s Code of Conduct by team members and the Board.

◾    Acted as the conduct review committee for CIBC and its federally regulated Canadian subsidiaries and, as such, reviewed reports on related parties and policies to foster compliance with the Bank Act on related parties that may materially affect CIBC.

◾    Reviewed and monitored the procedures established to provide disclosure of information as required to be disclosed under the Bank Act.

◾    Reviewed reports to support oversight of consumer protection provisions under the Bank Act and continued engagement with the Financial Consumer Agency of Canada.

◾    Reviewed the effectiveness of CIBC’s client complaint management processes and changes to improve client experience in resolving complaints.

◾    Reviewed annual report on the effectiveness of CIBC’s global privacy management practices to resolve issues and mitigate risk in CIBC initiatives, as well as trends and regulatory developments.

 

Members of the Committee are Jane Peverett (Chair), Patrick Daniel, Martine Turcotte and Barry Zubrow. All members of the Committee are independent.

Report of the Management Resources and Compensation Committee

The Committee is responsible for assisting the Board of Directors in their global oversight of CIBC’s human capital strategy, including talent and total rewards, and the alignment with CIBC’s strategy, risk appetite and controls.

The Chair of the Committee and the Chair of the Board have written a letter to shareholders about CIBC’s approach to executive compensation, starting on page 59 of this Circular.

 

 

Responsibility             

 

 

2021 Highlights

 

   
Performance, Compensation, Employment Arrangements and Ownership  

◾    Reviewed, approved or recommended Board approval of the CEO, Executive Committee’s (EXCO) and other key officers’ fiscal 2021 goals and measures, compensation targets for the upcoming year, performance, and year-end compensation.

◾    Approved compensation for employees whose Total Direct Compensation (TDC) exceeds the materiality threshold determined by the Committee.

◾    Reviewed adherence to share ownership guidelines for executives and Managing Directors (MDs).

◾    Reviewed a report on executive and MD severances.

 

 

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Board Committee Reports

 

   
Talent and Succession  

◾    Recommended Board approval of CEO and EXCO succession plans and reviewed progress on succession plans for key officer roles to ensure a diverse pipeline of robust, highly capable talent.

◾    Recommended Board approval of the CEO emergency preparedness plan.

◾    Reviewed progress against CIBC’s inclusion and diversity strategy with increased focus on anti-Black, anti-Indigenous, and other forms of systemic racism.

◾    Reviewed a quarterly report on notable enterprise talent management accomplishments.

 

   
Human Capital Strategy and Culture  

◾    Reviewed key strategic initiatives of CIBC’s Human Capital Strategy, as well as broader initiatives covering people, culture and brand, including periodic updates on:

-  CIBC’s COVID-19 pandemic planning and return to office plans;

-  CIBC’s workforce transformation with specific focus on new ways of working and the future of work;

-  CIBC’s wellbeing strategy, including the approach on health, safety and wellbeing for employees;

-  CIBC’s annual employee survey results; and

-  CIBC’s brand renewal and new brand launch.

 

   
Compensation Risk, Incentive Funding, Philosophy, Policies and Plans  

◾    Effective fiscal 2021, approved changes to the composition of the Business Performance Factor (BPF), which drives our incentive funding, by including enhancements to broaden and further strengthen the link between executive compensation and our strategic priorities, including adjusted revenue growth, adjusted operating leverage, performance relative to peers for the financial metrics and an ESG Index with its own separate weighting.

◾    Approved the Client Experience and ESG metrics and goals used in the determination of the BPF.

◾    Approved CIBC’s compensation philosophy, methodology and governance.

◾    In a joint meeting with the Risk Management Committee, with input from the Chief Risk Officer (CRO), CFO, Chief Legal Officer (CLO) and Executive Vice-President (EVP), Purpose, Brand and Corporate Affairs, reviewed the alignment of compensation with business performance and risk.

◾    Recommended Board approval of aggregate annual incentive compensation funding and allocations for functional groups and strategic business units.

◾    Reviewed non-material amendments to material compensation plans.

 

   
Pension  

◾    Reviewed CIBC’s pension governance structure and activities conducted by delegates for CIBC’s pension plans.

◾    Reviewed the competitiveness of CIBC’s executive pension programs and recommended Board approval of an increase to the CEO’s annual pension accrual and pension cap to better align the CEO’s retirement benefit with his peers.

 

   
Governance and Controls  

◾    Reviewed an assessment of significant human resources risks and the effectiveness of related internal controls.

◾    Reviewed Internal Audit’s independent report on material compensation plans.

◾    Reviewed global regulatory and governance updates related to executive compensation.

◾    Received an update on changes to UK pay regulations and changes CIBC is required to make to pay practices to comply with the regulations.

◾    Recommended Board approval for the increase of the bonus cap (maximum ratio between fixed and variable pay) from 1:1 to 1:2 as it relates to UK Material Risk Takers, subject to approval by shareholders.

◾    Recommended Board approval of the executive compensation disclosure in CIBC’s management proxy circular.

◾    Met with institutional investors to discuss aspects of CIBC’s executive compensation programs.

◾    Obtained advice from the Committee’s independent compensation advisor on executive compensation matters.

 

Members of the Committee are Kevin Kelly (Chair), Nanci Caldwell, Patrick Daniel and Martine Turcotte. All members of the Committee are independent.

 

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Board Committee Reports

 

Report of the Risk Management Committee

The primary function of the Risk Management Committee is to assist the Board of Directors in fulfilling its responsibilities for defining CIBC’s risk appetite and overseeing CIBC’s risk profile and performance against the defined risk appetite. The Committee is also responsible for overseeing the identification, measurement, monitoring and mitigation of CIBC’s principal business risks.

 

 

Responsibility             

 

 

2021 Highlights

 

   
Principal Business Risks  

◾    Reviewed and recommended Board approval of CIBC’s risk appetite framework and risk appetite statement and approved CIBC’s strategic business unit (SBU) and functional group risk appetite statements. This included how CIBC’s risk appetite translates into actionable measures for CIBC’s SBUs and functional groups, alignment with strategic plans, as well as enhancements to strengthen CIBC’s Risk Management function to address evolving risks and regulatory frameworks.

◾    Held four education sessions (three were joint sessions with the Audit Committee) covering management’s analysis on the impact of emerging developments of Cloud Computing; Data Management, Governance and Ethics; enhancing protection of sensitive data; Capital Markets Risk Management; FCAC Reportable Compliance Issues and Oversight; Governing ESG in Financial Institutions; and structural interest rate risk management as well as other treasury-related topics.

◾    Reviewed Risk Management’s assessment of year-end compensation recommendations.

◾    Reviewed and recommended Board approval of the capital plan and policy.

◾    Reviewed and approved refinements to various risk limits, funding, frameworks and policies, and associated compliance reporting, as well as CIBC’s Recovery and Resolution Planning.

◾    Monitored and reviewed reports on CIBC’s risk profile, including management’s assessment of information technology risk and governance activities.

◾    Monitored top risk themes, including global pandemic related risks, environmental risk, tail risk events, information and cyber security, Canadian consumer debt and geopolitical developments.

◾    Reviewed management’s self-assessment of the design and operating effectiveness of the risk assessment processes for new strategies, products or services.

◾    Reviewed presentations on the risks associated with operational resilience and third party risk management as well as various business activities, including Innovation Banking Business, the US regulatory emerging risks, oil and gas portfolio, real estate secured lending, residential mortgage growth, personal lending and credit cards, commercial real estate and construction portfolio and regional reviews, including CIBC FirstCaribbean International Bank.

◾    Reviewed management’s reports on stress testing relative to macro- economic conditions (e.g., an assessment of capital adequacy), as well as specific stress scenarios (e.g., stagflation, earthquake).

◾    Reviewed and approved certain lending commitments that exceeded management’s lending authority.

 

 

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Risk Management and Compliance Functions  

◾    Reviewed and recommended Board approval of the Risk Management financial plan and employee resources.

◾    Approved the Compliance department’s Independent Oversight Activities and Compliance plan for fiscal 2022.

◾    Approved the Enterprise Anti-Money Laundering Group’s examination plan for fiscal 2022.

◾    Reviewed succession plans, goals and assessments of effectiveness of the CRO, Chief Compliance Officer and Chief Anti-Money Laundering Officer.

◾    Engaged a third party in fiscal 2021 to conduct an independent review of the Risk Management function.

 

   
Compliance  

◾    Continued to monitor global regulatory developments, guidance and compliance with regulatory requirements.

◾    Provided oversight of Anti-Money Laundering and Anti-Terrorist Financing.

◾    Reviewed the Chief Compliance Officer’s quarterly reports on Compliance as well as Enterprise Anti-Money Laundering Group’s quarterly report and the Chief Anti-Money Laundering Officer’s annual report.

 

Members of the Committee are Barry Zubrow (Chair), Charles Brindamour, Christine Larsen and Mary Lou Maher. All members of the Committee are independent.

 

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Statement of Corporate Governance Practices

Good governance is the foundation of our business and underpins CIBC’s purpose — to help make your ambition a reality. CIBC’s corporate governance framework guides the Board and management in fulfilling their responsibilities to CIBC and its stakeholders. As a recognized leader in corporate governance, we strive each year for continuous improvements to achieve excellence in governance. This statement of corporate governance practices was last reviewed and approved by the Board in February 2022.

The diagram below provides a snapshot of the relationships among the Board, management, shareholders, external auditors and regulators.

 

 

LOGO

Read about key elements of our governance practices:

 

41    Governance Structure
41    Board Composition
41    Board Responsibilities
42    Director Independence
45    Director Nomination Process
46    Director Tenure
47    Annual Board Evaluation Process
47    The Chief Executive Officer
48    The Chair of the Board
48    Board Committees
49    Board Access to Independent Advisors and Management
49    Director Orientation and Continuing Education
51    Director Compensation
51    Executive Compensation
51    Inclusion and Diversity
52    Talent Management and Succession Planning
  
52    CIBC Code of Conduct
53    Environmental, Social and Governance
57    Subsidiary Governance
57    Stakeholder Engagement
  
  
  
  
  
 

 

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1.

Governance Structure

 

 

At the foundation of CIBC’s governance structure are knowledgeable, independent and effective directors. Documenting clear roles and responsibilities for the Board and its committees helps the Board supervise the management of CIBC’s business and affairs. Every year, the Board considers changes to the mandates of the Board of Directors, Chair of the Board, Board Committees and a Board Committee Chair that are put forward for Board approval.

        

    

Find Mandates of the Board,

Chair of the Board, Board

Committees and Board

Committee Chair at

www.cibc.com or

www.sedar.com.

    

2.

Board Composition

The composition of the Board and its committees is affected by legal requirements, CIBC’s strategic priorities and the annual Board evaluation process.

Legal requirements — The Board complies with legal and regulatory requirements on the qualifications, number, affiliation, residency and expertise of directors. These requirements come from the Bank Act (Canada) (the ”Bank Act“), securities law, and stock exchanges that list CIBC shares.

Board size — The Corporate Governance Committee reviews Board size and composition annually. The Committee considers changes in legal requirements, best practices, the skills and experiences required to enhance the Board’s effectiveness and the number of directors needed to discharge the duties of the Board and its committees effectively. If each director nominee is elected at CIBC’s 2022 annual meeting, the size of the Board will be 14 directors.

Director skill set and competency matrix — The Corporate Governance Committee assesses the skills and experiences of Board members and reviews the composition of the Board and its committees annually using a competency matrix. The matrix lists desired skills and experiences under broad categories such as leadership, functional capabilities, market knowledge and board experience. The Corporate Governance Committee reviews the matrix regularly to verify that it reflects the Board’s current and long-term needs, as well as CIBC’s strategic priorities. Each Board member self-assesses their skills and experiences identified in the matrix. The Corporate Governance Committee uses the results to help identify gaps in the Board’s collective skill set, promote continuing education and support succession planning for committee membership. Ammar Aljoundi is a new director nominee for election at our annual meeting on April 7, 2022. Mr. Aljoundi brings to the Board more than 20 years of experience in finance and business strategy. Mr. Aljoundi also has extensive experience in mining, capital markets and banking.

Information on the skills and experience of our director nominees in areas the Board considers important to CIBC is on page 27 of the 2022 Management Proxy Circular (the “Circular”).

 

3.

Board Responsibilities

The Board is responsible for supervising the management of CIBC’s business and affairs. The Mandate of the Board of Directors is incorporated into this document by reference. The Board’s key responsibilities are outlined below.

Culture of integrity — The Board oversees CIBC’s Code of Conduct and is responsible for satisfying itself about the culture of integrity throughout CIBC.

Strategic planning — The Board reviews and approves CIBC’s strategic, financial and capital plans, and monitors their effectiveness. In carrying out these responsibilities, the Board considers CIBC’s risk appetite, risk profile, capital and liquidity levels, emerging trends and the competitive environment.

Risk management — The Board approves CIBC’s risk appetite statement and, with support from the Risk Management Committee, oversees CIBC’s risk profile and processes to identify, measure, monitor and mitigate CIBC’s principal business risks.

 

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Internal control — The Board approves CIBC’s control framework. With support from the Risk Management Committee and the Audit Committee, the Board oversees and monitors the integrity and effectiveness of CIBC’s internal controls, the overall control environment for managing business risks, accounting, financial and disclosure controls, operational controls, and legal and regulatory controls and the impact of any identified weaknesses in internal controls on management’s conclusions.

Human resources management — With support from the Management Resources and Compensation Committee, the Board oversees CIBC’s human capital strategy, including talent, succession planning and total rewards, and the alignment with CIBC’s strategy, risk appetite and controls.

Corporate governance — With support from the Corporate Governance Committee, the Board establishes standards which allow the Board to function independently from management and Board policies that set out expectations and responsibilities of directors to contribute effectively to the Board’s operations.

Communications and disclosure — The Board reviews and monitors the effectiveness of CIBC’s communication framework, processes for maintaining effective stakeholder relationships and measures for receiving feedback from stakeholders.

 

4.

Director Independence

 

Director independence is an important part of how the Board satisfies its duty to supervise the management of CIBC’s business and affairs. The Board considers regulatory requirements, best practices and good judgment to define independence. In addition, the Board applies independence standards, which have tests to assess a director’s independence, as well as a description of relationships between CIBC and a director that would not affect a director’s independence. The Board and its committees promote independence by:         

    

All director nominees are

independent except

Victor Dodig, President and

CEO of CIBC.

    

 

◾  

reviewing the impact of any board interlocks (where two or more CIBC directors are on the board of another public company);

 

◾  

retaining advisors when needed for independent advice and counsel;

 

◾  

conducting regular in camera sessions of the Board and its committees without the Chief Executive Officer (CEO) or any other member of management;

 

◾  

adhering to CIBC’s Director Tenure Policy and tenure limits (see “Director Tenure” on page 46);

 

◾  

determining whether directors have a material interest in a transaction; and

 

◾  

appointing an independent Chair of the Board to oversee the Board’s operations and decision-making.

Independence standards

The Board independence standards require a substantial majority of its directors to be independent. A director is considered independent only where the Board affirmatively determines that the director has no material relationship with CIBC, including as a partner, shareholder or officer of an organization that has a relationship with CIBC. A “material relationship” is a relationship that could, in the view of the Board, be reasonably expected to interfere with the exercise of a director’s independent judgment and includes an indirect material relationship. In determining whether a director is independent, the Board applies standards that incorporate the Affiliated Persons (Banks) Regulations, the New York Stock Exchange (NYSE) corporate governance rules, Canadian Securities Administrators corporate governance guidelines and the Office of the Superintendent of Financial Institutions (Canada) Corporate Governance Guideline provisions. The Board determines the independence of a director when the Board approves director nominees to be named in the Circular and at other times if necessary or desirable. For example, if a director joins the Board mid-year, the Board makes a determination on the new director’s independence at that time. The Board bases its determination of independence primarily on questionnaires completed by each director nominee.

 

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All members of the Audit Committee, Corporate Governance Committee, Management Resources and Compensation Committee and Risk Management Committee must be independent. Audit Committee members must satisfy additional independence standards under the US Sarbanes-Oxley Act of 2002. Management Resources and Compensation Committee members voluntarily adopted additional independence standards under the NYSE rules.

Immaterial relationships

The Board has identified immaterial relationships that do not affect a director’s independence (unless the Board decides otherwise based on a director’s circumstances). These “immaterial relationships” include:

 

◾  

routine banking services where a director, their immediate family members or entities they control, receive personal banking services, loans and other financial services in the ordinary course of business from CIBC or one of its subsidiaries as long as the services are on market terms, comply with applicable laws and do not exceed the monetary thresholds in the Board’s independence standards; and

 

◾  

the employment of an immediate family member of a director with CIBC or a subsidiary (provided the immediate family member is not the director’s spouse or an executive officer of CIBC or a subsidiary) and as long as the compensation and benefits received by the family member were established by CIBC in accordance with policies and practices that apply to CIBC employees in comparable positions.

Outside board memberships

 

The Board does not limit the number of public companies on which a director may serve, but has strong expectations of Board members in managing time demands and increasing Board responsibilities. The Board recognizes that some directors have the time and ability to maintain the focus and commitment expected at CIBC’s Board and committee meetings as well as other public companies. The Board also recognizes that multiple public company board service enhances a director’s breadth and depth of experience and provides another means of staying abreast of topical issues, trends, governance practices and the evolving regulatory environment.         

    

A director is required to

obtain approval from the

Chair of the Board before

joining a new public

company board.

    

The Corporate Governance Committee believes it is important for directors to balance the insights gained from their roles on other boards (including as CEO) with the ability to prepare for, attend and participate effectively in their CIBC Board and committee meetings. As a result, the Committee monitors director performance to make sure directors continue to have the time and commitment to fulfill their obligations to CIBC’s Board. The Committee considers many factors when assessing director performance, including meeting attendance; individual contributions at meetings; results of the annual Board effectiveness evaluation; the role of the director on other boards; the time demands of outside activities; the industry, size, location and financial cycle of other public companies a director serves; and peer review feedback from one-on-one meetings between the Chair of the Board and each Board member. The Committee monitors the overboarding policies of proxy governance advisory firms and institutional shareholders, which have different numerical limits on the number of boards a director may serve. However, the Committee believes that monitoring director performance is more effective than setting a numerical limit on public company service.

 

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Board interlocks

An “interlock” occurs when two or more CIBC directors are on the board of another public company. The Board does not restrict board interlocks but recognizes that it is important for directors to remain impartial and independent even if they have a common board membership. There is one interlocking board membership among CIBC’s directors.

 

     

 

Company

 

  

Director

 

  

Committee Memberships

 

   

Capital Power Corporation

   Jane Peverett   

Health, Safety and Environment;

People, Culture, and Governance

   
     Katharine Stevenson   

Audit (Chair);

People, Culture, and Governance

 

The Corporate Governance Committee does not believe that this common board membership impacts the ability of these directors to act in the best interests of CIBC and does not impair their independence.

Service on other public company audit committees

No member of CIBC’s Audit Committee may be on the audit committee of more than two other public companies unless the Board determines that this simultaneous service does not impair the ability of the member to be effective on CIBC’s Audit Committee.

The Corporate Governance Committee reviews service on multiple audit committees as part of its assessment of a director’s performance by looking at the annual Board effectiveness evaluation; questionnaires completed by the directors each year to assess financial literacy; qualifications to be designated as an audit committee financial expert; time demands on the director; and the director’s background and related experience.

No member of CIBC’s Audit Committee is on the audit committee of more than two other public companies.

In camera sessions

The Board and each of its committees set aside time for in camera sessions at their meetings to have open and candid discussion without the CEO or other members of management. The sessions are led by the Chair of the Board at Board meetings and the chair of each committee at committee meetings.

Conflicts of interest

To promote the Board’s independent decision-making, CIBC has a process in place to identify and deal with director conflicts of interest. If directors or executive officers have an interest in a material transaction or agreement with CIBC that is being considered by the Board or a Board committee, they: 1) disclose that interest; 2) leave the meeting during Board or committee discussion; and 3) do not vote on the matter.

Independent Chair of the Board

The Chair of the Board meets the Board’s independence standards and the additional independence standards for the Audit Committee and the Management Resources and Compensation Committee. The Board believes that the Chair’s independence is important for leading the Board in carrying out its duties.

 

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5.

Director Nomination Process

Nominating a new candidate for election

The Corporate Governance Committee oversees Board renewal and is responsible for recommending director candidates. The Committee creates a candidate profile outlining the desired skills and experiences that will deepen the Board’s collective knowledge and support CIBC’s strategic priorities. The Committee also considers the degree to which the Board reflects the clients and communities served by CIBC to foster diversity and ensure a range of varied perspectives. The Committee might use an external recruitment firm to identify potential candidates who meet the desired profile. The Committee also maintains a list of potential director candidates which includes recommendations from Board members, shareholders, clients and employees. Once the best candidates are identified, the Chair of the Board, Chair of the Corporate Governance Committee and other Board members meet with each candidate to discuss the candidate’s background, skills, experiences and ability to devote the time and commitment required to be on CIBC’s Board. The Corporate Governance Committee looks at each candidate’s integrity and suitability by obtaining references, verifying educational background, conducting a security check and assessing any potential conflicts, independence concerns or other issues.

There are mechanisms for shareholders and others to recommend director candidates:

 

◾  

Under the Bank Act, shareholders may propose a director nominee to be included in CIBC’s proxy circular, provided they hold 5% of CIBC’s outstanding common shares.

 

◾  

Under CIBC’s Proxy Access Policy, qualifying shareholders may submit director nominations to be included in CIBC’s proxy circular. This policy is aligned with the approach to proxy access in the United States, except where Canadian law requires CIBC to comply with different requirements on share ownership. The policy is available at www.cibc.com.

 

◾  

A shareholder, client, employee or any other stakeholder may contact the Chair of the Board at any time to recommend director candidates. The Chair of the Board would then ask the Corporate Governance Committee to review the recommendation and report on the outcome of that review to the stakeholder.

Nominating an existing director for re-election

Before recommending an existing director for re-election to the Board, the Corporate Governance Committee reviews the director’s:

 

◾  

continuing integrity and suitability;

 

◾  

overall performance and capability to contribute effectively to the Board and its oversight responsibilities;

 

◾  

compliance with CIBC’s Code of Conduct;

 

◾  

attendance at regularly scheduled Board and committee meetings; and

 

◾  

tenure on the Board.

 

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6.

Director Tenure

CIBC has a Director Tenure Policy which outlines factors that affect a director’s tenure.

Term limits

 

Directors are elected by shareholders for a one-year term that expires at the next annual meeting. Under CIBC’s Director Tenure Policy, the maximum period of time a director can be on CIBC’s Board is the earlier of 15 years after joining the Board or 75 years of age. A director would not stand for re-election at the annual meeting following that event. The Corporate Governance Committee might recommend a director for re-election after the expiry of their maximum term if it is in the best interests of CIBC to do so. In addition, the Board Chair may serve a five-year term after initial appointment as Chair of the Board, regardless of age or number of years served as a director.   

    

LOGO

 

The Board believes that term limits help create a balance between the fresh perspective of a new director and the experience of a seasoned director. This chart shows the amount of time that the director nominees for election at the 2022 annual and special meeting have served on CIBC’s Board. The average tenure of the director nominees is seven years.

Resignation of a director

The Director Tenure Policy requires a director to provide notice of resignation to the Chair of the Board in certain circumstances, including:

 

◾  

the director no longer satisfies the director qualification requirements under applicable law;

 

◾  

there is a material change in the status of the director’s employment;

 

◾  

the director accepts a role with a company or organization which could have a material conflict with CIBC;

 

◾  

the director, or a company controlled by the director, causes CIBC to incur an irrecoverable loss; or

 

◾  

the director becomes aware that personal circumstances might have an adverse impact on the reputation of CIBC.

The Corporate Governance Committee makes a recommendation to the Board on whether to accept a resignation. The director who tenders a resignation does not take part in the decision-making process.

Majority voting

 

In an uncontested election where shareholders are asked to vote on the election of a director, a director nominee who receives a greater number of shareholder votes that are “withheld” than “for” will immediately tender their resignation to the Board. An “uncontested election” means an election where the number of nominees for director equals the number of directors to be elected. The Corporate Governance Committee will recommend that the Board accept the resignation absent exceptional circumstances. The Board will make its decision within 90 days after the election and issue a press release either announcing         

    

You can find our majority  

voting policy at  

www.cibc.com.   

    

the resignation or explaining why it was not accepted. The director who tendered the resignation will not take part in the decision-making process.

Meeting attendance record

Regular Board and committee meetings are set about four years in advance. Special meetings are scheduled when required. A director is encouraged to attend all meetings and expected to attend at least 75% of all regularly scheduled Board and committee meetings, except where the Corporate Governance Committee determines that personal circumstances beyond the director’s control prevent

 

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the director from doing so. This standard is not applied to attendance at special Board or committee meetings which are called on short notice.

During fiscal 2021, directors attended 100% of regular Board and committee meetings. In addition, all 2021 director nominees attended CIBC’s 2021 annual meeting. See pages 12 to 26 of the Circular for information on Board and committee meeting attendance.

Former Chief Executive Officer

Under the Director Tenure Policy, the CEO would not be re-elected as a director after ceasing to act as CEO. However, the Corporate Governance Committee may recommend that a former CEO be re-elected as a director if in the best interests of CIBC to do so.

 

7.

Annual Board Evaluation Process

The Corporate Governance Committee oversees the annual evaluation of the performance and effectiveness of the Board, its committees, the CEO and individual directors. An external advisor conducts the evaluation to encourage candid feedback, maintain confidentiality and promote objectivity. The external advisor also provides information on the corporate governance practices and board processes of other public companies.

 

The evaluation includes:

 

◾   a survey completed by each director;

 

◾   a survey completed by senior executives on the performance of the CEO, the Board and the Board committees they support; and

 

◾   individual one-on-one meetings between each director and the Chair of the Board.

       

 

Every director participates  

in an annual  

self-assessment and peer  

review process.

 

The surveys ask questions about the effectiveness of the Board and committees in addressing areas of focus in the current year, what was done well and what could be done better. The topics covered by the survey are Board leadership, the Board and CEO relationship, talent management and succession planning, strategy, compliance, risk management, stakeholder engagement, tone at the top, culture, director development, board and committee composition and operations. The survey also asks for input on areas of focus for the coming year.

One-on-one meetings between each director and the Chair of the Board provide an opportunity for open discussion about the contributions of the director and other fellow board members to the Board and its committees, what the Board and committees could do better, other responsibilities the director might be interested in and other comments or recommendations the director might have about the operation and performance of the Board. The Chair of the Board reports to the Corporate Governance Committee on broad themes from these meetings and uses peer feedback to review individual director performance, identify opportunities for individual director development and succession planning for the Board and committees.

The Corporate Governance Committee reviews the performance of the Chair of the Board each year and the Chair of the Corporate Governance Committee provides director feedback to the Chair of the Board.

The evaluation process helps identify opportunities for continuing Board and director development and forms the basis of action plans for improving the Board’s operations. The Board and Board committees monitor progress against their action plan.

 

8.

The Chief Executive Officer

The CEO leads the management of CIBC’s business and affairs. In carrying out this responsibility, the CEO is responsible for duties relating to CIBC’s vision and values; strategy and operational direction; risk governance and internal control; financial information; human resources management; and effective communication with shareholders, clients, employees, regulators and other stakeholders.

 

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9.

The Chair of the Board

The Chair of the Board is responsible for providing effective leadership of the Board, facilitating the operations and deliberations of the Board and overseeing the satisfaction of the Board’s mandate. In carrying out these responsibilities, the Chair of the Board presides over Board and shareholder meetings; leads director development; leads the Board in overseeing the development of CIBC’s strategic plan; coordinates execution of the Board’s mandate and action plans; and communicates with shareholders, clients, employees, regulators and other stakeholders.

 

10.

Board Committees

The Board has four committees. All committee members are independent. In determining committee membership, the Board tries to strike a balance between having members with the right experience and expertise on the committee and rotating membership to bring new ideas and insights.

Board committee succession planning

CIBC has a succession planning and selection process for Board committee membership. Each year, the Corporate Governance Committee reviews a succession plan, a committee chair’s tenure, and proposed committee member rotations. The Committee is guided by principles it established that promote fresh perspectives, draw on the experience of existing members, foster diversity and retain core skills required to support a committee’s mandate. Proposed changes are recommended by the Committee to the Board for approval.

The Board approved the committee composition set out below, provided the director nominees listed in the Circular are elected by shareholders at CIBC’s 2022 annual meeting.

 

       
Audit Committee  

Corporate Governance

Committee

 

Management Resources

and Compensation

Committee

 

Risk Management

Committee

       
Mary Lou Maher (Chair) (new)   Jane Peverett (Chair)   Kevin Kelly (Chair)   Barry Zubrow (Chair)
       
Michelle Collins   Nanci Caldwell (new)   Nanci Caldwell   Ammar Aljoundi (new)
       
Nicholas Le Pan   Nicholas Le Pan (new)   Luc Desjardins (new)   Charles Brindamour
       
Jane Peverett   Martine Turcotte   Martine Turcotte   Christine Larsen
       
    Barry Zubrow        

Board committee responsibilities

The Audit Committee is responsible for reviewing the integrity of CIBC’s financial statements, related management’s discussion and analysis and internal control over financial reporting; monitoring the system of internal control; monitoring CIBC’s compliance with legal and regulatory requirements as they pertain to responsibilities under the Audit Committee Mandate; selecting the external auditors for shareholder approval; reviewing the qualifications, independence and audit quality of the external auditors and the performance of CIBC’s internal auditors; and acting as the audit committee for certain federally regulated subsidiaries. The Audit Committee also oversees succession planning for the Chief Financial Officer (CFO) and the Chief Auditor. The Audit Committee meets regularly with the external auditors, the CFO and the Chief Auditor. All Committee members are “audit committee financial experts” under the U.S. Securities and Exchange Commission rules.

The Corporate Governance Committee is responsible for overseeing CIBC’s corporate governance framework; Board and committee composition; evaluation of Board committees and director effectiveness; director orientation and continuing education; and CIBC’s ESG strategy, corporate responsibility reporting, stakeholder engagement framework and matters relating to conduct and culture.

The Management Resources and Compensation Committee is responsible for global oversight of CIBC’s human capital strategy, including talent and total rewards, and the alignment with CIBC’s strategy, risk appetite and controls. The Management Resources and Compensation Committee reviews and approves CIBC’s compensation philosophy, methodology and governance; recommends Board approval of annual incentive compensation funding; has duties relating to CIBC’s pension funds; and oversees

 

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the preparation of the compensation related disclosure in the Circular. The Management Resources and Compensation Committee reviews, approves or recommends Board approval of employment arrangements, goals and measures, performance, compensation, and succession plans for the CEO, Executive Committee members and other key officers. The Management Resources and Compensation Committee reviews CIBC’s human capital strategy, organization culture, and their alignment with CIBC’s strategy, which includes inclusion and diversity, employee health, safety and wellbeing and other ESG practices related to its mandate.

The Risk Management Committee is responsible for assisting the Board in fulfilling its responsibilities for defining CIBC’s risk appetite and overseeing CIBC’s risk profile and performance against the defined risk appetite; overseeing the identification, measurement, monitoring and mitigation of CIBC’s principal business risks (including those impacting capital, liquidity, technology and information security); reviewing and approving key frameworks, policies and risk limits established to control CIBC’s exposures to its principal risks; and overseeing CIBC’s Risk Management function. The Risk Management Committee also provides input to the Management Resources and Compensation Committee on risk- related aspects of executive compensation decisions and oversees succession planning for the Chief Risk Officer (CRO), Chief Compliance Officer and Chief Anti-Money Laundering Officer.

 

11.

Board Access to Independent Advisors and Management

To assist the Chair of the Board, the Board and the Board committees in satisfying their responsibilities and to foster their independence, they may retain independent advisors and set their compensation without consulting or obtaining approval of management. The Chair of the Board, the Board and the Board committees also have unrestricted access to management and employees of CIBC, as well as the external auditors. The Management Resources and Compensation Committee has an independent compensation advisor that reports directly to the Committee. The Audit Committee and Risk Management Committee retain an independent advisor periodically to review the effectiveness of Internal Audit, Finance, Compliance and Risk Management. The Corporate Governance Committee retains an independent advisor periodically to review director compensation policy and practices.

 

12.

Director Orientation and Continuing Education

 

CIBC’s Director Development Program provides continuing education to Board members. The program has two components: 1) orientation to help new directors become fully engaged as quickly as possible; and 2) continuing education to help directors understand new and emerging governance practices and regulatory developments related to the director’s Board and committee responsibilities.

 

 

New director orientation

     

 

The Board and its  

committees dedicated  

22% of meeting time to  

education on key topics  

and emerging governance  

developments.  

 

CIBC has an orientation program for new directors which consists of written materials and orientation events. There is a director orientation manual that includes Board policies and procedures; CIBC’s by-law and organizational structure; CIBC’s strategic, financial and capital plans; the most recent annual and quarterly financial reports; and a summary of key business issues. In addition, a new director has separate one-on-one meetings with the Chair of the Board, the CEO and members of management. Management also hosts tours of CIBC businesses and operations. When a new director is appointed to a committee, the chair of that committee arranges orientation sessions about the committee’s mandate. To help a new director better understand the role of the Board and its committees and the commitment expected of a director, the Chair of the Board arranges for another Board member to act as mentor.

Continuing director education

During fiscal 2021, approximately 22% of agenda time was dedicated to continuing education, exceeding the Board’s target of 10%. The Chair of the Board is responsible for coordinating director education at the Board level. Each Board committee chair is responsible for coordinating director education at the committee level. Directors identify continuing education topics in many ways – at Board and committee meetings, in the annual board performance evaluations and through regular feedback to the Chair of the Board and committee chairs. Committee education sessions are open to all Board members.

 

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During fiscal 2021, directors participated in the following education sessions.

 

     
  Attended      Session    Date

 

  Board

  

 

◾  Investor Community Perspective on CIBC including Annual Report on Share Ownership

 

◾  Canadian Asset Management Update

 

◾  Assessment of Competitive Positioning

 

◾  Strategy: Transformation and Disruption

 

◾  Technology, Infrastructure and Innovation Strategy

 

◾  ESG Strategy Update

 

◾  Brand Renewal

 

◾  Investor Relations Report

 

◾  Cryptocurrencies

 

◾  Economic Update

 

◾  Technology, Infrastructure and Innovation Strategy - Emerging Technologies

 

◾  People Culture and Brand Strategy

  

 

December 2020

 

February 2021

 

March 2021

 

April 2021

 

April 2021

 

May 2021

 

May 2021

 

December 2020; June 2021

 

August 2021

 

August 2021

 

August 2021

 

August 2021

 

  Audit Committee

  

 

◾  Fraud Presentation

 

◾  Capital Markets SWAT Update

  

 

April 2021

 

August 2021

 

  Corporate

  Governance

  Committee

  

 

◾  Conduct Risk Report

 

◾  Quarterly ESG Update

 

◾  Quarterly Regulatory Governance Update

 

◾  Report on Business Governance Ranking

 

◾  Proxy Circular Benchmarking

  

 

December 2020; March 2021; May 2021; August 2021

 

December 2020; March 2021; May 2021; August 2021;

 

December 2020; March 2021; May 2021; August 2021

 

December 2020

 

May 2021

 

  Management

  Resources and

  Compensation

  Committee

  

 

◾  Future of Work including New Ways of Working Strategy

 

◾  Stakeholder Engagement and Regulatory Update

 

◾  Inclusion and Diversity Best Practices

 

◾  Capital Requirements Directive V (CRD V) - Regulatory Update

 

◾  Stakeholder Engagement Update

 

◾  Market Pay and Performance Trends

  

 

March 2021

 

March 2021

 

May 2021

 

May 2021

 

December 2020; March 2021; May 2021; August 2021

 

October 2021

 

  Joint Audit

  Committee

  and Risk

  Management

  Committee

  

 

◾  Data Management Governance and Ethics

 

◾  Digital Crown Jewel Program

 

◾  Capital Markets Risk Management

 

◾  FCAC - Reportable Compliance Issues and Oversight

 

◾  Governing ESG in Financial Institutions

 

◾  Project Carbon

 

◾  Enterprise Anti-Money Laundering

 

◾  Finance Modernization

  

 

March 2021

 

March 2021

 

April 2021

 

April 2021

 

October 2021

 

October 2021

 

November 2021

 

November 2021

 

  Risk

  Management

  Committee

  

 

◾  Structural Interest Rate Management

 

◾  Cloud Computing

 

◾  Stress Testing Management Actions and Tail Risk Events

 

◾  Operational Resilience

 

◾  US Regulatory Emerging Risks

 

◾  Residential Mortgage Growth Update

 

◾  Emerging Risk Stress Scenario: Inflation/Earthquake

  

 

December 2020

 

December 2020

 

December 2020

 

March 2021

 

April 2021

 

May 2021

 

August 2021

For 2022, the Board established a one-year director development program that equips the Board with information to meet its governance and fiduciary duties, and to foster robust debate on challenges and opportunities facing CIBC as CIBC continues to execute its corporate strategy. The program allows for unanticipated topics to be scheduled. The Board also encourages each director to participate in individual learning. Each year, directors receive a catalogue of education opportunities consisting of external courses; one-on-one sessions between a director and an internal or external expert on a specific topic; tours of CIBC businesses and operations; and notable papers and articles. CIBC pays the cost of all director continuing education relating to CIBC.

 

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13.   Director Compensation

CIBC’s director compensation program is designed to attract and retain people with the skills and experience to act as directors of CIBC. The Corporate Governance Committee reviews director compensation annually to make sure it aligns with the interests of CIBC shareholders, is competitive with the market and reflects best practices. The Corporate Governance Committee also reviews the workload, time commitment and responsibility of Board members. The Corporate Governance Committee used an external advisor in fiscal 2021 for advice on its director compensation policy and practices.

14.   Executive Compensation

The Management Resources and Compensation Committee oversees performance evaluation and compensation for the CEO, Executive Committee members and other key officers. When making incentive compensation decisions, the Management Resources and Compensation Committee looks at several factors, which include:

 

◾  

CIBC’s financial performance and sustainability of earnings;

 

◾  

client experience results;

 

◾  

ESG metrics, including, adherence to CIBC’s risk appetite statement and controls, progress on sustainable finance and other ESG goals, employee experience results, and alignment with inclusion and diversity goals; and

 

◾  

qualitative considerations, such as our performance compared to peers, and individual performance against goals approved by the Board or Committee with a focus on strategy execution.

The Management Resources and Compensation Committee considers input from the CFO, CRO, CLO and Executive Vice-President, Purpose, Brand and Corporate Affairs at a joint meeting with the Risk Management Committee where it reviews the alignment of compensation with business performance and risk, and recommends Board approval of aggregate annual incentive compensation and allocations to strategic business units and the functional groups. The Management Resources and Compensation Committee recommends for Board approval the annual incentive targets and individual compensation amounts for the CEO, Executive Committee members and other key officers, and approves compensation for any individual whose total compensation is above a certain materiality threshold.

15.   Inclusion and Diversity

 

CIBC believes that diverse teams working in an inclusive environment are more innovative, make better decisions, reduce risk and deliver better results to shareholders. As a result, the Board strives to reflect the background and demographics of CIBC employees and the clients and communities CIBC serves. CIBC’s Board Diversity Policy outlines the Board’s approach to diversity through the board renewal process which seeks the best director candidates with the desired complement of skills, expertise, experience and perspectives to fulfill the Board’s obligations and oversee CIBC’s strategic priorities effectively.

 

On gender diversity, the Board seeks to achieve gender parity and has set a gender-balance target to have at least 40% women on the Board.

   

 

CIBC named the leading

company in Canada for

gender equality and ranked

19th globally in Equileap’s

fourth annual Gender

Equality Global Report &

Ranking.

 

On other aspects of diversity, the Board seeks to increase the degree to which its directors reflect the diversity of CIBC employees and the clients and communities CIBC serves in North America and around the globe while ensuring the collective skills, expertise and experiences of Board members address regulatory requirements, including appropriate representation of financial industry and risk management expertise.

Given the number of directors, the Board has not set specific targets for people of colour, Indigenous peoples, persons with disabilities and members of the LGBTQ+ community. The Corporate Governance Committee ensures that CIBC’s Board renewal process (and the mandate of any external firm engaged to support Board renewal) includes director candidates from these communities in the pool of prospects and the short-list from which the Corporate Governance Committee identifies potential director candidates.

 

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To assess progress against these objectives, directors voluntarily provide self-identification data to the Corporate Governance Committee annually.

 

Of the current director nominees:

 

◾  50% are women;

 

◾  two identify as people of colour, including one nominee who is a member of the Black community; and

 

◾  one identifies as a member of the LGBTQ+ community.

         

40% of CIBC’s Executive

Committee and 38%

of executives in global

board-approved roles are

women.

For more information, see “Inclusion and Diversity” on page 76 of the Circular, CIBC’s webpage at www.cibc.com/inclusion and CIBC’s 2021 Sustainability Report at www.cibc.com.

16.   Talent Management and Succession Planning

CIBC is committed to developing employees at all levels of the organization and ensuring that the diversity of our workforce reflects the markets where we do business.

The Management Resources and Compensation Committee and the Board review regular updates on the progress of our talent strategy and the strength and diversity of our pipeline of future leaders. At least once a year, the Management Resources and Compensation Committee and the Board review succession plans for the CEO and Executive Committee members across various time frames to ensure that management and the Board have choices when appointing talent in key roles. The Management Resources and Compensation Committee and management discuss talent deeper in the pipeline with potential over a longer horizon to develop into senior roles in the organization.

The Management Resources and Compensation Committee also reviews the succession plans for positions identified as other key officer and critical roles; the Audit Committee reviews the succession plans of the CFO and Chief Auditor; and the Risk Management Committee reviews the succession plans of the CRO, Chief Compliance Officer and Chief Anti-Money Laundering Officer.

17.   CIBC Code of Conduct

The Code of Conduct (Code) lays the foundation for how team members are expected to behave. The Code sets out underlying policies that guide our actions as we continue to build a purpose-led organization and grow our business in an inclusive and sustainable way. This includes leading with courage and authenticity to speak up if something does not seem right and to feel confident that concerns will be addressed appropriately. The Code applies to our team members – employees, contingent workers and members of the Board of Directors of CIBC and its wholly-owned subsidiaries.

The Code sets out the following principles for how we behave:

 

◾  

We act with honesty and integrity.

 

◾  

We ensure a respectful and safe workplace.

 

◾  

We identify and avoid conflicts.

 

◾  

We serve our clients and protect our brand, our investors and our environment.

 

◾  

We safeguard information of our clients and team members, and we protect other CIBC assets.

 

◾  

We cooperate with investigations and report behaviour that is inconsistent with the Code.

There is a training program on the Code and every year all team members must attest that they have read, understood and will always follow the Code.

All CIBC team members globally are required to speak up when they become aware of activities that they believe are inconsistent with the Code, or that might be damaging to CIBC or our stakeholders. There is no retaliation for speaking up. To support a safe culture of speaking up, CIBC has a dedicated channel for team members to report concerns anonymously without fear of repercussions. The Whistleblower Hotline, available 24/7, online and by phone, in many languages, is a confidential service operated by an independent company. No identifying information (such as name, email address or telephone number) is available to the hotline service provider without the whistleblower’s consent and calls are not recorded. Team members can also report concerns to our Human Resources/Employee Relations team, Corporate Security or a Board member.

 

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Changes to the Code are reviewed by the Board for approval. Legal requirements provide that CIBC’s Board of Directors must approve waivers for Board members and certain executive officers, and publicly disclose any waivers. No waiver has been granted to date.

18.   Environmental, Social and Governance (ESG)

 

Inspired by our purpose to help make your ambition a reality, we have made sustainability an essential component of our strategy development, planning and execution, focusing on ESG matters of importance to our stakeholders.

 

To support this work, CIBC has instituted a robust governance framework across the enterprise, including at the Board oversight level, and in business strategies, operations and decision-making processes.

          

    

Find CIBC’s Sustainability    

Report at    

www.cibc.com.    

    

In 2021, CIBC enhanced our approach to ESG governance to further align our bank to deliver against our ESG strategy and to increase connectivity. Key actions are set out below:

 

◾  

Appointed Kikelomo Lawal, EVP and Chief Legal Officer as the executive owner of ESG.

 

◾  

Launched a Senior Executive ESG Council with representation from all strategic business units and functional groups.

 

◾  

Established an Enterprise ESG team to design and coordinate the bank-wide ESG strategy and governance framework, working with key partners across CIBC.

 

◾  

Created an ESG Index with key performance indicator targets as a fundamental component of our Business Performance Factor (BPF).

These actions build on existing tenets of our ESG philosophy, including:

 

◾  

Understanding that stakeholder perspectives are vital to being a relationship-focused bank. We engage with stakeholders in many ways. This past year, for instance, Investor Relations had 62 meetings or proactive outreach with 75 institutional investors to listen to their feedback on our governance practices and talk about the interconnectivity between ESG and our strategy.

 

◾  

Measuring performance through annual goals and measures for the CEO and management team that pertain to ESG. These include impacts on client experience, employee engagement, and inclusion and diversity goals. For more information on how we further embed ESG into performance, see page 70 of the Circular.

There are also established governance structures at the Board level, and 10 out of 14 director nominees identify corporate responsibility for ESG as a key area of skills and experience. Director education sessions are also underway related to material ESG trends and opportunities.

The Corporate Governance Committee has oversight of the overall ESG strategy and disclosure on CIBC’s approach to operating in an ethical, socially responsible and environmentally conscious manner. This oversight includes reviewing highlights of CIBC’s 2021 Sustainability Report; Code of Conduct; client complaint processes; privacy matters; donations and community investments; and our stakeholder engagement practices.

Other Board committees execute on components of CIBC’s ESG strategy based on their specific mandates. The Management Resources and Compensation Committee oversees CIBC’s compensation framework and alignment of ESG performance goals with compensation based on the ESG Index as part of our BPF. This Committee also sets individual goals and measures for the CEO and Executive Committee members. These goals incorporate metrics for inclusion and diversity as well as environmental performance for certain employees, which are then incorporated into the goals and measures of other executives and team members across CIBC.

 

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The Risk Management Committee reviews and approves CIBC’s frameworks and policies on the identification and control of a variety of risks. This review includes CIBC’s Reputation Risk Management Framework, CIBC’s principal business risks with an ESG impact, such as climate-sensitive risk exposures, and risk appetite statements and/or credit concentrations for clients within industries with certain ratings related to climate exposure.

The Audit Committee reviews the integrity of CIBC’s quarterly and annual shareholder reporting. This includes reviews of CIBC’s year-end disclosure in the Annual Report, including underlying processes and controls as well as emerging trends in ESG disclosure.

 

     
  Governance Body    Summary of Responsibilities      2021 Activities Related to ESG
 
  Board of Directors    Oversight responsibilities include: management’s creation of a culture of integrity; CIBC’s strategic plan having regard to CIBC’s purpose, risk appetite, risk profile, capital and liquidity levels, emerging trends and the competitive environment; CIBC’s risk profile and internal control; CIBC’s human capital strategy; and stakeholder communications.   

◾  Reviewed and supported CIBC’s refocused ESG strategy and net-zero ambition.

 

  ◾    Approved CIBC’s 2022 Code of Conduct, 2021 Statement of Corporate Governance Practices, responses to shareholder proposals on ESG matters and governance disclosure in CIBC’s management proxy circular.

 

◾  Assessed progress on CIBC’s ESG metrics.

 

◾  Oversaw the alignment of our corporate strategy with our purpose.

     

  Corporate

  Governance

  Committee

   Oversight responsibilities include: CIBC’s corporate governance framework; CIBC’s alignment with its purpose; CIBC’s ESG strategy and related reporting; stakeholder engagement framework; matters relating to conduct and culture; and client protection disclosure and complaints.   

◾  Oversaw CIBC’s ESG strategy and follow-up activities to support our ESG strategy.

 

◾  Added new mandate responsibility on CIBC’s alignment to its purpose and related initiatives.

 

◾  Received reports and disclosure on CIBC’s ESG practices and performance.

 

  ◾    Stayed abreast of emerging trends, stakeholder perspectives, standards and best practices on ESG matters through regular reporting.

 

  ◾    Reviewed reports on CIBC’s community investment and giving strategy and activities.

 

  ◾    Reviewed reports on adherence to the Code of Conduct, conduct and culture risk and related regulatory developments.

 

  ◾    Received reports on global privacy risk management, privacy incidents, regulatory notification and changing privacy laws.

 

  ◾    Oversaw CIBC’s stakeholder engagement process to foster transparent relationships and discuss CIBC’s governance practices and emerging trends.

 

  ◾    Assessed reports on complying with new Bank Act provisions on consumer protection activities and CIBC’s approach to the Financial Consumer Protection Framework.

 

  ◾    Received reports on managing client complaints and enhancements to improve CIBC’s client complaint experience.

 

  Risk Management

  Committee

   Oversight responsibilities include reviewing and approving CIBC’s frameworks and policies to identify and control risks, including the Risk Management Framework and the Reputation Risk Policy.   

  ◾    Supervised key frameworks, policies and limits related to identifying, measuring, monitoring and mitigating CIBC’s principal business risks, such as environmental risk and information and cyber security.

 

  ◾    Held education sessions, including joint sessions with the Audit Committee, on emerging developments, such as governing ESG in financial institutions.

 

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  Management

  Resources and

  Compensation

  Committee

   Oversight responsibilities include: reviewing CIBC’s human capital strategy and organizational culture, including talent and total rewards, and alignment with CIBC’s strategy, risk appetite and controls; reviewing inclusion and diversity, employee health, safety and wellbeing and other ESG practices related to the Committee’s mandate; reviewing and/or approving CIBC’s compensation philosophy, principles, practices and policies; reviewing or approving goals and measures for the CEO, Executive Committee members and key officers; reviewing annual compensation recommendations based on business performance, risks undertaken, financial/non-financial metrics, including ESG related metrics, adherence to CIBC’s risk appetite, and compliance with governance and control obligations; and reviewing annual incentive compensation pool funding.   

  ◾    Reviewed the human capital strategy, including talent and total rewards and alignment with CIBC’s strategy, risk appetite and controls.

 

  ◾    Oversaw inclusion and diversity, employee engagement, employee health, safety and wellbeing, and gender pay.

 

  ◾    Approved the ESG Index used to determine performance against key ESG metrics tied to annual incentive compensation funding, as well as risk input into compensation, conduct risk and the evolving regulatory environment.

 
  Audit Committee    Oversight responsibilities include reviewing the integrity of CIBC’s financial statements, related MD&A and internal control over financial reporting and monitoring the system of internal control.   

  ◾    Reviewed the CIBC’s ESG disclosure in the Annual Report, including the ESG strategy overview and performance highlights.

 

  ◾    Reviewed processes and controls for data collection and reporting for ESG disclosures in the Annual Report.

 

  ◾    Received updates on ESG related trends and regulatory changes impacting disclosures.

Building on our strong history of ESG

performance

CIBC has a strong history of ESG performance, and in late 2021 we launched a refocused ESG strategy that is harnessing our resources to create positive change for our team, our clients, our communities and our planet, contributing to a more secure, equitable and sustainable future where everyone’s ambitions are made real.

Building on previous actions, and through our refocused strategy, we are activating our resources and putting ESG commitments into action under three key pillars: Accelerating Climate Action, Creating Access to Opportunities, and Building Integrity and Trust.

 

LOGO

2021 ESG Performance Highlights

Recognition

In 2021, CIBC continued to be recognized for its ESG performance. For example, CIBC received a score of A- from the CDP (formerly known as the Carbon Disclosure Project). This score demonstrates CIBC’s progress in environmental performance and reporting, and places CIBC among the highest ranking Canadian financial institutions and the top-tier of global banks.

CIBC also continues to be a constituent of the Dow Jones Sustainability Index (DJSI) North America, the Bloomberg Gender-Equality Index and the FTSE4Good Index. Index members must meet globally recognized standards for ESG strategy, management and performance.

 

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Accelerating Climate Action

 

◾  

While addressing climate change and supporting clients has always been important to CIBC, in 2021 we announced a Climate Transition Plan which included an ambition to achieve net-zero greenhouse gas emissions for our operational and financing activities by 2050.

 

◾  

CIBC Capital Markets realigned its advisory activities through the formation of an Energy, Infrastructure and Transition franchise to meet evolving client needs and support clients’ low carbon transition.

 

◾  

Announced a goal to mobilize $300 billion in sustainable finance by 2030(1), doubling our initial commitment, driven by strong client demand and a growing market.

 

◾  

Launched Project Carbon as part of a four-bank consortium to drive price transparency in and scale the voluntary carbon markets.

 

◾  

Joined sustainability-focused industry partnerships, advisory bodies and research groups to contribute to market-led and public policy solutions to facilitate the low carbon economy transition. In 2021, these included the Net-Zero Banking Alliance, Canada’s Sustainable Finance Action Council, the Institute for Sustainable Finance, the Rocky Mountain Institute’s Center for Climate-Aligned Finance and for CIBC Asset Management, Climate Engagement Canada.

 

(1)

Sustainable financing largely relates to client activities that support, but are not limited to, renewable and emission-free energy, energy efficiency, sustainable infrastructure, green buildings, sustainability-linked financings and green financial products. The products offered by CIBC included in our mobilization commitment to support these client activities include loans and loan syndications, debt and equity underwritings, M&A advisory and principal investments.

Creating Access to Opportunities

 

◾  

Announced CIBC Foundation to advance social and economic equality for underserved communities in Canada, including a $70 million inaugural donation with plans to grow the fund to $155 million.

 

◾  

Released an Indigenous Reconciliation Framework to further support economic prosperity for Indigenous peoples in Canada by embedding reconciliation into CIBC’s client-focused and human capital strategies.

 

◾  

Furthered our commitment to address anti-Black systemic racism and enable the aspirations of Black leaders, changemakers and entrepreneurs by doubling funding for education and resource programs. This included the creation of a Youth Accelerator, a multi-year program developed in collaboration with the BlackNorth Initiative in which CIBC President and CEO Victor Dodig serves as co-chair.

 

◾  

Continued to enable families to realize their long-term ambitions through financial education seminars offered at no cost, helping them better understand options to secure their financial future, with a focus on the unique needs of women, LGBTQ+ and Indigenous communities.

Building Integrity and Trust

 

◾  

Modernized the banking experience by enhancing our digital identity verification tools, by adding features like Virtual Assistant and Digital Identity Verification to enable clients to confirm their identity online and use voice biometrics to help identify and protect clients faster and more securely.

 

◾  

Invested in market-leading public cloud technology that will serve to reinforce and expand critical foundations in data protection and security. This enables CIBC to support faster, real-time, data-driven decisions and to quickly launch and scale new innovations for an enhanced client experience.

 

◾  

Continued to foster our principles-based approach and align CIBC’s Code of Conduct to reflect changing business conditions by enhancing our Code to reinforce the importance of information security practices, and health and safety protocols.

Read more about CIBC’s focus on ESG topics in our 2021 Sustainability Report.

CIBC is proud to be recognized by:

 

LOGO

 

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Statement of Corporate Governance Practices

 

19.   Subsidiary Governance

CIBC’s Enterprise Subsidiary Governance Framework provides guidance on the oversight responsibilities between the boards of CIBC and its subsidiaries. The framework outlines key principles of CIBC’s enterprise-wide approach to subsidiary governance, including board composition, director selection criteria, tenure and board size. The framework supports CIBC’s multi-disciplinary approach to subsidiary governance through strategic business units; control and governance functions; the CIBC Board; subsidiary boards and reporting to those boards.

The Corporate Governance Committee is responsible for overseeing the framework and reviewing reports on governance matters relating to CIBC subsidiaries. See “Report of the Corporate Governance Committee” on page 35 of the Circular for information on the committee’s continuing work regarding oversight responsibilities and interconnectivity among the boards of CIBC, CIBC Bancorp USA Inc. and CIBC Bank USA. Every year, the Corporate Governance Committee reviews guidance on board composition, director selection criteria, tenure and board size for CIBC Bancorp USA Inc. and CIBC Bank USA (together the “US boards”). To create interconnectivity between the US boards and the CIBC Board, the composition of the US boards includes CIBC Board members. This approach enables the CIBC Board to oversee the US operations effectively and facilitate the exchange of information. The US boards includes the Chair of the CIBC Board, Chair of the CIBC Risk Management Committee and Chair of the CIBC Management Resources and Compensation Committee.

20.   Stakeholder Engagement

 

The Board and management believe that understanding the perspectives of CIBC’s stakeholders is key to being a relationship-oriented bank. Some of the ways CIBC engages with its stakeholders are set out below.

 

Disclosing material information to the market – CIBC’s disclosure policy outlines our commitment to promote consistent disclosure practices aimed at accurate, timely and broadly disseminated disclosure of material information about CIBC to the market. The Corporate Governance Committee reviews how management administers the policy annually. The Board reviews and approves changes to the policy.

       

 

Feedback from  

stakeholders provides  

valuable input to the  

Board.  

 

CIBC has a Disclosure Committee which meets with responsible officers each quarter to review CIBC’s interim or annual financial reports to shareholders and related earnings release, other news releases that contain financial information, as well as internal controls around CIBC’s disclosure and financial reporting.

Communicating with stakeholders – The Board reviews CIBC’s overall communication strategy annually to understand progress in furthering CIBC’s relationship with employees, clients, the investment community, media, and government. The Chair of the Board and senior officers meet with shareholders, shareholder advocacy groups and others in the investment community to discuss CIBC’s approach to various issues, including corporate governance, risk governance, talent management, executive compensation and emerging ESG practices and related activities.

Whistleblowing and confidential Whistleblower Hotline – The Audit Committee oversees CIBC’s Whistleblower Policy, which provides a framework for investigating and reporting concerns raised by CIBC employees, contingent workers or others (e.g., clients, suppliers and shareholders) about accounting, internal accounting controls or auditing matters at CIBC. In addition, CIBC employees, contingent workers or others can report concerns through the Whistleblower Hotline (online or by phone) about irregular business activities or behaviour that may expose CIBC to reputation risk, including fraud, integrity of financial reporting, ethics, actual or potential violations of CIBC’s Code of Conduct, or violations of a law or regulation. Reports to the Whistleblower Hotline are confidential and individuals can choose to remain anonymous.

Annual Meeting – CIBC has integrated enhanced technology into our annual meeting format, ensuring that shareholders have options for participating in our meeting. These enhancements allow you to watch and listen to the meeting in real time, make comments or ask questions and vote during the meeting, from anywhere you have an internet connection. See details in the Circular for all the ways you can participate in our meeting.

 

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Table of Contents

Statement of Corporate Governance Practices

 

“Say on Pay” – Shareholders can have a “say on pay” by voting on an advisory resolution regarding CIBC’s approach to executive compensation described in the Circular. The vote is advisory, not binding and does not diminish the Board’s roles and responsibilities. However, the Board and the Management Resources and Compensation Committee consider the results of this vote in making future executive compensation decisions.       

 

Last year 96% of

shareholder votes

were in favor of CIBC’s

approach to executive

compensation.

 

Hearing from shareholders/Investor Relations – CIBC’s Investor Relations website at www.cibc.com contains helpful information about upcoming reporting dates, quarterly investor presentations, fact sheets on CIBC’s financial performance and webcast links. As ESG issues become increasingly more important to stakeholders, CIBC has a designated Investor Relations representative focused on ESG communications. CIBC’s Investor Relations group welcomes dialogue with shareholders and potential investors.

Contacting CIBC’s Board

Anyone may contact the Board, the Chair of the Board, a Board committee or a director at corporate.secretary@cibc.com or CIBC Corporate Secretary’s Division, 81 Bay Street, CIBC Square, 20th Floor, Toronto, Ontario M5J 0E7.

Requesting paper copies

Our statement of corporate governance practices refers to material available on CIBC’s website. Shareholders may send a request for printed copies of any of these materials to the Corporate Secretary at corporate.secretary@cibc.com or CIBC Corporate Secretary’s Division, 81 Bay Street, CIBC Square, 20th Floor, Toronto, Ontario M5J 0E7.

We encourage you to join our digital movement and go paperless by accessing these materials at www.cibc.com.

 

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Table of Contents

Message to our Fellow Shareholders

Inspired by our past, guided by our purpose and looking to the future

As we emerge from the economic downturn caused by the COVID-19 pandemic, we are in a very strong position and continue to be guided by our purpose to help make your ambition a reality. In fiscal 2021, we made great strides to advance our strategy of delivering superior client experience and top-tier shareholder returns while maintaining our financial strength. Through our strategic efforts, we strived to:

 

LOGO

Our purpose in action

Guided by our purpose, to help make your ambition a reality, we are successfully navigating an uncertain environment by continuing to stay focused on meeting the evolving needs of our stakeholders while continuing to work through the COVID-19 pandemic. Our investments in CIBC’s culture and capabilities were reflected in the launch of our new brand in fiscal 2021. Our new brand is the culmination of a focused effort within our bank to reclaim our purpose and build the capabilities that our clients need to help them achieve their ambitions. Launching our new brand was a statement on the evolution of our bank and the significant growth opportunities that lie ahead.

 

◾  

Our clients are at the centre of our efforts to grow our business through long-term client relationships. In fiscal 2021, we advanced our North American growth through continued investments in our teams in the US. We invested in the rejuvenation of our Canadian consumer franchise by delivering new tools like CIBC GoalPlanner that helps clients achieve their ambitions over time by working with one of our advisors. We also strengthened our leadership in digital banking, which has seen strong growth during the global pandemic. We are meeting the evolving needs of our business clients with respect to sustainability - CIBC was ranked in the top 10 banks in North America for lending to the renewable energy sector in fiscal 2021, and client-focused advances such as Project Carbon, a voluntary Carbon Marketplace pilot bringing efficiency, liquidity and global standards to the carbon credit ecosystem, will further enable our business clients to achieve their sustainability ambitions. Overall, clients have responded positively to our collective focus on enhancing the client experience across our bank, resulting in increases across most of our Client Experience (CX) Index metrics. You can read more about our progress against our CX Index targets in the Compensation Discussion and Analysis (CD&A) starting on page 74.

 

◾  

Our team is the foundation for everything we accomplished in fiscal 2021, and we are committed to investing in their wellbeing and fostering strong employee engagement. To reinforce the importance of the health, safety and wellbeing of our team members, in fiscal 2021, we updated our Management Resources and Compensation Committee’s mandate to specifically emphasize this accountability and our Chief Executive Officer (CEO) took on the role of wellbeing champion for our bank. We invested in the wellbeing of our teams with a focus on four key areas – mind, body, life and finances. During fiscal 2021, we increased benefits coverage for mental health services among other benefits enhancements, and provided paid time off for COVID-19 vaccinations. We are listening to our team members and keeping their wellbeing and development in mind as we re-imagine the future of work, whether remotely or on-site, including the planned move of a large number of corporate office team members to our new flagship Canadian headquarters at CIBC Square in Toronto, Ontario. In recognition of all our team has done to help our clients achieve their ambitions against the backdrop of the global pandemic, employees were given a cash gift as a thank-you for staying true to our shared purpose. In place of a cash gift, our executive team received a deposit in their individual accounts used for charitable donations so that they could select charities of their choice to benefit from this donation and support those most in need in our communities.

 

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Message to our Fellow Shareholders

 

◾  

Our communities needed our support more than ever this past year and our bank responded, drawing on our long history of investing in the places where we live and work. In fiscal 2021, we stepped up to support frontline healthcare workers affected by the global pandemic, including a partnership with GoodFood to provide meals to healthcare workers. We celebrated our 25th year as title sponsor of the Canadian Cancer Society CIBC Run for the Cure, with Team CIBC raising more than $2 million through this year’s virtual run. Our bank also invested in a more inclusive society, donating funds to support residential school survivors and furthering our commitment to addressing anti-Black, anti-Indigenous and other forms of systemic racism and enabling the aspirations of leaders, changemakers and entrepreneurs by doubling funding for education and resource programs for the Black community to $2 million annually. CIBC was named one of the Best 50 Corporate Citizens in Canada by Corporate Knights for the 13th time. Subsequent to fiscal 2021 year-end, we announced the launch of the new CIBC Foundation, which will invest in a more equitable society. Overall, we created a stronger link to our environmental, social and governance (ESG) initiatives in fiscal 2021 with the inclusion of an ESG Index representing 10% of our business performance used to determine incentive compensation for executives and the majority of our employees. You can read more about our ESG performance as part of our ESG Index in the CD&A starting on page 74.

 

◾  

Our shareholders’ interests are realized when we act in alignment with our strategy and our purpose and meet the needs of our stakeholders. We believe we have achieved this by delivering record results in fiscal 2021 while strengthening our bank for the future. See ”Our fiscal 2021 performance” section of this letter for further details.

We believe our actions, in alignment with our purpose, drove our strong client experience and employee engagement results, led to the strengthening of our brand and collectively translated into our record business performance and growth in fiscal 2021.

Our executive compensation design

As part of our global oversight responsibilities, we consider our strategic objectives when determining our executive compensation design. We look at ensuring alignment with shareholder interests, motivating the successful achievement of our strategy, and fostering adherence to our risk tolerance. As a result, the majority of the CEO’s and other senior executives’ target pay is based on performance against specific goals with payout decisions directly aligned to our results. Cash incentive payouts are made after year-end and the performance- based value of equity awards, which constitutes the majority of the payout, are determined after fiscal year-end and subject to future multi-year performance results.

To broaden and further strengthen the link between our executive compensation and our strategic priorities, we embedded performance relative to our five peer banks directly into the calculation of our Business Performance Factor (BPF) for fiscal 2021. Including relative performance as part of the formula increases our focus on future growth goals and better aligns executive compensation to our shareholders’ interests. Relative performance comprises 25% of each of our financial metrics (i.e., adjusted diluted earnings per share (EPS), adjusted operating leverage and adjusted revenue growth) with 75% being tied to absolute performance of each metric relative to our plan. Relative performance has always been, and will continue to be, a significant factor in the qualitative review of our final BPF.

With the continued importance and focus on achieving our strategic ESG priorities, performance against established ESG goals is also embedded directly in the calculation of our BPF comprising 10% of the metrics used to determine overall performance. The fiscal 2021 BPF is summarized below:

 

   

Performance Measure

   Fiscal 2021
   Weighting        Proportion of Weighting Apportioned to
        Absolute Performance    Relative Performance
       

Adjusted diluted EPS(1)

   35%    75%    25%
       

Adjusted operating leverage(1)

   15%    75%    25%
       

Adjusted revenue growth(1)

   15%    75%    25%
       

CX Index

   25%          

ESG Index

   10%

Total Weighting

   100%

 

(1)

Adjusted measures are non-GAAP measures. Non-GAAP measures do not have a standardized meaning under GAAP, and accordingly, these measures may not be comparable to similar measures used by other companies. Shareholders may find these non-GAAP measures, which include non-GAAP financial measures as defined in National Instrument 52-112 “Non-GAAP and Other Financial Measures

 

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Table of Contents

Message to our Fellow Shareholders

 

  Disclosure”, useful in understanding how management views underlying business performance. For additional information, refer to: (i) the “Non-GAAP measures” section starting on page 15 of CIBC’s 2021 Annual Report available on SEDAR at www.sedar.com, which includes reconciliations of certain adjusted results used in this Circular to the most directly comparable financial measure disclosed in our financial statements (for fiscal 2021 and fiscal 2020) and which section is incorporated by reference herein and (ii) “Assessing financial performance and determining compensation” on page 72 of this Circular.

Incentive awards for all executives, and most of our employees, are based on our BPF and their individual performance. Individual performance is evaluated using a scorecard of role specific metrics in areas such as financial and ESG performance. These metrics include aligning with our environmental objectives; client experience results; employee engagement; inclusion and diversity goals; building community; and risk and control requirements. ESG performance is reinforced through both our BPF determination and the individual performance assessment for our senior leaders. You can read more about our BPF determination starting on page 71 of the CD&A.

Our fiscal 2021 performance

In an environment where certain sectors continued to be negatively impacted by the COVID-19 pandemic, CIBC’s focus on strengthening our Canadian consumer franchise, continuing to build on our areas of strength and accelerating ongoing investments in growth initiatives led to record results in fiscal 2021. Our focus on client acquisition, engagement and a better experience through simplified processes and modern digital access, have all contributed to our strong performance. You can read more about our business units’ performance in CIBC’s 2021 Annual Report. Measures discussed below are defined in further detail in the “Non-GAAP measures” and “Glossary” sections of CIBC’s 2021 Annual Report starting on pages 15 and 100 respectively.

Key financial highlights include:

◾  

Delivered adjusted net income(1)(2) of $6.7 billion and adjusted diluted EPS(1)(2) of $14.47.

◾  

Delivered record adjusted pre-provision, pre-tax earnings(1)(3) of $8.8 billion, which was 8% higher than the previous year.

◾  

Maintained a strong Basel III Common Equity Tier 1 capital ratio of 12.4%(4).

◾  

Adjusted Return on Equity(1) (ROE) of 16.7%.

◾  

Delivered an adjusted dividend payout ratio(1) of 40.3%.

◾  

Delivered above peer median Total Shareholder Return (TSR) in fiscal 2021 and on a three-year basis.

◾  

Achieved our medium-term target of positive operating leverage in fiscal 2021.

◾  

Achieved favourable credit performance driven by disciplined underwriting, prudent client behaviour and support programs.

Other key performance highlights include:

◾  

Announced the acquisition of the Costco Canadian card portfolio to become the exclusive issuer of Costco Mastercard in Canada.

◾  

Improved net promoter score through leveraging technology and data with the launch of client-facing digital platforms such as CIBC GoalPlanner and CIBC Insights.

◾  

Delivered award winning investment performance(5).

◾  

Furthered our commitment to a sustainable economy:

  –

Announced CIBC’s Climate Transition Plan and net-zero ambition for our operational and financing activities by 2050.

  –

Joined the United-Nations-convened Net-Zero Banking Alliance as part of a global, industry-led initiative to accelerate the transition to a low carbon economy.

  –

Doubled our commitment to mobilize $300 billion in sustainable finance by 2030(6).

 

(1)

Adjusted measures are non-GAAP measures.

 

(2)

A quantitative reconciliation of this non-GAAP measure to the most directly comparable financial measure has been incorporated by reference herein and can be found in the “Non-GAAP measures” section starting on page 15 of CIBC’s 2021 Annual Report available on SEDAR at www.sedar.com.

 

(3)

For a quantitative reconciliation of this non-GAAP measure to the most directly comparable financial measure, refer to the “Non-GAAP measures” section starting on page 100 of this Circular.

 

(4)

Calculated pursuant to Office of the Superintendent of Financial Institutions (OSFI) Capital Adequacy Requirements (CAR) Guideline, which is based on Basel Committee on Banking Supervision (BCBS) standards.

 

(5)

In a new ranking by The Globe and Mail and SHOOK Research, 35 of CIBC Wood Gundy’s advisors were named among Canada’s Top Wealth Advisors – by far the largest number among participating Canadian peers.

 

(6)

Sustainable financing largely relates to client activities that support, but are not limited to, renewable and emission-free energy, energy efficiency, sustainable infrastructure, affordable housing, green buildings, sustainability-linked financings and green financial products. The products offered by CIBC included in our mobilization commitment to support these client activities include loans and loan syndications, debt and equity underwritings, M&A advisory and hedging solutions, as well as principal investments.

 

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Message to our Fellow Shareholders

 

Our BPF

Based on CIBC’s fiscal 2021 performance and the BPF design discussed on the previous page, the calculated BPF was 114%. As part of its discretionary oversight, the Board approved a qualitative adjustment of -2% to the BPF in consideration of the ongoing impacts associated with the COVID-19 pandemic, resulting in a final BPF of 112%. Final incentive payouts incorporate individual performance as previously discussed in this letter and equity awards granted are subject to future multi-year performance results. You can read more about our incentive plan design and BPF determination starting on page 71 of the CD&A.

Our CEO’s Compensation

2021 pay

Based on CIBC’s record fiscal 2021 performance, Mr. Dodig’s strong performance against his individual goals, and his work to drive purpose-led actions throughout CIBC, we approved Total Direct Compensation (TDC) which includes annual salary and variable incentive awards, but excludes the “compensatory value” of changes in the pension obligations of $11.68 million for fiscal 2021, which is approximately $1.68 million or 17% above his 2021 TDC target of $10.00 million. Mr. Dodig’s performance-based incentive compensation of $10.68 million is composed of a cash bonus of $2.14 million, $6.84 million in Performance Share Units (PSUs) and $1.71 million in stock options (options) in each case based on grant date fair values. In addition to being “performance-granted”, Mr. Dodig’s PSUs have future performance-vesting conditions comprised of relative ROE and TSR performance over three years. The Committee and Board believe these compensation decisions are aligned with the purpose-driven leadership demonstrated by Mr. Dodig in steering CIBC out of the economic downturn and delivering record financial results, while making great strides in advancing CIBC’s long-term strategy.

2021 ownership

Mr. Dodig strongly believes in CIBC and its future. As of October 31, 2021, he owned $34.50 million worth of CIBC equity, which is 34.5 times his salary and exceeds the share ownership guideline of 8 times salary. This substantial ownership level creates significant long-term alignment with shareholders’ interests and mitigates against excessive risk taking.

Building a diverse team for today and tomorrow.

As we continue to emerge from the global pandemic, a top priority is to ensure we have a workforce that reflects the clients and communities we serve with the capability and potential to deliver against our growth and transformation agenda.

In fiscal 2021, we continued to invest in our team to develop our next generation of leaders and attract the talent we need to drive our bank forward.

We have made progress against our talent strategy and some notable results are outlined below:

 

◾  

Capitalized on the momentum of CIBC’s brand revitalization to launch a new employer brand that targets prospective talent and showcases our value proposition for building a rewarding career at CIBC.

 

◾  

Leveraged inclusive talent management to grow the share of women in board-approved executive roles (vice-presidents and above) to 38%.

 

◾  

Implemented, in partnership with the CIBC Indigenous Employee Circle, a Reconciliation Framework that supports our bank’s strategy for promoting economic reconciliation between Indigenous and non- Indigenous peoples in Canada.

 

◾  

Expanded our team’s inclusive leadership capabilities by seeing 97% of our global team complete new foundational eLearning on disrupting anti-Black and other forms of systemic racism.

 

◾  

Recognized as one of Canada’s Best Diversity Employers for the eleventh year in a row, named the leading company in Canada for gender equality, and ranked 19th globally in Equileap’s fourth annual Gender Equality Global Report & Ranking.

You can read more about talent management and succession planning, and inclusion and diversity at CIBC starting on page 75 of the CD&A.

 

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Table of Contents

Message to our Fellow Shareholders

 

Our response to shareholder feedback

We continue to pay close attention to shareholder feedback which is often centered around ESG matters and we have taken that feedback into consideration in the construct of our BPF and individual executive goals, as discussed in the previous section.

We welcome your feedback anytime by writing to us at corporate.secretary@cibc.com, or CIBC Corporate Secretary’s Division, 81 Bay Street, CIBC Square, 20th Floor, Toronto, Ontario M5J 0E7.

The Committee and the Board are very proud of the achievements of the CIBC team and remain committed to ensuring long-term value collectively for all of CIBC’s stakeholders. On behalf of the Committee and the Board, we thank you, our shareholders, for your continued support.

 

Sincerely,   
   LOGO    LOGO
Kevin. J. Kelly    Katharine B. Stevenson
Chair, Management Resources and    Chair of the Board
Compensation Committee   

 

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Table of Contents

Compensation Discussion and Analysis

The Compensation Discussion and Analysis provides an overview of the governance of our executive compensation program, explains how CIBC compensates its executives and how fiscal 2021 compensation was determined for its Named Executive Officers (NEOs).

Compensation Philosophy, Practices and Governance

At CIBC, our approach to compensation is based on three key principles:

 

LOGO

The following section summarizes how we reflect good governance and risk mitigation in our compensation programs. More information is provided on the following pages.

 

Compensation Governance Practices

 

◾  

Align compensation approach with Financial Stability Board (FSB) Principles for Sound Compensation Practices and their Implementation Standards as adopted globally by regulators.

 

◾  

Align performance measures with CIBC’s board-approved strategic plan.

 

◾  

Apply upside limits to individual incentive awards.

 

◾  

Align the vesting of compensation awards with the time horizon of risks.

 

◾  

Define minimum deferral levels and set minimum equity ownership levels for material risk takers.

 

◾  

Use performance and misconduct clawback provisions to enable CIBC to recover compensation in appropriate circumstances.

 

◾  

Determine compensation for employees in control functions independently from the performance of the business segments they oversee.

 

◾  

Determine compensation for the CEO considering both horizontal and vertical pay ratio analyses.

 

◾  

Assess the appropriateness of compensation by stress-testing different compensation scenarios and backtesting realizable pay, the link between performance and compensation.

 

◾  

Determine realizable and realized pay using relative and absolute metrics.

 

◾  

Require a “Double Trigger” in our Change of Control Policy (i.e., payment occurs only upon both a change of control and termination of employment).

 

◾  

Limit bonus guarantees to new hires or for exceptional circumstances to no more than 12 months.

 

◾  

Ensure the Committee’s independent advisor, who provides advice on executive compensation matters, has the power to challenge recommendations from management.

 

◾  

Do not re-price or backdate options, or discount options at the time of grant.

 

◾  

Do not allow hedging designed to monetize or reduce market risk to the employee or director associated with equity-based compensation.

 

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Compensation Discussion and Analysis

 

Committee composition

Members of the Committee, Kevin Kelly (Chair), Nanci Caldwell, Patrick Daniel and Martine Turcotte, bring diverse skills and experiences, including leadership, human resources management/ compensation, risk management and risk governance, that assist the Committee in making decisions on CIBC’s compensation policies and practices and fulfilling its mandate.

For information on the experience and educational background of the Committee members standing for re-election, see our director nominee biographies starting on page 12 and “Director nominee skills and experience” on page 27 of the Circular. For information on director education sessions provided to Committee members in fiscal 2021, see page 50 of the Circular.

Independent advice

The Committee has engaged Pay Governance LLC and its predecessors since 2006 to provide independent analysis and advice to the Committee on all executive compensation matters, including compensation targets and annual compensation recommendations for the CEO and Executive Committee (EXCO) members.

The table below discloses the fees paid to Pay Governance by CIBC over the past two fiscal years. The fees were for services to the Committee related to executive compensation work and the Corporate Governance Committee for director compensation work. Pay Governance has not provided other services to CIBC in those years. As a result, the Committee believes Pay Governance is an independent advisor based on the U.S. Securities and Exchange Commission’s factors for evaluating advisor independence.

 

     
     

2021

(US$)

  

2020

(US$)

     

For Committee Work Related to Executive Compensation

   125,500(1)    190,000(1)
     

For Corporate Governance Committee Work Related to Director Compensation

   70,000(1)(2)    —

 

(1)

The 2021 fees equate to C$157,565 for Committee work related to executive compensation and C$87,885 for director compensation related work, the 2020 fees equate to C$255,417 when converted to Canadian dollars at the average WM/Reuters exchange rate of US$1.00 = C$1.2555 for fiscal 2021 and US$1.00 = C$1.3443 for fiscal 2020.

 

(2)

Of the US$70,000 fee, US$30,000 relates to compensation of directors serving CIBC and US$40,000 relates to compensation of directors serving CIBC Bancorp USA Inc. and CIBC Bank USA.

The Committee and the independent advisor meet in camera without management, and the Chair of the Committee meets privately with the advisor. These discussions contribute to the Committee’s effectiveness in overseeing compensation.

The Committee also engages external legal counsel and other advisors as appropriate to provide expert advice or director education. The Committee evaluates the independence of these outside advisors and considers any conflicts in advance.

CIBC’s Internal Audit group conducts an annual independent review of CIBC’s compensation governance practices and the alignment of those practices with regulatory standards, including the FSB’s Principles for Sound Compensation Practices and their Implementation Standards. The Committee reviews a report prepared by the Chief Auditor on the results of the review.

 

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Compensation Discussion and Analysis

 

Approach to Executive Compensation

Our executive compensation program aligns compensation with business and individual performance and incorporates a strategy-driven and risk-controlled approach.

Key design features

 

 

Align with CIBC Strategy

 

     LOGO      Compensation is aligned to our strategy of building a relationship-oriented bank for a modern world that delivers superior client experience and shareholder returns
     

 

Pay for Performance

 

     LOGO      Incentive compensation design reinforces “one CIBC team” aligned to overall bank performance, core strategic business unit performance and individual accomplishments
     

 

Attract and Retain Talent

 

     LOGO      Market competitiveness is assessed when setting compensation targets
     

 

Risk Management

 

     LOGO      Adherence to CIBC’s risk appetite and effective risk management objectives are considered in compensation design, incentive funding and individual payouts
     

 

Shareholder Interests

 

     LOGO      The creation of enduring shareholder value is reinforced by promoting share ownership for all employees and a significant equity deferral for executives
     

 

Good Corporate Governance

 

     LOGO      All compensation programs are designed and delivered based on sustainable good governance practices
     

 

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Compensation Discussion and Analysis

 

Compensation elements

CIBC’s executive compensation program includes direct compensation (salary and variable incentive awards) and indirect compensation (benefits, perquisites and retirement programs). The Committee reviews these components regularly to assess market competitiveness and continued alignment with our compensation philosophy.

 

Compensation Element    Focus    Purpose    Form    Performance
Period
 

Direct Compensation

         

Salary (Fixed)

        Provide competitive fixed pay based on job scope, skills, experience and market competitiveness.    Cash    1 year
         

Variable Incentive Award(1)

       

Align incentive compensation with business and individual performance.

 

Individual short-, medium- and long-term grants/awards are based on predetermined fixed percentages for cash and deferred equity.

 

         
   Short-term    Annual cash bonus rewards the achievement of business objectives.    Cash(2)    1 year
   Medium-term    Deferred incentive focuses on performance over the medium-term.    PSUs    3 years
   Long-term    Deferred incentive motivates eligible executives to create sustainable shareholder value over the long-term.    Options    3 to 10 years
 

Indirect Compensation

       

Benefits

   Invest in the health and wellbeing of executives and employees.    Group benefit programs    -
       

Perquisites

   Executive perquisite offering may include club membership, annual health assessment and car benefits.    Annual allowance or reimbursement    -
       

Retirement Programs

   Contribute to financial security after retirement.    Pension and
Savings Plans(3)
   -

 

(1)

If an employee engages in misconduct that causes a significant financial loss to CIBC, or that causes a material restatement of the financial statements, CIBC may demand the repayment of cash or deferred incentive compensation awarded.

 

(2)

Executives may elect to voluntarily defer some or all of the cash incentive received into deferred share units (DSUs) which increase equity ownership under CIBC’s guidelines and which only pay out following retirement, termination of employment or death.

 

(3)

Competitive retirement income arrangements are provided to all employees. A Supplemental Executive Retirement Plan (SERP) is provided to certain executives at the level of Senior Vice-President and above (described on page 95). For any executive that joined the SERP or was promoted prior to January 1, 2016, credited service is based only on service while employed by CIBC and pensionable earnings are capped at a fixed dollar limit. For any executive that joined the SERP or was promoted after January 1, 2016, SERP benefits accrue on a fixed, flat dollar basis and service is credited only from the date they joined the SERP. This means SERP pension benefits at CIBC do not include service for years beyond those actually worked and the benefits do not automatically escalate with increases in compensation.

 

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Variable incentive award

Variable incentive awards are important in ensuring pay for performance alignment. Variable incentive awards for the CEO and EXCO members are awarded in cash and deferred equity-based compensation based on the weightings set out below:

 

     
     

Cash Incentive Award

(Short-term)

  

Deferred Incentive Award

(Medium- and Long-term)

CEO

   20%    80%

EXCO

   30%    70%
          LOGO
          Deferred Incentive Mix
         

PSUs

        (Medium-term)         

  

Options

    (Long-term)    

      80%    20%

Deferred incentive award

Deferred incentive awards are used to align executive compensation with mid- and long- term shareholder interests. CIBC’s deferred incentive award is granted utilizing the vehicles described below. More detail is provided starting on page 91.

 

       

Deferred Incentive

Award Vehicle

        Description                                       
   

PSUs

 

(Medium-term)

 

  ◾    PSUs vest and settle in cash at the end of a three-year performance period.

  ◾    The percentage of PSUs which vest ranges from 75% to 125% based on CIBC’s ROE (or adjusted ROE, as applicable)(1) and TSR performance during the three-year performance period relative to Bank of Montreal, Bank of Nova Scotia, National Bank of Canada, Royal Bank of Canada and the Toronto-Dominion Bank.

  ◾    ROE (or adjusted ROE, as applicable) and TSR performance for CIBC and each peer bank are ranked from one (highest performance) to six (lowest performance). Based on CIBC’s ranking for each measure, over the three-year period, a performance factor is assigned using the following scale:

 

       
          Rank    Performance Factor      
       1    125%     
       2    115%     
       3    105%     
       4    95%     
       5    85%     
       6    75%     
   
   

  ◾    The ROE (or adjusted ROE, as applicable) performance factor is averaged with the TSR performance factor to determine the final vesting percentage.

  ◾    The final vesting percentage is multiplied by the original number of PSUs granted, plus any additional units accumulated through reinvested dividend equivalents, to calculate the final number of PSUs which vest and pay out based on CIBC share value at that time. (See “2018 PSU vesting” on page 87 for actual calculation details).

  ◾    The Board has discretion to adjust the vesting percentage and may reduce it to 0% if it deems that a material event occurred during the three-year performance period which impacts CIBC’s financial or market performance relative to the peer group.

 

 

(1)

For December 2020 PSU grants, and on a go-forward basis, CIBC determined that vesting should be tied to adjusted ROE, instead of reported ROE. Use of the adjusted metric aligns with our overall approach to assessing CIBC’s underlying business performance in connection with executive compensation matters, as discussed in the “Assessing financial performance and determining compensation” section of this Circular on page 72.

 

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Deferred Incentive        

Award Vehicle

  Description
   

Options

 

(Long-term)

 

  ◾    Options vest 50% on the third and fourth anniversaries of the grant date and have a 10-year term.

 

  ◾    Future realizable value depends on shareholder value creation.

   

DSUs

 

(Long-term)

 

  ◾    DSUs settle in cash after the executive leaves CIBC, based on CIBC share value at that time.

 

  ◾    An executive can voluntarily elect to defer up to 100% of their cash incentive award into DSUs, which enhances the alignment of executive compensation with long-term shareholder return experience.

Establishing Total Direct Compensation target

Total Direct Compensation (TDC) includes an executive’s annual salary and variable incentive award. Typically, at the beginning of each fiscal year, the Committee reviews and recommends TDC targets for the CEO and EXCO members for Board approval. Targets are reviewed against market data annually and adjusted over time to ensure that progression within the role is taken into account.

When reviewing TDC targets, the Committee considers market data for the peer group, the relative size of peer organizations, the relative size and scope of the role and the incumbent’s experience. Market data is sourced from publicly available data and from benchmarking data provided by Korn Ferry Hay Group, an external service provider engaged by management that regularly conducts a syndicated study for Canada’s large financial institutions. For the US, additional benchmarking data is drawn from another external service provider engaged by management, namely Willis Towers Watson and their global financial services database.

Peer group

Compensation targets for the CEO and EXCO members are evaluated against financial services companies that are of comparable size, scope, market presence and complexity to CIBC. Based on these criteria, the CEO and EXCO roles are benchmarked against the other five major Canadian banks(1). For the CEO and CFO, the peer group is expanded to include the two largest Canadian insurance companies(1), as the market for these roles is comparable more broadly across the financial services industry. For the Group Head CIBC U.S. Region, the peer group also includes smaller regional and community banks in the US obtained through independent market surveys pertaining to compensation. The following chart shows CIBC’s relative position on certain key measures used to define its peer group.

 

LOGO

 

(1)

Peer group of five major Canadian banks: Bank of Montreal, Bank of Nova Scotia, National Bank of Canada, Royal Bank of Canada and the Toronto-Dominion Bank; and two Canadian Insurance companies: Manulife Financial and Sun Life Financial.

 

(2)

As at October 31, 2021 for banks and September 30, 2021 for insurance companies.

 

(3)

Year ended October 31, 2021 for banks and trailing 12 months ending September 30, 2021 for insurance companies.

 

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Pay mix

The charts below show the compensation elements as a percentage of fiscal 2021 target TDC for the CEO and EXCO members. The charts demonstrate the greater pay variability for the CEO and EXCO business leaders who are best positioned to affect business results over the long-term compared to the EXCO functional group heads in Finance, Risk Management, Legal, People, Culture and Brand, and Technology, Infrastructure and Innovation.

 

LOGO

 

Establishing individual goals

At the beginning of each year, the Committee approves the annual goals and measures for the EXCO members and recommends the CEO’s goals and measures for Board approval.

The Audit Committee and the Risk Management Committee also review the annual goals and measures for the CFO and the CRO, respectively.

The annual goals and measures for the CEO and EXCO align with CIBC’s strategic priorities and include financial performance (achievement of financial and key business results, earnings growth by growing the franchise, simplification and efficiency initiatives) and ESG related metrics, including client experience, relevant to their role as described in the table below.

 

ESG Category         Metrics
Environmental         LOGO        

◾  Alignment with environmental objectives (such as, sustainable financing and climate footprint)

     
Social         LOGO        

◾  Inclusive banking and financial education

◾  Employee engagement

◾  Employee inclusion and diversity goals

◾  Building community

     
Governance         LOGO        

◾  Compliance with CIBC’s risk appetite statement

◾  Compliance with audit and compliance objectives

◾  Adherence to CIBC’s Code of Conduct

 

Assessing individual performance

At the end of each year, the Committee evaluates individual performance relative to key metrics for the CEO and EXCO members and provides its recommendation on the CEO’s individual performance to the Board for approval. In addition to the performance assessments for this group, the Committee reviews any risk, compliance, conduct or audit concerns to determine if there are any adjustments required to the evaluation of individual performance and the resulting variable incentive awards. In the case of the CFO and CRO, the Audit Committee and the Risk Management Committee, respectively, also provide their input into the Committee’s evaluation of individual performance. Following the evaluation of individual performance, the Committee recommends for Board approval the variable incentive awards for the CEO and EXCO members. See “Variable incentive plan design” below.

 

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Variable incentive plan design

The variable incentive plan, known as Goals Performance Success (GPS) for all executives, including the CEO and EXCO members, provides transparency with respect to how incentive awards are determined and a strong link between pay and performance. The variable incentive plan components are described below:

 

  (1)

Total Variable Compensation Target, expressed as a percentage of base salary earned in the fiscal year; and

 

  (2)

Performance Multiplier, which is comprised of both business performance and individual performance, equally weighted.

An executive’s GPS award is determined using these components, as described below:

 

 

GPS Award

 

   =      

Total Variable

Compensation Target

   X       Performance Multiplier

The GPS award is capped at a maximum of 150% of the target incentive award to mitigate undue risk taking.

 

Under extreme circumstances, the GPS award may be reduced to zero to ensure pay for performance alignment.

 

GPS awards for the CEO and EXCO members are approved by the Board.

    

Determined based on competitive market analysis conducted as part of the target setting process described under “Establishing Total Direct Compensation target” on page 69.

 

Varies by role, market and executive job level.

    

The Performance Multiplier incorporates both individual and business performance. Individual performance is assessed at the end of the year against strategically aligned goals as described under “Establishing individual goals” and “Assessing individual performance” on page 70.

 

Business performance is determined based on absolute and relative business performance measured against Board-approved goals aligned to CIBC’s strategy.

 

The Performance Multiplier for the CEO is approved by the Board and for EXCO members by the Committee. The Committee and Board have the ability to make adjustments at their discretion.

Performance Multiplier

The Performance Multiplier is comprised of both business performance and individual performance. The Business Performance Factor (BPF) forms part of the overall Performance Multiplier and can range from 0% to 125%. The BPF within the Performance Multiplier is determined based on performance against metrics that are aligned to CIBC’s strategic priorities with a focus on financial performance, client experience, and ESG.

In 2021, we embedded performance relative to our five peer banks directly into the calculation of our BPF. Having relative performance as part of the formula increases our focus on what we consider to be a critical measure of our future growth and provides a stronger link between executive compensation and our shareholders’ interests. Relative performance comprises 25% of each of our financial metrics, adjusted diluted EPS, adjusted operating leverage and adjusted revenue growth with the remaining 75% tied to absolute performance of each metric against plan. In addition, relative performance has always formed part of the qualitative review of our final BPF and will continue to be part of this review.

We also included an ESG metric with its own separate weighting of 10% in the overall BPF to broaden and further strengthen the link between executive compensation and our strategic priorities. Performance against established ESG goals is captured in an index that is used to measure our progress relative to specific goals and determine the appropriate multiplier to be used in the calculation.

 

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The performance measures and relative weighting used to determine the BPF for fiscal 2021 are set out below:

 

Performance Measure    Fiscal 2021
       Weighting        Proportion of Weighting Apportioned to
        

 

Absolute Performance

 

  

 

Relative Performance

 

       

Adjusted diluted EPS

   35%    75%    25%
       

Adjusted operating leverage

   15%    75%    25%
       

Adjusted revenue growth

   15%    75%    25%
       

CX Index(1)

   25%          

ESG Index(2)

   10%

Total Weighting

   100%

 

(1)

The CX Index is a composite index that includes internal and external client surveys and client experience oriented metrics at the enterprise level from Canadian Personal and Business Banking, Capital Markets, Canadian Commercial Banking and Wealth Management and US Commercial Banking and Wealth Management. These comprise the measures that drive the most impactful behaviours to help in our pursuit of becoming number one in the market in client experience.

 

(2)

The ESG Index is a composite index that incorporates ESG measures based on stakeholder priorities where CIBC can have the greatest impact. It also considers insights from third-party ESG research houses about any perceived performance or disclosure gaps as benchmarked against CIBC’s peers.

In addition to these performance measures, the Committee and Board have discretion to adjust the calculated BPF based on qualitative factors described below:

 

◾  

relative performance vs. peers to assess our performance against key financial measures such as revenue and EPS growth;

 

◾  

risk, to ensure compensation is aligned with our risk appetite and objectives by considering risk outcomes with adjustments being made only to reduce the BPF (or individual awards);

 

◾  

unexpected outcomes and other items that either should be included or excluded from the performance that determines the BPF; and

 

◾  

any other factors the Committee and the Board consider appropriate.

Assessing financial performance and determining compensation

In assessing financial performance, the CFO, the CRO, the Committee and Board review results on a reported basis (in accordance with Generally Accepted Accounting Principles (GAAP), being International Financial Reporting Standards) and an adjusted basis. Both perspectives are considered useful to understand performance. Adjusted measures (i.e., non-GAAP) are used to assess CIBC’s underlying business performance and as one element of measuring executive performance for compensation decision-making purposes. As discussed on the previous page for fiscal 2021, adjusted diluted EPS, adjusted operating leverage and adjusted revenue growth were key components used to determine the BPF. Additional adjusted measures considered by the Committee and the Board include: adjusted total revenue on a taxable equivalent basis, adjusted net income and adjusted ROE. A further discussion of non- GAAP measures used by CIBC and a reconciliation of certain non-GAAP measures to the most closely comparable GAAP figures is disclosed in the ”Non-GAAP measures“ section starting on page 15 of CIBC’s 2021 Annual Report, which is available on SEDAR at www.sedar.com, and which section is incorporated by reference herein. In addition, the “Non-GAAP measures” section in this Circular starting on page 100 contains certain additional reconciliations for non-GAAP measures used in this Circular.

Risk Management Committee and input from the CFO and the CRO

The Committee works closely with the Risk Management Committee and receives input throughout the year from the CFO and the CRO. The Committee and the Chair of the Risk Management Committee, with input from the CFO and the CRO, assess the alignment of business performance with CIBC’s risk appetite, which includes certain ESG factors such as conduct and culture, client-related risk metrics and talent management metrics, and determine whether any risk adjustments are required to the BPF.

 

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In addition, at year-end, the Committee and Risk Management Committee meet to review the alignment of business performance with CIBC’s risk appetite and both committees also review a report that includes information about individual risk and compliance issues arising during the year and the recommended impacts to individual performance assessments and compensation. Following this, if applicable, the Committee recommends for Board approval any changes to individual performance assessments and compensation for the CEO and EXCO members.

 

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2021 Performance and Compensation

2021 Business Performance Factor

 

         
Performance Measure       Weighting           2021 Target                   2021 Actual                   Result (Actual vs. Target)             
         

Adjusted diluted EPS(1)

  35%   $11.22               $14.47               29% Above            
         

Adjusted operating leverage(1)

  15%   -1.0%               0.7%               170 bps Above            
         

Adjusted revenue growth(1)(2)

  15%   2%               7%               500 bps Above            
         

CX Index

  25%   100%               104%               Above            
         

ESG Index

  10%   100%               100%               At            
    LOGO    
         

2021 Calculated BPF

              114%      
         

BPF Qualitative Adjustment

              -2%      
         

2021 Final BPF

              112%      

CIBC’s fiscal 2021 adjusted diluted EPS was $14.47, 29% above target and up 49% from fiscal 2020. Year-over-year adjusted revenue growth of 7% and adjusted expense growth of 6% contributed to positive adjusted operating leverage of 0.7% in fiscal 2021, an increase of 130 basis points (bps) from 2020 and 170 bps above target.

Our collective focus is to transform our client experience across our bank guided by our purpose to help make your ambition a reality. We measure our progress with our CX Index, which is a composite index that includes internal and external client surveys and client experience oriented metrics at the enterprise level and across our SBUs in Canada and the US.

Key Client Experience accomplishments in fiscal 2021 include:

 

◾  

Our enterprise-wide CX Index performed above the target in 2021, driven mainly by strong performance in our Capital Markets, Canadian Commercial Banking and Wealth Management, and US businesses.

 

◾  

In our Retail business, we continued to narrow our NPS gap to peers. In the Ipsos Customer Satisfaction Index study, we had better year-over-year performance relative to our peers.

 

◾  

CIBC ranked #1 in J.D. Power’s Digital Satisfaction for Mobile Banking study for the second year in a row. We made it easy to bank with us safely, and from anywhere with innovative enhancements to our mobile banking application, such as CIBC Insights, Virtual Assistant and Digital Identity Verification.

 

◾  

Our continued focus with relationship-intensive Imperial Service clients was further supported by proactive outreach using our digital goal planning platform, CIBC GoalPlanner, that has delivered higher NPS scores for these clients and has empowered them to take control of their future with the help of a CIBC advisor.

In fiscal 2022, we will continue to build on this momentum to further enhance the quality and consistency of our service delivery to our clients. This will be accomplished by investing and optimizing our digital banking platform to make it easier to do business with us. We are working towards the creation of a seamless and transparent process to resolve complaints across all of our frontline and escalation channels. Lastly, with the launch of our new brand and purpose, our clients will feel and see the effects of a modern, forward-thinking brand, with a team that is focused on living our purpose to help them achieve their ambitions.

Our ESG Index is a composite index that incorporates ESG measures based on stakeholder priorities where CIBC can have the greatest impact. Performance relative to the metrics in the ESG Index is reported quarterly to EXCO and the Board to ensure our board committees stay aligned on ESG considerations for our bank.

 

(1) 

Adjusted measures are non-GAAP measures.

(2) 

For fiscal 2021, adjusted revenue was the same as reported revenue.

 

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We achieved target performance against the measures in the ESG Index by:

 

◾  

Above target progress towards our previous goal of $150 billion in sustainable financing by 2027 due to strong positive responses from clients and growing opportunities in the market to further invest in sustainability initiatives. Doubled our target in August 2021 to mobilize $300 billion in sustainable finance by 2030. CIBC was ranked in the top ten in financing for the renewable energy sector across North America in fiscal 2021.

 

◾  

Meeting our inclusion and diversity targets in key areas of focus, of note are the increased representation of both women and visible minorities in board-approved executive roles.

 

◾  

Above target investment and support for our US communities driven by our response to the economic instability caused by the global pandemic.

 

◾  

Higher than target reduction in total volume of client complaints, which we believe reflects improved coaching and reporting.

 

◾  

Employee Net Promoter Score (eNPS), an indicator of team members’ propensity to recommend CIBC as a place to do business and to a friend seeking employment, remained above the pre- pandemic score, however, results were one point below target.

Looking ahead, the fiscal 2022 ESG Index has been aligned to our ESG strategy which incorporates announcements made in fiscal 2021 such as goals in relation to our ambition to achieve net-zero emissions and a more ambitious sustainable finance target. A bank-wide Senior Executive ESG council was also established in fiscal 2021 to increase connectivity on ESG activities across our strategic business units and functional groups, and as part of its mandate, has reviewed the Index to ensure that measures are credible, ambitious and continue to reflect the expectations of shareholders and other stakeholder groups. The ESG Index has been reviewed with EXCO and approved by the Committee.

Based on CIBC’s fiscal 2021 performance, the calculated BPF was 114%. The Board approved a qualitative adjustment of -2% in consideration of the ongoing impacts associated with the COVID-19 pandemic. After this discretionary reduction, the final fiscal 2021 BPF was 112%. There were no material risk incidents and, therefore, no risk adjustment was made to the BPF.

This BPF, along with the assessment of individual performance, formed the basis for fiscal 2021 NEO compensation as well as the compensation of all our EXCO members.

Talent Management and Succession Planning

Sustaining success over the long-term will depend on our ability to build a strong, future-ready workforce; this entails being able to identify, develop and retain a pipeline of high-potential leaders. Our future-focused talent strategy concentrates on building the leadership capabilities required for future success, growing the strengths of our CIBC Team and collectively unlocking potential to ensure we are future-proofing our bank and strengthening our diverse talent pipelines to drive value for our bank today and tomorrow.

The Committee and Board review regular updates on the progress of our talent strategy, the strength and diversity of our pipeline of future leaders and the alignment of CIBC’s talent and business strategies. The Committee holds the CEO and EXCO members accountable for the progress of our talent strategy by setting specific goals on talent management, employee engagement and the strength of our leadership pipeline. Achievement against these goals is included in assessing performance and determining compensation for the CEO and EXCO members at the end of the year.

Throughout the year, the Committee conducts in-depth executive reviews focused on the strength and diversity of succession pools for key leadership roles across CIBC. At least once a year, the Committee and the Board review succession plans for the CEO and EXCO members across various time frames to ensure that management and the Board have choices when appointing talent in key roles. The Committee and management also discuss talent deeper in the pipeline, with potential over a longer horizon to develop into senior leaders in the organization.

In addition, the Committee reviews the progress of leadership development initiatives and receives reports on employee engagement, turnover, inclusion and diversity, external recognition of our workplace and other critical employee matters. CIBC continues to receive positive recognition as an employer, and in particular, for our work in the area of inclusion and diversity. We are confident that CIBC’s talent strategy is designed to attract and retain talented and engaged employees and leaders who are positioned to transform our bank and deliver on our purpose.

 

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Inclusion and Diversity

CIBC believes that inclusive companies attract, develop and retain the best talent which makes us stronger competitors in the market and better positions us to deliver a superior client experience.

Our commitment to make inclusion a cornerstone of our culture is embedded into our bank’s human capital and business strategies and our Executive Committee and Board regularly assess progress against our inclusion and diversity goals. Key performance indicators are considered during senior leaders’ annual performance assessments and, starting in fiscal 2021, inclusion-related targets formed a portion of CIBC’s ESG Index which influences BPF.

It remains a top organizational priority to close gaps where our workforce does not reflect the clients and communities we serve. In fiscal 2021, we continued to make significant progress in this area, seeing the share of Indigenous peoples, members of the Black community and other talent segments traditionally underrepresented in the financial services industry grow. We also set a new goal to have at least 2% of board-approved executive roles based in Canada held by leaders who identify as First Nations, Métis or Inuit by 2025. This complements our bank’s existing targets for people of colour, members of the Black community and persons with disabilities. And, while we work towards achieving gender parity, we expect to have, at a minimum, 40% women in board-approved executive roles by the end of fiscal 2022. At the end of fiscal 2021, 38% of these roles were held by women and 40% (4/10) of EXCO members (which typically includes the CEO) were women.

We have also made significant investments in inclusive leadership capability building, deploying several innovative programs aimed at helping our team practice intentional inclusion. This included the launch of new foundational eLearning which has been completed by 97% of our global team, refreshed advanced learning for people managers focused on disrupting anti-Black and other forms of systemic racism and immersive eLearning developed in partnership with First Nations University to help team members in Canada recognize the first National Day for Truth and Reconciliation on September 30, 2021.

Our clients come from diverse communities with distinct experiences, expectations and aspirations. This means that, in delivering our purpose, we must understand our clients’ unique needs so we can help make their ambitions a reality. In fiscal 2021 CIBC continued to invest in work to support this goal including launching a new banking program designed for Black-owned businesses and a Reconciliation Framework to promote economic prosperity for Indigenous peoples in Canada.

 

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2021 NEO compensation

CIBC’s NEOs are the CEO, the CFO, and the three most highly compensated executive officers in fiscal 2021.

 

LOGO  

 

 

As the President and CEO, Mr. Dodig is responsible for developing and executing CIBC’s board-approved strategy and leading the day-to-day operations of CIBC.

 

The Committee evaluated Mr. Dodig’s performance relative to his goals for fiscal 2021 and determined that he met or exceeded his key deliverables by continuing to instill a purpose-driven culture across all areas of CIBC ensuring that our actions were aligned with the needs of our clients, team, shareholders, and the communities in which we operate. Mr. Dodig led CIBC in defining a strategic growth agenda focused on the alignment of our investments with key short-, medium- and long-term priorities. Mr. Dodig continued to successfully lead CIBC through the challenges associated with the COVID-19 pandemic. His leadership and continued focus on building a relationship-oriented bank for a modern world and delivering on our purpose to help make your ambition a reality helped guide the organization to achieving strong results in 2021.

Under Mr. Dodig’s leadership, we launched a new brand in 2021 that highlights the transformative role our bank plays in our clients’ lives. CIBC reported record results in 2021 and the strong link to our purpose – to help make your ambition a reality – remained at the forefront of how we operate as we continued to make investments in our business while demonstrating disciplined expense management. Mr. Dodig has focused his leadership team on continuing to strengthen the resilience of our bank which continues to position CIBC well for the evolving macroeconomic environment. You can read more about these developments in the “Message to our Fellow Shareholders” starting on page 59.

Under Mr. Dodig’s leadership, CIBC has had market share gains in Personal Banking and North American Commercial Banking businesses and revenue growth of 12% year-over-year in Capital Markets driven by strong Corporate and Investment Banking performance as well as Direct Financial Services as a result of expanded product offerings to meet the needs of our clients. CIBC met its medium-term ROE objective of 15%+ growth with adjusted ROE(1) of 16.7%, up 5% year-over-year. Our rolling five-year TSR of 92% outperformed the Standard & Poor’s (S&P)/TSX Composite Banks Index of 80% and adjusted EPS(1) of $14.47 was up 49% year-over-year and 29% above our 2021 target. Under Mr. Dodig’s leadership and our goal of simplification and delivering a modern relationship banking proposition, we achieved positive operating leverage, our digital adoption rate increased by 2.4% to 76.8% and digital transactions were up 12% year-over-year.

Mr. Dodig appointed a new head of enterprise ESG focused on leading CIBC’s ESG strategy and establishing a framework to track and measure our progress against ESG initiatives. Under Mr. Dodig’s leadership, the CIBC Foundation was established to focus on the advancement of social and economic equity by creating greater access to opportunities for underserved communities in Canada, with plans to extend these efforts to the US in the future.

Mr. Dodig took on the role of wellbeing champion because it is important to him personally and to signify the importance of wellbeing to our team. Under his leadership, coverage for mental health was increased and paid time off to deal with COVID-19 related issues was implemented. In addition, CIBC continued to invest in our communities by donating meals to frontline healthcare workers, donating funds to support residential school survivors, increased funding for education and resources for the Black community and CIBC was recognized as one of the Best 50 Corporate Citizens in Canada for the 13th time in recognition of our efforts in ESG leadership.

 

(1) 

Adjusted measures are non-GAAP measures.

 

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Table of Contents

Compensation Discussion and Analysis

 

In considering compensation for the CEO, the Board conducted a thorough review of Mr. Dodig’s performance relative to his key strategic priorities, highlights of which are outlined in the following table:

 

   
Key Strategic Priorities    Results
   
Deliver Top-Tier Financial Results and Create Shareholder Value   

◾    Rolling five-year TSR of 92% outperformed the S&P/TSX Composite Banks Index of 80%.

 

◾    Adjusted EPS(1) of $14.47 was up 49% year-over-year and 29% above our 2021 target.

 

◾    Adjusted ROE(1) of 16.7% was up 5% year-over-year and met our medium-term objective of 15%+ growth.

 

   
Focus on Key Client Segments to Accelerate our Earnings Growth   

◾    Market share gains in Canadian Personal Banking, including 31 bps year-over-year increase in Personal Loans and 18 bps year-over-year increase in Personal Deposits and GICs.

 

◾    Record mutual fund net flows with 7.5% year-over-year gain in long- term net sales.

 

◾    Market share gains in our North American Commercial Banking businesses driven by growth from our existing clients and from new relationships as our client-centric strategy and the support we provided to the private economy during the height of the global pandemic was rewarded with client referrals.

 

◾    Revenue growth of 12% year-over-year in Capital Markets reflects strength in Corporate and Investment Banking and Direct Financial Services as we focus on expanding our product offerings and capabilities to meet our clients’ needs.

   

Simplify and transform to deliver a modern relationship banking proposition

 

  

◾    Achieved positive operating leverage, meeting our medium-term target.

 

◾    Digital adoption rate of 76.8% was up 2.4% year-over-year and digital transactions of 122 million were up 12% year-over-year.

Advance our purpose-driven culture   

◾    Launched a refocused ESG strategy, activating our resources to create positive change.

 

◾    Launched a new modernized and innovative brand.

 

◾    Mr. Dodig became the Wellbeing Champion of our bank.

 

◾    Engagement scores of 89% across CIBC reflected a high level of engagement and the team’s support for the direction and priorities of the organization.

 

◾    Advancements were made against the enterprise inclusion and diversity strategy with women and visible minorities representing 38% and 23% of global board-approved executive roles, respectively; this is higher than target and above our established goals.

 

 

(1) 

Adjusted measures are non-GAAP measures.

 

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Compensation Discussion and Analysis

 

Based on our BPF of 112% and the Board’s assessment of his performance, the Board approved a fiscal 2021 GPS award for Mr. Dodig of $10.68 million, which was 119% of his target incentive opportunity and reflects a 33% increase over fiscal 2020. The percentage of his GPS award that is deferred remained at 80%. The details of the fiscal 2021 award are provided in the table below. In addition, the SERP provisions that apply to Mr. Dodig were amended effective November 1, 2020. Under the amended provisions, Mr. Dodig is entitled to a fully vested supplemental Defined Benefit (DB) pension determined based on a flat dollar accrual rate of $52,000 per year of pensionable service, increased from $40,000 per year. The limit on the overall annual pension payable to Mr. Dodig was also increased from $1,000,000 to $1,250,000. For more information, refer to the ”Retirement Benefits“ section on page 95.

 

     

Pay Element

($ unless otherwise noted)

   2021    2020  

LOGO

Salary (Fixed)

     1,000,000          1,000,000    

 

Cash

 

PSUs

 

Options

  

 

 

 

 

 

2,136,960  

 

6,838,272  

 

1,709,568  

 

 

 

 

 

 

  

 

 

 

 

 

1,602,000  

 

5,126,400  

 

1,281,600  

 

 

 

 

 

 

Total GPS (Variable)

 

% of Target GPS

    

 

10,684,800  

 

118.7  

 

 

 

    

 

8,010,000  

 

89.0  

 

 

 

 

TDC

 

% of Target TDC

  

 

 

 

 

        11,684,800  

 

116.8  

 

 

 

 

  

 

 

 

 

        9,010,000  

 

90.1  

 

 

 

 

 

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Table of Contents

Compensation Discussion and Analysis

 

CEO link between performance and compensation

The chart and accompanying table below illustrate CIBC’s strong track record of aligning CEO pay to CIBC’s performance. The chart compares the current value of compensation awarded to CIBC’s CEO since fiscal 2017 to the value received by shareholders over the same period. The table provides the underlying information reflected in the chart, including the CEO’s realized and realizable pay for each year. From fiscal 2017 to 2021, the current value of $100 invested by a shareholder is greater than the value of $100 in compensation awarded to CIBC’s CEO.

The current value of the CEO awards as at December 31, 2021 for the fiscal years noted represents the total of:

 

  (1)

realized pay received by the CEO (actual pay from awards received, dividend equivalents paid and options exercised); and

 

  (2)

potential realizable value of awards yet to be paid (unvested units and unexercised options if still outstanding).

 

LOGO

 

Year    CEO           

TDC         

Awarded        

($)        

    

A         

Realized         

Pay(1)        

($)        

    

B         

Realizable        

Pay(2)        

($)        

    

A+ B = C         

Current         

Value        

($)        

     Period   

To        
CEO(3)    

($)        

  

To        
Shareholders(4)         

($)        

2017

   Dodig              8,938,000                8,360,642                2,146,974                10,507,616              10/31/2016 to 12/31/2021        118            191        

2018

   Dodig              9,526,100                10,911,871                3,512,351                14,424,222              10/31/2017 to 12/31/2021        151            161        

2019

   Dodig              8,509,750                2,501,950                10,378,157                12,880,107              10/31/2018 to 12/31/2021        151            154        

2020

   Dodig              9,010,000                2,602,000                11,405,475                14,007,475              10/31/2019 to 12/31/2021        155            148        

2021

   Dodig              11,684,800                3,136,960                7,886,011                11,022,971              10/31/2020 to 12/31/2021          94            157        
        Weighted Average    132            161        

 

(1) 

Realized Pay is the sum of salary, cash incentive, the payout value of share units granted during the period, the dividend equivalents paid, and the value of options exercised during the period.

 

(2) 

Realizable Pay is the sum of the current value of unvested units granted during the period and the in-the-money value of vested and unvested options that are still outstanding.

 

(3) 

Represents the actual value to the CEO for each $100 awarded in TDC for the fiscal year indicated, as at the end of the period, December 31, 2021.

 

(4) 

Represents the value of a $100 investment in CIBC common shares made on the first day of the period indicated, assuming reinvestment of dividends.

 

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Compensation Discussion and Analysis

 

LOGO  

 

 

As CFO and Head of Enterprise Strategy, Mr. Panossian is responsible for strategy and corporate development, financial planning and analysis, financial and management reporting, maintenance of accounting records, internal control over financial reporting, regulatory reporting, tax planning and compliance, treasury and balance sheet management and liaising with CIBC’s investors.

 

Mr. Panossian made a strong contribution to CIBC’s fiscal 2021 financial performance and achievement of CIBC’s strategic and risk appetite targets. Mr. Panossian delivered on his core mandate to achieve strong alignment between strategic planning, execution, financial targets, and our financial plan. He achieved this by forming stronger linkages between strategy, resource and investment prioritization to optimize the allocation and management of CIBC’s resources. The advancements made in 2021 position Mr. Panossian well to continue to deliver against the Finance strategy in 2022.

In fiscal 2021, Mr. Panossian contributed to the advancement of CIBC’s strategy and led the Finance and Enterprise Strategy function in alignment with CIBC’s purpose and exceeded targets on most key employee engagement, talent management and inclusion and diversity metrics for the functions under his leadership.

Mr. Panossian was successful in completing several key initiatives this year while working to transform our bank. Of note, he:

 

  -

established a Transformation Board responsible for ensuring alignment between enterprise strategy, resource and investment prioritization supporting longer-term planning;

 

  -

standardized and simplified processes to improve efficiency and minimize operational risk;

 

  -

identified key performance indicators for all businesses and functional groups and produced an automated dashboard for EXCO and the Board to enhance tracking of absolute and relative performance; and

 

  -

embedded cost discipline to realize targets and generate efficiencies.

The increase in Mr. Panossian’s 2021 GPS award over fiscal 2020 is reflective of his performance against goals established at the beginning of the year and an increase to his target TDC for fiscal 2021. Mr. Panossian’s target was increased at the start of fiscal 2021, as part of our fiscal 2020 year- end review, to more appropriately align his compensation target to the market and to reflect how he has progressed in his role. Based on our BPF of 112% and the CEO’s assessment of his individual performance, the Board approved a fiscal 2021 GPS award for Mr. Panossian of $2.94 million, which was above his target incentive opportunity. The details are provided in the table below.

 

Pay Element

($)

   2021        2020        LOGO

Salary (Fixed)

     500,000          500,000    

Cash

     882,000          513,975    

PSUs

     1,646,400          959,420    

Options

     411,600          239,855    

Total GPS (Variable)

     2,940,000          1,713,250    

TDC

     3,440,000          2,213,250    

 

One-time DSU Award

  

 

 

 

-  

 

 

  

 

 

 

100,000  

 

 

 

Total Compensation including one-time DSU Award

 

  

 

 

 

 

        3,440,000  

 

 

 

 

  

 

 

 

 

        2,313,250  

 

 

 

 

 

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Compensation Discussion and Analysis

 

LOGO  

 

As Group Head of Capital Markets and Direct Financial Services, Mr. Culham is accountable for CIBC’s Capital Markets business and Direct Financial Services. CIBC’s Capital Markets business provides integrated credit and Capital Markets products, investment banking advisory services, corporate lending, and top- ranked research to corporate, government and institutional clients around the world. As of March 2, 2020, Mr. Culham also took on responsibility for Direct Financial Services, which includes Simplii Financial, Direct Investing and Advice and the Alternate Solutions Group. Mr. Culham is also accountable for the oversight of CIBC FirstCaribbean and CIBC Mellon.

 

Mr. Culham supported CIBC’s strategy with his contributions to the growth initiatives for our Direct Financial Services businesses focused on growing our capabilities and market share for the ‘do-it-yourself’ client. Under Mr. Culham’s leadership, Simplii achieved its highest ever NPS score, the highest volume in average mortgage origination and credit cards issuance was up 900% in one year; increased Investor’s Edge share of industry Assets Under Management (AUM) and share of six major Canadian banks AUM; and the Alternative Solutions Group continued to grow with three year revenue Compound Annual Growth Rate of 17%.

Overall, strong core business performance continued in Capital Markets coupled with strong discipline with respect to resource management. Under Mr. Culham’s leadership, CIBC’s Capital Markets contributed fiscal 2021 adjusted net income(1) of $1,857 million, up 42% from the prior year as a result of continued strength in both debt and equity underwriting (ranked #2 in both in league tables). As well, the business units’ strategic focus to grow revenue from non-traditional Capital Markets clients (including Canadian and US commercial clients, high net worth individuals and retail clients) resulted in 27% year-over-year increase in revenue from this segment. CIBC’s Capital Markets renewables franchise is top 10 in the North American league tables. Under Mr. Culham’s leadership, our ESG focus has intensified as evidenced by: enhanced Equity Research, including ESG focused reports, formation of a Sustainable Finance business, launch of ESG-linked Market-Linked Guaranteed Investment Certificates and participation as a founding member of Project Carbon.

Mr. Culham also met or exceeded targets on most key employee engagement, talent management and inclusion and diversity metrics for Capital Markets and he continued to advance CIBC’s purpose- driven culture.

Based on our BPF of 112% and the CEO’s assessment of his individual performance, the Board approved a fiscal 2021 GPS award for Mr. Culham of $8.43 million, which was above his target incentive opportunity. Mr. Culham elected to defer 20% of his fiscal 2021 cash incentive, approximately $0.506 million, into DSUs which are payable when he leaves CIBC. The details are provided in the table below.

 

 

Pay Element

($)

   2021        2020    
     

Salary (Fixed)

     500,000          500,000    
     

Cash

     2,528,736          1,957,777    
     

PSUs

     4,720,307          3,654,518    
     

Options

     1,180,077          913,630    
     

Total GPS (Variable)

     8,429,120          6,525,925    
     

TDC

     8,929,120          7,025,925    

LOGO

 

 

(1)

Adjusted measures are non-GAAP measures. A quantitative reconciliation of this non-GAAP measure to the most directly comparable financial measure has been incorporated by reference herein and can be found in the “Non-GAAP measures” section starting on page 15 of CIBC’s 2021 Annual Report available on SEDAR at www.sedar.com.

 

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Compensation Discussion and Analysis

 

LOGO  

 

 

As Group Head, CIBC U.S. Region and President and CEO, CIBC Bank USA, Mr. Capatides is responsible for middle market commercial banking, wealth management, private banking, and retail and digital banking in the US market.

 

Mr. Capatides made strong contributions to advancing CIBC’s strategy and purpose through his leadership of CIBC U.S. Commercial Banking and Wealth Management. In fiscal 2021, adjusted net income(1) from CIBC’s US Commercial Banking and Wealth Management totaled US$779 million, up 138% from the prior year. Adjusted revenue(2) of US$1,748 million was up 15% compared to the prior year, supported by 6% loan growth, 17% deposit growth, and 36% AUM growth. Market share gains were attributable not only to existing clients, but also to new relationships formed by CIBC as we execute on our client-focused strategy. Mr. Capatides led our bank in expanding relationships across the US by working to build one client-focused team across Bank USA business lines with a focus on collaboration to deepen client relationships. Under his leadership, the business has extended private banking services to Commercial Banking and Wealth clients and expanded penetration of Capital Markets products to Commercial clients.

Mr. Capatides met or exceeded targets on most key employee engagement and talent management and inclusion and diversity metrics for the functions under his leadership and he continued to advance our purpose-driven culture.

Based on our BPF of 112% and the CEO’s assessment of his individual performance, the Board approved a fiscal 2021 GPS award for Mr. Capatides of US$4.16 million, which was above his target incentive opportunity. The details are provided in the table below.

 

 

Pay Element

(US$)

   2021        2020    
     

Salary (Fixed)

     750,000          750,000    
     

Cash

     1,246,569          948,749    
     

PSUs

     2,326,929          1,770,999    
     

Options

     581,732          442,750    
     

Total GPS (Variable)

     4,155,230          3,162,498    
     

TDC

             4,905,230                  3,912,498    

LOGO

 

 

(1)

Adjusted measures are non-GAAP measures. For a quantitative reconciliation of this non-GAAP measure to the most directly comparable financial measure, refer to the “Non-GAAP measures” section starting on page 100 of this Circular.

 

(2)

Adjusted measures are non-GAAP measures. For fiscal 2021, adjusted revenue for CIBC’s U.S. Commercial Banking and Wealth Management SBU was the same as reported revenue.

 

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Table of Contents

Compensation Discussion and Analysis

 

LOGO  

 

 

As Group Head, Personal and Business Banking, Canada, Ms. Dottori-Attanasio is responsible for advice, services and products to best meet the needs of clients through their preferred channels as CIBC seeks to help make their ambitions a reality.

 

Ms. Dottori-Attanasio made a strong contribution in fiscal 2021 to advancing CIBC’s strategy and purpose through her leadership in successfully navigating the economic challenges that continued throughout the year due to the global pandemic. She maintained a consistent focus on helping to make our clients’ ambitions a reality through strong execution and investing diligently to enhance initiatives that support the capability within our frontline, making it easier for our clients to do business with us. Under her leadership, the team continued to demonstrate a deep commitment to our clients, community and each other.

 

We successfully launched CIBC GoalPlanner, a new digital financial planning platform which enables clients to see the full view of their finances in

one place as well as the first wave of a new Enterprise Client Relationship Management (ECRM), a modern best-in-class relationship management tool which supports both our team and clients. Both of these platforms are critical in helping our frontline teams deliver an excellent experience for our clients. Under Ms. Dottori-Attanasio’s leadership, we not only rejuvenated our Canadian consumer franchise, but we further strengthened it through market share gains in our core personal products and strong net inflows in asset management. During the year, we returned to market-level growth in our mortgage business and the rollout of CIBC GoalPlanner to our Imperial Service clients has been instrumental in driving deeper client relationships and improved client satisfaction scores which are discussed on page 74. Adjusted net income(1) of $2,503 million was 40% higher than 2020.

Under Ms. Dottori-Attanasio’s leadership, in fiscal 2021 we announced an agreement to become the exclusive issuer of the Costco Mastercard in Canada, expected to close in the first half of fiscal 2022, which offers our bank an opportunity to form a banking relationship with affluent clients, many of whom do not currently bank with CIBC.

Ms. Dottori-Attanasio also met or exceeded most targets on key employee engagement, talent management and inclusion and diversity metrics for Personal and Business Banking and she continued to advance CIBC’s purpose-driven culture.

Based on our BPF of 112% and the CEO’s assessment of her individual performance, the Board approved a fiscal 2021 GPS award for Ms. Dottori-Attanasio of $3.53 million which was above her target incentive opportunity. The increase in compensation year-over-year is partially attributed to the fact that Ms. Dottori-Attanasio had an increase to her target compensation when her role changed in March 2020 and 2021 was the first full year at the new compensation target. The details are provided in the table below.

 

 

Pay Element

($)

   2021        2020    
     

Salary (Fixed)

     750,000          750,000    
     

Cash

     1,058,400          776,169    
     

PSUs

     1,975,680          1,448,849    
     

Options

     493,920          362,212    
     

Total GPS (Variable)

     3,528,000          2,587,230    
     

TDC

             4,278,000                  3,337,230    

LOGO

 
(1)

Adjusted measures are non-GAAP measures. A quantitative reconciliation of this non-GAAP measure to the most directly comparable financial measure has been incorporated by reference herein and can be found in the “Non-GAAP measures” section starting on page 15 of CIBC’s 2021 Annual Report available on SEDAR at www.sedar.com.

 

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Compensation Discussion and Analysis

 

Backtesting of NEO total compensation versus TSR

The chart below compares CIBC’s cumulative TSR over the five-year period from November 1, 2016 through October 31, 2021, with the cumulative TSR of the S&P/TSX Composite and S&P/TSX Composite Banks indices over the same period. The change in annual NEO total compensation over this same period demonstrates the alignment of CIBC NEO pay with CIBC performance.

 

LOGO

 

 

Cumulative Return(1) (%)        2016              2017              2018              2019              2020              2021      
   

CIBC

 

S&P/TSX Composite Index

    

 

100.00  

 

100.00  

 

 

 

    

 

118.30  

 

111.48  

 

 

 

    

 

123.87  

 

107.68  

 

 

 

    

 

129.06  

 

121.94  

 

 

 

    

 

121.44  

 

119.14  

 

 

 

    

 

191.91  

 

165.33  

 

 

 

   

S&P/TSX Composite Banks Index

     100.00          123.03          121.69          134.17          115.97          180.35    
             

CIBC NEO Total Compensation(2)

     100.00          147.06          109.00          94.82          93.93          117.59    

 

(1)

With dividends reinvested.

 

(2)

The 2016 CIBC NEO total compensation is expressed as $100 compared to total compensation for subsequent years. CIBC NEO total compensation includes salary, cash incentive, grant date value of equity incentive awards, the compensatory portion of the change in the accrued pension obligation in the year, and all other compensation as reported in the “Summary compensation table” on page 86 of this Circular. The 2017 CIBC NEO Total Compensation includes for Mr. Richman a deferred incentive award of US$8.20 (C$10.72) million, received upon the closing of CIBC’s acquisition of PrivateBancorp, Inc. The 2019 CIBC NEO Total Compensation shown includes only the five highest paid NEOs (six NEOs were disclosed in the 2019 proxy circular).

Cost of management ratio (COMR)

The table below summarizes CIBC NEO total compensation as a percentage of reported net income over the past three fiscal years. While the composition of NEOs may change from year to year, the fixed definition of executives included in this group allows for the comparability of compensation amounts between years.

 

 

Year       

NEO Total Compensation(1)(2)

($000s)

  

Reported Net Income(3)

($ millions)

  

NEO Total Compensation as a %

of Reported Net Income(3)

2021    

   36,977    6,446    0.57

2020    

   29,538    3,792    0.78

2019    

   29,817    5,121    0.58

 

(1)

CIBC NEO total compensation includes salary, cash incentive, grant date value of equity incentive awards, the compensatory portion of the change in the accrued pension obligation in the year, and all other compensation as reported in the “Summary compensation table” on page 86 of this Circular.

 

(2)

For fiscal 2019, the NEO Total Compensation includes only the five highest paid NEOs (six NEOs were disclosed in the 2019 proxy circular).

 

(3)

COMR based on NEO total compensation as a percentage of adjusted net income was 0.55% for fiscal 2021, 0.66% for fiscal 2020 and 0.55% for fiscal 2019.

 

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Table of Contents

Compensation Disclosure

Summary compensation table

The table below shows the compensation earned in fiscal 2021, 2020, and 2019 by CIBC’s five NEOs.

 

Name and

Principal Position

   Year           

Salary

($)

  

 

Share-based    

Awards(1)     

($)    

  

Option-based    

Awards(2)     

($)    

  

Non-equity Variable    

Incentive  Awards(3)    

($)    

  

Pension

Value(4)

($)

  

All Other  

Compensation(5)  

($)  

  

Total

  Compensation  

($)

Victor Dodig (6)

   2021              1,000,000        6,838,272            1,709,568            2,136,960            1,066,000        2,250        12,753,050  

CEO

   2020              1,000,000        5,126,400            1,281,600            1,602,000            666,000        2,250        9,678,250  
     2019              1,000,000        4,806,240            1,201,560            1,501,950            505,000        2,250        9,017,000  
                 

Hratch Panossian

   2021              500,000        1,646,400            411,600            882,000            91,000        2,250        3,533,250  

CFO and Enterprise Strategy

   2020              500,000        1,059,420            239,855            513,975            205,000        2,250        2,520,500  
     2019              350,000        474,012            118,503            395,010            39,000        2,250        1,378,775  
                 

Harry Culham

   2021              500,000        4,720,307            1,180,077            2,528,736            210,000        2,250        9,141,370  

Group Head, Capital Markets and Direct Financial Services

   2020              500,000        3,654,518            913,630            1,957,777            214,000        2,250        7,242,175  
     2019              500,000        3,734,640            933,660            2,000,700            150,000        2,250        7,321,250  
                 

Michael Capatides(7)

   2021              941,625        2,921,459            730,365            1,565,067            382,667        506,848        7,048,031  

Group Head, CIBC U.S. Region, President and CEO, CIBC Bank USA

   2020              1,008,225        2,380,753            595,188            1,275,404            400,536        868,182        6,528,288  
     2019              996,975        2,147,664            536,916            1,150,534            325,789        982,712        6,140,590  
                 

Laura Dottori-Attanasio

Group Head, Personal and Business Banking, Canada

   2021        
2020        
    
750,000
750,000
 
 
    
1,975,680    
1,448,849    
 
 
    
493,920    
362,212    
 
 
    
1,058,400    
776,169    
 
 
    
221,000
229,000
 
 
    
2,250
2,250
 
 
    
4,501,250
3,568,480
 
 
     2019              750,000        1,424,430            356,108            763,087            163,000        2,250        3,458,875  

 

(1)

Amounts shown represent the grant date value of PSUs awarded under the PSU Plan for the specified fiscal years. The value of one PSU at grant is the average closing price of one CIBC common share on the TSX for the 10 trading days before December 1st for the specified fiscal years. Mr. Panossian’s share-based award value includes a one-time C$100,000 DSU award granted in 2020. The value of one DSU at grant is the average closing price of one CIBC common share on the TSX for the 10 trading days before December 3rd.

 

(2)

Amounts shown are grant date fair values (compensation values) determined using a Black-Scholes model. For the specified fiscal years, the key model assumptions, accounting fair value (AFV) and variance between the compensation values and AFV are summarized in the tables below.

 

               Measure   

Grants made in

December 2021 for fiscal 2021

  

Grants made in December

2020 for fiscal 2020

  

Grants made in

December 2019 for fiscal 2019

    Methodology    5-year Black-Scholes average    5-year Black-Scholes average    5-year Black-Scholes average
 

Risk-free rate (%)

   1.45    0.80    1.58
 

Dividend yield (%)

   4.60    5.27    5.24
 

Share price volatility (%)

   16.84    17.3    15.1
 

Term (years)

   10    10    10
 

Compensation value ($)

   11.95    11.10    12.73
                   
   

Name

   2021    2020    2019
  

AFV

($9.36 per option)

  

Variance

($)

  

AFV

($6.73 per option)

  

Variance

($)

  

AFV

($2.20 per option)

  

Variance

($)

             
 

Victor Dodig

   1,338,655    370,913    776,965    504,635    207,590    993,970
             
 

Hratch Panossian

      322,298      89,302    145,415      94,440      20,499      98,004
             
 

Harry Culham

      924,044    256,033    553,886    359,744    161,306    772,354
             
 

Michael Capatides

      577,781    152,584    349,953    245,235      92,649    444,267
             
 

Laura Dottori-Attanasio

      386,763    107,157    219,593    142,619      61,525    294,582

 

(3)

Non-equity Variable Incentive Awards consist entirely of the annual performance-based cash incentive. Executives may elect voluntarily to defer all or part of their annual incentive into DSUs. For 2021, 2020, and 2019, Mr. Culham elected to defer 20% of his cash incentive of $2,528,736, 30% of his cash incentive of $1,957,777 and 50% of his cash incentive of $2,000,700, into DSUs. Values will be converted to units based on the average share price in the 10 trading days preceding December 1, 2021.

 

(4)

Amounts shown represent the “compensatory value” of changes in the pension obligation during the specified fiscal years. For Mr. Capatides, the amounts shown also include CIBC’s contributions to his US 401(k) savings plan of $16,667 in fiscal 2021, $12,536 in fiscal 2020 and $14,789 in fiscal 2019 converted to Canadian dollars at the average WM/Reuters exchange rate of US$1.00 = C$1.2555 for fiscal 2021, US$1.00 = C$1.3443 for fiscal 2020 and US$1.00 = C$1.3293 for fiscal 2019.

 

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Table of Contents

Compensation Disclosure

 

(5)

Amounts shown for Mr. Dodig, Mr. Panossian, Mr. Culham and Ms. Dottori-Attanasio represent CIBC’s contributions to their Employee Share Purchase Plan (ESPP) accounts.

 

 

For all NEOs, the amounts shown exclude the value of perquisites as they are less than $50,000 for each NEO. For the CEO, the amounts also exclude the value of any personal use of the CIBC plane by the CEO because he reimburses CIBC for this cost. The amounts shown also exclude dividend equivalent amounts earned on any PSU, Restricted Share Award (RSA) and/or DSU awards granted in prior years as the expected dividend equivalents were factored into the disclosed grant date fair value of the awards, as applicable. The reinvested dividend equivalent amounts for fiscal 2021, 2020 and 2019 are $1,002,647, $936,933 and $887,000 respectively, for Mr. Dodig; $111,355, $70,953 and $65,240 for Mr. Panossian; $1,010,636, $974,696 and $912,932 for Mr. Culham; $363,321, $331,197 and $338,471 in Canadian dollars for Mr. Capatides; and $319,154, $316,545 and $313,937 for Ms. Dottori-Attanasio.

 

 

Amounts shown for Mr. Capatides represent tax equalization payments made on his behalf for Canadian income taxes paid in excess of US income taxes.

 

(6)

Mr. Dodig’s 2021 pension value includes a past service cost of $360,000 as a result of the amendment to the Supplemental Executive Retirement Plan effective November 1, 2020. Specifically, the flat dollar accrual rate for Mr. Dodig was increased from $40,000 per year to $52,000 per year. In addition, the limit on the overall annual pension payable to Mr. Dodig was increased from $1,000,000 to $1,250,000.

 

(7)

Compensation for Mr. Capatides is determined and paid in US dollars. Mr. Capatides’ salary is $750,000 in US dollars for 2019, 2020 and 2021. All compensation figures, except for the Pension Value, have been converted to Canadian dollars at the average WM/Reuters exchange rate of US$1.00 = C$1.2555 for fiscal 2021, US$1.00 = C$1.3443 for fiscal 2020, and US$1.00 = C$1.3293 for fiscal 2019. Mr. Capatides’ Pension Value has been converted to Canadian dollars using the WM/Reuters spot exchange rate on October 31 of US$1.00 = 1.2374 for 2021, US$1.00 = C$1.3321 for 2020 and US$1.00 = C$1.3169 for 2019.

Incentive plan awards – value vested or earned during the financial year

The table below includes information on the value of incentive plan awards vested or earned by each NEO during fiscal 2021.

 

Name   

Value of Option-based
Awards That Vested During  

the Year(1)(2)

($)

 

Value of Share-based
Awards That

Vested and Paid Out During  
the Year
(3)

($)

 

Value of Non-equity
Variable Incentive Awards  
Earned During the Year
(4)

($)

       

Victor Dodig

     3,023           4,979,242               2,136,960          
       

Hratch Panossian

     215       391,880       882,000  
       

Harry Culham

     2,886       4,689,352       2,528,736  
       

Michael Capatides

     1,323       2,092,213       1,565,067  
       

Laura Dottori-Attanasio

     1,078       1,762,054       1,058,400  

 

(1)

Values shown are the difference between the exercise price of the awards and the closing price of CIBC common shares on the TSX on the vesting date. As the NEO may not have exercised the options on the vesting date or subsequently, the amount shown may not reflect an actual amount realized by the NEO.

 

(2)

The value is based on the number of options vested multiplied by the difference between exercise price of the awards and the closing price of CIBC common shares on the TSX on the vesting date. Value of Option-based awards that vested during the year was lower compared to prior years as the difference between vesting price and the market price at the time of the grant for 2016 ESOP was $0.07 ($111.76-$111.69) and for 2017 ESOP was -$9.27 ($110.75-$120.02) respectively.

 

(3)

Values shown relate to the vesting and payment of PSUs in fiscal 2021. With respect to PSUs, the performance factor applied to the PSUs granted in December 2017 for fiscal 2017 to determine the final amount paid out to participants in December 2020 was 100%, based on CIBC’s ROE performance from November 1, 2017 to October 31, 2020.

 

(4)

Values shown are the sum of annual performance-based cash incentives for fiscal 2021 disclosed in the Summary compensation table. Mr. Capatides’ annual cash bonus award was paid in US dollars and has been converted to Canadian dollars at an average WM/Reuters exchange rate for fiscal 2021 of US$1.00 = C$1.2555.

2018 PSU vesting

The vesting percentage for PSUs granted in 2018 that vested in December 2021 was 100% based on the average of the ROE performance factor of 95% and the TSR performance factor of 105%, resulting from a number four ranking in ROE and number three ranking in TSR over the three-year performance period. The vesting percentage calculation details for the specified fiscal year are shown in the table below. See “Deferred incentive award” starting on page 68 for the scale.

 

CIBC PSU Vesting Calculation for 2018 PSU Grants          Vesting        
     

 

2019        

  

 

2020        

  

 

2021        

  

 

Average        

  

 

CIBC Rank        

  

 

Performance        

     

 

ROE

  

 

14.5%        

  

 

10.0%        

  

 

16.1%        

  

 

13.5%        

  

 

4        

  

 

95%        

     100%        
                          
TSR      4.2%            (5.9)%          58%            18.8%            3            105%          

 

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Table of Contents

Compensation Disclosure

 

Incentive plan awards – outstanding option– and share-based awards

The table below shows the specified information for option-based and share-based awards previously awarded to the NEOs that remain outstanding as at October 31, 2021.        

 

                  Option-based Awards(1)    Share-based Awards(2)  
Name    Compensation        
Year        
  

Securities        
Underlying        
Unexercised         
Options
        

(#)        

  

Option        

Exercise        

Price(3)         
($)        

  

Option        
Expiration         

Date        

  

Value of        
Unexercised        

in-the-         

money         

Options        

($)        

  

Value of        
Options        

Exercised(4)(5)(6)        

($)        

   Plan             

Units or Shares        
Not Vested         

(#)        

  

Market or        

Payout Value         

of Share-        
based        

Awards        

Not  Vested(7)        

($)        

  

Market or        

Payout Value        

of Vested        

Share-based        

Awards        

Not Paid Out        

or Distributed        

($)        

 
             

Victor Dodig

   2013              —              90.52            08-Dec-2023              —                —                            
     2014                                    102.33            07-Dec-2024              —                325,757                            
     2015              11,544              97.81            06-Dec-2025              604,444                1,386,481                            
     2016              86,375              111.69            08-Dec-2026              3,323,710                —                DSU                —                —                4,283,916          
     2017              78,271              120.02            13-Dec-2027              2,359,871                —                                                    
     2018              97,701              111.50            02-Dec-2028              3,778,098                —                PSU                52,737                5,939,680                —          
     2019              94,359              109.87            08-Dec-2029              3,802,668                —                PSU                46,335                5,218,633                —          
     2020              115,448              110.79            06-Dec-2030              4,546,342                —                PSU                48,648                5,479,105                —          
             

Hratch Panossian

   2014              2,765              102.33            07-Dec-2024              132,278                —                            
     2015              4,503              97.81            06-Dec-2025              235,777                —                            
     2016              6,136              111.69            08-Dec-2026              236,113                —                            
     2017              6,161              120.02            13-Dec-2027              185,754                —                                         
     2018              9,176              111.50            02-Dec-2028              354,836                —                PSU                4,953                557,819                —          
     2019              9,307              109.87            08-Dec-2029              375,072                —                PSU                4,570                514,684                —          
     2020              21,607              110.79            06-Dec-2030              850,884                                DSU                947                142,234                —          
                                                                                    PSU                9,105                1,025,430                —          
             

Harry Culham

   2014                            102.33            07-Dec-2024              —                2,119,561                                                               
     2015              20,000              97.81            06-Dec-2025              1,047,200                2,392,590                DSU                —                —                2,427,947          
     2016              82,449              111.69            08-Dec-2026              3,172,638                —                DSU                —                —                1,226,766          
     2017              73,715              120.02            13-Dec-2027              2,222,507                —                DSU                —                —                1,789,994          
     2018              81,087              111.50            02-Dec-2028              3,135,634                —                DSU                —                —                1,760,565          
                                                                                        PSU                43,769                4,929,583                —          
     2019              73,321              109.87            08-Dec-2029              2,954,836                —                DSU                —                —                1,448,245          
                                                                                   PSU                36,004                4,055,086                —          
     2020              82,301              110.79            06-Dec-2030              3,241,013                —                DSU                —                —                836,990          
                                                                                    PSU                34,680                3,905,955                —          
             

Michael Capatides

   2014               102.33            07-Dec-2024              —                368,048                                                  
     2015               97.81            06-Dec-2025              —                782,216                                                  
     2016               111.69            08-Dec-2026                              1,170,051                                                         
     2017              16,444              120.02            13-Dec-2027              495,787                371,739                                                                          
     2018              39,413              111.50            02-Dec-2028              1,524,101                —                PSU                21,274                2,396,071                —          
     2019              42,113              109.87            08-Dec-2029              1,697,154                —                PSU                20,680                2,329,081                —          
     2020              51,999              110.79            06-Dec-2030              2,047,721                —                PSU                21,912                2,467,857                —          
             

Laura Dottori-Attanasio

   2015              15,668              97.81            06-Dec-2025              820,376                —                DSU                —                —                469,639          
     2016              30,805              111.69            08-Dec-2026              1,185,376                —                                                             
     2017              27,699              120.02            13-Dec-2027              835,125                —                DSU                —                —                1,345,205          
     2018              30,633              111.50            02-Dec-2028              1,184,578                —                PSU                16,535                1,862,282                —          
     2019              27,966              109.87            08-Dec-2029              1,127,030                —                PSU                13,732                1,546,651                —          
     2020              32,629              110.79            06-Dec-2030              1,284,930                —                PSU                13,749                1,548,532                —          

 

(1)

Options are in respect of CIBC common shares. Options generally vest 50% on the third anniversary and 50% on the fourth anniversary of the grant date.

 

(2)

PSUs vest and are cash-settled at the end of three years and the number of units that vest is determined by CIBC’s ROE and TSR performance relative to CIBC’s compensation peer group.

 

  

The DSUs shown for Mr. Dodig, Mr. Culham and Ms. Dottori-Attanasio reflect annual performance-based incentive awards which have been deferred into DSUs. Such DSUs are fully vested but are not payable until termination of employment, retirement or death. The DSUs shown for Mr. Panossian will vest at the end of five years but are not payable until termination of employment, retirement or death.

 

(3)

The option exercise price is equivalent to the closing market value of CIBC common shares on the trading day immediately preceding the date of grant.

 

(4)

The value of options exercised during fiscal 2021 that were granted in previous years. Amounts are the proceeds received (the difference between the exercise price of the options and the market price of the CIBC common shares on the exercise date) before deductions for taxes and commissions.

 

(5)

Amounts shown for Mr. Dodig relate to sale on December 9, 2020 of 35,204 shares issued upon an exercise of his 2014 ESOP grant and 15,000 shares upon a partial exercise of his 2015 ESOP grant. All proceeds were donated to charity. On June 9, 2021, an additional 25,000 shares were issued upon a partial exercise of his 2015 ESOP grants.

 

(6)

Amounts shown for Mr. Culham relate to sale in March 2021, June 2021 and September 2021 of 61,459 shares upon an exercise of his 2014 ESOP and 61,000 shares upon an exercise of his 2015 ESOP.

 

(7)

Amounts shown are the threshold payout values of 75% of the applicable units.

 

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Table of Contents

Compensation Disclosure

 

Equity ownership of NEOs at October 31, 2021

All CIBC executives (including the NEOs) and Managing Directors are expected to hold a minimum amount of equity in CIBC. Equity ownership includes all shares held in the ESPP or personal investment accounts outside of CIBC, DSUs and PSUs. It does not include the value of any in-the-money option grants. Newly appointed executives and external hires have five years from their appointment date to meet the minimum guideline, while executives promoted to a more senior level have three years to meet the applicable guidelines. Share ownership guidelines extend into retirement for all NEOs and are noted in the table below.

The table below shows NEO equity ownership relative to the minimum guideline for their position. All NEOs currently exceed the guidelines.

 

     

Minimum  

Equity  

Ownership  

Guideline  

(Multiple of  

Salary)  

  

Hold Period  

Following  

Retirement  

Date  

(years)  

  

Ownership(2)  

(Multiple of  

Salary)  

     Equity Ownership(1)  
                                     
                           Total(3)  
                                     
                    Direct Share                
      DSUs      PSUs(2)      Holdings             Units  
Name    ($)      ($)      ($)      ($)      (#)  
   

Victor Dodig

   8.0    2      34.5                4,283,916        22,183,226        8,037,835        34,504,977        229,773  

Hratch Panossian(4)

   5.0    1      7.1                142,234        2,797,244        592,340        3,531,818        23,519  

Harry Culham

   5.0    1      56.8                9,490,508        17,187,500        1,742,991        28,420,999        189,259  

Michael Capatides(5)

   5.0    1      12.4                -        9,590,679        2,042,162        11,632,841        77,464  
   

Laura Dottori-Attanasio

   5.0    1      12.2                1,814,844        6,609,954        720,456        9,145,254        60,899  

 

(1)

Amounts shown have been calculated using CIBC’s share price of $150.17 as at October 29, 2021 (the last trading day in the 2021 fiscal year).

 

(2)

For purposes of determining Equity Ownership, PSUs are valued based on a performance factor of 100%.

 

(3)

Amounts shown represent the aggregate value and number of CIBC common shares, DSUs and PSUs held.

 

(4)

As a newly promoted Senior Executive Vice-President effective November 1, 2019, Mr. Panossian is ahead and has met his share ownership guidelines prior to the end of fiscal 2022.

 

(5)

For Mr. Capatides, his base salary has been converted from US dollars to Canadian dollars at an average WM/Reuters exchange rate for fiscal 2021 of US $1.00 = C$ 1.2555.

Securities authorized for issuance under equity compensation plans

The table below provides information at October 31, 2021 on common shares authorized for issuance under the ESOP and the PrivateBancorp Option Plans, which are the only CIBC equity compensation plans that provide for the issuance of shares from treasury.

 

     A      B      C  
Equity Compensation Plans   

Securities to be Issued
upon

Exercise of Outstanding

Options

(#)

    

Weighted-average

Exercise Price of

Outstanding Options

($)

    

Securities Remaining Available for

Future Issuance under

Equity Compensation Plans

(excluding securities in column A)

(#)

 
   

Approved by security holders

     4,949,564                109.20                8,178,693              
   

Not approved by security holders(1)

     198,363                43.72                Nil              
   

Total

     5,147,927                106.67                8,178,693              

 

(1)

CIBC’s assumption of PrivateBancorp’s equity compensation plans in connection with its acquisition of PrivateBancorp, Inc. in June 2017 did not require approval by security holders under applicable securities legislation and stock exchange rules.

 

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Table of Contents

Compensation Disclosure

 

Options outstanding and available for grant at December 31, 2021

The table below provides additional disclosure on options outstanding and available for grant under the ESOP and the options outstanding under the PrivateBancorp Plans.

 

          A        B      C = A+B
    

 

Options Outstanding

     Options Available for Grant    Total
Plan   (#)    

% of Common  

Shares Outstanding  

   (#)     

% of Common  

Shares Outstanding  

   (#)     

% of Common  

Shares Outstanding  

   

ESOP(1)

    6,045,428       1.34                6,896,038      1.53      12,941,466      2.87
   

PrivateBancorp Plans(2)

    189,306       0.04                Nil      Nil      189,306      0.04
   

Total

    6,234,734       1.38                6,896,038      1.53      13,130,772      2.91

 

(1)

At October 31, 2021, the total number of common shares issuable under options outstanding was 4,949,564, the total number of common shares issuable under options available for grant was 8,178,693 and the total number of common shares outstanding was 450,827,976.

 

(2)

Upon the acquisition of PrivateBancorp, Inc. in June 2017, 1,119,211 CIBC common shares were reserved for issuance to settle outstanding PrivateBancorp option awards. These option awards were granted under the 2007 Long-Term Incentive Compensation Plan (2007 Plan), 2007 Strategic Long-Term Incentive Compensation Plan (Strategic Plan) and the 2011 Amended and Restated Incentive Compensation Plan (2011 Plan) (collectively, the PrivateBancorp Plans) and were converted into options to acquire CIBC shares based on the relative values of the PrivateBancorp, Inc. shares to the CIBC common shares pursuant to the acquisition.

CIBC’s limited use of options is reflected in the ratios shown in the table below, which are well within best practice guidelines.

 

 

Measure

  

 

Year

 

 

ESOP

 

 

PrivateBancorp  
Plans  

   

Dilution(1)

        

  ◾    number of options granted but not exercised/total number of common shares outstanding at the end of the fiscal year

     2021         1.10%         0.04%      
     2020       1.18%       0.09%  
       2019       1.06%       0.10%  
   

Overhang(1)

        

  ◾    (number of options available to be granted + options granted but not exercised)/total number of common shares outstanding at the end of the fiscal year

     2021       2.91%       0.08%  
     2020       3.24%       0.12%  
     2019       3.30%       0.14%  
   

Burn Rate(2)

        

  ◾    total number of options granted in a fiscal year/weighted average number of common shares outstanding for the fiscal year

     2021       0.24%       —      
     2020       0.18%       —      
    

 

2019

 

 

 

   

 

0.20%

 

 

 

   

 

—    

 

 

 

 

(1)

All figures are calculated as a percentage of common shares outstanding on October 31 of the specified fiscal years.

 

(2)

The burn rate is expressed as a percentage calculated by dividing the number of options granted during the fiscal year (e.g., ESOP 1,057,208 for fiscal 2021) by the weighted average number of common shares outstanding for the fiscal year (e.g., 448,952,816 for fiscal 2021).

Restrictions on trading and hedging CIBC Securities

To maintain the intended alignment between individual and shareholder interests, CIBC prohibits directors, officers and employees from using hedging strategies to offset a decrease in market value of CIBC securities. The policy specifically prohibits directly or indirectly:

 

◾  

buying or selling call options, put options or forward derivative contracts with respect to CIBC shares;

 

◾  

buying or selling any other over-the-counter derivative product used to hedge exposure to CIBC shares; and

 

◾  

selling CIBC shares if they do not own or have not fully paid for them (i.e., a short sale).

 

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Compensation Disclosure

 

Deferred incentive compensation plans – key terms and conditions

The following tables summarize key terms and conditions of CIBC’s ESOP, PSU Plan and DSU Plan. The Committee and Board must approve changes to key terms and conditions and any other material amendments to these plans. Certain amendments to the ESOP are subject to shareholder approval. Annually, the Committee reviews an assessment by CIBC’s control functions of plan compliance with regulatory requirements and CIBC’s risk management, governance, control and policy requirements. When plan design changes and awards are recommended, the Committee reviews scenario analysis and backtesting to ensure the plan design objectives are achieved.

ESOP

 

   
Eligibility  

  ◾    Any full-time employee of CIBC (or any of its subsidiaries) as may be designated by the Committee.

   
Term  

  ◾    10 years from the date of grant (subject to a shorter term for changes in employment status or extension due to the application of trading restrictions as described below).

   
Vesting  

  ◾    Outstanding grants vest 50% on each of the third and fourth anniversaries of the grant date.

   
Exercise Price  

  ◾    Set by the Committee, but must not be less than the closing market price of CIBC common shares on the TSX on the trading day immediately preceding the date of grant.

  ◾    CIBC has established an option grant date policy that sets out a process for determining the date of grant for options, which is to be applied consistently to all options granted pursuant to the ESOP, and facilitates CIBC’s compliance with the requirements of the ESOP and the TSX for the grant of options.

  ◾    Where the Committee authorizes a grant of options at a time when CIBC’s internal trading restrictions are in effect or where the price of CIBC common shares otherwise does not reflect all material information known to management, the effective date of the grant is the date on which the trading restrictions have been removed or the third trading day after all material information regarding CIBC has been disclosed, respectively, unless a later date is specified by the Committee.

   

Securities

Reserved for Issue

 

  ◾    The number of common shares which may be issued from treasury cannot exceed 52,634,500.

   

Individual and

Insider Limits

 

  ◾    Pursuant to the ESOP, the maximum number of common shares that may be issued to any one person upon the exercise of options may not exceed 5% of the number of common shares then outstanding; however, this number has been fixed at 1% of the number of CIBC common shares then issued and outstanding by resolution of the Committee.

  ◾    No options shall be granted to any participant if such grant could result in the number of CIBC common shares: (a)issued to insiders in any one year, or (b) issuable to insiders, at any time, in each case, pursuant to the exercise of options issued under the ESOP, or when combined with all other securities-based compensation arrangements, exceeding 10% of the issued and outstanding CIBC common shares.

   
Termination  

  ◾    Resignation or termination of employment with cause: options are forfeited after 30 days.

 

  ◾    Termination of employment without cause: unvested options continue to vest, and vested options remain outstanding and exercisable, for the length of the employee severance period.

 

  ◾    Retirement: options continue to vest and can be exercised subject to the original vesting and expiry dates, provided the participant is 55 years of age or older on retirement.

   

Blackout Period

Extension

 

  ◾    The term of options that are scheduled to expire during, or shortly after, a period in which the option holder is prohibited from exercising the option due to trading restrictions is automatically extended so that they expire 10 business days after any applicable trading restrictions end.

   

Stock Appreciation    

Rights (SARs)

 

  ◾    CIBC may attach a term to options that up to 50% of the options granted can be exercised as SARs (there are currently no outstanding options with SARs attached to them).

   
Assignability  

  ◾    ESOP award recipients are generally not permitted to assign or transfer their options. An option recipient may assign their rights to, or to the benefit of, a spouse, minor child or minor grandchild, or a trust of which any combination of the option recipient and any of the foregoing are beneficiaries, with CIBC’s prior approval.

 

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Compensation Disclosure

 

   

Amendments

  

  ◾    Shareholder approval is required for the following amendments (unless the change results from application of the anti- dilution provisions of the ESOP):

–   increasing the number of common shares that can be issued under the ESOP;

–   reducing the strike (exercise) price of an outstanding option;

–   extending the expiry date of an outstanding option or amending the ESOP to permit the grant of an option with an expiry date of more than 10 years from the grant date;

–   changing the provisions relating to the transferability of options, other than for estate settlement purposes;

–   expanding the categories of individuals eligible to participate in the ESOP;

–   amending the ESOP to provide for other types of compensation through equity issuance;

–   removing or exceeding the insider participation limit contained in the ESOP;

–   amending the ESOP’s amending provisions; or

–   making any amendment to the ESOP for which shareholder approval is required under applicable laws or stock exchange rules.

Beyond these material plan amendments, the Committee may make changes to the ESOP, or the administration thereof, from time to time without shareholder approval (such as administrative changes, of a drafting or clarifying nature or to address regulatory and other developments and setting the terms, conditions and mechanics of grant, including with respect to vesting, exercise and expiry). In setting and amending the terms of CIBC’s stock option plans, the Committee reviews and recommends the terms and conditions of any new plan or any change in the terms and conditions of any existing plan to the Board for approval.

   

Clawback

  

  ◾    Grants are subject to clawback for misconduct(1).

 

(1)

Any individual who engages in misconduct that results in a significant financial loss to CIBC or causes or caused a material restatement of CIBC’s financial statements will be required to repay to CIBC upon demand the total value of any gains arising from options that vested and were exercised within the 12 months preceding the date on which CIBC determined that such significant loss occurred or such material restatement of its financial statements is required due to the individual’s misconduct. In addition, all outstanding options that vested within the previous 12 months will be cancelled.

Misconduct is defined as (i) serious misconduct, (ii) fraud, (iii) a material breach of the terms and conditions of employment, (iv) willful breach of the provisions of CIBC’s Code of Conduct of sufficient gravity to justify the application of this provision, (v) the failure or willful refusal to substantially perform the grantee’s material duties and responsibilities, (vi) the conviction of the grantee for any crime involving fraud, misrepresentation or breach of trust, or (vii) any other circumstances sufficient for a termination of employment for cause.

PSU Plan(1)

 

   
Grants   

  ◾    Grants are typically awarded as a dollar amount.

  ◾    Number of PSUs granted is based on the:

- dollar value of the award; and

- average closing price of CIBC common shares on the TSX for the 10 trading days preceding the fixed date.

   
Dividend Equivalents   

  ◾    Dividend equivalents are reinvested and paid out at the same time, and subject to the same performance conditions, as the underlying PSUs.

   
Performance Conditions   

  ◾    PSUs are subject to satisfaction of performance criteria at time of vesting based on CIBC’s TSR and adjusted ROE performance (or, for PSUs granted prior to fiscal 2020, reported ROE performance) compared with CIBC’s peer group.

   
Performance Period   

  ◾    Three years.

   
Vesting   

  ◾    Vest at the end of the three-year period.

   
Payout   

  ◾    Payouts vary from 75% to 125% of the value of the number of PSUs granted depending on performance against the criteria described above. The performance period spans the three fiscal years that begin on the first day of the fiscal year in which the grants were made.

  ◾    Vested PSUs pay out in cash, with each unit valued based on the average closing price of CIBC common shares on the TSX for the 10 trading days before a fixed date.

   
Clawback   

  ◾    Grants are subject to:

- clawback in the event of misconduct(2); and

- cancellation in certain cases for unexpected losses(3).

DSU Plan(1)

 

Grants   

  ◾    Grants are typically awarded as a dollar amount.

  ◾    Number of DSUs granted is based on the:

- dollar value of the award; and

- average closing price of CIBC common shares on the TSX for the 10 trading days preceding the fixed date.

   
Dividend Equivalents   

  ◾    Dividend equivalents are reinvested and paid out when the underlying DSUs are paid.

   
Deferral   

  ◾    DSUs allow for a longer payout deferral than the typical three-year limit in Canada.

   
Vesting   

  ◾    The Board has discretion to set the vesting period and any vesting conditions, which may include performance-related vesting conditions.

  ◾    When granted as part of a voluntary deferral of the executive’s cash incentive award, awards vest immediately.

   
Payout   

  ◾    Vested DSUs pay out in cash after the termination of employment, retirement or death, subject to Plan termination provisions and income tax requirements.

  ◾    The payout price of each DSU will be the average closing price of CIBC common shares on the TSX over the ten trading days preceding the payment date.

   
Clawback   

  ◾    Grants are subject to clawback for misconduct(2).

 

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Compensation Disclosure

 

(1)

CIBC hedges its financial exposure resulting from changes in the CIBC share unit value through a total return swap arrangement with a third- party financial institution.

 

(2)

Any individual who engages in misconduct that results in a significant financial loss to CIBC or causes or caused a material restatement of CIBC’s financial statements will be required to repay to CIBC upon demand the total value of any incentive payment made within the 12 months preceding the date on which CIBC determined that such significant loss occurred or such material restatement of its financial statements is required due to the individual’s misconduct. In addition, all unvested and any outstanding deferred incentive compensation (PSUs or DSUs) that vested within the previous 12 months will be cancelled. Misconduct for this purpose is defined in note (1) on the previous page.

 

(3)

The performance clawback provisions provide that in the event of an unexpected loss for CIBC, the SBUs or key lines of business that is greater than, or equal to, the aggregate of the last three years of Net Income Before Tax, CIBC has discretion to cancel up to 100% of that year’s vesting PSUs, where CIBC determines a participant’s negligence or certain failures substantially contributed to the loss. The clawback can be applied to all or a group of individuals within the specific business unit where the significant unexpected loss occurred as well as in the associated functional group.

 

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Table of Contents

Compensation Disclosure

 

Deferred incentive compensation plans assumed upon acquisition of PrivateBancorp, Inc. – terms and conditions

In connection with CIBC’s acquisition of PrivateBancorp, Inc., all outstanding options to purchase common stock of PrivateBancorp, Inc. were converted into options to purchase CIBC common shares and all the outstanding restricted stock awards of PrivateBancorp, Inc. were cancelled and replaced with CIBC RSAs, in each case on substantially the same terms and conditions as were applicable under the PrivateBancorp awards (including the same vesting terms).

The table below summarizes key terms and conditions of the 2011 Amended and Restated Incentive Compensation Plan (2011 Plan) assumed by CIBC upon the acquisition of PrivateBancorp, Inc. with outstanding treasury-settled awards. This plan, together with the 2007 Strategic Long-Term Incentive Compensation Plan (Strategic Plan) and 2007 Long-Term Incentive Compensation Plan (2007 Plan) (1) are collectively referred to as the PrivateBancorp Plans.

 

   
2011 Plan   

Outstanding equity awards consist of: 1) vested, exercisable stock options with expiry dates through 2024; 2) vested stock options which cliff vested in 2018 and 2019 with expiry dates through February 19, 2026; and 3) vested restricted stock award units subject to delayed settlement on March 1, 2022.

   
Eligibility   

◾    Outstanding awards were originally granted as PrivateBancorp awards to employees and directors of PrivateBancorp or a subsidiary thereof, and converted and/or cancelled and replaced with CIBC awards in connection with the acquisition of PrivateBancorp, Inc. Except as necessary to facilitate the conversion, exchange or settlement, as the case may be, of PrivateBancorp awards which were outstanding under the plans at the time the plans were assumed by CIBC, no further awards have been or will be granted under the PrivateBancorp Plans.

   
Term   

◾    Stock options under each of the PrivateBancorp Plans generally have a term of 10 years from the date of grant.

   
Vesting   

◾    All equity awards are fully vested with the last vesting occurring in February 2020.

   
Exercise Price   

◾    The exercise price for each share of common stock covered by the non-qualified stock option grant was not less than one hundred percent (100%) of the fair market value of the common stock on the date of grant of such award.

   
Payout   

◾    Restricted stock award units are cash-settled.

◾    For vested restricted stock units, the dividends continue to accumulate and are paid out upon settlement.

   
Securities Reserved for Issue   

◾    The maximum number of CIBC common shares which may be issued from treasury under the 2011 Plan shall not exceed 1,000,000.

   
Termination   

◾    The disposition of the grant of each award in the event of retirement, disability, death or other termination of a participant’s employment shall be as determined by the Committee and set forth in the award agreement.

   
Assignability   

◾    Except as provided below, no award may be sold, transferred, pledged, assigned, or otherwise alienated or hypothecated, except by will or by the laws of descent and distribution. Notwithstanding the foregoing, the Committee may, in its discretion, authorize all or a portion of the stock options granted to a participant to be on terms that permit transfer by such participant to:

(i)   the spouse, children or grandchildren of the participant (“Immediate Family Members”);

(ii)  a trust or trusts for the exclusive benefit of the participant or such Immediate Family Members (or both); or

(iii) a partnership in which the participant or such Immediate Family Members (or both) are the only partners, provided that:

(A)  there may be no consideration for any such transfer;

(B)  the award agreement pursuant to which such stock options are granted expressly provides for transferability in a manner consistent with the PrivateBancorp Plans; and

(C)  subsequent transfers of transferred stock options shall be prohibited except those in accordance with the PrivateBancorp Plans.

   
Amendments   

◾    The Board may at any time and from time to time, alter, amend, suspend or terminate the plan in whole or in part, subject to any requirement of shareholder approval imposed by applicable law, rule or regulation. No termination, amendment, or modification of the plan shall adversely affect in any material way any award previously granted under the plan, without the written consent of the participant holding such award.

   
Clawback(2)   

◾    Awards are subject to recovery or “clawback” under the plan or any of CIBC’s policies applicable to the grantee.

 

(1)

The Strategic Plan and 2007 Plan were also assumed by CIBC upon the acquisition of PrivateBancorp, Inc. However, no awards vested under the Strategic Plan since fiscal 2018 and since the acquisition under the 2007 Plan. There are no longer any outstanding awards under either plan.

 

(2)

Allows for the recoupment of annual and long-term incentive compensation paid to executive officers if the criteria upon which it was based is determined to have been incorrect or incomplete, or where the recipient engaged in illegal, dishonest, fraudulent or intentional misconduct that materially impacted the size of the award. The clawback rights apply during the three-year period following the date that a bonus was made or the date that restrictions on restricted shares lapse.

 

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Compensation Disclosure

 

Retirement Benefits

All NEOs participate in pension plans on the same basis as all other CIBC employees in either Canada or the US, which are subject to limitations defined by the Income Tax Act in Canada, or US tax regulations in the US.

Supplemental DB pension benefits for the NEOs (excluding Mr. Capatides, subject to the discussion below) are provided under a Supplemental Executive Retirement Plan (SERP). For Mr. Culham and Ms. Dottori-Attanasio, who were promoted before January 1, 2016, the SERP provides for a final average earnings pension benefit for each year of pensionable service where earnings include a portion of incentive compensation up to a cap. This means that SERP benefits do not increase commensurate with earnings. For NEOs promoted on or after January 1, 2016, being Mr. Panossian, the SERP provides for a flat dollar pension accrual, which is irrespective of earnings, for service only from SERP appointment.

The SERP provisions that apply to Mr. Dodig were amended effective November 1, 2020. Under the amended provisions, Mr. Dodig is entitled to a fully vested supplemental DB pension determined based on a flat dollar accrual rate of $52,000 per year of pensionable service, increased from $40,000 per year. His supplemental pension is subject to a reduction of 4% for each year that pension commencement precedes age 65 and is payable for his lifetime. Depending on his retirement age, the prior grandfathered provisions may produce a larger pension, in which case the grandfathered provisions will apply. The grandfathered benefits provide for a final average earnings pension with a formula, similar to other Canadian NEOs promoted before January 1, 2016, with the exception that his final average earnings are capped at $2,300,000. His grandfathered pension is reduced by 4% for each year that retirement precedes age 61. Regardless of the formula applied, his overall annual pension is subject to an amended limit of $1,250,000.

Mr. Capatides participates in the Defined Contribution 401(k) plan on the same basis as all other US employees. Mr. Capatides also retains frozen accrued benefits in the DB pension plan covering US employees which was frozen effective January 1, 2021. Mr. Capatides is also eligible for equivalent supplemental benefits on the same basis as the Canadian NEOs, except denoted in US dollars.

Payment of SERP benefits, including for Mr. Capatides, is subject to compliance with certain non- solicitation and non-competition covenants.

Key earnings related to SERP provisions applicable to Mr. Culham, Ms. Dottori-Attanasio and Mr. Capatides are summarized in the table below:

 

   
Pension Formula   

◾  2% of final average earnings per year of pensionable service (maximum of 35 years of service), offset by other CIBC-provided retirement income benefits.

◾  For Mr. Capatides, his supplemental benefit is further offset by a notional monthly annuity representing his 401(k) matching contributions provided by CIBC.

   
Final Average Earnings         

◾  The sum of:

–    the average of the best consecutive five years of salary in the last 10 years before retirement; and

–    the average of the best five years of annual cash bonus awards in the last 10 years before retirement.

◾  Subject to the following limits:

–    $913,500 for Mr. Culham and Ms. Dottori-Attanasio

–    $1,130,365(1) for Mr. Capatides

   
Reduction for Early Retirement   

◾  Pensions are reduced by 4% for each year that retirement age precedes age 61 for Mr. Capatides.

  ◾    For Mr. Culham and Ms. Dottori-Attanasio, pensions are reduced by 4% for each year that retirement age precedes age 61 for pension service accrued to December 31, 2012 and by 4% for each year that retirement precedes age 65 for pension service from January 1, 2013 forward.

   
Government Pension Adjustment   

  ◾    Pensions are reduced from age 65 by the maximum Canada/Québec Pension Plan benefit payable at that time. Mr. Capatides’ pension will be reduced by the maximum primary insurance amount payable from the Social Security Normal Retirement Age.

   
Form of Pension   

  ◾    Pension payments are made for the life of the executive. In the event of death of the executive, 50% of the pension is continued for the life of the executive’s spouse. Other optional forms of payment are made available on an actuarially equivalent basis.

 

(1)

The limit on final average earnings for Mr. Capatides is US$913,500. This amount has been converted to Canadian dollars in the chart above using the October 31, 2021 WM/Reuters spot exchange rate of US$1.00 = C$1.2374.

 

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Compensation Disclosure

 

The key flat dollar SERP provisions applicable to Mr. Panossian are summarized in the table below:

 

   
Pension Formula   

•   A flat dollar accrual rate of $12,500 per year of SERP pensionable service only (maximum of 35 years of service).

   

Reduction for Early

Retirement

  

•   Pensions are reduced by 4% for each year that retirement age precedes age 65.

   
Form of Pension   

•   Pension payments are made for the life of the executive only. Other optional forms of payment are made available on an actuarially equivalent basis.

   
Vesting   

•   Mr. Panossian’s SERP benefits are vested on attainment of age 55 and 5 years of service.

The table below provides additional information related to NEO Defined Benefit pension obligations:

 

Defined Benefit Plans  
     

Number
of Years
of Credited
Service

 

   

Annual Benefits

Payable Vested and Unvested(1)

($)

   

Opening
Present Value of
Defined Benefit
Obligation
(4)

($)

 

   

Compensatory
Change
(5)

($)

 

   

Non-Compensatory
Change
(6)

($)

 

   

Closing Present
Value of Defined
Benefit Obligation
(7)

($)

 

 

Name

 

 

At
October 31, 2021
(2)

 

   

At Age

65(3)

 

 

Victor Dodig

     16.3           898,000           1,250,000           10,492,000           1,066,000           (1,033,000 )          10,525,000      
   

Hratch Panossian

     9.9           128,000           516,000           682,000           91,000           (64,000 )          709,000      
   

Harry Culham

     13.2           135,000           333,000           1,454,000           210,000           (143,000 )          1,521,000      
   

Michael Capatides(8)

     26.0           572,000           572,000           8,585,000           366,000           (259,000 )          8,692,000      
   

Laura Dottori-Attanasio

     12.5           228,000           420,000           2,559,000           221,000           (252,000 )          2,528,000      

 

(1)

These amounts represent the estimated annual pension payable at age 65 for vested and unvested credited service accrued to the date shown, assuming that final average earnings for SERP participants will be at or above the applicable SERP compensation limit. Mr. Dodig’s pension accrued to October 31, 2021 is based on the flat dollar SERP formula. In addition to joining the SERP effective September 1, 2015, Mr. Culham has seven years of service credited under the CIBC Pension Plan that is not recognized under the SERP. Mr. Culham’s pension from the CIBC Pension Plan is equal to the maximum pension permitted to be paid from the CIBC Pension Plan as prescribed by the Income Tax Act, and is included in the amounts above. Mr. Panossian has 2.3 years of service credited under the CIBC Pension Plan which are not recognized under the SERP. For the NEOs except Mr. Panossian and Mr. Dodig, the SERP pension in Canada will be offset by the maximum Canada Pension Plan benefit amount starting at age 65, and for Mr. Capatides, the maximum primary insurance amount under US Social Security starting at the Social Security Normal Retirement Age.

(2)

The amounts shown are fully vested for all NEOs except for Mr. Panossian. Vested annual benefits payable to Mr. Panossian as at October 31, 2021 are $32,000. Mr. Panossian’s benefits vest in accordance with the terms of the SERP.

(3)

Mr. Capatides is eligible to retire with an immediate unreduced pension of $572,000 annually. All other NEOs are eligible to retire with an unreduced pension at age 65. The CIBC Pension Plan benefits for Mr. Culham, Mr. Panossian, and Mr. Dodig were determined using the Income Tax Act limits applicable in 2021.

(4)

These amounts represent the present value of the NEO’s projected pension earned for service up to October 31, 2020. Amounts have been calculated using the same actuarial assumptions used for CIBC’s financial statement disclosure. Key actuarial assumptions include:

  –

an annual discount rate of 2.83% (2.85% for Mr. Capatides);

  –

an annual compensation increase that varies by age and tenure of the executive before taking into account limits on final average earnings;

  –

no allowance for future increases in compensation limits or the different tax treatment of registered pension plans versus supplemental pension benefits; and

  –

assumed retirement dates reflecting CIBC Pension Plan experience.

(5)

These amounts represent the fiscal 2021 annual service cost and, where applicable, the impact on present value of defined benefit obligations of any differences between actual and estimated earnings. The amount for Mr. Dodig also includes $360,000, the impact on the present value of his defined benefit obligations of the amendment to the CEO SERP provisions. Amounts have been calculated using the actuarial assumptions and discount rate of 2.99% (2.56% for Mr. Capatides) consistent with the fiscal 2021 pension expense reported in CIBC’s financial statement disclosure.

(6)

These amounts include interest on the opening present value of the defined benefit obligation, experience gains and losses other than those associated with compensation levels, differences in US/Canada exchange rates during the year and changes in actuarial assumptions.

(7)

These amounts represent the present value of the NEO’s projected pension earned for service up to October 31, 2021. Amounts have been calculated using the same actuarial assumptions used for CIBC’s financial statement disclosure. Key actuarial assumptions include:

  –

an annual discount rate of 3.48% (2.74% for Mr. Capatides);

  –

an annual compensation increase that varies by age and tenure of the executive before taking into account limits on final average earnings;

  –

no allowance for future increases in compensation limits or the different tax treatment of registered pension plans versus supplemental pension benefits; and

  –

assumed retirement dates reflecting CIBC Pension Plan experience.

(8)

Mr. Capatides’ estimated annual pension has been translated to Canadian dollars using the October 31, 2021 WM/Reuters spot exchange rate of US$1.00 = C$1.2374.

Mr. Capatides participates in the US 401(k) savings plan on the same basis as other US employees. Participants may choose to contribute up to 6% of their eligible earnings which will attract a 50% match from CIBC up to a maximum of 3%. Effective January 1, 2021, CIBC’s match was amended to 100% match up to a maximum of 6%. From time to time, CIBC, at its discretion, may also remit additional non-discriminatory contributions to all US employees participating in the 401(k) savings plan. All contributions to the 401(k) savings plan are subject to applicable Internal Revenue Service limits.

 

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Compensation Disclosure

 

The table below provides additional information related to NEO Defined Contribution pension obligations:

 

      Defined Contribution Plans      
       
Name    Accumulated Value at start of year
($)
   Compensatory Change(1)
($)
   Accumulated value at end of year
($)

Michael Capatides(2)

   2,601,890    16,667    3,338,687

 

(1)

The compensatory change consists of the contributions made by CIBC into the member’s 401(k) account during the fiscal year converted to Canadian dollars at the average WM/Reuters exchange rate of US$1.00 = C$1.2555.

 

(2)

The accumulated values have been converted to Canadian dollars using the WM/Reuters spot exchange rate on October 31 of US$1.00 = C$1.2374 for 2021 and US$1.00 = C$1.3321 for 2020.

Change of Control contracts

CIBC adopted a Change of Control Policy in 2001. This policy, which covers certain senior executive officer roles, including all the NEOs and EXCO members, recognizes the importance to CIBC and our shareholders of neutralizing potential conflicts of interest and stabilizing key management roles in connection with potential or actual change of control activity. The underlying premise of the policy is that, under a change of control, no additional benefits would be conferred on an officer than would be otherwise provided under a standard severance arrangement, recognizing there are some distinct features to the Change of Control Policy related to the unique circumstances being addressed. The provisions of the policy are reviewed by the Committee on a regular basis for consistency with current best practice and to confirm that the list of officers to which the policy applies is appropriate. The key terms of the policy are the following:

 

   
Eligibility   

◾  Certain senior officers of CIBC, including each of the NEOs.

   
Coverage Period   

◾  24 months following the date of the change of control.

   

Trigger Events

(i.e., “Double Trigger”)

  

◾  The policy includes a “Double Trigger” where severance payouts, accelerated vesting of deferred incentive compensation and accrued pension occur only if both:

(1)  a change of control event occurs; and

(2)  the officer’s employment is terminated without cause or the officer resigns during the coverage period for one of the reasons listed below, as specified in the policy:

–    a material reduction in the officer’s total compensation opportunities, job responsibilities, duties or reporting relationship;

–    a material reduction in the officer’s title, unless the change is a result of a different titling structure or is to a title of essentially the same rank;

–    a change in the officer’s work location that requires the officer to devote more than 50% of his/her working time over a period of three months at a location that is more than 50 miles/80 kilometers from his/her normal work location before the change of control event; or

–    any other change in the officer’s employment constituting constructive dismissal under applicable law.

   
Severance Benefits   

◾  Upon the “Double Trigger”, the greater of:

 

(1)  two times the sum of annual salary plus the greater of the average annual cash incentive for the three immediately preceding fiscal years, and the average target cash incentive for the three immediately preceding fiscal years(1); and

(2)  the amount the officer may be entitled to under any employment contract (as disclosed in footnote (3) to the Termination and change of control benefits table on page 98) or applicable law.

   
Vesting of Deferred Incentive Compensation and Pension   

◾  Upon the “Double Trigger”, all deferred incentive compensation awards and any unvested accrued pension vest. For PSUs, the number of units vesting is determined by applying the relevant performance criterion for the period from the grant date to the termination date.

   
Pension Benefits   

◾  Upon the “Double Trigger”, and only for participants who were SERP members prior to May 27, 2015, pension is paid in accordance with the standard terms of the SERP but with two years of service added to credited service (subject to an overall cap of 35 years of service). For participants who became members of the SERP on or after May 27, 2015, additional service credits will only be provided when the participant qualifies under CIBC’s executive severance guidelines to have severance paid in the form of salary continuance.

 

(1)

In addition, a cash amount of 10% of salary is paid in lieu of continued participation in CIBC’s pension, health and welfare benefits plans that would otherwise be payable during the severance period.

 

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Compensation Disclosure

 

Termination and change of control benefits

The table below summarizes estimated incremental payments, payables and benefits which each NEO would be contractually entitled to in the event of a termination without cause or change of control where the executive is terminated without cause or resigns during the coverage period for reasons specified in the Change of Control Policy. Amounts do not include any potential greater common law entitlements.

 

Name                    Compensation Element  

Estimated Incremental Payment

at October 31, 2021(1)

 
 

Termination Without Cause(2)

($)

   

Change of Control(3)

($)

 

Victor Dodig

  Cash     0       5,493,940  
    Deferred Compensation Incremental Value     0       0  
    Benefits     0       200,000  
     

 

 

   

 

 

 
    Total Incremental Payment     0       5,693,940  
    Annual Pension Increment     0       104,000 (4) 
   

Hratch Panossian

  Cash     2,231,990       2,193,990  
    Deferred Compensation Incremental Value     0       0  
    Benefits     100,000       100,000  
     

 

 

   

 

 

 
    Total Incremental Payment     2,331,990       2,293,990  
    Annual Pension Increment     0       121,000 (4) 
   

Harry Culham

  Cash     2,662,405       5,324,809  
    Deferred Compensation Incremental Value     0       0  
    Benefits     50,000       100,000  
     

 

 

   

 

 

 
    Total Incremental Payment     2,712,405       5,424,809  
    Annual Pension Increment     0       0 (4) 
   

Michael Capatides

  Cash     0       4,381,087  
    Deferred Compensation Incremental Value     0       0  
    Benefits     0       185,610  
     

 

 

   

 

 

 
    Total Incremental Payment     0       4,566,697  
    Annual Pension Increment     0       46,000 (4) 
   

Laura Dottori-Attanasio

  Cash     3,231,771       3,231,771  
    Deferred Compensation Incremental Value     0       0  
    Benefits     0       150,000  
     

 

 

   

 

 

 
    Total Incremental Payment     3,231,771       3,381,771  
    Annual Pension Increment     0       37,000 (4) 

 

(1)

No incremental amounts are payable upon retirement, resignation (other than for reasons specified in the Change of Control Policy) or termination with cause. In addition, no incremental amount would be received in respect of accelerated vesting of option- or share-based awards, if any, on the assumption that the discount rate applied to calculate the net present value of the accelerated entitlements is not greater than the rate at which the CIBC common shares would otherwise be expected to appreciate over the period of acceleration. For information regarding outstanding option- and share-based awards as at October 31, 2021, see “Incentive plan awards – outstanding option- and share-based awards” on page 88.

The Cash, Benefits and Annual Pension amounts for Mr. Capatides have been converted to Canadian dollars at the October 31, 2021 WM/Reuters spot exchange rate of US$1.00 = C$1.2374.

 

(2)

Amounts shown as Cash for Mr. Panossian, Mr. Culham and Ms. Dottori-Attanasio represent entitlements to cash payments in lieu of notice. For Mr. Panossian, the cash payment is equal to two times the sum of base salary, average annual cash bonus for the prior three years and annual car allowance. For Mr. Culham, the cash payment is equal to the sum of annual salary and average annual cash bonus for the prior three years. For Ms. Dottori-Attanasio, the cash payment is equal to two times the sum of base salary and average cash bonus for the prior three years. The amounts shown as Benefits are in lieu of continued participation in CIBC’s pension, health and welfare benefit plans, equal to a cash payment of one-twelfth of 10% of the annual salary, multiplied by the length of severance payment period for Mr. Panossian, and equal to a cash payment of 10% of the annual salary for Mr. Culham.

For all NEOs, unvested PSU awards would continue to be eligible to vest and pay out over the normal schedule. Options would continue to be eligible to meet time-based vesting conditions over the severance period and expire at the end of the severance period.

 

(3)

Amounts shown as Cash for all NEOs represent severance benefits upon a “double trigger” event. For information on the cash payments, see “Change of Control contracts” on page 97 of the Circular.

Amounts shown as Benefits are cash payments in lieu of continued participation in CIBC’s pension, health and welfare benefit plans. Each NEO would receive a cash payment equal to 10% of the amount representing salary in the Change of Control severance payment.

 

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Compensation Disclosure

 

(4)

Annual Pension Increment amounts for Mr. Dodig, Mr. Capatides, Ms. Dottori-Attanasio and Mr. Panossian are the incremental annual lifetime pension amounts payable from their unreduced early retirement age (immediately for Mr. Capatides, and age 65 for all other NEOs) as a result of being entitled to two years of additional credited service and any remaining vesting requirements being waived. Unlike the other NEOs, Mr. Panossian is not vested at October 31, 2021 and therefore his Annual Pension Increment amount consists of the value of waiving the vesting requirements and receiving two years of additional credited service.

The present values at October 31, 2021 of the Annual Pension Increment amounts are $1,280,000 for Mr. Dodig, $791,000 for Mr. Capatides, $430,000 for Ms. Dottori-Attanasio and $837,000 for Mr. Panossian. The actuarial assumptions used to determine the present values are consistent with the assumptions used for the October 31, 2021 year-end pension plan liabilities which are disclosed in CIBC’s financial statements, with the exception that the assumed retirement age is based on the first date of retirement eligibility. Payment of the Annual Pension amounts is subject to the NEO’s acceptance of certain non-solicitation and non-competition covenants. Annual Pension Increment amount is $0 for Mr. Culham as he joined the SERP after May 27, 2015, the date the Change of Control Policy was amended to eliminate the provision of additional pension service credit upon Change of Control.

Additional disclosure under the FSB and Basel Committee on Banking Supervision

The following table provides disclosure under Standard 15 of the FSB Principles for Sound Compensation Practices and their Implementation Standards and Pillar III of the Basel Committee.

For purposes of these tables, CIBC includes in the FSB terms “senior executive officers” and “employees whose actions have a material impact on the risk exposure of the firm”, the NEOs and those employees who CIBC has determined are “material risk takers” based upon an assessment of each role’s ability to have a material impact on the risk exposure to CIBC.

Amounts denominated in foreign currencies have been converted to Canadian dollars at exchange rates used in the annual compensation process. Other issuers that make disclosure of this type may include different officers and employees in these categories, so the amounts disclosed by CIBC may not be comparable to the amounts disclosed by other issuers.

 

 

Amounts and form of remuneration awarded(1)

 

 
     
      2021      2020  
         
(All figures in $)    NEOs     Other Material Risk Takers      NEOs     Other Material Risk Takers  

Fixed salary

     3,700,000       38,200,000                        3,800,000       37,500,000                  
   

Variable compensation

           
   

– Cash

     8,200,000       87,200,000                        6,100,000       75,700,000                  
   

– Equity

     22,700,000       83,600,000                        16,900,000       66,200,000                  
   

– Share-linked

     22,700,000       83,600,000                        16,900,000       66,200,000                  
   

– Other

     —       —                        —       —                  
   

Total variable compensation

     30,900,000       170,800,000                        23,000,000       141,900,000                  
   

Total remuneration

     34,600,000       209,000,000                        26,800,000       179,400,000                  
   

Number of beneficiaries

     5       111                        5       110                  
 
Deferred compensation awarded and paid out(2)  
   

Awarded for the fiscal year

     22,700,000       83,600,000                        16,900,000       66,200,000                  

Payouts during the fiscal year(3)

     22,800,000       75,700,000                        16,700,000       70,400,000                  
 
Outstanding deferred compensation(4)  
   

Vested

     29,100,000       31,800,000                        9,600,000       13,000,000                  
   

Unvested

     93,700,000       322,500,000                        37,300,000       178,300,000                  
   

Total

     122,800,000       354,300,000                        46,900,000       191,300,000                  
 
Implicit and explicit reductions(5)  
   

Outstanding

     37,700,000       197,600,000                        17,300,000       131,400,000                  
   

Reductions

           
   

– Implicit

     —       —                        5,100,000       13,200,000                  

– Explicit

     —       —                        —       —                  

 

(1)

Awards may have been granted and received during or after the fiscal year, but are in respect of the specified fiscal year.

 

(2)

Amounts of deferred compensation awarded for, and paid out during, the specified fiscal years under current deferred compensation plans. Payouts include realized option gains (i.e., the difference between the market value and exercise price).

 

(3)

Included in fiscal 2021 are amounts paid in December 2020 relating to fiscal 2019 and previous years and included in fiscal 2020 are amounts paid in December 2019.

 

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Compensation Disclosure

 

(4)

All forms of deferred compensation that remain outstanding and which had not expired at the end of the specified fiscal years. Deferral periods are specified within the terms of the relevant plan and, for DSUs, extend until termination, retirement or death.

 

(5)

Implicit and explicit reductions related to outstanding remuneration at the end of the specified fiscal years that was awarded in the prior fiscal year (e.g., 2021 amounts related to remuneration awarded in 2020). Implicit reductions result from decreases in the value of CIBC common shares or share units while explicit reductions result from the application of misconduct or performance clawbacks.

Other compensation paid

There were no guaranteed incentive compensation awards granted in fiscal 2021 for NEOs and other material risk takers (nil in fiscal 2020). There were no cash sign-on awards(1) granted in fiscal 2021 for NEOs and other material risk takers (nil for NEO and $730,000 for two material risk takers in fiscal 2020). Severance amounts(2) were negotiated and settled in fiscal 2021 for one material risk taker. To preserve employee confidentiality, information regarding the severance amount for such individual has been provided to the Office of the Superintendent of Financial Institutions (OSFI) on a confidential basis (severance amounts(2) negotiated and settled in fiscal 2020 for eight material risk takers were $15,603,000). Payouts in fiscal 2020 amounted to $7,435,000. No severance was negotiated and settled with respect to NEOs in fiscal 2021 or 2020.

 

(1)

Payouts in connection with the cash sign-on awards granted in the specified fiscal years to new hires may have been made in whole or in part in the specified fiscal year or in a subsequent fiscal year. Deferred sign-on awards are included in the “Outstanding deferred compensation” section of the table on the previous page.

 

(2)

“Severance amounts” reflect the aggregate total amount payable by CIBC in connection with severance arrangements negotiated and settled (i.e., agreed to) in the applicable fiscal year, whether or not such amounts are payable during such fiscal year. “Payouts” reflect the aggregate severance amounts actually paid out by CIBC in the applicable fiscal year. The single highest amount of severance that CIBC negotiated and settled in fiscal 2020 was $4,960,000.

Non-GAAP measures

We use a number of financial measures to assess the performance of our business lines as described below. Some measures are calculated in accordance with GAAP (IFRS), while other measures do not have a standardized meaning under GAAP, and accordingly, these measures may not be comparable to similar measures used by other companies. Investors may find these non-GAAP measures, which include non-GAAP financial measures as defined in National Instrument 52-112 “Non-GAAP and Other Financial Measures Disclosure”, useful in understanding how management views underlying business performance. For further details on non-GAAP measures, see the “Non-GAAP measures” section starting on page 15 of our 2021 Annual Report, available on www.sedar.com.

Adjusted measures

Management assesses results on a reported and adjusted basis and considers both as useful measures of performance. Adjusted measures, which include adjusted net income attributable to common shareholders, adjusted pre-provision, pre-tax earnings and adjusted net income, remove items of note from reported results to calculate our adjusted results. Items of note include the amortization of intangible assets, and certain items of significance that arise from time to time which management believes are not reflective of underlying business performance. We believe that adjusted measures provide the reader with a better understanding of how management assesses underlying business performance and facilitates a more informed analysis of trends. While we believe that adjusted measures may facilitate comparisons between our results and those of some of our Canadian peer banks, which make similar adjustments in their public disclosure, it should be noted that there is no standardized meaning for adjusted measures under GAAP.

 

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Compensation Disclosure

 

The following table provides a reconciliation of GAAP (reported) net income attributable to common shareholders to non-GAAP (adjusted) net income attributable to common shareholders, on a consolidated basis.

 

    $ millions, for the year ended October 31    2021     2020  

Net income attributable to common shareholders

   $ 6,271         $ 3,668  

Impact of items of note(1)

                

Non-interest expenses

                

Amortization of acquisition-related intangible assets

   $ (79 )        $ (105 ) 

Transaction and integration-related costs(2)

     (12 )      -  

Charge related to the consolidation of our real estate portfolio

     (109 )      (114 ) 

Gain as a result of plan amendments related to pension and other post-employment plans

     -       79  

Restructuring charge(3)

     -       (339 ) 

Goodwill impairment(4)

     -       (248 ) 

Increase in legal provisions

     (125 )      (70 ) 

Impact of items of note on non-interest expenses

     (325 )      (797 ) 

Total pre-tax impact of items of note on net income

     325       797  

Amortization of acquisition-related intangible assets

     19       25  

Transaction and integration-related costs(2)

     3       -  

Charge related to the consolidation of our real estate portfolio

     29       30  

Gain as a result of plan amendments related to pension and other post-employment plans

     -       (21 ) 

Restructuring charge(3)

     -       89  

Increase in legal provisions

     33       19  

Impact of items of note on income taxes

     84       142  

Total after-tax impact of items of note on net income

     241       655  

Adjusted net income attributable to common shareholders(5)

   $     6,512         $     4,323  

 

(1)

Items of note are removed from reported results to calculate adjusted results.

(2)

Transaction and integration costs, shown as an item of note starting in the fourth quarter of 2021, are comprised of direct and incremental costs incurred as part of planning for and executing the integration of the Canadian Costco credit card portfolio, including enabling cross-sell opportunities, the upgrade and conversion of systems and processes, project management and communication costs.

(3)

Restructuring charge associated with ongoing efforts to transform our cost structure and simplify our bank. This charge consists primarily of employee severance and related costs and was recognized in Corporate and Other.

(4)

Goodwill impairment charge related to our controlling interest in CIBC FirstCaribbean recognized in Corporate and Other with $28 million recognized in the second quarter of 2020 and $220 million recognized in the fourth quarter of 2020.

(5)

Non-GAAP measure.

The following table provides a reconciliation of GAAP (reported) net income to non-GAAP (adjusted) pre-provision, pre-tax earnings on a consolidated basis.

 

    $ millions, for the year ended October 31    2021     2020  

Net income

   $ 6,446         $ 3,792  

Add: provision for credit losses

     158       2,489  

Add: income taxes

     1,876       1,098  

Pre-provision, pre-tax earnings(1)

     8,480       7,379  

Impact of items of note(2)

                

Amortization of acquisition-related intangible assets

   $ (79 )        $ (105 ) 

Transaction and integration-related costs(3)

     (12 )      -  

Charge related to the consolidation of our real estate portfolio

     (109 )      (114 ) 

Gain as a result of plan amendments related to pension and other post-employment plans

     -       79  

Restructuring charge(4)

     -       (339 ) 

Goodwill impairment(5)

     -       (248 ) 

Increase in legal provisions

     (125 )      (70 ) 

Impact of items of note on non-interest expenses

     (325 )      (797 ) 

Adjusted pre-provision, pre-tax earnings(1)

   $     8,805         $     8,176  

 

(1)

Non-GAAP measure.

(2)

Items of note are removed from reported results to calculate adjusted results.

(3)

Transaction and integration costs, shown as an item of note starting in the fourth quarter of 2021, are comprised of direct and incremental costs incurred as part of planning for and executing the integration of the Canadian Costco credit card portfolio, including enabling cross-sell opportunities, the upgrade and conversion of systems and processes, project management and communication costs.

(4)

Restructuring charge associated with ongoing efforts to transform our cost structure and simplify our bank. This charge consists primarily of employee severance and related costs and was recognized in Corporate and Other.

(5)

Goodwill impairment charge related to our controlling interest in CIBC FirstCaribbean recognized in Corporate and Other with $28 million recognized in the second quarter of 2020 and $220 million recognized in the fourth quarter of 2020.

 

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Compensation Disclosure

 

The following table provides a reconciliation of GAAP (reported) net income to non-GAAP (adjusted) net income, for the U.S. Commercial Banking and Wealth Management SBU.

 

    $ millions of Canadian dollars (unless otherwise stated), for the twelve months ended   

U.S. Commercial Banking

and Wealth Management

 

2021

   Reported net income            $ 926  

Oct. 31

   Impact of items of note(1)                                        
  

Non-interest expenses

        Amortization of acquisition-related intangible assets

           $ (68)  
   Impact of items of note on non-interest expenses              (68)  
           Amortization of acquisition-related intangible assets              18  
   Impact of items of note on non-interest expenses              18  
     Total after-tax impact of items of note on net income              50  
   Adjusted net income(2)      $ 976  
             USD equivalent              779  

2020

   Reported net income            $ 375  

Oct. 31(3)

   Impact of items of note(1)                 
  

Non-interest expenses

        Amortization of acquisition-related intangible assets

           $ (83)  
   Impact of items of note on non-interest expenses              (83)  
           Amortization of acquisition-related intangible assets              22  
   Impact of items of note on non-interest expenses              22  
     Total after-tax impact of items of note on net income              61  
   Adjusted net income(2)      $   436  
             USD equivalent              327  

 

(1)

Items of note are removed from reported results to calculate adjusted results.

(2)

Non-GAAP measure.

(3)

Certain prior period information has been revised. See the “External reporting changes” section of our 2021 Annual Report for additional details.

 

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Shareholder Proposals

Shareholders will be asked to vote on three shareholder proposals from MÉDAC, 82 Sherbrooke Street West, Montréal, Québec H2X 1X3, telephone: 514 286-1155, email: admin@medac.qc.ca; and one shareholder proposal from Vancity, 700 815 West Hastings Street, Vancouver, BC V6C 1B4, telephone: 604 871-5355, email: vcim.esg@vancity.com. Proposals and supporting arguments, and the Board’s responses, are set out below.

 

1. MÉDAC - Benefit Corporation

Becoming a “benefit” corporation: It is proposed that the Bank explore the possibility of becoming a benefit corporation and report to shareholders at the next annual meeting.

Argument

Since 2002, banks have been held accountable for their contribution to society, not only in terms of economic performance, but also in terms of social and environmental performance. Twenty years on, banks must take their commitment a step further, to ensure inclusive, environmental and sustainable prosperity by exploring the possibility of becoming a benefit corporation, following the example of the Business Development Bank of Canada (BDC), by adjusting their internal regulations. “Introduced in the State of Maryland in 2010, and now adopted in 36 U.S. states,”1 in British Columbia2 and provided for in Bill 797,3 benefit corporations include the following features:4

1.

The purpose of the Company shall include [...] the creation of a positive impact on society and the environment, taken as a whole, from the business and operations of the Company [...]

2.

The Directors shall, when deciding what is in the best interests of the corporation, consider the short-term and the long-term interests of the corporation and the interests of the corporation’s shareholders, employees, suppliers, creditors and consumers, as well as the government, the environment, [stakeholders], and the community and society in which the corporation operates [...].

3.

In discharging his or her duties, and in determining what is in the best interests of the corporation, each director shall consider all of the Stakeholders [...] but shall not be required to regard the interests of any particular Stakeholder as determinative. [... 4…5.]

Professor Henry Mintzberg (McGill) says that “successful corporate social responsibility initiatives will never match or remedy the effects of corporate social irresponsibility.”5 Becoming a benefit corporation will allow the Bank to enshrine its commitment to operating in the general public interest in its articles of incorporation and to be accountable for the impact of its actions on all of its stakeholders.

1 

OSLER, HOSKIN & HARCOURT, “B.C.’s new legislation on benefit companies”, Osler, Hoskin & Harcourt LLP (June 17, 2020) https://www.osler.com/en/resources/regulations/2020/b-c-s-new-legislation-on-benefit-companies

2 

“Bill M 209 – 2019: Business Corporations Amendment Act (No. 2), 2019” (May 15, 2019) https://www.bclaws.gov.bc.ca/civix/document/id/bills/billsprevious/4th41st:m209-3

3 

“Bill 797, An Act to amend the Business Corporations Act to include benefit corporations - National Assembly of Québec” http://assnat.qc.ca/en/travaux-parlementaires/projets-loi/projet-loi-797-42-1.htm l

4 

“Canada - Corporation - No | Certified B Corporation” https://bcorporation.net/canada-corporation-no

5 

Craig RYAN, “The future is here: How B Corps are transforming corporate social responsibility” BDC.ca (September 13, 2020) https://www.bdc.ca/en/articles-tools/blog/future-is-here-how-b-corps-transforming-corporate-social-responsibility

 

The Board recommends that you vote against this proposal.

CIBC is a Schedule I bank under the Bank Act (Canada) and the Bank Act is our charter. The benefit corporation model contemplates including a benefit provision in a company’s articles to set out its commitment to conduct business in a responsible and sustainable manner. This model is not part of the Bank Act. However, we believe our governance processes foster conducting our business in a responsible and sustainable manner that promotes the interests of our various stakeholders. The Board has delegated to the Corporate Governance Committee responsibility to oversee CIBC’s stakeholder engagement framework and how CIBC conducts its business in an ethical, socially responsible and environmentally conscious manner. We also provide annual reporting through our Sustainability Report on commitments and achievements that create a positive impact on society and environments, as well as our Board’s engagement with stakeholders.

At CIBC, that commitment is at the heart of our purpose: to help make your ambition a reality. Guided by this purpose, we are using our resources to create positive change for our team, our clients, our communities and our planet, contributing to a more secure, equitable and sustainable future.

Our commitment is demonstrated through responsible business practices embedded across CIBC, our net-zero ambition to support the transition to a low carbon economy, and programs that foster an inclusive and healthy society, and integrate best-in-class governance practices.

 

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In 2021, building on CIBC’s strong history of taking action on ESG priorities, we launched a refocused ESG strategy to enable a more secure, equitable and sustainable future for all our stakeholders. Our strategy focuses on accelerating climate action to address climate change, supporting the transition to a low carbon economy, creating access to opportunities to help build equitable and resilient communities and building integrity and trust by safeguarding data, ensuring we act responsibly, promoting accountability, and enhancing the client experience. We also announced the launch of the CIBC Foundation, which will serve to advance social and economic equity by creating greater access to opportunities for underserved communities in Canada.

These practices are informed through year-round engagement with our diverse stakeholders so that our ESG initiatives focus on the right issues in an ever-changing world, and we regularly report on progress through our ESG disclosures.

 

2. MÉDAC - Advisory vote on environmental policy

Advisory vote on environmental policy: It is proposed that the Bank establish an annual advisory vote policy with respect to its environmental and climate change action plan and objectives.

Argument

At the 2018 annual meetings of the shareholders of banks, we presented the banks with a shareholder proposal, urging them to annually publish a short report that would allow their shareholders to assess their climate risk exposure and their contribution to the transition to a low-carbon economy. Your sustainable development and social responsibility reports are a testament to the actions taken or planned to activate a clean economy in Canada over the next few years.

A December 2020 report by the Rainforest Action Network1 led us to question whether the proposed targets and action plans are appropriate. According to the report, RBC, TD and Scotia were among the top ten companies in the world for fossil fuel financing, providing more than $89 billion to oil companies in 2019. BMO and CIBC ranked 16th and 21st, with a total of nearly $42 billion.

The steady commitment in recent years to fund fossil fuel activities is far from the kinds of behaviour that are desirable to address the alarming findings presented in the draft report published in June 2021 by the Intergovernmental Panel on Climate Change (IPCC). Much more alarming than the final report published in 2014, this draft estimates that, whatever the rate at which greenhouse gas emissions are reduced, the devastating impacts of global warming on nature and humanity, which depends on it, will accelerate and become painfully palpable well before 2050:2 “[TRANSLATION] Life on Earth can recover from major climate change by moving towards new species and creating new ecosystems. Humanity cannot,” note the experts.

Add to this data the concerns expressed by the Governor of the Bank of Canada, Tiff Macklem, who, in a November 2020 panel discussion, said Canada needs to pick up pace on tackling climate change to avoid the economic impacts it could have on households and businesses. He called on financial institutions to better gauge the risks they face in this area.3

For all these reasons, it is proposed that the Bank agree to adopt an advisory vote policy with respect to its environmental and climate change action plan and objectives to check whether they meet shareholder and stakeholder expectations.

 

1 

https://www.bankingonclimatechaos.org/bankingonclimatechange2020/

2 

https://www.lesechos.fr/monde/enjeux-internationaux/rapport-du-giec-sur-le-climat-une-fuite-qui-change-la-donne-avant-la-cop-26-1326324

3 

https://www.finance-investissement.com/nouvelles/economie-et-recherche/changements-climatiques-la-banque-du-canada-veut-presser-le-pas/

 

 

The Board recommends that you vote against this proposal.

At CIBC, our ESG strategy, including activities within our Climate Transition Plan, is inextricably tied to our overall corporate strategy, to how we engage with our clients in line with our purpose, and to how all of the moving parts across our bank work in tandem. We view the duty to ensure this alignment and cohesion as being within the province of management, and we see the oversight of the same as being within the province of the Board of Directors. As a result, CIBC does not currently support an annual advisory vote with respect to its environmental and climate change plan.

CIBC has a strong commitment to climate action, as demonstrated by the August 2021 announcement of our Climate Transition Plan which included a net-zero ambition by 2050 for operational and financing activities. Our Climate Transition Plan has four major themes, including leading our clients, refining our operations, encouraging consumer behaviour, and sharing our progress.

On the theme of leading our clients, we have taken significant action in 2021 to support the low carbon transition, including:

◾    doubling our commitment to mobilize sustainable finance to $300 billion by 2030;

◾    forming a global Energy, Infrastructure and Transition group within CIBC Capital Markets to meet evolving client needs;

 

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◾

launching Project Carbon, a voluntary carbon offset marketplace to drive price transparency and bring efficiency, liquidity and global standards to the carbon offset ecosystem;

◾

joining the Center for Climate-Aligned Finance focused on helping corporate clients identify practical solutions to achieve climate goals through partnerships; and

◾

announcing a new $100 million commitment in Limited Partnership (LP) investments dedicated to climate tech and energy transition funds.

As we move forward, we are focused on accelerating climate action by reducing emissions in our own operations and financing activities, and supporting clients in their transition journeys through financing, advisory services, and investments in innovation. For example, we continue to refine our own operations, and by the end of 2024, we expect to achieve carbon neutrality and purchase 100% of electricity from renewable sources. During fiscal 2022, we plan to start disclosing interim 2030 financed emissions targets for key sectors and report on progress beginning in 2023.

Also important as a theme within our Climate Transition Plan is the work underway to encourage consumer behaviour in a way that supports the transition to a low carbon economy. In early 2022, we launched our new Climate Centre which is providing education, resources and advice to help clients meet their climate ambition goals.

We are proud that CIBC’s progress in environmental performance and reporting was recognized by our score of A- from the CDP (formerly the Carbon Disclosure Project). This score places CIBC among the highest ranking Canadian financial institutions and the top-tier of global banks.

With the ongoing development and execution of our Climate Transition Plan, we remain committed to robust disclosure and will continue to engage with our stakeholders, including shareholders, to drive meaningful action on climate change and build on work underway.

 

3. MÉDAC - French as an official language

French as an official language: It is proposed that the official status of French be formally recognized, in writing, in the Bank’s letters, which will impact the working language in Québec, the language used at the annual meetings of shareholders and the language of the Bank’s public communications.

Argument

The bank is headquartered in Canada, a country where French is an official language.

The language of a people is most essential and fundamental to its identity. It is an existential attribute. The diversity of the world cannot boil down to issues relating strictly to the biological nature of individuals or the arbitration of individual privileges.

The diversity of the world is first and foremost a collective issue based essentially on the culture of peoples.

Through their territorial State and public institutions, starting with the national assembly, constitution and charters, the people of Québec protect linguistic diversity in the world by rigorously protecting the collective and public nature of their language. The spirit of the law is clear;1 so is the spirit of the federal2 and Québec3 legislative reforms.

Respecting and promoting global diversity is a corporate social responsibility matter.

Doing so is in the interest of all stakeholders, starting with the community as a whole, regardless of background.

Sustainable development and long-term performance cannot be conceived otherwise.

The company has a duty to act in strict compliance with these sacred principles.

Moreover, it is entirely possible to do business anywhere in the world with headquarters operating in the language of the State where they are located.4

1 

La Charte de la langue française : une entrave […] http://hdl.handle.net/11143/10216

2 

Bill C-32 https://parl.ca/DocumentViewer/en/43-2/bill/C-32/first-reading English and French: Towards a substantive equality […]

https://www.canada.ca/en/canadian-heritage/corporate/publications/general-publications/equality-official-languages.html

3 

Bill 96 http://assnat.qc.ca/en/travaux-parlementaires/projets-loi/projet-loi-96-42-1.html

4 

Comment se conclut un « deal » en français? […] http://collections.banq.qc.ca/ark:/52327/1832243

For example, the annual general meeting of shareholders of Samsung1 (Suwon) is held in Korean, Heineken2 (Amsterdam) in Dutch, Nissan3 (Yokohama) in Japanese, Foxconn4 (Taiwan) in Mandarin, Volkswagen5 (Wolfsburg) in German, and L’Oréal6 (Clichy), Danone7 (Paris), Christian Dior8 (Paris) and LVMH9 (Paris) in French. The content is translated into the other languages. The principle is simple and clear.

Speaking French is not a choice. The French language is the collective instrument for communication. Besides, for foreign languages, there is simultaneous or consecutive interpretation and translation.

French is our common language.

The French language is a collective issue of equity, justice and dignity. It is a national issue.

 

1 

Samsung 2021 AGM https://www.youtube.com/watch?v=v8l9iOOv58A

2 

Heineken 2021 AGM https://www.theheinekencompany.com/sites/theheinekencompany/files/Downloads/PDF/AGM%20 2021/20210609%20Heineken%20N.V.%20Notulen%20AvA.pdf

3 

Nissan 2021 AGM https://www.youtube.com/watch?v=OS9Sm3Rgt9k

 

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4 

Foxconn 2021 AGM https://www.youtube.com/watch?v=pPNJ37Rt3Q0

5 

Volkswagen 2021 AGM https://www.volkswagenag.com/de/InvestorRelations/annual-general-meeting.html

6 

L’ORÉAL 2021 AGM https://www.loreal-finance.com/fr/assemblee-generale-2021

7 

DANONE 2021 AGM https://www.danone.com/fr/investor-relations/shareholders/shareholders-meeting.html

8 

Christian DIOR 2021 AGM https://voda.akamaized.net/dior/1520614_605ded3e38389/

9 

LVMH 2021 AGM https://www.lvmh.fr/actionnaires/agenda/assemblee-generale-2021/

 

 

The Board recommends that you vote against this proposal.

CIBC believes in the importance of the French language in Canada. We were among the first non- Québec based financial institutions to be issued a francization certificate (August 19, 1994) by the Office québécois de la langue française, in recognition of the status of the French language in our Québec operation.

More generally, to ensure that our shareholders have access to resources in both official languages, CIBC publishes all annual shareholder meeting materials in both French and English, provides simultaneous translation of meeting proceedings, including the ability for shareholders to present their proposals live in French with simultaneous translation to English, and ensures that questions can be asked in both languages. In 2019, CIBC held its annual shareholder meeting in Montréal, to recognize the cultural and linguistic diversity of Canada.

CIBC’s commitment to Official Languages is further evidenced by our positive engagement at the federal and provincial levels on recent legislative proposals aiming to strengthen linguistic rights in Canada.

 

4. Vancity - CEO/Median worker pay ratio

Be it resolved that the Board of Directors undertake a review of executive compensation levels in relation to the entire workforce and, at reasonable cost and omitting proprietary information, provide a report to shareholders and publicly disclose the CEO compensation to median worker pay ratio.

Argument

CEO realized compensation in US has risen 1322.2% since 1978. This increase greatly exceeds the 817% increase in the overall value of the S&P and the 18% increase in the average workers compensation. The CEO to worker compensation ratio in the US has increased from 31 times in 1978 to 351 times in 2020.1

Canada has seen similar issues with a report finding that CEO compensation at the top 100 companies on the TSX was 202 times the pay of an average worker in 2020.2

Despite high profile announcements of executive level pay cuts at the beginning of the pandemic, a report analyzing pandemic pay cuts found that executive pay increased 17% in 2020 compared to 2019. Even amongst executives who claimed to have taken pandemic pay cuts, 52% actually saw their total compensation increase because bonuses exceeded any salary cuts.3

As outlined in a Statistics Canada Report, The Evolution of Canadian Wages over the Last Three Decades, the growing gap between executive pay and worker pay is indicative of and contributing to the growing wage inequality seen in North America.4

This growing inequality leads to poorer outcomes for individuals across socioeconomic divides. As outlined by researchers in The Spirit Level: Why Greater Equality Makes Societies Stronger, more unequal societies are associated with poorer health, more violence, a lack of community life and increased rates of mental illness across socioeconomic classes.5

Relative compensation levels across an organization are an important metric for maintaining employee satisfaction. Individuals naturally compare their economic situation with others and when higher paid employees’ compensation is increasing at a higher rate than lower paid employees, this can have a detrimental impact on employee morale. 6

While the vertical compensation analysis undertaken by CIBC is a positive step towards addressing these growing wage gaps, it is important that these metrics are publicly disclosed to increase transparency and assure investors that the company is managing these risks. Tracking and disclosing these metrics can help ensure that the company is not inadvertently contributing to these systemic issues.

 

1 

Lawrence Mishel and Jori Kandra. “CEO Pay has skyrocketed 1,322% since 1978.” Economic Policy Institute, 2021

2 

David MacDonald. “The Golden Cushion: CEO compensation in Canada” Canadian Centre for Policy Alternatives, 2021

3 

Alicia Massie and David Macdonald. “Boundless bonuses: Skyrocketing Canadian executive pay during the 2020 pandemic.” Canadian Centre for Policy Alternatives, 2021

4 

René Morissette, Garnett Picot and Yuqian Lu. “The Evolution of Canadian Wages over the Last Three Decades” Statistics Canada, 2013

5 

Richard Wilkinson and Kate Pickett. “The Spirit Level: Why Greater Equality Makes Societies Stronger” Bloomsbury Pub Plc USA, 2011

6 

Emily Breza, Supreet Kaur and Yogita Shamdasani. “The Morale Effects of Pay Inequality” National Bureau of Economic Research, 2016

 

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The Board recommends that you vote against this proposal.

Our compensation programs have been designed based on our philosophy to pay our team members equitably and competitively, and encourage behaviours that are aligned with CIBC’s purpose and values. In line with our key compensation principles, CIBC did not make reductions to salaries or stop paying bonuses in 2020 or 2021 as a result of the COVID-19 pandemic, however, bonus payouts for 2020 were negatively impacted by CIBC’s overall business performance through our Business Performance Factor (BPF). Our calculated BPF was lower than target in fiscal 2020, and we used discretion to further reduce it to 90% for employees and 89% for executives, reflective of the market and the impact of the COVID-19 pandemic to our business, shareholders and communities. Instances where an individual’s bonus was higher year over year are attributed to changes in incentive targets, which were established earlier in the year in order to better align target compensation to the market or recognize a job level increase, or to reward exceptional individual performance.

While we do not publish the ratio of Chief Executive Officer (CEO) compensation to median worker pay, it is a key consideration in the Management Resources and Compensation Committee (MRCC) review of CEO pay. Every year, CIBC’s MRCC reviews a variety of internal and external factors before making recommendations to the Board for incentive compensation awards for the CEO. This information includes the ratio of CEO pay to median employee pay (a vertical pay ratio) and other horizontal and vertical pay relationships. We continue to feel that without a standardized approach to determining this ratio, it is not a valuable statistic to disclose publicly as it would not be an accurate or reliable point of comparison.

We assess and refine our compensation programs, including pay structures, annually to ensure they provide market competitive pay and achieve our strategy of maintaining top quartile pay for entry level roles. CIBC has made significant investments over the past several years to move the dial on entry level pay and in consideration of market and living wage principles. We have increased our entry level wage by 13% since 2016. Additionally, in 2019 we invested in a new incentive program for employees in Canada which provides increased transparency on how incentive awards are determined and reinforces the link between pay and performance. This resulted in an increase in incentive pay for 50% of employees in individual contributor, management and professional roles (i.e., excludes senior management roles).

Withdrawn Shareholder Proposals

Æquo Shareholder Engagement Services for Bâtirente and Congrégation de Notre-Dame

Æquo Shareholder Engagement Services submitted a shareholder proposal on behalf of Bâtirente and Congrégation de Notre-Dame requesting that CIBC publish a report assessing: 1) the extent to which its existing loan and investment portfolios facilitate exploration and/or development of new oil and gas fields; 2) the risks for CIBC that this is inconsistent with the International Energy Agency’s scenario for Net Zero Emissions; and 3) where appropriate, the changes required to CIBC’s policies and practices to achieve consistency with the IEA’s NZE scenario.

After discussion with CIBC, Æquo, on behalf of its clients, withdrew the proposal based on CIBC’s ongoing work to achieve its 2050 net-zero ambition, including:

 

◾  

reducing emissions in CIBC’s operations and financing activities;

 

◾  

disclosing, before the next annual meeting, how CIBC supports clients in their own transition journeys through financing, advisory services and investing in new climate innovation, including companies from the oil & gas sector, and their plans to reduce Scope 3 emissions where significant and data allows; and

 

◾  

setting and disclosing interim 2030 financed emissions targets for key sectors before the next annual meeting, which will include Scope 1 & 2 emissions, and Scope 3 emissions where significant, and where data allows.

Æquo recognizes that CIBC’s efforts form a part of Canada’s contribution to a complex, global challenge which must consider a broad range of interconnected factors to lowering emissions including the need to drive a decrease in consumer demand for carbon intensive products, limiting the growth of supply of fossil fuels, increase renewable energy development and scale clean technology all while ensuring global energy needs are met.

It is expected that Æquo and CIBC will continue engaging as the bank develops its approach to reducing financed emissions.

 

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MÉDAC

MÉDAC withdrew five shareholder proposals after discussion with CIBC. At MÉDAC’s request, the text of each proposal, MÉDAC’s supporting statement and the Board’s response are set out below.

 

1. Formal employee representation in strategic decision-making

Formal employee representation in strategic decision-making: It is proposed that the board of directors evaluate ways to increase employee participation in board decision-making. It is suggested that the findings be reported at the next annual meeting in 2023.

Argument

The health and economic crisis has reminded us of the importance of workplace health and well-being. Some of the benefits are obvious: higher job satisfaction, a greater sense of belonging, higher engagement, increased productivity, reduced absenteeism, lower insurance costs, lower risk of workplace accidents and occupational illnesses. Over the next few years, boards will face several issues related to talent management and development.

In recent years, boards of directors have made it a point to increase the quality of their decision-making by drawing on a variety of experiences and skills and involving, as much as possible, people of all genders, ages, backgrounds and religions. Although most board members are independent directors, they lack the employee perspective, which could provide an alternative view of the organization’s operational and strategic issues, better oversight of the decisions made by senior management and a better balance of decisions made with short- and long-term perspectives, as employees tend to favour the long term.1

The most recent edition of the UK Corporate Governance Code (2018)2 includes an invitation to consider different initiatives to increase employee participation in highly strategic organizational decisions, including the following: creating a formal workforce advisory panel, designating a board member to liaise with workers, or appointing at least one employee other than the CEO as a director.

We are entirely convinced that direct and formal employee input into strategic decision-making is of great value, particularly for decisions with significant management and talent development components. We are therefore presenting this proposal and are confident that at the next annual meeting in 2023, the company will be able to propose ways to ensure employee insight and participation.

 

1 

Andreas KOKKINIS and Konstantinos SERGAKIS, “A flexible model for efficient employee participation in UK companies” (2020) 20-2 J. Corp. Law Stud. 453- 493, DOI: 10.1080/14735970.2020.1735161.

 

2 

Financial Reporting Council - 2018 - The UK Corporate Governance Code https://www.frc.org.uk/getattachment/88bd8c45-50ea-4841-95b0-d2f4f48069a2/2018-UK-Corporate-Governance-Code-FINAL.PDF

 

 

Board statement

Our Board believes it is important to understand and consider the views of key stakeholders in strategic decision-making, including those of CIBC’s employees. To that end, there are multiple mechanisms in place which the Board and management believe are effective in engaging all of our employees.

Building a relationship-oriented bank for the modern world starts with the relationship we have with our employees. CIBC’s Board and management are committed to fostering an engaging and inclusive culture.

To deliver on our commitment, we continuously listen to and engage our team members. We leverage an engagement framework that harnesses an optimal mix of mechanisms for team members to provide direct, informal and formal input, on topics of organizational and individual importance. Collectively, these insights further inform our business and human capital strategies, and investment decisions.

Examples of mechanisms for team member engagement under our framework are set out below:

 

◾  

CIBC’s confidential Annual Employee Survey provides meaningful input from team members on both their individual work experience at CIBC and areas of strategic focus for CIBC.

 

◾  

Quarterly pulse-checks and ad-hoc business specific deep-dive surveys, focus groups, townhalls, hackathons, and CIBC’s ideation platform, further inform the design of our employee and/or client experience.

 

◾  

Insights derived from CIBC employee programs provide valuable information on their behaviours and needs (e.g., development goals, uptake on learning, wellbeing priorities) to inform our programs and strategies.

 

◾  

CIBC’s 10 employee-led People Networks engage and connect over 25,000 members in mentoring, networking, education, and career development opportunities. In addition to helping foster a sense of belonging within CIBC, our People Networks help us gain critical employee feedback. In 2021, CIBC held listening exercises with hundreds of employees – including 10 hosted by our President and CEO – to understand barriers faced by segments of our employee population. The action items from listening exercises were integrated into CIBC’s client-focused and human capital strategies and form the basis of some of our inclusion and diversity targets. This engagement mechanism supported the development of work such as the creation of CIBC’s Reconciliation Framework to promote economic prosperity for Indigenous peoples in Canada and our commitment to invest in the next generation of leaders and changemakers from the Black community.

 

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CIBC’s existing engagement framework is inclusive and enables our 45,000+ team members to engage meaningfully and provide input that further informs our strategies and key investments, while ensuring that the Board and Management Resources and Compensation Committee (MRCC) continue to have independent oversight.

Our Board engagement strategy further facilitates collaboration and interaction between the Board and our talent, through both in-person and virtual engagements. These include, but are not limited to, small group discussions, presentations to the Board and more informal mix and mingles. Our Board and MRCC also have unrestricted access to management and employees of CIBC.

With the support of the Board and management, CIBC will undertake a study, in the coming year, of the establishment of formal bodies and other mechanisms to take into account the interests and opinions of employees, in strategic decision-making. The study will include reviews of practices abroad, particularly in continental Europe, the United Kingdom, and the United States. CIBC will disclose its findings in its existing disclosure documents before its 2023 annual general meeting.

 

2. Women managers

Women managers: promotions, advancement and upward mobility: It is proposed that the Bank annually publish, in a form to be determined by the Bank, a report on the representation of women in its management, from entry level to top level, reporting directly to the President.

Argument

The pandemic has completely disrupted our economy and workplaces. Women have been hit particularly hard, with millions having to leave their jobs or go part-time or simply being laid off, due to the nature of their work or the economic sector in which they worked. As a result, companies now have far fewer women in management or on the road to becoming future managers. This development will only exacerbate an existing situation. According to a survey conducted by McKinsey,1 while women accounted for 50% of entry-level employees in the organizations surveyed, they accounted for only 31% of vice-presidents and 14% of CEOs, as the following graph illustrates.

 

LOGO

There are measures to “help women lessen the career and financial impacts of unpaid parental leave and part-time work,”2 as women are still more likely than men to find themselves in such employment situations, which are barriers that hinder their advancement.

Companies cannot risk losing more women in management positions. The report we are proposing will take stock of the situation at these different levels, encourage senior management to set gender- diversity targets for each level and inform all stakeholders of the strategies that will be put in place to ensure a robust recovery, particularly in the wake of the health crisis.

1 The present and future of women at work in Canada

https://www.mckinsey.com/~/media/mckinsey/featured%20insights/gender%20equality/the%20present%20and%20future%20of%20women%20at%20work%20in%20canada/
the-present-and-future-of-women-at-work-in-canada-vf.pd
f

2 Ibid; among other examples, see the Shared Care initiative of Aurizon, an Australian company

 

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Board statement

At CIBC, inclusion is a cornerstone of our culture. This means that our workforce and leadership team reflect the clients and communities we serve and that our people are equipped to practice intentional inclusion. The result is an engaged team able to create break-through ideas, promote inclusive client and employee experiences and ultimately help our bank realize our purpose.

Currently our Board is gender balanced and Chaired by a woman, 50% of direct reports to the CEO are women and the share of women in board-approved executive roles (vice-president and above) globally has grown from 27% to 38% in the past seven years.

CIBC has robust annual public disclosure on current state and progress towards its stated gender diversity goals. Our 2021 Sustainability Report will disclose a further breakdown of women in CIBC’s workforce, including the following:

 

◾  

Board of Directors

 

◾  

Senior Executives (direct reports of the CEO)

 

◾  

Executives (Vice President and above)

 

◾  

Senior Management (1-2 levels below Vice President) new disclosure

 

◾  

Junior Management (middle management and professional roles) new disclosure

 

◾  

Entry level (individual contributor and early-career roles) new disclosure

 

◾  

Hires (all external hires in the fiscal year) new disclosure

Our disclosure will report on the representation of women at each level for the past three years, including goals that have been put in place where gender-balance does not exist, and programs, policies and interventions that are in place to promote inclusion at work and equitable talent management for women. We are committed to reviewing other best practice disclosures to understand how we can further enhance our reporting.

 

3. Circular economy

Circular economy: It is proposed that the Bank disclose the aggregate amount of the loans it extends to foster the development of the circular economy.

Argument

At the last annual meeting in 2021, we put forward a proposal inviting the Bank to produce a report on the loans it has made in recent years to support the circular economy. This proposal received the support of 22.5% of shareholders, reflecting their concern for this new form of economy.

Taking note of your initiatives since 2006, we wanted to obtain information on the loans extended for the development of this new economy. Your reply, worded as follows, has caused us to submit our proposal again:

“We currently do not report on clients supporting the circular economy in our public disclosure. The content of our disclosure is guided by a detailed materiality assessment where we receive input from investors, clients, employees, non-governmental organizations (NGOs) and professional organizations around material topics. Our disclosure will continue to change as new material topics, such as the circular economy, emerge.”

We would like to draw your attention to the plea made for several years by the United Nations Environment Programme1 (UNEP) for an urgent decoupling of natural resource use and environmental impacts from economic growth, citing unprecedented degradation of ecosystems and increasing greenhouse gas (GHG) emissions. It should also be borne in mind that, on a global scale, just under 9%2 of extracted resources are cycled back into the economy after the first cycle of use.

We therefore believe it is important that circular economy loans be disclosed so that the Bank can set objectives to finance companies supporting this form of economy and report on the achievement of these objectives in its annual reports.

 

1 

https://www.resourcepanel.org/reports/decoupling-natural-resource-use-and-environmental-impacts-economic-growth

2 

https://www.circularity-gap.world/2020

 

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Board statement

CIBC is committed to accelerating climate action and the transition to a low carbon economy, as demonstrated by the announcement of our Climate Transition Plan in August 2021 which included a net-zero ambition for our operational and financing activities by 2050. We also continue to be recognized for our ESG performance, and in 2021, maintained our A- score from the CDP (formerly Carbon Disclosure Project). This score demonstrates CIBC’s progress in environmental performance and reporting, and places us amongst the highest ranking Canadian financial institutions and the top tier of global banks.

As part of our focus on the environment, we understand the importance of shifting systems to a circular economy to support broader environmental objectives such as greenhouse gas emissions reduction, increased biodiversity, and enhanced conservation. This is why circularity was included in our sustainability issuance framework released in 2021 – a first for a Canadian bank.

In addition, CIBC will be joining Circular Economy Leadership Canada. We reviewed different avenues to advance our work on the issue of the circular economy, and we considered adopting the United Nations Principles for Responsible Banking. We view the Circular Economy Leadership Canada as the best current approach for us because its dedicated focus on working to make Canada a world leader in building a sustainable, prosperous circular economy aligns with our work efforts.

CIBC is interested in doing more business in this area, and we view these actions as a first step until there are more developed industry standards to identify, collect, track and disclose circular economy activities.

We are working with partners to formulate frameworks and to provide clarity on activities that foster the development of the circular economy. To that end, in spring 2022, CIBC is hosting a roundtable with clients to discuss opportunities to advance the circular economy in Canada.

 

4. Decarbonization

Decarbonization: It is proposed that the Bank adopt a plan to substantially reduce its financing of fossil fuel and polluting industries by setting ambitious interim targets, quantified over time, to achieve carbon neutrality.

Argument

Banks are at the core of our economy. Through their investment and financing choices, they shape an entire society. By providing financial support to companies or projects, our banks are responsible for greenhouse gas emissions.

RBC, TD, Scotia, BMO and CIBC are among the top 25 fossil fuel funders in the world.1

Since the Paris Agreement, these five banks have continued to support the development of polluting companies. For its part, the government is committed to “[TRANSLATION] slashing its greenhouse gas emissions [...] by 40 to 45% below 2005 levels by 2030”.2 Some players suggest that in order to achieve carbon neutrality in 2050, short-term interim targets should be higher at the beginning than at the end, i.e., up to 25% for 2025 and 50% for 2050,3 or even higher.4 The International Energy Agency (IEA) even urges “[TRANSLATION] to no longer invest in fossil fuels”.5 Be that as it may, targets must be set based on science. There are standards to do so, including the Science Based Targets initiative (SBTi).6

 

1

Banking on Climate Chaos, Fossil Fuel Finance Report 2021, Rainforest Action Network

https://www.bankingonclimatechaos.org/bankingonclimatechaos2021

 

2

Alexandre SHIELD and Marie VASTEL, “Trudeau promet de réduire les GES du Canada de « 40% à 45% » d’ici 2030” Le Devoir, 2021-04- 23 https://www.ledevoir.com/societe/environnement/599319/trudeau-promet-de-reduire-les-ges-du-canada-de-40-a-45-d-ici-2030

 

3

“FACT SHEET: President Biden Sets 2030 Greenhouse Gas Pollution Reduction Target Aimed at Creating Good-Paying Union Jobs and Securing U.S. Leadership on Clean Energy Technologies” The White House, 2021-04-22 https://www.whitehouse.gov/briefing-room/statements-releases/2021/04/22/fact-sheet-president-biden-sets-2030-greenhouse-gas-pollution-reduction-target-aimed-at-creating-good-paying-union-jobs-and-
securing-u-s-leadership-on-clean-energy-technologies/

 

4

“2030 climate & energy framework” Climate Action - European Commission, 2016-11-23 https://ec.europa.eu/clima/eu-action/climate-strategies-targets/2030-climate-energy-framework_en

 

5

Frank JORDANS, “L’AIE suggère de ne plus investir dans les combustibles fossiles” La Presse, Economy sect. 2021-05-18 https://www.lapresse.ca/affaires/economie/2021-05-18/l-aie-suggere-de-ne-plus-investir-dans-les-combustibles-fossiles.php

 

6

https://sciencebasedtargets.org/

Canada is responsible for 2% of global emissions1 (with less than 0.5% of the world’s population), and its oil and gas expansion is currently projected to exhaust up to 16% of the world’s carbon budget.2 The IPCC3 sounded the alarm again recently, with Antonio Guterres declaring that greenhouse gases are “[TRANSLATION] choking our planet”.4

We urgently need a concrete climate change transition plan. It must be submitted to shareholders, in the most appropriate annual publication.

 

1 

“Greenhouse gas emissions” Environment and Climate Change CANADA, 2007-01-09 https://www.canada.ca/en/environment-climate-change/services/environmental-indicators/greenhouse-gas-emissions.html

 

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Shareholder Proposals

 

2 

Carter and Dordi - Correcting Canada’s “one eye shut” climate policy.pdf

  

https://cascadeinstitute.org/wp-content/uploads/2021/04/Carter-Dordi-Canadas-one-eye-shut-climate-policy-1.1-April-16.pdf

3 

https://www.ipcc.ch/report/sixth-assessment-report-cycle/

4 

https://news.un.org/fr/story/2021/08/1101392

 

 

Board statement

Addressing climate change has always been a priority for CIBC and in 2021, we announced a Climate Transition Plan which included a net-zero ambition for both operational and financing activities by 2050.

Two key themes of our Climate Transition Plan are leading our clients and sharing our progress.

First, in alignment with our focus on accelerating climate action, we are leading our clients in their transition to a low carbon economy by actively working with them through financing, advisory services and investments in innovation. To support this work, CIBC:

 

•  

realigned its Capital Markets advisory activities through the formation of the Energy, Infrastructure and Transition and Sustainability Advisory franchises;

 

•  

doubled its goal to mobilize $300 billion in sustainable finance by 2030;

 

•  

launched Project Carbon, a voluntary carbon offset marketplace to drive price transparency and bring efficiency, liquidity and global standards to the carbon offset ecosystem, and

 

•  

announced a $100 million commitment in Limited Partnership (LP) investments dedicated to investing in climate tech and energy transition funds.

Second, CIBC is committed to sharing our progress to keep shareholders and other stakeholders updated on developments related to our Climate Transition Plan. We would use both regular reporting channels and targeted outreach to share our progress. To that end, we plan to start disclosing interim targets for key sectors in our third quarter of fiscal 2022, and report on progress beginning in 2023.

We are endeavouring to develop ambitious targets and our work is being guided by the requirements of the Net-Zero Banking Alliance (NZBA), of which CIBC is a signatory, as well as through learnings from our participation in the Partnership for Carbon Accounting Financials (PCAF) to ensure our processes are rigorous.

Taken together, these actions are helping to reduce the client emissions that we finance and are supporting clients in achieving their sustainability goals and adjusting their business models for success in the low carbon economy. These efforts support Canada’s contribution to a complex, global problem, and our approach is meant to complement government-led climate strategies. As details of Canada’s plans are released, including the Canadian government’s strategy for their 2030 greenhouse gas emissions reduction goal, we will continue to endeavour to align our approach to support these objectives.

 

5. Environmental and climate change advisory committee

Environmental and climate change advisory committee: It is proposed that the board of directors set up an environmental and climate change committee.

Argument

In a recent interview,1 Mark Carney, former Governor of the Bank of Canada and the Bank of England, and now UN Special Envoy on Climate Action and Finance2, called on companies to establish a board- level committee responsible for climate change issues to better understand the risks associated with transitioning to a low-carbon economy. He also said that boards should include a climate change specialist, given the complexity of the issue.

Bear in mind that in a recent report,3 the Bank of Canada said that the shift to a lower-carbon economy will be complicated and could be costly for some. The transition will likely lead to complicated structural adjustments for carbon-intensive sectors, such as oil and gas, and could leave insurance companies, banks and asset managers more exposed.

The creation of an environment and climate change committee would reassure shareholders and stakeholders of the Bank’s ability to manage the risks and opportunities posed by climate change, which will continue to impact the economy and the financial system.

 

1 

Jakob von BAEYER, “Mark Carney on a values-led economy”, strategy+business

http://www.strategy-business.com/article/Mark-Carney-on-a-values-led-economy

2 

“Mr. Mark Joseph Carney of Canada – Special Envoy on Climate Action and Finance | Secretary-General of the United Nations” https://www.un.org/sg/en/content/sg/personnel-appointments/2019-12-01/mr-mark-joseph-carney-of-canada-special-envoy-climate- action-and-finance

3 

https://changingclimate.ca/

 

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Shareholder Proposals

 

 

Board statement

At CIBC, monitoring, evaluating and managing risks posed by climate change and the transition to the low carbon economy is a top priority. These activities are built into CIBC’s ESG governance and risk management frameworks, which includes Board-level oversight of CIBC’s ESG strategy and activities, and encompasses responding to climate change.

MÉDAC’s proposal cites Mark Carney in stating that there should be a board-level committee responsible for climate change issues. At CIBC, the Corporate Governance Committee leads oversight of CIBC’s overall ESG strategy, which includes CIBC’s Climate Transition Plan, net-zero ambition, and related stakeholder engagement and disclosure. The Committee’s responsibilities cover strategic and operational matters relating to ESG, stakeholder engagement, ESG reporting and monitoring emerging ESG developments.

The oversight responsibilities of other Board committees may touch on certain components of ESG based on their mandates. For example, our Risk Management Committee oversees the assessment of environmental, reputational and regulatory risks as part of its oversight responsibilities for business, market and credit risk assessments.

Our Management Resources and Compensation Committee considers certain ESG practices as part of its oversight responsibilities for inclusion and diversity, and employee health and safety. Our Audit Committee oversees reporting to shareholders and the controls for data collection and reporting for ESG disclosures in our financial reports and other external reporting. Our Corporate Governance Committee also receives regular reports on the activities of other Board committees that touch on components of ESG because of their mandates. This reporting gives our Corporate Governance Committee a holistic perspective of ESG matters at CIBC.

 

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Other Information

Indebtedness of Directors and Executive Officers

All transactions with directors and executive officers must be on market terms and conditions unless, in the case of banking products and services for executive officers, otherwise stipulated under approved policy guidelines that govern all employees. Any loans to directors and executive officers must also be made in accordance with the US Sarbanes-Oxley Act of 2002.

The table below shows outstanding indebtedness to CIBC or its subsidiaries incurred by directors, director nominees and executive officers of CIBC or its subsidiaries and their associates, other than routine indebtedness(1) as defined under Canadian securities law and indebtedness that had been entirely repaid by the date of this Circular.

 

 
Indebtedness of Directors and Executive Officers under (1) Securities Purchases and (2) Other Programs  
             
Name and Principal Position    Involvement    
of CIBC or    
Subsidiary    
  

Largest Amount
Outstanding
During Fiscal
Year Ended
October 31,

2021

($)

    

Amount
Outstanding
at January 31,

2022

($)

    

Financially Assisted
Securities Purchases
During Fiscal Year
Ended October 31,

2021

(#)

     Security for
Indebtedness
    

Amount
Forgiven During
Fiscal Year
Ended

October 31,

2021

($)

 
             

Securities Purchase Programs(2)

                                                 
             
Harry Culham, Group Head, Capital Markets and Direct Financial Services    CIBC as lender      190,521        180,720        -       
CIBC common
shares
 
 
     -  
             
Hratch Panossian, CFO and Head of Enterprise Strategy    CIBC as lender      193,944        180,680        -       
CIBC common
shares
 
 
     -  

 

(1)

Routine indebtedness includes (i) loans made on terms no more favourable than loans to employees generally, for which the amount remaining unpaid does not exceed $50,000 at any time during the last completed financial year to any director, executive officer, or proposed nominee together with their associates; (ii) loans to full-time employees, fully secured against their residence and not exceeding their annual salary; (iii) loans other than to full-time employees, on substantially the same terms available to other customers with comparable credit and involving no more than the usual risk of collectability; and (iv) loans for purchases on usual trade terms, or for ordinary travel or expense advances, or similar reasons, with repayment arrangements in accordance with usual commercial practice.

 

(2)

CIBC employees can obtain credit from CIBC to purchase CIBC common shares under CIBC’s employee loan program. All loans granted under the program have a maximum amortization of 15 years and interest rates are fixed at the time of purchase at CIBC’s prime rate or 5%, whichever is lower. The credit criteria of the program and the compensation level of the borrower are considered when determining the amount of credit granted. The balance of the loan and accrued interest will become due immediately on demand, at CIBC’s option, if the employee does not make a payment when due or if such amounts become due in accordance with any security held by CIBC for the loan (e.g., any security agreement, chattel mortgage, land mortgage, hypothec, etc.).

The table below shows the aggregate indebtedness to CIBC or its subsidiaries of current and former directors, executive officers and employees of CIBC and its subsidiaries. This amount does not include routine indebtedness described in note (1) above.

 

 
Aggregate Indebtedness(1)
     
Purpose  

To CIBC or its Subsidiaries

($)

  To Another Entity
     

Securities Purchase

  361,400   —
     

Other

  89,851,910   —

 

(1)

Certain loans were made in US dollars. These amounts have been converted to Canadian dollars based on the January 31, 2022 WM/Reuters exchange rate of US$1.00 = C$1.2718.

 

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Other Information

 

Directors’ and Officers’ Liability Insurance

Effective November 1, 2021, CIBC purchased at its expense a directors’ and officers’ liability insurance policy that protects directors and officers against liability incurred by them while acting as directors and officers of CIBC and its subsidiaries. The insurance applies where CIBC does not, or is not permitted to, indemnify them. This insurance has a limit of $300 million per claim and in the aggregate for the twelve-month period ending November 1, 2022. There is no deductible. The annual premium for this policy is approximately $1.7 million.

Indemnification

Under the Bank Act and CIBC’s by-laws, CIBC indemnifies any director or officer of CIBC, any former director or officer of CIBC, and any other person who acts or acted at CIBC’s request as a director or officer of or in a similar capacity for another entity, and their heirs and personal representatives, against all costs, charges and expenses, including an amount paid to settle an action or satisfy a judgment reasonably incurred by them in respect of any civil, criminal, administrative, investigative or other proceeding in which they are involved because of that association with CIBC or other entity provided (i) the person acted honestly and in good faith with a view to the best interests of, as the case may be, CIBC or the other entity for which they acted at CIBC’s request as a director or officer or in a similar capacity; and (ii) in the case of a criminal or administrative action or proceeding that is enforced by a monetary penalty, the person had reasonable grounds for believing that their conduct was lawful.

During fiscal 2021, CIBC paid approximately $1.5 million as an advance for legal fees and disbursements on behalf of Gerald T. McCaughey, former President and Chief Executive Officer; Thomas D. Woods, former Senior Executive Vice-President and Vice-Chairman; Ken Kilgour, former Senior Executive Vice-President and Chief Risk Officer; and Brian G. Shaw, former Senior Executive Vice-President and Chief Executive Officer of CIBC World Markets Inc., and $125 million on January 17, 2022 in connection with the settlement of the civil action entitled Howard Green and Anne Bell v. Canadian Imperial Bank of Commerce, et al, commenced in the Ontario Superior Court of Justice.

Information about CIBC

Financial information about CIBC is in our consolidated financial statements and MD&A for fiscal 2021. Additional information is available in our Circular, Annual Information Form, Annual Report and any subsequent interim financial statements and MD&A.

You can access these documents at www.cibc.com and www.sedar.com or obtain a printed copy free of charge by contacting Investor Relations at investorrelations@cibc.com or CIBC Investor Relations, 81 Bay Street, CIBC Square, Toronto, Ontario M5J 0E7.

Vote Results and Minutes of Meeting

Our vote results and the minutes of our meeting will be available at www.cibc.com. Vote results will also be filed on SEDAR at www.sedar.com.

Contacting our Board of Directors

You may contact the Board, the Chair of the Board, a Board committee or a Board member at corporate.secretary@cibc.com or CIBC Corporate Secretary’s Division, 81 Bay Street, CIBC Square, 20th Floor, Toronto, Ontario M5J 0E7.

Board of Directors’ Approval

The Board approved the contents of this Circular and sending it to shareholders.

 

LOGO

Michelle Caturay

Senior Vice-President, Associate General

Counsel and Corporate Secretary

February 17, 2022

 

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Head Office

 

  

Investor Relations

 

81 Bay Street

 

  

Call: 416 813-3743

 

CIBC Square

 

  

Email: investorrelations@cibc.com

 

Toronto, Ontario M5J 0E7 Canada   

 

 

 

 

 

 

 

All paper used in the production of CIBC’s

2022 Management Proxy Circular is Forest

Stewardship Council® (FSC®) certified.

 

This paper is acid free and elemental chlorine free.

 

Only vegetable-based, low-VOC inks have been used.

 

The CIBC Logo is a trademark of CIBC in Canada and other countries.

 

LOGO

 

 

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Exhibit 99.2

 

LOGO

CIBC Annual Report 2021


Table of Contents
 

 

CIBC’s purpose is

to help make your

ambition a reality

 
  Who we are  
           CIBC is a leading North American financial institution committed to creating enduring value for all our stakeholders — our clients, team, communities and shareholders. We are guided by our purpose — to help make your ambition a reality, and our focus on creating a more secure, equitable and sustainable future through our environmental, social and governance (ESG) principles.         
  Across Personal and Business Banking, Commercial Banking and Wealth Management, and Capital Markets businesses, our 45,000 employees provide a full range of financial products and services to 11 million personal banking, business, public sector and institutional clients in Canada, the U.S. and around the world.  
  Our strategy  
 

In 2021, we continued to focus on building a modern, relationship-oriented bank. Through these efforts, we’re delivering superior client experience and top-tier shareholder returns while maintaining our financial strength, risk discipline and advancing our purpose-driven culture. Foundational to our progress is a consistent focus on three strategic priorities:

 

1.  Further strengthening our Canadian consumer franchise

 

2.  Maintaining and growing our resilient North American Commercial Banking, Wealth Management, and Capital Markets businesses

 

3.  Accelerating ongoing investments in growth initiatives

 

 
  LOGO  
 

 

(1)  Adjusted measures are non-GAAP measures. For additional information, see the “Non-GAAP measures” section of the management’s discussion and analysis (MD&A).

(2)  Calculated pursuant to Office of the Superintendent of Financial Institutions Office of the Superintendent of Financial Institutions (OSFI) Capital Adequacy Requirements (CAR) Guideline , which is based on Basel Committee on Banking Supervision (BCBS) standards.

 

 

 

LOGO

This year we introduced a new brand that symbolizes our purpose and reflects our commitment to our clients and their ambitions. These changes include our bold and modern new logo that represents the transformative role we play in helping clients achieve their goals. It’s a fresh take on our first logo, which was crafted in 1966 to celebrate Canada’s centennial anniversary. It embraces our rich history while moving us further into the future.

 

 

 

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2021 performance at a glance

  
ESG strategy      i  
2021 ESG performance highlights      ii  
Client experience      iii  
Message from the President and Chief Executive Officer      iv  
Message from the Chair of the Board      ix  
Enhanced Disclosure Task Force      x  
Management’s discussion and analysis      1  
Consolidated financial statements      107  
Notes to the consolidated financial statements      122  
Quarterly review      198  
Ten-year statistical review      200  
Shareholder information      203  

 

 


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LOGO

Business mix (% reported net income) 2021 business mix 39% Canadian Personal and Business Banking 26% Canadian Commercial Banking and Wealth Management 14% U.S. Commercial Banking and Wealth Management 29% Capital Markets -8% Corporate and Other 2021 performance at a glance Reported revenue ($ billions) Reported earnings per share ($) Adjusted earnings per share(1) ($) Dividend ($/share) 18.6 18.7 20.0 19 20 21 11.19 8.22 13.93 19 20 21 11.92 9.69 14.47 19 20 21 5.60 5.82 5.84 19 20 21 (1) Adjusted measures are non-GAAP measures. For additional information, see the “Non-GAAP measures” section of the MD&A.


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LOGO

Financial highlights For the year ended October 31 (Canadian $ in billions, except as noted) 2021 2020 Financial results Revenue 20.0 18.7 Provision for credit losses 0.2 2.5 Expenses 11.5 11.4 Reported/Adjusted net income(1) 6.4/6.7 3.8/4.4 Financial measures (%) Reported(2)/Adjusted efficiency ratio(1) 57.6/55.4 60.6/55.8 Reported(2)/Adjusted return on common shareholders’ equity (ROE)(1) 16.1/16.7 10.0/11.7 Net interest margin(2) 1.42 1.50 Total shareholder return 58.3 (5.9) Common share information Reported/Adjusted earnings per share(1) 13.93/14.47 8.22/9.69 Market capitalization 67.7 44.4 Dividends (%) Dividend yield 3.9 5.9 Reported(2)/Adjusted dividend payout ratio(1) 41.8/40.3 70.7/60.0 Net income by strategic business unit Canadian Personal and Business Banking(3) 2.5 1.8 Canadian Commercial Banking and Wealth Management 1.7 1.2 U.S. Commercial Banking and Wealth Management(3) 0.9 0.4 Capital Markets(3) 1.9 1.3 (1) Adjusted measures are non-GAAP measures. For additional information, see the “Non-GAAP measures” section of the MD&A. (2) For additional information on the composition of these specified financial measures, see the “Glossary” section of the MD&A. (3) Certain prior period information has been revised. For additional information, see the “External reporting changes” section of the MD&A. Financial scorecard Target(1) 2021 reported results 2021 adjusted results(2) Diluted earnings per share (EPS) growth 5%–10% annually $13.93, up 69% from 2020 $14.47, up 49% from 2020 Return on equity (ROE) 15%+ 16.1% 16.7% Operating leverage(3) Positive 5.3%, an increase of 930 basis points from 2020 0.7%, an increase of 130 basis points from 2020 Basel III CET1 ratio Strong buffer to regulatory minimum 12.4% Dividend payout ratio 40%–50% 41.8% 40.3% Total shareholder return Outperform the S&P/TSX Composite Banks Index over a rolling five-year period CIBC – 91.9% Banks Index – 80.4% (1) Based on adjusted measures. Adjusted measures are non-GAAP measures. For additional information, see the “Non-GAAP measures” section of the MD&A. (2) Adjusted measures are non-GAAP measures. For additional information, see the “Non-GAAP measures” section of the MD&A. (3) For additional information on the composition of this specified financial measure, see the “Glossary” section of the MD&A.


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LOGO

Our commitment to ESG ESG strategy Ambitions in action We’re activating our resources to create positive change for our team, our clients, our communities and our planet, contributing to a more secure, equitable and sustainable future where everyone’s ambitions are made real. We are putting our ESG commitments into action by: Building integrity and trust We act with integrity and transparency to maintain the trust that clients have placed in us. Creating access to opportunities We partner to build equitable and resilient communities where ambitions are more attainable for all. Accelerating climate action We support solutions to address climate change, to help transition to a sustainable, lower carbon future. 2021 Highlights Building integrity and trust We continue to foster CIBC’s principles-based approach and align CIBC’s Code of Conduct (Code) to reflect changing business conditions. We have enhanced our Code to reinforce the importance of information security practices, and health and safety protocols; 100% of our team members completed ethical training on our Code(1). We consistently add to the layers of security in place to protect our clients, including new technology such as digital identity verification and voice biometrics to prevent fraud. Our investment in market-leading public cloud technology will reinforce and expand critical foundations in data protection and security and enable us to support faster, real-time, data-driven decisions, to quickly launch and scale new innovations for enhanced client experience. Creating access to opportunities We remained focused on actively supporting the growth ambitions of business owners, with $4.8 billion in new loan authorizations provided to small and medium-sized enterprises(2) in 2021, including a new banking program designed for Black-owned businesses that provides solutions, advice and resources tailored to their unique banking needs and includes access to expert advice through our Black Entrepreneurship Specialists team. Over 200,000 clients participated in our financial education seminars offered at no cost, over the past three years, helping them better understand options to secure their financial future with a focus on the unique needs of women, members of the LGBTQ+ community and Indigenous peoples. We are committed to engage 250,000 clients in financial education seminars and events over the next three years (2022–2024). Following the end of our fiscal year we announced the CIBC Foundation which will serve our commitment to create a more equitable society and help make ambitions real for communities. CIBC has made donations totalling $70 million in 2021 to launch the Foundation, with plans to grow to $155 million over time. Accelerating climate action In 2021, we announced our ambition to achieve net-zero greenhouse gas (GHG) emissions from our operations and financing activities by 2050. As part of this goal and as a leader in financing renewable energy initiatives, we also doubled our commitment to mobilizing sustainable finance to a target of $300 billion by 2030(3) as we play a role in accelerating the transition to a lower-carbon economy. In addition, we joined sustainability-focused industry partnerships, advisory bodies and research groups to contribute to market-led and public policy solutions to facilitate the transition to a low-carbon economy. In 2021, these included the Net-Zero Banking Alliance to collaborate on a global effort to combat climate change, the Partnership for Carbon Accounting Financials, an initiative developed by the financial industry to create a global standard to measure and disclose GHG emissions on loans and investments, as well as Canada’s Sustainable Finance Action Council, the Institute for Sustainable Finance, the Rocky Mountain Institute’s Center for Climate-Aligned Finance and Climate Engagement Canada. As strong believers in the value of commercially viable sustainability solutions, we joined with global banks to launch Project Carbon aimed at bringing liquidity and transparency to the carbon credit market, better enabling clients to achieve their net-zero targets. (1) Excludes the U.S. Commercial Banking and Wealth Management strategic business unit and FirstCaribbean International Bank Limited. (2) Small-sized enterprises are typically companies with revenue of less than $5 million and medium-sized enterprises are typically companies with revenue of more than $5 million but less than $20 million. (3) Sustainable financing largely relates to client activities that support, but are not limited to, renewable and emission-free energy, energy efficiency, sustainable infrastructure, affordable housing, green buildings, sustainability-linked financings and green financial products. The products offered by CIBC included in our mobilization commitment to support these client activities include loans and loan syndications, debt and equity underwritings, M&A advisory and hedging solutions, as well as principal investments. CIBC 2021 ANNUAL REPORT i


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LOGO

Our commitment to ESG 2021 ESG performance highlights In 2021, we built on our long-standing commitment to ESG as a cornerstone of how we operate and create value for our stakeholders. 10 Top 10 in financing for the renewable energy industry across North America(1) $4.8B in new loan authorizations to small and medium-sized enterprises (Canada)(2) 38% women in board-approved executive roles (Global) 89% Our employee engagement score exceeded the Willis Towers Watson Global Financial Services Norm(3) $132.7M invested in community organizations across Canada and the U.S.(4) 23% visible minorities in board-approved executive roles (Canada) Ranked A- among the top-tier of global banks for climate actions by CDP 100% of employees completed CIBC ethical training on our Code of Conduct(5) Underwriting bank and coordinating lead arranger for the Western Spirit Wind power projects, sponsored by Pattern Energy, the largest single-phase renewable power build out in U.S. history (1) North American Renewables League Tables by Inframation. (2) New loan authorizations in 2021 to small and medium-sized enterprises were comprised of $0.8 billion to small-sized enterprises and $4.0 billion to medium-sized enterprises. (3) Based on participation in our annual employee survey. Excludes FirstCaribbean International Bank Limited. (4) Includes corporate giving, including $70 million to CIBC Foundation, corporate sponsorships and employee giving and fundraising. (5) Excludes the U.S. Commercial Banking and Wealth Management strategic business unit and FirstCaribbean International Bank Limited. ii CIBC 2021 ANNUAL REPORT


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LOGO

Our commitment to ESG Client experience Our clients are important stakeholders in our bank. Helping to make their ambitions a reality is our shared purpose, and requires an investment in our team to ensure they have the tools and technology to help our clients plan for the future and achieve their goals. In 2021, our clients felt our commitment more than ever, as we demonstrated genuine care through the ongoing pandemic. Our team acted with integrity, transparency and agility to ensure our clients felt confident in trusting us with their banking during uncertain times. Our bank delivered the best year-over-year performance among its peers in our Net Promoter Score measured by the Ipsos Customer Satisfaction Index study. Our internal CIBC Enterprise Net Promoter Score (CX NPS) is a balanced weighting of internal net promoter scores from across our businesses. As of October 31, 2021, the CX NPS was 62.6. This represents a marginal (0.2 point) decrease from 2020 due to the inclusion of survey programs that were added to better reflect our clients’ experience across CIBC. We delivered further digital enhancements to our clients, enabling clients to stay connected to their finances and leverage insights into their spending to help keep their ambitions on track. Our clients now have access to innovative enhancements and value-added digital services like CIBC Insights, Virtual Assistant, and Digital Identity Verification for our Mobile Banking® App, which was ranked #1 in overall customer satisfaction by J.D. Power for the second year in a row. Financial planning and advice remains a core focus. Increasingly, clients are looking to the future and refocusing on their long-term ambitions. Tools like CIBC GoalPlanner™, a digitally enabled goal-setting platform, allow our Imperial Service advisors to better understand our clients’ ambitions, which has led to significantly higher client satisfaction among those clients who used the platform with their financial advisor. In an increasingly digital world, trust is essential. We continued to proactively invest in our cybersecurity defences and risk management practices to protect our clients’ data and ensure secure banking experiences. Our purpose-driven culture is reflected in feedback from our clients IVIVI HELLO TORONTO! “Louis and Johnny from CIBC have been extremely attentive to my needs as I’ve pursued my goal of opening this practice. During challenging economic times, they were willing to listen to my story. They believe in what I’m doing for my community.” Dr. Jason Adinata 416 Dentistry “Things happened that I didn’t see coming, and I got into debt. CIBC called me and offered guidance and help. I started to dig myself out of this hole — and now I have savings. I turned my life around.” Maya Cabello “It means a lot to help communities devastated by storms. We feel a sense of responsibility, knowing that our business supports livelihoods in our own community. As our business has grown and our financial needs have gotten more complex, it’s great knowing CIBC is on our team.” Tim Noble and Barrie Hall T&T Line Construction CIBC 2021 ANNUAL REPORT iii


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LOGO

Message from the President and Chief Executive Officer “Our CIBC Team will be the catalyst for accelerated growth as we carry our momentum into the years ahead. As we do, what will unite us every day is our purpose — to help make our clients’ ambitions a reality.“ Victor G. Dodig President and Chief Executive Officer In a year marked by the ongoing COVID-19 pandemic and resulting economic uncertainty, and vital conversations about inclusion and climate change, our CIBC team of 45,000-strong stepped up once again to provide leadership for our stakeholders. Our bank was there for our clients and for our communities in 2021. We invested in the tools available to our advisory team to help make our clients’ ambitions a reality. We joined the Net-Zero Banking Alliance, and furthered our commitment to sustainable financing for innovative solutions that enable clients to meet their own sustainability goals. And just after year end, we announced the launch of our new charitable foundation that will help build social and economic equality for underserved communities. We also delivered for shareholders, with strong growth driven by our execution against the priorities of our client-focused strategy, and fuelled by the investments we’ve made in our culture and our capabilities. Having established clear momentum in our business, we set out as a team to write the next chapter in the history of our bank, as we officially launched our new brand near the end of the year. Our new look connects our proud past to the present and the future, and is a symbol of our purpose. Our accomplishments this year and our ambitions for the future are made possible by our tremendous team across North America and around the world. Their professionalism and dedication are the foundation for everything we have accomplished. Our CIBC Team will be the catalyst for accelerated growth as we carry our momentum into the years ahead. As we do, what will unite us every day is our purpose — to help make our clients’ ambitions a reality. Business performance Our bank reported earnings in 2021 of $6.4 billion or $6.7 billion on an adjusted basis(1), up 70% and 50% from last year, respectively. These results were delivered through strong top-line performance driven by market share gains achieved by attracting new clients and deepening existing relationships across our bank. Our capital position remained very strong, with a CET1 ratio of 12.4%, underscoring the strength of our bank. In 2021, we established three clear priorities to grow our business. The first was to rejuvenate our Canadian consumer franchise, the second was to maintain and grow our resilient North American Commercial Banking, Wealth Management, and Capital Markets businesses, and the third was to accelerate our ongoing investments in growth initiatives into the future. (1) Adjusted measures are non-GAAP measures. For additional information, see the “Non-GAAP measures” section of the MD&A. iv CIBC 2021 ANNUAL REPORT


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LOGO

Rejuvenating our Canadian consumer franchise In Canadian Personal and Business Banking, we established clear growth momentum thanks to our efforts to revitalize and strengthen this business, and we are pleased with our market share gains on both sides of the balance sheet. In 2021, we launched CIBC GoalPlannerTM, a digitally enabled goal-setting platform, allowing our Imperial Service advisors to better understand our clients’ ambitions. To date, over 224,000 clients have used the platform, generating positive feedback and resulting in deeper relationships as clients take advantage of the intuitive and interactive features of the platform to set goals and stay connected to their progress over time. Whether clients have experienced challenges resulting from the pandemic or are on strong footing and focused on growth, our team was there to help with personal advice enabled by digital tools. Our mortgage growth accelerated this year as we helped more Canadians achieve their ambition of home ownership through our national team of mortgage advisors and our banking centre teams. We delivered record net flows in our mutual fund business, reflecting our ability to help clients make progress on their long-term ambitions despite near-term challenges presented by the pandemic. We made significant progress in delivering a modern experience for our clients, as reflected in our client experience scores which are our best on record. And, we continued to lead the market in digital innovation for clients, winning the J.D. Power award for best mobile banking app among the major Canadian banks for a second consecutive year. We continue to look to the future as we invest in the growth of our Direct Financial Services business, which includes Simplii Financial and our Investor’s Edge self-directed brokerage. This business meets the needs of digital-savvy clients who prefer self-service options to deposit, move, and invest their money. We delivered double-digit revenue growth in this business through a continued focus on innovation and delivering fintech-like services to a growing client base. We made significant progress in delivering a modern experience for our clients, as reflected in our client experience scores which are our best on record. Revenue by Business Segment $8.15B Canadian Personal and Business Banking $4.67B Canadian Commercial Banking and Wealth Management $2.19B U.S. Commercial Banking and Wealth Management $4.52B Capital Markets Victor Dodig with NatWest Group Chief Executive Officer, Alison Rose, at the 2021 CIBC Sustainability Conference. CIBC 2021 ANNUAL REPORT v


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LOGO

Message from the President and Chief Executive Officer Our new brand is not a promise of something that we’re going to be — it’s a statement on the bank we’ve worked hard to become. The brand message of Ambitions made real is brought to life by the investments we’ve made across our bank. Maintaining and growing our resilient North American Commercial Banking, Wealth Management, and Capital Markets businesses The private economy recovered in 2021, on both sides of the border. While the pandemic continues to impact a number of industries, many commercial banking clients saw a much-improved year and have clear plans for growth over the medium and long term. Our bank continued to be there for clients experiencing challenges, but increasingly our conversations with clients were about the future — particularly in our growing Innovation Banking business. In Wealth Management, our business benefitted from strong collaboration with all areas of our bank, as referral momentum continued and we established more new client relationships for the long term. Our Capital Markets business continued to perform well by delivering for our clients, collaborating on growth opportunities across our bank, and furthering our growth in the U.S. market. Our continued focus on client relationships positioned us very well in a year with robust investment banking activity and strong trading volumes. Investing in growth initiatives for the future Right across our team, we believe strongly in the bank we’re building, and in one another. Despite the challenges and uncertainty in the economy as a result of the pandemic, we’ve remained steadfast in our commitment to investing for the future. As one example, we made a strategic investment in Loop Capital, a Chicago-headquartered financial services firm with deep relationships across the U.S. This investment furthers our ability to meet the needs of clients across strategic industries on both sides of the border, and is aligned with our approach to working with firms that share our client-focused culture and a commitment to inclusive economic growth. In Canada, we announced a new long-term agreement to become the exclusive issuer of Costco Mastercards, including the acquisition of the existing portfolio which serves millions of Canadians and has over $3 billion in outstanding balances. This will significantly grow and diversify our credit card portfolio in the everyday rewards category. Importantly, this agreement with Costco provides an opportunity to deepen relationships with new clients from across Costco’s large and growing member base, making this a strategically important investment for the coming years. We also established a strategic relationship with Microsoft, embracing a cloud-first approach and enhancing our resilience, efficiency and agility. We’ve made significant progress in modernizing our bank, and this agreement will accelerate those efforts. Writing a new chapter in our history with our new brand Through our investments in culture and our capabilities, we’ve become a different bank. In 2021, we set out on the next chapter in the growth story of CIBC as we unveiled our new brand. Our new brand is not a promise of something that we’re going to be — it’s a statement on the bank we’ve worked hard to become. The brand message of Ambitions made real is brought to life by the investments we’ve made across our bank. We are now a truly North American bank. The CIBC of today is one where our team collaborates across business lines and across borders for our clients, and one where we’re all guided by our purpose. Our new brand captures the significant growth and transformation of our bank in recent years, and signifies the next phase of growth in our long history. vi CIBC 2021 ANNUAL REPORT


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LOGO

Furthering our commitment to an inclusive, sustainable future We are focused on the future and recognize climate change is one of the greatest threats facing society. We continue to take real action to enable a lower carbon future for our stakeholders, including announcing our ambition to achieve net-zero GHG emissions from our operations and our financing activities by 2050. We also doubled our commitment to sustainable finance — increasing our target to $300 billion dollars by 2030(2), a significant contribution to making the sustainability ambitions of our clients a reality. And we joined the Net-Zero Banking Alliance, reinforcing the role our bank plays in financing the climate transition and giving us an opportunity to work alongside global peers to map out an inclusive path to combat climate change. Importantly, we are also taking action to deliver market-based solutions, enabling our clients to achieve their net-zero GHG ambitions. One example is Project Carbon, a new platform launched by CIBC in a joint effort with three other global banks, bringing clear and consistent pricing and standards to the voluntary carbon market. Simply put, it makes the carbon credit market more liquid and more accessible, which will make it easier for clients to make progress towards their net-zero commitments. We have also made progress against our commitment to make inclusion the cornerstone of our bank’s culture. We have established measurable goals that make our leaders accountable for helping to remove barriers experienced by members of the Black community, Indigenous peoples and other communities who continue to be underrepresented in financial services. I am also proud to serve for the second year as co-chair of the BlackNorth Initiative which catalyzes leaders across Corporate Canada to end anti-Black systemic racism. In 2021, CIBC has increased the representation of board-approved executives from the Black community from 2.6% to 2.9% and the representation of our Canadian workforce increased from 3.5% to 3.8%. We were named the leading company in Canada for gender equality and ranked 19th globally in Equileap’s fourth annual Gender Equality Global Report & Ranking, reflecting our long-term commitment to creating a workplace where all our team members can achieve their ambitions. Our bank also celebrated our 10th year as one of Canada’s Top 100 Employers, and we were also named a Top Employer for Young People as a result of our ability to attract and retain top talent. Investing in our communities As 2021 drew to a close, we readied for the launch of the CIBC Foundation, an important step in our ongoing efforts to support our communities. Created to help advance social and economic equality for underserved communities, the CIBC Foundation came into being just after year end. It builds on our bank’s charitable efforts to drive lasting change so that everyone can realize their ambitions. (2) Sustainable financing largely relates to client activities that support, but are not limited to, renewable and emission-free energy, energy efficiency, sustainable infrastructure, affordable housing, green buildings, sustainability-linked financings and green financial products. The products offered by CIBC included in our mobilization commitment to support these client activities include loans and loan syndications, debt and equity underwritings, M&A advisory and hedging solutions, as well as principal investments. ESG by the numbers Women on the Board of Directors 50% Clients engaged in financial education seminars and events 72,000 Total corporate and employee giving in 2021 $132.7M(3) New loan authorizations to small and medium-sized enterprises in 2021 $4.8B (3) Includes corporate giving, including $70 million to CIBC Foundation, corporate sponsorships and employee giving and fundraising. CIBC 2021 ANNUAL REPORT vii


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LOGO

Message from the President and Chief Executive Officer Our flagship fundraising events such as the CIBC Run for the Cure and CIBC Miracle Day will continue to be vital elements in how we give back and support our communities. We held these events virtually again this year and raised $7.6 million combined to go towards important causes in our communities related to cancer research and supporting a brighter future for children. Closing Our bank weathered the onset of the pandemic in 2020 thanks to an unrelenting focus on our clients. We advanced our growth strategy and worked to live our purpose in 2021 through our continued investments in initiatives that make a difference to our clients, team, communities and investors. We enter 2022 with a new brand, and a sense of anticipation. That commitment is reflected in our financial results and underpins our investments for the future — in our bank’s growth potential as well as in our communities as we strive to foster a more inclusive, sustainable economy. In reflecting on such an important year for our bank, I want to close by saying thank you to our incredible team. They are the face of our bank and they live our purpose every day. They have remained steadfast through a challenging time, and they are very much the driving force behind the bank we’ve become. The future is bright — for our stakeholders and for our bank. The next chapter in our bank’s history begins now, and we’re excited about what we can accomplish together. Victor G. Dodig President and Chief Executive Officer Executive Team 1 2 3 4 5 6 7 8 9 10 (from left to right, top to bottom): 1 – Victor G. Dodig President and Chief Executive Officer 2 – Shawn Beber Senior Executive Vice-President and Chief Risk Officer 3 – Michael G. Capatides Senior Executive Vice-President and Group Head, U.S. Region; President and CEO, CIBC Bank USA 4 – Harry Culham Senior Executive Vice-President and Group Head, Capital Markets and Direct Financial Services 5 – Laura Dottori-Attanasio Senior Executive Vice-President and Group Head, Personal and Business Banking, Canada 6 – Jon Hountalas Senior Executive Vice-President and Group Head, Commercial Banking and Wealth Management, Canada 7 – Christina Kramer Senior Executive Vice-President and Group Head, Technology, Infrastructure and Innovation 8 – Kikelomo Lawal Executive Vice-President and Chief Legal Officer 9 – Hratch Panossian Senior Executive Vice-President and Chief Financial Officer and Enterprise Strategy 10 – Sandy Sharman Senior Executive Vice-President and Group Head, People, Culture and Brand viii CIBC 2021 ANNUAL REPORT


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LOGO

Message from the Chair of the Board “Looking back on 2021, my first year as Chair of the Board, I am proud of how CIBC has supported clients, communities and team members through the second year of the COVID-19 pandemic.” Katharine B. Stevenson Chair of the Board Our top priorities are to ensure CIBC has the right strategy, the best talent and excellent risk management to pursue opportunities aligned with our purpose. CIBC’s growth agenda is on track as our clients across industries emerge from the pandemic, and as confidence in the future rises for individuals and businesses alike. During 2021, all our businesses performed well and we delivered strong shareholder returns while continuing to invest in both our U.S. and Canadian franchises. Your Board has a relentless focus on environmental, social and governance matters. We are committed to making inclusion a cornerstone of CIBC’s culture and I am pleased to report that 40% of CIBC’s Executive Committee are women, and the Board is at gender parity with 50% women. In addition, your Board includes one director who identifies as a member of the Black community and one who identifies as a member of the LGBTQ+ community. We believe climate change is one of the most important issues of our time. We are actively reducing our own carbon footprint; however, our biggest impact will be by proactively supporting our clients in their transition to a lower carbon economy. Towards this end, we have announced our ambition to achieve net-zero greenhouse gas emissions by 2050 and have doubled our target for sustainable financing, among other environmental commitments. As we look ahead to 2022 we are optimistic. Despite the challenges of the last two years, CIBC has accelerated its investments in growth initiatives which support our client-focused strategy. This positions us well for future growth. Finally, I would like to recognize your CEO, Victor Dodig, and your management team for their leadership in guiding us through the second year of the pandemic while delivering strong financial performance. On behalf of your Board, I also would like to thank every member of CIBC’s team. We appreciate your dedication in living our purpose each and every day for our clients. Katharine B. Stevenson Chair of the Board
CIBC 2021 ANNUAL REPORT ix


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Enhanced Disclosure Task Force

 

The Enhanced Disclosure Task Force (EDTF), established by the Financial Stability Board, released its report “Enhancing the Risk Disclosures of Banks” in 2012, which included thirty-two disclosure recommendations. The index below provides the listing of these disclosures, along with their locations. EDTF disclosures are located in our management’s discussion and analysis, consolidated financial statements, and supplementary packages, which may be found on our website (www.cibc.com). No information on CIBC’s website, including the supplementary packages, should be considered incorporated herein by reference.

 

Topics   Recommendations     Disclosures   Management’s
discussion
and analysis
  Consolidated
financial
statements
    Pillar 3 Report and
Supplementary
regulatory
capital  disclosure
 
                 Page references  
General     1     Index of risk information – current page          
      2     Risk terminology and measures (1)           71–73  
      3     Top and emerging risks   50        
      4     Key future regulatory ratio requirements   36, 39, 74, 75     172       9, 16  

Risk

governance,

risk

management and business model

    5     Risk management structure   44, 45        
    6     Risk culture and appetite   43, 46, 47        
    7     Risks arising from business activities   48, 53        
    8    

Bank-wide stress testing

  32, 49, 57, 63,

70, 72

               

Capital

adequacy

and risk-weighted

assets

    9     Minimum capital requirements   32     172      
    10     Components of capital and reconciliation to the consolidated regulatory balance sheet   36         8–11  
    11     Regulatory capital flow statement   37         12  
    12     Capital management and planning   39     172      
    13    

Business activities and risk-weighted

assets

  38, 53         4  
    14    

Risk-weighted assets and capital

requirements

  34, 38         4  
    15     Credit risk by major portfolios   56–60         27–36  
    16     Risk-weighted assets flow statement   38         4, 5  
    17     Back-testing of models   48, 57, 68             69, 70  
Liquidity     18     Liquid assets   73                
Funding     19     Encumbered assets   73        
      20     Contractual maturity of assets, liabilities and off-balance sheet instruments   78        
      21     Funding strategy and sources   76                
Market risk     22     Reconciliation of trading and non-trading portfolios to the consolidated balance sheet   67        
      23    

Significant trading and non-trading

market risk factors

  67–71        
      24    

Model assumptions, limitations and

validation procedures

  67–71        
      25     Stress testing and scenario analysis   32, 70                
Credit risk     26     Analysis of credit risk exposures   58–65     145–152, 193       6–7, 65–68  
      27     Impaired loan and forbearance policies   55, 63, 85     124      
      28     Reconciliation of impaired loans and the allowance for credit losses   63     146      
      29    

Counterparty credit risk arising from

derivatives

  55, 59     162–163       68, 35 (2)  
      30     Credit risk mitigation   55     162–163      

20, 27–36, 39–40,

46–50, 53, 68

 

 

Other risks     31     Other risks   79–82        
      32     Discussion of publicly known risk events   79     185          

 

(1)

A detailed glossary of our risk and capital terminology is included on page 103.

(2)

Included in supplementary financial information package.

 

x   CIBC 2021 ANNUAL REPORT


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Management’s discussion and analysis

 

Management’s discussion and analysis

Management’s discussion and analysis (MD&A) is provided to enable readers to assess CIBC’s financial condition and results of operations as at and for the year ended October 31, 2021, compared with prior years. The MD&A should be read in conjunction with the audited consolidated financial statements. Unless otherwise indicated, all financial information in this MD&A has been prepared in accordance with International Financial Reporting Standards (IFRS or GAAP) and all amounts are expressed in Canadian dollars. Certain disclosures in the MD&A have been shaded as they form an integral part of the consolidated financial statements. The MD&A is current as of December 1, 2021. Additional information relating to CIBC, including the Annual Information Form, is available on SEDAR at www.sedar.com and on the United States (U.S.) Securities and Exchange Commission’s (SEC) website at www.sec.gov. No information on CIBC’s website (www.cibc.com) should be considered incorporated herein by reference. A glossary of terms used in the MD&A and the audited consolidated financial statements is provided on pages 100 to 106 of this Annual Report.

 

 

 

2   External reporting changes
2   Overview
2   Our strategy
2   Performance against objectives
5   Financial highlights
6   Economic and market environment
6   Year in review – 2021
6   Outlook for calendar year 2022
7   Significant events
8   Financial performance overview
8   2021 Financial results review
8   Net interest income and margin
9   Non-interest income
9   Trading revenue (TEB)
10   Provision for credit losses
10   Non-interest expenses
10   Taxes
11   Foreign exchange
11   Fourth quarter review
12   Quarterly trend analysis
13   Review of 2020 financial performance
15   Non-GAAP measures
18   Strategic business units overview
19   Canadian Personal and Business Banking
21   Canadian Commercial Banking and Wealth Management
23   U.S. Commercial Banking and Wealth Management
27   Capital Markets
30   Corporate and Other
31   Financial condition
31   Review of condensed consolidated balance sheet
32   Capital management
41   Off-balance sheet arrangements

 

43   Management of risk
83   Accounting and control matters
83   Critical accounting policies and estimates
89   Accounting developments
89   Other regulatory developments
90   Related-party transactions
91   Policy on the Scope of Services of the Shareholders’ Auditor
91   Controls and procedures
92   Supplementary annual financial information
100   Glossary
 

 

 

A NOTE ABOUT FORWARD-LOOKING STATEMENTS: From time to time, we make written or oral forward-looking statements within the meaning of certain securities laws, including in this Annual Report, in other filings with Canadian securities regulators or the SEC and in other communications. All such statements are made pursuant to the “safe harbour” provisions of, and are intended to be forward-looking statements under applicable Canadian and U.S. securities legislation, including the U.S. Private Securities Litigation Reform Act of 1995. These statements include, but are not limited to, statements made in the “Message from the President and Chief Executive Officer”, “Overview – Performance against objectives”, “Economic and market environment – Outlook for calendar year 2022”, “Significant events”, “Financial performance overview – Taxes”, “Strategic business units overview – Canadian Personal and Business Banking”, “Strategic business units overview – Canadian Commercial Banking and Wealth Management”, “Strategic business units overview – U.S. Commercial Banking and Wealth Management”, “Strategic business units overview – Capital Markets”, “Financial condition – Capital management”, “Financial condition – Off-balance sheet arrangements”, “Management of risk – Risk overview”, “Management of risk – Top and emerging risks”, “Management of risk – Credit risk”, “Management of risk – Market risk”, “Management of risk – Liquidity risk”, “Accounting and control matters – Critical accounting policies and estimates”, “Accounting and control matters – Accounting developments”, “Accounting and control matters – Other regulatory developments” and “Accounting and control matters – Controls and procedures” sections of this report and other statements about our operations, business lines, financial condition, risk management, priorities, targets, ongoing objectives, strategies, the regulatory environment in which we operate and outlook for calendar year 2022 and subsequent periods. Forward-looking statements are typically identified by the words “believe”, “expect”, “anticipate”, “intend”, “estimate”, “forecast”, “target”, “objective” and other similar expressions or future or conditional verbs such as “will”, “should”, “would” and “could”. By their nature, these statements require us to make assumptions, including the economic assumptions set out in the “Economic and market environment – Outlook for calendar year 2022” section of this report, and are subject to inherent risks and uncertainties that may be general or specific. Given the continuing impact of the coronavirus (COVID-19) pandemic on the global economy, financial markets, and our business, results of operations, reputation and financial condition, there is inherently more uncertainty associated with our assumptions as compared to prior periods. A variety of factors, many of which are beyond our control, affect our operations, performance and results, and could cause actual results to differ materially from the expectations expressed in any of our forward-looking statements. These factors include: the occurrence, continuance or intensification of public health emergencies, such as the COVID-19 pandemic, and any related government policies and actions; credit, market, liquidity, strategic, insurance, operational, reputation, conduct and legal, regulatory and environmental risk; currency value and interest rate fluctuations, including as a result of market and oil price volatility; the effectiveness and adequacy of our risk management and valuation models and processes; legislative or regulatory developments in the jurisdictions where we operate, including the Organisation for Economic Co-operation and Development Common Reporting Standard, and regulatory reforms in the United Kingdom and Europe, the Basel Committee on Banking Supervision’s global standards for capital and liquidity reform, and those relating to bank recapitalization legislation and the payments system in Canada; amendments to, and interpretations of, risk-based capital guidelines and reporting instructions, and interest rate and liquidity regulatory guidance; the resolution of legal and regulatory proceedings and related matters; the effect of changes to accounting standards, rules and interpretations; changes in our estimates of reserves and allowances; changes in tax laws; changes to our credit ratings; political conditions and developments, including changes relating to economic or trade matters; the possible effect on our business of international conflicts and terrorism; natural disasters, disruptions to public infrastructure and other catastrophic events; reliance on third parties to provide components of our business infrastructure; potential disruptions to our information technology systems and services; increasing cyber security risks which may include theft or disclosure of assets, unauthorized access to sensitive information, or operational disruption; social media risk; losses incurred as a result of internal or external fraud; anti-money laundering; the accuracy and completeness of information provided to us concerning clients and counterparties; the failure of third parties to comply with their obligations to us and our affiliates or associates; intensifying competition from established competitors and new entrants in the financial services industry including through internet and mobile banking; technological change; global capital market activity; changes in monetary and economic policy; general business and economic conditions worldwide, as well as in Canada, the U.S. and other countries where we have operations, including increasing Canadian household debt levels and global credit risks, climate change and other environmental and social risks, our success in developing and introducing new products and services, expanding existing distribution channels, developing new distribution channels and realizing increased revenue from these channels; changes in client spending and saving habits; our ability to attract and retain key employees and executives; our ability to successfully execute our strategies and complete and integrate acquisitions and joint ventures; the risk that expected benefits of an acquisition, merger or divestiture will not be realized within the expected time frame or at all; and our ability to anticipate and manage the risks associated with these factors. This list is not exhaustive of the factors that may affect any of our forward-looking statements. These and other factors should be considered carefully and readers should not place undue reliance on our forward-looking statements. Any forward-looking statements contained in this report represent the views of management only as of the date hereof and are presented for the purpose of assisting our shareholders and financial analysts in understanding our financial position, objectives and priorities and anticipated financial performance as at and for the periods ended on the dates presented, and may not be appropriate for other purposes. We do not undertake to update any forward-looking statement that is contained in this report or in other communications except as required by law.

 

 

 

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Management’s discussion and analysis

 

External reporting changes

The following external reporting changes were made in 2021.

Changes made to our business segments

•  

Simplii Financial and CIBC Investor’s Edge, previously reported in Canadian Personal and Business Banking, are now part of the newly-created Direct Financial Services line of business in Capital Markets, along with certain other direct payment services that were previously in Capital Markets. This change was made to align with the mandates of the relevant strategic business units (SBUs).

•  

The financial results associated with U.S. treasury activities in U.S. Commercial Banking and Wealth Management are now included within Treasury in Corporate and Other. In addition, the transfer pricing methodology between U.S. Commercial Banking and Wealth Management and Treasury in Corporate and Other has been enhanced. Both changes align the treatment of U.S. Commercial Banking and Wealth Management with our other SBUs, and allow for better management of interest rate and liquidity risks.

Prior period amounts have been revised accordingly. The changes impacted the results of our SBUs and how we measure the performance of our SBUs. There was no impact on our consolidated financial results from these changes.

Overview

CIBC is a leading North American financial institution committed to creating enduring value for all our stakeholders – our clients, team, communities and shareholders. We are guided by our purpose – to help make your ambitions a reality, and our focus on creating a more secure, equitable and sustainable future through our environmental, social and governance (ESG) principles.

Across Personal and Business Banking, Commercial Banking and Wealth Management, and Capital Markets businesses, our 45,000 employees provide a full range of financial products and services to 11 million personal banking, business, public sector and institutional clients in Canada, the U.S. and around the world.

 

 

Our strategy

In 2021, we continued to focus on building a modern, relationship-oriented bank. Through these efforts, we’re delivering superior client experience and top-tier shareholder returns while maintaining our financial strength, risk discipline and advancing our purpose-driven culture. Foundational to our progress is a consistent focus on three strategic priorities:

•  

Further strengthening our Canadian consumer franchise;

•  

Maintaining and growing our resilient North American Commercial Banking, Wealth Management, and Capital Markets businesses; and

•  

Accelerating ongoing investments in growth initiatives.

Performance against objectives

CIBC reports a scorecard of financial measures that we use to evaluate and report on our progress to external stakeholders. These measures can be categorized into four key areas – earnings growth, operating leverage, profitability, and balance sheet strength. We have set targets for each of these measures over the medium term, which we define as three to five years, assuming a normal business environment and credit cycle. Our ability to achieve these objectives may be adversely affected by extraordinary developments and disruptions.

Global economic activity accelerated this year, although the COVID-19 pandemic continues to pose a headwind to the pace of that recovery. Distribution of COVID-19 vaccines has allowed for the re-opening of much of the economy, but not all economic activities have returned to pre-pandemic levels and continue to have an impact on our ability to achieve certain performance objectives.

 

Earnings growth

To assess our earnings growth, we monitor our earnings per share (EPS). Our target of 5% to 10% growth reflects a simple average of annual adjusted(1) EPS growth. In 2021, against a backdrop of an improving economic environment, year-over-year reported and adjusted(1) diluted EPS increased by 69% and 49%, respectively.

 

Going forward, we are maintaining our target to deliver average annual adjusted(1) EPS growth of 5% to 10%.

 

Reported diluted EPS

($)

 

LOGO

  

Adjusted diluted EPS(1)

($)

 

LOGO

 

(1)

Adjusted measures are non-GAAP measures. For additional information, see the “Non-GAAP measures” section.

 

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Management’s discussion and analysis

 

Operating leverage

Operating leverage, defined as the difference between the year-over-year percentage change in revenue and year-over-year percentage change in non-interest expenses, is a measure of the relative growth rates of revenue and expenses. In 2021, our reported and adjusted(1) operating leverage was 5.3% and 0.7%, respectively, compared with (4.0)% and (0.6)%, respectively in 2020.

 

Going forward, our target is to deliver positive adjusted(1) operating leverage.

 

Reported operating
leverage

(%)

 

LOGO

  

Adjusted operating
leverage
(1)

(%)

 

LOGO

Profitability

We have three metrics to measure profitability, including two shareholder value targets:

 

1.  Return on common shareholders’ equity (ROE)

 

ROE, defined as the ratio of net income to average(2) common shareholders’ equity, is a key measure of profitability. In 2021, our reported and adjusted(1) ROE were at 16.1% and 16.7%, respectively, compared with 10.0% and 11.7%, respectively, in 2020.

 

Going forward, we will continue to target a strong adjusted(1) ROE of at least 15%.

 

Reported return on

common

shareholders’ equity

(%)

 

LOGO

  

Adjusted return on

common

shareholders’ equity(1)

(%)

 

LOGO

2.  Dividend payout ratio

 

Dividend payout ratio is defined as the ratio of common share dividends paid as a percentage of net income after preferred share dividends, premium on preferred share redemptions, and distributions on other equity instruments. Our key criteria for considering dividend increases are our current level of payout relative to our target and our view on the sustainability of our current earnings level. In 2021, our reported and adjusted(1) dividend payout ratios were 41.8% and 40.3%, respectively, compared with 70.7% and 60.0%, respectively, in 2020. In response to the COVID-19 pandemic, effective March 2020, the Office of the Superintendent of Financial Institutions (OSFI) directed that all federally regulated financial institutions halt share buybacks and dividend increases until further notice. The temporary measure was lifted effective November 4, 2021.

 

Going forward, we will continue to target an adjusted(1) dividend payout ratio of 40% to 50%.

 

Reported dividend

payout ratio

(%)

 

LOGO

  

Adjusted dividend

payout ratio(1)

(%)

 

LOGO

 

3.  Total shareholder return (TSR)

 

TSR is the ultimate measure of shareholder value, and the output of delivering against the financial targets
within our control. We have an objective to deliver a TSR that exceeds the industry average, which we have
defined as the Standard & Poor’s (S&P)/Toronto Stock Exchange (TSX) Composite Banks Index, over a
rolling five-year period. For the five years ended October 31, 2021, our TSR was 91.9% (2020: 27.7%), which
was above the S&P/TSX Composite Banks Index return over the same period of 80.4%.

  

Rolling five-year TSR

(%)

 

LOGO

 

(1)

Adjusted measures are non-GAAP measures. For additional information, see the “Non-GAAP measures” section.

(2)

Average balances are calculated as a weighted average of daily closing balances.

 

 

 

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Management’s discussion and analysis

 

Balance sheet strength

Maintaining a strong balance sheet is foundational to our long-term success. Our goal is to maintain strong capital and liquidity positions. We look to constantly balance our objectives of holding a prudent amount of excess capital for unexpected events and environmental uncertainties, investing in our core businesses, growing through acquisitions and returning capital to our shareholders.

 

1.  Basel III Common Equity Tier 1 (CET1) ratio

 

For the year ended October 31, 2021, our Basel III CET1(1) ratio was 12.4%, compared with 12.1% in 2020, well above the current regulatory target set by OSFI of 10.5%.

 

In response to the COVID-19 pandemic, effective March 2020, OSFI directed that all federally regulated financial institutions halt share buybacks and dividend increases until further notice. The temporary measure was lifted effective November 4, 2021.

 

2.  Liquidity coverage ratio (LCR)

 

Our ability to meet our financial obligations is measured through the LCR ratio. It measures unencumbered high-quality liquid assets (HQLA) that can be converted into cash to meet liquidity needs for a 30-calendar-day liquidity stress scenario. The LCR standard requires that, absent a situation of financial stress, the value of the ratio be no lower than 100%.

 

For the quarter ended October 31, 2021, our three-month daily average LCR(1) was 127% compared to 145% for the same period last year. The decrease returns our LCR to pre-pandemic levels.

  

CET1 ratio

(%)

 

LOGO

 

Liquidity coverage ratio

(%)

 

LOGO

 

(1)

CET1 is calculated pursuant to OSFI’s Capital Adequacy Requirements (CAR) Guideline and LCR is calculated pursuant to OSFI’s Liquidity Adequacy Requirements (LAR) Guideline, which are both based on Basel Committee on Banking Supervision (BCBS) standards.

 

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Financial highlights

 

As at or for the year ended October 31    2021      2020      2019      2018      2017  

Financial results ($ millions)

                 

Net interest income

      $ 11,459      $ 11,044      $ 10,551      $ 10,065      $ 8,977  

Non-interest income

          8,556        7,697        8,060        7,769        7,303  

Total revenue

        20,015        18,741        18,611        17,834        16,280  

Provision for credit losses

     158        2,489        1,286        870        829  

Non-interest expenses

          11,535        11,362        10,856        10,258        9,571  

Income before income taxes

        8,322        4,890        6,469        6,706        5,880  

Income taxes

          1,876        1,098        1,348        1,422        1,162  

Net income

        $ 6,446      $ 3,792      $ 5,121      $ 5,284      $ 4,718  

Net income attributable to non-controlling interests

     17        2        25        17        19  

Preferred shareholders and other equity instrument holders

     158        122        111        89        52  

Common shareholders

          6,271        3,668        4,985        5,178        4,647  

Net income attributable to equity shareholders

   $ 6,429      $ 3,790      $ 5,096      $ 5,267      $ 4,699  

Financial measures

                 

Reported efficiency ratio (1)

        57.6  %       60.6  %       58.3  %       57.5  %       58.8  % 

Reported operating leverage (1)

        5.3  %       (4.0 )%       (1.5 )%       2.4  %       1.6  % 

Loan loss ratio (2)

        0.16  %       0.26  %       0.29  %       0.26  %       0.25  % 

Reported return on common shareholders’ equity (1)

     16.1  %       10.0  %       14.5  %       16.6  %       18.3  % 

Net interest margin (1)

     1.42  %       1.50  %       1.65  %       1.68  %       1.66  % 

Net interest margin on average interest-earning assets (3)(4)

     1.59  %       1.69  %       1.84  %       1.88  %       1.85  % 

Return on average assets (4)(5)

     0.80  %       0.52  %       0.80  %       0.88  %       0.87  % 

Return on average interest-earning assets (3)(4)(5)

     0.89  %       0.58  %       0.89  %       0.99  %       0.97  % 

Reported effective tax rate

          22.5  %       22.5  %       20.8  %       21.2  %       19.8  % 

Common share information

                 

Per share ($)

  

– basic earnings

   $ 13.97      $ 8.23      $ 11.22      $ 11.69      $ 11.26  
  

– reported diluted earnings

     13.93        8.22        11.19        11.65        11.24  
  

– dividends

     5.84        5.82        5.60        5.32        5.08  
  

– book value (6)

     91.66        84.05        79.87        73.83        66.55  

Closing share price ($)

        150.17        99.38        112.31        113.68        113.56  

Shares outstanding (thousands)

  

– weighted-average basic

     448,953        445,435        444,324        443,082        412,636  
  

– weighted-average diluted

     450,183        446,021        445,457        444,627        413,563  
  

– end of period

         450,828        447,085        445,342        442,826        439,313  

Market capitalization ($ millions)

   $ 67,701      $ 44,431      $ 50,016      $ 50,341      $ 49,888  

Value measures

                 

Total shareholder return

     58.03  %       (5.90 )%       4.19  %       4.70  %       18.30  % 

Dividend yield (based on closing share price)

     3.9  %       5.9  %       5.0  %       4.7  %       4.5  % 

Reported dividend payout ratio (1)

     41.8  %       70.7  %       49.9  %       45.5  %       45.6  % 

Market value to book value ratio

     1.64        1.18        1.41        1.54        1.71  

Selected financial measures – adjusted (7)

              

Adjusted efficiency ratio (8)

     55.4  %       55.8  %       55.5  %       55.6  %       57.2  % 

Adjusted operating leverage (8)

     0.7  %       (0.6 )%       0.2  %       3.2  %       1.6  % 

Adjusted return on common shareholders’ equity

     16.7  %       11.7  %       15.4  %       17.4  %       18.1  % 

Adjusted effective tax rate

        22.7  %       21.8  %       20.6  %       20.0  %       20.3  % 

Adjusted diluted earnings per share ($)

   $ 14.47      $ 9.69      $ 11.92      $ 12.21      $ 11.11  

Adjusted dividend payout ratio

               40.3  %       60.0  %       46.9  %       43.4  %       46.2  % 

On- and off-balance sheet information ($ millions)

              

Cash, deposits with banks and securities

   $ 218,398      $ 211,564      $ 138,669      $ 119,355      $ 107,571  

Loans and acceptances, net of allowance for credit losses

     462,879        416,388        398,108        381,661        365,558  

Total assets

     837,683        769,551        651,604        597,099        565,264  

Deposits

     621,158        570,740        485,712        461,015        439,706  

Common shareholders’ equity (1)

     41,323        37,579        35,569        32,693        29,238  

Average assets (4)

     809,621        735,492        639,716        598,441        542,365  

Average interest-earning assets (3)(4)

     721,686        654,142        572,677        536,059        485,837  

Average common shareholders’ equity (1)(4)

     38,881        36,792        34,467        31,184        25,393  

Assets under administration (AUA) (1)(9)(10)(11)

     2,963,221            2,364,005  (8)           2,423,240  (8)           2,303,962            2,192,947  

Assets under management (AUM) (1)(10)(11)

     316,834        261,037  (8)       249,596  (8)       225,379        221,571  

Balance sheet quality (All-in basis) and liquidity measures (12)

              

Risk-weighted assets (RWA) ($ millions)

              

Total RWA

      $ 272,814      $ 254,871      $ 239,863        n/a        n/a  

CET1 capital RWA

        n/a        n/a        n/a      $ 216,144      $ 203,321  

Tier 1 capital RWA

        n/a        n/a        n/a        216,303        203,321  

Total capital RWA

        n/a        n/a        n/a        216,462        203,321  

Capital ratios

              

CET1 ratio (13)

        12.4  %       12.1  %       11.6  %       11.4  %       10.6  % 

Tier 1 capital ratio (13)

        14.1  %       13.6  %       12.9  %       12.9  %       12.1  % 

Total capital ratio (13)

        16.2  %       16.1  %       15.0  %       14.9  %       13.8  % 

Leverage ratio

        4.7  %       4.7  %       4.3  %       4.3  %       4.0  % 

LCR (14)

          127  %       145  %       125  %       128  %       120  % 

Other information

                 

Full-time equivalent employees

          45,282        43,853        45,157        44,220        44,928  

 

(1)

For additional information on the composition, see the “Glossary” section.

(2)

The ratio is calculated as the provision for credit losses on impaired loans to average loans and acceptances, net of allowance for credit losses.

(3)

Average interest-earning assets include interest-bearing deposits with banks, interest-bearing demand deposits with Bank of Canada, securities, cash collateral on securities borrowed, securities purchased under resale agreements, loans net of allowance for credit losses, and certain sublease-related assets.

(4)

Average balances are calculated as a weighted average of daily closing balances.

(5)

Net income expressed as a percentage of average assets or average interest-earning assets.

(6)

Common shareholders’ equity divided by the number of common shares issued and outstanding at end of period.

(7)

Adjusted measures are non-GAAP measures. Adjusted measures are calculated in the same manner as reported measures, except that financial information included in the calculation of adjusted measures is adjusted to exclude the impact of items of note. For additional information and a reconciliation of reported results to adjusted results, see the “Non-GAAP measures” section.

(8)

Calculated on a taxable equivalent basis (TEB).

(9)

Includes the full contract amount of AUA or custody under a 50/50 joint venture between CIBC and The Bank of New York Mellon of $2,341.1 billion as at October 31, 2021 (2020: $1,861.5 billion).

(10)

AUM amounts are included in the amounts reported under AUA.

(11)

Certain prior year information has been restated.

(12)

RWA and our capital ratios are calculated pursuant to OSFI’s CAR Guideline, the leverage ratio is calculated pursuant to OSFI’s Leverage Requirements Guideline, and LCR is calculated pursuant to OSFI’s LAR Guideline, all of which are based on BCBS standards. For additional information, see the “Capital management” and “Liquidity risk” sections.

(13)

Effective beginning in the second quarter of 2020, ratios reflect the expected credit loss (ECL) transitional arrangement announced by OSFI on March 27, 2020 in response to the onset of the COVID-19 pandemic.

(14)

Average for the three months ended October 31 for each respective year.

n/a

Not applicable.

 

 

 

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Table of Contents

Management’s discussion and analysis

 

Economic and market environment

Year in review – 2021

Progress towards containing outbreaks of the COVID-19 pandemic through vaccination campaigns and less restrictive public health measures provided an improving economic backdrop for CIBC. The move from broad economic closures to lighter control measures enabled a partial recovery in service sector activity, with spending supported by job growth, fiscal measures that had elevated savings in the prior year, and ongoing monetary stimulus that kept interest rates at low levels. Some goods sector industries remained disrupted by global supply chain bottlenecks caused by the pandemic. Job gains, growing business output and rising resource prices offset diminished usage of government support measures, resulting in an improvement in business and household credit quality, although continued low interest rates held down lending margins in Canada and the U.S. Improved consumer spending had a positive impact on retail transactions volumes relative to the lows of the pandemic in 2020, but spending has not returned to pre-pandemic levels partly as a result of supply chain issues and consumer credit usage remained sluggish as households drew on ample savings. Healthy growth in mortgage demand was driven by an active housing market and higher average prices. Business credit demand picked up as firms responded to improving opportunities, while capital markets activity was supported by strong corporate and government bond issuance, mergers tied to consolidations, and constructive equity markets in both the U.S. and Canada. Deposit growth continued to decelerate after outsized gains early in the pandemic.

Outlook for calendar year 2022

Global economic activity accelerated this year, although the COVID-19 pandemic, fueled by the more contagious Delta and Omicron variants, continues to pose a headwind to the pace of that recovery, impacting services demand and the supply of goods. Restrictions imposed by governments around the world to limit the impact of the infection have eased significantly in most jurisdictions, but disruptions in production and shipping continue to impact global supply chains and consumer caution is holding back travel and demand for other services. Vaccination rates are climbing, and although the virus remains a threat, our outlook assumes that targeted health measures rather than broader economic closures will be used to contain future infections in most countries. We also assume that the increased global distribution of vaccines will help relieve supply chain disruptions, improving the availability and lowering price pressures on internationally traded goods.

In Canada, after a gain of approximately 4.5% in 2021, real gross domestic product (GDP) is expected to grow by approximately 4% in calendar 2022, led by a further recovery in consumer services demand, as well as improvements in exports and capital spending as global supply chain pressures ease. We expect that the unemployment rate will average near 6% in calendar 2022, approaching full-employment levels in the latter half of the year. Improving economic activity will more than offset diminished government assistance for business and households, supporting business and household credit growth and credit quality. Government bond issuance will decrease in 2022 on reduced deficits. Although inflation is expected to ease during the year on improved goods supplies, we expect that the Bank of Canada will respond to a tightening labour market by raising the overnight interest rate by 50 basis points in the latter half of the year. Longer-term rates will drift higher over the year as the market builds in expectations for rate hikes beyond 2022, and global central banks pull back from bond purchases under quantitative easing.

In the U.S., real GDP is expected to grow by 4.2% in calendar 2022, after growing by 5.5% in the prior calendar year. Unemployment is expected to average in the 4% range in calendar 2022, reaching full employment levels in the second half of the year. Strong employment gains and improving business revenues will support lower insolvencies. In response to achieving its employment objectives, after maintaining near-zero short-term interest rates in the first half of the year, the Federal Reserve is likely to increase rates by 50 basis points in the latter half of calendar 2022, after winding down its net purchases of bonds in the first half of the calendar year.

The economic challenges from COVID-19 have impacted all our SBUs, and while they are likely to still be present in the coming year, lower case counts and fatalities, facilitated by higher vaccination rates and other potential treatments for COVID-19, will shape the environment ahead. From a credit perspective, lower and more targeted government support will be more than offset by improving employment and business volumes. Deposit growth will continue at moderate rates, having already adjusted to the deceleration in the flow of government support payments to households and businesses. The interest rate environment is expected to continue to have a modestly negative impact on the net interest margins for all our SBUs.

For Canadian Personal and Business Banking, mortgage demand growth could decelerate slightly in the coming fiscal year on softer home sales volumes and higher interest rates. We expect to see a modest acceleration in growth in non-mortgage credit demand in the next fiscal year as a result of the continued easing of pandemic-related constraints on economic activity, which will support an increase in consumer spending. Further increases in consumer spending are expected to have a positive impact on retail transaction volumes. Continued demand for business lending products is anticipated as small businesses expand in response to the economic recovery.

Our Canadian and U.S. wealth management businesses are expected to benefit in the coming fiscal year from a further economic recovery, with investors continuing to look for alternatives to what will still be low real interest rates.

Our Capital Markets business is expected to benefit in the coming fiscal year from trading volumes driven by greater volatility as interest rates rise, from merger and acquisition activity as corporate consolidations continue, as well as from healthy equity issuance, but could be negatively impacted by lower corporate and provincial bond issuance. Loan demand in our Canadian and U.S. commercial banking businesses is expected to continue to grow at a moderate pace in the coming fiscal year in response to improving economic conditions.

The economic outlook described above reflects numerous assumptions regarding the economic impact of the COVID-19 pandemic. Although its severity appears to be diminishing where vaccination rates are high, case counts are still escalating in some countries, and uncertainties remain regarding the pace of global vaccination efforts, the need for booster doses, and the degree to which they will contain existing and potential new variants, without measures that limit economic activity. Expectations reflect currently available information and are subject to change as new information on epidemiology and government health measures becomes available. As a result, actual experience may differ materially from expectations.

Our financial condition and our regulatory capital and liquidity positions continue to be strong. See “Capital management” and “Liquidity risk” for further details. The impact of the pandemic on our risk environment is discussed in “Top and emerging risks”. Changes in the level of economic uncertainty arising from the pandemic continue to impact key accounting estimates and assumptions, particularly the estimation of ECLs. See “Accounting and control matters”, as well as Note 2 and Note 6 to our consolidated financial statements for further details. With the economic recovery well underway, and the significant easing of restrictive public health measures, the level of our client relief programs has reduced significantly relative to 2020. See “CIBC client relief programs in response to COVID-19” and “Government lending programs in response to COVID-19” for further details regarding the client relief and government support programs we are involved in.

 

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Management’s discussion and analysis

 

Significant events

Sale of certain banking assets in the Caribbean

On October 12, 2021, FirstCaribbean International Bank Limited (CIBC FirstCaribbean) announced that it had entered into agreements to sell its banking assets in St. Vincent, Grenada, Dominica, St. Kitts and Aruba. The transactions are subject to regulatory approvals and other closing conditions, which are expected to be finalized in the first half of fiscal 2022. The impacts upon closing are not expected to be material.

Acquisition of Canadian Costco credit card portfolio

On September 2, 2021, we announced that we entered into a long-term agreement to become the exclusive issuer of Costco-branded Mastercard credit cards in Canada. We will also acquire the existing Canadian Costco credit card portfolio, which has over $3 billion in outstanding balances. This transaction is expected to be completed in the first half of fiscal 2022, subject to customary closing conditions.

Sale of CIBC FirstCaribbean

On November 8, 2019, we announced that we had entered into a definitive agreement to sell 66.73% of the outstanding shares of CIBC FirstCaribbean to GNB Financial Group Limited (GNB), subject to regulatory approvals.

As a result of the lengthy regulatory review process, the worsening impact of the COVID-19 pandemic on the Caribbean economy and our revised expectations concerning the likelihood and timing of a potential transaction, we discontinued the application of held for sale accounting of CIBC FirstCaribbean in the fourth quarter of 2020 and recorded a goodwill impairment charge of $220 million. On February 3, 2021, we announced that the proposed sale of CIBC FirstCaribbean to GNB did not receive approval from CIBC FirstCaribbean’s regulators and that the transaction will not proceed.

For additional information, see Note 4 and Note 9 to our consolidated financial statements.

 

 

 

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Table of Contents

Management’s discussion and analysis

 

Financial performance overview

This section provides a review of our consolidated financial results for 2021. A review of our SBU results follows on pages 18 to 29. Refer to page 13 for a review of our financial performance for 2020.

2021 Financial results review

Reported net income for the year was $6,446 million, compared with $3,792 million in 2020.

Adjusted net income(1) for the year was $6,687 million, compared with $4,447 million in 2020.

Reported diluted EPS for the year was $13.93, compared with $8.22 in 2020.

Adjusted diluted EPS(1) for the year was $14.47, compared with $9.69 in 2020.

2021

Net income was affected by the following items of note:

•  

$125 million ($92 million after-tax) increase in legal provisions (Corporate and Other);

•  

$109 million ($80 million after-tax) charge related to the consolidation of our real estate portfolio (Corporate and Other);

•  

$79 million ($60 million after-tax) amortization of acquisition-related intangible assets ($50 million after-tax in U.S. Commercial Banking and Wealth Management and $10 million after-tax in Corporate and Other); and

•  

$12 million ($9 million after-tax) in transaction and integration-related costs(2) associated with the acquisition of the Canadian Costco credit card portfolio (Canadian Personal and Business Banking).

The above items of note increased non-interest expenses by $325 million and decreased income taxes by $84 million. In aggregate, these items of note decreased net income by $241 million.

2020

Net income was affected by the following items of note:

•  

$339 million ($250 million after-tax) restructuring charge primarily related to employee severance (Corporate and Other);

•  

$248 million ($248 million after-tax) goodwill impairment charges related to our controlling interest in CIBC FirstCaribbean of which $28 million was recognized in the second quarter and $220 million was recognized in the fourth quarter (Corporate and Other);

•  

$114 million ($84 million after-tax) charge related to the consolidation of our real estate portfolio (Corporate and Other);

•  

$105 million ($80 million after-tax) amortization of acquisition-related intangible assets ($6 million after-tax in Canadian Personal and Business Banking, $1 million after-tax in Canadian Commercial Banking and Wealth Management, $61 million after-tax in U.S. Commercial Banking and Wealth Management, and $12 million after-tax in Corporate and Other);

•  

$79 million ($58 million after-tax) gain as a result of plan amendments related to pension and other post-employment plans (Corporate and Other); and

•  

$70 million ($51 million after-tax) increase in legal provisions (Corporate and Other).

The above items of note increased non-interest expenses by $797 million and decreased income taxes by $142 million. In aggregate, these items of note decreased net income by $655 million.

 

(1)

Adjusted measures are non-GAAP measures. For additional information, see the “Non-GAAP measures” section.

(2)

Transaction and integration costs are comprised of direct and incremental costs incurred as part of planning for and executing the integration of the Canadian Costco credit card portfolio, including enabling cross-sell opportunities, the upgrade and conversion of systems and processes, project management and communication costs.

Net interest income and margin

 

$ millions, for the year ended October 31    2021     2020     2019  

Average interest-earning assets

   $     721,686     $     654,142     $     572,677  

Net interest income

     11,459       11,044       10,551  

Net interest margin on average interest-earning assets

     1.59  %      1.69  %      1.84  % 

Net interest income was up $415 million or 4% from 2020, primarily due to volume growth across our businesses and higher trading revenue, partially offset by lower product spreads as a result of changes in the interest rate environment and the impact of foreign exchange translation.

Net interest margin on average interest-earning assets was down 10 basis points, primarily due to a shift in the mix of average interest-earning assets, and an increase in HQLA driven by deposit growth, as well as the current low interest environment.

Additional information on net interest income and margin is provided in the “Supplementary annual financial information” section.

 

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Table of Contents

Management’s discussion and analysis

 

Non-interest income

 

$ millions, for the year ended October 31    2021      2020      2019  

Underwriting and advisory fees

   $ 713      $ 468      $ 475  

Deposit and payment fees

     797        781        908  

Credit fees

     1,152        1,020        958  

Card fees

     460        410        458  

Investment management and custodial fees (1)(2)

     1,621        1,382        1,305  

Mutual fund fees (2)

     1,772        1,586        1,595  

Insurance fees, net of claims

     358        386        430  

Commissions on securities transactions

     426        362        313  

Gains (losses) from financial instruments measured/designated at fair value through profit or loss (FVTPL), net (3)

     607        694        761  

Gains (losses) from debt securities measured at fair value through other comprehensive income (FVOCI) and amortized cost, net

     90        9        34  

Foreign exchange other than trading

     276        234        304  

Income from equity-accounted associates and joint ventures (1)

     55        79        92  

Other

     229        286        427  
     $     8,556      $     7,697      $     8,060  
(1)

Custodial fees directly recognized by CIBC are included in Investment management and custodial fees. Our proportionate share of the custodial fees from the joint ventures which CIBC has with The Bank of New York Mellon are included within Income from equity-accounted associates and joint ventures.

(2)

Investment management fees and mutual fund fees are driven by various factors, including the amount of AUM. Investment management fees in our asset management and private wealth management businesses are generally driven by the amount of AUM, while investment management fees in our retail brokerage business are driven by a combination of the amount of AUA and, to a lesser extent, other factors not directly related to the amount of AUA (e.g., flat fees on a per account basis).

(3)

Includes $87 million of loss (2020: $31 million of loss; 2019: $54 million of loss) relating to non-trading financial instruments measured/designated at FVTPL.

Non-interest income was up $859 million or 11% from 2020.

Underwriting and advisory fees were up $245 million or 52%, primarily due to higher equity and debt issuance revenue and advisory activity.

Credit fees were up $132 million or 13%, primarily due to growth in commercial loans.

Card fees were up $50 million or 12%, primarily due to higher client transaction activity in Canadian Personal and Business Banking.

Investment management and custodial fees were up $239 million or 17%, primarily due to AUA and AUM growth in our wealth management businesses.

Mutual fund fees were up $186 million or 12%, primarily due to market appreciation and net sales in our wealth management businesses.

Commissions on securities transactions were up $64 million or 18%, primarily due to higher trading volume in our retail brokerage business.

Gains (losses) from financial instruments measured/designated at FVTPL, net were down $87 million or 13%, primarily due to lower trading revenue, treasury activities and mark-to-market losses related to certain non-trading derivatives that were largely offset by net interest income recognized on FVTPL securities held as economic hedges.

Trading revenue (TEB)(1)(2)

 

$ millions, for the year ended October 31    2021      2020     2019  

Trading revenue consists of:

       

Net interest income (1)

   $ 1,020      $ 904     $ 633  

Non-interest income (3)

     694        725       815  
     $ 1,714      $ 1,629     $ 1,448  

Trading revenue by product line:

       

Interest rates

   $ 328      $ 528     $ 300  

Foreign exchange

     651        674       585  

Equities (1)

     548        280       386  

Commodities

     158        182       117  

Other

     29        (35 )      60  
     $     1,714      $     1,629     $     1,448  
(1)

Includes a TEB adjustment of $204 million (2020: $183 million; 2019: $177 million) reported within Capital Markets. Excludes a TEB adjustment of nil (2020: nil; 2019: $2 million) on non-trading activities reported within U.S. Commercial Banking and Wealth Management. See “Strategic business units overview” section and Note 31 to our consolidated financial statements for further details.

(2)

Trading activities is based on the risk definition of trading for regulatory capital and trading market risk management purposes. Positions in a trading book are considered trading provided the book and positions continue to meet OSFI defined trading book criteria set out in OSFI’s Capital Adequacy Requirements.

(3)

Gains (losses) from financial instruments measured/designated at FVTPL of $607 million (2020: $694 million; 2019: $761 million) consists of a gain of $694 million (2020: $725 million; 2019: $815 million) related to trading financial instruments measured/designated at FVTPL and a loss of $87 million (2020: $31 million; 2019: $54 million) relating to non-trading financial instruments measured/designated at FVTPL.

Trading revenue was up $85 million or 5% from 2020, primarily due to higher equities trading revenue, partially offset by lower interest rates trading revenue.

Trading revenue comprises net interest income and non-interest income. Net interest income arises from interest and dividends relating to financial assets and liabilities associated with trading activities, other than derivatives, net of interest expense and interest income associated with funding these assets and liabilities. Non-interest income includes realized and unrealized gains and losses on securities mandatorily measured at FVTPL and income relating to changes in fair value of derivative financial instruments. Trading revenue excludes underwriting fees and commissions on securities transactions, which are shown separately in the consolidated statement of income. Trading activities and related risk management strategies can periodically shift income between net interest income and non-interest income. Therefore, we view total trading revenue as the most appropriate measure of trading performance.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

9

 

 

 


Table of Contents

Management’s discussion and analysis

 

Provision for credit losses

 

$ millions, for the year ended October 31    2021     2020      2019  

Provision for (reversal of) credit losses – impaired

       

Canadian Personal and Business Banking

   $ 484     $ 625      $ 790  

Canadian Commercial Banking and Wealth Management

     6       162        159  

U.S. Commercial Banking and Wealth Management

     104       133        68  

Capital Markets

     32       121        109  

Corporate and Other

     76       24        21  
     702       1,065        1,147  

Provision for (reversal of) credit losses – performing

       

Canadian Personal and Business Banking

         (134 )      564        99  

Canadian Commercial Banking and Wealth Management

     (45 )      141        4  

U.S. Commercial Banking and Wealth Management

     (179 )      354        5  

Capital Markets

     (132 )      190        51  

Corporate and Other

     (54 )      175        (20 ) 
       (544 )      1,424        139  
     $     158     $     2,489      $     1,286  

Provision for credit losses was down $2,331 million or 94% from 2020, as the current year reflected an improvement in economic conditions as well as our economic outlook, while the prior year was adversely impacted by the onset of the COVID-19 pandemic.

For further details regarding provision for credit losses in our SBUs, refer to the “Strategic business units overview” section.

Non-interest expenses

 

$ millions, for the year ended October 31    2021      2020      2019  

Employee compensation and benefits

        

Salaries

   $ 3,213      $ 3,529      $ 3,081  

Performance-based compensation

     2,329        1,948        1,873  

Benefits

     908        782        772  
     6,450        6,259        5,726  

Occupancy costs (1)

     916        944        892  

Computer, software and office equipment

     2,030        1,939        1,874  

Communications

     318        308        303  

Advertising and business development

     237        271        359  

Professional fees

     277        203        226  

Business and capital taxes

     111        117        110  

Other

     1,196        1,321        1,366  
     $     11,535      $     11,362      $     10,856  
(1)

In 2021 and 2020, occupancy costs include charges of $109 million and $114 million, respectively, related to the consolidation of our real estate portfolio, shown as items of note.

Non-interest expenses were up $173 million or 2% from 2020.

Employee compensation and benefits were up $191 million or 3%, primarily due to higher performance-based compensation. The prior year included a restructuring charge primarily related to employee severance, and a gain as a result of plan amendments related to pension and other post-employment benefit plans, both shown as an item of note.

Computer, software and office equipment were up $91 million or 5%, primarily due to higher spending on strategic initiatives.

Advertising and business development were down $34 million or 13%, primarily due to lower spending driven by the impact of the COVID-19 pandemic.

Professional fees were up $74 million or 36%, primarily due to higher spending on strategic initiatives.

Other expenses were down $125 million or 9%, as the prior year included a goodwill impairment charge, partially offset by an increase in legal provisions in the current year, both shown as an item of note.

Taxes

 

$ millions, for the year ended October 31    2021     2020     2019  

Income taxes

   $     1,876     $     1,098     $     1,348  

Indirect taxes (1)

      

Goods and Services Tax (GST), Harmonized Sales Tax (HST) and sales taxes

     403       411       418  

Payroll taxes

     306       292       271  

Capital taxes

     77       79       76  

Property and business taxes

     70       76       72  

Total indirect taxes

     856       858       837  

Total taxes

   $ 2,732     $ 1,956     $ 2,185  

Reported effective tax rate

         22.5  %      22.5  %      20.8  % 

Total taxes as a percentage of net income before deduction of total taxes

     29.8  %      34.0  %      29.9  % 

 

(1)

Certain amounts are based on a paid or payable basis and do not factor in capitalization and subsequent amortization.

 

10   CIBC 2021 ANNUAL REPORT


Table of Contents

Management’s discussion and analysis

 

Total income and indirect taxes were up $776 million from 2020.

Income tax expense was $1,876 million, up $778 million from 2020. This was primarily due to higher income.

Indirect taxes overall were consistent with the prior year, with an increase in payroll taxes offset by decreases in other indirect taxes. Indirect taxes are included in non-interest expenses.

In prior years, the Canada Revenue Agency (CRA) issued reassessments disallowing the deduction of Enron settlement payments and related legal expenses (the Enron expenses). In January 2019, CIBC entered into a settlement agreement (the Agreement) with the CRA that provides certainty with respect to the portion of the Enron expenses deductible in Canada. The Agreement resulted in the recognition of a net $38 million tax recovery in the first quarter of 2019. This recovery was determined after taking into account taxable refund interest in Canada and also the portion of the Enron expenses that are expected to be deductible in the United States (the U.S. deduction). The U.S. deduction has not been agreed to by the Internal Revenue Service. It is possible that adjustments may be required to the amount of tax benefits recognized in the U.S.

The CRA has reassessed CIBC for approximately $1,420 million of additional income tax by denying the tax deductibility of certain 2011 to 2016 Canadian corporate dividends on the basis that they were part of a “dividend rental arrangement”. The dividends that were subject to the reassessments are similar to those prospectively addressed by the rules in the 2015 and 2018 Canadian federal budgets. In August 2021, CIBC filed a Notice of Appeal with the Tax Court of Canada and the matter is now in litigation. It is possible that subsequent years may be reassessed for similar activities. CIBC is confident that its tax filing positions were appropriate and intends to defend itself vigorously. Accordingly, no amounts have been accrued in the consolidated financial statements.

In November 2021, the Tax Court of Canada ruled against CIBC on its 2007 foreign exchange capital loss reassessment (Decision). CIBC disagrees with the Decision and filed its Appeal in November 2021. CIBC remains confident that its tax filing position was appropriate. Accordingly, no amounts have been accrued in the consolidated financial statements. The exposure of additional tax and interest related to this and similar matters is approximately $300 million in addition to the potential inability to utilize approximately $500 million in unrecognized capital tax loss carryforwards.

Foreign exchange

The estimated impact of U.S. dollar translation on key lines of our consolidated statement of income, as a result of changes in average exchange rates, is as follows:

 

     2021     2020     2019  
     vs.     vs.     vs.  
$ millions, for the year ended October 31    2020     2019     2018  

Estimated increase (decrease) in:

      

Total revenue

   $ (307 )    $ 50     $ 124  

Provision for credit losses

     13       9       7  

Non-interest expenses

     (141 )      26       66  

Income taxes

     (26 )      3       5  

Net income

     (153 )      12       46  

Impact on EPS:

      

Basic

   $     (0.34 )    $     0.03     $     0.10  

Diluted

     (0.34 )      0.03       0.10  

Average USD appreciation relative to CAD

     (6.6 )%      1.1  %      3.2  % 

Fourth quarter review

 

$ millions, except per share amounts, for the three months ended                   2021            2020 (1)  
          Oct. 31     Jul. 31     Apr. 30     Jan. 31     Oct. 31     Jul. 31     Apr. 30     Jan. 31  

Revenue

                 

Canadian Personal and Business Banking

  $     2,128     $     2,056     $     1,941     $     2,025     $     1,997     $     1,910     $     1,936     $     2,079  

Canadian Commercial Banking and Wealth Management

    1,240       1,207       1,135       1,088       1,028       1,013       1,025       1,055  

U.S. Commercial Banking and Wealth Management

    562       539       532       561       519       512       511       501  

Capital Markets (2)

    1,012       1,140       1,194       1,174       934       1,146       967       1,006  

Corporate and Other (2)

    122       114       130       115       122       127       139       214  

Total revenue

  $ 5,064     $ 5,056     $ 4,932     $ 4,963     $ 4,600     $ 4,708     $ 4,578     $ 4,855  

Net interest income

  $ 2,980     $ 2,893     $ 2,747     $ 2,839     $ 2,792     $ 2,729     $ 2,762     $ 2,761  

Non-interest income

    2,084       2,163       2,185       2,124       1,808       1,979       1,816       2,094  

Total revenue

    5,064       5,056       4,932       4,963       4,600       4,708       4,578       4,855  

Provision for (reversal of) credit losses

    78       (99 )      32       147       291       525       1,412       261  

Non-interest expenses

    3,135       2,918       2,756       2,726       2,891       2,702       2,704       3,065  

Income before income taxes

    1,851       2,237       2,144       2,090       1,418       1,481       462       1,529  

Income taxes

    411       507       493       465       402       309       70       317  

Net income

  $ 1,440     $ 1,730     $ 1,651     $ 1,625     $ 1,016     $ 1,172     $ 392     $ 1,212  

Net income (loss) attributable to:

                 

Non-controlling interests

  $ 4     $ 5     $ 4     $ 4     $ 1     $ 2     $ (8 )    $ 7  

Equity shareholders

    1,436       1,725       1,647       1,621       1,015       1,170       400       1,205  

EPS

 

– basic

  $ 3.08     $ 3.77     $ 3.56     $ 3.56     $ 2.21     $ 2.56     $ 0.83     $ 2.64  
   

– diluted

    3.07       3.76       3.55       3.55       2.20       2.55       0.83       2.63  

 

(1)

Certain prior period information has been revised. See the “External reporting changes” section for additional details.

(2)

Capital Markets revenue and income taxes are reported on a TEB with an equivalent offset in the revenue and income taxes of Corporate and Other.

Compared with Q4/20

Net income for the quarter was $1,440 million, up $424 million or 42% from the fourth quarter of 2020.

Net interest income was up $188 million, primarily due to volume growth across our businesses and higher treasury revenue, partially offset by lower product spreads.

Non-interest income was up $276 million or 15%, primarily due to higher fee-based revenue and underwriting and advisory fees.

Provision for credit losses was down $213 million or 73% from the same quarter last year. The current quarter included a provision reversal on performing loans of $34 million, while the same quarter last year included a provision for credit losses of $113 million. Provision for credit losses on impaired loans was down $66 million as the same quarter last year was adversely impacted by the COVID-19 pandemic.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

11

 

 

 


Table of Contents

Management’s discussion and analysis

 

Non-interest expenses were up $244 million or 8%, primarily due to higher employee-related compensation, spending on strategic initiatives and an increase in legal provisions, shown as an item of note. The same quarter last year included a goodwill impairment charge, partially offset by a gain as a result of plan amendments related to pension and other post-employment plans.

Income tax expense was up $9 million or 2%, primarily due to higher income.

Compared with Q3/21

Net income for the quarter was down $290 million or 17% from the prior quarter.

Net interest income was up $87 million or 3%, primarily due to volume growth across our businesses and higher trading revenue, partially offset by lower product spreads.

Non-interest income was down $79 million or 4%, primarily due to lower trading revenue and lower underwriting and advisory fees, partially offset by higher fee-based revenue.

The current quarter included a provision for credit losses of $78 million while the prior quarter included a provision reversal for credit losses of $99 million. The provision reversal on performing loans was down $173 million as the prior quarter included a higher reversal related to the favourable change in economic conditions as well as our economic outlook. Provision for credit losses on impaired loans was comparable with the prior quarter.

Non-interest expenses were up $217 million or 7%, primarily due to the charge related to the consolidation of our real estate portfolio, shown as an item of note, higher corporate support costs and the timing of spending on strategic initiatives.

Income tax expense was down $96 million or 19%, primarily due to lower income.

Quarterly trend analysis

Our quarterly results are modestly affected by seasonal factors. The second quarter has fewer days as compared with the other quarters, generally leading to lower earnings. The summer months (July – third quarter and August – fourth quarter) typically experience lower levels of market activity, which affects our brokerage, investment management, and Capital Markets activities.

Revenue

Revenue in our lending and deposit-taking businesses is generally driven by the interest rate environment, volume growth and fees related to client transaction activity. Our wealth management businesses are driven by market conditions and net sales activity impacting AUA and AUM, as well as the level of client investment activity. Capital Markets revenue is also influenced, to a large extent, by market conditions affecting client trading and underwriting activity. The COVID-19 pandemic beginning in the second quarter of 2020 and the lower interest rate environment continue to impact revenue for all our SBUs.

Canadian Personal and Business Banking revenue has been negatively impacted by the lower interest rate environment and lower client transaction activity as a result of the COVID-19 pandemic, partially offset by volume growth.

Canadian Commercial Banking and Wealth Management has benefitted from commercial banking loan and deposit growth as well as from strong markets. In Commercial Banking, loan growth has accelerated throughout fiscal 2021 as the economic recovery strengthened. The benefit from loan and deposit growth has been partially offset by the lower interest rate environment. In Wealth Management, AUA and AUM growth has been driven by continued strong market performance and record levels of investment sales subsequent to the market volatility noted in the second quarter of 2020.

U.S. Commercial Banking and Wealth Management has benefitted from growth in strategic clients that is driving increased loans, deposits, AUM, and fee income. Loan growth has accelerated due to the new client additions and economic recovery. Wealth management AUA and AUM growth has been driven by a continued market recovery and strong sales momentum subsequent to the market volatility in the second quarter of 2020.

Capital Markets had lower trading revenue in the second and fourth quarters of 2020, while the second and third quarters of 2021 included increased revenue from underwriting and advisory activities.

Corporate and Other included the impact of the COVID-19 pandemic that led to excess liquidity costs from the second quarter of 2020 to the second quarter of 2021 that negatively impacted revenue. The interest rate environment and narrower margins have negatively impacted revenue in international banking.

Provision for credit losses

Provision for credit losses is dependent upon the credit cycle in general, on the credit performance of the loan portfolios, and changes in our economic outlook. As a result of the impact of the COVID-19 pandemic beginning in the second quarter of 2020, some portions of our loan portfolios were negatively impacted by the decline in economic activity associated with restrictive public health measures, mitigated to a large extent by large-scale government support and relief programs targeting both individuals and businesses. Although public health measures in most jurisdictions have eased in response to increasing vaccination rates, and economic recovery is well underway, uncertainty related to the economic environment persists. There is considerable judgment involved in the estimation of credit losses in the current environment.

The significant increase in provision for credit losses on performing loans in the second quarter and, to a lesser extent, the third and fourth quarters of 2020 reflects the early stages of the COVID-19 pandemic, which impacted all our SBUs, as well as continued pressure on oil prices. All four quarters of 2021 reflect a moderate improvement in economic conditions as well as our economic outlook.

In Canadian Personal and Business Banking, the third and fourth quarters of 2020 and the first, third and the fourth quarters of 2021 included lower insolvencies and write-offs in credit cards. The decrease in insolvencies was in line with the national Canadian trend. The low level of write-offs was impacted by the assistance offered to clients from our payment deferral programs, lower client spending as well as government support. The second quarter of 2021 included higher write-offs in credit cards, mainly attributable to a relatively small segment of client balances that were previously in the payment deferral programs, that continued to underperform and eventually were written off after exiting the programs.

In Canadian Commercial Banking and Wealth Management, the first quarter and the second half of 2020 included provisions on one fraud-related impairment.

In U.S. Commercial Banking and Wealth Management, the first quarter of 2021 and the second half of 2020 included higher provisions on impaired loans.

In Capital Markets, the second and third quarters of 2020 included higher provisions on impaired loans in the oil and gas sector.

In Corporate and Other, the third quarter of 2021 included higher provisions on impaired loans in CIBC FirstCaribbean.

Non-interest expenses

Non-interest expenses have fluctuated over the period largely due to changes in employee compensation expenses, investments in strategic initiatives and movement in foreign exchange rates. The fourth quarter of 2019 and the second and fourth quarters of 2020 included goodwill impairment charges related to our controlling interest in CIBC FirstCaribbean. The fourth quarter of 2019, the third quarter of 2020 and the third

 

12   CIBC 2021 ANNUAL REPORT


Table of Contents

Management’s discussion and analysis

 

quarter and fourth quarter of 2021 included increases in legal provisions in Corporate and Other, all shown as items of note. The first quarter of 2020 included a restructuring charge associated with ongoing efforts to transform our cost structure and simplify our bank. The fourth quarter of 2020 and the fourth quarter of 2021 included charges related to the consolidation of our real estate portfolio as a result of our upcoming move to our new global headquarters. The fourth quarter of 2020 included a gain as a result of plan amendments related to pension and other post-employment plans.

Income taxes

Income taxes vary with changes in income subject to tax, and the jurisdictions in which the income is earned. Taxes can also be affected by the impact of significant items and the level of tax-exempt income.

Review of 2020 financial performance

 

$ millions, for the year ended October 31   Canadian
Personal and
Business
Banking
    Canadian
Commercial Banking
and Wealth
Management
    U.S.
Commercial Banking
and Wealth
Management (1)
    Capital
Markets (1)
    Corporate
and Other (1)
   

CIBC

Total

 

2020 (2)

  

Net interest income

  $     5,849     $     1,248     $     1,422     $     2,354     $        171     $     11,044  
    

Non-interest income

    2,073       2,873       621       1,699       431       7,697  
  

Total revenue

    7,922       4,121       2,043       4,053       602       18,741  
  

Provision for credit losses

    1,189       303       487       311       199       2,489  
    

Non-interest expenses

    4,308       2,179       1,126       1,929       1,820       11,362  
  

Income (loss) before income taxes

    2,425       1,639       430       1,813       (1,417 )      4,890  
    

Income taxes

    640       437       55       505       (539 )      1,098  
    

Net income (loss)

  $ 1,785     $ 1,202     $ 375     $ 1,308     $ (878 )    $ 3,792  
   Net income (loss) attributable to:            
  

Non-controlling interests

  $ –     $ –     $ –     $ –     $ 2     $ 2  
    

Equity shareholders

    1,785       1,202       375       1,308       (880 )      3,790  

2019 (2)

  

Net interest income

  $ 5,944     $ 1,205     $ 1,327     $ 1,681     $ 394     $ 10,551  
    

Non-interest income

    2,296       2,822       584       1,794       564       8,060  
  

Total revenue

    8,240       4,027       1,911       3,475       958       18,611  
  

Provision for credit losses

    889       163       73       160       1       1,286  
    

Non-interest expenses

    4,459       2,106       1,114       1,802       1,375       10,856  
  

Income (loss) before income taxes

    2,892       1,758       724       1,513       (418 )      6,469  
    

Income taxes

    766       471       76       396       (361 )      1,348  
    

Net income (loss)

  $ 2,126     $ 1,287     $ 648     $ 1,117     $ (57 )    $ 5,121  
  

Net income (loss) attributable to:

           
  

Non-controlling interests

  $ –     $ –     $ –     $ –     $ 25     $ 25  
    

Equity shareholders

    2,126       1,287       648       1,117       (82 )      5,096  

 

(1)

Capital Markets revenue and income taxes are reported on a TEB, as were U.S. Commercial Banking and Wealth Management revenue and income taxes in 2019, with an equivalent offset in the revenue and income taxes of Corporate and Other.

(2)

Certain prior period information has been revised. See the “External reporting changes” section for additional details.

The following discussion provides a comparison of our results of operations for the years ended October 31, 2020 and 2019.

Overview

Net income for 2020 was $3,792 million, compared with $5,121 million in 2019. The decrease in net income of $1,329 million was due to a higher provision for credit losses and higher non-interest expenses, partially offset by higher revenue.

Consolidated CIBC

Net interest income

Net interest income was up $493 million or 5% from 2019, primarily due to volume growth across our businesses, higher trading revenue and higher revenue from Capital Markets financing activities, partially offset by narrower margins driven by changes in the interest rate environment and interest rate relief provided to our credit card clients as part of the CIBC client relief programs offered to support our clients during the COVID-19 pandemic.

Non-interest income

Non-interest income was down $363 million or 5% from 2019, primarily due to lower client transaction activity as a result of the pandemic, lower sublease revenue relating to our adoption of IFRS 16 “Leases” in 2020 that was largely offset in interest income and non-interest expenses, mark-to-market losses related to economic hedges of certain non-trading activities that were largely offset in net interest income and lower trading revenue.

Provision for credit losses

Provision for credit losses was up $1,203 million or 94% from 2019. Provision for credit losses on performing loans was up $1,285 million from 2019, mainly due to increased provisions related to the onset of the COVID-19 pandemic. Provision for credit losses on impaired loans was down $82 million, due to lower insolvencies and write-offs in credit cards and personal lending, reflecting the impact of the client relief and government support programs, partially offset by higher provisions in business and government loans.

Non-interest expenses

Non-interest expenses were up $506 million or 5% from 2019, mainly due to a restructuring charge primarily related to employee severance, shown as an item of note, and higher performance-based compensation and additional employee benefits provided to support our employees during the COVID-19 pandemic.

Income taxes

Income tax expense was down $250 million or 19% from 2019, primarily due to lower income.

 

 

 

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Revenue by segment

Canadian Personal and Business Banking(1)

Revenue was down $318 million or 4% from 2019, primarily due to narrower margins largely due to changes in the interest rate environment and interest rate relief provided to our credit card clients as part of the CIBC client relief programs offered to support our clients during the COVID-19 pandemic, and lower fees driven by lower client transaction activity, partially offset by volume growth.

Canadian Commercial Banking and Wealth Management

Revenue was up $94 million or 2% from 2019. Commercial banking revenue was up primarily due to volume growth and impact of an additional day in 2020, partially offset by narrower margins and lower fees. Wealth management revenue was up primarily due to higher investment management and custodial fees driven by higher average AUM and AUA and higher commission revenue, as well as higher foreign exchange revenue reflecting higher trading volume in our full service brokerage business, partially offset by lower mutual fund fees.

U.S. Commercial Banking and Wealth Management(1)

Revenue was up $132 million or 7% from 2019. Commercial banking revenue was up primarily due to volume growth, and the impact of foreign exchange translation, partially offset by narrower margins. Wealth management revenue was up primarily due to volume growth, higher investment management and custodial fees driven by higher AUM and the impact of foreign exchange translation, partially offset by narrower margins.

Capital Markets(1)

Revenue was up $578 million or 17% from 2019. Global markets revenue was up primarily due to higher revenue from our interest rate, foreign exchange and commodities trading businesses and higher revenue from financing activities, partially offset by lower revenue from our equity derivatives trading business. Corporate and investment banking revenue was up primarily due to higher debt and equity underwriting activity and higher corporate banking revenue, partially offset by lower advisory revenue. Direct financial services revenue was up primarily due to higher direct brokerage trading volumes.

Corporate and Other(1)

Revenue was down $356 million or 37% from 2019. International banking revenue was down primarily due to lower revenue in CIBC FirstCaribbean as a result of narrower margins largely due to changes in the interest rate environment related to COVID-19 and lower fees. Other revenue was down primarily due to lower treasury revenue largely as a result of excess liquidity costs, interest income related to the settlement of certain income tax matters in 2019, shown as an item of note, and due to lower sublease revenue relating to our adoption of IFRS 16 in 2020.

 

(1)

Certain prior period information has been revised. See the “External reporting changes” section for additional details.

 

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Management’s discussion and analysis

 

Non-GAAP measures

We use a number of financial measures to assess the performance of our business lines as described below. Some measures are calculated in accordance with GAAP (IFRS), while other measures do not have a standardized meaning under GAAP, and accordingly, these measures may not be comparable to similar measures used by other companies. Investors may find these non-GAAP measures, which include non-GAAP financial measures and non-GAAP ratios as defined in National Instrument 52-112 “Non-GAAP and Other Financial Measures Disclosure”, useful in understanding how management views underlying business performance.

 

 

Adjusted measures

Management assesses results on a reported and adjusted basis and considers both as useful measures of performance. Adjusted measures, which include adjusted total revenue, adjusted provision for credit losses, adjusted non-interest expenses, adjusted income before income taxes, adjusted income taxes and adjusted net income, in addition to the adjusted measures noted below, remove items of note from reported results to calculate our adjusted results. Items of note include the amortization of intangible assets, and certain items of significance that arise from time to time which management believes are not reflective of underlying business performance. We believe that adjusted measures provide the reader with a better understanding of how management assesses underlying business performance and facilitates a more informed analysis of trends. While we believe that adjusted measures may facilitate comparisons between our results and those of some of our Canadian peer banks, which make similar adjustments in their public disclosure, it should be noted that there is no standardized meaning for adjusted measures under GAAP.

We also adjust our results to gross up tax-exempt revenue on certain securities to a TEB, being the amount of fully taxable revenue, which, were it to have incurred tax at the statutory income tax rate, would yield the same after-tax revenue. See the “Strategic business units overview” section and Note 31 to our consolidated financial statements for further details.

Adjusted diluted EPS

We adjust our reported diluted EPS to remove the impact of items of note, net of income taxes, to calculate the adjusted EPS.

Adjusted efficiency ratio

We adjust our reported revenue and non-interest expenses to remove the impact of items of note and gross up tax-exempt revenue to bring it to a TEB, to calculate the adjusted efficiency ratio.

Adjusted operating leverage

We adjust our reported revenue and non-interest expenses to remove the impact of items of note and gross up tax-exempt revenue to bring it to a TEB, to calculate the adjusted operating leverage.

Adjusted dividend payout ratio

We adjust our reported net income attributable to common shareholders to remove the impact of items of note, net of income taxes, to calculate the adjusted dividend payout ratio.

Adjusted return on common shareholders’ equity

We adjust our reported net income attributable to common shareholders to remove the impact of items of note, net of income taxes, to calculate the adjusted ROE.

Adjusted effective tax rate

We adjust our reported income before income taxes and reported income taxes to remove the impact of items of note, to calculate the adjusted effective tax rate.

Pre-provision, pre-tax earnings

Pre-provision, pre-tax earnings is calculated as revenue net of non-interest expenses, and provides the reader with an assessment of our ability to generate earnings to cover credit losses through the credit cycle, as well as an additional basis for comparing underlying business performance between periods by excluding the impact of provision for credit losses, which involves the application of judgments and estimates related to matters that are uncertain and can vary significantly between periods. We adjust our pre-provision, pre-tax earnings to remove the impact of items of note to calculate the adjusted pre-provision, pre-tax earnings. As discussed above, we believe that adjusted measures provide the reader with a better understanding of how management assesses underlying business performance and facilitates a more informed analysis of trends.

Allocated common equity

Common equity is allocated to the SBUs based on the estimated amount of regulatory capital required to support their businesses (as determined for consolidated bank pursuant to OSFI’s regulatory capital requirements and internal targets). Unallocated common equity is reported in Corporate and Other. Allocating capital on this basis provides a consistent framework to evaluate the returns of each SBU commensurate with the risk assumed. For additional information, see the “Risks arising from business activities” section.

Segmented return on equity

We use return on equity on a segmented basis as one of the measures for performance evaluation and resource allocation decisions. While return on equity for total CIBC provides a measure of return on common equity, return on equity on a segmented basis provides a similar metric based on allocated common equity to our SBUs. As a result, segmented return on equity is a non-GAAP ratio. Segmented return on equity is calculated as net income attributable to common shareholders for each SBU expressed as a percentage of average allocated common equity, which is the average of monthly allocated common equity during the period.

 

 

 

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The following table provides a reconciliation of GAAP (reported) results to non-GAAP (adjusted) results on a consolidated basis.

 

$ millions, for the year ended October 31   2021     2020     2019     2018     2017  

Operating results – reported

         

Total revenue

  $   20,015     $   18,741     $   18,611     $   17,834     $   16,280  

Provision for credit losses

    158       2,489       1,286       870       829  

Non-interest expenses

    11,535       11,362       10,856       10,258       9,571  

Income before income taxes

    8,322       4,890       6,469       6,706       5,880  

Income taxes

    1,876       1,098       1,348       1,422       1,162  

Net income

    6,446       3,792       5,121       5,284       4,718  

Net income attributable to non-controlling interests

    17       2       25       17       19  

Net income attributable to equity shareholders

    6,429       3,790       5,096       5,267       4,699  

Diluted EPS ($)

  $ 13.93     $ 8.22     $ 11.19     $ 11.65     $ 11.24  

Impact of items of note (1)

         

Revenue

         

Settlement of certain income tax matters (2)

  $ –     $ –     $ (67 )    $ –     $ –  

Purchase accounting adjustments (3)

    –       –       (34 )      (63 )      (9 ) 

Incremental losses on debt securities and loans in CIBC FirstCaribbean resulting from the Barbados government debt restructuring (2)

    –       –       –       61       –  

Gain on the sale and lease back of certain retail properties

    –       –       –       –       (299 ) 

Fees and charges related to the launch of Simplii Financial and the related wind-down of President’s Choice Financial

    –       –       –       –       3  

Impact of items of note on revenue

    –       –       (101 )      (2 )      (305 ) 

Provision for (reversal of) credit losses

         

Incremental losses on debt securities and loans in CIBC FirstCaribbean resulting from the Barbados government debt restructuring (2)

    –       –       –       (28 )      –  

Transaction and integration-related costs as well as purchase accounting adjustments (3)

    –       –       –       –       (35 ) 

Increase (decrease) in collective allowance (4)

    –       –       –       –       18  

Impact of items of note on provision for (reversal of) credit losses

    –       –       –       (28 )      (17 ) 

Non-interest expenses

         

Amortization of acquisition-related intangible assets (5)

    (79 )      (105 )      (109 )      (115 )      (41 ) 

Transaction and integration-related costs as well as purchase accounting adjustments (3)

    (12 )      –       11       (79 )      (78 ) 

Charge related to the consolidation of our real estate portfolio (2)

    (109 )      (114 )      –       –       –  

Gain as a result of plan amendments related to pension and other post-employment plans (2)

    –       79       –       –       –  

Restructuring charge (6)

    –       (339 )      –       –       –  

Goodwill impairment (7)

    –       (248 )      (135 )      –       –  

Increase in legal provisions (2)

    (125 )      (70 )      (28 )      –       (45 ) 

Charge for payment made to Air Canada (8)

    –       –       (227 )      –       –  

Fees and charges related to the launch of Simplii Financial and the related wind-down of President’s Choice Financial

    –       –       –       –       (95 ) 

Impact of items of note on non-interest expenses

    (325 )      (797 )      (488 )      (194 )      (259 ) 

Total pre-tax impact of items of note on pre-provision, pre-tax earnings and net income

    325       797       387       220       (29 ) 

Settlement of certain income tax matters (2)

    –       –       (18 )      –       –  

Amortization of acquisition-related intangible assets (5)

    19       25       27       30       13  

Transaction and integration-related costs as well as purchase accounting adjustments (3)

    3       –       (12 )      2       31  

Charge related to the consolidation of our real estate portfolio

    29       30       –       –       –  

Gain as a result of plan amendments related to pension and other post-employment plans

    –       (21 )      –       –       –  

Restructuring charge (6)

    –       89       –       –       –  

Increase in legal provisions (2)

    33       19       7       –       12  

Charge for payment made to Air Canada (8)

    –       –       60       –       –  

Incremental losses on debt securities and loans in CIBC FirstCaribbean resulting from the Barbados government debt restructuring (2)

    –       –       –       19       –  

Charge from net tax adjustments resulting from U.S. tax reforms (2)

    –       –       –       (88 )      –  

Gain on the sale and lease back of certain retail properties

    –       –       –       –       (54 ) 

Fees and charges related to the launch of Simplii Financial and the related wind-down of President’s Choice Financial

    –       –       –       –       27  

Increase (decrease) in collective allowance (4)

    –       –       –       –       (5 ) 

Impact of items of note on income taxes

    84       142       64       (37 )      24  

Total after-tax impact of items of note on net income

    241       655       323       257       (53 ) 

After-tax impact of items of note on non-controlling interests

    –       –       –       5       –  

After-tax impact of items of note on net income attributable to equity shareholders

    241       655       323       252       (53 ) 

Impact of items of note on diluted EPS ($)

  $ 0.54     $ 1.47     $ 0.73     $ 0.56     $ (0.13 ) 

For footnotes, see next page.

 

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Management’s discussion and analysis

 

$ millions, for the year ended October 31   2021     2020     2019     2018     2017  

Operating results – adjusted (9)

         

Total revenue – adjusted (10)

  $     20,015     $     18,741     $     18,510     $     17,832     $     15,975  

Provision for credit losses – adjusted

    158       2,489       1,286       842       812  

Non-interest expenses – adjusted

    11,210       10,565       10,368       10,064       9,312  

Income before income taxes – adjusted

    8,647       5,687       6,856       6,926       5,851  

Income taxes – adjusted

    1,960       1,240       1,412       1,385       1,186  

Net income – adjusted

    6,687       4,447       5,444       5,541       4,665  

Net income attributable to non-controlling interests – adjusted

    17       2       25       22       19  

Net income attributable to equity shareholders – adjusted

    6,670       4,445       5,419       5,519       4,646  

Adjusted diluted EPS ($)

  $ 14.47     $ 9.69     $ 11.92     $ 12.21     $ 11.11  

 

(1)

Items of note are removed from reported results to calculate adjusted results.

(2)

Recognized in Corporate and Other.

(3)

This item of note comprises integration costs, transaction costs and purchase accounting adjustments for various acquisitions. Transaction and integration costs, shown as an item of note starting in the fourth quarter of 2021, are comprised of direct and incremental costs incurred as part of planning for and executing the integration of the Canadian Costco credit card portfolio, including enabling cross-sell opportunities, the upgrade and conversion of systems and processes, project management and communication costs. Integration costs, shown as an item of note from second quarter of 2017 to fourth quarter of 2019, are comprised of direct and incremental costs incurred as part of planning for and executing the integration of the businesses of The PrivateBank (subsequently rebranded as CIBC Bank USA) and Geneva Advisors with CIBC, including enabling cross-sell opportunities and expansion of services in the U.S. market, the upgrade and conversion of systems and processes, project management, integration-related travel, severance, consulting fees and marketing costs related to rebranding activities. Transaction costs, shown as an item of note from second quarter of 2017 to fourth quarter of 2019, included legal and other advisory fees, as well as financing costs associated with pre-funding the cash component of the merger consideration, and interest adjustments relating to the obligation payable to dissenting shareholders. Purchase accounting adjustments, shown as an item of note from fourth quarter of 2017 to fourth quarter of 2019, include the accretion of the acquisition date fair value discount on the acquired loans of The PrivateBank, the collective allowance established for new loan originations and renewals of acquired loans (prior to the adoption of IFRS 9 in the first quarter of 2018), and changes in the fair value of contingent consideration relating to the Geneva Advisors and Wellington Financial acquisitions.

(4)

Relates to collective allowance (prior to the adoption of IFRS 9), except for: (i) residential mortgages greater than 90 days delinquent; (ii) personal loans and scored small business loans greater than 30 days delinquent; (iii) net write-offs for the card portfolio; and (iv) the collective allowance related to CIBC Bank USA, which were all reported in the respective SBUs.

(5)

Amortization of acquisition-related intangible assets is recognized in the SBU of the acquired business or Corporate and Other. A summary is provided in the table below.

 

Canadian Personal and Business Banking (pre-tax)

    $               –       $              (8 )      $              (9 )      $            (12 )      $              (5 ) 

Canadian Personal and Business Banking (after-tax)

    –       (6 )      (7 )      (9 )      (4 ) 

Canadian Commercial Banking and Wealth Management (pre-tax)

    –       (1 )      (1 )      (1 )      (1 ) 

Canadian Commercial Banking and Wealth Management (after-tax)

    –       (1 )      (1 )      (1 )      (1 ) 

U.S. Commercial Banking and Wealth Management (pre-tax)

    (68 )      (83 )      (88 )      (91 )      (27 ) 

U.S. Commercial Banking and Wealth Management (after-tax)

    (50 )      (61 )      (65 )      (65 )      (16 ) 

Corporate and Other (pre-tax)

    (11 )      (13 )      (11 )      (11 )      (8 ) 

Corporate and Other (after-tax)

    (10 )      (12 )      (9 )      (10 )      (7 ) 

 

(6)

Restructuring charge associated with ongoing efforts to transform our cost structure and simplify our bank. This charge consists primarily of employee severance and related costs and was recognized in Corporate and Other.

(7)

Goodwill impairment charge related to our controlling interest in CIBC FirstCaribbean recognized in Corporate and Other with $28 million recognized in the second quarter of 2020, $220 million recognized in the fourth quarter of 2020 and $135 million recognized in the fourth quarter of 2019.

(8)

Charge for a payment made to Air Canada, including related sales tax and transaction costs, to secure our participation in its new loyalty program recognized in Canadian Personal and Business Banking.

(9)

Adjusted to exclude the impact of items of note.

(10)

Excludes TEB adjustments of $204 million (2020: $183 million; 2019: $179 million). Our adjusted operating leverage and efficiency ratio are calculated on a TEB.

The following table provides a reconciliation of GAAP (reported) net income to non-GAAP (adjusted) net income on a segmented basis.

 

$ millions, for the year ended October 31   Canadian
Personal and
Business Banking
    Canadian
Commercial Banking
and Wealth
Management
    U.S.
Commercial Banking
and Wealth
Management
    Capital
Markets
    Corporate
and Other
    CIBC
Total
 

2021         Reported net income (loss)

  $     2,494     $ 1,665     $     926     $     1,857     $ (496 )    $ 6,446  

                 After-tax impact of items of note (1)

    9       –       50       –       182       241  

                 Adjusted net income (loss) (2)

  $ 2,503     $ 1,665     $ 976     $ 1,857     $ (314 )    $ 6,687  

2020 (3)     Reported net income (loss)

  $ 1,785     $ 1,202     $ 375     $ 1,308     $ (878 )    $ 3,792  

                 After-tax impact of items of note (1)

    6       1       61       –       587       655  

                 Adjusted net income (loss) (2)

  $ 1,791     $ 1,203     $ 436     $ 1,308     $ (291 )    $ 4,447  

2019 (3)     Reported net income (loss)

  $ 2,126     $     1,287     $ 648     $ 1,117     $ (57 )    $ 5,121  

                 After-tax impact of items of note (1)

    174       1       40       –       108       323  

                 Adjusted net income (loss) (2)

  $ 2,300     $ 1,288     $ 688     $ 1,117     $         51     $     5,444  

2018         Reported net income (loss)

  $ 2,540     $ 1,286     $ 561     $ 1,086     $ (189 )    $ 5,284  

                 After-tax impact of items of note (1)

    9       1       27       –       220       257  

                 Adjusted net income (loss) (2)

  $ 2,549     $ 1,287     $ 588     $ 1,086     $ 31     $ 5,541  

2017         Reported net income (loss)

  $ 2,420     $ 1,138     $ 203     $ 1,090     $ (133 )    $ 4,718  

                 After-tax impact of items of note (1)

    (170 )      1       19       –       97       (53 ) 

                 Adjusted net income (loss) (2)

  $ 2,250     $ 1,139     $ 222     $ 1,090     $ (36 )    $ 4,665  

 

(1)

Items of note are removed from reported results to calculate adjusted results.

(2)

Non-GAAP measure.

(3)

Certain prior period information has been revised. See the “External reporting changes” section for additional details.

 

 

 

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Management’s discussion and analysis

 

Strategic business units overview

CIBC has four SBUs – Canadian Personal and Business Banking, Canadian Commercial Banking and Wealth Management, U.S. Commercial Banking and Wealth Management, and Capital Markets. These SBUs are supported by the following functional groups – Technology, Infrastructure and Innovation, Risk Management, People, Culture and Brand, Finance and Enterprise Strategy, as well as other support groups, which all are included within Corporate and Other. The expenses of these functional and support groups are generally allocated to the business lines within the SBUs. The majority of the functional and support costs of CIBC Bank USA are recognized directly in the U.S. Commercial Banking and Wealth Management SBU. Corporate and Other also includes the results of CIBC FirstCaribbean and other strategic investments, as well as other income statement and balance sheet items not directly attributable to the business lines.

External reporting changes were made in the first quarter of 2021 which affected the results of our SBUs. See the “External reporting changes” section for additional details.

 

 

Business unit allocations

Revenue, expenses, and other balance sheet resources related to certain activities are generally allocated to the lines of business within the SBUs.

Treasury activities impact the financial results of the SBUs. Each line of business within our SBUs is charged or credited with a market-based cost of funds on assets and liabilities, respectively, which impacts the revenue performance of the SBUs. This market-based cost of funds takes into account the cost of maintaining sufficient regulatory capital to support business requirements, including the cost of preferred shares. Once the interest and liquidity risks inherent in our client-driven assets and liabilities are transfer priced into Treasury, they are managed within CIBC’s risk framework and limits. Consistent with the external reporting changes made in the first quarter of 2021 (see the “External reporting changes” section for additional details), the residual financial results associated with Treasury activities are reported in Corporate and Other. Capital is attributed to the SBUs based on the estimated amount of regulatory capital required to support their businesses, which is intended to consistently measure and align the costs with the underlying benefits and risks associated with SBU activities. Earnings on unattributed capital remain in Corporate and Other. We review our transfer pricing methodologies on an ongoing basis to ensure they reflect changing market environments and industry practices.

We use a Product Owner/Customer Segment/Distributor Channel allocation management model to measure and report the results of operations of various lines of business within our SBUs. The model uses certain estimates and methodologies to process internal transfers between the impacted lines of business for sales, renewals and trailer commissions as well as certain attributable costs. Periodically, the sales, renewals and trailer commission rates paid to customer segments for certain products/services are revised and applied prospectively.

The non-interest expenses of the functional and support groups are generally allocated to the business lines within the SBUs based on appropriate criteria and methodologies. The basis of allocation is reviewed periodically to reflect changes in support to business lines. Other costs not directly attributable to business lines remain in Corporate and Other.

We recognize provision for credit losses on both impaired (stage 3) and performing (stages 1 and 2) loans in the respective SBUs.

Revenue, taxable equivalent basis

Certain SBUs evaluate revenue on a TEB. In order to arrive at the TEB amount, the SBUs gross up tax-exempt revenue on certain securities to a TEB, being the amount of fully taxable revenue, which, were it to have incurred tax at the statutory income tax rate, would yield the same after-tax revenue. Simultaneously, an equivalent amount is booked as an income tax expense resulting in no impact on the net income of the SBUs. This measure enables comparability of revenue arising from both taxable and tax-exempt sources. The total TEB adjustments of the SBUs are offset in revenue and income tax expense in Corporate and Other.

 

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Table of Contents

Management’s discussion and analysis

 

Canadian Personal and Business Banking

Canadian Personal and Business Banking provides personal and business clients across Canada with financial advice, services and solutions through banking centres, digital and mobile channels to help make their ambitions a reality.

 

 

Our business strategy

We are focused on continuing to help our clients achieve their ambitions, and delivering sustainable, market-leading performance. To achieve this, our strategy comprises three key priorities:

•  

Introducing more opportunities for our clients to deal with us digitally by investing in digital and real-time remote capabilities;

•  

Providing our team with the tools to deliver an excellent experience for our clients consistent with a one-team approach; and

•  

Delivering personalized advice and experiences to our clients in a way that is meaningful and relevant to each of them.

2021 progress

In 2021, we demonstrated positive momentum, despite the economic challenges and lower client transaction activity due to the COVID-19 pandemic. While demand for certain lending products was down, we saw a significant increase in mortgage demand this year as we helped more clients achieve their ambition of owning a home. We also delivered above market growth in everyday banking and investments solutions. As a result of our strategy, we have seen record client growth driven by strong acquisition and client retention, and made important investments to elevate both the experience of our clients and our team members. We will continue to maintain focus on our three strategic priorities and build on the momentum and successes of 2021.

 

Introducing more opportunities for our clients to deal with us digitally

•  

Ranked #1 again in Digital Satisfaction for Mobile Banking by J.D. Power; #1 in mobile banking experience in Surviscor’s 2021 Mobile Banking Review; #1 ranking in Forrester’s Digital Experience Review: Canadian Mobile Banking App Review; and named Best Consumer Digital Bank in North America by Global Finance for the second consecutive year.

•  

Launched CIBC Virtual Assistant for online and mobile clients, helping them answer their everyday banking questions in real-time.

•  

Introduced CIBC Insights, a digital financial coach that provides recommendations to help clients keep a pulse on their day-to-day finances.

•  

Launched Digital Identity Verification and FastApp, streamlining how clients open chequing and savings accounts, a personal line of credit, or a credit card digitally.

•  

Introduced more digital options for clients to renew their mortgage online, including an enhanced online pre-qualification tool.

•  

Enabled digital card issuance, so clients can receive a new or replacement digital credit card within minutes in the event their card is lost or stolen.

Providing our team with the tools to deliver an excellent experience for our clients

•  

Continued the rollout of CIBC GoalPlanner, a digitally enabled goal setting platform, allowing our Imperial Service advisors to better understand our clients’ ambitions and to spend more time with them developing plans.

•  

Introduced a new client relationship management tool, enabling advisors to offer more personalized advice and deepen client relationships.

•  

Delivered a more integrated advice experience at our banking centres, including introducing a new Associate Financial Advisor role to support clients with complex financial needs.

•  

Extended our newcomer banking offer to include foreign workers and expanded our outreach, including a Newcomer Financial Guide in partnership with Canadian Immigrant magazine.

•  

Refreshed our Dividend Visa Cards with a new set of cashback categories, and introduced on-demand points redemption.

Delivering personalized advice to our clients in a way that is meaningful to them

•  

Announced an agreement to become the exclusive issuer of Costco-branded Mastercards in Canada, expected to close in the first half of fiscal 2022, and the acquisition of the existing Canadian Costco credit card portfolio, reflecting our focus on growing our Canadian consumer franchise.

•  

Expanded our business banking specialist team in support of our focus on entrepreneurs at all life stages, including the launch of Canada’s first banking platform for Black-owned businesses.

•  

Helped clients build financial knowledge and confidence by offering virtual seminars and education focused on a range of topics such as, women and wealth, home ownership, as well as tax and estate planning for the LGBTQ+ community.

•  

Grew our mobile mortgage advisor workforce while strengthening our market position through a strategic partnership with REMAX.

•  

Ranked #1 on Investment Executive 2021 Report Card on Banks, for the sixth consecutive year.

•  

Helped our clients meet their personal climate ambitions with solutions such as offering a carbon offset for their gas purchases through the Parkland Journie Rewards program.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

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Table of Contents

Management’s discussion and analysis

 

2021 financial review

 

Revenue(1)

($ billions)

  

Net income(1)

($ millions)

  

Operating leverage

(%)

  

Average loans and acceptances(1)(2)(3)

($ billions)

  

Average deposits(1)(3)

($ billions)

LOGO    LOGO    LOGO    LOGO    LOGO

 

(1)

Certain prior period information has been revised. See the “External reporting changes” section for additional details.

(2)

Loan amounts are stated before any related allowances.

(3)

Average balances are calculated as a weighted average of daily closing balances.

Our focus for 2022

In Canadian Personal and Business Banking our objective is to deliver sustainable, market-leading performance with a focus on helping our clients achieve their ambitions. Our strategy remains centred on three key priorities:

•  

Introduce more opportunities for our clients to deal with us digitally;

•  

Provide our team with the tools to deliver an excellent experience for our clients; and

•  

Deliver personalized advice to our clients in a way that is meaningful to them.

Results(1)

 

$ millions, for the year ended October 31    2021     2020 (2)     2019 (2)  

Revenue

   $       8,150     $ 7,922     $ 8,240  

Provision for (reversal of) credit losses

      

Impaired

     484       625       790  

Performing

     (134 )      564       99  

Provision for credit losses

     350       1,189       889  

Non-interest expenses

     4,414       4,308       4,459  

Income before income taxes

     3,386       2,425       2,892  

Income taxes

     892       640       766  

Net income

   $ 2,494     $ 1,785     $ 2,126  

Net income attributable to:

      

Equity shareholders

   $ 2,494     $ 1,785     $ 2,126  

Efficiency ratio

     54.2  %      54.4  %      54.1  % 

Operating leverage

     0.4  %      (0.5 )%      (5.9 )% 

Return on equity (3)

     38.1  %      27.1  %      34.3  % 

Average allocated common equity (3)

   $ 6,554     $ 6,591     $ 6,192  

Average assets ($ billions) (4)

   $ 272.6     $ 253.0     $ 249.5  

Average loans and acceptances ($ billions) (4)

   $ 270.3     $ 250.3     $ 247.1  

Average deposits ($ billions) (4)

   $ 187.9     $ 170.8     $ 156.8  

Full-time equivalent employees

         12,629           12,437           13,013  

 

(1)

For additional segmented information, see Note 31 to the consolidated financial statements.

(2)

Certain prior period information has been revised. See the “External reporting changes” section for additional details.

(3)

For additional information, see the “Non-GAAP measures” section.

(4)

Average balances are calculated as a weighted average of daily closing balances.

Financial overview

Net income was up $709 million or 40% from 2020, primarily due to lower provision for credit losses and higher revenue, partially offset by higher non-interest expenses.

Revenue

Revenue was up $228 million or 3% from 2020, primarily due to volume growth and higher fee income, partially offset by lower product spreads largely as a result of changes in the interest rate environment.

Provision for credit losses

Provision for credit losses was down $839 million or 71% from 2020. The current year included a provision reversal on performing loans mainly due to a favourable change in economic conditions as well as our economic outlook partially offset by model parameter updates, while the prior year included a provision for credit losses due to an unfavourable change in our economic outlook relating to the onset of the COVID-19 pandemic. Provision for credit losses on impaired loans was down as the current year continued to benefit from higher levels of consumer liquidity from lower relative levels of spending and from government support programs, while the prior year included a normal level of loan losses prior to the onset of the pandemic.

Non-interest expenses

Non-interest expenses were up $106 million or 2% from 2020, primarily due to higher spending on strategic initiatives and performance-related compensation, partially offset by a favourable commodity tax adjustment in the current year.

Income taxes

Income taxes were up $252 million or 39% from 2020, primarily due to higher income.

Average assets

Average assets were up $19.6 billion or 8% from 2020, primarily due to growth in residential mortgages.

 

20   CIBC 2021 ANNUAL REPORT


Table of Contents

Management’s discussion and analysis

 

Canadian Commercial Banking and Wealth Management

Canadian Commercial Banking and Wealth Management provides high-touch, relationship-oriented banking and wealth management services to middle-market companies, entrepreneurs, high-net-worth individuals and families across Canada, as well as asset management services to institutional investors.

 

 

Our business strategy

We are focused on building and enhancing client relationships, being Canada’s leader in financial advice and generating long-term consistent growth. To deliver on this, our three key strategic priorities are:

•  

Accelerating the growth of Private Wealth Management;

•  

Evolving our Asset Management business in response to client needs; and

•  

Delivering focused, risk-controlled growth in our Commercial Bank.

2021 progress

In 2021, as the economy began transitioning to a post-pandemic environment, we continued to stay close to our clients, helping them navigate through the ongoing economic recovery. Commercial Banking saw record loan growth among existing clients, driven by an improved economic outlook as well as strong new client activity. Private Wealth Management saw significant growth in asset balances driven by market appreciation, record mutual fund sales, strong referral activity across our internal teams and an increased level of activity by clients.

Accelerating the growth of Private Wealth Management

•  

Increased recruitment of top talent across Private Wealth Management to broaden and deepen client relationships and accelerate market share growth.

•  

Launched exclusive banking offers for clients in key market segments to deepen existing and onboard new relationships.

•  

Launched CIBC Family Office services to support ultra-high net worth clients through wealth transitions within the family and through privately-owned business sales.

•  

Increased partner referrals activity across the bank to help clients fulfill their broader wealth needs.

•  

The Globe and Mail named 35 CIBC Wood Gundy advisors to its inaugural ranking of Canada’s Top Wealth Advisors list.

Evolving our Asset Management business in response to client needs

•  

Met the investment needs of our mass affluent, core banking and high net worth clients, resulting in record net flows in long-term mutual fund sales.

•  

Launched Sustainable Investment Solution mutual funds to align with our bank-wide ESG efforts, as well as client demand, where a percentage of our revenues are donated to organizations supporting climate transition activities.

•  

Founding signatory of Climate Engagement Canada and the Responsible Investment Association Canadian Investor Statement on Climate Change as part of our bank’s ongoing efforts to address global climate change and to support investor demand for ESG-focused products.

•  

Refinitiv Lipper Funds Awards recognized four CIBC Asset Management funds for industry-leading performance.

Delivering focused, risk-controlled growth in our Commercial Bank

•  

Enhanced our offers to address the needs of the smaller end of the commercial banking market in high growth industries such as healthcare, technology, business services and franchising.

•  

Further expanded CIBC Innovation Banking across Canada, the U.S., and most recently in the U.K., to meet the needs of fast-growing and innovative industries such as technology, life sciences and venture capital funds.

•  

Global Finance Magazine named CIBC Canada’s Best Treasury and Cash Management Bank for the sixth time.

2021 financial review

 

Revenue

($ billions)

  

Net income

($ millions)

  

Operating leverage

(%)

  

Average loans(1)(2)

($ billions)

 

Average deposits(2)

($ billions)

LOGO    LOGO    LOGO    LOGO   LOGO

Average commercial banking loans(1)(2)(3)

($ billions)

  

Average commercial banking deposits(2)

($ billions)

     

Assets under administration and management(4)

($ billions)

 

Canadian retail mutual funds and exchange-traded funds

($ billions)

LOGO

 

  

LOGO

 

      LOGO  

LOGO

 

 

(1)

Loan amounts are stated before any related allowances.

(2)

Average balances are calculated as a weighted average of daily closing balances.

(3)

Comprises loans and acceptances and notional amount of letters of credit.

(4)

AUM amounts are included in the amounts reported under AUA.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

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Table of Contents

Management’s discussion and analysis

 

Our focus for 2022

In Commercial Banking and Wealth Management, our ambition is to become the leader in financial advice to both personal and business clients. We remain focused on three strategic priorities:

•  

Accelerate the growth of Private Wealth Management to broaden and deepen client relationships;

•  

Evolve our Asset Management business to increase connectivity within our own bank channels and continue to extend our investment capabilities and fee structures to meet evolving client needs; and

•  

Delivering risk-controlled growth in our Commercial Bank, while fostering strong referrals across CIBC.

Results(1)

 

$ millions, for the year ended October 31    2021     2020     2019  

Revenue

      

Commercial banking

   $     1,827     $     1,663     $     1,633  

Wealth management

     2,843       2,458       2,394  

Total revenue

     4,670       4,121       4,027  

Provision for (reversal of) credit losses

      

Impaired

     6       162       159  

Performing

     (45 )      141       4  

Provision for (reversal of) credit losses

     (39 )      303       163  

Non-interest expenses

     2,443       2,179       2,106  

Income before income taxes

     2,266       1,639       1,758  

Income taxes

     601       437       471  

Net income

   $ 1,665     $ 1,202     $ 1,287  

Net income attributable to:

      

Equity shareholders

   $ 1,665     $ 1,202     $ 1,287  

Efficiency ratio

     52.3  %      52.9  %      52.3  % 

Operating leverage

     1.2  %      (1.1 )%      3.1  % 

Return on equity (2)

     24.5  %      18.6  %      21.7  % 

Average allocated common equity (2)

   $ 6,794     $ 6,454     $ 5,929  

Average assets ($ billions) (3)

   $ 70.1     $ 65.8     $ 62.6  

Average loans ($ billions) (3)

   $ 72.8     $ 68.2     $ 64.7  

Average deposits ($ billions) (3)

   $ 83.6     $ 71.1     $ 60.2  

AUA ($ billions)

   $ 356.6     $ 287.7     $ 289.1  

AUM ($ billions)

   $ 230.3     $ 188.9     $ 182.4  

Full-time equivalent employees

     5,241       4,984       5,048  

 

(1)

For additional segmented information, see Note 31 to the consolidated financial statements.

(2)

For additional information, see the “Non-GAAP measures” section.

(3)

Average balances are calculated as a weighted average of daily closing balances.

Financial overview

Net income was up $463 million or 39% from 2020, primarily due to higher revenue and a provision reversal in the current year compared with a provision for credit losses in the prior year, partially offset by higher non-interest expenses.

Revenue

Revenue was up $549 million or 13% from 2020.

Commercial banking revenue was up $164 million or 10%, primarily due to higher fees and volume growth, partially offset by lower product spreads.

Wealth management revenue was up $385 million or 16%, primarily due to higher fee-based revenue driven by higher average AUA and AUM reflecting market appreciation and net sales, and higher commission revenue from increased client activity.

Provision for credit losses

The current year included a reversal of credit losses of $39 million, while the prior year included a provision for credit losses of $303 million. The current year included a provision reversal on performing loans due to a favourable change in economic conditions as well as our economic outlook, while the prior year included a provision for credit losses due to an unfavourable change in our economic outlook relating to the onset of the COVID-19 pandemic. Provision for credit losses on impaired loans was down as the prior year was impacted by the onset of the COVID-19 pandemic and provisions related to one fraud-related impairment.

Non-interest expenses

Non-interest expenses were up $264 million or 12% from 2020, primarily due to higher performance-based compensation.

Income taxes

Income taxes were up $164 million or 38% from 2020, primarily due to higher income.

Average assets

Average assets were up $4.3 billion or 6% from 2020, primarily due to growth in commercial loans.

Assets under administration

AUA were up $68.9 billion or 24% from 2020, primarily due to market appreciation and net sales. AUM amounts are included in the amounts reported under AUA.

 

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Table of Contents

Management’s discussion and analysis

 

U.S. Commercial Banking and Wealth Management

U.S. Commercial Banking and Wealth Management provides commercial banking and private wealth services across the U.S., as well as personal and small business banking services in four U.S. Midwestern markets and focuses on middle-market and mid-corporate companies and high-net-worth individuals and families.

 

 

Our business strategy

Our goal is to continue building a best-in-class commercial and wealth management financial institution in the U.S., with seamless connectivity to our Capital Markets and Canadian Commercial Banking and Wealth Management franchise. Our key strategic priorities, which have evolved over the year, are:

•  

Building and deepening client relationships;

•  

Strengthening and diversifying our deposit base;

•  

Improving efficiency through data and technology; and

•  

Advancing the growth and transformation of our business.

2021 progress

In 2021, our continued focus on deep-rooted relationship banking helped attract new clients and guide existing relationships through a challenging economic environment. This approach continues to generate strong loan, deposit and AUM/AUA growth, which coupled with prudent investments, helped mitigate revenue pressures associated with margin compression experienced throughout the industry. Our offering of products and services continues to expand as we leverage cross-border capabilities and maintain investment in improving processes, technology and meeting client needs.

Building and deepening client relationships

•  

Drove solid loan and deposit growth given market conditions, including continued expansion of our private banking business with existing commercial and wealth clients.

•  

Supported our clients who faced continued headwinds as a result of the pandemic with an additional $500 million of Paycheck Protection Program (PPP) financing in the first half of fiscal 2021.

•  

Generated strong growth in AUM and AUA, bolstered by the performance of our investment strategies and net inflows, driving asset management fees to nearly 50% of non-interest income for the year.

•  

Leveraged our strong partnership with our Capital Markets franchise to provide a wider range of products and services to U.S. commercial and wealth clients.

•  

Recognized as Retail Banking and Commercial Banking Client Experience leaders by Coalition Greenwich.

•  

Ranked as a Top Five Registered Investment Advisor by Barron’s for the second straight year.

Strengthening and diversifying our deposit base

•  

Maintained a diversified funding strategy through our commercial, private banking and retail clients.

•  

Continued growth in private banking, expanding the team and introducing online account opening for private banking clients.

•  

Expanded deposit gathering, including with our specialty commercial banking and institutional real estate clients.

Improving efficiency through data and technology

•  

Advanced the implementation of customer relationship management (CRM) and data strategy initiatives to further the connectivity between teams, provide a consolidated view of our businesses and support a strong risk management infrastructure.

•  

Continued to refine client-facing processes, making it easier for clients to bank with us, including adding online account opening capabilities for consumer clients, introducing card control features to consumer mobile banking and enhancing our servicing platform for our commercial banking clients.

Advancing the growth and transformation of our business

•  

Expanded Commercial Real Estate banking in the southeast U.S. region.

•  

Further enhanced our risk and change management infrastructure to support our growth.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

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Table of Contents

Management’s discussion and analysis

 

2021 financial review

 

Revenue(1)

(US$ billions)

  

Net income(1)

($ millions)

   Net income(1)

(US$ millions)

   Operating leverage

(% in U.S. dollars)

LOGO   

LOGO

   LOGO    LOGO

Average loans(1)(2)(3)

(US$ billions)

  

Average deposits(1)(3)

(US$ billions)

   Average commercial
banking loans
(2)(3)

(US$ billions)

   Assets under
administration and
management
(4)

(US$ billions)

LOGO

 

  

LOGO

 

  

LOGO

 

   LOGO

 

(1)

Certain prior period information has been revised. See the “External reporting changes” section for additional details.

(2)

Loan amounts are stated before any related allowances.

(3)

Average balances are calculated as a weighted average of daily closing balances.

(4)

AUM amounts are included in the amounts reported under AUA.

Our focus for 2022

To build on our momentum across U.S. Commercial Banking and Wealth Management, we will continue to focus on helping our clients achieve their ambitions by:

•  

Building and deepening client relationships through referral activity across all businesses, disciplined growth in Commercial Banking and greater scale in Private Wealth Management;

•  

Strengthen and diversify our deposit base by leveraging private banking services for commercial and wealth clients and continued growth in regional expansion markets such as Florida and Texas;

•  

Improve efficiency through data and technology to support growth, modernizing consumer and commercial digital platforms and enhancing data-driven decision making; and

•  

Advance the transformation of our business through continued investment in people, infrastructure and growth initiatives.

 

24   CIBC 2021 ANNUAL REPORT


Table of Contents

Management’s discussion and analysis

 

Results in Canadian dollars(1)

 

$ millions, for the year ended October 31    2021     2020 (2)      2019 (2)  

Revenue

       

Commercial banking

   $     1,444     $     1,421      $     1,300  

Wealth management (3)

     750       622        611  

Total revenue (4)(5)

     2,194       2,043        1,911  

Provision for (reversal of) credit losses

       

Impaired

     104       133        68  

Performing

     (179 )      354        5  

Provision for (reversal of) credit losses

     (75 )      487        73  

Non-interest expenses

     1,121       1,126        1,114  

Income before income taxes

     1,148       430        724  

Income taxes (5)

     222       55        76  

Net income

   $ 926     $ 375      $ 648  

Net income attributable to:

       

Equity shareholders

   $ 926     $ 375      $ 648  

Average allocated common equity (6)

   $ 8,975     $ 9,196      $ 8,533  

Average assets ($ billions) (7)

   $ 46.7     $ 48.2      $ 41.2  

Average loans ($ billions) (7)

   $ 41.4     $ 42.5      $ 35.7  

Average deposits ($ billions) (7)

   $ 41.4     $ 34.6      $ 26.1  

AUA ($ billions) (8)

   $ 124.5     $ 97.6      $ 89.7  

AUM ($ billions) (8)

   $ 96.4     $ 76.4      $ 68.8  

Full-time equivalent employees

     2,170       2,085        2,095  

 

(1)

For additional segmented information, see Note 31 to the consolidated financial statements.

(2)

Certain prior period information has been revised. See the “External reporting changes” section for additional details.

(3)

Includes revenue related to the U.S. Paycheck Protection Program.

(4)

Included $15 million of income relating to the accretion of the acquisition date fair value discount on the acquired loans of The PrivateBank (2020: $20 million; 2019: $35 million).

(5)

Revenue and income taxes are reported on a TEB. Accordingly, revenue and income taxes include a TEB adjustment of nil (2020: nil; 2019: $2 million). The equivalent amounts are offset in the revenue and income taxes of Corporate and Other.

(6)

For additional information, see the “Non-GAAP measures” section.

(7)

Average balances are calculated as a weighted average of daily closing balances.

(8)

Includes certain Canadian Commercial Banking and Wealth Management assets that U.S. Commercial Banking and Wealth Management provides sub-advisory services for.

Results in U.S. dollars(1)

 

US$ millions, for the year ended October 31    2021     2020 (2)     2019 (2)  

Revenue

      

Commercial banking

   $ 1,151     $     1,056     $ 978  

Wealth management (3)

     597       464       460  

Total revenue (4)(5)

         1,748       1,520           1,438  

Provision for (reversal of) credit losses

      

Impaired

     82       99       52  

Performing

     (143 )      259       3  

Provision for (reversal of) credit losses

     (61 )      358       55  

Non-interest expenses

     893       838       838  

Income before income taxes

     916       324       545  

Income taxes (5)

     177       42       58  

Net income

   $ 739     $ 282     $ 487  

Net income attributable to:

      

Equity shareholders

   $ 739     $ 282     $ 487  

Efficiency ratio

     51.1  %      55.1  %      58.3  % 

Operating leverage

     8.5  %      5.6  %      (0.3 ) % 

Return on equity (6)

     10.3  %      4.1  %      7.6  % 

Average allocated common equity (6)

   $     7,149.0     $     6,841.0     $     6,419.0  

Average assets ($ billions) (7)

   $ 37.2     $ 35.9     $ 31.0  

Average loans ($ billions) (7)

   $ 33.0     $ 31.6     $ 26.9  

Average deposits ($ billions) (7)

   $ 33.0     $ 25.7     $ 19.7  

AUA ($ billions) (8)

   $ 100.6     $ 73.3     $ 68.1  

AUM ($ billions) (8)

   $ 77.9     $ 57.4     $ 52.2  

 

(1)

For additional segmented information, see Note 31 to the consolidated financial statements.

(2)

Certain prior period information has been revised. See the “External reporting changes” section for additional details.

(3)

Includes revenue related to the U.S. Paycheck Protection Program.

(4)

Included US$12 million of income relating to the accretion of the acquisition date fair value discount on the acquired loans of The PrivateBank (2020: US$15 million; 2019: US$25 million).

(5)

Revenue and income taxes are reported on a TEB. Accordingly, revenue and income taxes include a TEB adjustment of nil (2020: nil; 2019: US$2 million). The equivalent amounts are offset in the revenue and income taxes of Corporate and Other.

(6)

For additional information, see the “Non-GAAP measures” section.

(7)

Average balances are calculated as a weighted average of daily closing balances.

(8)

Includes certain Canadian Commercial Banking and Wealth Management assets that U.S. Commercial Banking and Wealth Management provides sub-advisory services for.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

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Table of Contents

Management’s discussion and analysis

 

Financial overview

Net income was up $551 million (US$457 million) or 147% from 2020, primarily due to a provision reversal in the current year compared with a provision for credit losses in the prior year and higher revenue.

Revenue

Revenue was up US$228 million or 15% from 2020.

Commercial banking revenue was up US$95 million or 9%, primarily due to volume growth and higher fees, partially offset by lower product spreads.

Wealth management revenue was up US$133 million or 29%, primarily due to higher fee-based revenue driven by higher average AUA and AUM reflecting market appreciation and net sales, higher product spreads, partially driven by loans made under the U.S. Paycheck Protection Program, and volume growth.

Provision for credit losses

The current year included a reversal of credit losses of US$61 million while the prior year included a provision for credit losses of US$358 million. The current year included a provision reversal on performing loans due to a favourable change in economic conditions as well as our economic outlook, while the prior year included a provision for credit losses due to an unfavourable change in our economic outlook relating to the onset of the COVID-19 pandemic. Provision for credit losses on impaired loans was down as the prior year was impacted by the onset of the COVID-19 pandemic.

Non-interest expenses

Non-interest expenses were up US$55 million or 7% from 2020, primarily due to higher employee-related compensation, partially offset by lower business development costs and the timing of spending on strategic initiatives.

Income taxes

Income taxes were up US$135 million or 321% from 2020, primarily due to higher income.

Average assets

Average assets were up US$1.3 billion or 4% from 2020, primarily due to growth in loans.

Assets under administration

AUA were up US$27.3 billion or 37% from 2020, primarily due to market appreciation and net sales. AUM amounts are included in the amounts reported under AUA.

 

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Table of Contents

Management’s discussion and analysis

 

Capital Markets

Capital Markets provides integrated global markets products and services, investment banking advisory and execution, corporate banking solutions and top-ranked research to our clients around the world. It includes Direct Financial Services which focuses on expanding CIBC’s digitally enabled capabilities to provide a cohesive set of direct banking, direct investing and innovative multi-currency payment solutions for CIBC’s clients.

 

 

Our business strategy

Our goal is to deliver leading capital markets solutions to our North American and international clients by providing best-in-class insight, advice and execution. To enable CIBC’s strategy and priorities, we collaborate with our partners across our bank to deepen and enhance client relationships. Our three key strategic priorities are:

•  

Being the leading capital markets platform in Canada for our core clients;

•  

Building a North American client platform with global capabilities; and

•  

Increasing connectivity across CIBC to deliver greater value and a better experience for our clients.

2021 progress

In 2021, we continued to make progress on our strategic priorities with an emphasis on deepening client relationships, growing in the U.S. and enhancing connectivity across the bank. Collectively, these efforts have built a well-diversified Capital Markets business that delivers consistent performance and growth. Our growth in 2021 was enabled by our strong focus on our clients, favourable market conditions for investment banking and corporate banking activity, and continuing strong performance in Global Markets. In addition, we further expanded our Direct Financial Services business to generate more fee-based revenue and attract new clients seeking a self-serve, digitally enabled banking and investing model.

 

Being the leading capital markets platform in Canada for our core clients

  •  

Established a new Energy, Infrastructure and Transition investment banking group with a global focus on delivering industry-leading advice and capital markets solutions to clients across the full infrastructure and energy spectrum, and enabling the transition to a lower carbon future.

 
  •  

Continued to support the growth ambitions of our clients emerging from the pandemic, managing their funding and liquidity needs with expert advice for the long-term.

 
  •  

Strengthened our platform by continuing to invest in talent and technology, including investments in simplifying processes and promoting talent to foster our client-focused culture.

 
  •  

Recognized as a leader in bond trading in 2021, ranked #1 or #2 in the Investment Industry Regulatory Organization of Canada (IIROC)’s Monthly Bond Trading Volumes.

 

Building a North American client platform with global capabilities

  •  

Made a strategic investment in Chicago-headquartered financial services firm Loop Capital, which is aligned with our strategy to accelerate our momentum in the U.S.

 
  •  

Established a leadership position in sustainable finance, acting as a Sustainability Agent on eight sustainability-linked loans (“SLLs”) during the year and ranking first on the Bloomberg SLL league tables for Canadian issuances for 2021.

 
  •  

Achieved top 10 ranking in financing for the renewable industry across North America for transactions that closed from January 1, 2021 to September 30, 2021 (North American Renewables League Tables by Inframation).

 
  •  

Partnered with three global banks to launch Project Carbon, a platform that brings liquidity and transparency to the market for carbon credits, helping to enable the sustainability ambitions of our clients.

 

Increasing connectivity across CIBC to deliver greater value and a better experience for our clients

  •  

Launched the industry-first Canadian Depositary Receipts (CDRs) as part of our ongoing commitment to developing innovative, market-based solutions that meet investor needs.

 
  •  

Broadened the banking services available to clients through Simplii Financial, including the introduction of a U.S. dollar account and the rollout of Visa Direct.

 
  •  

Continued to enhance our offerings to clients with services such as Global Money Transfer, and further expanded the capabilities of our International Student Pay program.

 
  •  

Recognized as a 2021 Canadian FX Service Quality Leader as measured by the Greenwich Quality Index by Canadian Corporations and Financial Institutional clients.

 

As a leading capital markets franchise in Canada and banking partner to our clients around the world, Capital Markets acted as:

•  

Financial advisor to Husky Energy on its combination with Cenovus Energy in an all-stock transaction valued at approximately $23.6 billion (including debt) to create a resilient integrated energy leader that is well positioned to provide superior returns for investors over the long term, as well as strong environmental, social and governance performance.

•  

Financial Advisor to Intact Financial Corporation (Company) on its acquisition, together with Tryg A/S, of international P&C insurer RSA Insurance Group Plc for a transaction value of approximately $12.3 billion; joint bookrunner on the underwritten financing package including £1.465 billion in bridge facilities and a £350 million term loan, sole bookrunner on an increase to the Company’s existing revolving credit facility from $750 million to $1.5 billion and lead left bookrunner on a $1.25 billion issue of subscription receipts and an aggregate $1.85 billion of notes.

•  

Joint bookrunner and joint lead arranger on a US$1.825 billion 7-year term loan B, US$700 million of 7-year senior secured notes, and US$1.035 billion of 8-year senior unsecured notes in connection with an acquisition financing and refinancing for Madison IAQ, a portfolio company of Madison Industries.

•  

Bookrunner on the two largest Canadian initial public offerings (IPOs) of the year: Joint bookrunner on a US$1.1 billion IPO of subordinate voting shares for TELUS International (Cda) Inc. consisting of a treasury offering and a secondary offering from TELUS Corporation and Barings Private Equity Asia Group Limited, the largest technology IPO, and lead on a $719 million IPO of subordinate voting shares for dentalcorp Holdings Ltd., the largest healthcare IPO in Canada.

•  

Joint bookrunner on a number of corporate green bonds including Allied Properties REIT’s $600 million and $500 million green debentures, Algonquin Power Co.’s $400 million green debentures and BCI Quadreal Realty’s $400 million green notes offerings as well as joint lead manager for the Province of Ontario’s $1.25 billion green bond and European Investment Bank’s $1 billion maple green bond offerings.

 

 

 

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•  

Led the structuring and execution of a number of SLLs in Canada, including acting as the administrative agent, joint bookrunner, and co-sustainability structuring agent for Enbridge’s $1 billion SLL, the first SLL for a Canadian energy infrastructure client, and acting as administrative agent, sole bookrunner, and sole sustainability structuring agent for TransAlta Corporation’s $1.25 billion SLL and Enerplus Corporation’s US$900 million SLL.

2021 financial review

 

 

Revenue(1)

($ billions)

 

Net income(1)

($ millions)

 

Operating leverage

(%)

 
  LOGO   LOGO   LOGO  

 

Average loans and

acceptances(1)

($ billions)

  

Average deposits(1)

($ billions)

  

Average value-at-risk (VaR)

($ millions)

  

Revenue – Direct financial services

($ millions)

LOGO    LOGO    LOGO    LOGO

 

(1)

Certain prior period information has been revised. See the “External reporting changes” section for additional details.

Our focus for 2022

To support our bank’s long-term objectives, Capital Markets remains focused on delivering profitable growth by deepening client relationships and collaborating with our partners across our bank to help make our clients’ ambitions a reality. We will continue to do this by:

•  

Maintaining our focused approach to client coverage in Canada;

•  

Growing our North American platform by further expanding our U.S. reach and broadening the services offered to clients; and

•  

Strengthening our connectivity, technology and innovation efforts to bring more of our bank’s offerings to our clients.

 

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Results(1)

 

$ millions, for the year ended October 31    2021     2020 (2)     2019 (2)  

Revenue

      

Global markets

   $     2,076     $     1,999     $     1,583  

Corporate and investment banking

     1,616       1,344       1,231  

Direct financial services

     828       710       661  

Total revenue (3)

     4,520       4,053       3,475  

Provision for (reversal of) credit losses

      

Impaired

     32       121       109  

Performing

     (132 )      190       51  

Provision for (reversal of) credit losses

     (100 )      311       160  

Non-interest expenses

     2,117       1,929       1,802  

Income before income taxes

     2,503       1,813       1,513  

Income taxes (3)

     646       505       396  

Net income

   $ 1,857     $ 1,308     $ 1,117  

Net income attributable to:

      

Equity shareholders

   $ 1,857     $ 1,308     $ 1,117  

Efficiency ratio

     46.8  %      47.6  %      51.8  % 

Operating leverage

     1.7  %      9.6  %      (2.0 )% 

Return on equity (4)

     25.6  %      18.8  %      17.5  % 

Average allocated common equity (4)

   $ 7,241     $ 6,948     $ 6,399  

Average assets ($ billions) (5)

   $ 255.1     $ 230.2     $ 194.1  

Average loans and acceptances ($ billions) (5)

   $ 47.8     $ 45.2     $ 40.3  

Average deposits ($ billions) (5)

   $ 86.0     $ 68.0     $ 53.9  

Full-time equivalent employees (6)

     2,225       1,912       1,867  

 

(1)

For additional segmented information, see Note 31 to the consolidated financial statements.

(2)

Certain prior period information has been revised. See the “External reporting changes” section for additional details.

(3)

Revenue and income taxes are reported on a TEB. Accordingly, revenue and income taxes include a TEB adjustment of $204 million (2020: $183 million; 2019: $177 million). The equivalent amounts are offset in the revenue and income taxes of Corporate and Other.

(4)

For additional information, see the “Non-GAAP measures” section.

(5)

Average balances are calculated as a weighted average of daily closing balances.

(6)

In 2021, 79 full-time equivalent employees related to Simplii Financial’s call centre operations were transferred to Capital Markets from Corporate and Other, with no financial impact as the costs were previously allocated to Direct financial services.

Financial overview

Net income was up $549 million or 42% from 2020, primarily due to higher revenue and a provision reversal in the current year compared to a provision for credit losses in the prior year, partially offset by higher non-interest expenses.

Revenue

Revenue was up $467 million or 12% from 2020.

Global markets revenue was up $77 million or 4%, primarily due to higher revenue from our equity derivatives trading business, partially offset by lower fixed income and foreign exchange trading revenue.

Corporate and investment banking revenue was up $272 million or 20%, primarily due to higher equity and debt underwriting activity, higher advisory revenue and higher corporate banking revenue.

Direct financial services revenue was up $118 million or 17%, primarily due to higher volumes and growth in our direct trading brokerage, and innovative foreign exchange and payments business.

Provision for (reversal of) credit losses

The current year included a reversal of credit losses of $100 million while the prior year included a provision for credit losses of $311 million. The current year included a provision reversal on performing loans due to a favourable change in economic conditions as well as our economic outlook, while the prior year included a provision for credit losses due to an unfavourable change in our economic outlook relating to the onset of the COVID-19 pandemic. Provision for credit losses on impaired loans was down as the prior year included higher provisions in the oil and gas sector.

Non-interest expenses

Non-interest expenses were up $188 million or 10% from 2020, primarily due to higher employee-related compensation and the timing of spending on strategic initiatives.

Income taxes

Income taxes were up $141 million or 28% from 2020, primarily due to higher income.

Average assets

Average assets were up $24.9 billion or 11% from 2020, primarily due to higher securities purchased under resale agreements, higher trading securities and higher loan balances.

 

 

 

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Corporate and Other

Corporate and Other includes the following functional groups – Technology, Infrastructure and Innovation, Risk Management, People, Culture and Brand, Finance and Enterprise Strategy, as well as other support groups. The expenses of these functional and support groups are generally allocated to the business lines within the SBUs. The majority of the functional and support costs of CIBC Bank USA are recognized directly in the U.S. Commercial Banking and Wealth Management SBU. Corporate and Other also includes the results of CIBC FirstCaribbean and other strategic investments, as well as other income statement and balance sheet items not directly attributable to the business lines.

 

 

Results(1)

 

$ millions, for the year ended October 31    2021     2020 (2)     2019 (2)  

Revenue

      

International banking

   $ 687     $ 734     $ 798  

Other

     (206 )      (132 )      160  

Total revenue (3)

     481       602       958  

Provision for (reversal of) credit losses

      

Impaired

     76       24       21  

Performing

     (54 )      175       (20 ) 

Provision for credit losses

     22       199       1  

Non-interest expenses

     1,440       1,820       1,375  

Loss before income taxes

     (981 )      (1,417 )      (418 ) 

Income taxes (3)

     (485 )      (539 )      (361 ) 

Net income (loss)

   $ (496 )    $ (878 )    $ (57 ) 

Net income (loss) attributable to:

      

Non-controlling interests

   $ 17     $ 2     $ 25  

Equity shareholders

     (513 )      (880 )      (82 ) 

Full-time equivalent employees

         23,017           22,435           23,134  

 

(1)

For additional segmented information, see Note 31 to the consolidated financial statements.

(2)

Certain prior period information has been revised. See the “External reporting changes” section for additional details.

(3)

Revenue and income taxes of Capital Markets and U.S. Commercial Banking and Wealth Management are reported on a TEB. The equivalent amounts are offset in the revenue and income taxes of Corporate and Other. Accordingly, revenue and income taxes include a TEB adjustment of $204 million (2020: $183 million; 2019: $179 million).

Financial overview

Net loss was down $382 million from 2020, due to lower non-interest expenses and lower provision for credit losses, partially offset by lower revenue.

Revenue

Revenue was down $121 million from 2020.

International banking revenue was down $47 million, primarily due to the impact of foreign exchange translation, and lower U.S. dollar revenue in CIBC FirstCaribbean driven by lower product spreads, partially offset by higher ECL charges on debt securities in the prior year, volume growth and higher fees.

Other revenue was down $74 million, primarily due to lower revenue from our strategic investments, interest income in the prior year related to the settlement of certain income tax matters, a higher TEB adjustment and lower treasury revenue.

Provision for (reversal of) credit losses

Provision for credit losses was down $177 million from 2020. The current year included a reversal of credit losses on performing loans due to a favourable change in our economic outlook for the Caribbean region, while the prior year included a provision for credit losses due to an unfavourable change in economic conditions as well as our economic outlook relating to the onset of the COVID-19 pandemic. Provision for credit losses on impaired loans was up due to higher provisions in CIBC FirstCaribbean.

Non-interest expenses

Non-interest expenses were down $380 million from 2020, as the prior year included a restructuring charge and a goodwill impairment charge, partially offset by a gain in the prior year as a result of plan amendments related to pension and other post-employment plans, all shown as items of note. The current year included higher unallocated corporate support costs, donations and legal provisions.

Income taxes

Income tax benefit was down $54 million from 2020, primarily due to a lower loss.

 

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Financial condition

Review of condensed consolidated balance sheet

 

$ millions, as at October 31    2021      2020  

Assets

     

Cash and deposits with banks

   $     56,997      $ 62,518  

Securities

     161,401        149,046  

Securities borrowed and purchased under resale agreements

     79,940        74,142  

Loans and acceptances

     462,879        416,388  

Derivative instruments

     35,912        32,730  

Other assets

     40,554        34,727  
     $     837,683      $ 769,551  

Liabilities and equity

     

Deposits

   $ 621,158      $ 570,740  

Obligations related to securities lent, sold short and under repurchase agreements

     97,133        89,440  

Derivative instruments

     32,101        30,508  

Acceptances

     10,961        9,649  

Other liabilities

     24,961        22,167  

Subordinated indebtedness

     5,539        5,712  

Equity

     45,830        41,335  
     $     837,683      $     769,551  

Assets

Total assets as at October 31, 2021 were up $68.1 billion or 9% from 2020, net of a decrease of approximately $17 billion due to the depreciation of the U.S. dollar.

Cash and deposits with banks decreased by $5.5 billion or 9%, primarily due to lower short-term placements in Treasury.

Securities increased by $12.4 billion or 8%, primarily due to increases in corporate equity and debt securities in foreign governments, partially offset by decreases in debt securities in Canadian governments. Further details on the composition of securities are provided in the “Supplementary annual financial information” section and Note 5 to the consolidated financial statements.

Securities borrowed and purchased under resale agreements increased by $5.8 billion or 8%, primarily due to client-driven activities.

Net loans and acceptances increased by $46.5 billion or 11%, primarily due to increases in Canadian residential mortgages, and Canadian and U.S. business and government loans. Further details on the composition of loans and acceptances are provided in the “Supplementary annual financial information” section and Note 6 to the consolidated financial statements.

Derivative instruments increased by $3.2 billion or 10%, largely driven by increases in other commodity and equity derivatives valuation, partially offset by a decrease in interest rate derivatives valuation.

Other assets increased by $5.8 billion or 17%, primarily due to increases in broker receivables and collateral pledged for derivatives.

Liabilities

Total liabilities as at October 31, 2021 were up $63.6 billion or 9% from 2020, net of a decrease of approximately $16 billion due to the depreciation of the U.S. dollar.

Deposits increased by $50.4 billion or 9%, primarily due to increased wholesale funding, increased business and government deposits, and domestic retail volume growth. Further details on the composition of deposits are provided in the “Supplementary annual financial information” section and Note 11 to the consolidated financial statements.

Obligations related to securities lent, sold short and under repurchase agreements increased by $7.7 billion or 9%, primarily due to client-driven activities.

Derivative instruments increased by $1.6 billion or 5%, largely driven by increases in equity and other commodity derivatives valuation, partially offset by a decrease in interest rate derivatives valuation.

Acceptances increased by $1.3 billion or 14%, driven by client activities.

Other liabilities increased by $2.8 billion or 13%, primarily due to increases in collateral received for derivatives and broker payables.

Subordinated indebtedness decreased by $0.2 billion or 3%. In the first quarter we redeemed subordinated indebtedness and in the second quarter we issued subordinated indebtedness. For further details see the “Capital management” section.

Equity

Equity as at October 31, 2021 increased $4.5 billion or 11% from 2020, primarily due to a net increase in retained earnings, the issuance of a limited recourse capital note, partially offset by a decrease in accumulated other comprehensive income resulting from a net loss from foreign currency translation adjustments, partially offset by a net remeasurement gain from post-employment defined benefit plans. For further details see the “Capital management” section.

 

 

 

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Capital management

Our capital strength protects our depositors and creditors from risks inherent in our businesses. Our overall capital management objective is to maintain a strong and efficient capital base that:

•  

Acts as a buffer to absorb unexpected losses while providing sustainable returns to our shareholders;

•  

Enables our businesses to grow and execute on our strategy;

•  

Demonstrates balance sheet strength and our commitment to prudent balance sheet management; and

•  

Supports us in maintaining a favourable credit standing and raising additional capital or other funding on attractive terms.

We actively manage our capital to meet these objectives in support of our overall enterprise strategy.

Capital management and planning framework

We maintain a capital management policy that establishes our capital management principles in the context of our risk appetite to support our capital management objectives. Our capital management policy is reviewed and approved by the Board of Directors (the Board) in support of our Internal Capital Adequacy Assessment Process (ICAAP). The policy includes guidelines that relate to capital strength, capital mix, dividends and return of capital, and unconsolidated capital adequacy of regulated entities, based on regulatory requirements and our risk appetite. The level of capital and capital ratios are continually monitored relative to our regulatory minimums and internal targets and the amount of capital required may change in relation to our business growth, risk appetite, and the business and regulatory environment.

Capital planning is a crucial element of our overall financial planning process and establishment of strategic objectives and is developed in accordance with the capital management policy. Each year, a capital plan and three-year outlook are developed as part of the financial plan, which establishes targets for the coming year and business plans to achieve those targets. The capital plan is also stress-tested as a part of our enterprise-wide stress testing process to ensure CIBC is adequately capitalized through severe but plausible stress scenarios (see the “Enterprise-wide stress testing” section for further details). Our capital position and forecasts are monitored throughout the year and assessed against the capital plan.

The Board, with endorsement from the Risk Management Committee (RMC), provides oversight of CIBC’s capital management through the approval of our risk appetite, capital policy and plan. The RMC is provided with regular updates on our capital position including performance to date, updated forecasts, and any material regulatory developments that may impact our future capital position. Treasury is responsible for the overall management of capital including planning, forecasting, and execution of the plan, with senior management oversight provided by the Global Asset Liability Committee (GALCO).

Enterprise-wide stress testing

We perform enterprise-wide stress testing on at least an annual basis. The results are an integral part of our ICAAP, as defined by Pillar 2 of the Basel III Accord, wherein we identify and measure our risks on an ongoing basis in order to ensure that the capital available is sufficient to cover all risks across CIBC, including the impacts of stress testing. We maintain a process that determines plausible but stressed economic scenarios such as global recessions and housing price shocks, and then apply these stress scenarios to our bank-wide exposures to determine the impact on the consolidated statement of income, RWA requirements, and consequently, key capital ratios. This helps us analyze the potential risks within our portfolios and establish prudent capital levels in excess of the regulatory minimum requirements. All of the elements of capital are monitored throughout the year and the capital plan is adjusted as appropriate.

Management determines the range of scenarios to be tested. Macroeconomic stress test scenarios are designed to be both severe and plausible and designed to be consistent with OSFI’s stress testing framework to ensure that they are comprehensive.

The following diagram summarizes the enterprise-wide stress testing process including the development of scenarios, identification of risk drivers and linkages to our other bank-wide ICAAP processes. The process includes syndication with our economists and lines of business to ensure scenarios are relevant to our businesses and there is a consistent interpretation of the scenarios across CIBC.

 

LOGO

 

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Stress test scenarios are designed to capture a wide range of macroeconomic and financial variables that are relevant to assess the impact on our specific portfolios. This includes, for example, GDP, unemployment, house prices, interest rates and equity prices.

The stress testing process is comprehensive, using a bottoms-up analysis of each of our bank-wide portfolios, and the results are analyzed on a product, location and sector basis. Our stress testing approach combines the use of statistical models and expert judgment to ensure the results are reasonable in estimating the impacts of the stress scenarios.

Stress testing methodologies and results are subject to a detailed review and challenge from both our lines of business and Risk Management. Stress testing results are presented for review to the RMC and are also shared with the Board and OSFI. The results of our enterprise-wide stress testing are used to highlight any vulnerabilities and ensure we remain well capitalized against regulatory and management expectations.

A key objective of the enterprise-wide stress tests is to identify key areas of exposure and foster discussion of management actions that would be taken to mitigate the impact of stress scenarios. Contingency planning and strategies for extreme stress scenarios are included in the development and maintenance of CIBC’s recovery and resolution plans. These plans include credible remedial actions that may be considered to counteract and recover from stress, or promote CIBC’s orderly resolution with limited systemic impacts. Additional information on stress testing is provided in the “Management of risk” section.

Recovery plan

Federally regulated financial institutions must maintain robust and credible recovery plans that identify options to restore financial strength and viability when under severe stress. CIBC continues to maintain and update its recovery plan in line with OSFI requirements and industry best practices.

Resolution plan

In 2019, the Canada Deposit Insurance Corporation (CDIC), Canada’s resolution authority for its member institutions, including domestic systemically important banks (D-SIBs), issued guidance for the development of comprehensive resolution plans. CDIC considers it a priority to ensure that banks undertake the necessary work to create, maintain and test resolution plans, demonstrate their feasibility, and address any impediments to ensure resolvability can be achieved in an orderly fashion. CIBC has developed its resolution plan in line with the guidance, and provided its latest submission to CDIC in October 2021.

Regulatory capital requirements under Basel III

Our regulatory capital requirements are determined in accordance with guidelines issued by OSFI, which are based upon the capital standards developed by the BCBS.

Regulatory capital consists of CET1, Tier 1 and Tier 2 capital. The tiers of regulatory capital indicate increasing quality/permanence and the ability to absorb losses. The major components of our regulatory capital are summarized as follows:

 

LOGO

(1)

Excluding AOCI relating to cash flow hedges and changes to fair value option (FVO) liabilities attributable to changes in own credit risk.

(2)

OSFI has provided regulatory flexibility by implementing transitional arrangements for the treatment of expected loss provisioning, such that part of the allowances that would otherwise be included in Tier 2 capital will instead qualify for inclusion in CET1 capital subject to certain scalars and limitations until fiscal 2022. See the “Continuous enhancement to regulatory capital requirements” section for additional details.

Qualifying regulatory capital instruments must be capable of absorbing loss at the point of non-viability of the financial institution. Non-qualifying Tier 1 and Tier 2 capital instruments are excluded from regulatory capital at a rate of 10% per annum until November 2021, at which point they will have no regulatory value.

OSFI requires all institutions to achieve target capital ratios which include buffers. Targets may be higher for certain institutions at OSFI’s discretion. CIBC has been designated by OSFI as a D-SIB in Canada. D-SIBs are subject to a CET1 surcharge equal to 1.0% of RWA. In addition, OSFI expects D-SIBs to hold a Domestic Stability Buffer (DSB) requirement intended to address Pillar 2 risks that are not adequately captured in the Pillar 1 capital requirements. The DSB is currently set at 2.5%, but can range from 0% to 2.5% of RWA (see the “Continuous enhancement to regulatory capital requirements” section for details regarding a recent increase to the DSB requirement that became effective October 31, 2021). Additionally, banks need to hold an incremental countercyclical capital buffer equal to their weighted-average buffer requirement in Canada and across certain other jurisdictions where they have private sector credit exposures. OSFI’s current targets are summarized below:

 

As at October 31, 2021    Minimum      Capital
conservation
buffer
     D-SIB
buffer
     Pillar 1
targets 
(1)
     Domestic
Stability
Buffer 
(2)
     Target including
all buffer
requirements
 

CET1 ratio

     4.5  %       2.5  %       1.0  %       8.0  %       2.5  %       10.5  % 

Tier 1 capital ratio

     6.0  %       2.5  %       1.0  %       9.5  %       2.5  %       12.0  % 

Total capital ratio

     8.0  %       2.5  %       1.0  %       11.5  %       2.5  %       14.0  % 

 

(1)

The countercyclical capital buffer applicable to CIBC is insignificant as at October 31, 2021.

(2)

The DSB was increased to 2.5% effective October 31, 2021. See the “Continuous enhancement to regulatory capital requirements” section for additional details.

 

 

 

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Capital adequacy requirements are applied on a consolidated basis consistent with our financial statements, except for our insurance subsidiaries (CIBC Cayman Reinsurance Limited and CIBC Life Insurance Company Limited), which are excluded from the regulatory scope of consolidation. The basis of consolidation applied to our financial statements is described in Note 1 to the consolidated financial statements. CIBC Life Insurance Company Limited is subject to OSFI’s Life Insurance Capital Adequacy Test.

Risk-weighted assets

The following table provides a summary of permissible regulatory capital approaches and those adopted by CIBC:

 

Risk category    Permissible regulatory capital approaches    Approach adopted by CIBC
Credit risk(1)   

Basel provides three approaches for calculating credit risk capital requirements:

•    Standardized

•    Foundation

•    Advanced internal ratings-based (AIRB)

 

OSFI expects financial institutions in Canada with Total capital in excess of $5 billion to use the AIRB approach for all material portfolios and credit businesses.

   We have adopted the AIRB approach for the majority of our credit portfolios. Under this methodology, we utilize our own internal estimates to determine probability of default (PD), loss given default (LGD), maturity, and exposure at default (EAD) for lending products and securities. We utilize the Standardized Approach for credit portfolios within CIBC Bank USA and CIBC FirstCaribbean. We periodically review portfolios under the Standardized Approach for consideration of adoption of the AIRB approach.
    

OSFI provides two approaches for calculating counterparty credit risk (CCR) for derivatives transactions:

•    Standardized Approach (SA-CCR)

•    Internal Model Method (IMM)

   Effective April 30, 2020, CIBC has adopted the IMM approach for calculating CCR exposure for qualifying derivative transactions. Certain transactions remain under the SA-CCR approach.
    

OSFI provides four approaches for calculating CCR for repo-style transactions:

•    Comprehensive approach, with supervisory haircuts

•    Comprehensive approach, with own estimate haircuts

•    Repo VaR approach

•    IMM

   The comprehensive approach, with supervisory haircuts, is used for credit risk mitigation for repo-style transactions.
    

Permitted approaches for equity positions in the banking book (which includes equity investments in funds) include:

•    Standardized

•    Market-based

•    Look-through

•    Mandate-based

•    Fall-back

   We use the standardized approach for equity positions in the banking book and both the look-through and mandate-based approaches for equity investments in funds.
    

Basel provides the following approaches for calculating capital requirements for securitization positions:

•    Internal Ratings-Based Approach (SEC-IRBA)

•    Internal Assessment Approach (SEC-IAA)

•    External Ratings-Based Approach (SEC-ERBA)

•    Standardized Approach (SEC-SA)

   We use SEC-IRBA, SEC-IAA, SEC-ERBA and SEC-SA for securitization exposures in the banking book.
Market risk   

Market risk capital requirements can be determined under the following approaches:

•    Standardized

•    Internal models

 

Internal models involve the use of internal VaR models to measure market risk and determine the appropriate capital requirement. The stressed VaR and incremental risk charge (IRC) also form part of the internal models approach.

   We use the internal models approach to calculate market risk capital. Our internal market risk models comprise VaR, stressed VaR, IRC and a capital charge for risk not captured in VaR. We also use SEC-ERBA for trading book securitization positions.
Operational risk   

Operational risk capital requirements can be determined under the following approaches:

•    Basic indicator approach

•    Standardized approach

   We use the standardized approach based on OSFI rules to calculate operational risk capital.

 

(1)

Includes CCR.

We also calculate a capital floor based on the standardized approaches. If our capital requirement is lower than that calculated by reference to the standardized approaches with a floor adjustment factor applied, currently at 70%, an adjustment to our RWA would be required.

 

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Continuous enhancement to regulatory capital requirements

The BCBS and OSFI have published a number of proposals for changes to the existing regulatory capital requirements to strengthen the regulation, supervision and practices of banks, as well as to respond to changes in market conditions as a result of the COVID-19 pandemic, with the overall objective of enhancing financial stability. The discussion below provides a summary of BCBS and OSFI publications that have been issued since our 2020 Annual Report.

OSFI capital ruling

On March 15, 2021, OSFI published an update to its July 18, 2020 capital ruling on Limited Recourse Capital Notes (LRCNs). The July 18, 2020 capital ruling assessed LRCNs relative to the eligibility criteria set out in the CAR Guideline, and provided that the LRCNs can qualify as Additional Tier 1 regulatory capital, subject to certain limitations and disclosure requirements. The 2021 revisions provide clarification on the ruling’s conditions and limitations on the permitted investor base, and a cap on the amount of LRCN issuances that may be included in regulatory capital. Refer to the “Capital initiatives” section and Note 16 to the consolidated financial statements for further details related to the LRCNs issued in the fourth quarter of 2021 and 2020.

Transitional arrangements for the capital treatment of expected loss provisioning

In response to the COVID-19 pandemic, OSFI introduced transitional arrangements for ECL provisioning that are available under the Basel Framework. These transitional arrangements were effective immediately upon being announced by OSFI on March 27, 2020 and resulted in a portion of allowances that would otherwise be included in Tier 2 capital qualifying for inclusion in CET1 capital. The amount of ECL allowances eligible for inclusion in CET1 capital is determined based on the increase in stage 1 and stage 2 allowances relative to balances as at January 31, 2020 as a baseline. This amount is then adjusted for tax effects and is subject to a scaling factor that decreases over time. The scaling factor has been set at 70% for fiscal 2020, 50% for fiscal 2021, and 25% for fiscal 2022. For exposures under the Internal Ratings-Based (IRB) approach, the lower of this amount and excess allowances otherwise eligible for inclusion in Tier 2 capital is included as CET1 capital under the transitional arrangements.

Basel III reforms and revised Pillar 3 disclosure requirements

On March 27, 2020, the Group of Central Bank Governors and Heads of Supervision (GHOS) announced the deferral of the implementation of the Basel III reforms in order to increase the operational ability of banks and supervisors to respond to the COVID-19 pandemic. On March 27, 2020, OSFI similarly announced that implementation of the Basel III reforms would be delayed consistent with the GHOS announcement. In March and June 2021, OSFI launched public consultations on the implementation of the final Basel III reforms into its capital, leverage and related disclosure guidelines, as well as certain updates to the treatment of credit valuation adjustments (CVA), market risk hedges of other valuation adjustments of over-the-counter derivatives and management of operational risk. OSFI’s proposals are in line with the BCBS standards, with considerations given to the Canadian market. OSFI’s proposed changes include:

•  

Revisions to both the IRB and Standardized Approach to credit risk;

•  

Revised operational, market risk, and CVA frameworks;

•  

Updated CET1 capital deductions for certain assets;

•  

An updated capital output floor based on the revised Standardized Approach noted above, with the phase-in of the floor factor over three years beginning in 2023; and

•  

Modification to the Leverage Ratio framework, including a buffer requirement for D-SIBs.

Consistent with the GHOS announcement on March 27, 2020 that the implementation date of the revised Pillar 3 disclosure requirements finalized in December 2018 would be deferred by one year, on March 27, 2020, OSFI also announced that the implementation date for Canadian deposit-taking institutions would be no earlier than November 1, 2022.

On November 29, 2021, OSFI announced that the implementation date for these changes is the second quarter of 2023, with the exceptions of revisions to the CVA and market risk frameworks, which will continue to be targeted for the first quarter of 2024.

Domestic Stability Buffer

In response to the COVID-19 pandemic and market conditions, OSFI had announced an immediate reduction in the DSB requirement from 2.0% to 1.0% for all D-SIBs effective March 13, 2020. After maintaining the DSB at 1.0% since that time, OSFI announced on June 17, 2021 that it will be increased to 2.5% effective October 31, 2021. The 2.5% reflects the highest DSB requirement under OSFI capital requirements. This increases OSFI’s target capital ratios, including all buffers, for CET1, Tier 1 and Total capital to 10.5%, 12.0% and 14.0% respectively.

Capital treatment of federal program supporting highly affected sectors

On January 27, 2021, OSFI provided direction on the capital treatment of the government-guaranteed loans made under the Business Development Bank of Canada (BDC) HASCAP loan guarantee program. Pursuant to this direction, the loans are considered sovereign risk based on the BDC guarantee, and the relevant risk weight under the CAR Guideline is applied accordingly. The entire amount of the loan is included in the exposure measure used for calculating the leverage ratio. See “Government lending programs in response to COVID-19” for further details.

Global systemically important banks – public disclosure requirements

On August 13, 2021, OSFI issued revisions to its Advisory: “Global systemically important banks – Public disclosure requirements”. These revisions address changes to the disclosure requirements included in BCBS’s updated global systemically important banks (G-SIB) assessment methodology, as well as providing further guidance on the availability of publicly disclosed G-SIB indicators, and the nature of qualitative information to accompany the disclosures. The updated assessment methodology will take effect for the 2022 G-SIB assessment exercise.

Total loss absorbing capacity requirements

Beginning in the first quarter of fiscal 2022, D-SIBs will be required to maintain a supervisory target total loss absorbing capacity requirements (TLAC) ratio (which comprises a minimum risk-based TLAC ratio of 21.5% plus the then applicable DSB) and a minimum TLAC leverage ratio of 6.75%. TLAC is required to ensure that a non-viable bank will have sufficient loss absorbing capacity, through its regulatory capital and bail-in eligible instruments, to support its recapitalization. In accordance with the Bank recapitalization (Bail-in) conversion regulations of the Department of Finance (Canada), senior debt issued by D-SIBs on or after September 23, 2018, with an original term to maturity of more than 400 days (including

 

 

 

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explicit or embedded options) that is unsecured or partially secured is subject to bail-in. Consumer deposits, certain derivatives, covered bonds, and certain structured notes are not eligible for bail-in.

Other regulatory capital developments

Market risk capital

On March 16, 2021, OSFI announced that the temporary COVID-19 related reduction of stressed VaR multipliers used in the determination of market risk capital was to be unwound effective May 1, 2021.

Leverage ratio exposure

On August 12, 2021, OSFI advised that the temporary exclusion of qualifying sovereign-issued securities from the leverage ratio exposure measure that was announced on April 9, 2020, in response to the onset of the COVID-19 pandemic, will end after December 31, 2021. However, central bank reserves will continue to be excluded from the measure.

We continue to monitor and prepare for developments impacting regulatory capital requirements and disclosures.

Regulatory capital and ratios

The components of our regulatory capital and ratios under Basel III are presented in the table below:

 

$ millions, as at October 31    2021      2020  

Common Equity Tier 1 (CET1) capital: instruments and reserves

     

Directly issued qualifying common share capital plus related stock surplus

   $     14,461      $   14,025  

Retained earnings

     25,793        22,119  

AOCI (and other reserves)

     1,069        1,435  

Common share capital issued by subsidiaries and held by third parties (amount allowed in group CET1)

     116        128  

CET1 capital before regulatory adjustments

     41,439        37,707  

CET1 capital: regulatory adjustments

     

Prudential valuation adjustments

     18        24  

Goodwill (net of related tax liabilities)

     4,877        5,177  

Other intangibles other than mortgage-servicing rights (net of related tax liabilities)

     1,737        1,662  

Deferred tax assets excluding those arising from temporary differences (net of related tax liabilities)

     7        24  

Defined benefit pension fund net assets (net of related tax liabilities)

     1,051        206  

Other deductions or regulatory adjustments to CET1 as determined by OSFI (1)

     (209 )       (592 ) 

Other

     207        330  

Total regulatory adjustments to CET1 capital

     7,688        6,831  

CET1 capital

     33,751        30,876  

Additional Tier 1 (AT1) capital: instruments

     

Directly issued qualifying AT1 instruments plus related stock surplus (2)

     4,325        3,575  

Directly issued capital instruments subject to phase out from AT1 (3)

     251        302  

AT1 instruments issued by subsidiaries and held by third parties (amount allowed in AT1)

     17        22  

AT1 capital

     4,593        3,899  

Tier 1 capital (T1 = CET1 + AT1)

     38,344        34,775  

Tier 2 capital: instruments and provisions

     

Directly issued qualifying Tier 2 instruments plus related stock surplus (4)

     4,945        5,035  

Directly issued capital instruments subject to phase out from Tier 2

     451        628  

Tier 2 instruments issued by subsidiaries and held by third parties (amount allowed in Tier 2)

     22        29  

General allowances

     440        502  

Tier 2 capital (T2)

     5,858        6,194  

Total capital (TC = T1 + T2)

   $ 44,202      $ 40,969  

Total RWA

   $     272,814      $     254,871  

Capital ratios

     

CET1 ratio

     12.4  %       12.1  % 

Tier 1 capital ratio

     14.1  %       13.6  % 

Total capital ratio

     16.2  %       16.1  % 

 

(1)

Beginning in the second quarter of 2020, includes the impact of the ECL transitional arrangement announced by OSFI on March 27, 2020 in response to the onset of the COVID-19 pandemic. The transitional arrangement results in a portion of ECL allowances that would otherwise be included in Tier 2 capital qualifying for inclusion in CET1 capital. The amount is subject to certain adjustments and limitations until 2022.

(2)

Comprised of non-viability contingent capital (NVCC) preferred shares and LRCN.

(3)

Comprised of CIBC Tier 1 Notes – Series B due June 30, 2108. On November 1, 2021, CIBC Capital Trust redeemed all $300 million of its Tier 1 Notes – Series B.

(4)

Comprised of certain debentures which qualify as NVCC.

CET1 ratio

The CET1 ratio at October 31, 2021 increased 0.3% from October 31, 2020, driven by the increase in CET1 capital partially offset by the impact of an increase in RWA.

The increase in CET1 capital was primarily the result of internal capital generation (net income less dividends and distributions). The increase in RWA was primarily due to increases in book size, increased market and operational risk levels, and methodology and parameter updates, partially offset by improved credit quality and the impact of foreign exchange translation.

 

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Tier 1 capital ratio

The Tier 1 capital ratio at October 31, 2021 increased 0.5% from October 31, 2020, primarily due to the factors affecting the CET1 ratio noted above, as well as an issuance of Limited Recourse Capital Notes during the fourth quarter of 2021. See the “Capital initiatives” section below for further details.

Total capital ratio

The Total capital ratio at October 31, 2021 increased 0.1% from October 31, 2020. Total capital was favourably impacted by the factors affecting the Tier 1 capital ratio noted above, while being unfavourably impacted by a decrease in the applicable cap related to the inclusion of non-qualifying instruments. The unfavourable impact of a redemption of subordinated indebtedness during the first quarter was offset by the issuance of subordinated indebtedness during the second quarter. See the “Capital initiatives” section below for further details.

Movement in total regulatory capital

Changes in regulatory capital under Basel III are presented in the table below:

 

$ millions, for the year ended October 31    2021     2020  

CET1 capital

 

Balance at beginning of year

   $ 30,876     $ 27,707  

Shares issued in lieu of cash dividends (add back)

     132       144  

Other issue of common shares

     326       227  

Purchase of common shares for cancellation

     –       (68 ) 

Premium on purchase of common shares for cancellation

     –       (166 ) 

Net income attributable to equity shareholders

     6,429       3,790  

Preferred and common share dividends and distributions

     (2,780 )      (2,714 ) 

Change in AOCI balances included in regulatory capital

    

Net foreign currency translation adjustments

     (1,115 )      180  

Net change in securities measured at FVOCI

     (43 )      189  

Net change in cash flow hedges

     (137 )      161  

Net change in post-employment defined benefit plans

     917       80  

Change in shortfall of allowance to expected losses

     –       575  

Change in goodwill and other intangible assets

     225       194  

Other, including change in regulatory adjustments (1)(2)

     (1,079 )      577  

CET 1 capital balance at end of year

   $ 33,751     $ 30,876  

AT1 capital

 

Balance at beginning of year

   $ 3,899     $ 3,144  

AT1 eligible capital issues

     750       750  

Phase-out of innovative Tier 1 notes

     (51 )      –  

Redeemed

     –       –  

Other, including change in regulatory adjustments (2)

     (5 )      5  

AT1 capital balance at end of year

   $ 4,593     $ 3,899  

Tier 2 capital

 

Balance at beginning of year

   $ 6,194     $ 5,003  

New Tier 2 eligible capital issues

     1,000       1,000  

Redeemed

     (1,000 )      (32 ) 

Other, including change in regulatory adjustments (2)

     (336 )      223  

Tier 2 capital balance at end of year

   $ 5,858     $ 6,194  

Total capital balance at end of year

   $     44,202     $     40,969  

 

(1)

Includes the net impact on retained earnings as at November 1, 2019 from the adoption of IFRS 16. See Note 1 to the consolidated financial statements for additional details.

(2)

Beginning in the second quarter of 2020, includes the impact of the ECL transitional arrangement announced by OSFI on March 27, 2020 in response to the onset of the COVID-19 pandemic. The transitional arrangement results in a portion of ECL allowances that would otherwise be included in Tier 2 capital qualifying for inclusion in CET1 capital. The amount is subject to certain adjustments and limitations until 2022.

 

 

 

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Components of risk-weighted assets

The components of our RWA and corresponding minimum total capital requirements are presented in the table below:

 

$ millions, as at October 31    2021      2020  
      RWA      Minimum
total capital
required
 (1)
     RWA      Minimum
total capital
required (1)
 

Credit risk (2)

           

Standardized approach

           

Corporate

   $       43,768      $       3,501      $ 41,836      $ 3,347  

Sovereign

     1,418        113        2,460        197  

Banks

     382        31        326        26  

Real estate secured personal lending

     2,153        172        2,859        229  

Other retail

     976        78        939        75  

Trading book

     416        33        787        63  

Equity

     654        52        494        40  

Securitization

     768        61        1,031        82  
     50,535        4,041        50,732        4,059  

AIRB approach (3)

           

Corporate

     92,808        7,425        83,326        6,666  

Sovereign (4)

     3,125        250        2,911        233  

Banks

     3,711        297        2,995        240  

Real estate secured personal lending

     22,508        1,801        20,228        1,618  

Qualifying revolving retail

     13,636        1,091        14,484        1,159  

Other retail

     9,525        762        9,022        722  

Equity

     564        45        423        34  

Trading book

     5,484        439        5,200        416  

Securitization

     1,246        100        1,704        136  

Adjustment for scaling factor

     9,082        727        8,315        665  
     161,689        12,937        148,608        11,889  

Other credit RWA (5)

     12,913        1,033        12,152        972  

Total credit risk (before adjustment for CVA phase-in)

     225,137        18,011        211,492        16,920  

Market risk (Internal Models and IRB Approach)

           

VaR

     1,575        126        1,309        105  

Stressed VaR

     3,887        311        1,626        130  

Incremental risk charge

     2,583        206        2,192        175  

Securitization and other

     1,061        85        731        58  

Total market risk

     9,106        728        5,858        468  

Operational risk

     31,397        2,512        30,319        2,426  

Total RWA before adjustments for CVA phase-in

   $ 265,640      $ 21,251      $ 247,669      $ 19,814  

CVA capital charge

           

Total RWA

   $ 7,174      $ 574      $ 7,202      $ 576  

Total RWA after adjustments for CVA phase-in

           

Total RWA

   $ 272,814      $ 21,825      $     254,871      $     20,390  

 

(1)

Refers to the minimum standard established by the BCBS before the application of the capital conservation buffer and any other capital buffers that may be established by regulators from time to time. It is calculated by multiplying RWA by 8%.

(2)

Credit risk includes CCR, which comprises derivative and repo-style transactions. Credit risk for CIBC Bank USA and CIBC FirstCaribbean are calculated under the standardized approach.

(3)

Includes RWA relating to equity investments in funds and certain commercial loans which are determined using the supervisory slotting approach.

(4)

Includes residential mortgages insured by Canada Mortgage and Housing Corporation (CMHC), an agency of the Government of Canada, and government-guaranteed student loans.

(5)

Comprises RWA relating to derivative and repo-style transactions cleared through qualified central counterparties (QCCPs), settlement risk, and other assets that are subject to the credit risk framework but are not included in the standardized or IRB frameworks, including other balance sheet assets that are risk-weighted at 100%, significant investments in the capital of non-financial institutions that are risk-weighted at 1250%, and amounts below the thresholds for deduction that are risk-weighted at 250%.

The increase in credit risk RWA was primarily due to increases in book size, partially offset by improved credit quality, the impact of foreign exchange translations, and methodology and parameter updates.

The increase in market risk RWA was primarily driven by methodology updates, with the COVID-19 relief measures granted in the second quarter of 2020 expiring in the third quarter of 2021 and to a lesser extent by changes and movement in risk levels, which includes changes in open positions and the market rates affecting these positions.

The increase in operational risk RWA was driven by changes in the gross income, as defined by OSFI.

 

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Leverage ratio

The Basel III capital standards include a non-risk-based capital metric, the leverage ratio, to supplement risk-based capital requirements. The leverage ratio is defined as Tier 1 capital divided by the leverage ratio exposure. The leverage ratio exposure is defined under the standards as the sum of:

(i)

On-balance sheet assets less Tier 1 capital regulatory adjustments;

(ii)

Derivative exposures;

(iii)

Securities financing transaction exposures; and

(iv)

Off-balance sheet exposures (such as commitments, direct credit substitutes, letters of credit, and securitization exposures).

OSFI expects federally regulated deposit-taking institutions to have leverage ratios that meet or exceed 3.0%. This minimum may be higher for certain institutions at OSFI’s discretion. See the “Continuous enhancement to regulatory capital requirements” section for recently announced capital measures impacting the leverage ratio.

 

$ millions, as at October 31    2021     2020  

Tier 1 capital

   $     38,344     $ 34,775  

Leverage ratio exposure

     823,343           741,760  

Leverage ratio

     4.7  %      4.7  % 

The leverage ratio at October 31, 2021 was comparable with the prior year, as the impact of an increase in Tier 1 capital was offset by the impact of an increase in leverage ratio exposure. The increase in leverage ratio exposure was primarily driven by an increase in on-balance sheet exposures.

Capital initiatives

On March 13, 2020, following the onset of the COVID-19 pandemic, OSFI imposed temporary measures on federally regulated financial institutions to cease dividend increases and share buybacks in order to ensure that the additional capital available is used to support Canadian lending activities. The temporary measures were lifted by OSFI effective November 4, 2021. The following were the main capital initiatives undertaken since our 2020 Annual Report:

Normal Course Issuer Bid (NCIB)

We intend to purchase for cancellation up to 10 million common shares, or approximately 2.2% of our outstanding common shares, under a new NCIB, subject to the approval of the TSX. Our previous bid expired on June 3, 2020.

Dividends

On December 1, 2021, the CIBC Board of Directors approved an increase in our quarterly common share dividend from $1.46 per share to $1.61 per share for the quarter ending January 31, 2022.

Common and preferred share dividends are declared quarterly at the discretion of the Board. The declaration and payment of dividends is governed by Section 79 of the Bank Act (Canada), the terms of the preferred shares, and the terms of the Tier 1 notes issued by CIBC Capital Trust, as explained in Notes 16 and 17 to the consolidated financial statements.

Employee share purchase plan

Pursuant to the employee share purchase plan, we issued 1,180,179 common shares for consideration of $150 million for the year ended October 31, 2021.

Shareholder investment plan

Pursuant to the shareholder investment plan, we issued 1,011,279 common shares for consideration of $132 million for the year ended October 31, 2021.

Limited Recourse Capital Notes Series 2 (LRCN Series 2 Notes)

On September 14, 2021, we issued $750 million principal amount of 4.000% Limited Recourse Capital Notes Series 2 (NVCC) (subordinated indebtedness). The LRCN Series 2 Notes mature on January 28, 2082, and bear interest at a fixed rate of 4.000% per annum (paid semi-annually) until January 28, 2027. Starting on January 28, 2027, and every five years thereafter until January 28, 2077, the interest rate will be reset to the then current five-year Government of Canada bond yield plus 3.102% per annum.

Concurrently with the issuance of the LRCN Series 2 Notes, we issued Non-Cumulative 5-Year Fixed Rate Reset Class A Preferred Shares Series 54 (NVCC) (the Series 54 Preferred Shares), which are held in a CIBC LRCN Limited Recourse Trust (the Limited Recourse Trust) that is consolidated by CIBC and, as a result, the Series 54 Preferred Shares are eliminated in CIBC’s consolidated financial statements. In the event of non-payment by CIBC of the principal amount of, interest on, or redemption price for, the LRCN Series 2 Notes when due, the sole remedy of each LRCN Series 2 Note holder is limited to that holder’s proportionate share of the Series 54 Preferred Shares held in the Limited Recourse Trust.

Subject to regulatory approval, we may redeem the LRCN Series 2 Notes, in whole or in part, every five years during the period from December 28 to and including January 28, commencing on December 28, 2026, at par.

The LRCN Series 2 Notes and the Series 54 Preferred Shares carry standard NVCC provisions necessary for them to qualify as Tier 1 regulatory capital under Basel III. Upon the occurrence of a Trigger Event, each Series 54 Preferred Share held in the Limited Recourse Trust will automatically and immediately be converted, without the consent of LRCN Series 2 Note holders, into a variable number of common shares that will be delivered to LRCN Series 2 Note holders in satisfaction of the principal amount of, and accrued and unpaid interest on, all of the LRCN Series 2 Notes. All claims of LRCN Series 2 Note holders against CIBC under the LRCN Series 2 Notes will be extinguished upon receipt of such common shares.

The LRCN Series 2 Notes are compound instruments with both equity and liability features as payments of interest and principal in cash are made at our discretion, as the sole recourse of each LRCN Series 2 Note holder in the event of non-payment will be limited to that holder’s proportionate share of the Series 54 Preferred Shares held in the Limited Recourse Trust. The liability component of the LRCN Series 2 Notes has a nominal value and, as a result, the full proceeds received upon the issuance of the LRCN Series 2 Notes have been presented as equity on the consolidated balance sheet and any interest payments paid thereon are accounted for as equity distributions.

 

 

 

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Subordinated indebtedness

On January 26, 2021, we redeemed all $1.0 billion of our 3.42% Debentures due January 26, 2026. In accordance with their terms, the Debentures were redeemed at 100% of their principal amount, plus accrued and unpaid interest thereon.

On April 21, 2021, we issued $1.0 billion principal amount of Debentures due April 21, 2031 (subordinated indebtedness). The Debentures bear interest at a fixed rate of 1.96% per annum (paid semi-annually) until April 21, 2026, and at the three-month Canadian dollar bankers’ acceptance rate plus 0.56% per annum (paid quarterly) thereafter until maturity on April 21, 2031.

CIBC Tier 1 Notes

On November 1, 2021, CIBC Capital Trust, a trust wholly owned by CIBC, redeemed all $300 million of its 10.25% CIBC Tier 1 Notes – Series B (the “Tier 1 Notes – Series B”) due June 30, 2108. In accordance with their terms, the Tier 1 Notes – Series B were redeemed at 100% of their principal amount, together with accrued and unpaid interest up to but excluding the redemption date. As a result of the redemption of the Notes by CIBC Capital Trust, CIBC redeemed the corresponding senior deposit notes issued by CIBC to CIBC Capital Trust on November 1, 2021.

Outstanding share data

The table below provides a summary of our outstanding shares, NVCC capital instruments, and the maximum number of common shares issuable on conversion/exercise:

 

     Shares outstanding      Minimum
conversion
price per
common share
     Maximum number
of common shares
issuable on
conversion/exercise
 
$ millions, except number of shares and per share amounts, as at November 26, 2021    Number
of shares
    Amount  

Common shares

     450,917,565     $     14,363        

Treasury shares – common shares

     76,771       12                    

Preferred shares (1)(2)

          

Series 39 (NVCC)

     16,000,000     $     400      $         5.00        80,000,000  

Series 41 (NVCC)

     12,000,000       300        5.00        60,000,000  

Series 43 (NVCC)

     12,000,000       300        5.00        60,000,000  

Series 45 (NVCC)

     32,000,000       800        5.00        160,000,000  

Series 47 (NVCC)

     18,000,000       450        5.00        90,000,000  

Series 49 (NVCC)

     13,000,000       325        5.00        65,000,000  

Series 51 (NVCC)

     10,000,000       250        5.00        50,000,000  

Treasury shares – preferred shares (1)(2)

     (20 )      –                    

Limited recourse capital notes (2)(3)

          

4.375% Limited recourse capital notes Series 1 (NVCC)

     n/a       750        5.00        150,000,000  

4.000% Limited recourse capital notes Series 2 (NVCC)

     n/a       750        5.00        150,000,000  

Subordinated indebtedness (2)(4)

          

3.45% Debentures due April 4, 2028 (NVCC)

     n/a       1,500        5.00        450,000,000  

2.95% Debentures due June 19, 2029 (NVCC)

     n/a       1,500        5.00        450,000,000  

2.01% Debentures due July 21, 2030 (NVCC)

     n/a       1,000        5.00        300,000,000  

1.96% Debentures due April 21, 2031 (NVCC)

     n/a       1,000        5.00        300,000,000  

Stock options outstanding

                               5,134,436  

 

(1)

Upon the occurrence of a Trigger Event, each share is convertible into a number of common shares, determined by dividing the par value of $25.00 plus declared and unpaid dividends by the average common share price (as defined in the relevant prospectus supplement) subject to a minimum price per share (subject to adjustment in certain events as defined in the relevant prospectus supplement). Preferred shareholders do not have the right to convert their shares into common shares.

(2)

The maximum number of common shares issuable on conversion excludes the impact of declared but unpaid dividends and accrued interest.

(3)

Upon the occurrence of a Trigger Event, the Series 53 and 54 Preferred Shares held in the Limited Recourse Trust in support of the corresponding LRCN Notes are convertible into a number of common shares, determined by dividing the par value of $1,000 by the average common share price (as defined in the relevant prospectus supplement) subject to a minimum price per common share (subject to adjustment in certain events as defined in the relevant prospectus supplement). See Note 16 to the consolidated financial statements for details on our preferred share and other equity instruments rights and privileges.

(4)

Upon the occurrence of a Trigger Event, the Debentures are convertible into a number of common shares, determined by dividing 150% of the par value plus accrued and unpaid interest by the average common share price (as defined in the relevant prospectus supplement) subject to a minimum price per common share (subject to adjustment in certain events as defined in the relevant prospectus supplement).

n/a

Not applicable.

The occurrence of a “Trigger Event” would result in conversion of all of the outstanding NVCC instruments described above, which would represent a dilution impact of 84% based on the number of CIBC common shares outstanding as at October 31, 2021. As described in the CAR Guideline, a Trigger Event occurs when OSFI determines the bank is or is about to become non-viable and, if after conversion of all contingent instruments and consideration of any other relevant factors or circumstances, it is reasonably likely that its viability will be restored or maintained; or if the bank has accepted or agreed to accept a capital injection or equivalent support from a federal or provincial government, without which OSFI would have determined the bank to be non-viable.

In addition to the potential dilution impacts related to the NVCC instruments discussed above, as at October 31, 2021, $32,643 million (2020: $19,925 million) of our outstanding liabilities were subject to conversion to common shares under the bail-in regime. Under the bail-in regime, there is no fixed and pre-determined contractual conversion ratio for the conversion of the specified eligible shares and liabilities of CIBC that are subject to a bail-in conversion into common shares, nor are there specific requirements regarding whether liabilities subject to a bail-in conversion are converted into common shares of CIBC or any of its affiliates. CDIC determines the timing of the bail-in conversion, the portion of the specified eligible shares and liabilities to be converted and the terms and conditions of the conversion, subject to parameters set out in the bail-in regime. See the “Total loss absorbing capacity requirements” section for further details.

Preferred share and other equity instruments rights and privileges

See Note 16 to the consolidated financial statements for details on our preferred share and other equity instruments rights and privileges.

 

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Management’s discussion and analysis

 

Off-balance sheet arrangements

We enter into off-balance sheet arrangements in the normal course of our business. We consolidate all of our sponsored trusts that securitize our own assets.

Non-consolidated structured entities (SEs)

We manage and administer a single-seller conduit and several CIBC-sponsored multi-seller conduits in Canada. The multi-seller conduits acquire direct or indirect ownership or security interests in pools of financial assets from our clients and finance the acquisitions by issuing asset-backed commercial paper (ABCP) to investors. The single-seller conduit acquires financial assets and finances these acquisitions through a credit facility provided by a syndicate of financial institutions. The sellers to the conduits may continue to service the assets and may be exposed to credit losses realized on these assets, typically through the provision of over-collateralization or another form of credit enhancement. The conduits may obtain credit enhancement from third-party providers.

We generally provide the multi-seller conduits with commercial paper backstop liquidity facilities, securities distribution, and provide both the single and multi-seller conduits with accounting, cash management, and operations services. The liquidity facilities for the managed and administered multi-seller conduits require us to provide funding, subject to the satisfaction of certain conditions with respect to the conduits, for ABCP not placed with external investors. We may also purchase ABCP issued by the multi-seller conduits for market-making purposes.

We are required to maintain certain short-term and/or long-term debt ratings with respect to the liquidity facilities that we provide to the sponsored multi-seller conduits. If we are downgraded below the level specified under the terms of those facilities, we must provide alternative satisfactory liquidity arrangements, such as procuring an alternative liquidity provider that meets the minimum rating requirements.

We may also act as the counterparty to derivative contracts entered into by a multi-seller conduit in order to convert the yield of the underlying assets to match the needs of the multi-seller conduit’s investors or to mitigate the interest rate, basis, and currency risk within the conduit.

We earn fees for providing services related to the non-consolidated single-seller and multi-seller conduits, such as backstop liquidity facilities, distribution, transaction structuring, and conduit administration. These fees totalled $71 million in 2021 (2020: $65 million). All fees earned in respect of activities with the conduits are on a market basis.

As at October 31, 2021, the amount funded for the various asset types in the multi-seller conduits amounted to $7.5 billion (2020: $8.4 billion). The estimated weighted-average life of these assets was 2.0 years (2020: 2.0 years). Our holdings of commercial paper issued by the non-consolidated sponsored multi-seller conduits that offer commercial paper to external investors were $35 million (2020: $12 million). Our committed backstop liquidity facilities to these conduits were $10.6 billion (2020: $10.5 billion). We also provided credit facilities of $50 million (2020: $50 million) to these conduits.

We participated in a syndicated facility for a three-year commitment, with two years remaining, of $700 million to the single-seller conduit that provides funding to franchisees of a major Canadian retailer. Our portion of the commitment was $130 million (2020: $130 million), of which $106 million (2020: $95 million) was funded as at October 31, 2021.

We engage one or more of the four major rating agencies, DBRS Limited (DBRS), Fitch Ratings Inc. (Fitch), Moody’s Investors Service, Inc. (Moody’s), and S&P, to opine on the credit ratings of asset-backed securities (ABS) issued by our sponsored securitization vehicles. In the event that ratings differ between rating agencies, we use the lower rating.

We also have investments in and provide loans, liquidity and credit facilities to certain other third-party and CIBC-managed SEs. The on-balance sheet exposure related to these SEs is included in the consolidated financial statements.

Our on- and off-balance sheet amounts related to the SEs that are not consolidated are set out in the table below. For additional details on our SEs, see Note 7 to the consolidated financial statements.

 

$ millions, as at October 31           2021             2020  
     

Investments

and loans (1)

     Liquidity, credit
facilities and
commitments
    Written credit
derivatives 
(2)
     Investments
and loans (1)
     Liquidity, credit
facilities and
commitments
    Written credit
derivatives (2)
 

Single-seller and multi-seller conduits

   $       141      $     7,539  (3)    $       –      $       107      $     8,390  (3)    $         –  

Third-party structured vehicles

     3,838        2,016       –        3,165        2,517       –  

Loan warehouse financing

     3,245        921       –        395        363       –  

Other

     394        129       87        343        153       130  

 

(1)

Excludes securities issued by, retained interest in, and derivatives with entities established by CMHC, Federal National Mortgage Association, Federal Home Loan Mortgage Corporation, Government National Mortgage Association, Federal Home Loan Banks, Federal Farm Credit Bank, and Student Loan Marketing Association. $3 million (2020: $3 million) of the exposures related to structured vehicles run-off were hedged.

(2)

Disclosed amounts reflect the outstanding notional of written credit derivatives. The negative fair value recorded on the consolidated balance sheet was $54 million (2020: $107 million). Notional of $82 million (2020: $123 million) was hedged with credit derivatives protection from third parties. The fair value of these hedges net of CVA was $49 million (2020: $98 million). An additional notional of $5 million (2020: $7 million) was hedged through a limited recourse note.

(3)

Excludes an additional $3.0 billion (2020: $2.1 billion) relating to our backstop liquidity facilities provided to the multi-seller conduits as part of their commitment to fund purchases of additional assets. Also excludes $35 million (2020: $12 million) of our direct investments in the multi-seller conduits which we consider investment exposure.

 

 

 

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Other financial transactions

We are the sponsor of several mutual and pooled funds, in the form of trusts. We are the administrator of these funds. In addition, we may act in other capacities, including custodian, trustee, and broker. We earn fees at market rates from these trusts. We do not guarantee either principal or returns to investors in these funds. We act as a trustee of a number of personal trusts and have a fiduciary responsibility to act in the best interests of the beneficiaries of the trusts. We earn a fee for acting as a trustee. We also participate in transactions to modify the cash flows of trusts managed by third-party asset managers to create investments with specific risk profiles, or to assist clients in the efficient management of other risks. Typically, these involve the use of derivative products, which transfer the risks and returns to or from a trust.

Derivatives

We participate in derivatives transactions, as a market maker facilitating the needs of our clients or as a principal to manage the risks associated with our funding, investing and trading strategies. All derivatives are recorded at fair value on our consolidated balance sheet. See Notes 13 and 24 to the consolidated financial statements for details on derivative contracts and the risks associated with them.

Credit-related arrangements

Credit-related arrangements are generally off-balance sheet instruments and are typically entered into to meet the financing needs of clients. In addition, there are certain exposures for which we could be obligated to extend credit that are not recorded on the consolidated balance sheet. For additional details of these arrangements, see the “Liquidity risk” section and Note 22 to the consolidated financial statements.

Guarantees

A guarantee is a contract that requires the issuer to make specified payments to reimburse the holder for a loss it incurs because a specified debtor failed to make payment when due in accordance with the original or modified terms of a debt instrument. Guarantees include credit derivatives protection sold and standby and performance letters of credit, as discussed in Notes 13 and 22 to the consolidated financial statements, respectively.

 

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Management of risk

 

We have provided certain disclosures required under IFRS 7 “Financial Instruments – Disclosures” (IFRS 7) related to the nature and extent of risks arising from financial instruments in the MD&A, as permitted by that IFRS standard. These disclosures are included in the “Risk overview”, “Credit risk”, “Market risk”, “Liquidity risk”, “Operational risk”, “Reputation and legal risks”, “Conduct risk”, and “Regulatory compliance risk” sections.

 

 

 

 

43   

Risk overview

44   

Risk governance structure

45   

Risk management structure

46   

Risk management process

46   

Risk appetite statement

47    Risk input into performance and compensation
47   

Risk policies and limits

48   

Risk identification and measurement

49   

Stress testing

49   

Risk treatment and mitigation

49   

Risk monitoring and reporting

50   

Top and emerging risks

53   

Risks arising from business activities

54   

Credit risk

54   

Governance and management

54   

Policies

55   

Process and control

56   

Risk measurement

58   

Exposure to credit risk

60   

Credit quality of portfolios

63   

Credit quality performance

64    Loans contractually past due but not impaired
64    Exposure to certain countries and regions
65   

Settlement risk

65   

Securitization activities

66   

Market risk

66   

Governance and management

66   

Policies

66   

Market risk limits

66   

Process and control

66   

Risk measurement

67   

Trading activities

70   

Non-trading activities

71   

Pension risk

72   

Liquidity risk

72   

Governance and management

72   

Policies

72   

Risk measurement

73   

Liquid assets

76   

Funding

78   

Contractual obligations

79   

Other risks

79   

Strategic risk

79   

Operational risk

81   

Environmental and related social risk

81   

Regulatory compliance risk

82   

Insurance risk

82   

Reputation and legal risks

82   

Conduct risk

 

 

 

Risk overview

CIBC faces a wide variety of risks across all of its areas of business. Identifying and understanding risks and their impact allows CIBC to frame its risk appetite and risk management practices. Defining acceptable levels of risk, and establishing sound principles, policies and practices for managing risks, is fundamental to achieving consistent and sustainable long-term performance, while remaining within our risk appetite.

 

Our risk appetite defines tolerance levels for various risks. This is the foundation for our risk management culture and our risk management framework.

Our risk management framework includes:

  •  

CIBC, SBU, functional group-level and regional risk appetite statements;

 
  •  

Risk frameworks, policies, procedures and limits to align activities with our risk appetite;

 
  •  

Regular risk reports to identify and communicate risk levels;

 
  •  

An independent control framework to identify and test the design and operating effectiveness of our key controls;

 
  •  

Stress testing to consider the potential impact of changes in the business environment on capital, liquidity and earnings;

 
  •  

Proactive consideration of risk mitigation options in order to optimize results; and

 
  •  

Oversight through our risk-focused committees and governance structure.

 

Managing risk is a shared responsibility at CIBC. Business units and risk management professionals work in collaboration to ensure that business strategies and activities are consistent with our risk appetite. CIBC’s approach to enterprise-wide risk management aligns with the three lines of defence model:

  (i)

As the first line of defence, CIBC’s SBUs and functional groups own the risks and are accountable and responsible for identifying and assessing risks inherent in their activities in accordance with the CIBC risk appetite. In addition, they establish and maintain controls to mitigate such risks. The first line of defence may include governance groups within the relevant area to facilitate the control framework and other risk-related processes. Control groups provide subject matter expertise to the business lines and/or implement and maintain enterprise-wide control programs and activities. While control groups collaborate with the lines of business in identifying and managing risk, they also challenge risk decisions and risk mitigation strategies.

 
  (ii)

The second line of defence is independent from the first line of defence and provides an enterprise-wide view of specific risk types, guidance and effective challenge to risk and control activities. Risk Management is the primary second line of defence. Risk Management may leverage or rely on subject matter expertise of other groups (e.g., third parties or control groups) to better inform their independent assessments, as appropriate.

 
  (iii)

As the third line of defence, CIBC’s internal audit function provides reasonable assurance to senior management and the Audit Committee of the Board on the effectiveness of CIBC’s governance practices, risk management processes, and internal controls as a part of its risk-based audit plan and in accordance with its mandate as described in the Internal Audit Charter.

 

A strong risk culture and communication between the three lines of defence are important characteristics of effective risk management.

We continuously monitor our risk profile against our defined risk appetite and related limits, taking action as needed to maintain an appropriate balance of risk and return. Monitoring our risk profile includes forward-looking analysis of sensitivity to local and global market factors, economic conditions, and geo-political and regulatory environments that influence our overall risk profile.

Regular and transparent risk reporting and discussion at senior management committees facilitates communication of risks and discussion of risk management strategies across the organization.

 

 

 

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Risk governance structure

Our risk governance structure is illustrated below:

LOGO

 

Board of Directors (the Board): The Board oversees the enterprise-wide risk management program through approval of our risk appetite, control framework and supporting risk management policies and limits. The Board accomplishes its mandate through its Audit, Risk Management, Management Resources and Compensation, and Corporate Governance committees, described below.

Audit Committee (AC): The Audit Committee reviews the overall design and operating effectiveness of internal controls and the control environment, including controls over the risk management process.

Risk Management Committee (RMC): This committee assists the Board in fulfilling its responsibilities for defining CIBC’s risk appetite and overseeing CIBC’s risk profile and performance against the defined risk appetite. This includes oversight of key frameworks, policies and risk limits related to the identification, measurement, monitoring and mitigation of CIBC’s principal business risks.

Management Resources and Compensation Committee (MRCC): This committee is responsible for assisting the Board in its global oversight of CIBC’s human capital strategy, including talent and total rewards, and the alignment with CIBC’s strategy, risk appetite and controls.

Corporate Governance Committee (CGC): This committee is responsible for assisting the Board in fulfilling its corporate governance oversight responsibilities.

Executive Committee (ExCo): The ExCo, led by the Chief Executive Officer (CEO) and including selected executives reporting directly to the CEO, is responsible for setting business strategy and for monitoring, evaluating and managing risks across CIBC. The ExCo is supported by the following management governance committees:

  •  

Global Asset Liability Committee (GALCO): This committee, which comprises members from the ExCo and senior Treasury, Risk Management and lines of business executives, provides oversight regarding capital management, funding and liquidity management, and asset/liability management. It also provides strategic direction regarding structural interest rate risk and structural foreign exchange risk postures, approval of funds transfer pricing policies/parameters and approval of wholesale funding plans.

 
  •  

Global Risk Committee (GRC): This committee, which comprises selected members of the ExCo and senior leaders from the lines of business, Risk Management and other functional groups, provides a forum for discussion and oversight of risk appetite, risk profile and risk-mitigation strategies. Key activities include reviewing and providing input regarding CIBC’s risk appetite statements; monitoring risk profile against risk appetite; reviewing and evaluating business activities in the context of risk appetite; and identifying, reviewing, and advising on current and emerging risk issues and associated mitigation plans.

 

 

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Risk management structure

The Risk Management group, led by our Chief Risk Officer (CRO), is responsible for setting risk strategies and for providing independent oversight of the businesses. Risk Management works to identify, assess, mitigate, monitor and control risks associated with business activities and strategies, and is responsible for providing an effective challenge to the lines of business.

The current structure is illustrated below:

LOGO

The Risk Management group performs several important activities including:

•  

Developing our risk appetite and associated management control metrics;

•  

Setting risk strategy to manage risks in alignment with our risk appetite and business strategy;

•  

Establishing and communicating risk frameworks, policies, procedures and limits to mitigate risks in alignment with risk strategy;

•  

Measuring, monitoring and reporting on risk levels;

•  

Identifying and assessing emerging and potential strategic risks;

•  

Reviewing transactions that fall outside of risk limits delegated to business lines; and

•  

Ensuring compliance with applicable regulatory and anti-money laundering (AML) requirements.

The following key groups within Risk Management, independent of the originating businesses, contribute to our management of risk:

•  

Capital Markets Risk Management – This group provides independent oversight of the measurement, monitoring and control of market risks (both trading and non-trading), and trading credit risk (also called counterparty credit risk) across CIBC’s portfolios, and effective challenge and sound risk management oversight to Treasury, including with respect to liquidity and funding risk management and structural interest rate risk management.

•  

Global Credit Risk Management – This group is responsible for the adjudication and oversight of credit risks associated with our commercial, corporate and wealth management activities, management of the risks in our investment portfolios, as well as management of special loan portfolios.

•  

Global Operational Risk Management – This group is responsible for designing and implementing effective operational risk management and control programs, and providing effective challenge to and monitoring of all operational risks globally, including (but not limited to) technology risk, information security risk, fraud risk, model risk, and third-party risk. In addition, the team has global accountability for corporate risk insurance programs, reputation risks, risk policy and governance, and risk transformation programs.

•  

Risk Analytics and Credit Decisioning – This group manages credit risk in personal and business products (such as residential mortgages, credit cards, personal loans/lines of credit, small business loans) offered through various distribution channels and performs analytics to optimize retail credit performance, along with collections and AML outcomes.

•  

Enterprise Risk Management – This group is responsible for enterprise-wide analysis, including the measuring and monitoring of risk appetite, enterprise-wide stress testing and reporting, credit loss reporting, risk models and model quantification, economic and regulatory capital methodologies, as well as risk data management. In addition, this group identifies and manages environmental risk, including transaction-specific environmental and related social risk, and the physical and transition risks associated with climate change.

•  

Compliance and Global Regulatory Affairs – This group is responsible for designing and implementing an effective enterprise-wide framework to manage and mitigate regulatory compliance risk. In addition, it provides oversight of conduct and culture risk (including sales practice risk), performs effective challenge on compensation plan changes, and conducts examinations on business units/activities using a risk-based approach. This group also builds and maintains credible relationships with our prudential, market, conduct and securities regulators and acts as a liaison between the regulators and CIBC.

 

 

 

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•  

Enterprise Anti-Money Laundering – This group is responsible for all aspects of compliance with and oversight of requirements relating to AML, anti-terrorist financing (ATF), and sanctions measures. Enterprise Anti-Money Laundering provides advice to all businesses and functional groups globally and is responsible for providing an enterprise-wide view of money laundering, terrorist financing and sanctions risks, as well as guidance and effective independent challenge to control activities. Furthermore, Enterprise Anti-Money Laundering executes a risk-based approach to deter, detect and report suspected money laundering, terrorist financing and sanctioned activities, in accordance with their policies and supporting standards.

•  

U.S. Risk Management – This group carries out the mandate of CIBC Risk Management at a regional level under the leadership of the U.S. CRO, with oversight from the Risk Management Committee of the Board and the Risk Committees of the Boards of CIBC Bank USA and CIBC Bancorp USA Inc. The group provides independent oversight for the identification, management, measurement, monitoring and mitigation of risks in the U.S. Commercial Banking and Wealth Management SBU.

Risk management process

Our risk management process is illustrated below:

LOGO

Risk appetite statement

Our risk appetite statement defines the amount of risk we are willing to assume in pursuit of our strategic and financial objectives. Our guiding principle is to practice sound risk management, supported by strong capital and funding positions, as we pursue our client-focused strategy. In defining our risk appetite, we take into consideration our purpose, vision, values, strategy and objectives, along with our risk capacity (defined by regulatory constraints). It defines how we conduct business, which is to be consistent with the following objectives:

•  

Safeguarding our reputation and brand;

•  

Doing the right thing for our clients/stakeholders;

•  

Engaging in client-oriented businesses that we understand;

•  

Make our client’s goals our own in a professional and radically simple manner;

•  

Maintaining a balance between risk and returns;

•  

Retaining a prudent attitude towards tail and event risk;

•  

Meeting regulatory expectations and/or identifying and having plans in place to address any issues in a timely manner;

•  

Achieving/maintaining an AA rating; and

•  

Meeting/exceeding stakeholders’ expectations with respect to the ESG criteria including achieving net zero greenhouse gas emissions.

Our risk appetite statement contains metrics with limits that define our risk tolerance levels. In addition, we have SBU, functional group and regional risk appetite statements that are integrated with our overall risk appetite statement that further articulate our business level risk tolerances.

Our risk appetite statement is reviewed annually in conjunction with our strategic, financial and capital planning cycle to ensure alignment and is approved annually by the Board. To help ensure CIBC stays within its risk appetite, the Board, RMC, and senior management regularly receive and review reporting on our risk profile against the risk appetite limits.

All strategic business decisions, as well as day-to-day business decisions, are governed by our risk appetite framework. Strategic decisions are evaluated to ensure that the risk exposure is within our risk appetite. Day-to-day activities and decisions are governed by our framework of risk tolerance limits, policies, standards and procedures that support our risk appetite statement.

Risk culture

Risk culture refers to desired attitudes and behaviours relative to risk taking. At CIBC, we strive to achieve a consistent and effective risk culture by:

•  

Promoting, through both formal and informal channels, a shared accountability of risk identification, management and mitigation;

•  

Cultivating an environment of transparency, open communication and robust discussion of risk;

•  

Setting the appropriate “tone at the top” through clear communication and reinforcement; and

•  

Identifying behaviours that are and are not aligned with risk appetite, and reinforcing appropriate behaviours.

Every year, all employees are required to complete formal training on risk appetite, reputation risk, operational risk, code of conduct, AML and other key risk topics. By taking this mandatory training, all employees develop a basic knowledge of risk management in support of our risk culture. This training is supplemented by our risk appetite statement, risk management priorities and documents on our internal website. In addition, we have policies, procedures and limits in place that govern our day-to-day business activity, with escalation procedures for limit breaches outlined accordingly.

 

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Risk input into performance and compensation

Throughout the year, the Risk Management team manages various compensation risk reviews. These reviews are part of the second line of defence responsibilities to review and challenge new compensation plans, changes to existing compensation plans, compensation plans that will be closed and periodic review of unchanged compensation plans. All compensation plans are rated as either high-risk or low-risk with high-risk compensation plans requiring approval from the CRO.

At each year-end, Risk Management provides an assessment of adherence to risk appetite and material risk matters across CIBC. Risk Management also considers a number of risk inputs to identify matters that may directly impact individual compensation awards and/or performance ratings. Annually, Risk Management reviews the assessment with both the RMC and the MRCC.

The MRCC oversees the performance management and compensation process and is responsible for assisting the Board in its global oversight of CIBC’s human capital strategy, including talent and total rewards, and the alignment with CIBC’s strategy, risk appetite and controls. The MRCC’s oversight of human capital strategy includes inclusion and diversity, employee health, safety and wellbeing and other ESG practices related to their mandate. The MRCC’s key compensation-related responsibilities include:

•  

Approving CIBC’s compensation philosophy and any material changes to CIBC’s compensation principles or practices;

•  

Approving new material compensation policies and material changes to existing material compensation policies;

•  

Reviewing and recommending for Board approval new material compensation plans or changes to existing material compensation plans;

•  

Assessing the appropriateness and alignment of compensation relative to actual business performance and risks;

•  

Reviewing and recommending for Board approval incentive compensation funding and allocations, based on an assessment of business performance and risk;

•  

Reviewing and recommending for Board approval individual compensation target and compensation for the ExCo, including the CEO and other key officers; and

•  

Approving individual compensation for employees with total direct compensation above a certain materiality threshold.

Risk policies and limits

Our risk policies and limits framework is intended to ensure that risks are appropriately identified, measured, monitored and controlled in accordance with our risk appetite. For most risks, we have developed an overarching framework document that sets out the key principles for managing the associated risks and our key risk policies and limits. This framework is supported by standards, guidelines, processes, procedures and controls that govern day-to-day activities in our businesses. Oversight is provided by management committees, as well as the Board/Board committees.

Key risk policies and limits are illustrated below:

LOGO

 

 

 

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Risk identification and measurement

Risk identification and measurement are important elements of our risk management framework. Risk identification is a continuous process, generally achieved through:

•  

Regular assessment of risks associated with lending and trading credit exposures;

•  

Ongoing monitoring of trading and non-trading portfolios;

•  

Assessment of risks in new business activities and processes;

•  

Assessment of risks in complex and unusual business transactions; and

•  

Regular monitoring of the overall risk profile considering market developments and trends, and external and internal events.

Risk Management maintains a “Risk Register” to list all material risks facing CIBC. The inventory is based on the risks inherent in our businesses and updated through various processes, illustrated in the following chart, to reflect changes in the nature of the risks we are facing. The Risk Register is used to support our ICAAP, either explicitly in the economic and regulatory capital calculations, or implicitly through the buffer of actual capital over economic capital and regulatory capital.

LOGO

The decision to register a new risk is based on a risk assessment through our risk identification processes and includes criteria such as severity, measurability and probability. Furthermore, the decision to hold capital for a new risk is also based on whether the risk is being mitigated, and whether capital is deemed to be a suitable mitigant.

We have enterprise-wide methodologies, models and techniques in place to measure both the quantitative and qualitative aspects of risks, appropriate for the various types of risks we face. These methodologies, models and techniques are subject to independent assessment and review to ensure that the underlying logic remains sound, that model risks have been identified and managed, that use of the models continues to be appropriate and outputs are valid.

Risk is usually measured in terms of expected loss, unexpected loss, and economic capital.

Expected loss

Expected loss represents the loss that is statistically expected to occur in the normal course of business, with adjustments for conservatism, in a given period of time.

In respect of credit risk, the parameters used to measure expected loss are PD, LGD and EAD. These parameters are updated regularly and are based on our historical experience through the cycle and benchmarking of credit exposures. Unlike the PD, LGD and EAD parameters used for calculating ECL on our consolidated financial statements, the PD, LGD and EAD parameters used for regulatory capital purposes are not adjusted for forward-looking information.

For trading market risks, VaR is a statistical technique used to measure risk. VaR is an estimate of the loss in market value for a given level of confidence that we would expect to incur in our trading portfolio due to an adverse one-day movement in market rates and prices. We also use stressed VaR to replicate our VaR over a period when relevant market factors are in distress.

For trading credit risks associated with market value based products, we use models to estimate exposure relative to the value of the portfolio of trades with each counterparty, giving consideration to market rates and prices.

Unexpected loss and economic capital

Unexpected loss is the statistical estimate of the amount by which actual losses might exceed expected losses over a specified time horizon, computed at a given confidence level. We use economic capital to estimate the level of capital needed to protect us against unexpected losses. Economic capital allows us to assess performance on a risk-adjusted basis.

We also use techniques such as sensitivity analysis and stress testing to help ensure that the risks remain within our risk appetite and that our capital is adequate to cover those risks. Our stress testing program includes evaluation of the potential effects of various economic and market scenarios on our risk profile, earnings and capital. Refer to the “Capital management” section for additional details.

Model risk management

Model risk management encompasses sound development, independent validation, and ongoing monitoring and review of the models as well as governance and controls that are proportionate to the risks. Our model inventory includes, but is not limited to, models that relate to risk measurement (including VaR, economic and regulatory capital), pricing, credit risk rating and scoring models, credit models for the calculation of loss severity and stress testing, and models for the calculation of ECL under IFRS 9. CIBC’s approach to provide effective governance and oversight for model risk management comprises the following key elements:

 

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•  

Governance and oversight by management committees, including the Model and Parameter Risk Committee (MPRC), senior management and the Board;

•  

Policies, procedures and standards to outline applicable roles and responsibilities of the various oversight groups and to provide guidance to identify, measure, control and monitor model risk throughout the model’s life cycle; and

•  

Controls for key operational aspects of model risk management including maintaining a model inventory, model risk ranking, model risk attestation and ongoing monitoring and reporting.

The MPRC is a subcommittee of the GRC and is responsible for reviewing and approving proposals for new and/or modified regulatory, economic capital and financial reporting models and provides oversight of CIBC’s regulatory, economic capital and financial reporting models and parameters for credit, market and operational risks. The MPRC has accountability and responsibility for model and parameter approvals, parameter performance monitoring, validation oversight, and policy oversight.

Model risk mitigation policies

We have policies, procedures, standards and controls to ensure effective model risk management for CIBC. A model review and validation is the independent effective challenge that documents the model risk and ensures models are sound and we can rely on their output. The model review and validation process includes:

•  

Review of model documentation;

•  

Comprehensive, systematic testing of key model parameters on implementation to ensure results are as expected;

•  

Replication of the risk quantification process to determine whether the model implementation is faithful to the model specifications;

•  

Review of whether the model/parameter concepts and assumptions are appropriate and robust;

•  

Accuracy testing to assess the calibration and accuracy of the risk components including, for example, the discriminative power of rating systems and the reasonableness of capital parameters;

•  

Sensitivity testing to analyze the sensitivity of model/parameter outputs to model/parameter assumptions and key inputs;

•  

Scenario and stress testing of the model outputs to key inputs;

•  

Back-testing by comparing actual results with model-generated risk measures;

•  

Benchmarking to other models and comparable internal and external data;

•  

Review of the internal usage of the model/parameter applications to ensure consistency of application;

•  

Reporting of model status to the MPRC, supported through an up-to-date inventory of regulatory models and parameters;

•  

A quarterly attestation process for model owners in order to ensure compliance with the Model Risk and Validation Policy; and

•  

A comprehensive validation report that identifies the conditions for valid application of the model and summarizes these findings to the model owners, developers and users.

Once a model has been approved for use, ongoing monitoring becomes a joint responsibility of model users, owners and validators.

Stress testing

Stress testing supplements our other risk management tools by providing an estimate of the potential impacts of plausible but stressed economic scenarios and risk factors. Results of stress testing are interpreted in the context of our risk appetite, including metrics for capital adequacy. Enterprise-wide stress testing, capital planning and financial planning processes are integrated for a comprehensive information system. See the “Capital management” section for detailed discussion on our enterprise-wide stress testing.

Risk treatment and mitigation

Risk treatment and mitigation is the implementation of options for modifying risk levels. We pursue risk mitigation options in order to control our risk profile in the context of our risk appetite. Our objective is to proactively consider risk mitigation options in order to optimize results.

Discussions regarding potential risk mitigation strategies are held between Risk Management and the lines of business, and at the GRC or GALCO and at the RMC for governance and oversight, as appropriate. In evaluating possible strategies, considerations include costs and benefits, residual risks (i.e., risks that are retained), secondary risks (i.e., those caused by the risk mitigation actions), and appropriate monitoring and review to track results.

Risk controls

Our risk management framework also includes a comprehensive set of risk controls, designed to ensure that risks are being appropriately identified and managed. Our risk controls are part of CIBC’s overall Control Framework, developed based on the Committee of Sponsoring Organizations of the Treadway Commission’s (COSO) widely accepted “Internal Control – Integrated Framework”. The Control Framework also draws on elements of the OSFI Supervisory Framework and Corporate Governance Guidelines.

The Board, primarily through the RMC, approves certain credit risk limits and delegates specific transactional approval authorities to the CEO or jointly to the CEO and CRO. The RMC must approve transactions that exceed delegated authorities. Delegation of authority to business units is controlled to ensure decision-making authorities are restricted to those individuals with the necessary experience levels. In addition, CIBC has rigorous processes to identify, evaluate and remediate risk control deficiencies in a timely manner. Regular reporting is provided to the RMC to evidence compliance with risk limits. Risk limits and the delegation of authority to the CEO or jointly to the CEO and CRO are reviewed annually by the RMC.

Risk monitoring and reporting

To monitor CIBC’s risk profile and facilitate evaluation against the risk appetite statement, a number of measurement metrics have been established, with regular reporting against these metrics provided to the GRC and the RMC. This reporting enables decisions on growth and risk mitigation strategies.

Exposures are also regularly monitored against limits, with escalation protocols for limit excesses, should they occur. Escalation protocols ensure awareness at appropriate levels and facilitate management of excesses that is consistent with our risk appetite.

Regular management reports on each risk type are also prepared to facilitate monitoring and control of risk at a more granular level.

 

 

 

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Top and emerging risks

We monitor and review top and emerging risks that may affect our future results, and take action to mitigate potential risks. We perform in-depth analyses, which may include stress testing our exposures relative to the risks, and we provide updates and related developments to the Board on a regular basis. Top and emerging risks are those that we consider to have potential negative implications that are material for CIBC. This section describes those top and emerging risks, as well as regulatory and accounting developments that are material for CIBC.

Pandemic outbreaks

The COVID-19 pandemic continues to disrupt the global economy, financial markets, supply chains and business productivity in unprecedented and unpredictable ways. While restrictions imposed by governments around the world to limit the impact of the pandemic have eased significantly in most jurisdictions and vaccination rates have climbed sharply in the developed world, resulting in acceleration of the global economy, new and emerging variants of the virus as well as vaccine hesitancy remain a threat to the economic recovery. Our outlook assumes that targeted health measures rather than broader economic closures will be used to contain new waves of infection.

Future developments, such as the severity and duration of the pandemic, the emergence and progression of new variants, and actions taken by governments, monetary authorities, regulators, financial institutions and other third parties in response to a resurgence of cases, continue to impact our outlook.

A substantial amount of our business involves extending credit or otherwise providing financial resources to individuals, companies, industries or governments that may have been adversely impacted by the pandemic, hindering their ability to meet original loan terms and potentially impacting their ability to repay their loans. While our estimate of ECL on performing loans considers the likelihood and extent of future defaults and impairments, given the inherent uncertainty caused by COVID-19, actual experience may differ materially from our current estimates. To the extent that business activity or unemployment do not continue to improve in line with our expectations due to the impact of the new and emerging variants, or clients default on loans beyond our current expectations, we may recognize further credit losses beyond those reflected in the current year’s ECL allowances. The effectiveness of various government support programs in place for individuals and businesses as well as the efficacy of vaccines in controlling new and emerging variants also impact our expectations. Similarly, because of changing economic and market conditions, we may be required to recognize losses, impairments, or reductions in other comprehensive income (OCI) in future periods relating to other assets that we hold.

Net interest income is significantly impacted by market interest rates. Interest rate cuts by the Bank of Canada and the Federal Reserve in response to COVID-19 have negatively impacted our net interest income. The overall direction of interest rates is difficult to predict and depends on future actions that the Bank of Canada and the Federal Reserve may take to increase or reduce targeted rates in response to COVID-19 or other factors (see the “Outlook for calendar year 2022” section for further discussion on interest rate expectations).

Governments, monetary authorities, regulators and financial institutions have also taken actions to support the economy, increase liquidity, mitigate unemployment, provide temporary financial assistance and regulatory flexibility, and implement other measures intended to mitigate or counterbalance the adverse economic consequences of the pandemic. We continue to work with regulators and governments across the jurisdictions in which we operate to support and facilitate government programs assisting our clients (see the “CIBC client relief programs in response to COVID-19” section for further details).

We continue to adapt our operating model with a focus on the ongoing safety of our team members, including those working on-site since the start of the pandemic. We have a thoughtful plan to return our team members who are currently working remotely to the office when the time is right, depending on the evolving pandemic and public health guidance.

Relevant operational risk metrics continue to track at an acceptable level. Operational resilience and sustainability remain our key areas of focus. We will continue to monitor our risk posture and trends to ensure operational risks are managed appropriately and in a timely manner.

If the COVID-19 pandemic is prolonged beyond our expectations, or if further variants emerge that give rise to similar effects that vaccines are not able to effectively mitigate in a timely manner and if broader economic closures are reinstated to address future waves of infection, the impact on the economy and financial markets could deepen and result in further volatility. Unexpected developments in financial markets, regulatory environments, or consumer behaviour and confidence may have additional adverse impacts on our business, results of operations, reputation and financial condition.

Geo-political risk

The level of geo-political risk escalates at certain points in time. While the specific impact on the global economy and on global credit and capital markets would depend on the nature of the event, in general, any major event could result in instability and volatility, leading to widening spreads, declining equity valuations, flight to safe-haven currencies and increased purchases of gold. In the short run, market disruption could hurt the net income of our trading and non-trading market risk positions. Geo-political risk could reduce economic growth, and in combination with the potential impacts on commodity prices and the recent rise of protectionism, could have serious negative implications for general economic and banking activities. Current areas of concern include:

•  

Global uncertainty and market repercussions pertaining to the spread of COVID-19 as discussed above;

•  

Ongoing U.S., Canada and China relations and trade issues;

•  

Implications of the U.S. “Buy American” policy;

•  

Relations between the U.S. and Iran;

•  

Tensions in the Middle East; and

•  

Concerns following the agreed-upon Brexit deal.

While it is impossible to predict where new geo-political disruption will occur, we pay particular attention to markets and regions with existing or recent historical instability to assess the impact of these environments on the markets and businesses in which we operate.

Climate risk

The physical effects of climate change along with regulations designed to mitigate its negative impacts will have a measurable impact on communities and the economy. The physical risks of climate change include severe weather events, forest fires, floods, heat stresses and rising sea levels, which have the ability to disrupt supply chains and critical infrastructure. Transition risks, which arise as society adjusts towards a low-carbon future, are impacting many sectors of the economy through changes in policy and technology aimed at limiting global warming. As the world transitions to a low-carbon economy, we are committed to understanding and responsibly managing the relevant impacts of climate change on our operations and our business activities. In support of this commitment, we announced our ambition to achieve net zero greenhouse gas emissions associated with operational and financing activities by 2050, including reducing the greenhouse gas emissions from our operations by 30% by 2028 (2018 baseline).

In 2021, we launched our Climate Credit Risk Assessment tool to be used by our corporate and commercial businesses which scores companies based on their exposure, preparedness and resiliency to climate-related transition risks. Through this assessment, we will gain a deeper

 

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understanding of our clients’ plans to move to a low-carbon economy over the short, medium, and long term, and how this compares with peers in the same sector. This tool will help us manage climate change risks in our portfolio.

There is an increasing demand for disclosure around climate-related risk identification and mitigation. We currently prepare our disclosures based on the disclosure framework developed by the Task Force on Climate-related Financial Disclosures (TCFD). The TCFD reporting framework provides stakeholders with consistent, material climate-related disclosures that are comparable across sectors, industries and countries. We are proactively collaborating with peer banks to ensure consistency and comparability as we continue to improve our TCFD reporting.

We have also joined the Partnership for Carbon Accounting Financials (PCAF), a standardized measurement and reporting framework that can be used to calculate emissions related to a bank’s financing. Measuring financed emissions is central to activities that enables CIBC to embed climate action throughout our lending and investment activities.

In the past year, a number of regulators and standard-setting organizations have announced intentions of preparing disclosure frameworks related to climate change risks. Key among them are IFRS Foundation’s establishment of the International Sustainability Standards Board (ISSB) to develop global sustainability disclosure standards for the financial markets and to increase connectivity with accounting standards. Its creation will consolidate select existing standard setters, including the Climate Disclosure Standards Board (an initiative of CDP, formerly the Carbon Disclosure Project) and the Value Reporting Foundation (which houses the Integrated Reporting Framework and the Sustainability Accounting Standards Board (SASB) Standards) by mid-2022. In addition, regulators such as the SEC, OSFI and the Canadian Securities Administrators (CSA) have announced a greater focus on climate risk disclosures. Potential divergence among the regulators in disclosure expectations, coupled with the pace at which the regulatory landscape changes pose an operational and non-conformance risk to us. We continue to monitor these developments. Despite our relatively low direct carbon emissions, compliance by many of our clients with new carbon emission standards could result in operational stress for those clients, which in turn may have a negative impact on our results of operations.

See the “Environmental and related social risk” section for additional information.

Canadian consumer debt and the housing market

Regulatory measures that included revised mortgage underwriting guidelines (B-20 guidelines) and taxes on foreign ownership, combined with a previously low unemployment environment, had their intended effect as debt-to-income ratios flattened in 2018–2019. However, to counter the economic impact due to COVID-19, the government put in place several support programs, the Bank of Canada cut interest rates and CIBC and other Canadian banks assisted clients by offering temporary relief across all retail products, including mortgages. While there is still continued economic and employment uncertainty, the housing market has rebounded strongly and prices have surpassed pre-COVID-19 levels giving rise to the risk that our borrowers may be unable to repay loan obligations. As of June 1, 2021, we started to qualify uninsured and insured mortgages at the higher of the mortgage contract rate plus 2%, or 5.25% as part of the updated B-20 guidelines. In addition, we run our enterprise-wide statistical stress tests at lower home prices to determine potential direct losses and have also conducted stress tests to assess the impact of rising unemployment rates on borrowers’ ability to repay loan obligations.

Technology, information and cyber security risk

Financial institutions like CIBC are evolving their use of technology and business processes to improve the client experience and streamline operations. At the same time, cyber threats and the associated financial, reputation and business interruption risks have also increased. We continue to actively manage these risks through strategic risk reviews, enterprise-wide technology and information security programs, with the goal of maintaining overall cyber-resilience that prevents, detects, and responds to threats such as data breaches, malware, unauthorized access, and denial-of-service attacks, which can result in damage to CIBC systems and information, theft or disclosure of confidential information, unauthorized or fraudulent activity, and service disruption at CIBC or its service providers, including those that offer cloud services.

Given the importance of electronic financial systems, including secure online and mobile banking provided by CIBC to its clients, CIBC monitors the changing environment globally, including cyber threats, mitigation strategies and evolving regulatory requirements, in order to improve our controls and processes to protect our systems and client information. In addition, we perform cyber security preparedness, testing, and recovery exercises to validate our defences, benchmark against best practices and provide regular updates to the Board. We have well-defined cyber incident response protocols and playbooks in the event that a security incident or breach occurs. We also have cyber insurance coverage to help mitigate against certain potential losses associated with cyber incidents. Our insurance coverage is subject to various terms and provisions, including limits on the types and amounts of coverage relating to losses arising from cyber incidents. We periodically assess our insurance coverage based on our risk tolerance and limits. Despite our commitment to information and cyber security, and given the rapidly evolving threat and regulatory landscape, coupled with a changing business environment, it is not possible for us to identify all cyber risks or implement measures to prevent or eliminate all potential cyber incidents from occurring. However, we monitor our risk profile for changes and continue to refine approaches to security protection and service resilience to minimize the impact of any cyber incidents that may occur.

Commodity prices

In the fourth quarter, we have observed high volatility and a continued rally in natural gas prices. The global recovery from the COVID-19 pandemic and higher-than-normal weather-driven demand last winter and this summer have combined with supply-side challenges resulting in below-average storage levels as we approach the winter heating season. In addition, supply and demand fundamentals that are traditionally elastic to prices have broken down, making it difficult for the market to balance any disruptions to supply or increases in demand. Looking forward, temperatures this winter are expected to be a key driver of natural gas prices: colder-than-normal temperatures could push prices higher while milder temperatures could lead to a pullback. Clients in our oil and gas portfolio continue to be assessed on the basis of our enhanced risk metrics that reflect the current environment. In addition, other commodities including raw materials (lumber, iron, ore, etc.) and metals (gold, silver, copper, etc.) continue to exhibit volatility, particularly in front month futures contracts, largely owing to increased demand coupled with ongoing supply chain bottlenecks as the global pandemic recovery continues.

Disintermediation risk

Canadian banking clients are increasingly shifting their service transactions from brick-and-mortar banking centres to digital platforms. Competitive pressure from digital disruptors, both global technology leaders and smaller financial technology entrants, is increasing and the risk of disintermediation continues to grow due to the level of sophistication of these non-traditional competitors, and increased adoption of emerging technologies. Blockchain is one such technology that enables parties to transact with one another without the need for centralized third-party intermediaries such as banks. Cryptocurrencies, such as Bitcoin, are a specific application of blockchain with the potential for disintermediation. However, widespread adoption as a substitute for government-issued currency does not appear to be a near-term prospect as Central Banks around the world explore Central Bank Digital Currencies. Adoption as an investment vehicle poses an opportunity for disintermediation as it enables parties to create investment products and services that financial institutions would normally provide. Advances in artificial intelligence (AI) and automation also have the potential to transform business models over time, including the delivery of financial services advice through automated processes. CIBC is maturing its AI capabilities with a focus on maintaining customer confidence and trust by building AI practices that apply principles such as fairness, ethics, transparency and security.

 

 

 

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We manage disintermediation risk through strategic reviews as well as investment in emerging channels, in data and analytics capabilities, and in technology and innovation in general, to meet our clients’ changing expectations, while working to reduce our cost structure and simplify operations. We maintain a central and coordinated approach to innovation to manage these risks.

Third-party risk

The Board and senior management recognize the establishment of third-party relationships as important to CIBC’s business model and therefore leverage them to achieve CIBC’s business objectives. With the introduction of new technologies, new foreign jurisdictions and increasing reliance on sub-contractors, the third-party landscape continues to evolve. While such relationships may benefit us through reduced costs, increased innovation, improved performance and increased business competitiveness, they can also introduce risks of failure or disruption to CIBC through breakdowns in people, processes or technology or through external events that impact these third parties.

To mitigate third-party risks, prepare for future third-party risks and changing regulatory expectations, and to ensure existing processes and internal controls are operating effectively, we rely on our strong risk culture and established the Third Party Risk Management program, which includes policies, procedures, expertise and resources dedicated to third-party risk management. The program identifies and manages risks that arise from third-party relationships from the point of planning through the life cycle of the business arrangement and supports the maintenance of collaborative relationships that advance our strategic direction and operational needs within our risk appetite.

Anti-money laundering

Money laundering, terrorist financing activities and other related crimes pose a threat to the stability and integrity of a country’s financial sector and its broader economy. In recognition of this threat, the international community has made the fight against these illegal activities a priority. We are committed to adhering to all regulatory requirements pertaining to AML and ATF in the jurisdictions where we operate and implementing best practices to minimize the impact of such activities. In Canada, amendments to the regulations under the Proceeds of Crime (Money Laundering) and Terrorist Financing Act were published in July 2019 (with provisions coming into force between 2020 and 2024) to improve the effectiveness of Canada’s AML/ATF regime. In accordance with these amendments, we have implemented procedures, processes and controls with respect to client due diligence, record keeping and reporting as well as mandatory annual AML/ATF training for all employees to ensure that relevant regulatory obligations are met in each jurisdiction where we operate.

U.S. banking regulation

Our U.S. operations are subject to supervision by the Board of Governors of the Federal Reserve System (Federal Reserve), and are also subject to a comprehensive federal and state regulatory framework. Our wholly owned subsidiary, CIBC Bancorp USA Inc. (CIBC Bancorp), is a financial holding company subject to regulation and supervision by the Federal Reserve under the Bank Holding Company Act of 1956, as amended. CIBC Bank USA, our Illinois-chartered bank, is subject to regulation by the U.S. Federal Deposit Insurance Corporation (FDIC), the Federal Reserve and the Illinois Department of Financial and Professional Regulation. CIBC’s New York branch is subject to regulation and supervision by the New York Department of Financial Services and the Federal Reserve. Certain market activities of our U.S. operations are subject to regulation by the SEC and the U.S. Commodity Futures Trading Commission, as well as other oversight bodies.

The scope of these regulations impact our business in a number of ways. For example, both CIBC Bancorp and CIBC Bank USA are required to maintain minimum capital ratios in accordance with Basel III rules adopted by the U.S. bank regulatory agencies, which differ in some respects from Canada’s Basel III rules. Under the U.S. bank regulatory framework, both CIBC and CIBC Bancorp are expected to provide a source of strength to the subsidiary bank and may be required to commit additional capital and other resources to CIBC Bank USA in the event that its financial condition were to deteriorate, whether due to overall challenging economic conditions in the U.S., or because of business-specific issues. The Federal Reserve (in the case of CIBC Bancorp), and the FDIC and the Illinois Department of Financial and Professional Regulation (in the case of CIBC Bank USA) also have the ability to restrict dividends paid by CIBC Bancorp or CIBC Bank USA, which could limit our ability to receive distributions on our capital investment in our U.S. banking operations.

As our combined U.S. operations grow, we will become subject to additional enhanced prudential standards under the Federal Reserve’s regulations applicable to foreign banking organizations. Furthermore, the Federal Reserve and the FDIC may also restrict our U.S. operations, organic or inorganic growth, if, among other things, they have supervisory concerns about risk management, AML or compliance programs and practices, governance and controls, and/or capital and liquidity adequacy at CIBC Bancorp, CIBC Bank USA or our New York branch, as applicable. In some instances, banking regulators may take supervisory actions that may not be publicly disclosed, which may restrict or limit our New York branch and our U.S. subsidiaries from engaging in certain categories of new activities or acquiring shares or control of other companies. Any restrictions imposed by banking regulators could negatively impact us by loss of revenue, limitations on the products or services we offer, and increased operational and compliance costs.

The U.S. regulatory environment continues to evolve and future legislative and regulatory developments may impact CIBC.

Interbank Offered Rate (IBOR) transition

Interest rate benchmarks including the London Interbank Offered Rate (LIBOR) and other similar benchmarks, are being reformed and replaced by new risk-free rates that are largely based on traded markets. The U.K.’s Financial Conduct Authority (FCA) originally announced in July 2017 that it would not compel banks to submit LIBOR rates after December 2021. In March 2021, the FCA and the ICE Benchmark Administration (IBA) announced the dates for the cessation or loss of representativeness of various LIBOR rates including that certain non-USD LIBORs will cease on December 31, 2021 and that most USD LIBOR tenors will cease on June 30, 2023. As IBORs are widely referenced by large volumes of derivative, loan and cash products, the transition presents a number of risks to CIBC, and the industry as a whole. These transition risks include market risk (as new basis risks emerge), model risk, operational risk (as processes are changed or newly introduced), legal risk (as contracts are revised) and conduct risk (in ensuring clients are adequately informed/prepared). We have established a comprehensive enterprise-wide program to manage and coordinate all aspects of the transition, including the identification and mitigation of these risks. See the “Other regulatory developments” section for further details.

Tax reform

As many governments took on additional debt to support the economy during the pandemic and look to ensure a strong post-pandemic recovery, there are tax reform proposals that could increase taxes affecting CIBC.

The 2021 Liberal Government Platform in Canada proposed tax measures that could be in effect in January 2022, including a 3% surtax on large banks and a temporary Canada Recovery Dividend that would commence in 2023. Additional proposals would modernize the general anti-avoidance rule (GAAR), increase resources to combat aggressive tax avoidance and implement the global minimum tax discussed below.

In 2021, 130 countries, including Canada and the other G20 nations, agreed on a new framework for global tax reform. If enacted, these proposals would be effective beginning in 2023. The two-pillar framework’s stated purpose is to ensure that large Multinational Enterprises (MNEs) pay tax where they operate and earn profit. Pillar I primarily targets MNE technology companies by re-allocating taxing rights to where goods or

 

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services are consumed. Pillar II would introduce a new 15% global minimum corporate tax rate in each country where an MNE operates. Uncertainty persists with regard to the detail of these proposals, which remain subject to due process, and will require approval, ratification and legislation in multiple nations.

In 2021, the U.S. Congress proposed legislation called the Build Back Better Act that includes changes to corporate income tax laws. Proposals include modifications to the Base Erosion Anti-abuse Tax (BEAT), global low-tax intangible income (GILTI) regime, and foreign-derived intangible income (FDII) regime as well as new corporate minimum taxes. If enacted, most of the proposals would be effective for 2022 or later. The proposed legislation remains subject to change and its impact on CIBC is uncertain.

Corporate transactions

CIBC seeks out acquisition and divestiture opportunities that align with its strategy, risk appetite and financial goals. The ability to successfully execute on our strategy to integrate acquisitions, and the ability to anticipate and manage risks associated with such corporate transactions are subject to various factors such as receiving regulatory and shareholder approval on a timely basis and on favourable terms, retaining clients and key personnel, realizing synergies and efficiencies, controlling integration and acquisition costs, and changes in general business and economic conditions, among others.

Although many of the factors are beyond our control, their impact is partially mitigated by conducting due diligence before completing the transaction and developing and executing appropriate plans. However, given the inherent uncertainty involved in such corporate transactions, we cannot anticipate all potential events, facts and circumstances that may arise and there could be an adverse impact on our operations and financial performance as a result of such corporate transactions.

Regulatory developments

See the “Taxes”, “Capital management”, “Liquidity risk” and “Accounting and control matters” sections for additional information on regulatory developments.

Accounting developments

See the “Accounting and control matters” section and Note 32 to the consolidated financial statements for additional information on accounting developments.

Risks arising from business activities

The chart below shows our business activities and related risk measures based upon regulatory RWA and average allocated common equity as at October 31, 2021:

 

LOGO

 

(1)

Average balances are calculated as a weighted average of daily closing balances.

(2)

Includes CCR of $79 million, which comprises derivatives and repo-style transactions.

(3)

Includes CCR of $17,733 million, which comprises derivatives and repo-style transactions.

(4)

Includes CCR of $237 million, which comprises derivatives and repo-style transactions.

(5)

Average allocated common equity is a non-GAAP measure. For additional information on the composition of this non-GAAP measure, see the “Non-GAAP measures” section.

(6)

Represents average allocated common equity relating to capital deductions, such as goodwill and intangible assets, in accordance with the rules in OSFI’s CAR Guideline.

 

 

 

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Credit risk

 

Credit risk is the risk of financial loss due to a borrower or counterparty failing to meet its obligations in accordance with contractual terms.

Credit risk arises out of the lending businesses in each of our SBUs and in International Banking, which is included in Corporate and Other. Other sources of credit risk consist of our trading activities, which include our over-the-counter (OTC) derivatives, debt securities, and our repo-style transaction activity. In addition to losses on the default of a borrower or counterparty, unrealized gains or losses may occur due to changes in the credit spread of the counterparty, which could impact the carrying or fair value of our assets.

Governance and management

Credit risk is managed through the three lines of defence model. The first line of defence consists of the frontline businesses and control groups that assess and manage the risks associated with their activities. They own the risks and the controls that mitigate the risks – this is the first line of defence.

The second line of defence is Risk Management, which takes a broader, independent view and is responsible for the adjudication and oversight of credit risks associated with CIBC’s commercial, corporate and wealth management activities.

Internal audit is the third line of defence, providing reasonable assurance to senior management and the Audit Committee of the Board on the effectiveness of CIBC’s governance practices, risk management processes, and internal control as part of its risk-based audit plan and in accordance with its mandate as described in the Internal Audit Charter.

Senior management reports to the GRC and RMC at least quarterly on material credit risk matters, including material credit transactions, compliance with limits, portfolio trends, impaired loans and credit loss provisioning levels. Provision for (reversal of) credit losses is reviewed by the RMC and the Audit Committee quarterly.

Specific to the management of credit risk, Risk Management is mandated to provide enterprise-wide oversight of the management of credit risk in CIBC’s credit portfolios, including the measurement, monitoring and control of credit risk and the management of credit risk models. Key groups in Risk Management with credit risk responsibility include:

Capital Markets Risk Management: This group is responsible for independent oversight of the measurement, monitoring and control of traded and non-traded market risk, liquidity risk and trading credit risk, including adjudication of trading credit facilities for banks, non-bank financial entities, prime brokerage clients and central clearing counterparties. In addition, Capital Markets Risk Management is responsible for the risk management of sovereign and country risk, securitizations and the oversight of the Global Collateral Finance framework covering repos and securities lending.

Global Credit Risk Management: This group is responsible for the adjudication and oversight of credit risks associated with our commercial, corporate and wealth management credit portfolios, management of the risks in our investment portfolios, as well as management of special loan portfolios.

Model Validation, Global Operational Risk Management: This group is responsible for the oversight of model validation practices. Model validation constitutes the independent set of processes, activities and ongoing documentary evidence that models and parameters are sound and CIBC can rely on their output.

Enterprise Risk Management: This group is responsible for enterprise-wide analysis, including enterprise-wide stress testing and reporting, risk data systems and models, economic and regulatory capital methodologies as well as transaction-specific environmental and related social risk.

Risk Analytics and Credit Decisioning: This group manages credit risk in personal and small business products offered through the various distribution channels (e.g., residential mortgages, credit cards, personal loans/lines of credit, small business loans) and performs analytics to optimize retail credit performance, along with collections and AML outcomes.

U.S. Risk Management: This group carries out the mandate of CIBC Risk Management at a regional level and provides independent oversight of the identification, management, measurement, monitoring and control of credit risks in the U.S. Commercial Banking and Wealth Management SBU.

Adjudication and oversight above delegated levels is provided by the CRO, GRC and RMC.

 

Policies

To control credit risk, prudent credit risk management principles are used as a base to establish policies, standards and guidelines that govern credit activities as outlined by the credit risk management policy.

The credit risk management policy supplements CIBC’s risk management framework and risk appetite framework, and together with CIBC’s portfolio concentration limits for credit exposures, CIBC’s common risk/concentration risk limits for credit exposures, and other supporting credit risk policies, standards and procedures, assists CIBC in achieving its desired risk profile by providing an effective foundation for the management of credit risk.

Credit risk limits

The RMC approves Board limits, and exposures above Board limits require reporting to, or approval of, the RMC. Management limits are approved by the CRO. Usage is monitored to ensure risks are within allocated management and Board limits. Exposures above management limits require the approval of the CRO. Business lines may also impose lower limits to reflect the nature of their exposures and target markets. This tiering of limits provides for an appropriate hierarchy of decision making and reporting between management and the RMC. Credit approval authority flows from the Board and is further cascaded to officers in writing. The Board’s Investment and Lending Authority Resolution sets thresholds above which credit exposures require reporting to, or approval of, the RMC, ensuring an increasing level of oversight for credit exposures of higher risk. CIBC maintains country limits to control exposures within countries outside of Canada and the U.S.

Credit concentration limits

At a bank-wide level, credit exposures are managed to promote alignment to our risk appetite statement, to maintain the target business mix and to ensure that there is no undue concentration of risk. We set limits to control borrower concentrations by risk-rating band for large exposures (i.e., risk-rated credits). Direct loan sales, credit derivative hedges, or structured transactions may also be used to reduce concentrations. We also have a set of portfolio concentration limits in place to control exposures by country, industry, product and activity. Further, our policies require limits to be established as appropriate for new initiatives and implementation of strategies involving material levels of credit risk. Concentration limits represent the maximum exposure levels we wish to hold on our books. In the normal course, it is expected that exposures will be held at levels below the maximums. The credit concentration limits are reviewed and approved by the RMC at least annually.

 

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Credit concentration limits are also applied to our retail lending portfolios to mitigate concentration risk. We not only have concentration limits applied to individual borrowers and geographic regions, but also to different types of credit facilities, such as unsecured credits. In addition, we limit the maximum insured mortgage exposure to private insurers in order to reduce counterparty risk.

Credit risk mitigation

We may mitigate credit risk by obtaining a pledge of collateral, which improves recoveries in the event of a default. Our credit risk management policies include verification of the collateral and its value and ensuring that we have legal certainty with respect to the assets pledged. Valuations are updated periodically depending on the nature of the collateral, legal environment, and the creditworthiness of the counterparty. The main types of collateral include: (i) cash or marketable securities for securities lending and repurchase transactions; (ii) cash or marketable securities taken as collateral in support of our OTC derivatives activity; (iii) charges over operating assets such as inventory, receivables and real estate properties for lending to small business and commercial borrowers; and (iv) mortgages over residential properties for retail lending.

In certain circumstances we may use third-party guarantees to mitigate risk. We also obtain insurance to reduce the risk in our real estate secured lending portfolios, the most material of which relates to the portion of our residential mortgage portfolio that is insured by CMHC, an agency of the Government of Canada.

We mitigate the trading credit risk of OTC derivatives, securities lending and repurchase transactions with counterparties by employing the International Swaps and Derivatives Association (ISDA) Master Agreement, as well as Credit Support Annexes (CSAs) or similar master and collateral agreements. See Note 13 to the consolidated financial statements for additional details on the risks related to the use of derivatives and how we manage these risks.

ISDA Master Agreements and similar master and collateral agreements, such as the Global Master Repurchase Agreement and Global Master Securities Lending Agreement, facilitate cross transaction payments, prescribe close-out netting processes, and define the counterparties’ contractual trading relationship. In addition, the agreements formalize non-transaction-specific terms. Master agreements serve to mitigate our credit risk by outlining default and termination events, which enable parties to close out of all outstanding transactions in the case of a negative credit event on either party’s side. The mechanism for calculating termination costs in the event of a close-out are outlined in the master agreement; this allows for the efficient calculation of a single net obligation of one party to another.

CSAs and other collateral agreements are often included in ISDA Master Agreements or similar master agreements governing securities lending and repurchase transactions. They mitigate CCR by providing for the exchange of collateral between parties when a party’s exposure to the other exceeds agreed upon thresholds, subject to a minimum transfer amount. CSAs and other collateral agreements that operate with master agreements also designate acceptable collateral types, and set out rules for re-hypothecation and interest calculation on collateral. Collateral types permitted under CSAs and other master agreements are set through our trading credit risk management documentation procedures. These procedures include requirements around collateral type concentrations.

Consistent with global initiatives to improve resilience in the financial system, we clear derivatives through central counterparties (CCPs) where feasible. Credit derivatives may be used to reduce industry sector concentrations and single-name exposure.

Forbearance policy

We employ forbearance techniques to manage client relationships and to minimize credit losses due to default, foreclosure or repossession. In certain circumstances, it may be necessary to modify a loan for reasons related to a borrower’s financial difficulties, reducing the potential of default. Total debt restructurings are subject to our normal quarterly impairment review which considers, amongst other factors, covenants and/or payment delinquencies. Loan loss provisions are adjusted as appropriate.

In retail lending, forbearance techniques include interest capitalization, amortization amendments and debt consolidations. We have a set of eligibility criteria that allow our Client Account Management team to determine suitable remediation strategies and propose products based on each borrower’s situation.

The solutions available to corporate and commercial clients vary based on the individual nature of the client’s situation and are undertaken selectively where it has been determined that the client has or is likely to have repayment difficulties servicing its obligations. Covenants often reveal changes in the client’s financial situation before there is a change in payment behaviour and typically allow for a right to reprice or accelerate payments. Solutions may be temporary in nature or may involve other special management options.

 

Process and control

The credit approval process is centrally controlled, with all significant credit requests submitted to a credit adjudication group within Risk Management that is independent of the originating businesses. Approval authorities are a function of the risk and amount of credit requested. In certain cases, credit requests must be escalated to senior management, the CRO, or to the RMC for approval.

After initial approval, individual credit exposures continue to be monitored. A formal risk assessment is completed at least annually for all risk-rated accounts, including review of assigned ratings. Higher risk-rated accounts are subject to closer monitoring and are reviewed at least quarterly. Collections and specialized loan workout groups handle the day-to-day management of high-risk loans to maximize recoveries.

 

 

 

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Risk measurement

Exposures subject to AIRB approach

Under the AIRB approach we are required to categorize exposures to credit risk into broad classes of assets with different underlying risk characteristics. This asset categorization may differ from the presentation in our consolidated financial statements. Under the AIRB approach, credit risk is measured using the following three key risk parameters(1):

  •  

PD – the probability that the obligor will default within the next 12 months.

 
  •  

EAD – the estimate of the amount that will be drawn at the time of default.

 
  •  

LGD – the expected severity of loss as the result of the default, expressed as a percentage of the EAD.

 

Our credit risk exposures are divided into business and government and retail portfolios. Regulatory models used to measure credit risk exposure under the AIRB approach are subject to CIBC’s model risk management process.

 

  (1)

These parameters differ from those used in the calculation of ECL under IFRS 9. See the “Accounting and control matters” section for further details.

 

Business and government portfolios (excluding scored small business) – risk-rating method

The portfolios comprise exposures to corporate, sovereign, and bank obligors. Our adjudication process and criteria includes assigning an obligor rating that reflects our estimate of the financial strength of the borrower, and a facility rating or LGD rating that reflects the collateral amount and quality applicable to secured exposures, the seniority position of the claim, and the capital structure of the borrower for unsecured exposures.

The obligor rating takes into consideration our financial assessment of the obligor, the industry, and the economic environment of the region in which the obligor operates. Where a guarantee from a third-party exists, both the obligor and the guarantor will be assessed. While our obligor rating is determined independently of external ratings for the obligor, our risk-rating methodology includes a review of those external ratings.

CIBC employs a 20-point master internal obligor default rating scale that broadly maps to external agencies’ ratings as presented in the table below.

 

     CIBC        S&P        Moody’s  

Grade

     rating        equivalent        equivalent  

Investment grade

     00–47        AAA to BBB-        Aaa to Baa3

Non-investment grade

     51–67        BB+ to B-        Ba1 to B3  

Watch list

     70–80        CCC+ to C        Caa1 to Ca  

Default

     90        D        C  

We use quantitative modelling techniques to assist in the development of internal risk-rating systems. The risk-rating systems have been developed through analysis of internal and external credit risk data, supplemented with expert judgment. The risk ratings are used for portfolio management, risk limit setting, product pricing, and in the determination of regulatory and economic capital.

Our credit process is designed to ensure that we approve applications and extend credit only where we believe that our client has the ability to repay according to the agreed terms and conditions.

Our credit framework of policies and limits defines our appetite for exposure to any single name or group of related borrowers, which is a function of the internal risk rating. We generally extend new credit only to borrowers in the investment and non-investment grade categories noted above. Our credit policies are also defined to manage our exposure to concentration in borrowers in any particular industry or region.

In accordance with our process, each obligor is assigned an obligor default rating and the assigned rating is mapped to a PD estimate that represents a long-run average one-year default likelihood. For corporate obligors, PD estimates are calculated using joint maximum likelihood techniques based on our internal default rate history by rating category and longer dated external default rates as a proxy for the credit cycle to arrive at long-run average PD estimates. Estimates drawn from third-party statistical default prediction models are used to supplement the internal default data for some rating bands where internal data is sparse. For small and medium corporate enterprises, PD estimates are developed using only internal default history. For bank and sovereign obligors, PD estimates are derived from an analysis based on external default data sets and supplemented with internal data where possible. We examine several different estimation methodologies and compare results across the different techniques. In addition, we apply the same techniques and estimation methodologies to analogous corporate default data and compare the results for banks and sovereigns to the corporate estimates for each technique. A regulatory floor is applied to PD estimates for corporate and bank obligors.

Each facility is assigned an LGD rating and each assigned rating is mapped to an LGD estimate that considers economic downturn conditions. For corporate obligors, LGD estimates are primarily derived from internal historical recovery data. Time to resolution is typically one to two years for most corporate obligors, and one to four years in the real estate sector. LGD values are based on discounted post-default cash flows for resolved accounts and include material direct and indirect costs associated with collections. External data is used in some cases to supplement our analysis. Economic downturn periods are identified for each portfolio by examining the history of actual losses, default rates and LGD. For bank and sovereign exposures, LGD estimates are primarily driven by expert judgment supplemented with external data and benchmarks where available. Appropriate adjustments are made to LGD estimates to account for various uncertainties associated with estimation techniques and data limitations, including adjustments for unresolved accounts.

EAD is estimated based on the current exposure to the obligor together with possible future changes in that exposure driven by factors such as the available undrawn credit commitment amount and the obligor default rating. EAD estimates are primarily based on internal historical loss data supplemented with comparable external data. Economic downturn periods are identified for each portfolio by examining the historical default rates and actual EAD factors.

Appropriate adjustments are made to PD, LGD and EAD estimates to account for various uncertainties associated with estimation techniques and data limitations, including adjustments for unresolved accounts (for LGD).

A simplified risk-rating process (slotting approach) is used for part of our uninsured Canadian commercial mortgage portfolio, which comprises non-residential mortgages and multi-family residential mortgages. These exposures are individually rated on our rating scale using a risk-rating methodology that considers the property’s key attributes, which include its loan-to-value (LTV) and debt service ratios, the quality of the property, and the financial strength of the owner/sponsor. All exposures are secured by a lien over the property. In addition, we have insured multi-family residential mortgages, which are not treated under the slotting approach, but are instead treated as sovereign exposures.

 

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Retail portfolios

Retail portfolios are characterized by a large number of relatively small exposures. They comprise: real estate secured personal lending (residential mortgages and personal loans and lines secured by residential property); qualifying revolving retail exposures (credit cards, overdrafts and unsecured lines of credit); and other retail exposures (loans secured by non-residential assets, unsecured loans including student loans, and scored small business loans).

We use scoring models in the adjudication of new retail credit exposures, which are based on statistical methods of analyzing the unique characteristics of the borrower, to estimate future behaviour. In developing our models, we use internal historical information from previous borrowers, as well as information from external sources, such as credit bureaus. The use of credit scoring models allows for consistent assessment across borrowers. There are specific guidelines in place for each product, and our adjudication decision will take into account the characteristics of the borrower, any guarantors, and the quality and sufficiency of the collateral pledged (if any). The lending process will include documentation of, where appropriate, satisfactory identification, proof of income, independent appraisal of the collateral and registration of security.

Retail portfolios are managed as pools of homogeneous risk exposures, using external credit bureau scores and/or other behavioural assessments to group exposures according to similar credit risk profiles. These pools are established through statistical techniques. Characteristics used to group individual exposures vary by asset category; as a result, the number of pools, their size, and the statistical techniques applied to their management differ accordingly.

The following table maps the PD bands to various risk levels:

 

Risk level

     PD bands  

Exceptionally low

     0.01%–0.20%

Very low

     0.21%–0.50%  

Low

     0.51%–2.00%  

Medium

     2.01%–10.00%  

High

     10.01%–99.99%  

Default

     100%  

For the purposes of the AIRB approach for retail portfolios, additional PD, LGD and EAD segmentation into homogeneous risk exposures is established through statistical techniques. The principal statistical estimation technique is decision trees benchmarked against alternative techniques such as regression and random forests.

Within real estate secured lending, we have two key parameter estimation models: mortgages and real estate secured personal lines of credit. Within qualifying revolving retail, we have three key parameter estimation models: credit cards, overdraft, and unsecured personal lines. A small percentage of credit cards, overdraft, and unsecured line accounts that do not satisfy the requirements for qualifying revolving retail are grouped into other retail parameter models. Within other retail, we have three key parameter models: margin lending, personal loans, and scored small business loans. Each parameter model pools accounts according to characteristics such as: delinquency, current credit bureau score, internal behaviour score, estimated current LTV ratio, account type, account age, utilization, outstanding balance, or authorized limit.

PD is estimated as the average default rate over an extended period based on internal historical data, generally for a 5-to-10-year period, which is adjusted using internal historical data on default rates over a longer period or comparable external data that includes a period of stress. A regulatory floor is applied to our PD estimate for all retail exposures with the exception of insured mortgages and government-guaranteed loans.

LGD is estimated based on observed recovery rates over an extended period using internal historical data. In determining our LGD estimate, we exclude any accounts that have not had enough time since default for the substantial majority of expected recovery to occur. This recovery period is product-specific and is typically in the range of 1 to 3 years. Accounts that cure from default and return to good standing are considered to have zero loss. We simulate the loss rate in a significant downturn based on the relationship(s) between LGD and one or more of the following: PD; housing prices, cure rate, and recovery time; or observed LGD in periods with above-average loss rates. We apply appropriate adjustments to address various types of estimation uncertainty including sampling error and trending. A regulatory floor is applied to all real estate secured exposures with the exception of insured mortgages.

EAD for revolving products is estimated as a percentage of the authorized credit limit based on the observed EAD rates over an extended period using historical data. We simulate the EAD rate in a significant downturn based on the relationship(s) between the EAD rate and PD and/or the observed EAD rate in periods with above-average EAD rates. For term loan products, EAD is set equal to the outstanding balance.

We apply appropriate adjustments to PD, LGD and EAD to address various types of estimation uncertainty including sampling error and trending.

Back-testing

We monitor the three key risk parameters – PD, EAD and LGD – on a quarterly basis for our business and government portfolios and on a monthly basis for our retail portfolios. Every quarter, the back-testing results are reported to OSFI and are presented to the business and Risk Management senior management for review and challenge. For each parameter, we identify any portfolios whose realized values are significantly above or significantly below expectations and then test to see if this deviation is explainable by changes in the economy. If the results indicate that a parameter model may be losing its predictive power, we prioritize that model for review and update.

Stress testing

As part of our regular credit portfolio management process, we conduct stress testing and scenario analyses on our portfolio to quantitatively assess the impact of various historical, as well as hypothetical, stressed conditions, versus limits determined in accordance with our risk appetite. Scenarios are selected to test our exposures to specific industries (e.g., oil and gas and real estate), products (e.g., mortgages and cards), or geographic regions (e.g., Europe and the Caribbean). Results from stress testing are a key input into management decision making, including the determination of limits and strategies for managing our credit exposure. See the “Real estate secured personal lending” section for further discussion on our residential mortgage portfolio stress testing.

 

 

 

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Exposure to credit risk

The portfolios are categorized based upon how we manage the business and the associated risks. Gross credit exposure amounts presented in the table below represent our estimate of EAD, which is net of derivative master netting agreements and CVA but is before allowance for credit losses or credit risk mitigation. Gross credit exposure amounts relating to our business and government portfolios are reduced for collateral held for repo-style transactions, which reflects the EAD value of such collateral. Non-trading equity exposures are not included in the table below as they have been deemed immaterial under the OSFI guidelines, and hence are subject to 100% risk-weighting.

 

$ millions, as at October 31                    2021                      2020  
      AIRB
approach
     Standardized
approach
     Total      AIRB
approach (1)
     Standardized
approach
     Total  

Business and government portfolios

                 

Corporate

                 

Drawn

   $ 120,417      $ 36,321      $ 156,738      $ 102,342      $ 36,603      $ 138,945  

Undrawn commitments

     61,417        7,583        69,000        49,473        7,339        56,812  

Repo-style transactions

     172,827        –        172,827        139,677        –        139,677  

Other off-balance sheet

     13,644        981        14,625        14,085        1,016        15,101  

OTC derivatives

     12,914        415        13,329        10,858        786        11,644  
       381,219        45,300        426,519        316,435        45,744        362,179  

Sovereign

                 

Drawn

     125,001        26,272        151,273        133,077        22,664        155,741  

Undrawn commitments

     8,525        –        8,525        8,354        –        8,354  

Repo-style transactions

     26,746        –        26,746        38,904        –        38,904  

Other off-balance sheet

     1,613        –        1,613        1,553        –        1,553  

OTC derivatives

     2,011        1        2,012        2,187        2        2,189  
       163,896        26,273        190,169        184,075        22,666        206,741  

Banks

                 

Drawn

     12,291        1,565        13,856        12,846        1,241        14,087  

Undrawn commitments

     1,554        3        1,557        1,552        16        1,568  

Repo-style transactions

     42,529        –        42,529        24,228        –        24,228  

Other off-balance sheet

     64,728        –        64,728        59,761        –        59,761  

OTC derivatives

     5,765        12        5,777        5,805        21        5,826  
       126,867        1,580        128,447        104,192        1,278        105,470  

Gross business and government portfolios

     671,982        73,153        745,135        604,702        69,688        674,390  

Less: collateral held for repo-style transactions

     225,399        –        225,399        187,832        –        187,832  

Net business and government portfolios

     446,583        73,153        519,736        416,870        69,688        486,558  

Retail portfolios

                 

Real estate secured personal lending

                 

Drawn

     261,531        4,835        266,366        231,527        4,799        236,326  

Undrawn commitments

     36,631        –        36,631        31,390        –        31,390  
       298,162        4,835        302,997        262,917        4,799        267,716  

Qualifying revolving retail

                 

Drawn

     18,181        –        18,181        18,701        –        18,701  

Undrawn commitments

     54,509        –        54,509        53,085        –        53,085  

Other off-balance sheet

     327        –        327        271        –        271  
       73,017        –        73,017        72,057        –        72,057  

Other retail

                 

Drawn

     15,578        1,419        16,997        14,869        1,326        16,195  

Undrawn commitments

     2,937        26        2,963        2,819        28        2,847  

Other off-balance sheet

     40        –        40        35        –        35  
       18,555        1,445        20,000        17,723        1,354        19,077  

Total retail portfolios

     389,734        6,280        396,014        352,697        6,153        358,850  

Securitization exposures

     10,823        4,556        15,379        12,276        3,509        15,785  

Gross credit exposure

         1,072,539        83,989            1,156,528        969,675        79,350        1,049,025  

Less: collateral held for repo-style transactions

     225,399        –        225,399        187,832        –        187,832  

Net credit exposure (2)

   $ 847,140      $     83,989      $ 931,129      $     781,843      $     79,350      $       861,193  

 

  (1)

Includes exposures subject to the supervisory slotting approach.

 
  (2)

Excludes exposures arising from derivative and repo-style transactions that are cleared through QCCPs as well as credit risk exposures arising from other assets that are subject to the credit risk framework but are not included in the standardized or IRB frameworks, including other balance sheet assets that are risk-weighted at 100%, significant investments in the capital of non-financial institutions that are risk-weighted at 1,250%, settlement risk, and amounts below the thresholds for deduction that are risk-weighted at 250%.

 

Net credit exposure increased by $69.9 billion in 2021, due to business growth in our North American lending portfolios.

 

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Exposures subject to the standardized approach(1)

Exposures within CIBC Bank USA, CIBC FirstCaribbean and certain exposures to individuals for non-business purposes do not have sufficient historical data to support the AIRB approach for credit risk, and are subject to the standardized approach. The standardized approach utilizes a set of risk weightings defined by the regulators, as opposed to the more data intensive AIRB approach. A detailed breakdown of our standardized credit risk exposures by risk-weight category, before considering the effect of credit risk mitigation strategies and before allowance for credit losses, is provided below.

 

$ millions, as at October 31    Risk-weight category      2021     2020  
      0%      20%      35%      50%      75%      100%      150%      Total     Total  

Corporate

   $ –      $ –      $ –      $ –      $ –      $ 45,164      $ 136      $ 45,300     $ 45,744  

Sovereign

     22,497        2,884        –        103        –        789        –        26,273       22,666  

Banks

     –        1,495        –        –        –        85        –        1,580       1,278  

Real estate secured personal lending

     –        –        3,555        –        1,064        206        10        4,835       4,799  

Other retail

     –        –        –        –        1,372        70        3        1,445       1,354  
     $   22,497      $   4,379      $   3,555      $   103      $   2,436      $   46,314      $   149      $   79,433     $   75,841  

 

  (1)

See “Securitization exposures” section for securitization exposures that are subject to the standardized approach.

 

We use credit ratings from S&P and Moody’s to calculate credit risk RWA for certain exposures under the standardized approach, including securities issued by sovereigns and their central banks (sovereigns), banks and corporates, and deposits with sovereigns and banks. This includes S&P and Moody’s issuer-specific credit ratings for securities issued by sovereigns and corporates, the S&P country credit rating for the country of incorporation for securities issued by banks, and deposits with banks, and the S&P country credit rating for deposits with central banks. The RWA calculated using credit ratings from these agencies represents 1.2% of credit risk RWA under the standardized approach.

 

Trading credit exposures

We have trading credit exposure (also called counterparty credit exposure) that arises from our OTC derivatives and our repo-style transactions. The nature of our derivatives exposure and how it is mitigated is further explained in Note 13 to the consolidated financial statements. Our repo-style transactions consist of our securities bought or sold under repurchase agreements, and our securities borrowing and lending activity.

The PD of our counterparties is estimated using models consistent with the models used for our direct lending activity. Due to the fluctuations in the market values of interest rates, exchange rates, and equity and commodity prices, counterparty credit exposure cannot be quantified with certainty at the inception of the trade. Counterparty credit exposure is estimated using the current fair value of the exposure, plus an estimate of the maximum potential future exposure due to changes in the fair value. Credit risk associated with these counterparties is managed within the same process as our lending business, and for the purposes of credit adjudication, the exposure is aggregated with any exposure arising from our lending business. The majority of our counterparty credit exposure benefits from the credit risk mitigation techniques discussed above, including daily re-margining, and posting of collateral.

We are also exposed to wrong-way risk. Specific wrong-way risk arises when CIBC receives financial collateral issued (or an underlying reference obligation of a transaction is issued) by the counterparty itself, or by a related entity that would be considered to be part of the same common risk group. General wrong-way risk arises when the exposure and/or collateral pledged to CIBC is highly correlated to that of the counterparty. Exposure to wrong-way risk with derivative counterparties is monitored by Capital Markets Risk Management. Where we may be exposed to wrong-way risk, our adjudication procedures subject those transactions to a more rigorous approval process. The exposure may be hedged with other derivatives to further mitigate the risk that can arise from these transactions.

We establish a CVA for expected future credit losses from each of our derivative counterparties. The expected future credit loss is a function of our estimates of the PD, the estimated loss in the event of default, and other factors such as risk mitigants.

Rating profile of OTC derivative mark-to-market (MTM) receivables

 

$ billions, as at October 31            2021              2020  
     Exposure (1)  

Investment grade

   $ 9.87        68.9  %     $ 7.46        74.9  % 

Non-investment grade

     4.39        30.6        2.40        24.1  

Watch list

     0.07        0.5        0.07        0.7  

Default

     –        –        0.03        0.3  

Unrated

     –        –        –        –  
     $     14.33        100.0  %     $     9.96        100.0  % 

 

  (1)

MTM of the OTC derivative contracts is after the impact of master netting agreements, but before any collateral.

 

Concentration of exposures

Concentration of credit risk exists when a number of obligors are engaged in similar activities, or operate in the same geographic areas or industry sectors, and have similar economic characteristics so that their ability to meet contractual obligations is similarly affected by changes in economic, political, or other conditions.

 

 

 

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Table of Contents

Management’s discussion and analysis

 

Geographic distribution(1)

The following table provides a geographic distribution of our business and government exposures under the AIRB approach, net of collateral held for repo-style transactions.

 

$ millions, as at October 31, 2021    Canada      U.S.      Europe      Other      Total  

Drawn

   $ 170,156      $ 61,388      $ 13,678      $ 12,487      $ 257,709  

Undrawn commitments

     50,998        14,133        2,888        3,477        71,496  

Repo-style transactions

     7,360        5,506        1,485        2,352        16,703  

Other off-balance sheet

     63,615        8,098        7,815        457        79,985  

OTC derivatives

     9,863        6,436        2,638        1,753        20,690  
     $     301,992      $     95,561      $     28,504      $     20,526      $     446,583  

October 31, 2020

   $     295,784      $     81,982      $     21,456      $     17,648      $     416,870  

 

  (1)

Classification by country is primarily based on domicile of debtor or customer.

 

Business and government exposure by industry groups(1)

The following table provides an industry-wide breakdown of our business and government exposures under the AIRB approach, net of collateral held for repo-style transactions.

 

            Undrawn      Repo-style      Other off-      OTC      2021      2020  
$ millions, as at October 31    Drawn      commitments      transactions      balance sheet      derivatives      Total      Total  

Commercial mortgages

   $ 9,613      $ 52      $ –      $ –      $ –      $ 9,665      $ 8,420  

Financial institutions

     78,163        14,255        15,571        69,994        9,180        187,163        180,045  

Retail and wholesale

     7,213        4,235        –        360        312        12,120        10,523  

Business services

     7,211        3,199        29        592        222        11,253        10,656  

Manufacturing – capital goods

     2,819        2,220        –        315        223        5,577        5,397  

Manufacturing – consumer goods

     3,623        2,330        –        247        70        6,270        5,816  

Real estate and construction

     33,860        9,799        179        1,322        310        45,470        40,652  

Agriculture

     7,069        2,145        –        35        57        9,306        8,760  

Oil and gas

     4,693        4,770        –        830        5,638        15,931        13,834  

Mining

     1,036        3,046        –        691        130        4,903        5,131  

Forest products

     337        636        –        226        21        1,220        1,239  

Hardware and software

     2,178        1,162        –        59        23        3,422        2,672  

Telecommunications and cable

     604        2,053        –        464        319        3,440        2,195  

Broadcasting, publishing and printing

     431        139        –        1        43        614        665  

Transportation

     5,822        3,492        –        294        1,281        10,889        9,913  

Utilities

     13,005        10,702        –        3,434        1,068        28,209        26,590  

Education, health, and social services

     3,447        1,658        1        196        228        5,530        4,742  

Governments

     76,585        5,603        923        925        1,565        85,601        79,620  
     $     257,709      $     71,496      $     16,703      $     79,985      $     20,690      $     446,583      $     416,870  

 

 

  (1)

In the third quarter of 2021, certain amounts by sector were revised from those previously presented to align with our revised sector definition, or to better match the borrowers’ risk profiles with the relevant sectors.

 

As part of our risk mitigation strategy, we may use credit protection purchases as a hedge against customer or industry sector concentration. As at October 31, 2021, we had credit protection purchased totalling $124 million (2020: $185 million) related to our business and government loans.

 

Credit quality of portfolios

Credit quality of the retail portfolios

The following table presents the credit quality of our retail portfolios under the AIRB approach.

 

$ millions, as at October 31                            2021      2020  
     EAD                
Risk level    Real estate secured
personal lending
     Qualifying
revolving retail
    

Other

retail

     Total      Total  

Exceptionally low

   $ 227,533      $ 51,801      $ 3,314      $ 282,648      $ 254,621  

Very low

     39,417        4,599        4,465        48,481        40,731  

Low

     27,717        9,797        7,204        44,718        42,353  

Medium

     2,777        6,138        2,636        11,551        12,122  

High

     424        649        880        1,953        2,322  

Default

     294        33        56        383        548  
     $     298,162      $     73,017      $     18,555      $     389,734      $     352,697  

Securitization exposures

The following table provides details on securitization exposures in our banking book, by credit rating.

 

$ millions, as at October 31    2021      2020  
     EAD  

Exposures under the AIRB approach

     

S&P rating equivalent

     

AAA to BBB-

   $ 10,823      $ 12,276  

BB+ to BB-

     –        –  

Below BB-

     –        –  

Unrated

     –        –  
       10,823        12,276  

Exposures under the standardized approach

     4,556        3,509  

Total securitization exposures

   $     15,379      $     15,785  

 

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Table of Contents

Management’s discussion and analysis

 

CIBC client relief programs in response to COVID-19

During the early stages of the pandemic, we had been actively engaged in lending activities to support our clients who were experiencing financial hardship caused by the COVID-19 pandemic.

For our personal banking clients impacted by the COVID-19 pandemic, various client relief programs were offered at the onset of the pandemic, including lower interest rates of 10.99% on certain credit products, in addition to certain payment deferral options; deferral of regular payments on residential mortgages and certain secured personal loans for up to six months and on certain other loans and lines of credit for up to two months; and early withdrawal from eligible GICs on an exception basis.

For our corporate, commercial and business banking clients in Canada, the U.S. and other regions, client relief programs have also been offered on a case-by-case basis depending on the product and client including new or increased credit facilities to provide additional liquidity; covenant and borrowing base relief to provide financial flexibility; principal and interest deferrals for loans, mortgages, lines of credit, authorized overdraft and credit cards; and early withdrawal of funds held in non-registered GICs.

The number of clients under these payment deferral programs has continued to decline considerably relative to the second and third quarters of 2020. Following the expiry of their payment deferral terms, the majority of these clients have returned to making regular payments on their loans with a relatively small segment of client accounts written off. As at October 31, 2021, the gross outstanding balance of loans for which CIBC provided payment deferrals was not significant for retail loans and products in Canada and the Caribbean (2020: $3.3 billion); and was $0.2 billion for business and government loans (2020: $2.5 billion); including $0.1 billion in Canada and the U.S. (2020: $1.0 billion), and $0.1 billion in the Caribbean (2020: $1.5 billion).

Government lending programs in response to COVID-19

Since the onset of the pandemic, CIBC has engaged in a number of lending programs introduced by the Government of Canada and the U.S. federal government.

The Canada Emergency Business Account (CEBA) program was launched in the second quarter of 2020 by the Government of Canada, which was expanded later in 2020 to provide financial support to certain borrowers that would have not otherwise qualified and increased the loan limit for eligible borrowers from $40,000 to $60,000. The Export Development Canada (EDC) funds all loans advanced under the CEBA program, including any payment defaults and principal forgiveness. The application deadline for the CEBA program ended on June 30, 2021, however, we continue to facilitate this program as the final set of applications are reviewed and funded.

In the second quarter of 2020, the Government of Canada introduced a number of lending programs for businesses, including: (i) the EDC loan guarantee program for small- and medium-sized enterprises and (ii) the BDC co-lending arrangement. Applications for both programs are available until December 31, 2021.

In the first quarter of 2021, the Government of Canada launched the HASCAP, which is 100% guaranteed by the BDC and is available to small- and medium-sized businesses that have been hardest hit by the pandemic. Applications by eligible businesses commenced on February 1, 2021 and the program is available until December 31, 2021.

The PPP, introduced by the U.S. Small Business Administration, was a forgivable loan program that ended on May 31, 2021. PPP loans are guaranteed by the U.S. Small Business Administration.

As at October 31, 2021, loans of $4.5 billion (2020: $2.9 billion), net of repayments, have been provided to our clients under the CEBA, which are not recognized on our consolidated balance sheet. For further details, refer to Note 2 to our consolidated financial statements. In addition, funded loans outstanding on our consolidated balance sheet under the lending programs for businesses were $0.3 billion (2020: $0.2 billion), while loans outstanding under the PPP in the U.S. were US$0.5 billion (2020: US$1.9 billion).

For further details regarding these programs, refer to Note 2 to our consolidated financial statements.

 

 

 

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Real estate secured personal lending

Real estate secured personal lending comprises residential mortgages, and personal loans and lines secured by residential property (HELOC). This portfolio is low risk, as we have a first charge on the majority of the properties and a second lien on only a small portion of the portfolio. We use the same lending criteria in the adjudication of both first lien and second lien loans.

Under the Bank Act (Canada), banks are limited to providing residential real estate loans of no more than 80% of the collateral value. An exception is made for mortgage loans with a higher LTV ratio if they are insured by either CMHC or a private mortgage insurer. Mortgage insurance protects banks from the risk of default by the borrower, over the term of the coverage. Mortgage insurers are subject to regulatory capital requirements, which aim to ensure that they are well capitalized. If a private mortgage insurer becomes insolvent, the Government of Canada has, provided certain conditions are met, obligations in respect of policies underwritten by certain insolvent private mortgage insurers as more fully described in the Protection of Residential Mortgage or Hypothecary Insurance Act (PRMHIA). There is a possibility that losses could be incurred in respect of insured mortgages if, among other things, CMHC or the applicable private mortgage insurer denies a claim, or further, if a private mortgage insurer becomes insolvent and either the conditions under the PRMHIA are not met or the Government of Canada denies the claim.

The following disclosures are required by OSFI pursuant to the guideline B-20 “Residential Mortgage Underwriting Practices and Procedures” (guideline B-20).

The following table provides details on our residential mortgage and HELOC portfolios:

 

    Residential mortgages (1)            HELOC (2)            Total  
$ billions, as at October 31, 2021   Insured     Uninsured             Uninsured             Insured     Uninsured  

Ontario (3)

  $ 25.2        19  %    $ 106.7        81  %       $ 10.2        100  %       $ 25.2        18  %    $ 116.9        82  % 

British Columbia and territories (4)

    8.7        18       40.6        82          3.9        100          8.7        16       44.5        84  

Alberta

    12.9        49       13.6        51          2.2        100          12.9        45       15.8        55  

Quebec

    5.6        30       13.2        70          1.2        100          5.6        28       14.4        72  

Central prairie provinces

    3.5        46       4.1        54          0.6        100          3.5        43       4.7        57  

Atlantic provinces

    3.7        42       5.1        58                0.7        100                3.7        39       5.8        61  

Canadian portfolio (5)(6)

    59.6        25       183.3        75          18.8        100          59.6        23       202.1        77  

U.S. portfolio (5)

    –        –       2.1        100          –        –          –        –       2.1        100  

Other international portfolio (5)

    –        –       2.5        100                –        –                –        –       2.5        100  

Total portfolio

  $ 59.6        24  %    $ 187.9        76  %             $ 18.8        100  %             $ 59.6        22  %    $ 206.7        78  % 

October 31, 2020

  $     67.0        31  %    $     149.0        69  %             $     19.6        100  %             $     67.0        28  %    $     168.6        72  % 

 

(1)

Balances reflect principal values.

(2)

We did not have any insured HELOCs as at October 31, 2021 and 2020.

(3)

Includes $11.7 billion (2020: $13.8 billion) of insured residential mortgages, $67.7 billion (2020: $53.4 billion) of uninsured residential mortgages, and $6.0 billion (2020: $6.1 billion) of HELOCs in the Greater Toronto Area (GTA).

(4)

Includes $3.8 billion (2020: $4.5 billion) of insured residential mortgages, $27.9 billion (2020: $22.9 billion) of uninsured residential mortgages, and $2.4 billion (2020: $2.5 billion) of HELOCs in the Greater Vancouver Area (GVA).

(5)

Geographic location is based on the address of the property.

(6)

64% (2020: 71%) of insurance on Canadian residential mortgages is provided by CMHC and the remaining by two private Canadian insurers, both rated at least AA (low) by DBRS.

The average LTV ratios(1) for our uninsured residential mortgages and HELOCs originated and acquired during the year are provided in the following table:

 

For the year ended October 31           2021             2020  
      Residential
mortgages
    HELOC     Residential
mortgages
     HELOC  

Ontario (2)

     64  %      68  %      63  %       68  % 

British Columbia and territories (3)

     61       65       60        65  

Alberta

     69       73       68        73  

Quebec

     68       73       68        73  

Central prairie provinces

     69       74       68        74  

Atlantic provinces

     69       73       71        74  

Canadian portfolio (4)

     64       68       63        68  

U.S. portfolio (4)

     63       65       65        63  

Other international portfolio (4)

     75  %      n/m       72  %       n/m  

 

(1)

LTV ratios for newly originated and acquired residential mortgages and HELOCs are calculated based on weighted average.

(2)

Average LTV ratios for our uninsured GTA residential mortgages originated during the year were 64% (2020: 62%).

(3)

Average LTV ratios for our uninsured GVA residential mortgages originated during the year were 61% (2020: 58%).

(4)

Geographic location is based on the address of the property.

n/m

Not meaningful.

The following table provides the average LTV ratios on our total Canadian residential mortgage portfolio:

 

      Insured     Uninsured  

October 31, 2021 (1)(2)

     51  %      49  % 

October 31, 2020 (1)(2)

     55  %      52  % 

 

(1)

LTV ratios for residential mortgages are calculated based on weighted average. The house price estimates for October 31, 2021 and 2020 are based on the Forward Sortation Area (FSA) level indices from the Teranet – National Bank National Composite House Price Index (Teranet) as of September 30, 2021 and 2020, respectively. Teranet is an independent estimate of the rate of change in Canadian home prices.

(2)

Average LTV ratio on our uninsured GTA residential mortgage portfolio was 47% (2020: 48%). Average LTV ratio on our uninsured GVA residential mortgage portfolio was 45% (2020: 46%).

 

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Management’s discussion and analysis

 

The table below summarizes the remaining amortization profile of our total Canadian, U.S. and other international residential mortgages based upon current customer payment amounts:

 

      0–5 years     

>5–10

years

    

>10–15

years

    

>15–20

years

    

>20–25

years

    

>25–30

years

    

>30–35

years

     >35 years  

Canadian portfolio

                       

October 31, 2021

     1  %       3  %       7  %       17  %       45  %       27  %       –  %       –  % 

October 31, 2020

     2  %       4  %       7  %       18  %       44  %       25  %       –  %       –  % 

U.S. portfolio

                       

October 31, 2021

     1  %       3  %       6  %       9  %       10  %       71  %       –  %       –  % 

October 31, 2020

     2  %       3  %       7  %       10  %       10  %       68  %       –  %       –  % 

Other international portfolio

                       

October 31, 2021

     7  %       12  %       21  %       24  %       19  %       15  %       1  %       –  % 

October 31, 2020

     7  %       13  %       22  %       23  %       19  %       14  %       2  %       –  % 

We have two types of condominium exposures in Canada: mortgages and developer loans. Both are primarily concentrated in the Toronto and Vancouver areas. As at October 31, 2021, our Canadian condominium mortgages were $34.7 billion (2020: $28.1 billion), of which 24% (2020: 31%) were insured. Our drawn developer loans were $1.1 billion (2020: $1.4 billion), or 0.7% (2020: 1.0%) of our business and government portfolio, and our related undrawn exposure was $4.9 billion (2020: $4.5 billion). The condominium developer exposure is diversified across 102 projects.

We stress test our mortgage and HELOC portfolio to determine the potential impact of different economic events. Our stress tests may use variables such as unemployment rates, debt service ratios and housing price changes, to model potential outcomes for a given set of circumstances. The stress testing involves variables that could behave differently in certain situations. Our main tests use economic variables in a similar range or more conservative to historical events when Canada experienced economic downturns, and also incorporate the impact of the COVID-19 pandemic. Our results show that in an economic downturn, our strong capital position should be sufficient to absorb mortgage and HELOC losses.

On May 20, 2021, OSFI and the Department of Finance (Canada) announced that effective June 1, 2021, the minimum qualifying rate for uninsured and insured mortgages is now the higher of the mortgage contract rate plus 2%, or 5.25%, as a minimum floor. The 5.25% replaced the Bank of Canada’s five-year benchmark posted mortgage rate that was then being applied. OSFI, as well as the Department of Finance (Canada) will revisit it at least annually to ensure it remains appropriate for risks in the environment.

 

Credit quality performance

As at October 31, 2021, total loans and acceptances after allowance for credit losses were $462.9 billion (2020: $416.4 billion). Consumer loans (comprising residential mortgages, credit cards, and personal loans, including student loans) constitute 65% (2020: 66%) of the portfolio, and business and government loans (including acceptances) constitute the remainder of the portfolio.

Consumer loans were up $30.0 billion or 11% from the prior year, primarily due to an increase in residential mortgages, offset by a decrease in personal loans and credit cards. Business and government loans (including acceptances) were up $16.5 billion or 12% from the prior year, mainly attributable to financial institutions, real estate and construction, retail and wholesale, and utilities.

Impaired loans

The following table provides details of our impaired loans and allowance for credit losses:

 

$ millions, as at or for the year ended October 31                   2021                   2020  
      Business and
government
loans
    Consumer
loans
     Total     Business and
government
loans
    Consumer
loans
    Total  

Gross impaired loans

             

Balance at beginning of year

   $     1,359     $ 990      $     2,349     $ 911     $ 955     $ 1,866  

Classified as impaired during the year

     750           1,686        2,436       1,256           1,933       3,189  

Transferred to performing during the year

     (235 )      (574 )       (809 )      (109 )      (580 )      (689 ) 

Net repayments

     (480 )      (579 )       (1,059 )      (547 )      (543 )      (1,090 ) 

Amounts written off

     (279 )      (707 )       (986 )      (157 )      (778 )      (935 ) 

Disposals of loans

     (31 )      –        (31 )      –       –       –  

Foreign exchange and other

     (51 )      (16 )       (67 )      5       3       8  

Balance at end of year

   $ 1,033     $ 800      $ 1,833     $     1,359     $ 990     $     2,349  

Allowance for credit losses – impaired loans

   $ 508     $ 264      $ 772     $ 650     $ 264     $ 914  

Net impaired loans (1)

             

Balance at beginning of year

   $ 709     $ 726      $ 1,435     $ 535     $ 687     $ 1,222  

Net change in gross impaired

     (326 )      (190 )       (516 )      448       35       483  

Net change in allowance

     142       –        142       (274 )      4       (270 ) 

Balance at end of year

   $ 525     $ 536      $     1,061     $ 709     $ 726     $ 1,435  

Net impaired loans as a percentage of net loans and acceptances

                      0.23  %                      0.34  % 

 

(1)

Net impaired loans are gross impaired loans net of stage 3 allowance for credit losses.

Gross impaired loans

As at October 31, 2021, gross impaired loans were $1,833 million, down $516 million from the prior year, primarily due to decreases in the Canadian residential mortgages portfolio and the oil and gas, retail and wholesale, and business services sectors, partially offset by increases in the education, health and social services and real estate and construction sectors.

55% of gross impaired loans related to Canada, of which the residential mortgages and personal lending portfolios, as well as the retail and wholesale and the utilities sectors accounted for the majority.

25% of gross impaired loans related to the U.S., of which the real estate and construction, financial institutions, business services and manufacturing sectors accounted for the majority.

The remaining gross impaired loans related to CIBC FirstCaribbean, of which the residential mortgages and personal lending portfolios, as well as the business services and real estate and construction sectors accounted for the majority.

 

 

 

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Management’s discussion and analysis

 

See the “Supplementary annual financial information” section for additional details on the geographic distribution and industry classification of impaired loans.

Allowance for credit losses – impaired loans

Allowance for credit losses on impaired loans was $772 million, down $142 million from the prior year, primarily due to decreases in the oil and gas, business services, and retail and wholesale sectors, partially offset by an increase in the utilities sector.

 

Loans contractually past due but not impaired

The following table provides an aging analysis of the contractually past due loans that are not impaired. Most risk-rated business and government loans that were contractually past due at the time relief was provided pursuant to payment deferral programs were presented in the aging category that applied at the time deferrals were granted during the period of the deferral. Other business and government loans, credit cards, personal loans and residential mortgages that were subject to a payment deferral program were generally presented in the aging category that applied as at March 31, 2020 during the period of the deferral, which approximated the time when the majority of the deferrals were granted. Loans that have exited a deferral program generally continue to age based on the status that was applied at the beginning of the program to the extent a payment has not been made.

 

$ millions, as at October 31    31 to
90 days
     Over
90 days
     2021
Total
     2020
Total (1)
 

Residential mortgages

   $ 703      $ –      $ 703      $ 1,152  

Personal

     146        –        146        222  

Credit card

     137        66        203        321  

Business and government

     162        –        162        281  
     $     1,148      $     66      $     1,214      $     1,976  

 

  (1)

Excludes loans less than 30 days past due as such loans are not generally indicative of the borrowers’ ability to repay.

During the year, gross interest income that would have been recorded if impaired loans were treated as current was $96 million (2020: $113 million), of which $55 million (2020: $69 million) was in Canada and $41 million (2020: $44 million) was outside Canada. During the year, interest recognized on impaired loans was $41 million (2020: $45 million), and interest recognized on loans before being classified as impaired was $30 million (2020: $67 million), of which $21 million (2020: $43 million) was in Canada and $9 million (2020: $24 million) was outside Canada.

Exposure to certain countries and regions

Europe

The following table provides our exposure to European countries, both within and outside the Eurozone.

Our direct exposures presented in the tables below comprise (A) funded – on-balance sheet loans (stated at amortized cost net of stage 3 allowance for credit losses, if any), deposits with banks (stated at amortized cost net of stage 3 allowance for credit losses, if any) and securities (stated at carrying value); (B) unfunded – unutilized credit commitments, letters of credit, and guarantees (stated at notional amount net of stage 3 allowance for credit losses, if any); and (C) derivative MTM receivables (stated at fair value) and repo-style transactions (stated at fair value).

Of our total direct exposures to Europe, approximately 43% (2020: 47%) is to entities in countries with Aaa/AAA ratings from at least one of Moody’s or S&P.

The following table provides a summary of our positions in this business:

 

Direct exposures  
    Funded     Unfunded     Derivative MTM receivables
and repo-style transactions (1)
       
$ millions, as at October 31, 2021   Corporate     Sovereign     Banks     Total
funded
(A)
    Corporate     Banks     Total
unfunded
(B)
    Corporate     Sovereign     Banks     Net
exposure
(C)
    Total direct
exposure
(A)+(B)+(C)
 

Austria

  $ –     $ 514     $ 135     $ 649     $ –     $ 2     $ 2     $ –     $ –     $ –     $ –     $ 651  

Finland

    67       328       758       1,153       97       5       102       –       –       7       7       1,262  

France

    62       161       152       375       336       103       439       –       –       34       34       848  

Germany

    432       917       751       2,100       321       130       451       49       –       51       100       2,651  

Ireland

    206       –       153       359       43       –       43       –       –       226       226       628  

Luxembourg

    151       1,812       156       2,119       61       108       169       –       –       124       124       2,412  

Netherlands

    552       730       147       1,429       568       275       843       28       –       12       40       2,312  

Norway

    187       186       195       568       714       –       714       –       –       –       –       1,282  

Spain

    87       –       21       108       7       25       32       –       –       –       –       140  

Sweden

    452       900       174       1,526       137       –       137       17       –       –       17       1,680  

Switzerland

    234       –       31       265       93       –       93       11       –       84       95       453  

United Kingdom

    2,655       2,494       1,002       6,151       3,174       349       3,523       690       17       423       1,130       10,804  

Other European countries

    61       311       55       427       12       83       95       –       127       9       136       658  

Total Europe

  $   5,146     $   8,353     $   3,730     $   17,229     $   5,563     $   1,080     $   6,643     $   795     $   144     $   970     $   1,909     $   25,781  

October 31, 2020 (2)

  $ 4,275     $ 5,211     $ 3,544     $ 13,030     $ 5,063     $ 968     $ 6,031     $ 788     $ 92     $ 835     $ 1,715     $ 20,776  

 

(1)

The amounts shown are net of CVA and collateral. Collateral on derivative MTM receivables was $1.9 billion (2020: $1.8 billion), collateral on repo-style transactions was $30.5 billion (2020: $30.3 billion), and both comprise cash and investment grade debt securities.

(2)

Certain prior period balances have been revised to conform to current year presentation.

We have $2,632 million (2020: $639 million) of indirect exposure to European entities, as we hold debt or equity securities issued by European entities as collateral for derivative transactions and securities borrowing and lending activity from counterparties that are not in Europe.

 

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Settlement risk

Settlement risk is the risk that during an agreed concurrent exchange of currency or principal payments, the counterparty will fail to make its payment to CIBC. This risk can arise in general trading activities and from payment and settlement system participation.

Many global settlement systems offer significant risk reduction benefits through complex risk mitigation frameworks. Bilateral payment netting agreements may be put in place to mitigate risk by reducing the aggregate settlement amount between counterparties. Further, we participate in several North American payment and settlement systems, including a global foreign exchange multilateral netting system. We also use financial intermediaries to access some payment and settlement systems, and for certain trades, we may utilize an established clearing house to minimize settlement risk.

Transactions settled outside of payment and settlement systems or clearing houses require approval of credit facilities for counterparties, either as pre-approved settlement risk limits or payment-versus-payment arrangements.

Securitization activities

We engage in three types of securitization activities: we securitize assets that we originate, we securitize assets originated by third parties and we engage in trading activities related to securitized products.

We securitize assets that we originate principally as a funding mechanism. The credit risk on the underlying assets in these transactions is transferred to the SE, with CIBC retaining first loss exposure and other investors exposed to the remaining credit risk.

Securitization activities relating to assets originated by third parties can include the securitization of those assets through ABCP conduits (or similar programs) that we sponsor (including both consolidated and non-consolidated SEs; see the “Off-balance sheet arrangements” section and Note 7 to our consolidated financial statements for additional details), or through direct exposure to a client-sponsored special purpose vehicle. Risks associated with securitization exposures to client-originated assets are mitigated through the transaction structure, which includes credit enhancements. For the transactions where we retain credit risk on the exposures that we hold, we earn interest income on these holdings. For the transactions in the ABCP conduits, we are also exposed to liquidity risk associated with the potential inability to roll over maturing ABCP in the market. We earn fee income for the services that we provide to these ABCP conduits.

We are also involved in the trading of ABS and ABCP to earn income in our role as underwriter and market maker. We are exposed to credit and market risk on the securities that we hold in inventory on a temporary basis until such securities are sold to an investor.

Capital requirements for exposures arising from securitization activities are determined using one of the following approaches: SEC-IRBA, SEC-ERBA, SEC-IAA, or SEC-SA.

The SEC-IAA process relies on internal risk ratings and is utilized for securitization exposures relating to ABCP conduits when external ratings are not available for the securitization exposures but the ABCP itself is externally rated. The internal assessment process involves an evaluation of a number of factors, including, but not limited to, pool characteristics, including asset eligibility criteria and concentration limits, transaction triggers, the asset seller’s risk profile, servicing capabilities, and cash flow stress testing. Cash flows are stress-tested based on historical asset performance using our internal risk rating models by asset type. These models are subject to our model risk mitigation policies and are independently reviewed by the Model Validation team in Risk Management. The stress test factors used to determine the transaction risk profile and required credit enhancement levels are tailored for each asset type and transaction based on the assessment of the factors described above and are done in accordance with our internal risk rating methodologies and guidelines. Internal risk ratings are mapped to equivalent external ratings of external credit assessment institutions (DBRS, Fitch, Moody’s and S&P) and are used to determine the appropriate risk weights for capital purposes. Securitization exposures and underlying asset performance are monitored on an ongoing basis. Risk Management serves as a second line of defence providing independent oversight regarding risk rating assumptions and adjudicating on the assignment of the internal risk ratings. SEC-IAA applies to various asset types in our ABCP conduits including, but not limited to, auto loans and leases, consumer loans, credit cards, dealer floorplan receivables, equipment loans and leases, fleet lease receivables, franchise loans, residential mortgages, and trade receivables.

Internal risk ratings determined for securitization exposures are also used in the estimation of ECL as required under IFRS 9, determining economic capital, and for setting risk limits.

 

 

 

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Market risk

 

Market risk is the risk of economic and/or financial loss in our trading and non-trading portfolios from adverse changes in underlying market factors, including interest rates, foreign exchange rates, equity market prices, commodity prices, credit spreads, and customer behaviour for retail products. Market risk arises in CIBC’s trading and treasury activities, and encompasses all market-related positioning and market-making activity.

The trading portfolio consists of positions in financial instruments and commodities held to meet the near-term needs of our clients.

The non-trading portfolio consists of positions in various currencies that are related to asset/liability management and investment activities.

Governance and management

Market risk is managed through the three lines of defence model. The first line of defence comprises frontline businesses and governance groups that are responsible for managing the market risk associated with their activities.

The second line of defence is Risk Management, which has a dedicated market risk manager for each trading business, supplemented by regional risk managers located in all of our major trading centres, facilitating comprehensive risk coverage, including the measurement, monitoring and control of market risk.

Internal audit is the third line of defence providing reasonable assurance to senior management and the Audit Committee of the Board on the effectiveness of CIBC’s governance practices, risk management processes, and internal control as part of its risk-based audit plan and in accordance with its mandate as described in the Internal Audit Charter.

Senior management reports material risk matters to the GRC and RMC at least quarterly, including material transactions, limit compliance, and portfolio trends.

 

Policies

We have comprehensive policies for the management of market risk. These policies are related to the identification and measurement of various types of market risk, their inclusion in the trading portfolio, and the establishment of limits within which we monitor, manage and report our overall exposures. Our policies also outline the requirements for the construction of valuation models, model review and validation, independent checking of the valuation of positions, the establishment of valuation adjustments, and alignment with accounting policies including MTM and mark-to-model methodologies.

Market risk limits

We have risk tolerance levels, expressed in terms of statistically based VaR measures, potential stress losses, and notional or other limits as appropriate. We use a multi-tiered approach to set limits on the amounts of risk that we can assume in our trading and non-trading activities, as follows:

  •  

Board limits control consolidated market risk;

  •  

Management limits control market risk for CIBC overall and are lower than the Board limits to allow for a buffer in the event of extreme market moves and/or extraordinary client needs;

  •  

Tier 2 limits control market risk at the business unit level; and

  •  

Tier 3 limits control market risk at the sub-business unit or desk level.

Management limits are established by the CRO, consistent with the risk appetite statement approved by the Board. Tier 2 and Tier 3 limits are approved at levels of management commensurate with the risk assumed.

Process and control

Market risk exposures are monitored daily against approved risk limits, and processes are in place to monitor that only authorized activities are undertaken. We generate daily risk and limit-monitoring reports, based on the previous day’s positions. Summary market risk and limit compliance reports are produced and reviewed periodically with the GRC and RMC.

Risk measurement

We use the following measures for market risk:

  •  

VaR enables the meaningful comparison of the risks in different businesses and asset classes. VaR is determined by the combined modelling of VaR for each of interest rate, credit spread, equity, foreign exchange, commodity, and debt specific risks, along with the portfolio effect arising from the interrelationship of the different risks (diversification effect):

  •  

Interest rate risk measures the impact of changes in interest rates and volatilities on cash instruments and derivatives.

  •  

Credit spread risk measures the impact of changes in credit spreads of provincial, municipal and agency bonds, sovereign bonds, corporate bonds, securitized products, and credit derivatives such as credit default swaps.

  •  

Equity risk measures the impact of changes in equity prices and volatilities.

  •  

Foreign exchange risk measures the impact of changes in foreign exchange rates and volatilities.

  •  

Commodity risk measures the impact of changes in commodity prices and volatilities, including the basis between related commodities.

  •  

Debt specific risk measures the impact of changes in the volatility of the yield of a debt instrument as compared with the volatility of the yield of a representative bond index.

  •  

Diversification effect reflects the risk reduction achieved across various financial instrument types, counterparties, currencies and regions. The extent of the diversification benefit depends on the correlation between the assets and risk factors in the portfolio at a particular time.

  •  

Price sensitivity measures the change in value of a portfolio to a small change in a given underlying parameter, so that component risks may be examined in isolation, and the portfolio rebalanced accordingly to achieve a desired exposure.

  •  

Stressed VaR enables the meaningful comparison of the risks in different businesses and asset classes under stressful conditions. Changes to rates, prices, volatilities, and spreads over a 10-day horizon from a stressful historical period are applied to current positions to determine stressed VaR.

  •  

IRC measures the required capital due to credit migration and default risk for debt securities held in the trading portfolios.

  •  

Back-testing validates the effectiveness of risk measurement through analysis of observed and theoretical profit and loss outcomes.

  •  

Stress testing and scenario analysis provide insight into portfolio behaviour under extreme circumstances.

 

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The following table provides balances on the consolidated balance sheet that are subject to market risk. Certain differences between accounting and risk classifications are detailed in the footnotes below:

 

$ millions, as at October 31          2021            2020         
          Subject to market risk (1)                 Subject to market risk (1)              

Consolidated

balance

sheet

    Trading     Non-
trading
    Not
subject to
market risk
    Consolidated
balance
sheet
    Trading     Non-
trading
    Not
subject to
market risk
    Non-traded risk
primary risk
sensitivity
 

Cash and non-interest-bearing deposits with banks

  $ 34,573     $ –     $ 2,661     $ 31,912     $ 43,531     $ –     $ 2,445     $ 41,086       Foreign exchange  

Interest-bearing deposits with banks

    22,424       19       22,405       –       18,987       75       18,912       –       Interest rate  

Securities

    161,401       56,028       105,373       –       149,046       45,825       103,221       –       Interest rate, equity  

Cash collateral on securities borrowed

    12,368       –       12,368       –       8,547       –       8,547       –       Interest rate  

Securities purchased under resale agreements

    67,572       –       67,572       –       65,595       –       65,595       –       Interest rate  

Loans

                 

Residential mortgages

    251,526       –       251,526       –       221,165       –       221,165       –       Interest rate  

Personal

    41,897       –       41,897       –       42,222       –       42,222       –       Interest rate  

Credit card

    11,134       –       11,134       –       11,389       –       11,389       –       Interest rate  

Business and government

    150,213       24,780  (2)      125,433       –       135,546       22,643  (2)      112,903       –       Interest rate  

Allowance for credit losses

    (2,849 )      –       (2,849 )      –       (3,540 )      –       (3,540 )      –       Interest rate  

Derivative instruments

    35,912       34,589       1,323       –       32,730       31,244       1,486       –       Interest rate,  
                    foreign exchange  

Customers’ liability under acceptances

    10,958       –       10,958       –       9,606       –       9,606       –       Interest rate  

Other assets

    40,554       2,977       26,743       10,834       34,727       3,364       20,613       10,750       Interest rate, equity,  
                                                                      foreign exchange  
    $ 837,683     $   118,393     $ 676,544     $ 42,746     $ 769,551     $   103,151     $   614,564     $   51,836          

Deposits

  $ 621,158     $ 609  (3)    $ 548,419     $ 72,130     $   570,740     $ 484  (3)    $ 510,788     $ 59,468       Interest rate  

Obligations related to securities sold short

    22,790       19,472       3,318       –       15,963       13,795       2,168       –       Interest rate  

Cash collateral on securities lent

    2,463       –       2,463       –       1,824       –       1,824       –       Interest rate  

Obligations related to securities sold under repurchase agreements

    71,880       –       71,880       –       71,653       –       71,653       –       Interest rate  

Derivative instruments

    32,101       30,882       1,219       –       30,508       29,436       1,072       –       Interest rate,  
                    foreign exchange  

Acceptances

    10,961       –       10,961       –       9,649       –       9,649       –       Interest rate  

Other liabilities

    24,961       2,705       11,344       10,912       22,167       2,386       10,926       8,855       Interest rate  

Subordinated indebtedness

    5,539       –       5,539       –       5,712       –       5,712       –       Interest rate  
    $   791,853     $   53,668     $   655,143     $   83,042     $ 728,216     $ 46,101     $ 613,792     $ 68,323          

 

(1)

Funding valuation adjustment (FVA) exposures are excluded from trading activities for regulatory capital purposes, with related derivative hedges to these FVA exposures also excluded beginning from the second quarter of 2020.

(2)

Excludes $48 million (2020: $291 million) of loans that are warehoused for future securitization purposes. These are considered non-trading for market risk purposes.

(3)

Comprises FVO deposits which are considered trading for market risk purposes.

 

Trading activities

We hold positions in traded financial contracts to meet client investment and risk management needs. Trading revenue (net interest income or non-interest income) is generated from these transactions. Trading instruments are recorded at fair value and include debt and equity securities, as well as interest rate, foreign exchange, equity, commodity, and credit derivative products.

Value-at-risk

Our VaR methodology is a statistical technique that measures the potential overnight loss at a 99% confidence level. We use a full revaluation historical simulation methodology to compute VaR, stressed VaR and other risk measures.

Although a valuable guide to risk, VaR should always be viewed in the context of its limitations. For example:

  •  

The use of historical data for estimating future events will not encompass all potential events, particularly those that are extreme in nature.

 
  •  

The use of a one-day holding period assumes that all positions can be liquidated, or the risks offset in one day. This may not fully reflect the market risk arising at times of severe illiquidity, when a one-day period may be insufficient to liquidate or hedge all positions fully.

 
  •  

The use of a 99% confidence level does not take into account losses that might occur beyond this level of confidence.

 
  •  

VaR is calculated on the basis of exposures outstanding at the close of business and assumes no management action to mitigate losses.

 

The VaR table below presents market risks by type of risk and in aggregate. The risks are interrelated and the diversification effect reflects the reduction of risk due to portfolio effects among the trading positions. Our trading risk exposures to interest rates and credit spreads arise from activities in the global debt and derivative markets, particularly from transactions in the Canadian, U.S., and European markets. The primary instruments are government and corporate debt, and interest rate derivatives. The majority of the trading exposure to foreign exchange risk arises from transactions involving the Canadian dollar, U.S. dollar, Euro, Pound sterling, Australian dollar, Chinese yuan, and Japanese yen, whereas the primary risks of losses in equities are in the U.S., Canadian, and European markets. Trading exposure to commodities arises primarily from transactions involving North American natural gas, crude oil products, and precious metals.

Stressed VaR

The stressed VaR measure is intended to replicate the VaR calculation that would be generated for our current portfolio if the values of the relevant market risk factors were sourced from a period of stressed market conditions. The model inputs are calibrated to historical data from a continuous 12-month period of significant financial stress relevant to our current portfolio since December 2006. In 2021, our stressed VaR window has been the 2008-2009 Global Financial Crisis period. However, for a four-month period spanning the third and fourth quarters of 2020, our stressed VaR window was the 2019-2020 Pandemic period. These historical periods both exhibited not only increased volatility in interest rates but also increased volatility in equity prices, combined with a reduction in the level of interest rates, and an increase in credit spreads.

 

 

 

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Incremental risk charge

IRC is a measure of default and migration risk for debt securities held in the trading portfolios. Our IRC methodology is a statistical technique that measures the risk of issuer migration and default over a period of one year by simulating changes in issuer credit rating. Validation of the model included testing of the liquidity horizon, recovery rate, correlation, and PD and migration.

 

$ millions, as at or for the year ended October 31                        2021                          2020  
     High     Low     As at     Average     High     Low     As at     Average  

Interest rate risk

  $ 15.0     $ 4.1     $ 5.7     $ 8.7     $ 10.6     $ 3.5     $ 7.3     $ 6.1  

Credit spread risk

    11.8       5.8       8.4       8.5       12.2       1.3       7.0       5.4  

Equity risk

    7.8       2.3       6.5       4.1       13.5       1.5       3.7       3.8  

Foreign exchange risk

    3.8       0.4       1.6       1.4       7.0       0.4       2.0       1.8  

Commodity risk

    6.1       1.0       1.3       3.0       7.9       1.1       2.4       3.1  

Debt specific risk

    5.7       2.1       2.9       3.1       3.9       1.5       3.0       2.5  

Diversification effect (1)

    n/m       n/m       (18.5 )      (21.2 )      n/m       n/m       (12.1 )      (14.2 ) 

Total VaR (one-day measure)

  $     13.9     $       4.6     $       7.9     $       7.6     $     22.0     $       3.8     $     13.3     $       8.5  

Stressed total VaR (one-day measure)

  $ 40.8     $ 15.3     $ 33.2     $ 28.0     $ 34.1     $ 7.4     $ 30.2     $ 18.9  

IRC (one-year measure) (2)

  $ 266.4     $ 144.6     $ 182.3     $ 203.5     $ 279.5     $ 141.8     $ 175.3     $ 197.9  

 

  (1)

Total VaR is less than the sum of the VaR of the different market risk types due to risk offsets resulting from a portfolio diversification effect.

  (2)

High and low IRC are not equal to the sum of the constituent parts, because the highs and lows of the constituent parts may occur on different days.

  n/m

Not meaningful. It is not meaningful to compute a diversification effect because the high and low may occur on different days for different risk types.

Average total VaR for the year ended October 31, 2021 was down $0.9 million from the prior year, driven primarily by an increase in the diversification benefit, partially offset by increases in credit spread and interest rate risks.

Average stressed total VaR for the year ended October 31, 2021 was up $9.1 million from the prior year. The increase was primarily due to changes in exposure to interest rate and equity risk.

Average IRC for the year ended October 31, 2021 was up $5.6 million from the prior year due to increases in trading book bond inventory within our fixed income portfolio.

 

Back-testing

To determine the reliability of the trading VaR model, outcomes are monitored regularly through a back-testing process to test the validity of the assumptions and the parameters used in the trading VaR calculation. The back-testing process includes calculating a hypothetical or static profit and loss and comparing that result with calculated VaR. Static profit and loss represents the change in value of the prior day’s closing portfolio due to each day’s price movements, on the assumption that the portfolio remained unchanged. The back-testing process is conducted on a daily basis at the consolidated CIBC level as well as business lines and individual portfolios.

Static profit and loss in excess of the one-day VaR are investigated. The back-testing process, including the investigation of results, is performed by risk professionals who are independent of those responsible for development of the model.

Based on our back-testing results, we are able to ensure that our VaR model continues to appropriately measure risk.

During the year, there were three negative back-testing breaches of the total VaR measure at the consolidated CIBC level, driven by the volatility in CAD and, to a lesser extent, USD interest rates.

 

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Trading revenue

Trading revenue (TEB) comprises both trading net interest income and non-interest income and excludes underwriting fees and commissions. See “Financial performance overview” for details. Trading revenue (TEB) in the charts below excludes certain exited portfolios.

During the year, trading revenue (TEB) was positive for 98.8% of the days, with the largest loss of $10.9 million occurring on October 27, 2021. Average daily trading revenue (TEB) was $6.7 million during the year, compared to $6.4 million during the previous year. Average daily trading revenue (TEB) is calculated as the total trading revenue (TEB) divided by the number of business days in the year.

Frequency distribution of daily 2021 trading revenue (TEB) (1)

The histogram below presents the frequency distribution of daily trading revenue (TEB) for 2021.

LOGO

Trading revenue (TEB) (1) versus VaR (2)

The trading revenue (TEB) versus VaR graph below shows the current year’s daily trading revenue (TEB) against the close of business day VaR measures.

LOGO

 

(1)

Excludes certain month-end transfer pricing and other miscellaneous adjustments.

(2)

Fair value adjustments are excluded from trading activities for regulatory capital purposes, with related derivative hedges to these fair value adjustments also excluded, beginning from the second quarter of 2020.

 

 

 

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Stress testing and scenario analysis

Stress testing and scenario analysis is designed to add insight into possible outcomes of abnormal market conditions, and to highlight possible concentration of risk.

We measure the effect on portfolio valuations under a wide range of extreme moves in market risk factors. Our approach simulates the impact on earnings of extreme market events over a one-month time horizon, assuming that no risk-mitigating actions are taken during this period to reflect the reduced market liquidity that typically accompanies such events.

Scenarios are developed using historical market data during periods of market disruption, or are based on hypothetical impacts of economic events, political events, and natural disasters as predicted by economists, business leaders, and risk managers.

Among the historical scenarios are the 1994 period of U.S. Federal Reserve tightening, and the market events following the 2008 market crisis. The hypothetical scenarios include potential market crises originating in North America, Europe and Asia. In August 2020, a Pandemic first wave scenario was incorporated into a suite of our stress scenarios. This scenario was modelled off the largest stress impacts from the first wave of the COVID-19 pandemic that resulted in severe disruption in financial markets.

Below are examples of the core stress test scenarios which are currently run on a daily basis to add insight into potential exposures under stress:

 

•   Subprime crisis traded

    

•   Canadian market crisis

 

•   Quantitative easing tapering and asset price correction

•   U.S. Federal Reserve tightening – 1994

    

•   U.S. protectionism

•   U.S. sovereign debt default and downgrade

    

•   Eurozone bank crisis

 

•   Oil crisis

•   Chinese hard landing

    

•   Pandemic first wave

 

Stress testing scenarios are periodically reviewed and amended as necessary to ensure they remain relevant. Under stress limit monitoring, limits are placed on the maximum acceptable loss based on risk appetite in aggregate, at the detailed portfolio level, and for specific asset classes.

Non-trading activities

Structural interest rate risk (SIRR)

SIRR primarily consists of the risk arising due to mismatches in assets and liabilities, which do not arise from trading and trading-related businesses. The objective of SIRR management is to lock in product spreads and deliver stable and predictable net interest income over time, while managing the risk to the economic value of our assets arising from changes in interest rates.

SIRR results from differences in the maturities or repricing dates of assets and liabilities, both on- and off-balance sheet, as well as from embedded optionality in retail products, and other product features that could affect the expected timing of cash flows, such as options to pre-pay loans or redeem term deposits prior to contractual maturity. A number of assumptions affecting cash flows, product re-pricing and the administration of rates underlie the models used to measure SIRR. The key assumptions pertain to the expected funding profile of mortgage rate commitments, fixed rate loan prepayment behaviour, term deposit redemption behaviour, the treatment of non-maturity deposits and equity. All assumptions are derived empirically based on historical client behaviour, balance sheet composition and product pricing with the consideration of possible forward-looking changes. All models and assumptions used to measure SIRR are subject to independent oversight by Risk Management. A variety of cash instruments and derivatives, primarily interest rate swaps, are used to manage these risks.

The Board has oversight of the management of SIRR, approves the risk appetite and the associated SIRR risk limits. GALCO and its subcommittee, the Asset Liability Management Committee, regularly review structural market risk positions and provide senior management oversight.

In addition to Board-approved limits on earnings and economic value exposure, more granular management limits are in place to guide day-to-day management of this risk. The asset/liability management (ALM) group within Treasury is responsible for the ongoing management of structural market risk across the enterprise, with independent oversight and compliance with SIRR policy provided by Risk Management.

ALM activities are designed to manage the effects of potential interest rate movements while balancing the cost of any hedging activities on the current net revenue. To monitor and control SIRR, two primary metrics, net interest income risk and economic value of equity (EVE) risk, are assessed, in addition to stress testing, gap analysis and other market risk metrics. The net interest income sensitivity is a measure of the impact of potential changes in interest rates on the projected 12-month pre-tax net interest income of the bank’s portfolio of assets, liabilities and off-balance sheet positions in response to prescribed parallel interest rate movements with interest rates floored at zero. The EVE sensitivity is a measure of the impact of potential changes in interest rates on the market value of the bank’s assets, liabilities and off-balance sheet positions in response to prescribed parallel interest rate movements with interest rates floored at zero.

The following table shows the potential before-tax impact of an immediate and sustained 100 basis points increase and 25 basis points decrease in interest rates on projected 12-month net interest income and economic value of equity for our structural balance sheet, assuming no subsequent hedging. While an immediate and sustained shock of 100 basis points is typically applied, and notwithstanding the possibility of negative rates, due to the low interest rate environment in both Canada and the U.S. as at October 31, 2021, an immediate downward shock of 25 basis points was applied while maintaining a floor on market and client interest rates at zero.

Structural interest rate sensitivity – measures

 

$ millions (pre-tax), as at October 31          2021            2020  
     CAD (1)     USD     CAD (1)     USD  

100 basis point increase in interest rates

       

Increase (decrease) in net interest income

  $      270     $      134     $      317     $        92  

Increase (decrease) in EVE

    (684 )      (161 )      (556 )      (348 ) 

25 basis point decrease in interest rates

       

Increase (decrease) in net interest income

    (117 )      (70 )      (119 )      (42 ) 

Increase (decrease) in EVE

    161       29       57       49  
  (1)

Includes CAD and other currency exposures.

 

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Foreign exchange risk

Structural foreign exchange risk primarily consists of the risk inherent in: (a) net investments in foreign operations due to changes in foreign exchange rates; and (b) foreign currency denominated RWA and foreign currency denominated capital deductions. This risk, predominantly in U.S. dollars, is managed using derivative hedges and by funding the investments in matching currencies. We actively manage this position to ensure that the potential impact on our capital ratios is within an acceptable tolerance in accordance with the policy approved by the CRO, while giving consideration to the impact on earnings and shareholders’ equity. Structural foreign exchange risk is managed by Treasury under the guidance of GALCO with monitoring and oversight by Capital Markets Risk Management.

A 1% appreciation of the Canadian dollar would reduce our shareholders’ equity as at October 31, 2021 by approximately $160 million (2020: $150 million) on an after-tax basis.

Our non-functional currency denominated earnings are converted into the functional currencies through spot or forward foreign exchange transactions. Typically, there is no significant impact of exchange rate fluctuations on our consolidated statement of income.

Derivatives held for ALM purposes

Where derivatives are held for ALM purposes, and when transactions meet the criteria specified under IFRS, we apply hedge accounting for the risks being hedged, as discussed in Notes 13 and 14 to the consolidated financial statements. Derivative hedges that do not qualify for hedge accounting treatment are referred to as economic hedges and are recorded at fair value on the consolidated balance sheet with changes in fair value recognized in the consolidated statement of income.

Economic hedges for other than FVO financial instruments may lead to income volatility because the hedged items are recorded either on a cost or amortized cost basis or recorded at fair value on the consolidated balance sheet with changes in fair value recognized through OCI. This income volatility may not be representative of the overall risk.

Equity risk

Non-trading equity risk arises primarily in our strategy and corporate development activities and strategic investments portfolio. The investments comprise public and private equities, investments in limited partnerships, and equity-accounted investments.

The following table provides the amortized cost and fair values of our non-trading equities:

 

$ millions, as at October 31   Cost      Fair value  
2021   

Equity securities designated at FVOCI

  $ 730      $ 836  
    

Equity-accounted investments in associates (1)

    66        89  
         $ 796      $ 925  
2020   

Equity securities designated at FVOCI

  $     576      $     585  
    

Equity-accounted investments in associates (1)

    71        93  
         $ 647      $ 678  
  (1)

Excludes our equity-accounted joint ventures. See Note 26 to the consolidated financial statements for further details.

Pension risk

We sponsor defined benefit pension plans in a number of jurisdictions. As at October 31, 2021, our consolidated defined benefit pension plans were in a net asset position of $1,323 million, compared with $185 million as at October 31, 2020. The change in the net asset position of our pension plans is disclosed in Note 19 to the consolidated financial statements.

Our Canadian pension plans represent approximately 92% of our pension plans, the most significant of which is our principal Canadian pension plan (the CIBC Pension Plan). The estimated impact on our Canadian defined benefit obligations of a 100 basis point change in the discount rate is disclosed in Note 19 to the consolidated financial statements.

The MRCC is responsible for sound governance and oversight, and delegates management authority to the Pension Benefits Management Committee (PBMC). An appropriate investment strategy for the CIBC Pension Plan is set through a statement of investment objectives, policies and procedures.

Within Treasury, the Pension Investment Management department is responsible for developing and implementing custom investment strategies to sustainably deliver pension benefits within manageable risk tolerances and capital impacts. Key risks include actuarial risks (such as longevity risk), interest rate risk, currency risk, market (investment) risk, and health-care cost inflation risks.

The CIBC Pension Plan principally manages these risk exposures through its liability-driven investment strategy, which includes the use of derivatives for risk management and rebalancing purposes, as well as the ability to enhance returns. The use of derivatives within the CIBC Pension Plan is governed by the plan’s derivatives policy that was approved by the PBMC. The fair value of derivatives held in the CIBC Pension Plan is disclosed in Note 19 to the consolidated financial statements.

A principal risk for the CIBC Pension Plan is interest rate risk, which it mitigates through a combination of physical bonds and a bond overlay program funded through the use of repurchase agreements. The plan also operates a currency overlay strategy, which may use forwards or similar instruments, to manage and mitigate its currency risk. Investment risk is mitigated through a multi-asset portfolio construction process that diversifies across a variety of market risk drivers.

 

 

 

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Liquidity risk

 

Liquidity risk is the risk of having insufficient cash or its equivalent in a timely and cost-effective manner to meet financial obligations as they come due. Common sources of liquidity risk inherent in banking services include unanticipated withdrawals of deposits, the inability to replace maturing debt, credit and liquidity commitments, and additional pledging or other collateral requirements.

Our approach to liquidity risk management supports our business strategy, aligns with our risk appetite and adheres to regulatory expectations.

Our management strategies, objectives and practices are regularly reviewed to align with changes to the liquidity environment, including regulatory, business and/or market developments. Liquidity risk remains within CIBC’s risk appetite.

Governance and management

We manage liquidity risk in a manner that enables us to withstand a liquidity stress event without an adverse impact on the viability of our operations. Actual and anticipated cash flows generated from on- and off-balance sheet exposures are routinely measured and monitored to ensure compliance with established limits. We incorporate stress testing into the management and measurement of liquidity risk. Stress test results assist with the development of our liquidity assumptions, identification of potential constraints to funding planning, and contribute to the design of our contingency funding plan.

Liquidity risk is managed using the three lines of defence model, and the ongoing management of liquidity risk is the responsibility of the Treasurer, supported by guidance from GALCO.

The Treasurer is responsible for managing the activities and processes required for measurement and the reporting and monitoring of CIBC’s liquidity risk position as the first line of defence.

The Liquidity and Non-Trading Market Risk group provides independent oversight of the measurement, monitoring and control of liquidity risk, as the second line of defence.

Internal audit is the third line of defence providing reasonable assurance to senior management and the Audit Committee of the Board on the effectiveness of CIBC’s governance practices, risk management processes, and internal control as part of its risk-based audit plan and in accordance with its mandate as described in the Internal Audit Charter.

The GALCO governs CIBC’s liquidity risk management, ensuring the liquidity risk management methodologies, assumptions, and key metrics are regularly reviewed and aligned with CIBC’s requirements. The Liquidity Risk Management Committee, a subcommittee of GALCO, monitors global liquidity risk and is responsible for ensuring that CIBC’s liquidity risk profile is comprehensively measured and managed in alignment with CIBC’s strategic direction, risk appetite and regulatory requirements.

The RMC provides governance through bi-annual review of CIBC’s liquidity risk management policy, and recommends liquidity risk tolerance to the Board through the risk appetite statement which is reviewed annually.

 

Policies

Our liquidity risk management policy establishes requirements that enable us to meet anticipated liquidity needs in both normal and stressed conditions by maintaining a sufficient amount of available unencumbered liquid assets and diversified funding sources. Branches and subsidiaries possessing unique liquidity characteristics, due to distinct businesses or jurisdictional requirements, maintain local liquidity practices in alignment with CIBC’s liquidity risk management policy.

Our pledging policy sets out consolidated limits for the pledging of CIBC’s assets across a broad range of financial activities. These limits ensure unencumbered liquid assets are available for liquidity purposes.

We maintain a detailed global contingency funding plan that sets out the strategies for addressing liquidity shortfalls in emergency and unexpected situations, and delineates the requirements necessary to manage a range of stress conditions, establishes lines of responsibility, articulates implementation, defines escalation procedures, and is aligned to CIBC’s risk appetite. In order to reflect CIBC’s organizational complexity, regional and subsidiary contingency funding plans are maintained to respond to liquidity stresses unique to the jurisdictions within which CIBC operates, and support CIBC as an enterprise.

Risk measurement

Our liquidity risk tolerance is defined by our risk appetite statement, which is approved annually by the Board, and forms the basis for the delegation of liquidity risk authority to senior management. We use both regulatory-driven and internally developed liquidity risk metrics to measure our liquidity risk exposure. Internally, our liquidity position is measured using the Liquidity Horizon, which combines contractual and behavioural cash flows to measure the future point in time when projected cumulative cash outflows exceed cash inflows under a combined CIBC-specific and market-wide stress scenario. Expected and potential anticipated inflows and outflows of funds generated from on- and off-balance sheet exposures are measured and monitored on a regular basis to ensure compliance with established limits. These cash flows incorporate both contractual and behavioural on- and off-balance sheet cash flows.

Our liquidity measurement system provides liquidity risk exposure reports that include the calculation of the internal liquidity stress tests and regulatory reporting such as the LCR, Net Stable Funding Ratio (NSFR) and Net Cumulative Cash Flow (NCCF). Our liquidity management also incorporates the monitoring of our unsecured wholesale funding position and funding capacity.

Risk appetite

CIBC’s risk appetite statement ensures prudent management of liquidity risk by outlining qualitative considerations and quantitative metrics including the LCR and Liquidity Horizon. Quantitative metrics are measured and managed to a set of limits approved by Risk Management.

Stress testing

A key component of our liquidity risk management, and complementing our assessments of liquidity risk exposure, is liquidity risk stress testing. Liquidity stress testing involves the application of name-specific and market-wide stress scenarios at varying levels of severity to assess the amount of available liquidity required to satisfy anticipated obligations as they come due. The scenarios model potential liquidity and funding requirements in the event of changes to unsecured wholesale funding and deposit run-off, contingent liquidity utilization, and liquid asset marketability.

 

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Liquid assets

Available liquid assets include unencumbered cash and marketable securities from on- and off-balance sheet sources, that can be used to access funding in a timely fashion. Encumbered liquid assets, composed of assets pledged as collateral and those assets that are deemed restricted due to legal, operational, or other purposes, are not considered as sources of available liquidity when measuring liquidity risk.

Encumbered and unencumbered liquid assets from on- and off-balance sheet sources are summarized as follows:

 

$ millions, as at October 31   Bank owned
liquid assets
    Securities received
as collateral
     Total liquid
assets
     Encumbered
liquid assets
     Unencumbered
liquid assets (1)
 

2021

  Cash and deposits with banks   $ 56,997     $ –      $ 56,997      $ 252      $ 56,745  
 

Securities issued or guaranteed by sovereigns, central banks, and multilateral development banks

    113,515       100,944        214,459        134,370        80,089  
  Other debt securities     5,681       5,510        11,191        1,827        9,364  
  Equities     37,855       22,996        60,851        25,133        35,718  
 

Canadian government guaranteed National Housing Act mortgage-backed securities

    36,116       948        37,064        14,677        22,387  
    Other liquid assets (2)     12,772       3,927        16,699        7,203        9,496  
        $ 262,936     $ 134,325      $ 397,261      $ 183,462      $ 213,799  

2020

  Cash and deposits with banks   $ 62,518     $ –      $ 62,518      $ 133      $ 62,385  
 

Securities issued or guaranteed by sovereigns, central banks, and multilateral development banks

    112,403       92,202        204,605        108,425        96,180  
  Other debt securities     4,798       4,288        9,086        2,603        6,483  
  Equities     27,169       15,924        43,093        21,449        21,644  
 

Canadian government guaranteed National Housing Act mortgage-backed securities

    40,592       895        41,487        13,084        28,403  
    Other liquid assets (2)     10,909       2,109        13,018        5,441        7,577  
        $     258,389     $     115,418      $     373,807      $     151,135      $     222,672  

 

  (1)

Unencumbered liquid assets are defined as on-balance sheet assets, assets borrowed or purchased under resale agreements, and other off-balance sheet collateral received less encumbered liquid assets.

 
  (2)

Includes cash pledged as collateral for derivatives transactions, select ABS and precious metals.

 

The following table summarizes unencumbered liquid assets held by CIBC (parent) and its domestic and foreign subsidiaries:

 

$ millions, as at October 31    2021      2020  

CIBC (parent)

   $     153,971      $ 170,936  

Domestic subsidiaries

     12,271        12,355  

Foreign subsidiaries

     47,557        39,381  
     $ 213,799      $     222,672  

Asset haircuts and monetization depth assumptions under a liquidity stress scenario are applied to determine asset liquidity value. Haircuts take into consideration those margins applicable at central banks – such as the Bank of Canada and the U.S. Federal Reserve Bank – historical observations, and securities characteristics including asset type, issuer, credit ratings, currency and remaining term to maturity, as well as available regulatory guidance.

Our unencumbered liquid assets decreased by $8.9 billion since October 31, 2020, as a result of asset growth and planned funding repayments that are a part of our ongoing business operations and strategies.

Furthermore, we maintain access eligibility to the Bank of Canada’s Emergency Lending Assistance program and the U.S. Federal Reserve Bank’s Discount Window.

Asset encumbrance

 

In the course of our day-to-day operations, securities and other assets are pledged to secure obligations, participate in clearing and settlement systems and for other collateral management purposes.

The following table provides a summary of our total on- and off-balance sheet encumbered and unencumbered assets:

 

         Encumbered      Unencumbered        Total assets    
$ millions, as at October 31    Pledged as
collateral
     Other (1)      Available as
collateral
     Other (2)          

2021

  Cash and deposits with banks    $ –      $ 252      $ 56,745      $ –      $ 56,997  
  Securities (3)      154,382        1,817        134,018        –        290,217  
  Loans, net of allowance for credit losses (4)      1,488        44,615        29,331        376,487        451,921  
    Other assets      6,599        –        3,005        77,820        87,424  
         $ 162,469      $ 46,684      $ 223,099      $ 454,307      $ 886,559  

2020

  Cash and deposits with banks    $ –      $ 133      $ 62,385      $ –      $ 62,518  
  Securities (3)      127,974        678        132,493        –        261,145  
  Loans, net of allowance for credit losses (4)      7,946        42,291        34,103        322,441        406,781  
    Other assets      4,950        –        2,731        69,382        77,063  
         $     140,870      $     43,102      $     231,712      $     391,823      $     807,507  

 

(1)

Includes assets supporting CIBC’s long-term funding activities and assets restricted for legal or other reasons, such as restricted cash.

(2)

Other unencumbered assets are not subject to any restrictions on their use to secure funding or as collateral, however they are not considered immediately available to existing borrowing programs.

(3)

Total securities comprise certain on-balance sheet securities, as well as off-balance sheet securities received under resale agreements, secured borrowings transactions, and collateral-for-collateral transactions.

(4)

Loans included as available as collateral represent the loans underlying National Housing Act mortgage-backed securities and Federal Home Loan Banks eligible loans.

 

Restrictions on the flow of funds

Our subsidiaries are not subject to significant restrictions that would prevent transfers of funds, dividends or capital distributions. However, certain subsidiaries have different capital and liquidity requirements, established by applicable banking and securities regulators.

We monitor and manage our capital and liquidity requirements across these entities to ensure that resources are used efficiently and entities are in compliance with local regulatory and policy requirements.

 

 

 

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Liquidity coverage ratio

The objective of the LCR is to promote short-term resilience of a bank’s liquidity risk profile, ensuring that it has adequate unencumbered high-quality liquid resources to meet its liquidity needs in a 30-day acute stress scenario. Canadian banks are required by OSFI to achieve a minimum LCR value of 100%. We are in compliance with this requirement.

In accordance with the calibration methodology contained in OSFI’s Liquidity Adequacy Requirements (LAR) Guideline, we report the LCR to OSFI on a monthly basis. The ratio is calculated as the total of unencumbered high-quality liquid assets (HQLA) over the total net cash outflows in the next 30 calendar days.

The LCR’s numerator consists of unencumbered HQLA, which follow an OSFI-defined set of eligibility criteria that considers fundamental and market-related characteristics, and the relative ability to operationally monetize assets on a timely basis during a period of stress. Our centrally-managed liquid asset portfolio includes those liquid assets reported in the HQLA, such as central government treasury bills and bonds, central bank deposits and high-rated sovereign, agency, provincial, and corporate securities. Asset eligibility limitations inherent in the LCR metric do not necessarily reflect our internal assessment of our ability to monetize our marketable assets under stress.

The ratio’s denominator reflects net cash outflows expected in the LCR’s stress scenario over the 30-calendar-day period. Expected cash outflows represent LCR-defined withdrawal or draw-down rates applied against outstanding liabilities and off-balance sheet commitments, respectively. Significant contributors to our LCR outflows include business and financial institution deposit run-off, draws on undrawn lines of credit and unsecured debt maturities. Cash outflows are partially offset by cash inflows, which are calculated at OSFI-prescribed LCR inflow rates, and include performing loan repayments and maturing non-HQLA marketable assets.

During a period of financial stress, institutions may use their stock of HQLA, thereby falling below 100%, as maintaining the LCR at 100% under such circumstances could produce undue negative effects on the institution and other market participants.

The LCR is calculated and disclosed using a standard OSFI-prescribed template.

 

$ millions, average of the three months ended October 31, 2021   Total unweighted value (1)      Total weighted value (2)  
HQLA       
1   HQLA     n/a      $ 174,728  

Cash outflows

    
  2  

Retail deposits and deposits from small business customers, of which:

  $     214,521        15,759  
  3  

Stable deposits

    95,749        2,872  
  4  

Less stable deposits

    118,772        12,887  
  5  

Unsecured wholesale funding, of which:

    211,789        102,507  
  6  

Operational deposits (all counterparties) and deposits in networks of cooperative banks

    81,800        20,016  
  7  

Non-operational deposits (all counterparties)

    103,701        56,203  
  8  

Unsecured debt

    26,288        26,288  
  9  

Secured wholesale funding

    n/a        4,558  
10  

Additional requirements, of which:

    135,763        32,528  
11  

Outflows related to derivative exposures and other collateral requirements

    20,194        11,374  
12  

Outflows related to loss of funding on debt products

    2,330        2,330  
13  

Credit and liquidity facilities

    113,239        18,824  
14  

Other contractual funding obligations

    3,301        3,301  
15   Other contingent funding obligations     332,834        6,435  
16   Total cash outflows     n/a        165,088  

Cash inflows

    
17  

Secured lending (e.g. reverse repos)

    81,977        13,792  
18  

Inflows from fully performing exposures

    18,030        8,509  
19   Other cash inflows     4,917        4,917  
20   Total cash inflows   $ 104,924      $ 27,218  
         Total adjusted value  
21  

Total HQLA

        n/a      $ 174,728  
22  

Total net cash outflows

    n/a      $ 137,870  
23   LCR     n/a        127  % 
$ millions, average of the three months ended July 31, 2021              Total adjusted value  
24  

Total HQLA

    n/a      $     168,259  
25   Total net cash outflows     n/a      $ 133,491  
26   LCR     n/a        126  % 

 

(1)

Unweighted inflow and outflow values are calculated as outstanding balances maturing or callable within 30 days of various categories or types of liabilities, off-balance sheet items or contractual receivables.

(2)

Weighted values are calculated after the application of haircuts (for HQLA) and inflow and outflow rates prescribed by OSFI.

n/a

Not applicable as per the LCR common disclosure template.

Our average LCR as at October 31, 2021 increased to 127% from 126% in the prior quarter, mainly due to higher HQLA, largely offset by an increase in net cash outflows.

Furthermore, we report the LCR to OSFI in multiple currencies, thus measuring the extent of potential currency mismatch under the ratio. CIBC predominantly operates in major currencies with deep and fungible foreign exchange markets.

Net stable funding ratio (NSFR)

Derived from the BCBS’s Basel III framework and incorporated into OSFI’s LAR Guideline, the NSFR standard aims to promote long-term resilience of the financial sector by requiring banks to maintain a sustainable funding profile in relation to the composition of their assets and off-balance sheet activities. Canadian D-SIBs are required to maintain a minimum NSFR value of 100% on a consolidated bank basis. CIBC is in compliance with this requirement.

In accordance with the calibration methodology contained in OSFI’s LAR Guideline, we report the NSFR to OSFI on a quarterly basis. The ratio is calculated as total available stable funding (ASF) over the total required stable funding (RSF).

 

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The numerator consists of the portion of capital and liabilities considered reliable over a one-year time horizon. The NSFR considers longer-term sources of funding to be more stable than short-term funding and deposits from retail and commercial customers to be behaviourally more stable than wholesale funding of the same maturity. In accordance with our funding strategy, key drivers of our ASF include client deposits supplemented by secured and unsecured wholesale funding, and capital instruments.

The denominator represents the amount of stable funding required based on the OSFI-defined liquidity characteristics and residual maturities of assets and off-balance sheet exposures. The NSFR ascribes varying degrees of RSF such that HQLA and short-term exposures are assumed to have a lower funding requirement than less liquid and longer-term exposures. Our RSF is largely driven by retail, commercial and corporate lending, investments in liquid assets, derivative exposures, and undrawn lines of credit and liquidity.

The ASF and RSF may be adjusted to zero for certain liabilities and assets that are determined to be interdependent if they meet the NSFR-defined criteria, which take into account the purpose, amount, cash flows, tenor and counterparties among other aspects to ensure the institution is acting solely as a pass-through unit for the underlying transactions. We report, where applicable, interdependent assets and liabilities arising from transactions OSFI has designated as eligible for such treatment in the LAR Guideline.

The NSFR is calculated and disclosed using an OSFI-prescribed template, which captures the key quantitative information based on liquidity characteristics unique to the NSFR as defined in the LAR Guideline. As a result, amounts presented in the table below may not allow for direct comparison with the annual consolidated financial statements.

 

        a     b     c     d    

 

    e    

 

 
                   Unweighted value by residual maturity                    
$ millions, as at October 31, 2021   No
maturity
    <6 months     6 months
to <1 year
    >1 year            Weighted
value
        

ASF item

             
  1   Capital   $ 46,972     $ –     $ –     $ 4,945       $ 51,916    
  2  

Regulatory capital

    46,972       –       –       4,945         51,916    
  3  

Other capital instruments

    –       –       –       –         –    
  4   Retail deposits and deposits from small business customers     197,887       30,121       7,967       10,103         227,177    
  5  

Stable deposits

    92,198       12,748       4,797       6,530         110,785    
  6  

Less stable deposits

    105,689       17,373       3,170       3,573         116,392    
  7   Wholesale funding         157,812           158,071           41,263       67,193             185,956    
  8  

Operational deposits

    81,359       3,025       –       –         42,192    
  9  

Other wholesale funding

    76,453       155,046       41,263       67,193         143,764    
10   Liabilities with matching interdependent assets     –       1,627       892       14,276         –    
11   Other liabilities     –       82,324 (1)            7,469    
12  

NSFR derivative liabilities

      7,020 (1)            
13  

All other liabilities and equity not included in the above categories

    –       49,449       145       25,710               7,469          
14   Total ASF                                             472,518          

RSF item

             
15   Total NSFR HQLA               15,052    
16   Deposits held at other financial institutions for operational purposes     –       2,553       –       5         1,282    
17   Performing loans and securities     58,465       97,988       48,154           300,559         325,693    
18  

Performing loans to financial institutions secured by Level 1 HQLA

    –       25,608       2,457       1,596         4,412    
19  

Performing loans to financial institutions secured by non-Level 1 HQLA and unsecured performing loans to financial institutions

    698       28,233       6,338       12,324         19,288    
20  

Performing loans to non-financial corporate clients, loans to retail and small business customers, and loans to sovereigns, central banks and public sector entities, of which:

    27,221       31,121       17,718       102,108         134,812    
21  

With a risk weight of less than or equal to 35% under the Basel II
standardized approach for credit risk

    –       –       –       –         –    
22  

Performing residential mortgages, of which:

    17,910       11,503       21,036       180,548         151,991    
23  

With a risk weight of less than or equal to 35% under the Basel II
standardized approach for credit risk

    17,910       11,427       20,959       176,049         148,091    
24  

Securities that are not in default and do not qualify as HQLA, including
exchange-traded equities

    12,636       1,523       605       3,983         15,190    
25   Assets with matching interdependent liabilities     –       1,627       892       14,276         –    
26   Other assets     13,137       80,203 (1)            47,512    
27  

Physical traded commodities, including gold

    3,005               2,554    
28  

Assets posted as initial margin for derivative contracts and contributions to default funds of central counterparties

      8,693 (1)             7,389    
29  

NSFR derivative assets

      11,914 (1)            4,893    
30  

NSFR derivative liabilities before deduction of variation margin posted

      15,982 (1)            799    
31  

All other assets not included in the above categories

    10,132       38,538       83       4,993         31,877    
32   Off-balance sheet items             336,705 (1)                       11,823          
33   Total RSF                                           $     401,362          
34   NSFR                                             118  %         
$ millions, as at July 31, 2021                                      Weighted
value
        
35   Total ASF                                           $ 454,792          
36   Total RSF                                           $ 389,814          
37   NSFR                                             117  %         

 

(1)

No assigned time period per disclosure template design.

Our NSFR as at October 31, 2021 increased to 118% from 117% in the prior quarter, due to an increase in long-term funding largely offset by an increase in lending in line with strategic business growth.

 

 

 

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Table of Contents

Management’s discussion and analysis

 

CIBC considers the impact of its business decisions on the LCR, NSFR and other liquidity risk metrics that it regularly monitors as part of a robust liquidity risk management function. Variables that can impact the metrics month-over-month include, but are not limited to, items such as wholesale funding activities and maturities, strategic balance sheet initiatives, and transactions and market conditions affecting collateral.

Reporting of the LCR and NSFR is calibrated centrally by Treasury, in conjunction with the SBUs and other functional groups.

 

Funding

We fund our operations with client-sourced deposits, supplemented with a wide range of wholesale funding.

Our principal approach aims to fund our consolidated balance sheet with deposits primarily raised from personal and commercial banking channels. We maintain a foundation of relationship-based core deposits, whose stability is regularly evaluated through internally developed statistical assessments.

We routinely access a range of short-term and long-term secured and unsecured funding sources diversified by geography, depositor type, instrument, currency and maturity. We raise long-term funding from existing programs including covered bonds, asset securitizations and unsecured debt.

We continuously evaluate opportunities to diversify into new funding products and investor segments in an effort to maximize funding flexibility and minimize concentration and financing costs. We regularly monitor wholesale funding levels and concentrations to internal limits consistent with our desired liquidity risk profile.

GALCO and RMC review and approve CIBC’s funding plan, which incorporates projected asset and liability growth, funding maturities, and output from our liquidity position forecasting.

The following table provides the contractual maturity profile of our wholesale funding sources at their carrying values:

 

$ millions, as at October 31, 2021   Less than
1 month
    1–3
months
    3–6
months
    6–12
months
    Less than
1 year total
   

1–2

years

    Over
2 years
    Total  

Deposits from banks (1)

  $ 5,642     $ 358     $ 422     $ 304     $ 6,726     $ –     $ –     $ 6,726  

Certificates of deposit and commercial paper

    8,566       18,998       11,808       22,349       61,721       496       –       62,217  

Bearer deposit notes and bankers’ acceptances

    978       2,065       1,588       257       4,888       –       –       4,888  

Senior unsecured medium-term notes (2)

    1,485       865       1,290       5,211       8,851       16,360       23,192       48,403  

Senior unsecured structured notes

    –       –       –       31       31       187       62       280  

Covered bonds/asset-backed securities

               

Mortgage securitization

    –       352       1,279       895       2,526       4,069       10,447       17,042  

Covered bonds

    –       1,058       –       6,850       7,908       4,376       11,545       23,829  

Cards securitization

    –       –       –       –       –       –       1,721       1,721  

Subordinated liabilities

    –       –       –       –       –       –       5,539       5,539  

Other

    –       –       –       247       247       –       8       255  
    $ 16,671     $ 23,696     $ 16,387     $ 36,144     $ 92,898     $ 25,488     $ 52,514     $ 170,900  

Of which:

               

Secured

  $ –     $ 1,410     $ 1,279     $ 7,745     $ 10,434     $ 8,445     $ 23,713     $ 42,592  

Unsecured

    16,671       22,286       15,108       28,399       82,464       17,043       28,801       128,308  
    $ 16,671     $ 23,696     $ 16,387     $ 36,144     $ 92,898     $ 25,488     $ 52,514     $ 170,900  

October 31, 2020

  $     17,139     $     15,400     $     12,670     $     35,224     $     80,433     $     17,648     $     54,253     $     152,334  

 

(1)

Includes non-negotiable term deposits from banks.

(2)

Includes wholesale funding liabilities which are subject to conversion under bail-in regulations. See the “Capital management” section for additional details.

The following table provides the diversification of CIBC’s wholesale funding by currency:

 

$ billions, as at October 31            2021              2020  

CAD

   $ 48.0        28  %     $ 50.8        33  % 

USD

     91.5        54        75.4        50  

Other

     31.4        18        26.1        17  
     $     170.9        100  %     $     152.3        100  % 

We manage liquidity risk in a manner that enables us to withstand severe liquidity stress events. Wholesale funding may present a higher risk of run-off in stress situations, and we maintain significant portfolios of unencumbered liquid assets to mitigate this risk. See the “Liquid assets” section for additional details.

Funding plan

Our funding plan is updated at least quarterly, or in response to material changes in underlying assumptions and business developments. The plan incorporates projected asset and liability growth from our ongoing operations, and the output from our liquidity position forecasting.

 

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Table of Contents

Management’s discussion and analysis

 

Credit ratings

Our access to and cost of wholesale funding are dependent on multiple factors, among them credit ratings provided by rating agencies. Rating agencies’ opinions are based upon internal methodologies, and are subject to change based on factors including, but not limited to, financial strength, competitive position, macroeconomic backdrop and liquidity positioning. On July 15, 2021, Fitch affirmed CIBC’s ratings and revised the outlook to Stable from Negative.

Our credit ratings are summarized in the following table:

 

As at October 31, 2021   DBRS            Fitch            Moody’s            S&P         

Deposit/Counterparty (1)

    AA         AA         Aa2         A+    

Legacy senior debt (2)

    AA         AA         Aa2         A+    

Senior debt (3)

    AA(L)         AA-         A2         BBB+    

Subordinated indebtedness

    A(H)         A         Baa1         BBB+    

Subordinated indebtedness – NVCC (4)

    A(L)         A         Baa1         BBB    

Limited recourse capital notes – NVCC (4)

    BBB(H)         n/a         Baa3         BB+    

Preferred shares – NVCC (4)

    Pfd-2         n/a         Baa3         P-3(H)    

Short-term debt

    R-1(H)         F1+         P-1         A-1    

Outlook

    Stable               Stable               Stable               Stable          

 

(1)

DBRS Long-Term Issuer Rating; Fitch Long-Term Deposit Rating and Derivative Counterparty Rating; Moody’s Long-Term Deposit and Counterparty Risk Assessment Rating; S&P’s Issuer Credit Rating.

(2)

Includes senior debt issued prior to September 23, 2018 as well as senior debt issued on or after September 23, 2018 which is not subject to bail-in regulations.

(3)

Comprises liabilities which are subject to conversion under bail-in regulations. See the “Capital management” section for additional details.

(4)

Comprises instruments which are treated as NVCC in accordance with OSFI’s CAR Guideline.

n/a

Not applicable.

Additional collateral requirements for rating downgrades

We are required to deliver collateral to certain derivative counterparties in the event of a downgrade to our current credit risk rating. The collateral requirement is based on MTM exposure, collateral valuations, and collateral arrangement thresholds, as applicable. The following table presents the additional cumulative collateral requirements for rating downgrades:

 

$ billions, as at October 31    2021      2020  

One-notch downgrade

   $     0.1      $     0.1  

Two-notch downgrade

     0.2        0.2  

Three-notch downgrade

     0.3        0.3  

Regulatory developments concerning liquidity

On March 27, 2020, as a COVID-19 support measure, OSFI had allowed a temporary increase to the covered bond limit from 5.5% to 10% of total assets to facilitate greater access to the Bank of Canada facilities. The temporary increase in the limit targeted covered bonds pledged directly to the Bank of Canada, with the limit relating to market instruments remaining at 5.5%. Effective April 6, 2021, as a result of improvements to liquidity and access to term funding, OSFI announced the unwinding of the temporary increase of the covered bond limit for deposit-taking institutions. CIBC remains compliant with the stipulated requirements.

 

 

 

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Table of Contents

Management’s discussion and analysis

 

Contractual obligations

Contractual obligations give rise to commitments of future payments affecting our short- and long-term liquidity and capital resource needs. These obligations include financial liabilities, credit and liquidity commitments, and other contractual obligations.

 

Assets and liabilities

The following table provides the contractual maturity profile of our on-balance sheet assets, liabilities and equity at their carrying values. Contractual analysis is not representative of our liquidity risk exposure, however this information serves to inform our management of liquidity risk, and provide input when modelling a behavioural balance sheet.

 

$ millions, as at October 31, 2021   Less than
1 month
    1–3
months
    3–6
months
    6–9
months
    9–12
months
   

1–2

years

   

2–5

years

    Over
5 years
    No
specified
maturity
    Total  

Assets

                   

Cash and non-interest-bearing deposits with banks (1)

  $ 34,573     $ –     $ –     $ –     $ –     $ –     $ –     $ –     $ –     $ 34,573  

Interest-bearing deposits with banks

    22,424       –       –       –       –       –       –       –       –       22,424  

Securities

    2,453       8,440       5,830       4,596       4,632       18,937       44,911       32,562       39,040       161,401  

Cash collateral on securities borrowed

    12,368       –       –       –       –       –       –       –       –       12,368  

Securities purchased under resale agreements

    37,147       12,451       10,728       4,580       666       2,000       –       –       –       67,572  

Loans

                   

Residential mortgages

    1,766       4,565       9,121       13,146       12,919       40,758       161,304       7,947       –       251,526  

Personal

    703       695       988       963       862       411       3,398       3,947       29,930       41,897  

Credit card

    234       468       701       701       702       2,806       5,522       –       –       11,134  

Business and government

    9,366       5,488       9,341       9,907       9,791       24,422       54,542       18,719       8,637       150,213  

Allowance for credit losses

    –       –       –       –       –       –       –       –       (2,849 )      (2,849 ) 

Derivative instruments

    2,450       5,851       3,199       1,998       1,567       6,576       6,634       7,637       –       35,912  

Customers’ liability under acceptances

    9,801       1,109       24       9       15       –       –       –       –       10,958  

Other assets

    –       –       –       –       –       –       –       –       40,554       40,554  
    $ 133,285     $ 39,067     $ 39,932     $ 35,900     $ 31,154     $ 95,910     $ 276,311     $ 70,812     $ 115,312     $ 837,683  

October 31, 2020 (2)

  $   131,720     $   32,390     $   42,722     $   34,448     $   29,883     $   102,112     $   226,577     $   70,961     $ 98,738     $   769,551  

Liabilities

                   

Deposits (3)

  $ 30,570     $ 34,446     $ 31,584     $ 40,666     $ 26,305     $ 35,021     $ 48,347     $ 14,255     $ 359,964     $ 621,158  

Obligations related to securities sold short

    22,790       –       –       –       –       –       –       –       –       22,790  

Cash collateral on securities lent

    2,463       –       –       –       –       –       –       –       –       2,463  

Obligations related to securities sold under repurchase agreements

    45,145       17,597       8,038       563       192       345       –       –       –       71,880  

Derivative instruments

    3,639       5,264       2,660       1,909       1,515       4,382       5,473       7,259       –       32,101  

Acceptances

    9,804       1,109       24       9       15       –       –       –       –       10,961  

Other liabilities

    26       49       75       77       80       290       620       916       22,828       24,961  

Subordinated indebtedness

    –       –       –       –       –       –       –       5,539       –       5,539  

Equity

    –       –       –       –       –       –       –       –       45,830       45,830  
    $ 114,437     $ 58,465     $ 42,381     $ 43,224     $ 28,107     $ 40,038     $ 54,440     $ 27,969     $ 428,622     $ 837,683  

October 31, 2020

  $ 98,552     $ 40,528     $ 58,834     $ 43,919     $ 26,555     $ 33,273     $ 58,938     $ 26,416     $   382,536     $   769,551  

 

  (1)

Cash includes interest-bearing demand deposits with the Bank of Canada.

  (2)

Restated from amounts previously presented.

  (3)

Comprises $213.9 billion (2020: $202.2 billion) of personal deposits; $387.1 billion (2020: $351.6 billion) of business and government deposits and secured borrowings; and $20.2 billion (2020: $17.0 billion) of bank deposits.

The changes in the contractual maturity profile were primarily due to the natural migration of maturities and also reflect the impact of our regular business activities.

 

Credit-related commitments

The following table provides the contractual maturity of notional amounts of credit-related commitments. Since a significant portion of commitments are expected to expire without being drawn upon, the total of the contractual amounts is not representative of future liquidity requirements.

 

$ millions, as at October 31, 2021   Less than
1 month
    1–3
months
    3–6
months
    6–9
months
    9–12
months
    1–2
years
    2–5
years
    Over
5 years
    No specified
maturity (1)
    Total  

Unutilized credit commitments

  $ 2,324     $ 10,907     $ 4,357     $ 4,972     $ 5,149     $ 24,371     $ 57,189     $ 3,625     $ 188,449     $ 301,343  

Securities lending (2)

    43,002       4,561       3,015       –       –       –       –       –       –       50,578  

Standby and performance letters of credit

    3,101       2,511       2,435       3,690       2,740       609       636       53       –       15,775  

Backstop liquidity facilities

    –       10,522       680       658       10       292       12       –       –       12,174  

Documentary and commercial letters of credit

    35       63       29       23       3       12       29       –       –       194  

Other

    978       –       –       –       –       –       –       –       –       978  
    $ 49,440     $ 28,564     $ 10,516     $ 9,343     $ 7,902     $ 25,284     $ 57,866     $ 3,678     $ 188,449     $ 381,042  

October 31, 2020

  $   39,474     $   24,451     $   11,188     $   8,798     $   6,427     $   20,638     $   51,245     $   1,714     $   173,157     $   337,092  

 

  (1)

Includes $141.5 billion (2020: $131.3 billion) of personal, home equity and credit card lines, which are unconditionally cancellable at our discretion.

  (2)

Excludes securities lending of $2.5 billion (2020: $1.8 billion) for cash because it is reported on the consolidated balance sheet.

 

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Table of Contents

Management’s discussion and analysis

 

Other off-balance sheet contractual obligations

The following table provides the contractual maturities of other off-balance sheet contractual obligations affecting our funding needs:

 

$ millions, as at October 31, 2021 (1)   Less than
1 month
    1–3
months
    3–6
months
    6–9
months
    9–12
months
   

1–2

years

   

2–5

years

    Over
5 years
    Total  

Purchase obligations (2)

  $ 124     $ 136     $ 161     $ 259     $ 124     $ 472     $ 661     $ 136     $ 2,073  

Future lease commitments (1)

    –       –       2       3       3       11       69       722       810  

Investment commitments

    2       1       –       –       –       –       5       329       337  

Underwriting commitments

    268       –       –       –       –       –       –       –       268  

Pension contributions (3)

    20       39       58       58       58       –       –       –       233  
    $ 414     $ 176     $ 221     $ 320     $ 185     $ 483     $ 735     $ 1,187     $ 3,721  

October 31, 2020

  $     211     $     243     $     231     $     239     $     204     $     488     $     795     $     1,625     $     4,036  

 

  (1)

Excludes operating lease obligations that are accounted for under IFRS 16, which are typically recognized on the consolidated balance sheet, and operating and tax expenses relating to lease commitments. The table includes lease obligations that are not accounted for under IFRS 16, including those related to future starting lease commitments for which we have not yet recognized a lease liability and right-of-use asset.

 
  (2)

Obligations that are legally binding agreements whereby we agree to purchase products or services with specific minimum or baseline quantities defined at fixed, minimum or variable prices over a specified period of time are defined as purchase obligations. Purchase obligations are included through to the termination date specified in the respective agreements, even if the contract is renewable. Many of the purchase agreements for goods and services include clauses that would allow us to cancel the agreement prior to expiration of the contract within a specific notice period. However, the amount above includes our obligations without regard to such termination clauses (unless actual notice of our intention to terminate the agreement has been communicated to the counterparty). The table excludes purchases of debt and equity instruments that settle within standard market time frames.

 
  (3)

Includes estimated minimum funding contributions for our funded defined benefit pension plans in Canada, the U.S., the U.K., and the Caribbean. Estimated minimum funding contributions are included only for the next annual period as the minimum contributions are affected by various factors, such as market performance and regulatory requirements, and are therefore subject to significant variability.

 

Other risks

Strategic risk

Strategic risk is the risk of ineffective or improper implementation of business strategies, including mergers, acquisitions and divestitures. It includes the potential financial loss due to the failure of organic growth initiatives or failure to respond appropriately to changes in the business environment. For additional details on corporate transactions, see the “Top and emerging risks” section.

Oversight of strategic risk is the responsibility of the ExCo and the Board. At least annually, the CEO outlines the process and presents the strategic business plan to the Board for review and approval. As part of the annual planning process, Risk Management assesses the overall and business unit strategic plans to ensure alignment with our risk appetite. The Board reviews the plan in light of management’s assessment of emerging market trends, the competitive environment, potential risks and other key issues.

One of the tools for measuring, monitoring and controlling strategic risk is attribution of regulatory capital against this risk. Our regulatory capital models include a strategic risk component for those businesses utilizing capital to fund an acquisition or a significant organic growth strategy.

 

Operational risk

Operational risk is the risk of loss resulting from people, inadequate or failed internal processes and systems, or from external events.

As part of the normal course of business, CIBC is exposed to operational risks in its business activities and external environment.

Operational risks which may adversely impact CIBC include the following:

Anti-money laundering / anti-terrorist financing

The risk of CIBC’s potential non-conformance with global AML and ATF regulatory requirements and sanctions regulations leading to enhanced regulatory scrutiny, regulatory censure (i.e., cease and desist orders) and/or financial loss (i.e., regulatory, criminal or civil penalties and/or forfeiture of assets). See “Anti-money laundering” in the “Top and emerging risks” section for further details.

Fraud risk

The risk relating to the intentions to defraud, misappropriate property/assets or circumvent regulations, the law or CIBC policy and can be committed by either employees or by outsiders such as clients or third parties.

Information security risk (including cyber security)

The risk to the confidentiality, integrity and availability of CIBC-owned information, and the information entrusted to CIBC by clients, employees, shareholders, business partners, and third parties that if leaked, accessed without authorization or lost, could cause damage to CIBC’s business and its customers. See “Technology, information and cyber security risk” in the “Top and emerging risks” section for further details.

Technology risk

The risk of compromised availability, degradation, recovery, capacity, performance, integrity of new or existing systems. See “Technology, information and cyber security risk” in the “Top and emerging risks” section for further details.

Third party risk

The potential risk that may arise from relying on a third party business arrangement between CIBC and another entity, by contract or otherwise. This includes activities that involve outsourced products and services, use of outside consultants, networking arrangements, managed services, services provided by affiliates and subsidiaries, joint ventures, sponsorships, no-fee contracts, and any other arrangement that involves the delivery of business activities, functions or processes to CIBC and/or its clients. See “Third Party Risk” in the “Top and emerging risks” section for further details.

Other operational risks include business interruption risk, data risk, conduct risk (see the “Conduct risk” section below), financial reporting risk, legal risk (see the “Reputation and legal risk” section below), model risk, people risk, privacy risk, project risk, physical security risk, regulatory compliance risk (see the “Regulatory compliance risk” section below) and transaction processing risk.

Our comprehensive Operational Risk Management Policy, supported by policies, tools, systems and governance structure, is used to mitigate operational risk. We continuously monitor our operational risk profile to ensure we are operating within CIBC’s approved risk appetite.

 

 

 

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Governance and management

Operational risk is managed through the three lines of defence model and articulated in the Operational Risk Management Policy. A strong risk culture and communication between the three lines of defence are important characteristics of effective risk management.

(i)

As the first line of defence, our SBUs and functional groups own the risks and are accountable and responsible for identifying and assessing risks inherent in their activities in accordance with the CIBC risk appetite. In addition, they establish and maintain controls to mitigate such risks. The first line of defence may include governance groups within the relevant area to facilitate the control framework and other risk-related processes. Control groups provide subject matter expertise to the business lines and/or implement and maintain enterprise-wide control programs and activities. While control groups collaborate with the lines of business in identifying and managing risk, they also challenge risk decisions and risk mitigation strategies.

(ii)

The second line of defence is independent from the first line of defence and provides an enterprise-wide view of specific risk types, guidance and effective challenge to risk and control activities. Risk Management is the primary second line of defence. Risk Management may leverage the subject matter expertise of other groups (e.g., third parties or control groups) to inform their independent assessments, as appropriate.

(iii)

As the third line of defence, CIBC’s internal audit function provides reasonable assurance to senior management and the Audit Committee of the Board on the effectiveness of CIBC’s governance practices, risk management processes, and internal control as part of its risk-based audit plan and in accordance with its mandate as described in the Internal Audit Charter.

Global Operational Risk Management (GORM) oversees CIBC’s operational risk exposures. The Head of GORM chairs the Operational Risk and Control Committee (ORCC), a subcommittee of the GRC, with representation from the SBUs and functional groups. The ORCC is a management forum providing oversight of CIBC’s operational risk and internal control environment. The Chair of the ORCC reports significant operational risk matters to the GRC and RMC.

Operational risk management approach

 

Information transparency, timely escalation, clear accountability and a robust internal control environment are the principles forming the basis of the Operational Risk Management Policy, which supports and governs the processes of identifying, measuring, mitigating, monitoring, and reporting operational risks. We mitigate operational losses by consistently applying risk-based approaches and employing risk-specific assessment tools. Regular review of our risk governance structure ensures clarity of, and ownership in, key risk areas.

Risk identification and measurement

CIBC’s business lines regularly conduct reviews of operational risks inherent in their products, services or processes and assess ways to mitigate and manage them in alignment with CIBC’s risk appetite. These reviews include using risk and control self-assessments, audit findings, operational risk scenarios, past internal and external loss events, key risk indicators trends, change initiative risk assessments and in-depth risk reviews to form a holistic operational risk profile for the business lines. Under the three lines of defence model, GORM and relevant control groups challenge business lines’ risk assessments and mitigation actions.

Operational loss is one of the key operational risk metrics informing us of areas of heightened risk. We collect and analyze internal operational loss event data for themes and trends. The occurrence of a material or potential material loss triggers an investigation to determine the root causes of the incident and the effectiveness of existing mitigating controls, as well as the identification of any additional mitigating actions. Additionally, we monitor the external environment for emerging or potential risks to CIBC. The analysis of material operational risk events is performed by the first line of defence and the outputs of the analysis are subject to formal independent challenge by our second line of defence. The analysis of material operational risk events forms one component of our ongoing operational risk reporting to senior management and the Board.

Business lines conduct change initiative risk assessment on risks inherent to the initiatives (for example, new product launches or major system changes). Identified inherent risks of the change initiative and related mitigation actions are challenged by GORM and other relevant second line of defence groups, as well as control groups, to ensure residual risks remain within the approved risk appetite.

 

We use the standardized method to quantify our operational risk exposure in the form of operational risk regulatory capital, as agreed with local regulators.

Risk mitigation

Our primary tool for mitigating operational risk exposure is a robust internal control environment. Our internal control framework outlines key principles, structure and processes underpinning our approach to managing risks through effective controls. Under our framework, all key controls are subject to ongoing testing and review to ensure they effectively mitigate our operational risk exposures. In addition, our corporate insurance program may afford additional protection from loss while our global business continuity management program enables us to achieve operational resilience by delivering critical services to our clients through disruption.

Risk monitoring and reporting

Both forward-looking key risk indicators (KRIs) as well as backward-looking key performance indicators provide insight into our risk exposure and are used to monitor the main drivers of exposure associated with key operational risks and their adherence to the operational risk appetite. KRIs assist in early detection of potential operational risk events by identifying unfavourable trends and highlighting controls that may not be designed or operating effectively. Business lines are required to identify and implement KRIs for material risk exposures on an ongoing basis. Escalation triggers are used to highlight risk exposures requiring additional attention from senior management and/or the Board. The second line of defence challenges the selection of KRIs and the appropriateness of thresholds.

Our risk monitoring processes support a transparent risk-reporting program, informing both senior management and the Board of our control environment, operational risk exposures, and mitigation strategies.

 

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Environmental and related social risk

Environmental and related social risk is the risk of financial loss or damage to reputation associated with environmental issues including related social issues, whether arising from our credit and investment activities or related to our own operations. Our corporate environmental policy, originally approved by the Board in 1993, with the most recent biennial update and approval by our CRO in 2021, commits CIBC to responsible conduct in all activities to protect and conserve the environment; safeguard the interests of all stakeholders from unacceptable levels of environmental risk; and support the principles of sustainable development.

As environmental and social risk management requires a multi-disciplinary approach, CIBC’s Board and its committees provide ongoing oversight; and CIBC’s ESG Council, which comprises senior executives from across Strategic Business Units and Functional Groups, is responsible for bank-wide input and coordination on strategic ESG initiatives in response to CIBC’s environmental and social responsibilities. Within CIBC’s Risk Management function, the Enterprise Risk Management group provides independent oversight of the measurement, monitoring and control of environmental risk. This group is led by the Senior Vice-President, Enterprise Risk Management, who has direct accountability to the CRO for environmental risk oversight. Our environmental risk management team is responsible for developing environmental strategy, setting environmental performance standards and targets, and reporting on performance.

The corporate environmental policy is addressed by an integrated corporate environmental management program that is under the overall management of the environmental risk management team. Environmental and related social evaluations are integrated into our credit risk assessment processes, with standards and procedures in place for all sectors. In addition, environmental and related social risk assessments in project finance, project-related corporate and bridge loans are required, in accordance with our commitment to the Equator Principles, which are a voluntary set of guidelines for financial institutions based on the screening criteria of the International Finance Corporation. We adopted the Equator Principles in 2003. An escalation process is in place for transactions with the potential to have significant environmental and related social risk, with escalation up to the Reputation and Legal Risks Committee for senior executive review, if required.

We also conduct ongoing research and benchmarking on environmental issues such as climate change as they may pertain to responsible lending practices. We are a participant in the CDP (formerly Carbon Disclosure Project) climate change program, which promotes corporate disclosure to the investment community on greenhouse gas emissions and climate change management.

We are a supporter of the reporting framework developed by the TCFD, which provides guidance for voluntary, consistent climate-related risk disclosures. In 2019, CIBC published its first climate-related disclosure aligned to the TCFD recommendations and structured around its four core elements. Our TCFD report, available on our website, provides details as to how CIBC is identifying and managing both physical and transition risks associated with climate change.

We keep informed of emerging risks by engaging with stakeholders through established partnerships, such as the United Nations Environment Program – Finance Initiative (UNEP-FI) and the Rocky Mountain Institute (RMI) Center of Climate-Aligned Finance (CCAF). We are also a signatory to external sustainability frameworks such as the Partnership for Carbon Accounting Financials (PCAF), the Global Reporting Initiative (GRI) and the Sustainability Accounting Standards Board (SASB) to ensure comparable sustainability disclosure.

In 2018, CIBC Asset Management Inc. became a signatory to the United Nations-supported Principles for Responsible Investment, which commit signatories to incorporate environmental and social issues into investment analysis and decision making across all investment classes.

The environmental risk management team works closely with our main business units and functional groups to ensure that high standards of environmental responsibility are applied to the banking services that we provide to our clients, the relationships we have with our stakeholders, and to the way we manage our facilities.

Our Supplier Code of Conduct sets out the principles, standards and behaviours that our suppliers must follow, as we expect that they act ethically and adhere to all applicable laws, rules and regulations, such as maintaining responsible labour practices and human rights, in the jurisdictions in which they operate.

Our Modern Slavery and Human Trafficking Statement commits CIBC to respecting human rights and standing against slavery and human trafficking in all our business segments and throughout our supply chains.

More information on our environmental governance, policy, management and performance can be found in our Sustainability Report, which is available on our website.

The information provided on our website does not form a part of this document.

 

Regulatory compliance risk

Regulatory compliance risk is the risk of CIBC’s potential non-conformance with applicable regulatory requirements.

Our regulatory compliance philosophy is to manage and mitigate regulatory compliance risk through the promotion of a strong risk culture within the parameters established by CIBC’s Risk Appetite Statement. The foundation of this approach is a comprehensive Regulatory Compliance Management (RCM) framework. The RCM framework, owned by the Senior Vice-President, Chief Compliance Officer and Global Regulatory Affairs, and approved by the RMC, maps regulatory requirements to internal policies, procedures and/or controls that govern regulatory compliance.

Our Compliance department is responsible for the development and maintenance of a comprehensive regulatory compliance program, including oversight of the RCM framework. This department is independent of business management and regularly reports to the RMC.

Primary responsibility for compliance with all applicable regulatory requirements rests with senior management of the business and functional groups, and extends to all employees. The Compliance department’s activities support those groups, with particular emphasis on regulatory requirements that govern the relationship between CIBC and its clients.

See the “Regulatory developments” section for further details.

 

 

 

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Insurance risk

Insurance risk is the risk of loss arising from the obligation to pay out benefits and expenses on insurance policies in excess of expected amounts. Unfavourable actual experience could emerge due to adverse fluctuations in timing, size and frequency of actual claims (e.g., mortality, morbidity), policyholder behaviour (e.g., cancellation of coverage), or associated expenses.

Insurance contracts provide financial compensation to the beneficiary in the event of an insured risk occurring in exchange for premiums. We are exposed to insurance risk in our life insurance business and in our reinsurance business within the respective subsidiaries.

Senior management of the insurance and reinsurance subsidiaries have primary responsibility for managing insurance risk with oversight by Risk Management. The insurance and reinsurance subsidiaries also have their own boards of directors, and an independent Appointed Actuary who provide additional input to risk management oversight. Processes and oversight are in place to manage the risk to our insurance business. Underwriting risk on business assumed is managed through risk policies that limit exposure to an individual life, to certain types of business and to regions.

Our risk governance practices ensure strong independent oversight and control of risk within the insurance businesses. The subsidiaries’ boards outline the internal risk and control structure to manage insurance risk, which includes risk, capital and control policies, processes as well as limits and governance. Senior management of the insurance and reinsurance subsidiaries and Risk Management attend the subsidiaries’ board meetings.

 

Reputation and legal risks

Our reputation and financial soundness are of fundamental importance to us and to our clients, shareholders, third parties, regulators, team members and communities.

Reputation risk is the risk of negative publicity regarding our business conduct or practices which, whether true or not, could significantly harm our reputation as a leading financial institution, or could materially and adversely affect our business, operations or financial condition.

Legal risk is the risk of financial loss arising from one or more of the following factors: (a) civil, criminal or regulatory enforcement proceedings against us; (b) our failure to correctly document, enforce or comply with contractual obligations; (c) failure to comply with our legal obligations to clients, investors, team members, counterparties or other stakeholders; (d) failure to take appropriate legal measures to protect our assets or security interests; or (e) misconduct by our team members or agents.

All team members at CIBC play an important role in protecting our reputation by ensuring that the highest ethical standards are followed in how we act and what we do. Not only must we act with integrity at all times, we must also ensure that activities being conducted do not pose undue risks to CIBC’s reputation for ethical, sound and responsible business practices. As a result, requirements for the management and oversight of potential reputation risk are integrated throughout our framework of policies and related procedures. These processes include the management of various risks as set out in CIBC’s Risk Appetite Statement, Risk Management Framework and Code of Conduct. Our Reputation Risk Management Framework, Global Reputation and Legal Risks Policy and business-specific procedures outline how we safeguard our reputation through identification, assessment, escalation and mitigation of potential reputation and legal risks. Proactive management of potential reputation and legal risks is a key responsibility of CIBC and all our team members.

Overall governance and oversight of reputation risk is provided by the Board, primarily through the RMC of the Board. Senior management oversight of reputation and legal risks is provided by the Reputation and Legal Risks Committee, which is a sub-committee of GRC and reports its activities regularly to the GRC.

Conduct risk

Conduct risk is the risk that the actions or omissions (i.e., behaviour) of the organization, team members and/or third parties: do not align with our desired culture and values; deliver poor or unfair outcomes for clients, team members or shareholders; result in adverse market practices and outcomes; impact CIBC’s reputation as a leading financial institution; or materially and adversely affect our business, operations or financial condition.

Our Conduct and Culture Risk Framework applies enterprise-wide and outlines how we manage conduct risk through the proactive identification, measurement and management of potential conduct risk. Every team member is accountable for the identification and management of conduct risk. The overarching principles and requirements for maintaining appropriate conduct and addressing inappropriate conduct are covered in the CIBC Code of Conduct and other business specific and corporate-wide policies, frameworks, programs, processes and procedures. All team members must abide by the code, and CIBC policies and procedures in carrying out the accountabilities of their role. Overall governance of conduct risk is provided by the Board and its committees, including the CGC, as well as senior management committees.

 

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Accounting and control matters

Critical accounting policies and estimates

As discussed in the “Economic and market environment” section, progress towards containing outbreaks of the COVID-19 pandemic through vaccination campaigns and less restrictive public health measures provided an improving economic backdrop for CIBC. However, the pandemic, fueled by more contagious variants, continues to pose a risk to the recovery. As a result, we continue to operate in an uncertain environment. This gives rise to heightened uncertainty as it relates to our critical accounting estimates and increases the need to apply judgment in evaluating the economic and market environment and its impact on significant estimates. This particularly impacts estimates relating to the allowance for credit losses.

A summary of significant accounting policies is presented in Note 1 to the consolidated financial statements. Changes in the judgments and estimates required in the critical accounting policies discussed below could have a material impact on our financial results. We have established control procedures to ensure accounting policies are applied consistently and processes for changing methodologies are well controlled.

 

 

IFRS 16 “Leases”

CIBC adopted IFRS 16 “Leases” (IFRS 16) in place of International Accounting Standards (IAS) 17 “Leases” as of November 1, 2019. We applied IFRS 16 on a modified retrospective basis. As permitted, we did not restate our prior period comparative consolidated financial statements, which were reported under the prior guidance. The impact of adopting IFRS 16 is discussed in Note 1.

As a lessee, we recognize a right-of-use asset and a corresponding lease liability based on the present value of future lease payments, less any lease incentives receivable, when the lessor makes the leased asset available for use to CIBC, based on the non-cancellable portion of the lease term, adjusted for any renewal or termination options that are reasonably certain to be exercised. Measurement of the right-of-use asset also includes any initial direct costs of procuring the lease, and any lease payments made or lease incentives received prior to lease commencement. Discount rates are based on the rate implicit in the lease, if determinable, or on CIBC’s incremental borrowing rate. Where a property lease contains both a lease and non-lease component, we have elected not to allocate the consideration in the contract to each of the components. Subsequent to initial measurement, CIBC measures the lease liability by increasing the carrying amount to reflect interest on the lease liability based on the discount rate at the time of recognition and reducing the carrying amount to reflect lease payments made during the period, net of any remeasurements for lease reassessment or modifications.

The right-of-use asset is measured using the cost model and amortized on a straight-line basis over the lease term. Right-of-use assets and the corresponding lease liabilities are recognized in Property and equipment and Other liabilities, respectively, on our consolidated balance sheet. The right-of-use asset and the corresponding lease liability are remeasured when there is a change in lease term, a change in the assessment of an option to purchase a leased asset, a change in the expected residual value guarantee (if any), or a change in future lease payments due to a change in the index or rate applicable to the payment. Right-of-use assets are tested for impairment as required under IAS 36 “Impairment of Assets”. In addition, the evaluation of the useful life for depreciation is assessed under IAS 36.

Lease payments for low-value assets, short-term leases and variable leases are systematically recognized in Non-interest expenses based on the nature of the expense.

As an intermediate lessor, we classify a sublease as an operating or finance sublease based on whether substantially all of the risks and rewards related to the underlying right-of-use asset are transferred to the sub-lessee. If classified as a finance sublease, the related right-of-use asset is derecognized and an investment in sublease is recognized, with the difference recognized in the consolidated statement of income as a gain or loss. In measuring the investment in sublease, we apply the head lease discount rate unless the rate implicit in the sublease is determinable. Where a finance sublease includes lease and non-lease components, we allocate the total consideration in the contract to each component based on the standalone prices for each of these components. The investment in sublease is recognized in Other assets on our consolidated balance sheet, and is subsequently measured using the effective interest rate method, with interest income recognized over the term of the sublease. Rental income from operating subleases is recognized on a systematic basis over the lease term.

Interest Rate Benchmark Reform: Amendments to IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 16

In response to reforms to interest rate benchmarks, the International Accounting Standards Board (IASB) issued amendments to impacted accounting standards in two phases to provide relief to entities impacted by the transition to alternative rates.

In September 2019, the IASB issued “Interest Rate Benchmark Reform: Amendments to IFRS 9, IAS 39 and IFRS 7” (the Phase 1 amendments), which provides relief for specific hedge accounting requirements to address uncertainties in the period before interest rate benchmark reform, and provides disclosure requirements related to interest rate benchmark reform. Only the amendments to IAS 39 “Financial Instruments: Recognition and Measurement” (IAS 39) and IFRS 7 “Financial Instruments: Disclosures” (IFRS 7) apply to us because we elected to continue to apply the hedge accounting requirements of IAS 39 upon the adoption of IFRS 9 “Financial Instruments” (IFRS 9). CIBC elected to early adopt the Phase 1 amendments effective November 1, 2019 to prepare for uncertainties that may increase relating to the timing or amount of benchmark-based cash flows of hedged items and hedging instruments.

The relief provided in the Phase 1 amendments allows hedge accounting to continue during the period of uncertainty before the replacement of existing interest rate benchmarks with an alternative rate. The application of this relief will end at the earlier of the discontinuation of the impacted hedge relationship and when the uncertainty arising from the reform is no longer present with respect to the timing and amount of cash flows of the hedged item and hedging instrument, which is expected to occur on the cessation date of the relevant LIBOR rate.

In August 2020, the IASB issued “Interest Rate Benchmark Reform: Phase 2 Amendments to IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 16” (the Phase 2 amendments), which addresses issues that affect financial reporting once an existing rate is replaced with an alternative rate and provides for additional disclosure requirements. As we elected to continue to apply the hedge accounting requirements of IAS 39 upon the adoption of IFRS 9, the Phase 2 amendments apply to the classification and measurement sections of IFRS 9, the hedge accounting sections of IAS 39 and to IFRS 7, IFRS 4 and IFRS 16 for us. While the Phase 2 amendments are effective for annual periods beginning on or after January 1, 2021, CIBC elected to early adopt the Phase 2 amendments effective November 1, 2020.

The Phase 2 amendments permit modifications of amortized cost financial assets and financial liabilities, and lessee lease liabilities that are made as a direct consequence of IBOR reform, and on an economically equivalent basis to be accounted for by updating the effective interest rate prospectively with no immediate gain or loss recognition. The amendments also provide temporary relief that allows for hedging relationships to

 

 

 

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continue upon the replacement of an existing interest rate benchmark with an alternative rate under certain qualifying conditions. The amendments allow entities to redefine the hedged risk to an alternative rate, and to amend the description of the hedged item, the hedging instrument, and how the entity will assess hedge effectiveness to reflect changes required by the reform without discontinuing the hedge relationship.

The amendments also provide temporary relief that allows entities to designate an alternative rate as a risk component to hedge provided that the entity reasonably expects that the alternative rate will become separately identifiable within 24 months of its first designation. Judgment is involved in our evaluation of whether certain modifications have been made on an economically equivalent basis and in assessing whether an alternative rate will become separately identifiable within 24 months following its designation. Further relief is also provided for cash flow hedges, where the amounts accumulated in the cash flow reserve are deemed to be based on the alternative rates on which the hedged future cash flows are determined. As a result of the adoption of the Phase 2 amendments, we have provided additional disclosures related to our exposures to significant benchmark rates subject to the reform in Note 1 to our consolidated financial statements.

We have established an enterprise-wide transition program to assess the impact of interest rate benchmark reform and manage the process to transition to alternative benchmark rates. For details on this program, refer to the “Other regulatory developments” section.

International Financial Reporting Interpretations Committee 23 “Uncertainty over Income Tax Treatments”

CIBC adopted International Financial Reporting Interpretations Committee 23 “Uncertainty over Income Tax Treatments” (IFRIC 23) as at November 1, 2019. IFRIC 23 clarifies the accounting for uncertainties in income taxes. There was no impact to our consolidated financial statements and no changes in our accounting policies as a result of adopting IFRIC 23.

Conceptual Framework for Financial Reporting

The Conceptual Framework sets out the fundamental concepts that underlie the preparation and presentation of financial statements and serves to guide the IASB in developing IFRS standards. The Conceptual Framework is effective for annual periods beginning on or after January 1, 2020. As a result, CIBC adopted the Conceptual Framework as at November 1, 2020.

There was no impact to our consolidated financial statements and no changes in our accounting policies as a result of adopting the Conceptual Framework.

Use and classification of financial instruments

As a financial institution, our assets and liabilities primarily comprise financial instruments, which include deposits, securities, loans, derivatives, acceptances, repurchase agreements, and subordinated indebtedness.

We use these financial instruments for both trading and non-trading activities. Trading activities primarily include the purchase and sale of securities and metals, transacting in foreign exchange and derivative instruments in the course of facilitating client trades and taking proprietary trading positions with the objective of income generation. Non-trading activities generally include the business of lending, investing, funding, and ALM.

The use of financial instruments may either introduce or mitigate exposures to market, credit and/or liquidity risks. See the “Management of risk” section for details on how these risks are managed.

Financial instruments are accounted for according to their classification. Judgment is applied in determining the appropriate classification of financial instruments under IFRS 9, in particular as it relates to the assessment of whether debt financial assets meet the solely payment of principal and interest (SPPI) test, and the assessment of the business model used to manage financial assets. For details on the accounting for these instruments under IFRS 9, see Note 1 to the consolidated financial statements.

Determination of fair value of financial instruments

Under IFRS 9, debt and equity securities mandatorily measured and designated at FVTPL, business and government loans mandatorily measured and designated at FVTPL, obligations related to securities sold short, derivative contracts, FVOCI securities and FVO financial instruments are carried at fair value. FVO financial instruments include certain debt securities, certain secured borrowings, obligations related to securities sold under repurchase agreements, structured deposits and business and government deposits. Retail mortgage interest rate commitments are also designated as FVO financial instruments.

IFRS 13 defines fair value to be the price that would be received to sell an asset or paid to transfer a liability at the measurement date in an orderly arm’s-length transaction between market participants in the principal market under current market conditions (i.e., the exit price). Fair value measurements are categorized into levels within a fair value hierarchy based on the nature of the valuation inputs (Level 1, 2 or 3). We have an established and documented process for determining fair value. Fair value is based on unadjusted quoted prices in an active market for the same instrument, where available (Level 1). If active market prices or quotes are not available for an instrument, fair value is then based on valuation models in which the significant inputs are observable (Level 2) or in which one or more of the significant inputs are non-observable (Level 3). Estimating fair value requires the application of judgment. The type and level of judgment required is largely dependent on the amount of observable market information available.

For instruments valued using internally developed models that use significant non-observable market inputs and are therefore classified within Level 3 of the hierarchy, the judgment used to estimate fair value is more significant than when estimating the fair value of instruments classified within Levels 1 and 2. To ensure that valuations are appropriate, a number of policies and controls are in place, including independent validation of valuation inputs to external sources such as exchange quotes, broker quotes or other management-approved independent pricing sources.

The following table presents amounts, in each category of financial instruments, which are valued using valuation techniques based on Level 3 inputs. For further details of the valuation of and sensitivity associated with Level 3 financial assets and liabilities, see Note 3 to the consolidated financial statements.

 

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$ millions, as at October 31            2021             2020  
      Level 3      Total (1)      Level 3     Total (1)  

Assets

          

Securities mandatorily measured and designated at FVTPL and loans mandatorily measured at FVTPL

   $ 1,099        1.1  %     $ 802       0.9  % 

Debt securities measured at FVOCI and equity securities designated at FVOCI

     392        0.7        240       0.4  

Derivative instruments

     97        0.3        358       1.1  
     $     1,588        0.8  %     $     1,400       0.8  % 

Liabilities

          

Deposits and other liabilities (2)

   $ 742        3.8  %     $ (4 )      –  % 

Derivative instruments

     267        0.8        298       1.0  
     $ 1,009        1.3  %     $ 294       0.4  % 

 

(1)

Represents the percentage of Level 3 assets and liabilities over total assets and liabilities for each reported category that are carried on the consolidated balance sheet at fair value.

(2)

Includes FVO deposits and bifurcated embedded derivatives.

Note 3 to the consolidated financial statements presents the valuation methods used to determine fair value showing separately those financial instruments that are carried at fair value on the consolidated balance sheet and those that are not.

In order to reflect the observed market practice of pricing collateralized and uncollateralized derivatives, our valuation approach uses overnight indexed swap curves as the discount rate in the valuation of collateralized derivatives and market cost of funding in the valuation of uncollateralized derivatives. The use of a market cost of funds curve reduces the fair value of uncollateralized derivative assets incremental to the reduction in fair value for credit risk already reflected through the CVA. In contrast, the use of a market cost of funds curve reduces the fair value of uncollateralized derivative liabilities in a manner that generally includes adjustments for our own credit. As market practices continue to evolve in regard to derivative valuation, further adjustments may be required in the future.

Fair value adjustments

We apply judgment in establishing valuation adjustments that take into account various factors that may have an impact on the valuation of financial instruments that are carried at fair value on the consolidated balance sheet. Such factors include, but are not limited to, the bid-offer spread, illiquidity due to lack of market depth and other market risks, parameter uncertainty, model risk, and credit risk.

The establishment of fair value adjustments involves estimates that are based on accounting processes and judgments by management. We evaluate the adequacy of the fair value adjustments on an ongoing basis. The level of fair value adjustments could change as events warrant and may not reflect ultimate realizable amounts.

As at October 31, 2021, the total valuation adjustments related to financial instruments carried at fair value on the consolidated balance sheet was $270 million (2020: $358 million), primarily related to credit risk, bid-offer spreads, and parameter uncertainty of our derivative assets and liabilities, as well as adjustments recognized for valuing our uncollateralized derivative assets and liabilities based on an estimated market cost of funds curve.

Impairment of financial assets

Under IFRS 9, we establish and maintain ECL allowances for all debt instrument financial assets classified as amortized cost or FVOCI. In addition, the ECL allowances apply to loan commitments and financial guarantees that are not measured at FVTPL.

ECL allowances represent credit losses that reflect an unbiased and probability-weighted amount that is determined by evaluating a range of possible outcomes, the time value of money and reasonable and supportable information about past events, current conditions and forecasts of future economic conditions. One of the objectives of IFRS 9 is to record lifetime losses on all financial instruments that have experienced a significant increase in credit risk since their initial recognition. As a result, ECL allowances are measured at amounts equal to either: (i) 12-month ECL; or (ii) lifetime ECL for those financial instruments that have experienced a significant increase in credit risk since initial recognition or when there is objective evidence of impairment.

Key drivers of expected credit loss

The ECL impairment requirements of IFRS 9 require that we make judgments and estimates related to matters that are uncertain. In particular, the ECL requirements of IFRS 9 incorporate the following elements that are subject to a high level of judgment:

•  

Determining when a significant increase in credit risk of a loan has occurred;

•  

Measuring both 12-month and lifetime credit losses; and

•  

Forecasting forward-looking information for multiple scenarios and determining the probability weighting of each scenario.

In addition, the interrelationship between these elements is also subject to a high degree of judgment. Changes in the judgments and estimates related to IFRS 9 can have a significant impact on the level of ECL allowance recognized and the period-over-period volatility of the provision for credit losses. Changes in a particular period could have a material impact on our financial results.

The uncertainty created by the COVID-19 pandemic has increased the level of judgment applied in respect of all of these elements. During the year ended October 31, 2021, improvements in our economic outlook resulted in moderate reductions in our stage 1 and stage 2 performing ECLs relative to the increases recognized in 2020 as a result of the onset of the COVID-19 pandemic. Significant judgment continued to be inherent in the forecasting of forward-looking information, including with regard to our base case assumption that vaccination programs, including the efficacy of the vaccines and the rate of vaccination, will be able to effectively respond to emerging variants and that the government will respond to subsequent waves of infection with targeted health measures rather than broader economic closures. Significant judgment also continues to be applied in evaluating changes in various credit metrics due to concerns that they may not correlate with losses to the same extent as they may have in prior periods as a result of various government support measures and changes in consumer behaviours that are unique to the current environment. See Note 6 to our consolidated financial statements for more information concerning the high level of judgment inherent in the estimation of ECL allowance under IFRS 9, including the impact of the COVID-19 pandemic.

 

 

 

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Use of the regulatory framework

Our ECL model leverages the data, systems and processes that are used to calculate Basel expected losses regulatory adjustments for the portion of our portfolios under the AIRB approach. Significant judgment is applied in making appropriate adjustments to the Basel parameters to meet IFRS 9 requirements, including the conversion of through-the-cycle and downturn parameters used in the Basel regulatory calculations to point-in-time parameters used under IFRS 9 that consider forward-looking information. In addition, credit losses under IFRS 9 are 12 months for stage 1 financial instruments and lifetime for stage 2 and stage 3 financial instruments, compared to 12 months for AIRB portfolios under Basel. The main adjustments necessary to Basel risk parameters are explained in the table below:

 

     
    Regulatory Capital   IFRS 9
     
PD   Through-the-cycle PD represents long-run average PD throughout a full economic cycle   Point-in-time 12-month or lifetime PD based on current conditions and relevant forward-looking assumptions
     
LGD  

Downturn LGD based on losses that would be expected in an economic downturn and subject to certain regulatory floors

 

Discounted using the cost of capital

 

Unbiased probability-weighted LGD based on estimated LGD including impact of relevant forward-looking assumptions such as changes in collateral value

 

Discounted using the original effective interest rate

     
EAD   Based on the drawn balance plus expected utilization of any undrawn portion prior to default, and cannot be lower than the drawn balance   Amortization and repayment of principal and interest from the balance sheet date to the default date is also captured
     
Other       ECL is discounted from the default date to the reporting date

Attribution of provision for credit losses

We recognize provision for credit losses on both impaired (stage 3) and performing (stages 1 and 2) loans in the respective SBUs. Provision for credit losses recognized directly on our consolidated statement of income is in respect to financial instruments classified as loans and bankers’ acceptances. Provision for credit losses for FVOCI debt securities and amortized cost securities are recognized in Gains (losses) from debt securities measured at FVOCI and amortized cost, net in the consolidated statement of income.

Hedge accounting

The IFRS 9 hedge accounting guidance is intended to better align the accounting with risk management activities. However, IFRS 9 allows the existing hedge accounting requirements under IAS 39 to continue in place of the hedge accounting requirements under IFRS 9. As permitted, we previously elected to not adopt the IFRS 9 hedge accounting requirements and instead retained the IAS 39 hedge accounting requirements. As required, we have adopted the hedge accounting disclosure requirements under amendments to IFRS 7 that were effective in 2018. As a result of interest rate benchmark reform, we have adopted “Interest Rate Benchmark Reform: Amendments to IFRS 9, IAS 39 and IFRS 7” (Phase 1 amendments) issued by the IASB as of November 1, 2019, and adopted “Interest Rate Benchmark Reform: Phase 2 Amendments to IFRS 9, IAS 39, IFRS 7, IFRS 4, and IFRS 16” (Phase 2 amendments) as of November 1, 2020. See the “Interest Rate Benchmark Reform: Amendments to IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 16” section above for more information.

Securitizations and structured entities

Securitization of our own assets

Under IFRS 10 “Consolidated Financial Statements” (IFRS 10), judgment is exercised in determining whether an investor controls an investee including assessing whether the investor has: (i) power over the investee; (ii) exposure, or rights, to variable returns from its involvement with the investee; and (iii) the ability to affect those returns through its power over the investee. Power may be exercised through voting or similar rights or, in the case of structured entities, through contractual arrangements that direct the relevant activities of the investee. When voting rights are not relevant in deciding whether CIBC has power over an entity, particularly for complex SEs, the assessment of control considers all facts and circumstances, including the purpose and design of the investee, its relationship with other parties and each party’s ability to make decisions over significant activities, and whether CIBC is acting as a principal or as an agent.

We sponsor several SEs that have purchased and securitized our own assets including Cards II Trust, which we consolidate under IFRS 10.

We also securitize our own mortgage assets through a government-sponsored securitization program. We sell these securitized assets to a government-sponsored securitization vehicle that we do not consolidate, as well as to other third parties. IFRS 9 provides guidance on when to derecognize financial assets. A financial asset is derecognized when the contractual rights to receive cash flows from the asset have expired, or when we have transferred the rights to receive cash flows from the asset such that:

•  

We have transferred substantially all the risks and rewards of the asset; or

•  

We have neither transferred nor retained substantially all the risks and rewards of the asset, but have transferred control of the asset.

We have determined that our securitization activities related to residential mortgages and cards receivables are accounted for as secured borrowing transactions because we have not met the aforementioned criteria.

Securities lending and repurchase transactions generally do not result in the transfer of substantially all the risks and rewards of the securities and as a result do not result in derecognition of the securities.

We also sell certain U.S. commercial mortgages to third parties that qualify for derecognition because we have transferred substantially all the risks and rewards of the mortgages and have no continuous involvement after the transfer.

Securitization of third-party assets

We also sponsor several SEs that purchase pools of third-party assets. We consider a number of factors in determining whether CIBC controls these SEs. We monitor the extent to which we support these SEs, through direct investment in the debt issued by the SEs and through the provision of liquidity protection to the other debtholders, to assess whether we should consolidate these entities.

IFRS 10 also requires that we reconsider our consolidation assessment if facts and circumstances relevant to the entities indicate that there are changes to one or more of the three elements of control described above. Factors that trigger reassessment include, but are not limited to, significant changes in ownership structure of the entities, changes in contractual or governance arrangements, provision of a liquidity facility beyond the original terms, transactions with the entities that were not contemplated originally and changes in the financing structure of the entities.

 

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Specifically, in relation to our multi-seller conduits, we would reconsider our consolidation assessment if our level of interest in the ABCP issued by the conduits changes significantly, or in the rare event that the liquidity facility that we provide to the conduits is drawn or amended.

A significant increase in our holdings of the outstanding commercial paper issued by the conduits would become more likely in a scenario in which the market for bank-sponsored ABCP suffered a significant deterioration such that the conduits were unable to roll their ABCP.

For additional information on the securitizations of our own assets and third-party assets, see the “Off-balance sheet arrangements” section and Note 7 to the consolidated financial statements.

Asset impairment

Goodwill

As at October 31, 2021, we had goodwill of $4,954 million (2020: $5,253 million). Goodwill is not amortized, but is tested, at least annually, for impairment by comparing the recoverable amount of the cash-generating unit (CGU) to which goodwill has been allocated, with the carrying amount of the CGU including goodwill. Any deficiency is recognized as impairment of goodwill. The recoverable amount of a CGU is defined as the higher of its estimated fair value less cost to sell and its value in use. Goodwill is also required to be tested for impairment whenever there are indicators that it may be impaired.

Estimation of the recoverable amount is an area of significant judgment. Recoverable amounts are estimated using internally developed models that require the use of significant assumptions including forecasted earnings, discount rates, growth rates, forecasted regulatory capital requirements, and price-earnings multiples. Reductions in the estimated recoverable amount could arise from various factors, such as reductions in forecasted cash flows, an increase in the assumed level of required capital, and any adverse changes to the discount rate or terminal growth rates either in isolation or in any combination thereof. Where our estimated recoverable amount is not significantly in excess of the carrying amount of the CGU, additional judgment is required, and reductions in the recoverable amount are more likely to result in an impairment charge.

In the fourth quarter of 2021, we performed our annual impairment test. We concluded that the recoverable amounts of our CGUs were in excess of their carrying amounts.

As discussed in Note 4 to our consolidated financial statements, in the second quarter of 2020 we recognized a goodwill impairment charge of $28 million on our CIBC FirstCaribbean CGU. In the fourth quarter of 2020, we concluded that held for sale accounting was no longer appropriate and we recognized an additional goodwill impairment charge of $220 million based on our revised estimate of the recoverable value of CIBC FirstCaribbean. This reduced the carrying amount of the goodwill relating to the CIBC FirstCaribbean CGU to $35 million (US$26 million) as at October 31, 2020. No additional goodwill impairment loss was recognized for the year ended October 31, 2021.

For additional information, see Note 4 and Note 9 to our consolidated financial statements.

Other intangible assets and long-lived assets

As at October 31, 2021, we had other intangible assets with an indefinite life of $140 million (2020: $142 million). Acquired intangible assets are separately recognized if the benefits of the intangible assets are obtained through contractual or other legal rights, or if the intangible assets can be sold, transferred, licensed, rented, or exchanged. Determining the useful lives of intangible assets requires judgment and fact-based analysis.

Intangible assets with an indefinite life are not amortized but are assessed for impairment by comparing the recoverable amount to the carrying amount. The recoverable amount is defined as the higher of the estimated fair value less cost to sell and value in use. An impairment test is required at least annually, or whenever there are indicators that these assets may be impaired.

Long-lived assets and other identifiable intangible assets with a definite life are amortized over their estimated useful lives. These assets are tested for impairment whenever events or changes in circumstances indicate that the carrying amount is higher than the recoverable amount.

Determining the recoverable amount of intangible assets and long-lived assets is an area of judgment as we estimate the future cash flows expected to result from the use of the asset and, where appropriate, cash flows arising from the asset’s eventual disposition.

For additional details, see Note 9 to the consolidated financial statements.

Income taxes

We are committed to responsible tax practices. We execute active tax governance and tax compliance processes to meet the requirements of tax laws in all countries where we operate. We seek to manage tax and reputational risk to ensure any financial exposure is well understood and remains consistent with our strategy, risk appetite and financial goals.

We are subject to income tax laws in the various jurisdictions where we operate, and the tax laws in those jurisdictions are potentially subject to different interpretations by us and the relevant taxation authority, which gives rise to uncertainty. We use judgment in the estimation of income taxes and deferred tax assets and liabilities. As a result, management judgment is applied in the interpretation of the relevant tax laws and in estimating the provision for current and deferred income taxes. For tax positions where there is uncertainty regarding the ultimate determination of the tax impact, including positions which are under audit, dispute or appeal, we recognize provisions to consider this uncertainty based on our best estimate of the amount expected to be paid based on an assessment of the relevant factors.

Deferred tax assets or liabilities are determined for each temporary difference based on the tax rates that are expected to be in effect in the period that the assets are realized or the liabilities are settled. Deferred tax liabilities are generally recognized for all taxable temporary differences unless the temporary differences relate to our net investments in foreign operations (NIFOs) and will not reverse in the foreseeable future.

We are required to assess whether it is probable that our deferred tax assets will be realized prior to their expiration and, based on all of the available evidence, determine if any portion of our deferred tax assets should not be recognized. The factors used to assess the probability of realization are based on our past experience of income and capital gains, forecasts of future net income before income taxes, available tax planning strategies that could be implemented to realize the deferred tax assets, and the remaining expiration period of tax loss carryforwards. In addition, for deductible temporary differences arising from our NIFOs, we must consider whether the temporary difference will reverse in the foreseeable future. Although realization is not assured, we believe, based on all of the available evidence, it is probable that the recognized deferred tax assets will be realized.

Income tax accounting impacts all of our reporting segments. For further details on our income taxes, see Note 20 to the consolidated financial statements.

 

 

 

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Contingent liabilities and provisions

Legal proceedings and other contingencies

In the ordinary course of its business, CIBC is a party to a number of legal proceedings, including regulatory investigations, in which claims for substantial monetary damages are asserted against CIBC and its subsidiaries. Legal provisions are established if, in the opinion of management, it is both probable that an outflow of economic benefits will be required to resolve the matter, and a reliable estimate can be made of the amount of the obligation. If the reliable estimate of probable loss involves a range of potential outcomes within which a specific amount appears to be a better estimate, that amount is accrued. If no specific amount within the range of potential outcomes appears to be a better estimate than any other amount, the mid-point in the range is accrued. In some instances, however, it is not possible to determine whether an obligation is probable or to reliably estimate the amount of loss, in which case no accrual can be made.

While there is inherent difficulty in predicting the outcome of legal proceedings, based on current knowledge and in consultation with legal counsel, we do not expect the outcome of these matters, individually or in aggregate, to have a material adverse effect on our consolidated financial statements. However, the outcome of these matters, individually or in aggregate, may be material to our operating results for a particular reporting period. We regularly assess the adequacy of CIBC’s litigation accruals and make the necessary adjustments to incorporate new information as it becomes available.

CIBC considers losses to be reasonably possible when they are neither probable nor remote. It is reasonably possible that CIBC may incur losses in addition to the amounts recorded when the loss accrued is the mid-point of a range of reasonably possible losses, or the potential loss pertains to a matter in which an unfavourable outcome is reasonably possible but not probable.

A description of significant ongoing matters to which CIBC is a party can be found in Note 23 to the consolidated financial statements. The provisions disclosed in Note 23 include all of CIBC’s accruals for legal matters as at October 31, 2021, including amounts related to the significant legal proceedings described in that note and to other legal matters.

CIBC believes the estimate of the aggregate range of reasonably possible losses, in excess of the amounts accrued, for its significant legal proceedings, where it is possible to make such an estimate, is from nil to approximately $1.1 billion as at October 31, 2021. This estimated aggregate range of reasonably possible losses is based upon currently available information for those significant proceedings in which CIBC is involved, taking into account CIBC’s best estimate of such losses for those cases for which an estimate can be made. CIBC’s estimate involves significant judgment, given the varying stages of the proceedings and the existence of multiple defendants in many of such proceedings whose share of the liability has yet to be determined. The range does not include potential punitive damages and interest. The matters underlying the estimated range as at October 31, 2021 consist of the significant legal matters disclosed in Note 23 to the consolidated financial statements. The matters underlying the estimated range will change from time to time, and actual losses may vary significantly from the current estimate. For certain matters, CIBC does not believe that an estimate can currently be made as many of them are in preliminary stages and certain matters have no specific amount claimed. Consequently, these matters are not included in the range.

Restructuring

During the first quarter of 2020, we recognized a restructuring charge of $339 million in Corporate and Other associated with ongoing efforts to transform our cost structure and simplify our bank. This charge consisted primarily of employee severance and related costs and was recorded in Non-interest expenses – Employee compensation and benefits.

As at October 31, 2021, the remaining provision related to this restructuring charge was $99 million. This amount represents our best estimate as at October 31, 2021 of the amount required to settle the obligation, including obligations related to ongoing payments as a result of the restructuring. For further details on our restructuring provision, see Note 23 to the consolidated financial statements.

Post-employment and other long-term benefit plan assumptions

We sponsor a number of benefit plans to eligible employees, including registered and supplemental pension plans, and post-retirement medical and dental plans (other post-employment benefit plans). We also continue to sponsor a long-term disability income replacement plan and associated medical and dental benefits (collectively, other long-term benefit plans). The long-term disability plan was closed to new claims effective June 1, 2004.

The calculation of net defined benefit plan expense and obligations depends on various actuarial assumptions such as discount rates, health-care cost trend rates, turnover of employees, projected salary increases, retirement age, and mortality rates. The actuarial assumptions used for determining the net defined benefit plan expense for a fiscal year are set at the beginning of the annual reporting period, are reviewed in accordance with accepted actuarial practice and are approved by management.

The discount rate assumption used in measuring the net defined benefit plan expense and obligations reflects market yields, as of the measurement date, on high-quality debt instruments with a currency and term to maturity that match the currency and expected timing of benefit payments. Our discount rate is estimated by developing a yield curve based on high-quality corporate bonds. While there is a deep market of high-quality corporate bonds denominated in Canadian dollars with short and medium terms to maturity, there is not a deep market in bonds with terms to maturity that match the timing of all the expected benefit payments for all of our Canadian plans. As a result, for our Canadian pension, other post-employment and other long-term benefit plans, we estimate the yields of high-quality corporate bonds with longer-term maturities by extrapolating current yields on bonds with short- and medium-term durations along the yield curve. Judgment is required in constructing the yield curve, and as a result, different methodologies applied in constructing the yield curve can give rise to different discount rates.

For further details of our annual pension and other post-employment expense and obligations, see Note 19 and Note 1 to the consolidated financial statements.

Self-managed loyalty points program

We sponsor certain self-managed credit card loyalty points programs for which we recognize credit card loyalty point liabilities that are subject to periodic remeasurement to reflect the expected cost of redemption as this expectation changes over time. The calculation of the expected cost of redemption requires the use of judgment and depends on various assumptions, including estimation of the cost per point and the long-term redemption rate.

For further details on our self-managed loyalty points programs, see Note 1 to the consolidated financial statements.

 

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Accounting developments

Transition to IFRS 17

IFRS 17 “Insurance Contracts” (IFRS 17), issued in May 2017, replaces IFRS 4 “Insurance Contracts”. In June 2020, the IASB issued amendments to IFRS 17 partly aimed at helping companies implement the standard. IFRS 17, incorporating the amendments, is effective for annual reporting periods beginning on or after January 1, 2023, which for us, will be November 1, 2023. IFRS 17 provides comprehensive guidance on the recognition, measurement, presentation and disclosure of insurance contracts we issue and reinsurance contracts we hold.

We continue to prepare for the implementation of IFRS 17, which is overseen by an Executive Steering Committee. Significant progress has been made in evaluating the required changes to our accounting and actuarial policies resulting from the adoption of IFRS 17. We plan to implement the required technology solution to support the new requirements in the upcoming year.

Other regulatory developments

Reforms to interest rate benchmarks

Various interest rate and other indices that are deemed to be “benchmarks” (including LIBOR) are the subject of international regulatory guidance and proposals for reform. Regulators in various jurisdictions have pushed for the transition from Interbank Offered Rates (IBORs) to alternative benchmark rates (alternative rates), based upon risk-free rates determined using actual market transactions. The U.K.’s Financial Conduct Authority (FCA) originally announced in July 2017 that it would not compel banks to submit LIBOR rates after December 2021. In March 2021, the FCA and the ICE Benchmark Administration (IBA) announced the dates for the cessation or loss of representativeness of various LIBOR rates including that GBP, EUR, CHF and JPY LIBORs will cease on December 31, 2021 and that most USD LIBOR tenors will cease on June 30, 2023. This announcement results in a fixed spread between the LIBOR rate and the alternative rate for a given tenor which will apply on the cessation of the relevant LIBOR rates. The extension for most USD LIBOR tenors until June 30, 2023 is intended to allow for many legacy contracts to mature before the cessation date, although originations of new USD LIBOR linked products would cease after the end of 2021.

The transition from current reference rates to alternative rates may adversely affect the value of, return on, or trading market for contracts linked to existing benchmarks. These developments may cause some LIBOR and other benchmarks to be discontinued.

A significant number of CIBC’s derivatives, securities, and lending and deposit contracts reference various interest rate benchmarks, including contracts with maturity dates that extend beyond the cessation dates announced by the FCA in March 2021.

In response to the proposed reforms to interest rate benchmarks, CIBC established an Enterprise IBOR Transition Program (“Program”), to manage and coordinate all aspects of the transition. The Program is supported by a formal governance structure and dedicated working groups that include stakeholders from frontline businesses as well as functional groups such as Treasury, Technology and Operations, Risk Management, Legal, and Finance, to facilitate the transition.

An IBOR Steering Committee has been established with responsibility for oversight and execution of the Program, including:

•  

Ensuring key project milestones are met;

•  

Providing direction and guidance on a holistic basis;

•  

Reviewing and resolving key issues and risks; and

•  

Ensuring that our transition strategies and any transition actions remain consistent with CIBC’s overall strategy, risk appetite, and control framework.

As a part of the Program, we are transitioning our existing IBOR based contracts to those that reference the new alternative rates, and have developed business processes to support the transition. We are on track to substantially complete the remediation of our non-USD LIBOR referenced contracts by incorporating appropriate fallback language or by replacing the LIBOR referenced rates to the corresponding alternative rates with appropriate spread adjustments. We have ceased the issuance of GBP and JPY LIBOR linked products earlier this year, and expect to cease origination of new USD LIBOR products before the end of calendar year 2021 in a manner consistent with regulatory expectations. We are also working with clearing houses to transition our existing non-USD LIBOR referenced derivatives cleared by them to alternative rates, which is expected to occur in December 2021. We have also started to offer products based upon alternative rates to our clients, and have continued to make information available to them, advising on developments on IBOR transition.

We continue to assess the impact of IBOR reform on our operations, engage with industry associations on ongoing developments on the transition to risk-free rates, and continue to incorporate recent developments into our project plan. The Program provides regular updates to senior management, including the Executive Committee, and the Board.

Current accounting policy changes relating to interest rate benchmark reform

The IASB has addressed interest rate benchmark reform and its effects on financial reporting in two phases. The first phase focuses on issues affecting financial reporting in the period before the interest rate benchmark reform, while the second phase focuses on issues that affect financial reporting once the existing rate is replaced with an alternative rate. See the “Accounting and controls matters” section and Note 1 to our consolidated financial statements for additional details.

 

 

 

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Client-focused reforms

In October 2019, the CSA published final amendments to National Instrument 31-103 “Registration Requirements, Exemptions, and Ongoing Registrant Obligations” and its Companion Policy. The client-focused reforms are supported by new and/or amended requirements with respect to know your client, enhanced suitability, product due diligence, know your product, conflicts of interest, relationship disclosure, referrals, and misleading communications. The CSA expects that these requirements will result in a new, higher standard of conduct across all categories for registered dealers, advisers and their representatives. In addition, the IIROC and the Mutual Fund Dealers Association (MFDA) published rule amendments aligning to the CSA client-focused reforms.

Due to COVID-19, the original implementation dates scheduled for June 30, 2020 (conflicts of interest) and December 31, 2020 (all remaining amendments) were deferred to 2021. Pursuant to the new timelines, the requirements related to conflicts of interest were effective June 30, 2021 and all other remaining requirements are effective December 31, 2021.

These requirements impact our Canadian Commercial Banking and Wealth Management and Canadian Personal and Business Banking SBUs, as well as Direct Financial Services within our Capital Markets SBU. Relevant changes to our policies and procedures to comply with the conflicts of interest requirements were implemented by June 30, 2021. We expect to implement the remaining changes to our policies and procedures to comply with the remaining requirements by December 31, 2021.

CDIC – Deposit protection modernization

In April 2019, the Canadian federal government approved changes to the Canada Deposit Insurance Corporation Act intended to strengthen and modernize deposit protection. The changes occur in two phases. The first phase was effective on April 30, 2020, and included changes to extend CDIC coverage to foreign currency deposits and deposits with terms greater than five years, and to eliminate coverage for travellers’ cheques. The second phase will be effective on April 30, 2022, and will include additional changes such as providing separate coverage for certain registered plans and introducing new requirements for deposits held in trust.

Related-party transactions

We have various processes in place to ensure that the relevant related-party information is identified and reported to the CGC of the Board on a quarterly basis, as required by the Bank Act (Canada). The CGC has the responsibility for reviewing our policies and practices in identifying transactions with our related parties that may materially affect us, and reviewing the associated procedures for promoting compliance with the Bank Act (Canada).

In the ordinary course of business, we provide banking services and enter into transactions with related parties on terms similar to those offered to unrelated parties. Related parties include key management personnel(1), their close family members, and entities that they or their close family members control or jointly control. Related parties also include associates and joint ventures accounted for under the equity method, and post-employment benefit plans for CIBC employees. Loans to these related parties are made in the ordinary course of business and on substantially the same terms as for comparable transactions with unrelated parties. We offer a subsidy on annual fees and preferential interest rates on credit card balances to senior officers which is the same offer extended to all employees of CIBC. In addition, CIBC offers deferred share and other plans to non-employee directors, executives, and certain other key employees. Details of our compensation of key management personnel(1) and our investments in equity-accounted associates and joint ventures are disclosed in Notes 18, 19, 25 and 26 to the consolidated financial statements.

 

(1)

Key management personnel are defined as those persons having authority and responsibility for planning, directing and controlling the activities of CIBC directly or indirectly and comprise the members of the Board (referred to as directors), ExCo and certain named officers per the Bank Act (Canada) (collectively referred to as senior officers). Board members who are also ExCo members are included as senior officers.

 

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Policy on the Scope of Services of the Shareholders’ Auditor

The “Policy on the Scope of Services of the Shareholders’ Auditors” sets out the parameters for the engagement of the shareholders’ auditor by CIBC that are consistent with applicable law, including the U.S. Sarbanes-Oxley Act of 2002 and SEC rules. The policy requires the Audit Committee’s pre-approval of all work performed by the shareholders’ auditor and prohibits CIBC from engaging the shareholders’ auditor for “prohibited” services. The Audit Committee is accountable for the oversight of the work of the shareholders’ auditor and for an annual assessment of the engagement team’s qualifications, performance and independence, including lead audit partner rotation. The Audit Committee is also responsible for conducting a periodic comprehensive review of the external auditor at least every five years. The Audit Committee’s oversight activities over the shareholders’ auditor are disclosed in our Management Proxy Circular.

Controls and procedures

Disclosure controls and procedures

CIBC’s disclosure controls and procedures are designed to provide reasonable assurance that relevant information is accumulated and communicated to CIBC’s management, including the President and CEO and the Chief Financial Officer (CFO), to allow timely decisions regarding required disclosure.

CIBC’s management, with the participation of the President and CEO and the CFO, has evaluated the effectiveness of CIBC’s disclosure controls and procedures as at October 31, 2021 (as defined in the rules of the SEC and the CSA). Based on that evaluation, the President and CEO and the CFO have concluded that such disclosure controls and procedures were effective.

Management’s annual report on internal control over financial reporting

CIBC’s management is responsible for establishing and maintaining adequate internal control over financial reporting for CIBC.

Internal control over financial reporting is a process designed by, or under the supervision of, the President and CEO and the CFO and effected by the Board, management and other personnel to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with IFRS as issued by the IASB. CIBC’s internal control over financial reporting includes those policies and procedures that: (i) pertain to the maintenance of records, that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of CIBC; (ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with IFRS as issued by the IASB, and that receipts and expenditures of CIBC are being made only in accordance with authorizations of CIBC’s management and directors; and (iii) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of CIBC’s assets that could have a material effect on the consolidated financial statements.

All internal control systems, no matter how well designed, have inherent limitations and may not prevent or detect misstatements on a timely basis. Therefore, even those systems determined to be effective can provide only reasonable assurance with respect to financial statement preparation and presentation.

CIBC’s management has used the Internal Control – Integrated Framework that was published in 2013 by the COSO as the basis to evaluate the effectiveness of CIBC’s internal control over financial reporting.

As at October 31, 2021, management assessed the effectiveness of CIBC’s internal control over financial reporting and concluded that such internal control was effective.

Ernst & Young LLP, the shareholders’ auditor, has audited the consolidated financial statements of CIBC for the year ended October 31, 2021, and has also issued a report on internal control over financial reporting under standards of the Public Company Accounting Oversight Board (United States).

Changes in internal control over financial reporting

There have been no changes in CIBC’s internal control over financial reporting during the year ended October 31, 2021 that have materially affected, or are reasonably likely to materially affect, its internal control.

 

 

 

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Supplementary annual financial information

Average balance sheet, net interest income and margin

 

    Average balance (1)     Interest     Average rate  
$ millions, for the year ended October 31   2021     2020     2019     2021     2020     2019     2021     2020     2019  

Domestic assets (2)

                 

Cash and deposits with banks

  $ 37,527     $ 30,232     $ 7,156     $ 95     $ 150     $ 164       0.25  %      0.50  %      2.29  % 

Securities

    82,262       76,063       66,954       1,567       1,776       1,852       1.90       2.33       2.77  

Securities borrowed or purchased under resale agreements

    27,203       26,498       23,950       154       290       496       0.57       1.09       2.07  

Loans

 

Residential mortgages

    230,606       208,811       203,575       5,141       5,581       6,347       2.23       2.67       3.12  
 

Personal and credit card

    50,110       51,948       53,490       2,962       3,433       4,012       5.91       6.61       7.50  
   

Business and government

    70,755       68,072       63,131       1,712       2,043       2,434       2.42       3.00       3.86  

Total loans

    351,471       328,831       320,196       9,815       11,057       12,793       2.79       3.36       4.00  

Other interest-bearing assets

    8,901       5,194       3,837       45       62       128       0.51       1.19       3.34  

Derivative instruments

    11,382       14,334       10,248       –       –       –       –       –       –  

Customers’ liability under acceptances

    10,613       9,560       10,170       –       –       –       –       –       –  

Other non-interest-bearing assets

    21,371       19,641       17,386       –       –       –       –       –       –  

Total domestic assets

    550,730       510,353       459,897       11,676       13,335       15,433       2.12       2.61       3.36  

Foreign assets (2)

                 

Cash and deposits with banks

    30,270       20,050       13,305       36       99       232       0.12       0.49       1.74  

Securities

    72,870       62,014       49,059       574       792       927       0.79       1.28       1.89  

Securities borrowed or purchased under resale agreements

    51,157       42,199       35,491       165       552       978       0.32       1.31       2.76  

Loans

 

Residential mortgages

    4,501       4,429       3,815       157       176       201       3.49       3.97       5.27  
 

Personal and credit card

    1,321       1,309       1,435       83       97       105       6.28       7.41       7.32  
   

Business and government

    66,677       66,015       55,443       1,995       2,416       2,819       2.99       3.66       5.08  

Total loans

    72,499       71,753       60,693       2,235       2,689       3,125       3.08       3.75       5.15  

Other interest-bearing assets

    923       701       555       55       55       2       5.96       7.85       0.36  

Derivative instruments

    24,186       20,629       13,419       –       –       –       –       –       –  

Customers’ liability under acceptances

    1       1       –       –       –       –       –       –       –  

Other non-interest-bearing assets

    6,985       7,792       7,297       –       –       –       –       –       –  

Total foreign assets

    258,891       225,139       179,819       3,065       4,187       5,264       1.18       1.86       2.93  

Total assets

  $     809,621     $     735,492     $     639,716     $     14,741     $     17,522     $     20,697       1.82  %      2.38  %      3.24  % 

Domestic liabilities (2)

                 

Deposits

 

Personal

  $ 189,599     $ 172,913     $ 157,537     $ 734     $ 1,405     $ 1,861       0.39  %      0.81  %      1.18  % 
 

Business and government

    198,978       178,476       153,092       1,170       2,019       3,033       0.59       1.13       1.98  
 

Bank

    2,220       2,105       1,915       3       13       29       0.14       0.62       1.51  
   

Secured borrowings

    37,893       39,076       39,111       378       668       1,037       1.00       1.71       2.65  

Total deposits

    428,690       392,570       351,655       2,285       4,105       5,960       0.53       1.05       1.69  

Derivative instruments

    10,621       14,398       10,790       –       –       –       –       –       –  

Acceptances

    10,614       9,563       10,171       –       –       –       –       –       –  

Obligations related to securities sold short

    19,018       16,794       15,412       229       251       285       1.20       1.49       1.85  

Obligations related to securities lent or sold under repurchase agreements

    26,349       27,374       15,995       151       220       477       0.57       0.80       2.98  

Other liabilities

    20,432       6,464       14,621       36       49       9       0.18       0.76       0.06  

Subordinated indebtedness

    5,340       4,891       4,549       120       152       193       2.25       3.11       4.24  

Total domestic liabilities

    521,064       472,054       423,193       2,821       4,777       6,924       0.54       1.01       1.64  

Foreign liabilities (2)

                 

Deposits

 

Personal

    16,795       16,974       15,543       62       142       193       0.37       0.84       1.24  
 

Business and government

    134,038       113,877       97,429       268       964       2,068       0.20       0.85       2.12  
 

Bank

    16,848       13,891       12,277       20       100       197       0.12       0.72       1.60  
   

Secured borrowings

    1,883       1,322       226       16       15       4       0.85       1.13       1.77  

Total deposits

    169,564       146,064       125,475       366       1,221       2,462       0.22       0.84       1.96  

Derivative instruments

    22,571       20,718       14,130       –       –       –       –       –       –  

Acceptances

    1       1       –       –       –       –       –       –       –  

Obligations related to securities sold short

    1,050       1,047       1,089       7       3       6       0.67       0.29       0.55  

Obligations related to securities lent or sold under repurchase agreements

    50,142       41,881       35,413       57       436       721       0.11       1.04       2.04  

Other liabilities

    2,395       13,706       3,014       29       34       28       1.21       0.25       0.93  

Subordinated indebtedness

    96       152       150       2       7       5       2.08       4.61       3.33  

Total foreign liabilities

    245,819       223,569       179,271       461       1,701       3,222       0.19       0.76       1.80  

Total liabilities

    766,883       695,623       602,464       3,282       6,478       10,146       0.43       0.93       1.68  

Shareholders’ equity

    42,563       39,682       37,072       –       –       –       –       –       –  

Non-controlling interests

    175       187       180       –       –       –       –       –       –  

Total liabilities and equity

  $ 809,621     $ 735,492     $ 639,716     $ 3,282     $ 6,478     $ 10,146       0.41  %      0.88  %      1.59  % 

Net interest income and net interest margin (3)

                          $ 11,459     $ 11,044     $ 10,551       1.42  %      1.50  %      1.65  % 

Additional disclosures: Non-interest-bearing deposit liabilities

 

               

Domestic

  $ 76,224     $ 59,862     $ 48,478              

Foreign

    22,396       18,430       14,582                                                  

 

(1)

Average balances are calculated as a weighted average of daily closing balances.

(2)

Classification as domestic or foreign is based on domicile of debtor or customer.

(3)

Net interest income as a percentage of average assets.

 

92   CIBC 2021 ANNUAL REPORT


Table of Contents

Management’s discussion and analysis

 

Volume/rate analysis of changes in net interest income

 

$ millions   2021/2020      2020/2019  
           Increase (decrease) due to change in:      Increase (decrease) due to change in:  
     Average
balance
     Average
rate
     Total      Average
balance
     Average
rate
     Total  

Domestic assets (1)

                

Cash and deposits with banks

  $ 36      $ (91 )     $ (55 )     $ 529      $ (543 )     $ (14 ) 

Securities

    145        (354 )       (209 )       252        (328 )       (76 ) 

Securities borrowed or purchased under resale agreements

    8        (144 )       (136 )       53        (259 )       (206 ) 

Loans

  

Residential mortgages

    583        (1,023 )       (440 )       163        (929 )       (766 ) 
  

Personal and credit card

    (121 )       (350 )       (471 )       (116 )       (463 )       (579 ) 
    

Business and government

    81        (412 )       (331 )       190        (581 )       (391 ) 

Total loans

    543        (1,785 )       (1,242 )       237        (1,973 )       (1,736 ) 

Other interest-bearing assets

    44        (61 )       (17 )       45        (111 )       (66 ) 

Change in domestic interest income

    776        (2,435 )       (1,659 )       1,116        (3,214 )       (2,098 ) 

Foreign assets (1)

                

Cash and deposits with banks

    50        (113 )       (63 )       118        (251 )       (133 ) 

Securities

    139        (357 )       (218 )       245        (380 )       (135 ) 

Securities borrowed or purchased under resale agreements

    117        (504 )       (387 )       185        (611 )       (426 ) 

Loans

  

Residential mortgages

    3        (22 )       (19 )       32        (57 )       (25 ) 
  

Personal and credit card

    1        (15 )       (14 )       (9 )       1        (8 ) 
    

Business and government

    24        (445 )       (421 )       538        (941 )       (403 ) 

Total loans

    28        (482 )       (454 )       561        (997 )       (436 ) 

Other interest-bearing assets

    17        (17 )       –        1        52        53  

Change in foreign interest income

    351        (1,473 )       (1,122 )       1,110        (2,187 )       (1,077 ) 

Total change in interest income

  $     1,127      $     (3,908 )     $     (2,781 )     $     2,226      $ (5,401 )     $ (3,175 ) 

Domestic liabilities (1)

                

Deposits

  

Personal

  $ 136      $ (807 )     $ (671 )     $ 182      $ (638 )     $ (456 ) 
  

Business and government

    232        (1,081 )       (849 )       503        (1,517 )       (1,014 ) 
  

Bank

    1        (11 )       (10 )       3        (19 )       (16 ) 
    

Secured borrowings

    (20 )       (270 )       (290 )       (1 )       (368 )       (369 ) 

Total deposits

    349        (2,169 )       (1,820 )       687        (2,542 )       (1,855 ) 

Obligations related to securities sold short

    33        (55 )       (22 )       26        (60 )       (34 ) 

Obligations related to securities lent or sold under repurchase agreements

    (8 )       (61 )       (69 )       339        (596 )       (257 ) 

Other liabilities

    106        (119 )       (13 )       (5 )       45        40  

Subordinated indebtedness

    14        (46 )       (32 )       15        (56 )       (41 ) 

Change in domestic interest expense

    494        (2,450 )       (1,956 )       1,062        (3,209 )       (2,147 ) 

Foreign liabilities (1)

                

Deposits

  

Personal

    (1 )       (79 )       (80 )       18        (69 )       (51 ) 
  

Business and government

    171        (867 )       (696 )       349        (1,453 )       (1,104 ) 
  

Bank

    21        (101 )       (80 )       26        (123 )       (97 ) 
    

Secured borrowings

    6        (5 )       1        19        (8 )       11  

Total deposits

    197        (1,052 )       (855 )       412        (1,653 )       (1,241 ) 

Obligations related to securities sold short

    –        4        4        –        (3 )       (3 ) 

Obligations related to securities lent or sold under repurchase agreements

    86        (465 )       (379 )       132        (417 )       (285 ) 

Other liabilities

    (28 )       23        (5 )       99        (93 )       6  

Subordinated indebtedness

    (3 )       (2 )       (5 )       –        2        2  

Change in foreign interest expense

    252        (1,492 )       (1,240 )       643        (2,164 )       (1,521 ) 

Total change in interest expense

  $ 746      $ (3,942 )     $ (3,196 )     $ 1,705      $     (5,373 )     $     (3,668 ) 

Change in total net interest income

  $ 381      $ 34      $ 415      $ 521      $ (28 )     $ 493  

 

(1)

Classification as domestic or foreign is based on domicile of debtor or customer.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

93

 

 

 


Table of Contents

Management’s discussion and analysis

 

Analysis of net loans and acceptances(1)

 

    Canada (2)           U.S. (2)  
$ millions, as at October 31   2021     2020     2019     2018     2017            2021     2020     2019     2018     2017  

Residential mortgages

  $   246,581     $ 216,215     $ 204,383     $ 203,930     $ 203,787       $   2,071     $ 2,000     $ 1,527     $ 1,152     $ 902  

Personal

    39,940       40,317       41,906       41,506       39,533         542       409       435       356       326  

Credit card

    10,362       10,550       12,143       12,060       11,805               22       27       35       36       35  

Total net consumer loans

    296,883       267,082       258,432       257,496       255,125               2,635       2,436       1,997       1,544       1,263  

Non-residential mortgages

    6,259       5,844       6,064       6,426       6,481         48       292       115       39       95  

Financial institutions

    11,407       9,434       7,565       6,885       5,403         13,705       7,560       8,111       5,529       3,248  

Retail and wholesale

    6,549       5,442       6,548       6,000       5,186         2,449       2,089       2,215       2,013       1,904  

Business services

    6,663       6,824       6,975       6,969       6,237         4,808       5,095       4,398       3,720       3,567  

Manufacturing – capital goods

    2,222       2,115       2,465       2,318       1,912         2,500       2,547       2,399       2,143       1,559  

Manufacturing – consumer goods

    3,430       3,326       3,972       3,294       3,019         1,283       1,057       958       695       702  

Real estate and construction (3)

    25,151       20,782       18,465       16,297       13,293         18,138       18,750       16,871       14,559       13,761  

Agriculture

    7,242       6,829       6,965       6,011       5,558         129       103       124       79       107  

Oil and gas

    2,539       3,627       3,648       3,246       3,159         1,818       2,364       2,447       1,852       1,838  

Mining

    415       610       1,024       824       668         127       142       154       60       87  

Forest products

    283       474       628       446       464         165       141       162       215       209  

Hardware and software

    589       608       713       624       539         2,275       1,939       1,387       1,202       883  

Telecommunications and cable

    238       108       191       275       281         1,196       1,015       314       887       756  

Publishing, printing, and broadcasting

    343       406       557       527       291         71       99       92       102       117  

Transportation

    2,526       2,218       2,193       1,880       1,818         1,255       1,283       1,263       893       602  

Utilities

    4,397       3,783       3,027       3,328       2,840         3,654       3,332       2,353       1,650       1,713  

Education, health and social services

    3,664       3,333       3,221       2,870       2,937         3,927       4,203       2,941       3,040       3,099  

Governments

    1,666       1,173       857       954       869         229       216       127       92       7  

Others

    –       –       –       –       –         –       –       –       –       12  

Stage 1 and 2 allowance for credit losses (2017: Collective allowance allocated to business and government loans) (3)(4)

    (245 )      (341 )      (144 )      (98 )      (195 )              (282 )      (536 )      (138 )      (108 )      (83 ) 

Total net business and government loans, including acceptances

    85,338       76,595       74,934       69,076       60,760               57,495       51,691       46,293       38,662       34,183  

Total net loans and acceptances

  $   382,221     $   343,677     $   333,366     $   326,572     $   315,885             $   60,130     $   54,127     $   48,290     $   40,206     $   35,446  

Analysis of net loans and acceptances (continued)(1)

 

    Other (2)           Total  
$ millions, as at October 31   2021     2020     2019     2018     2017            2021     2020     2019     2018     2017  

Residential mortgages

  $ 2,594     $ 2,587     $ 2,531     $ 2,453     $ 2,379       $ 251,246     $ 220,802     $ 208,441     $ 207,535     $ 207,068  

Personal

    647       664       757       715       583         41,129       41,390       43,098       42,577       40,442  

Credit card

    125       145       157       159       152               10,509       10,722       12,335       12,255       11,992  

Total net consumer loans

    3,366       3,396       3,445       3,327       3,114               302,884       272,914       263,874       262,367       259,502  

Non-residential mortgages

    268       252       258       266       218         6,575       6,388       6,437       6,731       6,794  

Financial institutions

    3,896       2,227       2,103       2,043       841         29,008       19,221       17,779       14,457       9,492  

Retail and wholesale

    596       517       510       618       706         9,594       8,048       9,273       8,631       7,796  

Business services

    1,789       1,758       1,801       1,675       1,736         13,260       13,677       13,174       12,364       11,540  

Manufacturing – capital goods

    93       49       128       125       432         4,815       4,711       4,992       4,586       3,903  

Manufacturing – consumer goods

    91       97       61       92       111         4,804       4,480       4,991       4,081       3,832  

Real estate and construction (3)

    1,264       1,312       1,529       1,624       1,325         44,553       40,844       36,865       32,480       28,379  

Agriculture

    36       147       104       25       22         7,407       7,079       7,193       6,115       5,687  

Oil and gas

    238       346       28       74       185         4,595       6,337       6,123       5,172       5,182  

Mining

    490       507       642       710       784         1,032       1,259       1,820       1,594       1,539  

Forest products

    –       –       –       –       –         448       615       790       661       673  

Hardware and software

    130       107       21       –       20         2,994       2,654       2,121       1,826       1,442  

Telecommunications and cable

    130       140       185       208       301         1,564       1,263       690       1,370       1,338  

Publishing, printing, and broadcasting

    95       58       81       85       89         509       563       730       714       497  

Transportation

    2,909       3,033       2,012       1,642       1,847         6,690       6,534       5,468       4,415       4,267  

Utilities

    3,519       2,945       1,926       833       878         11,570       10,060       7,306       5,811       5,431  

Education, health and social services

    23       27       34       28       29         7,614       7,563       6,196       5,938       6,065  

Governments

    1,736       1,817       1,657       1,598       1,662         3,631       3,206       2,641       2,644       2,538  

Others

    –       –       –       –       –         –       –       –       –       12  

Stage 1 and 2 allowance for credit losses (2017: Collective allowance allocated to business and government loans) (3)(4)

    (141 )      (151 )      (73 )      (90 )      (73 )              (668 )      (1,028 )      (355 )      (296 )      (351 ) 

Total net business and government loans, including acceptances

    17,162       15,188       13,007       11,556       11,113               159,995       143,474       134,234       119,294       106,056  

Total net loans and acceptances

  $   20,528     $   18,584     $   16,452     $   14,883     $   14,227             $   462,879     $   416,388     $   398,108     $   381,661     $   365,558  

 

(1)

In the third quarter of 2021, certain amounts by sector were revised from those previously presented to align with our revised sector definition, or to better match the borrowers’ risk profiles with the relevant sectors.

(2)

Classification by country is primarily based on domicile of debtor or customer.

(3)

Stage 3 allowance for credit losses (2017: individual allowance under IAS 39) is allocated to business and government loans, including acceptances, by category above.

(4)

Stage 1 and 2 allowance (2017: collective allowance under IAS 39) are primarily allocated based on the geographic location where they are recorded.

 

94   CIBC 2021 ANNUAL REPORT


Table of Contents

Management’s discussion and analysis

 

Summary of allowance for credit losses

 

$ millions, as at or for the year ended October 31    2021      2020      2019      2018 (1)      2017  

Balance at beginning of year under IAS 39

     n/a        n/a        n/a      $ 1,737      $ 1,813  

Impact of adopting IFRS 9 at November 1, 2017

     n/a        n/a        n/a        63        n/a  

Balance at beginning of year under IFRS 9

   $ 3,722      $ 2,044      $ 1,741        1,800        n/a  

Provision for credit losses

     158        2,489        1,286        870        829  

Write-offs

              

Domestic (2)

              

Residential mortgages

     26        15        22        19        21  

Personal and credit card

     663        755        897        866        869  

Other business and government

     126        43        30        37        51  

Foreign (2)

              

Residential mortgages

     1        1        7        35        17  

Personal and credit card

     17        7        14        14        19  

Other business and government

     153        114        160        79        80  

Total write-offs

     986        935        1,130        1,050        1,057  

Recoveries

              

Domestic (2)

              

Personal and credit card

     185        170        173        174        168  

Other business and government

     5        4        6        6        15  

Foreign (2)

              

Residential mortgages

     3        6        2        –        –  

Personal and credit card

     4        7        6        4        5  

Other business and government

     9        5        7        6        5  

Total recoveries

     206        192        194        190        193  

Net write-offs

     780        743        936        860        864  

Interest income on impaired loans

     (41 )       (45 )       (40 )       (23 )       (26 ) 

Foreign exchange and other

     (89 )       (23 )       (7 )       (46 )       (15 ) 

Balance at end of year

   $     2,970      $     3,722      $     2,044      $     1,741      $     1,737  

Comprises:

              

Loans

   $ 2,849      $ 3,540      $ 1,915      $ 1,639      $ 1,618  

Undrawn credit facilities and other off-balance sheet exposures

     121        182        129        102        119  

Ratio of net write-offs during the year to average loans outstanding
during the year

     0.18  %       0.19  %       0.25  %       0.24  %       0.26  % 

 

(1)

Effective November 1, 2017, all loans that are contractually 90 days in arrears are automatically classified as impaired and as stage 3 under IFRS 9, except for credit card loans which are classified as impaired and are fully written off when payments are contractually 180 days in arrears or at the earlier of the notice of bankruptcy, settlement proposal, or enlistment of credit counselling services. The determination of impairment was generally the same under IAS 39, except (i) residential mortgages guaranteed or insured by a Canadian government (federal or provincial) or a Canadian government agency were not classified as impaired until payments were contractually 365 days in arrears, and (ii) residential mortgages guaranteed or insured by a private insurer, or loans that were fully secured and in the process of collection were not classified as impaired until payments were contractually 180 days in arrears.

(2)

Classification as domestic or foreign is primarily based on domicile of debtor or customer.

n/a

Not applicable.

Allowance for credit losses on impaired loans as a percentage of gross impaired loans

 

    Allowance for
credit losses (1)
    Allowance as a % of
gross impaired loans
 
$ millions, as at October 31   2021     2020     2019     2018 (2)     2017 (3)     2021     2020     2019     2018 (2)     2017 (3)  

Domestic (4)

                   

Residential mortgages

  $ 54     $ 69     $ 61     $ 54     $ 22       12.7  %      10.8  %      10.5  %      10.9  %      7.5  % 

Personal loans

    64       80       98       79       110       61.5       60.2       62.4       57.7       94.8  

Business and government

    344       406       217       56       43       72.9       62.6       45.8       41.5       41.7  

Total domestic

    462       555       376       189       175       46.2       39.1       31.0       24.6       34.2  

Foreign (4)

                   

Residential mortgages

    104       82       79       89       123       48.8       47.7       46.5       49.4       55.7  

Personal loans

    42       33       30       30       31       72.4       68.8       63.8       66.7       56.4  

Business and government

    164       244       159       174       148       29.2       34.4       36.4       35.8       28.3  

Total foreign

    310       359       268       293       302       37.3       38.6       41.0       41.2       37.8  

Total allowance

  $     772     $     914     $     644     $     482     $     477       42.1  %      38.9  %      34.5  %      32.6  %      36.4  % 

 

(1)

Excludes allowance on undrawn credit facilities and other off-balance sheet exposures.

(2)

Effective November 1, 2017, all loans that are contractually 90 days in arrears are automatically classified as impaired and as stage 3 under IFRS 9, except for credit card loans which are classified as impaired and are fully written off when payments are contractually 180 days in arrears or at the earlier of the notice of bankruptcy, settlement proposal, or enlistment of credit counselling services. The determination of impairment was generally the same under IAS 39, except (i) residential mortgages guaranteed or insured by a Canadian government (federal or provincial) or a Canadian government agency were not classified as impaired until payments were contractually 365 days in arrears, and (ii) residential mortgages guaranteed or insured by a private insurer, or loans that were fully secured and in the process of collection were not classified as impaired until payments were contractually 180 days in arrears.

(3)

Under IAS 39, comprises individual allowance, and collective allowance related to personal, scored small business, and mortgage impaired loans that are greater than 90 days delinquent.

(4)

Classification as domestic or foreign is primarily based on domicile of debtor or customer.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

95

 

 

 


Table of Contents

Management’s discussion and analysis

 

Allowance on performing loans as a percentage of net loans and acceptances

 

   

Allowance for

credit losses (1)(2)

   

Allowance as a % of net

loans and acceptances

 
$ millions, as at October 31   2021     2020     2019     2018 (3)     2017     2021     2020     2019     2018 (3)     2017  

Domestic

                   

Residential mortgages

  $ 65     $ 89     $ 38     $ 29     $ 34       –  %      –  %      –  %      –  %      –  % 

Personal loans

    647       697       415       362       345       1.6       1.7       1.0       0.9       0.9  

Credit cards

    619       659       413       415       383       6.0       6.2       3.4       3.4       3.2  

Business and government

    245       341       144       98       187       0.3       0.4       0.2       0.1       0.3  

Total domestic

    1,576       1,786       1,010       904       949       0.4       0.5       0.3       0.3       0.3  

Foreign

                   

Residential mortgages

    57       123       33       42       24       1.2       2.7       0.8       1.2       0.7  

Personal loans

    15       22       10       10       9       1.3       2.1       0.8       0.9       1.0  

Credit cards

    6       8       7       3       3       4.1       4.7       3.6       1.5       1.6  

Business and government

    423       687       211       198       156       0.6       1.0       0.4       0.4       0.3  

Total foreign

    501       840       261       253       192       0.6       1.2       0.4       0.5       0.4  

Total stage 1 and 2 allowance (2017: total allowance)

  $     2,077     $     2,626     $     1,271     $     1,157     $     1,141       0.4  %      0.6  %      0.3  %      0.3  %      0.3  % 

 

(1)

Excludes allowance on undrawn credit facilities and other off-balance sheet exposures.

(2)

Stage 1 and 2 allowance (2017: collective allowance under IAS 39) are primarily allocated based on the geographic location where they are recorded.

(3)

Effective November 1, 2017, all loans that are contractually 90 days in arrears are automatically classified as impaired and as stage 3 under IFRS 9, except for credit card loans which are classified as impaired and are fully written off when payments are contractually 180 days in arrears or at the earlier of the notice of bankruptcy, settlement proposal, or enlistment of credit counselling services. The determination of impairment was generally the same under IAS 39, except (i) residential mortgages guaranteed or insured by a Canadian government (federal or provincial) or a Canadian government agency were not classified as impaired until payments were contractually 365 days in arrears, and (ii) residential mortgages guaranteed or insured by a private insurer, or loans that were fully secured and in the process of collection were not classified as impaired until payments were contractually 180 days in arrears.

Net loans and acceptances by geographic location(1)

 

$ millions, as at October 31   2021     2020     2019     2018     2017  

Canada

         

Atlantic provinces

  $ 14,898     $ 14,685     $ 14,578     $ 14,036     $ 14,194  

Quebec

    35,092       30,916       30,113       28,598       27,027  

Ontario

    202,789       176,915       169,073       165,592       157,987  

Prairie provinces

    15,092       14,710       14,680       13,947       13,746  

Alberta, Northwest Territories and Nunavut

    46,816       46,133       45,103       44,896       44,354  

British Columbia and Yukon

    69,110       62,104       60,829       60,407       59,479  

Stage 1 and 2 allowance (2017: collective allowance) allocated to Canada (2)

    (1,576 ) (3)      (1,786 ) (3)      (1,010 ) (3)      (904 ) (3)      (902 ) (4) 

Total Canada

    382,221       343,677       333,366       326,572       315,885  

U.S.

    60,130       54,127       48,290       40,206       35,446  

Other countries

    20,528       18,584       16,452       14,883       14,227  

Total net loans and acceptances

  $     462,879     $     416,388     $     398,108     $     381,661     $     365,558  

 

(1)

Classification by country is primarily based on domicile of debtor or customer.

(2)

Stage 1 and 2 allowance (2017: collective allowance under IAS 39) are primarily allocated based on the geographic location where they are recorded.

(3)

Stage 3 allowance for credit losses (2017: individual allowance under IAS 39) is allocated to provinces above, including acceptances.

(4)

Under IAS 39, relates to collective allowance, except for: (i) residential mortgages greater than 90 days delinquent; and (ii) personal loans and scored small business loans greater than 30 days delinquent.

 

96   CIBC 2021 ANNUAL REPORT


Table of Contents

Management’s discussion and analysis

 

Net impaired loans

 

    Canada (1)           U.S. (1)  
$ millions, as at October 31   2021     2020     2019     2018 (2)     2017            2021     2020     2019     2018 (2)     2017  

Gross impaired loans

                     

Residential mortgages

  $ 425     $ 637     $ 581     $ 497     $ 292       $ 18     $ 17     $ 16     $ 13     $ 9  

Personal

    104       133       157       137       116               3       5       5       2       2  

Total gross impaired consumer loans

    529       770       738       634       408               21       22       21       15       11  

Non-residential mortgages

    2       15       3       3       7         –       –       –       –       –  

Financial institutions

    4       8       2       5       –         70       34       37       65       8  

Retail, wholesale and business services

    192       383       283       62       38         55       98       89       44       52  

Manufacturing – consumer and capital goods

    24       5       6       7       6         51       65       35       14       1  

Real estate and construction

    16       39       38       39       33         239       169       46       90       137  

Agriculture

    10       27       53       8       9         –       –       –       –       –  

Resource-based industries

    50       124       46       1       2         7       135       69       54       114  

Telecommunications, media and technology

    4       1       2       2       3         6       6       2       2       2  

Transportation

    6       4       4       3       2         –       –       –       1       –  

Utilities

    93       38       32       –       –         –       34       –       –       –  

Other

    71       5       5       5       3               8       21       23       56       45  

Total gross impaired – business and government loans

    472       649       474       135       103               436       562       301       326       359  

Total gross impaired loans

    1,001       1,419       1,212       769       511         457       584       322       341       370  

Other past due loans (3)

    64       127       96       100       337               –       –       –       –       –  

Total gross impaired and other past due loans

  $     1,065     $     1,546     $     1,308     $     869     $     848             $     457     $     584     $     322     $     341     $     370  

Allowance for credit losses

                     

Residential mortgages

  $ 54     $ 69     $ 61     $ 54     $ 22       $ 5     $ 3     $ 3     $ 2     $ –  

Personal

    64       80       98       79       110               2       2       1       –       –  

Total allowance – consumer loans

    118       149       159       133       132               7       5       4       2       –  

Non-residential mortgages

    –       –       –       –       2         –       –       –       –       –  

Financial institutions

    1       4       1       –       –         15       8       1       14       –  

Retail, wholesale and business services

    177       289       151       26       18         19       24       28       27       16  

Manufacturing – consumer and capital goods

    9       3       4       4       5         3       29       –       1       –  

Real estate and construction

    8       11       16       15       9         62       58       28       41       41  

Agriculture

    7       22       24       4       –         –       –       –       –       –  

Resource-based industries

    33       56       11       1       2         1       48       34       5       8  

Telecommunications, media and technology

    3       –       –       1       2         1       2       –       –       –  

Transportation

    3       2       2       2       2         –       –       –       –       –  

Utilities

    79       17       5       –       –         –       5       –       –       –  

Other

    24       2       3       3       3               –       1       10       –       –  

Total allowance – business and government loans

    344       406       217       56       43               101       175       101       88       65  

Total allowance

  $ 462     $ 555     $ 376     $ 189     $ 175             $ 108     $ 180     $ 105     $ 90     $ 65  

Net impaired loans

                     

Residential mortgages

  $ 371     $ 568     $ 520     $ 443     $ 270       $ 13     $ 14     $ 13     $ 11     $ 9  

Personal

    40       53       59       58       6               1       3       4       2       2  

Total net impaired consumer loans

    411       621       579       501       276               14       17       17       13       11  

Non-residential mortgages

    2       15       3       3       5         –       –       –       –       –  

Financial institutions

    3       4       1       5       –         55       26       36       51       8  

Retail, wholesale and business services

    15       94       132       36       20         36       74       61       17       36  

Manufacturing – consumer and capital goods

    15       2       2       3       1         48       36       35       13       1  

Real estate and construction

    8       28       22       24       24         177       111       18       49       96  

Agriculture

    3       5       29       4       9         –       –       –       –       –  

Resource-based industries

    17       68       35       –       –         6       87       35       49       106  

Telecommunications, media and technology

    1       1       2       1       1         5       4       2       2       2  

Transportation

    3       2       2       1       –         –       –       –       1       –  

Utilities

    14       21       27       –       –         –       29       –       –       –  

Other

    47       3       2       2       –               8       20       13       56       45  

Total net impaired – business and government loans

    128       243       257       79       60               335       387       200       238       294  

Total net impaired loans

  $     539     $ 864     $ 836     $ 580     $ 336             $ 349     $ 404     $ 217     $ 251     $ 305  

 

(1)

Classification by country is primarily based on domicile of debtor or customer.

(2)

Effective November 1, 2017, all loans that are contractually 90 days in arrears are automatically classified as impaired and as stage 3 under IFRS 9, except for credit card loans which are classified as impaired and are fully written off when payments are contractually 180 days in arrears or at the earlier of the notice of bankruptcy, settlement proposal, or enlistment of credit counselling services. The determination of impairment was generally the same under IAS 39, except (i) residential mortgages guaranteed or insured by a Canadian government (federal or provincial) or a Canadian government agency were not classified as impaired until payments were contractually 365 days in arrears, and (ii) residential mortgages guaranteed or insured by a private insurer, or loans that were fully secured and in the process of collection were not classified as impaired until payments were contractually 180 days in arrears.

(3)

Represents loans where repayment of principal or payment of interest is contractually in arrears between 90 and 180 days.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

97

 

 

 


Table of Contents

Management’s discussion and analysis

 

Net impaired loans (continued)

 

    Other (1)           Total  
$ millions, as at October 31   2021     2020     2019     2018 (2)     2017            2021     2020     2019     2018 (2)     2017  

Gross impaired loans

                     

Residential mortgages

  $ 195     $ 155     $ 154     $ 167     $ 212       $ 638     $ 809     $ 751     $ 677     $ 513  

Personal

    55       43       42       43       53               162       181       204       182       171  

Total gross impaired consumer loans

    250       198       196       210       265               800       990       955       859       684  

Non-residential mortgages

    11       11       17       15       17         13       26       20       18       24  

Financial institutions

    1       1       –       1       2         75       43       39       71       10  

Retail, wholesale and business services

    53       49       43       52       57         300       530       415       158       147  

Manufacturing – consumer and capital goods

    16       3       4       4       5         91       73       45       25       12  

Real estate and construction

    42       55       59       72       78         297       263       143       201       248  

Agriculture

    –       –       –       1       1         10       27       53       9       10  

Resource-based industries

    –       27       –       –       –         57       286       115       55       116  

Telecommunications, media and technology

    –       –       –       –       –         10       7       4       4       5  

Transportation

    2       2       2       3       4         8       6       6       7       6  

Utilities

    –       –       –       –       –         93       72       32       –       –  

Other

    –       –       11       12       –               79       26       39       73       48  

Total gross impaired – business and government loans

    125       148       136       160       164               1,033       1,359       911       621       626  

Total gross impaired loans

    375       346       332       370       429         1,833       2,349       1,866       1,480       1,310  

Other past due loans (3)

    2       5       3       3       3               66       132       99       103       340  

Total gross impaired and other past due loans

  $ 377     $ 351     $ 335     $ 373     $ 432             $ 1,899     $ 2,481     $ 1,965     $ 1,583     $ 1,650  

Allowance for credit losses

                     

Residential mortgages

  $ 99     $ 79     $ 76     $ 87     $ 123       $ 158     $ 151     $ 140     $ 143     $ 145  

Personal

    40       31       29       30       31               106       113       128       109       141  

Total allowance – consumer loans

    139       110       105       117       154               264       264       268       252       286  

Non-residential mortgages

    2       2       5       7       9         2       2       5       7       11  

Financial institutions

    1       1       –       1       –         17       13       2       15       –  

Retail, wholesale and business services

    33       21       18       28       29         229       334       197       81       63  

Manufacturing – consumer and capital goods

    4       2       2       3       3         16       34       6       8       8  

Real estate and construction

    22       29       30       39       39         92       98       74       95       89  

Agriculture

    –       –       –       1       1         7       22       24       5       1  

Resource-based industries

    –       13       –       –       –         34       117       45       6       10  

Telecommunications, media and technology

    –       –       –       –       –         4       2       –       1       2  

Transportation

    1       1       1       2       2         4       3       3       4       4  

Utilities

    –       –       –       –       –         79       22       5       –       –  

Other

    –       –       2       5       –               24       3       15       8       3  

Total allowance – business and government loans

    63       69       58       86       83               508       650       376       230       191  

Total allowance

  $ 202     $ 179     $ 163     $ 203     $ 237             $ 772     $ 914     $ 644     $ 482     $ 477  

Net impaired loans

                     

Residential mortgages

  $ 96     $ 76     $ 78     $ 80     $ 89       $ 480     $ 658     $ 611     $ 534     $ 368  

Personal

    15       12       13       13       22               56       68       76       73       30  

Total net impaired consumer loans

    111       88       91       93       111               536       726       687       607       398  

Non-residential mortgages

    9       9       12       8       8         11       24       15       11       13  

Financial institutions

    –       –       –       –       2         58       30       37       56       10  

Retail, wholesale and business services

    20       28       25       24       28         71       196       218       77       84  

Manufacturing – consumer and capital goods

    12       1       2       1       2         75       39       39       17       4  

Real estate and construction

    20       26       29       33       39         205       165       69       106       159  

Agriculture

    –       –       –       –       –         3       5       29       4       9  

Resource-based industries

    –       14       –       –       –         23       169       70       49       106  

Telecommunications, media and technology

    –       –       –       –       –         6       5       4       3       3  

Transportation

    1       1       1       1       2         4       3       3       3       2  

Utilities

    –       –       –       –       –         14       50       27       –       –  

Other

    –       –       9       7       –               55       23       24       65       45  

Total net impaired – business and government loans

    62       79       78       74       81               525       709       535       391       435  

Total net impaired loans

  $   173     $   167     $   169     $   167     $   192             $   1,061     $   1,435     $   1,222     $ 998     $ 833  

 

(1)

Classification by country is primarily based on domicile of debtor or customer.    

(2)

Effective November 1, 2017, all loans that are contractually 90 days in arrears are automatically classified as impaired and as stage 3 under IFRS 9, except for credit card loans which are classified as impaired and are fully written off when payments are contractually 180 days in arrears or at the earlier of the notice of bankruptcy, settlement proposal, or enlistment of credit counselling services. The determination of impairment was generally the same under IAS 39, except (i) residential mortgages guaranteed or insured by a Canadian government (federal or provincial) or a Canadian government agency were not classified as impaired until payments were contractually 365 days in arrears, and (ii) residential mortgages guaranteed or insured by a private insurer, or loans that were fully secured and in the process of collection were not classified as impaired until payments were contractually 180 days in arrears.     

(3)

Represents loans where repayment of principal or payment of interest is contractually in arrears between 90 and 180 days.    

 

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Management’s discussion and analysis

 

Deposits

 

    Average balance (1)     Interest     Rate  
$ millions, for the year ended October 31   2021     2020     2019     2021     2020     2019     2021     2020     2019  

Deposits in domestic bank offices (2)

                 

Payable on demand

                 

Personal

  $ 12,820     $ 11,945     $ 9,939     $ 5     $ 14     $ 17       0.04  %      0.12  %      0.17  % 

Business and government

    67,233       50,683       43,539       164       305       585       0.24       0.60       1.34  

Bank

    8,881       5,761       4,517       –       1       3       –       0.02       0.07  

Payable after notice

                 

Personal

    130,636       109,856       99,859       194       460       855       0.15       0.42       0.86  

Business and government

    64,661       56,758       44,691       390       659       927       0.60       1.16       2.07  

Bank

    351       276       256       2       2       4       0.57       0.72       1.56  

Payable on a fixed date

                 

Personal

    50,479       55,164       51,522       552       969       1,040       1.09       1.76       2.02  

Business and government

    105,251       102,953       85,978       684       1,358       2,063       0.65       1.32       2.40  

Bank

    2,167       2,078       1,161       2       20       23       0.09       0.96       1.98  

Secured borrowings

    37,893       39,076       39,111       378       668       1,037       1.00       1.71       2.65  

Total domestic

    480,372       434,550       380,573       2,371       4,456       6,554       0.49       1.03       1.72  

Deposits in foreign bank offices

                 

Payable on demand

                 

Personal

    2,213       1,971       1,687       1       2       2       0.05       0.10       0.12  

Business and government

    24,156       20,454       15,687       8       32       70       0.03       0.16       0.45  

Bank

    37       31       13       1       1       –       2.70       3.23       –  

Payable after notice

                 

Personal

    8,305       8,119       6,909       33       66       82       0.40       0.81       1.19  

Business and government

    16,623       12,825       9,544       26       83       185       0.16       0.65       1.94  

Payable on a fixed date

                 

Personal

    1,941       2,832       3,164       11       36       58       0.57       1.27       1.83  

Business and government

    55,092       48,680       51,082       166       546       1,271       0.30       1.12       2.49  

Bank

    7,632       7,850       8,245       18       89       196       0.24       1.13       2.38  

Secured borrowings

    1,883       1,322       226       16       15       4       0.85       1.13       1.77  

Total foreign

    117,882       104,084       96,557       280       870       1,868       0.24       0.84       1.93  

Total deposits

  $     598,254     $     538,634     $     477,130     $     2,651     $     5,326     $     8,422       0.44  %      0.99  %      1.77  % 

 

(1)

Average balances are calculated as a weighted average of daily closing balances.

(2)

Deposits by foreign depositors in our domestic bank offices amounted to $51.9 billion (2020: $42.2 billion; 2019: $29.3 billion).

Short-term borrowings

 

$ millions, as at or for the year ended October 31    2021     2020     2019  

Amounts outstanding at end of year

      

Obligations related to securities sold short

   $     22,790     $     15,963     $     15,635  

Obligations related to securities lent or sold under repurchase agreements

     74,343       73,477       53,623  

Total short-term borrowings

   $ 97,133     $ 89,440     $ 69,258  

Obligations related to securities sold short

      

Average balance (1)

   $ 20,068     $ 17,841     $ 16,501  

Maximum month-end balance

     22,790       22,467       18,448  

Average interest rate

     1.18  %      1.42  %      1.76  % 

Obligations related to securities lent or sold under repurchase agreements

      

Average balance (1)

   $ 76,491     $ 69,255     $ 51,408  

Maximum month-end balance

     83,664       81,349       57,346  

Average interest rate

     0.27  %      0.95  %      2.33  % 

 

(1)

Average balances are calculated as a weighted average of daily closing balances.

Fees paid to the shareholders’ auditor

 

$ millions, for the year ended October 31    2021      2020      2019  

Audit fees (1)

   $ 23.1      $ 24.0      $ 22.3  

Audit-related fees (2)

     2.3        2.2        1.7  

Tax fees (3)

     1.3        1.4        1.9  

All other fees (4)

     –        –        0.1  

Total

   $     26.7      $     27.6      $     26.0  

 

(1)

For the audit of CIBC’s annual financial statements and the audit of certain of our subsidiaries, as well as other services normally provided by the principal auditor in connection with CIBC’s statutory and regulatory filings. Audit fees also include the audit of internal control over financial reporting under the standards of the Public Company Accounting Oversight Board (United States).

(2)

For the assurance and related services that are reasonably related to the performance of the audit or review of CIBC’s consolidated financial statements, including accounting consultation, various agreed upon procedures and translation of financial reports.

(3)

For tax compliance and advisory services.

(4)

Includes fees for non-audit services.

 

 

 

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Table of Contents

Management’s discussion and analysis

 

Glossary

Allowance for credit losses

Under IFRS 9, allowance for credit losses represents 12 months of expected credit losses (ECL) for instruments that have not been subject to a significant increase in credit risk, while allowance for credit losses represents lifetime ECL for instruments that have been subject to a significant increase in credit risk, including impaired instruments. ECL allowances for loans and acceptances are included in Allowance for credit losses on the consolidated balance sheet. ECL allowances for fair value through other comprehensive income (FVOCI) debt securities are included as a component of the carrying value of the securities, which are measured at fair value. Expected credit loss allowances for other financial assets are included in the carrying value of the instrument. ECL allowances for guarantees and loan commitments are included in Other liabilities.

Under IAS 39, allowance for credit losses generally represented an allowance set up in the financial statements sufficient to absorb specifically

identified and inherent credit-related losses in CIBC’s portfolio of loans, acceptances, letters of credit and guarantees. This allowance can be “collective”, assessed by reviewing a portfolio of loans with similar characteristics, or “individual”, assessed by reviewing the characteristics of an individual exposure.

Allowance for credit losses are adjusted for provisions for (reversals of) credit losses and are reduced by write-offs, net of recoveries.

Amortized cost

The amount at which a financial asset or financial liability is measured at initial recognition minus repayments, plus or minus any unamortized origination date premiums or discounts, plus or minus any basis adjustments resulting from a fair value hedge, and minus any reduction for impairment (directly or through the use of an allowance account). The amount of a financial asset or liability measured at initial recognition is the cost of the financial asset or liability including capitalized transaction costs and deferred fees.

Assets under administration (AUA)

Assets administered by CIBC that are beneficially owned by clients and are, therefore, not reported on the consolidated balance sheet. The services provided by CIBC are of an administrative nature, such as safekeeping of securities, client reporting and record keeping, collection of investment income, and the settlement of purchase and sale transactions. In addition, assets under management (AUM) amounts are included in the amounts reported under AUA.

Assets under management (AUM)

Assets managed by CIBC that are beneficially owned by clients and are, therefore, not reported on the consolidated balance sheet. The service provided in respect of these assets is discretionary portfolio management on behalf of the clients.

Average interest-earning assets

Average interest-earning assets include interest-bearing deposits with banks, interest-bearing demand deposits with the Bank of Canada, securities, cash collateral on securities borrowed or securities purchased under resale agreements, loans net of allowance for credit losses, and certain sublease-related assets.

Basis point

One-hundredth of a percentage point (0.01%).

Collateral

Assets pledged to secure loans or other obligations, which are forfeited if the obligations are not repaid.

Collateralized debt obligation (CDO)

Securitization of any combination of corporate debt, asset-backed securities (ABS), mortgage-backed securities or tranches of other CDOs to form a pool of diverse assets that are tranched into securities that offer varying degrees of risk and return to meet investor demand.

Collateralized loan obligation (CLO)

Securitizations of diversified portfolios of corporate debt obligations and/or ABS that are tranched into securities that offer varying degrees of risk and return to meet investor demand.

Common shareholders’ equity

Common shareholders’ equity includes common shares, contributed surplus, retained earnings and accumulated other comprehensive income (AOCI).

Credit derivatives

A category of financial instruments that allow one party (the beneficiary) to separate and transfer the credit risk of nonpayment or partial payment of an underlying financial instrument to another party (the guarantor).

Credit valuation adjustment (CVA)

A valuation adjustment that is required to be considered in measuring fair value of over-the-counter (OTC) derivatives to recognize the risk that any given derivative counterparty may not ultimately be able to fulfill its obligations. In assessing the net counterparty credit risk (CCR) exposure, we take into account credit mitigants such as collateral, master netting arrangements, and settlements through clearing houses.

Current replacement cost

The estimated cost of replacing an asset at the present time according to its current worth.

Derivatives

A financial contract that derives its value from the performance of an underlying instrument, index or financial rate.

 

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Dividend payout ratio

Common share dividends paid as a percentage of net income after preferred share dividends, premium on preferred share redemptions, and distributions on other equity instruments.

Dividend yield

Dividends per common share divided by the closing common share price.

Effective interest rate method

A method of calculating the amortized cost of a financial asset or financial liability and of allocating the interest income or interest expense over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash payments or receipts through the expected life of the financial instrument or, when appropriate, a shorter period, to the net carrying amount of the financial asset or financial liability.

Efficiency ratio

Non-interest expenses as a percentage of total revenue (net interest income and non-interest income).

Exchange-traded derivative contracts

Standardized derivative contracts (e.g., futures contracts and options) that are transacted on an organized exchange and cleared through a central clearing house, and are generally subject to standard margin requirements.

Fair value

The price that would be received to sell an asset, or paid to transfer a liability, between market participants in an orderly transaction in the principal market at the measurement date under current market conditions.

Forward contracts

A non-standardized contract to buy or sell a specified asset at a specified price and specified date in the future.

Forward rate agreement

An OTC forward contract that determines an interest rate to be paid or received commencing on a specified date in the future for a specified period.

Full-time equivalent employees

A measure that normalizes the number of full-time and part-time employees, base salary plus commissioned employees, and 100% commissioned employees into equivalent full-time units based on actual hours of paid work during a given period, for individuals whose compensation is included in the Employee compensation and benefits line on the consolidated statement of income.

Futures

A standardized contract to buy or sell a specified commodity, currency or financial instrument of standardized quantity and quality at a specific price and date in the future. Futures contracts are traded on an exchange.

Guarantees and standby letters of credit

Primarily represent CIBC’s obligation, subject to certain conditions, to make payments to third parties on behalf of clients, if these clients cannot make those payments, or are unable to meet other specified contractual obligations.

Hedge

A transaction intended to offset potential losses/gains that may be incurred in a transaction or portfolio.

Loan loss ratio

The ratio is calculated as the provision for credit losses on impaired loans to average loans and acceptances, net of allowance for credit losses.

Mark-to-market

The fair value (as defined above) at which an asset can be sold or a liability can be transferred.

Net interest income

The difference between interest earned on assets (such as loans and securities) and interest incurred on liabilities (such as deposits and subordinated indebtedness).

Net interest margin

Net interest income as a percentage of average assets.

Normal course issuer bid (NCIB)

Involves a listed company buying its own shares for cancellation through a stock exchange or other published market, from time to time, and is subject to the various rules of the exchanges and securities commissions.

Notional amount

Principal amount or face amount of a financial contract used for the calculation of payments made on that contract.

Off-balance sheet financial instruments

A financial contract that is based mainly on a notional amount and represents a contingent asset or liability of an institution. Such instruments include credit-related arrangements.

 

 

 

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Management’s discussion and analysis

 

Office of the Superintendent of Financial Institutions (OSFI)

OSFI supervises and regulates all banks, all federally incorporated or registered trust and loan companies, insurance companies, cooperative credit associations, fraternal benefit societies, and federal pension plans in Canada.

Operating leverage

Operating leverage is the difference between the year-over-year percentage change in revenue and year-over-year percentage change in non-interest expenses.

Options

A financial contract under which the writer (seller) confers the right, but not the obligation, to the purchaser to either buy (call option) or sell (put option) a specified amount of an underlying asset or instrument at a specified price either at or by a specified date.

Provision for (reversal of) credit losses

An amount charged or credited to income to adjust the allowance for credit losses to the appropriate level, for both performing and impaired financial assets. Provision for (reversal of) credit losses for loans and acceptances and related off-balance sheet loan commitments is included in the Provision for (reversal of) credit losses line on the consolidated statement of income. Provision for (reversal of) credit losses for debt securities measured at FVOCI or amortized cost is included in Gains (losses) from debt securities measured at FVOCI and amortized cost, net.

Return on average assets or average interest-earning assets

Net income expressed as a percentage of average assets or average interest-earning assets.

Return on common shareholders’ equity

Net income attributable to equity shareholders expressed as a percentage of average common shareholders’ equity.

Securities borrowed

Securities are typically borrowed to cover short positions. Borrowing requires the pledging of collateral by the borrower to the lender. The collateral may be cash or a highly rated security.

Securities lent

Securities are typically lent to a borrower to cover their short positions. Borrowing requires the pledging of collateral by the borrower to the lender. The collateral provided may be cash or a highly rated security.

Securities purchased under resale agreements

A transaction where a security is purchased by the buyer and, at the same time, the buyer commits to resell the security to the original seller at a specific price and date in the future.

Securities sold short

A transaction in which the seller sells securities that it does not own. Initially the seller typically borrows the securities in order to deliver them to the purchaser. At a later date, the seller buys identical securities in the market to replace the borrowed securities.

Securities sold under repurchase agreements

A transaction where a security is sold by the seller and, at the same time, the seller commits to repurchase the security from the original purchaser at a specific price and date in the future.

Structured entities (SEs)

Entities that have been designed so that voting or similar rights are not the dominant factor in deciding who controls the entity, such as when any voting rights relate to administrative tasks only and the relevant activities are directed by means of contractual arrangements.

Swap contracts

A financial contract in which counterparties exchange a series of cash flows based on a specified notional amount over a specified period.

Taxable equivalent basis (TEB)

The gross-up of tax-exempt revenue on certain securities to a TEB. There is an equivalent offsetting adjustment to the income tax expense.

Total shareholder return

The total return earned on an investment in CIBC’s common shares. The return measures the change in shareholder value, assuming dividends paid are reinvested in additional shares.

 

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Risk and capital glossary

Advanced internal ratings-based (AIRB) approach for credit risk

Internal models based on historical experience of key risk assumptions such as probability of default (PD), loss given default (LGD) and exposure at default (EAD) are used to compute the capital requirements subject to the Office of the Superintendent of Financial Institutions (OSFI) approval. A capital floor based on the standardized approach is also calculated by banks under the AIRB approach for credit risk and an adjustment to risk-weighted assets (RWA) may be required as prescribed by OSFI.

Asset/liability management (ALM)

The practice of managing risks that arise from mismatches between the assets and liabilities, mainly in the non-trading areas of the bank. Techniques are used to manage the relative duration of CIBC’s assets (such as loans) and liabilities (such as deposits), in order to minimize the adverse impact of changes in interest rates.

Bail-in eligible liabilities

Bail-in eligible liabilities include long-term (i.e., original maturity over 400 days), unsecured senior debt issued on or after September 23, 2018 that is tradable and transferrable, and any preferred shares and subordinated debt that are not considered non-viability contingent capital (NVCC). Consumer deposits, secured liabilities (including covered bonds), certain financial contracts (including derivatives) and certain structured notes are not bail-in eligible.

Bank exposures

All direct credit risk exposures to deposit-taking institutions and regulated securities firms, and exposures guaranteed by those entities.

Business and government portfolio

A category of exposures that includes lending to businesses and governments, where the primary basis of adjudication relies on the determination and assignment of an appropriate risk rating that reflects the credit risk of the exposure.

Central counterparty (CCP)

A clearing house that interposes itself between counterparties to clear contracts traded in one or more financial markets, becoming the buyer to every seller and the seller to every buyer and thereby ensuring the future performance of open contracts.

Comprehensive approach for securities financing transactions

A framework for the measurement of counterparty credit risk (CCR) with respect to securities financing transactions, which utilizes a volatility-adjusted collateral value to reduce the amount of the exposure.

Common Equity Tier 1 (CET1), Tier 1 and Total capital ratios

CET1, Tier 1 and total regulatory capital, divided by RWA, as defined by OSFI’s Capital Adequacy Requirements (CAR) Guideline, which is based on Basel Committee on Banking Supervision (BCBS) standards.

Corporate exposures

All direct credit risk exposures to corporations, partnerships and proprietorships, and exposures guaranteed by those entities.

Credit risk

The risk of financial loss due to a borrower or counterparty failing to meet its obligations in accordance with contractual terms.

Drawn exposure

The amount of credit risk exposure resulting from loans and other receivables advanced to the customer.

Economic capital

Economic capital provides a framework to evaluate the returns of each strategic business unit, commensurate with risk assumed. Economic capital is a non-GAAP risk measure based upon an internal estimate of equity capital required by the businesses to absorb unexpected losses consistent with our targeted risk rating over a one-year horizon. Economic capital comprises primarily credit, market, operational and strategic risk capital.

Economic profit

A non-GAAP risk-adjusted performance measure used for measuring economic value added. It is calculated as earnings of each business less a charge for the cost of capital.

Exposure at default (EAD)

An estimate of the amount of exposure to a customer at the event of, and at the time of, default.

Incremental risk charge (IRC)

A capital charge applied in addition to market risk capital specifically to cover default and migration risk in unsecuritized credit assets of varying liquidity held in the trading book.

Internal Capital Adequacy Assessment Process (ICAAP)

A framework and process designed to provide a comprehensive view on capital adequacy, as defined by Pillar II of the Basel Accord, wherein we identify and measure our risks on an ongoing basis in order to ensure that the capital available is sufficient to cover all risks across CIBC.

 

 

 

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Management’s discussion and analysis

 

Internal models approach (IMA) for market risk

Models, which have been developed by CIBC and approved by OSFI, for the measurement of risk and regulatory capital in the trading portfolio for general market risk, debt specific risk, and equity specific risk.

Internal model method (IMM) for counterparty credit risk

Models, which have been developed by CIBC and approved by OSFI, for the measurement of CCR with respect to over-the-counter (OTC) derivatives.

Internal ratings-based (IRB) approach for securitization exposures

This approach comprises two calculation methods available for securitization exposures that require OSFI approval: the Internal Ratings-Based Approach (SEC-IRBA) is available to the banks approved to use the IRB approach for underlying exposures securitized and the Internal Assessment Approach (SEC-IAA) available for certain securitization exposures extended to asset-backed commercial paper (ABCP) programs.

Leverage ratio exposure

The leverage ratio exposure is defined under the OSFI rules as on-balance sheet assets (unweighted) less Tier 1 capital regulatory adjustments plus derivative exposures, securities financing transaction exposures with a limited form of netting under certain conditions, and other off-balance sheet exposures (such as commitments, direct credit substitutes, forward asset purchases, standby/trade letters of credit and securitization exposures). While OSFI currently permits exposures arising from central bank reserves and sovereign-issued securities that qualify as High Quality Liquid Assets (HQLA) to be excluded from the exposure measure for leverage ratio purposes, the exclusion will no longer be available for sovereign-issued securities after December 31, 2021.

Leverage ratio

Defined as Tier 1 capital divided by the leverage ratio exposure determined in accordance with guidelines issued by OSFI, which are based on BCBS standards.

Liquidity coverage ratio (LCR)

Derived from the BCBS’s Basel III framework and incorporated into OSFI’s Liquidity Adequacy Requirements (LAR) Guideline, the LCR is a liquidity standard that aims to ensure that an institution has an adequate stock of unencumbered HQLA that consists of cash or assets that can be converted into cash at little or no loss of value in private markets, to meet its liquidity needs for a 30-calendar-day liquidity stress scenario.

Liquidity risk

The risk of having insufficient cash or its equivalent in a timely and cost-effective manner to meet financial obligations as they come due.

Loss given default (LGD)

An estimate of the amount of exposure to a customer that will not be recovered following a default by that customer, expressed as a percentage of the EAD. LGD is generally based on through-the-cycle assumptions for regulatory capital purposes, and generally based on point-in-time assumptions reflecting forward-looking information for IFRS 9 expected credit loss (ECL) purposes.

Market risk

The risk of economic financial loss in our trading and non-trading portfolios from adverse changes in underlying market factors, including interest rates, foreign exchange rates, equity market prices, commodity prices, credit spreads and customer behaviour for retail products.

Master netting agreement

An industry standard agreement designed to reduce the credit risk of multiple transactions with a counterparty through the creation of a legal right of offset of exposures in the event of a default by that counterparty and through the provision for net settlement of all contracts through a single payment.

Net cumulative cash flow (NCCF)

The NCCF is a liquidity horizon metric defined under OSFI’s LAR Guideline as a monitoring and supervision tool for liquidity risk that measures an institution’s detailed cash flows in order to capture the risk posed by funding mismatches between assets and liabilities.

Net stable funding ratio (NSFR)

Derived from the BCBS’s Basel III framework and incorporated into OSFI’s LAR Guideline, the NSFR standard aims to promote long-term resilience of the financial sector by requiring banks to maintain a sustainable stable funding profile in relation to the composition of their assets and off-balance sheet activities.

Non-viability contingent capital (NVCC)

Effective January 1, 2013, in order to qualify for inclusion in regulatory capital, all non-common Tier 1 and Tier 2 capital instruments must be capable of absorbing losses at the point of non-viability of a financial institution. This will ensure that investors in such instruments bear losses before taxpayers where the government determines that it is in the public interest to rescue a non-viable bank.

Operational risk

The risk of loss resulting from people, inadequate or failed internal processes and systems, or from external events.

Other off-balance sheet exposure

The amount of credit risk exposure resulting from the issuance of guarantees and letters of credit.

Other retail

This exposure class includes all loans other than qualifying revolving retail and real estate secured personal lending that are extended to individuals and small businesses under the regulatory capital reporting framework.

 

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Management’s discussion and analysis

 

Over-the-counter derivatives exposure

The amount of credit risk exposure resulting from derivatives that trade directly between two counterparties, rather than through exchanges.

Probability of default (PD)

An estimate of the likelihood of default for any particular customer which occurs when that customer is not able to repay its obligations as they become contractually due. PD is based on through-the-cycle assumptions for regulatory capital purposes, and based on point-in-time assumptions reflecting forward-looking information for IFRS 9 ECL purposes.

Qualifying central counterparty (QCCP)

An entity that is licensed to operate as a CCP and is permitted by the appropriate regulator or oversight body to operate as such with respect to the products offered by that CCP.

Qualifying revolving retail

This exposure class includes credit cards, unsecured lines of credit and overdraft protection products extended to individuals. Under the standardized approach, these exposures would be included under “other retail”.

Real estate secured personal lending

This exposure class includes residential mortgages and home equity loans and lines of credit extended to individuals.

Regulatory capital

Regulatory capital, as defined by OSFI’s CAR Guideline, is comprised of CET1, Additional Tier 1 (AT1) and Tier 2 capital. CET1 capital includes common shares, retained earnings, accumulated other comprehensive income (AOCI) (excluding AOCI relating to cash flow hedges and changes in fair value option liabilities attributable to changes in own credit risk) and qualifying instruments issued by a consolidated banking subsidiary to third parties, less regulatory adjustments for items such as goodwill and other intangible assets, deferred tax assets, net assets related to defined benefit pension plans, and certain investments. On March 27, 2020, OSFI introduced transitional arrangements for the capital treatment of expected loss provisioning, such that part of the allowances that would otherwise be included in Tier 2 capital will instead qualify for inclusion in CET1 capital subject to certain adjustments and limitations until fiscal year 2022. AT1 capital primarily includes NVCC preferred shares, Limited Recourse Capital Notes, qualifying instruments issued by a consolidated subsidiary to third parties, and non-qualifying innovative Tier 1 notes which are subject to phase-out rules for capital instruments. Tier 1 capital is comprised of CET1 plus AT1. Tier 2 capital includes NVCC subordinated indebtedness, non-qualifying subordinated indebtedness subject to phase-out rules for capital instruments, eligible general allowances, and qualifying instruments issued by a consolidated subsidiary to third parties. Total capital is comprised of Tier 1 capital plus Tier 2 capital. Qualifying regulatory capital instruments must be capable of absorbing loss at the point of non-viability of the financial institution; non-qualifying capital instruments were excluded from regulatory capital at a rate of 10% per annum commencing January 1, 2013 through to November 1, 2021.

Repo-style transactions exposure

The amount of credit risk exposure resulting from our securities bought or sold under resale agreements, as well as securities borrowing and lending activities.

Reputation risk

The risk of negative publicity regarding CIBC’s business conduct or practices which, whether true or not, could significantly harm CIBC’s reputation as a leading financial institution, or could materially and adversely affect CIBC’s business, operations, or financial condition.

Resecuritization

A securitization exposure in which the risk associated with an underlying pool of exposures is tranched and at least one of the underlying exposures is a securitization exposure.

Retail portfolios

A category of exposures that primarily includes consumer but also small business lending, where the primary basis of adjudication relies on credit-scoring models.

Risk-weighted assets

RWA consist of three components: (i) RWA for credit risk, which are calculated using the AIRB and standardized approaches, (ii) RWA for market risk, and (iii) RWA for operational risk. The AIRB RWA are calculated using PDs, LGDs, EADs, and in some cases maturity adjustments, while the standardized approach applies risk weighting factors specified in the OSFI guidelines to on- and off-balance sheet exposures. The RWA for market risk in the trading portfolio are based on the internal models approved by OSFI with the exception of the RWA for traded securitization assets where we are using the methodology defined by OSFI. The RWA for operational risk, which relate to the risk of losses resulting from people, inadequate or failed internal processes, and systems or from external events, are calculated under a standardized approach.

Since the introduction of Basel II in 2008, OSFI has prescribed a capital floor requirement for institutions that use the AIRB approach for credit risk. The capital floor is determined by comparing a capital requirement calculated by reference to the Basel II standardized approach against the Basel III calculation, as specified by OSFI. Any shortfall in the Basel III capital requirement is added to RWA.

Securitization

The process of selling assets (normally financial assets such as loans, leases, trade receivables, credit card receivables or mortgages) to trusts or other structured entities (SEs). A SE normally issues securities or other forms of interests to investors and/or the asset transferor, and the SE uses the proceeds from the issue of securities or other forms of interest to purchase the transferred assets. The SE will generally use the cash flows generated by the assets to meet the obligations under the securities or other interests issued by the SE, which may carry a number of different risk profiles.

Sovereign exposures

All direct credit risk exposures to governments, central banks and certain public sector entities, and exposures guaranteed by those entities.

 

 

 

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Management’s discussion and analysis

 

Standardized approach for credit risk

Applied to exposures when there is not sufficient information to allow for the use of the AIRB approach for credit risk. Credit risk capital requirements are calculated based on a standardized set of risk weights as prescribed in the CAR Guideline. The standardized risk weights are based on external credit assessments, where available, and other risk-related factors, including export credit agencies, exposure asset class, collateral, etc.

Standardized approach for operational risk

Capital is based on prescribed percentages that vary by business activity and is applied to the three-year average gross income.

Standardized approach for securitization exposures

This approach comprises the calculation methods available for securitization exposures that do not require OSFI approval: the External Ratings-Based Approach (SEC-ERBA) and the Standardized Approach (SEC-SA).

Strategic risk

The risk of ineffective or improper implementation of business strategies, including mergers and acquisitions. It includes the potential financial loss due to the failure of organic growth initiatives or failure to respond appropriately to changes in the business environment.

Stressed Value-at-Risk (VaR)

A value-at-risk calculation using a one-year observation period related to significant losses for the given portfolio at a specified level of confidence and time horizon.

Structural foreign exchange risk

Structural foreign exchange risk primarily consists of the risk inherent in net investments in foreign operations due to changes in foreign exchange rates, and foreign currency denominated RWA and foreign currency denominated capital deductions.

Structural interest rate risk

Structural interest rate risk primarily consists of the risk arising due to mismatches in assets and liabilities, which do not arise from trading and trading-related businesses.

Total loss absorbing capacity (TLAC) measure

The sum of Total capital and bail-in eligible liabilities that have a residual maturity greater than one year. Bail-in eligible liabilities include long-term (original maturity over 400 days), unsecured senior debt issued on or after September 23, 2018, that is tradable and transferrable, and any preferred shares and subordinated debt that are not NVCC. Consumer deposits, secured liabilities (for example, covered bonds), eligible financial contracts (for example derivatives) and certain structured notes are excluded from the bail-in power.

Total loss absorbing capacity ratio

Defined as TLAC measure divided by risk-weighted assets determined in accordance with guidelines issued by OSFI, which are based on BCBS standards.

Total loss absorbing capacity leverage ratio

Defined as TLAC measure divided by leverage ratio exposure measure determined in accordance with guidelines issued by OSFI, which are based on BCBS standards.

Transitional arrangements for capital treatment of expected loss provisioning

On March 27, 2020, OSFI introduced transitional arrangements for expected credit loss provisioning. These arrangements result in a portion of allowances that would otherwise be included in Tier 2 capital qualifying for inclusion in CET1 capital. The amount of ECL allowances eligible for inclusion in CET1 capital is determined based on the increase in stage 1 and stage 2 allowances relative to balances as at January 31, 2020 as a baseline. This amount is then adjusted for tax effects and is subject to a scaling factor that will decrease over time. The scaling factor has been set at 70% for fiscal 2020, 50% for fiscal 2021, and 25% for fiscal 2022. For exposures under the internal ratings-based (IRB) approach, the lower of this amount and excess allowances eligible for inclusion in Tier 2 capital is included as CET1 capital under the transitional arrangements.

Undrawn exposures

The amount of credit risk exposure resulting from loans that have not been advanced to a customer, but which a customer may be entitled to draw in the future.

Value-at-Risk (VaR)

Generally accepted risk measure that uses statistical models to estimate the distribution of possible returns on a given portfolio at a specified level of confidence and time horizon.

 

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Consolidated financial statements

 

Consolidated financial statements

 

  108    Financial reporting responsibility
  109    (Intentionally Deleted)
  113    Report of independent registered public accounting firm – Standards of the Public Company Accounting Oversight Board (United States)
  116    Report of independent registered public accounting firm – Internal control over financial reporting
  117    Consolidated balance sheet
  118    Consolidated statement of income
  119    Consolidated statement of comprehensive income
  120    Consolidated statement of changes in equity
  121    Consolidated statement of cash flows
  122    Notes to the consolidated financial statements

 

 

Details of the notes to the consolidated financial statements

 

122    Note 1   –   Basis of preparation and summary of significant accounting policies
135    Note 2   –   Impact of COVID-19
136    Note 3   –   Fair value measurement
143    Note 4   –   Significant transactions
143    Note 5   –   Securities
145    Note 6   –   Loans
153    Note 7   –   Structured entities and derecognition of financial assets
156    Note 8   –   Property and equipment
156    Note 9   –   Goodwill, software and other intangible assets
158    Note 10   –   Other assets
159    Note 11   –   Deposits
159    Note 12   –   Other liabilities
159    Note 13   –   Derivative instruments
164    Note 14   –   Designated accounting hedges
168    Note 15   –   Subordinated indebtedness
169    Note 16   –   Common and preferred shares and other equity instruments
173    Note 17   –   Capital Trust securities
174    Note 18   –   Share-based payments
176    Note 19   –   Post-employment benefits
181    Note 20   –   Income taxes
183    Note 21   –   Earnings per share
184    Note 22   –   Commitments, guarantees and pledged assets
185    Note 23   –   Contingent liabilities and provisions
189    Note 24   –   Concentration of credit risk
190    Note 25   –   Related-party transactions
191    Note 26   –   Investments in equity-accounted associates and joint ventures
192    Note 27   –   Significant subsidiaries
193    Note 28   –   Financial instruments – disclosures
194    Note 29   –   Offsetting financial assets and liabilities
194    Note 30   –   Interest income and expense
195    Note 31   –   Segmented and geographic information
197    Note 32   –   Future accounting policy changes
 

 

 

 

 

 

 

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Consolidated financial statements

 

Financial reporting responsibility

Management of Canadian Imperial Bank of Commerce (CIBC) is responsible for the preparation, presentation, accuracy and reliability of the Annual Report, which includes the consolidated financial statements and management’s discussion and analysis (MD&A). The consolidated financial statements have been prepared in accordance with Section 308(4) of the Bank Act (Canada), which requires that the financial statements be prepared in accordance with International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board (IASB). The MD&A has been prepared in accordance with the requirements of applicable securities laws.

The consolidated financial statements and MD&A contain items that reflect the best estimates and judgments of the expected effects of current events and transactions with appropriate consideration to materiality. Financial information appearing throughout the Annual Report is consistent with the consolidated financial statements.

Management has developed and maintained effective systems, controls and procedures to ensure that information used internally and disclosed externally is reliable and timely. CIBC’s system of internal controls and supporting procedures are designed to provide reasonable assurance that transactions are authorized, assets are safeguarded and proper records are maintained. These internal controls and supporting procedures include the communication of policies and guidelines, the establishment of an organizational structure that provides appropriate and well-defined responsibilities and accountability, and the careful selection and training of qualified staff. Management has assessed the effectiveness of CIBC’s internal control over financial reporting as at year-end using the Internal Control – Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework). Based upon this assessment, we have determined that internal control over financial reporting is effective in all material respects and CIBC is in compliance with the requirements set by the U.S. Securities and Exchange Commission (SEC) under the U.S. Sarbanes-Oxley Act.

CIBC’s Chief Executive Officer and Chief Financial Officer have certified CIBC’s annual filings with the SEC under the U.S. Sarbanes-Oxley Act and with the Canadian Securities Administrators under Canadian securities laws.

The Internal Audit department reviews and reports on the effectiveness of CIBC’s internal control, risk management and governance systems and processes, including accounting and financial controls, in accordance with the audit plan approved by the Audit Committee. Our Chief Auditor has unfettered access to the Audit Committee.

The Board of Directors oversees management’s responsibilities for financial reporting through the Audit Committee, which is composed of independent directors. The Audit Committee reviews CIBC’s interim and annual consolidated financial statements and MD&A and recommends them for approval by the Board of Directors. Other key responsibilities of the Audit Committee include monitoring CIBC’s system of internal control, and reviewing the qualifications, independence and service quality of the shareholders’ auditor and the performance of CIBC’s internal auditors.

Ernst & Young LLP, the shareholders’ auditor, obtains an understanding of CIBC’s internal controls and procedures for financial reporting to plan and conduct such tests and other audit procedures as they consider necessary in the circumstances to express their opinions in the reports that follow. Ernst & Young LLP has unrestricted access to the Audit Committee to discuss their audit and related matters.

The Office of the Superintendent of Financial Institutions (OSFI) Canada is mandated to protect the rights and interest of depositors and creditors of CIBC. Accordingly, OSFI examines and enquires into the business and affairs of CIBC, as deemed necessary, to ensure that the provisions of the Bank Act (Canada) are being complied with and that CIBC is in sound financial condition.

 

Victor G. Dodig   Hratch Panossian  
President and Chief Executive Officer   Chief Financial Officer   December 1, 2021

 

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Consolidated financial statements

 

Report of independent registered public accounting firm

To the shareholders and directors of Canadian Imperial Bank of Commerce

Opinion on the consolidated financial statements

We have audited the accompanying consolidated balance sheets of Canadian Imperial Bank of Commerce (CIBC) as of October 31, 2021 and 2020, the related consolidated statements of income, comprehensive income, changes in equity and cash flows for each of the years in the three-year period ended October 31, 2021, and the related notes (collectively referred to as the “consolidated financial statements”).

In our opinion, the consolidated financial statements present fairly, in all material respects, the consolidated financial position of CIBC at October 31, 2021 and 2020, and its consolidated financial performance and its consolidated cash flows for each of the years in the three-year period ended October 31, 2021 in accordance with International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), CIBC’s internal control over financial reporting as of October 31, 2021, based on criteria established in Internal Control – Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) and our report dated December 1, 2021 expressed an unqualified opinion thereon.

Basis for opinion

These consolidated financial statements are the responsibility of CIBC’s management. Our responsibility is to express an opinion on CIBC’s consolidated financial statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to CIBC in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.

We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the consolidated financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the consolidated financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. We believe that our audits provide a reasonable basis for our opinion.

Critical audit matters

The critical audit matters communicated below are matters arising from the current period audit of the consolidated financial statements that were communicated or required to be communicated to the audit committee and that: (1) relate to accounts or disclosures that are material to the consolidated financial statements and (2) involved our especially challenging, subjective, or complex judgments. The communication of critical audit matters does not alter in any way our opinion on the consolidated financial statements, taken as a whole, and we are not, by communicating the critical audit matters below, providing separate opinions on the critical audit matters or on the accounts or disclosures to which they relate.

 

 

 

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Consolidated financial statements

 

   Allowance for credit losses
Description of the matter   

As described in Note 1 and Note 6 to the consolidated financial statements, CIBC has used an expected credit loss (ECL) model to recognize $3.0 billion in allowances for credit losses on its consolidated balance sheet. ECL allowances represent an unbiased and probability-weighted amount, which is determined by evaluating a range of possible outcomes and reasonable and supportable information about past events, current conditions, and forecasts of future economic conditions. Forward-looking information (FLI), which involves significant judgment, is explicitly incorporated into the estimation of ECL allowances. ECL allowances are measured at amounts equal to either (i) 12-month ECL; or (ii) lifetime ECL for those financial instruments that have experienced a significant increase in credit risk (SICR) since initial recognition or when there is objective evidence of impairment.

 

Auditing the allowance for credit losses was complex, involved significant auditor judgment, and required the involvement of specialists due to the inherent complexity of the models, the large volume of data used, assumptions, judgments, and the interrelationship of these variables in measuring the ECL. Significant assumptions and judgments with respect to the estimation of the allowance for credit losses include (i) the determination of when a loan has experienced a SICR; (ii) the forecast of FLI for multiple economic scenarios and the probability weighting of those scenarios; (iii) the calculation of both 12-month and lifetime credit losses; and (iv) the application of expert credit judgment. Management has applied a heightened use of judgment in the areas noted above, when assessing the impact of COVID-19 on the allowance for credit losses. Specifically, management has applied judgment in assessing the effect of certain credit metrics and forward-looking information in the current environment given the impact of COVID-19.

How we addressed the matter in our audit   

We obtained an understanding, evaluated the design and tested the operating effectiveness of management’s controls, including those related to technology, over the allowance for credit losses. The controls we tested included, amongst others, controls over model development, validation and monitoring, economic forecasting, data completeness and accuracy, the determination of internal risk ratings for non-retail loans, and the governance and oversight controls over the review of the overall ECL, including the application of expert credit judgment.

 

To test the allowance for credit losses, amongst other procedures, we assessed, with the assistance of our credit risk specialists, whether the methodology and assumptions used in significant models that estimate ECL are consistent with the requirements of IFRS and industry standards. For a sample of models, our credit risk specialists reperformed the model validation and monitoring tests performed by management. This included an assessment of the thresholds used to determine a SICR. For a sample of FLI variables, with the assistance of our economic specialists, we evaluated management’s forecasting methodology and compared management’s FLI to independently derived forecasts and publicly available information. We also evaluated the scenario probability weights used in the ECL models. With the assistance of our credit risk specialists, we also evaluated management’s methodology and governance over the application of expert credit judgment by evaluating that the amounts recorded were reflective of underlying credit and/or economic conditions including the impact of COVID-19. We tested the completeness and accuracy of data used in the measurement of the ECL by agreeing to documents and systems and evaluated a sample of non-retail borrower risk ratings against CIBC’s risk rating scale. On a sample basis, we recalculated the ECL to test the mathematical accuracy of management’s models. We also assessed the adequacy of the allowance for credit loss financial statement note disclosures.

   Fair value measurement of derivatives
Description of the matter   

As described in Note 3 and Note 13 of the consolidated financial statements, CIBC has recognized $35.9 billion in derivative assets and $32.1 billion in derivative liabilities. The portfolio of derivative instruments is presented by level within the fair value hierarchy, with the majority of the portfolio classified as Level 2. While derivative instruments classified as Level 1 have quoted market prices, those classified as Level 2 and 3 require valuation techniques that use observable and non-observable market inputs and involve the application of management judgment.

 

Auditing the valuation of derivatives was complex and required the application of significant auditor judgment and involvement of valuation specialists where the fair value was determined based on complex models and/or significant non-observable market inputs, including any significant valuation adjustments. The inputs and modelling assumptions used to determine fair value that were subject to significant auditor judgment included, amongst others, correlations, volatilities and credit spreads. The valuation of derivatives is sensitive to these inputs as they are forward-looking and could be affected by future economic and market conditions.

How we addressed the matter in our audit   

We obtained an understanding, evaluated the design and tested the operating effectiveness of management’s controls over the valuation of CIBC’s derivatives portfolio, including those related to technology. The controls we tested included, amongst others, controls over the development and validation of models used to determine the fair value of derivatives, controls over the independent price verification process, including the integrity of significant inputs described above, and controls over the review of significant valuation adjustments applied.

 

To test the valuation of these derivatives, our audit procedures included, amongst others, an evaluation of the methodologies and significant inputs used by CIBC. With the assistance of our valuation specialists, we performed an independent valuation for a sample of derivatives and valuation adjustments to assess the modelling assumptions and significant inputs used by CIBC to estimate the fair value. We independently obtained significant inputs from external market data in performing our independent valuation. For a sample of models, and with the assistance of our valuation specialists, we assessed the valuation methodologies used by CIBC to determine fair value. We also assessed the adequacy of the disclosures related to the fair value measurement of derivatives.

 

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Consolidated financial statements

 

   Measurement of uncertain tax provisions
Description of the matter   

As described in Note 20 of the consolidated financial statements, CIBC has disclosed its significant accounting judgments, estimates and assumptions in relation to accounting for uncertainty in income taxes. CIBC operates in a tax environment with constantly evolving and complex tax legislation for financial institutions. Uncertainty in tax positions may arise as tax legislation is subject to interpretation. Estimating uncertain tax provisions requires management judgment to be applied in the interpretation of tax laws across the various jurisdictions in which CIBC operates. This includes significant judgment in the determination of whether it is probable that CIBC’s tax filing positions will be sustained relating to certain complex tax positions and the measurement of such provision when recognized.

 

Auditing CIBC’s uncertain tax provisions required the involvement of our tax professionals and the application of judgment, including the interpretation of applicable tax legislation and jurisprudence.

How we addressed the matter in our audit   

We obtained an understanding, evaluated the design and tested the operating effectiveness of management’s controls over CIBC’s uncertain tax provisions. This included, amongst others, controls over management’s assessment of the technical merits of tax positions and the process related to the measurement of any related income tax provisions.

 

With the assistance of our tax professionals, our audit procedures included, amongst others, an assessment of the technical merits of income tax positions taken by CIBC and the measurement of any related uncertain tax provisions recorded. We inspected and evaluated correspondence from the relevant income tax authorities, income tax advice obtained by CIBC from external advisors including income tax opinions, CIBC’s interpretations of tax laws and the assessment thereof with respect to uncertain tax positions. We evaluated the reasonability of CIBC’s treatment of any new information received during the year relating to the amounts recorded. We also assessed the adequacy of the disclosures related to uncertain tax positions.

/s/ Ernst & Young LLP

Chartered Professional Accountants

Licensed Public Accountants

We have served as CIBC’s auditor since 2002.

Toronto, Canada

December 1, 2021

 

 

 

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Consolidated financial statements

 

Report of independent registered public accounting firm

To the shareholders and directors of Canadian Imperial Bank of Commerce

Opinion on internal control over financial reporting

We have audited Canadian Imperial Bank of Commerce’s (CIBC) internal control over financial reporting as of October 31, 2021, based on criteria established in Internal Control – Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) (the COSO criteria). In our opinion, CIBC maintained, in all material respects, effective internal control over financial reporting as of October 31, 2021, based on the COSO criteria.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated balance sheets of CIBC as of October 31, 2021 and 2020, and the related consolidated statements of income, comprehensive income, changes in equity and cash flows for each of the years in the three-year period ended October 31, 2021, and the related notes and our report dated December 1, 2021 expressed an unqualified opinion thereon.

Basis for opinion

CIBC’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting included in the “Management’s annual report on internal control over financial reporting” section contained in the accompanying management’s discussion and analysis. Our responsibility is to express an opinion on CIBC’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to CIBC in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.

We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects.

Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.

Definition and limitations of internal control over financial reporting

A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.

/s/ Ernst & Young LLP

Chartered Professional Accountants

Licensed Public Accountants

Toronto, Canada

December 1, 2021

 

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Table of Contents

Consolidated financial statements

 

Consolidated balance sheet

 

Millions of Canadian dollars, as at October 31    2021      2020  

ASSETS

     

Cash and non-interest-bearing deposits with banks

   $ 34,573      $ 43,531  

Interest-bearing deposits with banks

     22,424        18,987  

Securities (Note 5)

     161,401        149,046  

Cash collateral on securities borrowed

     12,368        8,547  

Securities purchased under resale agreements

     67,572        65,595  

Loans (Note 6)

     

Residential mortgages

     251,526        221,165  

Personal

     41,897        42,222  

Credit card

     11,134        11,389  

Business and government

     150,213        135,546  

Allowance for credit losses

     (2,849 )       (3,540 ) 
       451,921        406,782  

Other

     

Derivative instruments (Note 13)

     35,912        32,730  

Customers’ liability under acceptances

     10,958        9,606  

Property and equipment (Note 8)

     3,286        2,997  

Goodwill (Note 9)

     4,954        5,253  

Software and other intangible assets (Note 9)

     2,029        1,961  

Investments in equity-accounted associates and joint ventures (Note 26)

     658        658  

Deferred tax assets (Note 20)

     402        650  

Other assets (Note 10)

     29,225        23,208  
       87,424        77,063  
     $ 837,683      $ 769,551  

LIABILITIES AND EQUITY

     

Deposits (Note 11)

     

Personal

   $ 213,932      $ 202,152  

Business and government

     344,388        311,426  

Bank

     20,246        17,011  

Secured borrowings

     42,592        40,151  
       621,158        570,740  

Obligations related to securities sold short

     22,790        15,963  

Cash collateral on securities lent

     2,463        1,824  

Obligations related to securities sold under repurchase agreements

     71,880        71,653  

Other

     

Derivative instruments (Note 13)

     32,101        30,508  

Acceptances

     10,961        9,649  

Deferred tax liabilities (Note 20)

     38        33  

Other liabilities (Note 12)

     24,923        22,134  
       68,023        62,324  

Subordinated indebtedness (Note 15)

     5,539        5,712  

Equity

     

Preferred shares and other equity instruments (Note 16)

     4,325        3,575  

Common shares (Note 16)

     14,351        13,908  

Contributed surplus

     110        117  

Retained earnings

     25,793        22,119  

Accumulated other comprehensive income (AOCI)

     1,069        1,435  

Total shareholders’ equity

     45,648        41,154  

Non-controlling interests

     182        181  

Total equity

     45,830        41,335  
     $     837,683      $     769,551  

The accompanying notes and shaded sections in “MD&A – Management of risk” are an integral part of these consolidated financial statements.

 

Victor G. Dodig    Nicholas D. Le Pan
President and Chief Executive Officer    Director

 

 

 

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Table of Contents

Consolidated financial statements

 

Consolidated statement of income

 

Millions of Canadian dollars, except as noted, for the year ended October 31   2021      2020      2019  

Interest income (Note 30) (1)

       

Loans

  $ 12,150      $ 13,863      $ 16,048  

Securities

    2,141        2,568        2,779  

Securities borrowed or purchased under resale agreements

    319        842        1,474  

Deposits with banks

    131        249        396  
          14,741            17,522            20,697  

Interest expense (Note 30)

       

Deposits

    2,651        5,326        8,422  

Securities sold short

    236        254        291  

Securities lent or sold under repurchase agreements

    208        656        1,198  

Subordinated indebtedness

    122        159        198  

Other

    65        83        37  
      3,282        6,478        10,146  

Net interest income

    11,459        11,044        10,551  

Non-interest income

       

Underwriting and advisory fees

    713        468        475  

Deposit and payment fees

    797        781        908  

Credit fees

    1,152        1,020        958  

Card fees

    460        410        458  

Investment management and custodial fees

    1,621        1,382        1,305  

Mutual fund fees

    1,772        1,586        1,595  

Insurance fees, net of claims

    358        386        430  

Commissions on securities transactions

    426        362        313  

Gains (losses) from financial instruments measured/designated at fair value through profit or loss (FVTPL), net

    607        694        761  

Gains (losses) from debt securities measured at fair value through other comprehensive income (FVOCI) and amortized cost, net

    90        9        34  

Foreign exchange other than trading (FXOTT)

    276        234        304  

Income from equity-accounted associates and joint ventures (Note 26)

    55        79        92  

Other

    229        286        427  
      8,556        7,697        8,060  

Total revenue

    20,015        18,741        18,611  

Provision for credit losses (Note 6)

    158        2,489        1,286  

Non-interest expenses

       

Employee compensation and benefits

    6,450        6,259        5,726  

Occupancy costs

    916        944        892  

Computer, software and office equipment

    2,030        1,939        1,874  

Communications

    318        308        303  

Advertising and business development

    237        271        359  

Professional fees

    277        203        226  

Business and capital taxes

    111        117        110  

Other (Notes 4 and 9)

    1,196        1,321        1,366  
      11,535        11,362        10,856  

Income before income taxes

    8,322        4,890        6,469  

Income taxes (Note 20)

    1,876        1,098        1,348  

Net income

  $ 6,446      $ 3,792      $ 5,121  

Net income attributable to non-controlling interests

  $ 17      $ 2      $ 25  

Preferred shareholders and other equity instrument holders

  $ 158      $ 122      $ 111  

Common shareholders

    6,271        3,668        4,985  

Net income attributable to equity shareholders

  $ 6,429      $ 3,790      $ 5,096  

Earnings per share (EPS) (in dollars) (Note 21)

       

Basic

  $ 13.97      $ 8.23      $ 11.22  

Diluted

    13.93        8.22        11.19  

Dividends per common share (in dollars) (Note 16)

    5.84        5.82        5.60  

 

(1)

Interest income included $13.2 billion for the year ended October 31, 2021 (2020: $15.7 billion; 2019: $18.8 billion) calculated based on the effective interest rate method.

The accompanying notes and shaded sections in “MD&A – Management of risk” are an integral part of these consolidated financial statements.

 

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Table of Contents

Consolidated financial statements

 

Consolidated statement of comprehensive income

 

Millions of Canadian dollars, for the year ended October 31    2021     2020     2019  

Net income

   $ 6,446     $ 3,792     $ 5,121  

Other comprehensive income (loss) (OCI), net of income tax, that is subject to subsequent reclassification to net income

      

Net foreign currency translation adjustments

      

Net gains (losses) on investments in foreign operations

     (2,610 )      382       (21 ) 

Net gains (losses) on hedges of investments in foreign operations

     1,495       (202 )      (10 ) 
       (1,115 )      180       (31 ) 

Net change in debt securities measured at FVOCI

      

Net gains (losses) on securities measured at FVOCI

     (50 )      254       244  

Net (gains) losses reclassified to net income

     (66 )      (22 )      (28 ) 
       (116 )      232       216  

Net change in cash flow hedges

      

Net gains (losses) on derivatives designated as cash flow hedges

     178       142       137  

Net (gains) losses reclassified to net income

     (315 )      19       (6 ) 
       (137 )      161       131  

OCI, net of income tax, that is not subject to subsequent reclassification to net income

      

Net gains (losses) on post-employment defined benefit plans

     917       80       (220 ) 

Net gains (losses) due to fair value change of fair value option (FVO) liabilities attributable to changes in credit risk

     12       (56 )      28  

Net gains (losses) on equity securities designated at FVOCI

     100       50       (2 ) 
       1,029       74       (194 ) 

Total OCI (1)

     (339 )      647       122  

Comprehensive income

   $ 6,107     $ 4,439     $ 5,243  

Comprehensive income attributable to non-controlling interests

   $ 17     $ 2     $ 25  

Preferred shareholders and other equity instrument holders

   $ 158     $ 122     $ 111  

Common shareholders

     5,932       4,315       5,107  

Comprehensive income attributable to equity shareholders

   $     6,090     $     4,437     $     5,218  

 

(1)

Includes $43 million of losses for 2021 (2020: $44 million of gains; 2019: $44 million of gains) relating to our investments in equity-accounted associates and joint ventures.

 

Millions of Canadian dollars, for the year ended October 31    2021     2020     2019  

Income tax (expense) benefit allocated to each component of OCI

      

Subject to subsequent reclassification to net income

      

Net foreign currency translation adjustments

      

Net gains (losses) on investments in foreign operations

   $ 45     $ 42     $ –  

Net gains (losses) on hedges of investments in foreign operations

     (53 )      (46 )      (16 ) 
       (8 )      (4 )      (16 ) 

Net change in debt securities measured at FVOCI

      

Net gains (losses) on securities measured at FVOCI

     (11 )      (59 )      (36 ) 

Net (gains) losses reclassified to net income

     23       7       10  
       12       (52 )      (26 ) 

Net change in cash flow hedges

      

Net gains (losses) on derivatives designated as cash flow hedges

     (64 )      (51 )      (49 ) 

Net (gains) losses reclassified to net income

     112       (7 )      2  
       48       (58 )      (47 ) 

Not subject to subsequent reclassification to net income

      

Net gains (losses) on post-employment defined benefit plans

     (311 )      (19 )      77  

Net gains (losses) due to fair value change of FVO liabilities attributable to changes in credit risk

     (4 )      20       (10 ) 

Net gains (losses) on equity securities designated at FVOCI

     (34 )      (17 )      –  
       (349 )      (16 )      67  
     $     (297 )    $     (130)     $     (22)  

The accompanying notes and shaded sections in “MD&A – Management of risk” are an integral part of these consolidated financial statements.

 

 

 

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Table of Contents

Consolidated financial statements

 

Consolidated statement of changes in equity

 

Millions of Canadian dollars, for the year ended October 31    2021     2020     2019  

Preferred shares and other equity instruments (Note 16)

      

Balance at beginning of year

   $ 3,575     $ 2,825     $ 2,250  

Issue of preferred shares and limited recourse capital notes (LRCNs)

     750       750       575  

Balance at end of year

   $ 4,325     $ 3,575     $ 2,825  

Common shares (Note 16)

      

Balance at beginning of year

   $ 13,908     $ 13,591     $ 13,243  

Issue of common shares

     458       371       377  

Purchase of common shares for cancellation

     –       (68 )      (30 ) 

Treasury shares

     (15 )      14       1  

Balance at end of year

   $ 14,351     $ 13,908     $ 13,591  

Contributed surplus

      

Balance at beginning of year

   $ 117     $ 125     $ 136  

Compensation expense arising from equity-settled share-based awards

     19       14       16  

Exercise of stock options and settlement of other equity-settled share-based awards

     (43 )      (20 )      (27 ) 

Other

     17       (2 )      –  

Balance at end of year

   $ 110     $ 117     $ 125  

Retained earnings

      

Balance at beginning of year before accounting policy changes

     n/a     $ 20,972     $ 18,537  

Impact of adopting IFRS 15 at November 1, 2018

     n/a       n/a       6  

Impact of adopting IFRS 16 at November 1, 2019

     n/a       148       n/a  

Balance at beginning of year after accounting policy changes

   $ 22,119       21,120       18,543  

Net income attributable to equity shareholders

     6,429       3,790       5,096  

Dividends and distributions (Note 16)

      

Preferred and other equity instruments

     (158 )      (122 )      (111 ) 

Common

     (2,622 )      (2,592 )      (2,488 ) 

Premium on purchase of common shares for cancellation

     –       (166 )      (79 ) 

Realized gains (losses) on equity securities designated at FVOCI reclassified from AOCI

     27       93       18  

Other

     (2 )      (4 )      (7 ) 

Balance at end of year

   $ 25,793     $ 22,119     $ 20,972  

AOCI, net of income tax

      

AOCI, net of income tax, that is subject to subsequent reclassification to net income

      

Net foreign currency translation adjustments

      

Balance at beginning of year

   $ 1,173     $ 993     $ 1,024  

Net change in foreign currency translation adjustments

     (1,115 )      180       (31 ) 

Balance at end of year

   $ 58     $ 1,173     $ 993  

Net gains (losses) on debt securities measured at FVOCI

      

Balance at beginning of year

   $ 309     $ 77     $ (139 ) 

Net change in debt securities measured at FVOCI

     (116 )      232       216  

Balance at end of year

   $ 193     $ 309     $ 77  

Net gains (losses) on cash flow hedges

      

Balance at beginning of year

   $ 274     $ 113     $ (18 ) 

Net change in cash flow hedges

     (137 )      161       131  

Balance at end of year

   $ 137     $ 274     $ 113  

AOCI, net of income tax, that is not subject to subsequent reclassification to net income

      

Net gains (losses) on post-employment defined benefit plans

      

Balance at beginning of year

   $ (283 )    $ (363 )    $ (143 ) 

Net change in post-employment defined benefit plans

     917       80       (220 ) 

Balance at end of year

   $ 634     $ (283 )    $ (363 ) 

Net gains (losses) due to fair value change of FVO liabilities attributable to changes in credit risk

      

Balance at beginning of year

   $ (40 )    $ 16     $ (12 ) 

Net change attributable to changes in credit risk

     12       (56 )      28  

Balance at end of year

   $ (28 )    $ (40 )    $ 16  

Net gains (losses) on equity securities designated at FVOCI

      

Balance at beginning of year

   $ 2     $ 45     $ 65  

Net gains (losses) on equity securities designated at FVOCI

     100       50       (2 ) 

Realized gains (losses) on equity securities designated at FVOCI reclassified to retained earnings

     (27 )      (93 )      (18 ) 

Balance at end of year

   $ 75     $ 2     $ 45  

Total AOCI, net of income tax

   $ 1,069     $ 1,435     $ 881  

Non-controlling interests

      

Balance at beginning of year

   $ 181     $ 186     $ 173  

Net income attributable to non-controlling interests

     17       2       25  

Dividends

     (9 )      (15 )      (11 ) 

Other

     (7 )      8       (1 ) 

Balance at end of year

   $ 182     $ 181     $ 186  

Equity at end of year

   $     45,830     $     41,335     $     38,580  

 

n/a

Not applicable.

The accompanying notes and shaded sections in “MD&A – Management of risk” are an integral part of these consolidated financial statements.

 

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Table of Contents

Consolidated financial statements

 

Consolidated statement of cash flows

 

Millions of Canadian dollars, for the year ended October 31    2021     2020     2019  

Cash flows provided by (used in) operating activities

      

Net income

   $ 6,446     $ 3,792     $ 5,121  

Adjustments to reconcile net income to cash flows provided by (used in) operating activities:

      

Provision for credit losses

     158       2,489       1,286  

Amortization and impairment (1)

     1,017       1,311       838  

Stock options and restricted shares expense

     19       14       16  

Deferred income taxes

     (41 )      (228 )      108  

Losses (gains) from debt securities measured at FVOCI and amortized cost

     (90 )      (9 )      (34 ) 

Net losses (gains) on disposal of property and equipment

     –       4       (7 ) 

Other non-cash items, net

     927       (767 )      (229 ) 

Net changes in operating assets and liabilities

      

Interest-bearing deposits with banks

     (3,437 )      (5,468 )      (208 ) 

Loans, net of repayments

     (46,883 )      (18,891 )      (17,653 ) 

Deposits, net of withdrawals

     47,521       82,120       19,838  

Obligations related to securities sold short

     6,827       328       1,853  

Accrued interest receivable

     46       97       (122 ) 

Accrued interest payable

     (419 )      (238 )      138  

Derivative assets

     (3,172 )      (8,832 )      (2,484 ) 

Derivative liabilities

     1,582       5,184       4,037  

Securities measured at FVTPL

     (9,552 )      (8,296 )      (1,826 ) 

Other assets and liabilities measured/designated at FVTPL

     7,277       1,563       1,222  

Current income taxes

     543       1,287       (309 ) 

Cash collateral on securities lent

     639       2       (909 ) 

Obligations related to securities sold under repurchase agreements

     (2,248 )      19,852       20,961  

Cash collateral on securities borrowed

     (3,821 )      (4,883 )      1,824  

Securities purchased under resale agreements

     (1,977 )      (9,394 )      (10,785 ) 

Other, net (2)

     (4,694 )      (270 )      (3,590 ) 
       (3,332 )      60,767       19,086  

Cash flows provided by (used in) financing activities

      

Issue of subordinated indebtedness

     1,000       1,000       1,500  

Redemption/repurchase/maturity of subordinated indebtedness

     (1,008 )      (33 )      (1,001 ) 

Issue of preferred shares and limited recourse capital notes, net of issuance cost

     748       747       568  

Issue of common shares for cash

     284       163       157  

Purchase of common shares for cancellation

     –       (234 )      (109 ) 

Net sale (purchase) of treasury shares

     (15 )      14       1  

Dividends and distributions paid

     (2,649 )      (2,571 )      (2,406 ) 

Repayment of lease liabilities

     (305 )      (307 )      –  
       (1,945 )      (1,221 )      (1,290 ) 

Cash flows provided by (used in) investing activities

      

Purchase of securities measured/designated at FVOCI and amortized cost

     (49,896 )      (54,075 )      (42,304 ) 

Proceeds from sale of securities measured/designated at FVOCI and amortized cost

     23,917       11,883       13,764  

Proceeds from maturity of debt securities measured at FVOCI and amortized cost

     23,312       23,093       10,948  

Cash used in acquisitions, net of cash acquired

     –       –       (25 ) 

Net sale (purchase) of property, equipment, software and other intangibles (2)

     (839 )      (781 )      (723 ) 
       (3,506 )      (19,880 )      (18,340 ) 

Effect of exchange rate changes on cash and non-interest-bearing deposits with banks

     (175 )      25       4  

Net increase (decrease) in cash and non-interest-bearing deposits with banks during the year

     (8,958 )      39,691       (540 ) 

Cash and non-interest-bearing deposits with banks at beginning of year

     43,531       3,840       4,380  

Cash and non-interest-bearing deposits with banks at end of year (3)

   $   34,573     $ 43,531     $ 3,840  

Cash interest paid

   $ 3,701     $ 6,716     $ 10,008  

Cash interest received

     13,890         16,774         19,840  

Cash dividends received

     897       845       735  

Cash income taxes paid

     1,374       39       1,549  

 

(1)

Comprises amortization and impairment of buildings, right-of-use assets, furniture, equipment, leasehold improvements, software and other intangible assets, and goodwill.

(2)

Certain information has been reclassified to conform to the presentation adopted in the current year.

(3)

Includes restricted cash of $446 million (2020: $463 million; 2019: $479 million) and interest-bearing demand deposits with Bank of Canada.

The accompanying notes and shaded sections in “MD&A – Management of risk” are an integral part of these consolidated financial statements.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

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Table of Contents

Consolidated financial statements

 

Notes to the consolidated financial statements

 

 

Canadian Imperial Bank of Commerce (CIBC) is a diversified financial institution governed by the Bank Act (Canada). CIBC was formed through the amalgamation of the Canadian Bank of Commerce and Imperial Bank of Canada in 1961. Through our four strategic business units (SBUs) – Canadian Personal and Business Banking, Canadian Commercial Banking and Wealth Management, U.S. Commercial Banking and Wealth Management, and Capital Markets – CIBC provides a full range of financial products and services to 11 million personal banking, business, public sector and institutional clients in Canada, the U.S. and around the world. Refer to Note 31 for further details on our business units. CIBC is incorporated and domiciled in Canada, with our registered and principal business offices located at CIBC Square, Toronto, Ontario effective November 1, 2021.

 

Note  1   Basis of preparation and summary of significant accounting policies

 

Basis of preparation

The consolidated financial statements of CIBC have been prepared in accordance with International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board (IASB). These consolidated financial statements also comply with Section 308(4) of the Bank Act (Canada) and the requirements of the Office of the Superintendent of Financial Institutions (OSFI).

CIBC has consistently applied the same accounting policies throughout all periods presented, except for the adoption of the “Conceptual Framework for Financial Reporting” effective November 1, 2020, the adoption of “Interest Rate Benchmark Reform: Phase 2 Amendments to IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 16” (the Phase 2 amendments) effective November 1, 2020, the adoption of “Interest Rate Benchmark Reform: Amendments to IFRS 9, IAS 39 and IFRS 7” (the Phase 1 amendments) effective November 1, 2019, the adoption of IFRS 16 “Leases” effective November 1, 2019, and the adoption of International Financial Reporting Interpretations Committee (IFRIC) 23 “Uncertainty over Income Tax Treatments” effective November 1, 2019, each of which were adopted without restatement of comparative periods as discussed below under the sections titled “Conceptual Framework for Financial Reporting (Conceptual Framework)”, “Interest Rate Benchmark Reform”, “Leases”, and “International Financial Reporting Interpretations Committee 23: Uncertainty over Income Tax Treatments (IFRIC 23)”.

These consolidated financial statements are presented in millions of Canadian dollars, unless otherwise indicated.

These consolidated financial statements were authorized for issue by the Board of Directors (the Board) on December 1, 2021.

Summary of significant accounting policies

The following paragraphs describe our significant accounting policies.

Use of estimates and assumptions

The preparation of the consolidated financial statements in accordance with IFRS requires management to make estimates and assumptions that affect the recognized and measured amounts of assets, liabilities, net income, comprehensive income and related disclosures. Significant estimates and assumptions are made in the areas of the valuation of financial instruments, allowance for credit losses, the evaluation of whether to consolidate structured entities (SEs), asset impairment, income taxes, provisions and contingent liabilities, post-employment and other long-term benefit plan assumptions and the valuation of self-managed loyalty points programs. Actual results could differ from these estimates and assumptions.

Basis of consolidation

We consolidate entities over which we have control. We have control over another entity when we have: (i) power to direct relevant activities of the entity; (ii) exposure, or rights, to variable returns from our involvement with the entity; and (iii) the ability to affect those returns through our power over the entity.

Subsidiaries

Subsidiaries are entities over which CIBC has control. Generally, CIBC has control of its subsidiaries through a shareholding of more than 50% of the voting rights, and has significant exposure to the subsidiaries based on its ownership interests of more than 50%. The effects of potential voting rights that CIBC has the practical ability to exercise are considered when assessing whether control exists. Subsidiaries are consolidated from the date control is obtained by CIBC and are deconsolidated from the date control is lost. Consistent accounting policies are applied for all consolidated subsidiaries. Details of our significant subsidiaries are provided in Note 27.

Structured entities

A SE is an entity that has been designed so that voting or similar rights are not the dominant factor in deciding who controls the entity, such as when any voting rights relate to administrative tasks only and the significant relevant activities are directed by contractual arrangements. SEs often have some or all of the following features or attributes: (i) restricted activities; (ii) a narrow and well-defined objective, such as to securitize our own financial assets or third-party financial assets to provide sources of funding or to provide investment opportunities for investors by passing on risks and rewards associated with the assets of the SE to investors; (iii) insufficient equity to permit the SE to finance its activities without subordinated financial support; or (iv) financing in the form of multiple contractually linked instruments to investors that create concentrations of credit or other risks. Examples of SEs include securitization vehicles, asset-backed financings, and investment funds.

When voting rights are not relevant in deciding whether CIBC has power over an entity, particularly for complex SEs, the assessment of control considers all facts and circumstances, including the purpose and design of the investee, its relationship with other parties and each party’s ability to make decisions over significant activities, and whether CIBC is acting as a principal or as an agent.

We do not have control over an investee when we are acting as the agent for a third-party. In assessing whether we are an agent we determine (i) the scope of our decision-making authority, (ii) the rights held by other parties, (iii) the remuneration to which we are entitled and (iv) our exposure to variability of returns from other interests that we hold in the investee.

Consolidation conclusions are reassessed whenever there is a change in the specific facts and circumstances relevant to one or more of the three elements of control. Factors that trigger the reassessment include, but are not limited to, significant changes in ownership structure of the

 

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entities, changes in contractual or governance arrangements, provision of a liquidity facility beyond the original terms, transactions with the entities that were not contemplated originally and changes in the financing structure of the entities.

Transactions eliminated on consolidation

All intercompany transactions, balances and unrealized gains and losses on transactions are eliminated on consolidation.

Non-controlling interests

Non-controlling interests are presented on the consolidated balance sheet as a separate component of equity that is distinct from CIBC’s shareholders’ equity. The net income attributable to non-controlling interests is presented separately in the consolidated statement of income.

Associates and joint ventures

We classify investments in entities over which we have significant influence, and that are neither subsidiaries nor joint ventures, as associates. Significant influence is presumed to exist where we hold, either directly or indirectly, between 20% and 50% of the voting rights of an entity, or, in the case of a limited partnership, where CIBC is a co-general partner. Significant influence also may exist where we hold less than 20% of the voting rights of an entity, for example if we have influence over policy-making processes through representation on the entity’s Board of Directors, or by other means. Where we are a party to a contractual arrangement whereby we undertake an economic activity that is subject to joint control together with one or more parties, we classify our interest in the venture as a joint venture.

Investments in associates and interests in joint ventures are accounted for using the equity method. Under the equity method, such investments are initially measured at cost, including attributable goodwill and intangible assets, and are adjusted thereafter for the post-acquisition change in our share of the net assets of the investment.

In applying the equity method for an investment that has a different reporting period from that of CIBC, adjustments are made for the effects of any significant events or transactions that occur between the reporting date of the investment and CIBC’s reporting date.

Foreign currency translation

Monetary assets and liabilities and non-monetary assets and liabilities measured at fair value that are denominated in foreign currencies are translated into the functional currencies of operations at prevailing exchange rates at the date of the consolidated balance sheet. Revenue and expenses are translated using average monthly exchange rates. Realized and unrealized gains and losses arising from translation into functional currencies are included in the consolidated statement of income, with the exception of unrealized foreign exchange gains and losses on FVOCI equity securities, which are included in AOCI.

Assets and liabilities of foreign operations with a functional currency other than the Canadian dollar, including goodwill and fair value adjustments arising on acquisition, are translated into Canadian dollars at the exchange rates prevailing as at the consolidated balance sheet date, while revenue and expenses of these foreign operations are translated into Canadian dollars at the average monthly exchange rates. Exchange gains and losses arising from the translation of these foreign operations and from the results of hedging the net investment in these foreign operations, net of applicable taxes, are included in Net foreign currency translation adjustments, in AOCI.

Any accumulated exchange gains and losses, including the impact of hedging, and any applicable taxes in AOCI are reclassified into the consolidated statement of income when there is a disposal of a foreign operation, including a partial disposal of a foreign operation that involves the loss of control. On partial disposal of a foreign operation that does not involve the loss of control, the proportionate share of the accumulated exchange gains and losses, including the impact of hedging, and any applicable taxes previously recognized in AOCI are reclassified into the consolidated statement of income.

Accounting for financial instruments

Classification and measurement of financial instruments

All financial assets must be classified at initial recognition as financial instruments mandatorily measured at FVTPL (trading and non-trading), financial instruments measured at amortized cost, debt financial instruments measured at FVOCI, equity financial instruments designated at FVOCI, or financial instruments designated at FVTPL (fair value option), based on the contractual cash flow characteristics of the financial assets and the business model under which the financial assets are managed. All financial assets and derivatives are required to be measured at fair value with the exception of financial assets measured at amortized cost. Financial assets are required to be reclassified when and only when the business model under which they are managed has changed. All reclassifications are to be applied prospectively from the reclassification date.

The classification and measurement model requires that all debt instrument financial assets that do not meet a “solely payment of principal and interest” (SPPI) test, including those that contain embedded derivatives, be classified at initial recognition as FVTPL. The SPPI test is conducted to identify whether the contractual cash flows of a financial instrument are “solely payments of principal and interest” such that any variability in the contractual cash flows is consistent with a “basic lending arrangement”. “Principal” for the purpose of this test is defined as the fair value of the financial asset at initial recognition and may change over the life of the financial asset, for example, due to repayments of principal or amortization of the premium/discount. “Interest” for the purpose of this test is defined as the consideration for the time value of money and credit risk, which are the most significant elements of interest within a lending arrangement. Contractual terms that introduce a more than de minimis exposure to risks or volatility in the contractual cash flows that are unrelated to a basic lending arrangement do not give rise to contractual cash flows that are solely payments of principal and interest on the amount outstanding. The intent of the SPPI test is to ensure that debt instruments that contain non-basic lending features, such as conversion options and equity-linked payouts, are measured at FVTPL.

For debt instrument financial assets that meet the SPPI test, classification at initial recognition is determined based on the business model under which these instruments are managed. Debt instruments that are managed on a “held for trading” or “fair value” basis are classified as FVTPL. Debt instruments that are managed on a “hold to collect and for sale” basis are classified as FVOCI for debt. Debt instruments that are managed on a “hold to collect” basis are classified as amortized cost. We consider the following in our determination of the applicable business model for financial assets:

I)

The business purpose of the portfolio;

II)

The risks that are being managed and the type of business activities that are being carried out on a day-to-day basis to manage the risks;

III)

The basis on which performance of the portfolio is being evaluated; and

IV)

The frequency and significance of sales activity.

All equity instrument financial assets are classified at initial recognition as FVTPL unless they are not held with the intent for short-term profit-taking and an irrevocable designation is made to classify the instrument as FVOCI for equities.

 

 

 

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Financial liabilities, other than derivatives, obligations related to securities sold short and FVO liabilities, are measured at amortized cost. Derivatives, obligations related to securities sold short and FVO financial liabilities are measured at fair value.

Derivatives are measured at FVTPL, except to the extent that they are designated in a hedging relationship, in which case the International Accounting Standard (IAS) 39 “Financial Instruments: Recognition and Measurement” (IAS 39) hedge accounting requirements continue to apply.

Financial instruments mandatorily measured at FVTPL (trading and non-trading)

Trading financial instruments are mandatorily measured at FVTPL as they are held for trading purposes or are part of a managed portfolio with a pattern of short-term profit-taking. Non-trading financial assets are also mandatorily measured at fair value if their contractual cash flow characteristics do not meet the SPPI test or if they are managed together with other financial instruments on a fair value basis.

Trading and non-trading financial instruments mandatorily measured at FVTPL are remeasured at fair value as at the consolidated balance sheet date. Gains and losses realized on disposition and unrealized gains and losses from changes in fair value are included in Non-interest income as Gains (losses) from financial instruments measured/designated at FVTPL, net. Interest income and dividends earned on trading and non-trading securities and dividends and interest expense incurred on securities sold short are included in Interest income and Interest expense, respectively.

Financial instruments designated at FVTPL (fair value option)

Financial instruments designated at FVTPL are those that we voluntarily designate at initial recognition as instruments that we will measure at fair value through the consolidated statement of income that would otherwise fall into a different accounting category. The FVO designation, once made, is irrevocable and can only be applied if reliable fair values are available, when doing so eliminates or significantly reduces the measurement inconsistency that would otherwise arise from measuring assets or liabilities on a different basis and if certain OSFI requirements pertaining to certain loans are met. Financial liabilities may also be designated at FVTPL when they are part of a portfolio which is managed on a fair value basis, in accordance with our investment strategy, and are reported internally on that basis. Designation at FVTPL may also be applied to financial liabilities that have one or more embedded derivatives that would otherwise require bifurcation. We apply the FVO to certain mortgage commitments.

Gains and losses realized on dispositions and unrealized gains and losses from changes in the fair value of FVO financial instruments are treated in the same manner as financial instruments which are mandatorily measured at FVTPL, except that changes in the fair value of FVO liabilities that are attributable to changes in own credit risk are recognized in OCI. Dividends and interest earned and interest expense incurred on FVO assets and liabilities are included in Interest income and Interest expense, respectively.

Financial assets measured at amortized cost

Financial assets measured at amortized cost are debt financial instruments with contractual cash flows that meet the SPPI test and are managed on a “hold to collect” basis. These financial assets are recognized initially at fair value plus or minus direct and incremental transaction costs, and are subsequently measured at amortized cost, using the effective interest rate method, net of an allowance for expected credit losses (ECL).

Loans measured at amortized cost include residential mortgages, personal loans, credit cards and most business and government loans. Certain portfolios of treasury securities that are managed on a “hold to collect” basis are also classified as amortized cost. Most deposits with banks, securities purchased under resale agreements, cash collateral on securities borrowed and most customers’ liability under acceptances are accounted for at amortized cost.

Debt financial assets measured at FVOCI

Debt financial instruments measured at FVOCI are non-derivative financial assets with contractual cash flows that meet the SPPI test and are managed on a “hold to collect and for sale” basis.

FVOCI debt instruments are measured initially at fair value, plus direct and incremental transaction costs. Subsequent to initial recognition, FVOCI debt instruments are remeasured at fair value, with the exception that changes in ECL allowances in addition to related foreign exchange gains or losses are recognized in the consolidated statement of income. Cumulative gains and losses previously recognized in OCI are transferred from AOCI to the consolidated statement of income when the debt instrument is sold. Realized gains and losses on sale, determined on an average cost basis, and changes in ECL allowances, are included in Gains (losses) from debt securities measured at FVOCI and amortized cost, net in the consolidated statement of income. Interest income from FVOCI debt instruments is included in Interest income. FVOCI debt instruments include our treasury securities which are managed on a “hold to collect and for sale” basis.

A debt financial instrument is classified as impaired (stage 3) when one or more events that have a detrimental impact on the estimated future cash flows of that financial instrument have occurred after its initial recognition. Evidence of impairment includes indications that the borrower is experiencing significant financial difficulty, or a default or delinquency has occurred.

Equity financial instruments designated at FVOCI

Equity financial instruments are measured at FVTPL unless an irrevocable designation is made to measure them at FVOCI. Gains or losses from changes in the fair value of equity instruments designated at FVOCI, including any related foreign exchange gains or losses, are recognized in OCI. Amounts recognized in OCI will not be subsequently recycled to profit or loss, with the exception of dividends that are not considered a return of capital, which are recognized as interest income when received in the consolidated statement of income. Instead, cumulative gains or losses upon derecognition of the equity instrument will be transferred within equity from AOCI to retained earnings and presented in Realized gains (losses) on equity securities designated at FVOCI reclassified to retained earnings in the consolidated statement of changes in equity. Financial assets designated as FVOCI include non-trading equity securities, primarily related to our investment in private companies and limited partnerships.

Impairment of financial assets

ECL allowances are recognized on all financial assets that are debt instruments classified either as amortized cost or FVOCI and for all loan commitments and financial guarantees that are not measured at FVTPL. ECL allowances represent credit losses that reflect an unbiased and probability-weighted amount which is determined by evaluating a range of possible outcomes, the time value of money and reasonable and supportable information about past events, current conditions and forecasts of future economic conditions. Forward-looking information is explicitly incorporated into the estimation of ECL allowances, which involves significant judgment (see Note 6 for additional details).

ECL allowances for loans and acceptances are included in Allowance for credit losses on the consolidated balance sheet. ECL allowances for FVOCI debt securities are included as a component of the carrying value of the securities, which are measured at fair value. ECL allowances for other financial assets are included in the carrying value of the instrument. ECL allowances for guarantees and loan commitments are included in Other liabilities.

 

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ECL allowances are measured at amounts equal to either: (i) 12-month ECL; or (ii) lifetime ECL for those financial instruments which have experienced a significant increase in credit risk since initial recognition or when there is objective evidence of impairment.

The calculation of ECL allowances is based on the expected value of three probability-weighted scenarios to measure the expected cash shortfalls, discounted at the effective interest rate. A cash shortfall is the difference between the contractual cash flows that are due and the cash flows that we expect to receive. The key inputs in the measurement of ECL allowances are as follows:

 

•  

The probability of default (PD) is an estimate of the likelihood of default over a given time horizon;

•  

The loss given default (LGD) is an estimate of the loss arising in the case where a default occurs at a given time; and

•  

The exposure at default (EAD) is an estimate of the exposure at a future default date.

Lifetime ECL is the expected credit losses that result from all possible default events over the expected life of a financial instrument. 12-month ECL is the portion of lifetime expected credit losses that represent the expected credit losses that result from default events on the financial instrument that are possible within the 12 months after the reporting date.

Stage migration and significant increase in credit risk

As a result of the requirements above, financial instruments subject to ECL allowances are categorized into three stages.

For performing financial instruments:

Stage 1 is comprised of all performing financial instruments which have not experienced a significant increase in credit risk since initial recognition. We recognize 12 months of ECL for stage 1 financial instruments. In assessing whether credit risk has increased significantly, we compare the risk of a default occurring on the financial instrument as at the reporting date with the risk of a default occurring on the financial instrument as at the date of its initial recognition.

Stage 2 is comprised of all performing financial instruments which have experienced a significant increase in credit risk since initial recognition. We recognize lifetime ECL for stage 2 financial instruments. In subsequent reporting periods, if the credit risk of the financial instrument improves such that there is no longer a significant increase in credit risk since initial recognition, then we revert to recognizing 12 months of ECL as the financial instrument has migrated back to stage 1.

We determine whether a financial instrument has experienced a significant increase in credit risk since its initial recognition on an individual financial instrument basis. Changes in the required ECL allowance, including the impact of financial instruments migrating between stage 1 and stage 2, are recorded in Provision for credit losses in the consolidated statement of income. Significant judgment is required in the application of significant increase in credit risk (see Note 6 for additional details).

Stage 3 financial instruments are those that we have classified as impaired. We recognize lifetime ECL for all stage 3 financial instruments. We classify a financial instrument as impaired when one or more events that have a detrimental impact on the estimated future cash flows of that financial instrument have occurred after its initial recognition. Evidence of impairment includes indications that the borrower is experiencing significant financial difficulties, or a default or delinquency has occurred. All financial instruments on which repayment of principal or payment of interest is contractually 90 days in arrears are automatically considered impaired, except for credit card loans, which are classified as impaired and are fully written off when payments are contractually 180 days in arrears or at the earlier of the notice of bankruptcy, settlement proposal, or enlistment of credit counselling services.

A financial instrument is no longer considered impaired when all past due amounts, including interest, have been recovered, and it is determined that the principal and interest are fully collectable in accordance with the original contractual terms or revised market terms of the financial instrument with all criteria for the impaired classification having been remedied.

Financial instruments are written off, either partially or in full, against the related allowance for credit losses when we judge that there is no realistic prospect of future recovery in respect of those amounts. When financial instruments are secured, this is generally after all collateral has been realized or transferred to CIBC, or in certain circumstances, when the net realizable value of any collateral and other available information suggests that there is no reasonable expectation of further recovery. In subsequent periods, any recoveries of amounts previously written off are credited to the provision for credit losses.

Purchased loans

Both purchased performing and purchased credit-impaired loans are initially measured at their acquisition date fair values. As a result of recording these loans at fair value, no allowance for credit losses is recognized in the purchase equation at the acquisition date. Fair value is determined by estimating the principal and interest cash flows expected to be collected and discounting those cash flows at a market rate of interest. At the acquisition date, we classify a loan as performing where we expect timely collection of all amounts in accordance with the original contractual terms of the loan and as credit-impaired where it is probable that we will not be able to collect all contractually required payments.

For purchased performing loans, the acquisition date fair value adjustment on each loan is amortized to interest income over the expected remaining life of the loan using the effective interest rate method. The remaining unamortized amounts relating to those loans are recorded in income in the period that the loan is repaid. ECL allowances are established in Provision for credit losses in the consolidated statement of income immediately after the acquisition date based on classifying each loan in stage 1, since the acquisition date is established as the initial recognition date of purchased performing loans for the purpose of assessing whether a significant increase in credit risk has occurred. Subsequent to the acquisition date, ECL allowances are estimated in a manner consistent with our significant increase in credit risk and impairment policies that we apply to loans that we originate.

For purchased credit-impaired loans, the acquisition date fair value adjustment on each loan consists of management’s estimate of the shortfall of principal and interest cash flows expected to be collected and the time value of money. The time value of money component of the fair value adjustment is amortized to interest income over the expected remaining life of the loan using the effective interest rate method. Subsequent to the acquisition date, we regularly re-estimate the expected cash flows for purchased credit-impaired loans. Decreases in the expected cash flows will result in an increase in our ECL allowance. Increases in the expected cash flows will result in a recovery of the ECL allowance. ECL allowances for purchased credit-impaired loans are reported in stage 3.

Originated credit-impaired financial assets

The accounting for originated credit-impaired financial assets operates in a similar manner to the accounting for purchased credit-impaired loans in that originated credit-impaired assets are initially recognized at fair value with no initial ECL allowance as concerns about the collection of future cash flows are instead reflected in the origination date discount. The time value of money component of the discount is amortized to interest income over the expected remaining life of the financial asset using the effective interest rate method. Changes in expectation regarding the contractual

 

 

 

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cash flows for loans are recognized immediately in Provision for credit losses and for securities are recognized in Gains (losses) from debt securities measured at FVOCI and amortized cost, net.

This accounting generally applies to financial assets that result from debt restructuring arrangements in which a previously impaired financial asset is exchanged for a new financial asset that is either recognized at a fair value that represents a deep discount to par or for which there are significant concerns over the ability to collect the contractual cash flows.

Determination of fair value

Fair value is the price that would be received to sell an asset or paid to transfer a liability between market participants in an orderly transaction in the principal market at the measurement date under current market conditions (i.e., the exit price). Fair value measurements are categorized into three levels within a fair value hierarchy (Level 1, 2 or 3) based upon the market observability of the valuation inputs used in measuring the fair value. See Note 3 for more details about fair value measurement subsequent to initial recognition by type of financial instrument.

Transaction costs

Transaction costs relating to financial instruments mandatorily measured or designated at FVTPL are expensed as incurred. Transaction costs are amortized over the expected life of the instrument using the effective interest rate method for instruments measured at amortized cost, and debt instruments measured at FVOCI. For equity instruments designated at FVOCI, transaction costs are included in the instrument’s carrying value.

Date of recognition of securities

We account for all securities transactions on our consolidated balance sheet using settlement date accounting.

Effective interest rate

Interest income and expense for all financial instruments measured at amortized cost and for debt securities measured at FVOCI are recognized in Interest income and Interest expense using the effective interest rate method. The effective interest rate is the rate that exactly discounts estimated future cash receipts or payments through the expected life of the financial instrument to the net carrying value of the financial asset or liability upon initial recognition. When calculating the effective interest rate, we estimate future cash flows considering all contractual terms of the financial instrument, but not future credit losses.

Fees relating to loan origination, including commitment, restructuring and renegotiation fees, are considered an integral part of the yield earned on the loan and are accounted for using the effective interest rate method. Fees received for commitments that are not expected to result in a loan are included in Non-interest income over the commitment period. Loan syndication fees are included in Non-interest income on completion of the syndication arrangement, provided that the yield on the portion of the loan we retain is at least equal to the average yield earned by the other lenders involved in the financing; otherwise, an appropriate portion of the fee is deferred as unearned income and amortized to interest income using the effective interest rate method.

Interest income is recognized on stage 1 and stage 2 financial assets measured at amortized cost by applying the effective interest rate to the gross carrying amount of the financial instrument. For stage 3 financial instruments, interest income is recognized using the rate of interest used to discount the estimated future cash flows for the purpose of measuring the impairment loss and applied to the net carrying value of the financial instrument.

Securitizations and derecognition of financial assets

Securitization of our own assets provides us with an additional source of liquidity. As we generally retain substantially all of the risks and rewards of the transferred assets, assets remain on the consolidated balance sheet and funding from these transactions is accounted for as Deposits – secured borrowings.

Securitizations to non-consolidated SEs are accounted for as sales, with the related assets being derecognized, only where:

•  

Our contractual right to receive cash flows from the assets has expired;

•  

We transfer our contractual rights to receive the cash flows of the financial asset, and have: (i) transferred substantially all the risks and rewards of ownership, or (ii) neither retained nor transferred substantially all the risks and rewards, but have not retained control; or

•  

The transfer meets the criteria of a qualifying pass-through arrangement.

Derecognition of financial liabilities

A financial liability is derecognized when the obligation under the liability is discharged, cancelled or expires. If an existing financial liability is replaced by another liability from the same lender on substantially different terms, or the terms of the existing liability are substantially modified, such an exchange or modification is treated as a derecognition of the original liability and a recognition of a new liability, and the difference in the respective carrying values is recognized in the consolidated statement of income. The repurchase of a debt instrument is considered an extinguishment of that debt instrument even if we intend to resell the instrument in the near term.

Financial guarantees

Financial guarantees are financial contracts that require the issuer to make specified payments to reimburse the holder for a loss it incurs because a specified debtor fails to make payment when due in accordance with the original or modified terms of a debt instrument.

Financial guarantee contracts issued by CIBC that are not classified as insurance contracts are initially recognized as a liability at fair value, adjusted for transaction costs that are directly attributable to the issuance of the guarantees, which is generally the premium received or receivable on the date the guarantee was given. Subsequently, financial guarantee liabilities are measured at the higher of the initial fair value, less cumulative amortization, and the applicable ECL allowances. A financial guarantee that qualifies as a derivative is remeasured at fair value as at each reporting date and reported as Derivative instruments in assets or liabilities, as appropriate.

Mortgage commitments

Mortgage interest rate commitments are extended to our retail clients in contemplation of borrowing to finance the purchase of homes under mortgages to be funded by CIBC in the future. These commitments are usually for periods of up to 120 days and generally entitle the borrower to receive funding at the lower of the interest rate at the time of the commitment and the rate applicable at the funding date. We use financial instruments, such as interest rate derivatives, to economically hedge our exposure to an increase in interest rates. Based on our estimate of the commitments expected to be exercised, a financial liability would be recognized on our consolidated balance sheet, to which we apply the FVO. We

 

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also carry the associated economic hedges at fair value on the consolidated balance sheet. Changes in the fair value of the FVO commitment liability and the associated economic hedges are included in Gains (losses) from financial instruments measured/designated at FVTPL, net. In addition, since the fair value of the commitments is priced into the mortgage, the difference between the mortgage amount and its fair value at funding is recognized in the consolidated statement of income to offset the carrying value of the mortgage commitment that is released upon its expiry.

Offsetting of financial assets and financial liabilities

Financial assets and financial liabilities are offset, and the amount presented net, when we have a legally enforceable right to set off the recognized amounts and intend to settle on a net basis or to realize the asset and settle the liability simultaneously.

Acceptances and customers’ liability under acceptances

Acceptances constitute a liability of CIBC on negotiable instruments issued to third parties by our customers. We earn a fee for guaranteeing and then making the payment to the third parties. The amounts owed to us by our customers in respect of these guaranteed amounts are reflected in assets as Customers’ liability under acceptances.

Securities purchased under resale agreements and obligations related to securities sold under repurchase agreements

Securities purchased under resale agreements are treated as collateralized lending transactions as they represent the purchase of securities affected with a simultaneous agreement to sell them back at a future date at a fixed price, which is generally near term. These transactions are classified and measured at amortized cost, as they meet the SPPI criteria and are managed under a hold to collect business model, unless they were classified at FVTPL or designated under the FVO. For Securities purchased under resale agreements that are classified at amortized cost, an ECL is applied. Interest income is accrued using the effective interest rate method and is included in Interest income – Securities borrowed or purchased under resale agreements in the consolidated statement of income.

Similarly, securities sold under agreements to repurchase are treated as collateralized borrowing transactions at amortized cost with interest expense accrued using the effective interest rate method and are included in Interest expense – Securities lent or sold under repurchase agreements in the consolidated statement of income. Certain obligations related to securities sold under repurchase agreements are designated at FVTPL under the FVO.

Cash collateral on securities borrowed and securities lent

The right to receive back cash collateral paid and the obligation to return cash collateral received on borrowing and lending of securities, which is generally near term, is recognized as cash collateral on securities borrowed and securities lent, respectively. These transactions are classified and measured at amortized cost as they meet the SPPI criteria and are managed under a hold to collect business model. For Cash collateral on securities borrowed classified at amortized cost, an ECL is applied. Interest income on cash collateral paid and interest expense on cash collateral received together with the security borrowing fees and security lending income are included in Interest income – Securities borrowed or purchased under resale agreements and Interest expense – Securities lent or sold under repurchase agreements, respectively. For securities borrowing and lending transactions where securities are pledged or received as collateral, securities pledged by CIBC remain on the consolidated balance sheet and securities received by CIBC are not recognized on the consolidated balance sheet.

Derivatives

We use derivative instruments for both asset/liability management (ALM) and trading purposes. The derivatives used for ALM purposes allow us to manage financial risks, such as movements in interest and foreign exchange rates, while our derivative trading activities are primarily driven by client activities. We may also take proprietary trading positions within prescribed risk limits with the objective of earning income.

All derivative instruments are recognized initially, and are measured subsequently, at fair value and are reported as assets where they have a positive fair value and as liabilities where they have a negative fair value, in both cases as derivative instruments. Any realized and unrealized gains or losses on derivatives used for trading purposes are recognized immediately in Gains (losses) from financial instruments measured/designated at FVTPL, net. The accounting for derivatives used for ALM purposes depends on whether they qualify for hedge accounting as discussed below.

Fair values of exchange-traded derivatives are based on quoted market prices. Fair values of over-the-counter (OTC) derivatives, including OTC derivatives that are centrally cleared, are obtained using valuation techniques, including discounted cash flow models and option pricing models. See Note 13 for further information on the valuation of derivatives.

Derivatives used for ALM purposes that qualify for hedge accounting

As permitted at the time of transition to IFRS 9 “Financial Instruments” (IFRS 9), we previously elected to continue to apply the hedge accounting requirements of IAS 39. We adopted the Phase 1 and Phase 2 amendments to IAS 39, together with the associated IFRS 7 “Financial Instruments: Disclosures” (IFRS 7) disclosure requirements, relating to interest rate benchmark reform for hedge accounting relationships impacted by the reform. See the “Interest Rate Benchmark Reform” section below for further detail.

We apply hedge accounting for derivatives held for ALM purposes that meet specified criteria. There are three types of hedges: fair value, cash flow and hedges of net investments in foreign operations (NIFOs). When hedge accounting is not applied, the change in the fair value of the derivative is recognized in the consolidated statement of income (see “Derivatives used for ALM purposes that are not designated for hedge accounting” below).

In order for derivatives to qualify for hedge accounting, the hedge relationship must be designated and formally documented at its inception in accordance with IAS 39. The particular risk management objective and strategy, the specific asset, liability or cash flow being hedged, as well as how hedge effectiveness is assessed, are documented. Hedge effectiveness requires a high correlation of changes in fair values or cash flows between the hedged and hedging items.

We assess the effectiveness of derivatives in hedging relationships, both at inception and on an ongoing basis. Ineffectiveness results to the extent that the change in the fair value of the hedging derivative differs from the change in the fair value of the hedged risk in the hedged item, or the cumulative change in the fair value of the hedging derivative exceeds the cumulative change in the fair value of expected future cash flows of the hedged item. The amount of ineffectiveness of hedging instruments is recognized immediately in the consolidated statement of income.

Fair value hedges

We designate fair value hedges primarily as part of interest rate risk management strategies that use derivatives to hedge changes in the fair value of financial instruments with fixed interest rates. Changes in fair value attributed to the hedged interest rate risk are accounted for as basis adjustments to the hedged financial instruments and are included in Net interest income. Changes in fair value from the hedging derivatives are also included in Net interest income. Any differences between the two represent hedge ineffectiveness that is included in Net interest income.

 

 

 

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Similarly, for hedges of foreign exchange risk, changes in the fair value from the hedging derivatives and non-derivatives are included in FXOTT. Changes in the fair value of the hedged item from the hedged foreign exchange risk are accounted for as basis adjustments and are also included in FXOTT. Any difference between the two represents hedge ineffectiveness.

If the hedging instrument expires or is sold, terminated or exercised, or where the hedge no longer meets the criteria for hedge accounting, the hedge relationship is terminated and the basis adjustment applied to the hedged item is amortized over the remaining term of the hedged item. If the hedged item is derecognized, the unamortized basis adjustment is recognized immediately in the consolidated statement of income.

Cash flow hedges

We designate cash flow hedges as part of interest rate risk management strategies that use derivatives to mitigate our risk from variable cash flows by effectively converting certain variable-rate financial instruments to fixed-rate financial instruments, and as part of foreign exchange rate risk management strategies to hedge forecasted foreign currency denominated cash flows. We also designate cash flow hedges to hedge changes in CIBC’s share price in respect of certain cash-settled share-based payment awards.

The effective portion of the change in fair value of the derivative instrument is recognized in OCI until the variability in cash flows being hedged is recognized in the consolidated statement of income in future accounting periods, at which time an appropriate portion of the amount that was in AOCI is reclassified into the consolidated statement of income. The ineffective portion of the change in fair value of the hedging derivative is included in Net interest income, FXOTT, or Non-interest expenses immediately as it arises.

If the hedging instrument expires or is sold, terminated or exercised, or where the hedge no longer meets the criteria for hedge accounting, the hedge relationship is terminated. Upon termination of the hedge relationship, any remaining amount in AOCI remains therein until it is recognized in the consolidated statement of income when the variability in cash flows hedged or the hedged forecast transaction is ultimately recognized in the consolidated statement of income. When the forecasted transaction is no longer expected to occur, the related cumulative gain or loss in AOCI is recognized immediately in the consolidated statement of income.

Hedges of NIFOs with a functional currency other than the Canadian dollar

We may designate NIFO hedges to mitigate the foreign exchange risk on our NIFOs with a functional currency other than the Canadian dollar.

These hedges are accounted for in a similar manner to cash flow hedges. The change in fair value of the hedging instrument relating to the effective portion is recognized in OCI. The change in fair value of the hedging instrument attributable to the forward points and relating to the ineffective portion is recognized immediately in FXOTT. Gains and losses in AOCI are reclassified to the consolidated statement of income upon the disposal or partial disposal of the investment in the foreign operation that involves the loss of control, as explained in the “Foreign currency translation” policy above.

Derivatives used for ALM purposes that are not designated for hedge accounting

The change in fair value of the derivatives not designated as accounting hedges but used to economically hedge FVO assets or liabilities is included in Gains (losses) from financial instruments measured/designated at FVTPL, net. The change in fair value of other derivatives not designated as accounting hedges but used for other economic hedging purposes is included in Non-interest income as FXOTT or Other, as appropriate, or in the case of economic hedges of cash-settled share-based payment obligations, in compensation expense.

Embedded derivatives

Derivatives embedded in financial liabilities are accounted for as separate derivatives when their economic characteristics and risks are not closely related to those of the host instrument and the terms of the embedded derivative represent those of a freestanding derivative in situations where the combined instrument is not classified as FVTPL or FVO. These embedded derivatives, which are classified together with the host instrument on the consolidated balance sheet, are measured at fair value, with changes therein included in the consolidated statement of income. The residual amount of the host liability is accreted to its maturity value through Interest income and Interest expense, respectively, using the effective interest rate method.

Gains at inception on derivatives embedded in financial instruments bifurcated for accounting purposes are not recognized at inception; instead they are recognized over the life of the residual host instrument. Where an embedded derivative is separable from the host instrument but the fair value, as at the acquisition or reporting date, cannot be reliably measured separately or is otherwise not bifurcated, the entire combined contract is measured at FVTPL.

Financial assets with embedded derivatives are classified in their entirety into the appropriate classification at initial recognition through an assessment of the contractual cash flow characteristics of the asset and the business model under which it is managed.

Accumulated other comprehensive income

AOCI is included on the consolidated balance sheet as a separate component of total equity, net of income tax. It includes net unrealized gains and losses on FVOCI debt and equity securities, the effective portion of gains and losses on derivative instruments designated within effective cash flow hedges under IAS 39, unrealized foreign currency translation gains and losses on foreign operations with a functional currency other than the Canadian dollar net of gains or losses on related hedges, net gains (losses) related to fair value changes of FVO liabilities attributable to changes in own credit risk, and net gains (losses) on post-employment defined benefit plans.

Treasury shares

Where we repurchase our own equity instruments, these instruments are treated as treasury shares and are deducted from equity at their cost with any gain or loss recognized in Contributed surplus or Retained earnings as appropriate. No gain or loss is recognized in the consolidated statement of income on the purchase, sale, issue or cancellation of our own equity instruments. Any difference between the carrying value and the consideration, if reissued, is also included in Contributed surplus.

Liabilities and equity

We classify financial instruments as a liability or equity based on the substance of the contractual arrangement. An instrument is classified as a liability if it is a contractual obligation to deliver cash or another financial asset, or to exchange financial assets or financial liabilities at potentially unfavourable terms. A contract is also classified as a liability if it is a non-derivative and could obligate us to deliver a variable number of our own shares or it is a derivative other than one that can be settled by the delivery of a fixed amount of cash or another financial asset for a fixed number of our own equity instruments. An instrument is classified as equity if it evidences a residual interest in our assets after deducting all liabilities. The components of a compound financial instrument are classified and accounted for separately as assets, liabilities, or equity as appropriate. Incremental costs directly attributable to the issuance of equity instruments are shown in equity, net of income tax.

 

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Property and equipment

Land is recognized initially at cost and is subsequently measured at cost less any accumulated impairment losses. Buildings, furniture, equipment and leasehold improvements are recognized initially at cost and are subsequently measured at cost less accumulated depreciation and any accumulated impairment losses.

Depreciation commences when the assets are available for use and is recognized on a straight-line basis to depreciate the cost of these assets to their estimated residual value over their estimated useful lives. The estimated useful lives are as follows:

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Buildings – 40 years

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Computer equipment – 3 to 7 years

•  

Office furniture, equipment and other – 4 to 15 years

•  

Leasehold improvements – over the estimated useful life

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

Gains and losses on disposal are included in Non-interest income – Other.

Leases

CIBC adopted IFRS 16 “Leases” (IFRS 16) in place of IAS 17 “Leases” as of November 1, 2019. We applied IFRS 16 on a modified retrospective basis. As permitted, we did not restate our prior period comparative consolidated financial statements, which were reported under the prior guidance. The impact of adopting IFRS 16 is discussed below.

As a lessee, we recognize a right-of-use asset and a corresponding lease liability based on the present value of future lease payments, less any lease incentives receivable, when the lessor makes the leased asset available for use to CIBC, based on the non-cancellable portion of the lease term, adjusted for any renewal or termination options that are reasonably certain to be exercised. Measurement of the right-of-use asset also includes any initial direct costs of procuring the lease, and any lease payments made or lease incentives received prior to lease commencement. Discount rates are based on the rate implicit in the lease, if determinable, or on CIBC’s incremental borrowing rate. Where a property lease contains both a lease and non-lease component, we have elected not to allocate the consideration in the contract to each of the components. Subsequent to initial measurement, CIBC measures the lease liability by increasing the carrying amount to reflect interest on the lease liability based on the discount rate at the time of recognition and reducing the carrying amount to reflect lease payments made during the period, net of any remeasurements for lease reassessment or modifications. The right-of-use asset is measured using the cost model, and amortized on a straight-line basis over the lease term. Right-of-use assets and the corresponding lease liabilities are recognized in Property and equipment and Other liabilities, respectively, on our consolidated balance sheet.

The right-of-use asset and the corresponding lease liability are remeasured when there is a change in lease term, a change in the assessment of an option to purchase a leased asset, a change in the expected residual value guarantee (if any), or a change in future lease payments due to a change in the index or rate applicable to the payment. Right-of-use assets are tested for impairment as required under IAS 36 “Impairment of Assets” (IAS 36). In addition, the evaluation of the useful life for depreciation is assessed under IAS 36.

Lease payments for low-value assets, short-term leases and variable leases are systematically recognized in Non-interest expenses based on the nature of the expense.

As an intermediate lessor, we classify a sublease as an operating or finance sublease based on whether substantially all of the risks and rewards related to the underlying right-of-use asset are transferred to the sub-lessee. If classified as a finance sublease, the related right-of-use asset is derecognized and an investment in sublease is recognized, with the difference recognized in the consolidated statement of income as a gain or loss. In measuring the investment in sublease, we apply the head lease discount rate unless the rate implicit in the sublease is determinable. Where a finance sublease includes lease and non-lease components, we allocate the total consideration in the contract to each component based on the standalone prices for each of these components. The investment in sublease is recognized in Other assets on our consolidated balance sheet, and is subsequently measured using the effective interest rate method, with interest income recognized over the term of the sublease. Rental income from operating subleases is recognized on a systematic basis over the lease term.

Transition impact from adoption of IFRS 16

The adoption of IFRS 16 resulted in the recognition of approximately $1.7 billion of lease liabilities and $1.6 billion of right-of-use assets as at November 1, 2019. The amount of the right-of-use assets recognized was determined based on the amount of the lease liabilities less the existing deferred rent liabilities as at October 31, 2019. Furthermore, the reassessment of certain subleases related to a previously recognized finance lease property, a portion of which is rented out and considered investment property, resulted in an increase in net assets as a result of the recognition of additional sublease-related assets, net of the derecognition of amounts related to the corresponding head lease. The after-tax impact to retained earnings as a result of adopting IFRS 16 was an increase of $0.1 billion. The following permitted recognition exemptions and practical expedients were applied:

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A single discount rate curve was applied to portfolios of leases with reasonably similar characteristics at the date of application. The weighted average incremental borrowing rate applied on our existing lease portfolio was 2.31%.

•  

In contracts where we are the lessee, we did not reassess contracts that were identified as finance leases under the previous accounting standard (IAS 17).

•  

We elected to exclude leases of assets considered as low value and short-term leases with a remaining term of less than 12 months.

•  

We applied the onerous lease provisions recognized as at October 31, 2019 as an alternative to performing an impairment review of our right-of-use assets as at November 1, 2019. Where an onerous lease provision was recorded on a lease, the right-of-use asset was reduced by the amount of that provision on transition and no further impairment review was performed.

•  

We elected not to separate lease and non-lease components of a lease contract when calculating the lease liability and corresponding right-of-use asset for certain classes of assets. Non-lease components may consist of, but are not limited to, common area maintenance expenses and utility charges. Other occupancy costs not within the scope of IFRS 16 continue to be recorded as operating expenses.

Goodwill, software and other intangible assets

Goodwill represents the excess of the purchase price over the fair value of the net identifiable assets, liabilities and contingent liabilities acquired in business combinations. Identifiable intangible assets are recognized separately from goodwill when they are separable or arise from contractual or other legal rights, and have fair values that can be reliably measured.

Goodwill is not amortized, but is subject to impairment review at least annually or more frequently if there are indicators that the goodwill may be impaired. Refer to the “Impairment of non-financial assets” policy below.

Intangible assets represent software and customer relationships, core deposit intangibles, investment management contracts, and brand names recognized as part of past acquisitions. Intangible assets with definite useful lives are measured at cost less accumulated amortization and

 

 

 

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accumulated impairment losses. Each intangible asset is assessed for legal, regulatory, contractual, competitive or other factors to determine if the useful life is definite. Intangible assets with definite useful lives are amortized over their estimated useful lives, which are as follows:

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Software – 5 to 10 years

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Contract-based intangibles – 8 to 15 years

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Core deposit and customer relationship intangibles – 3 to 16 years

Intangible assets with indefinite useful lives are measured at cost less any accumulated impairment losses. Indefinite-life intangible assets are tested for impairment at least annually and whenever there is an indication that the asset may be impaired. Refer to the “Impairment of non-financial assets” policy below.

Impairment of non-financial assets

The carrying values of non-financial assets with definite useful lives, including right-of-use assets, buildings and equipment, and intangible assets with definite useful lives are reviewed to determine whether there is any indication of impairment. Goodwill and intangible assets with indefinite useful lives are tested for impairment at least annually, and whenever there is an indication that the asset may be impaired. If any such indication of impairment exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss, if any.

For the purpose of reviewing non-financial assets with definite useful lives for impairment, asset groups are reviewed at their lowest level for which identifiable cash inflows are largely independent of cash inflows of other assets or groups of assets. This grouping is referred to as a cash-generating unit (CGU).

Corporate assets do not generate separate cash inflows. Corporate assets are tested for impairment at the minimum collection of CGUs to which the corporate asset can be allocated reasonably and consistently.

The recoverable amount is the greater of fair value less costs to sell and value in use. Value in use is the present value of the future cash flows expected to be derived from the asset or CGU. When the carrying value exceeds its recoverable amount, an impairment loss equal to the difference between the two amounts is recognized in the consolidated statement of income. If an impairment subsequently reverses, the carrying value of the asset is increased to the extent that the carrying value of the underlying assets does not exceed the carrying value that would have been determined, net of depreciation or amortization, if no impairment had been recognized. Any impairment reversal is recognized in the consolidated statement of income in the period in which it occurs.

Goodwill is assessed for impairment based on the group of CGUs expected to benefit from the synergies of the business combination, and the lowest level at which management monitors the goodwill. Any potential goodwill impairment is identified by comparing the recoverable amount of the CGU grouping to which the goodwill is allocated to its carrying value including the allocated goodwill. If the recoverable amount is less than its carrying value, an impairment loss is recognized in the consolidated statement of income in the period in which it occurs. Impairment losses on goodwill are not subsequently reversed if conditions change.

Income taxes

Income tax comprises current tax and deferred tax. Income tax is recognized in the consolidated statement of income, except to the extent that it relates to items recognized in OCI or directly in equity, in which case it is recognized accordingly.

Current tax is the tax expected to be payable on the taxable profit for the year, calculated using tax rates enacted or substantively enacted as at the reporting date, and any adjustment to tax payable in respect of previous years. Current tax assets and liabilities are offset when CIBC intends to settle on a net basis and the legal right to offset exists.

Deferred tax is recognized on temporary differences between the carrying value of assets and liabilities on the consolidated balance sheet and the corresponding amounts attributed to such assets and liabilities for tax purposes. Deferred tax liabilities are generally recognized for all taxable temporary differences unless the temporary differences relate to our NIFOs and will not reverse in the foreseeable future. Deferred tax assets, other than those arising from our NIFOs, are recognized to the extent that it is probable that future taxable profits will be available against which deductible temporary differences can be utilized. Deferred tax assets arising from our NIFOs are recognized for deductible temporary differences which are expected to reverse in the foreseeable future to the extent that it is probable that future taxable profits will be available against which these deductible temporary differences can be utilized. Deferred tax is not recognized for temporary differences on the initial recognition of assets or liabilities in a transaction that is not a business combination and that affects neither accounting nor taxable income, or for taxable temporary differences arising on the initial recognition of goodwill.

Deferred tax is measured at the tax rates that are expected to be applied to the temporary differences when they reverse, based on the laws that have been enacted or substantively enacted as at the reporting date.

Deferred tax assets and liabilities are offset when there is a legally enforceable right to offset current tax assets and liabilities and they relate to income taxes levied by the same tax authority on the same taxable entity or tax reporting group.

We are subject to income tax laws in the various jurisdictions where we operate, and the tax laws in those jurisdictions are potentially subject to different interpretations by us and the relevant taxation authority, which gives rise to uncertainty. For tax positions where there is uncertainty regarding the ultimate determination of the tax impact, including positions which are under audit, dispute or appeal, we recognize provisions to consider this uncertainty based on our best estimate of the amount expected to be paid based on an assessment of the relevant factors.

Pension and other post-employment benefits

We are the sponsor of a number of employee benefit plans. These plans include both defined benefit and defined contribution pension plans, and various other post-employment benefit plans including post-retirement medical and dental benefits.

Defined benefit plans

The cost of pensions and other post-employment benefits earned by employees is actuarially determined separately for each plan using the projected unit credit method and our best estimate of salary escalation, retirement ages of employees, mortality and expected health-care costs. This represents CIBC’s defined benefit obligation, which is measured as at the reporting date. The discount rate used to measure the defined benefit obligation is based on the yield of a portfolio of high-quality corporate bonds denominated in the same currency in which the benefits are expected to be paid and with terms to maturity that, on average, match the terms of the defined benefit obligation.

Plan assets are measured at fair value as at the reporting date.

The net defined benefit asset (liability) represents the present value of the defined benefit obligation less the fair value of plan assets. The net defined benefit asset (liability) is included in Other assets and Other liabilities, respectively.

 

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Current service cost reflects the cost of providing post-employment benefits earned by employees in the current period. Current service cost is calculated as the present value of the benefits attributed to the current year of service and is recognized in the consolidated statement of income. The current service cost is calculated using a separate discount rate to reflect the longer duration of future benefit payments associated with the additional year of service to be earned by the plan’s active participants.

Past service costs arising from plan amendments or curtailments are recognized in net income in the period in which they arise.

Net interest income or expense comprises interest income on plan assets and interest expense on the defined benefit obligation. Interest income is calculated by applying the discount rate to the plan assets, and interest expense is calculated by applying the discount rate to the defined benefit obligation. Net interest income or expense is recognized in the consolidated statement of income.

Actuarial gains and losses represent changes in the present value of the defined benefit obligation which result from changes in actuarial assumptions and differences between previous actuarial assumptions and actual experience, and from differences between the actual return on plan assets and assumed interest income on plan assets. Net actuarial gains and losses are recognized in OCI in the period in which they arise and are not subject to subsequent reclassification to net income. Cumulative net actuarial gains and losses are included in AOCI.

When the calculation results in a net defined benefit asset, the recognized asset is limited to the present value of economic benefits available in the form of future refunds from the plan or reductions in future contributions to the plan (the asset ceiling). For plans where we do not have an unconditional right to a refund of surplus, we determine the asset ceiling by reference to future economic benefits available in the form of reductions in future contributions to the plan, in which case the present value of economic benefits is calculated giving consideration to minimum funding requirements for future service that apply to the plan. Where a reduction in future contributions to the plan is not currently realizable at the reporting date, we estimate whether we will have the ability to reduce contributions for future service at some point during the life of the plan by taking into account, among other things, expected future returns on plan assets. If it is anticipated that we will not be able to recover the value of the net defined benefit asset, after considering minimum funding requirements for future service, the net defined benefit asset is reduced to the amount of the asset ceiling.

When the payment in the future of minimum funding requirements related to past service would result in a net defined benefit surplus, or an increase in a net defined benefit surplus, the minimum funding requirements are recognized as a liability to the extent that the surplus would not be fully available as a refund or a reduction in future contributions. Any funded status surplus is limited to the present value of future economic benefits available in the form of refunds from the plan or reductions in future contributions to the plan.

Defined contribution plans

Costs for defined contribution plans are recognized during the year in which the service is provided.

Other long-term employee benefits

CIBC sponsors a closed long-term disability plan that is classified as a long-term defined benefit arrangement. As the amount of the long-term disability benefit does not depend on the length of service, the obligation is recognized when an event occurs that gives rise to an obligation to make payments. CIBC also offers other medical and dental benefits to employees while on long-term disability.

The amount of other long-term employee benefits is actuarially calculated using the projected unit credit method. Under this method, the benefit is discounted to determine its present value. The methodology used to determine the discount rate used to value the long-term employee benefit obligation is consistent with that for pension and other post-employment benefit plans. Actuarial gains and losses and past service costs are recognized in the consolidated statement of income in the period in which they arise.

Share-based payments

We provide compensation to certain employees and directors in the form of share-based awards.

Compensation expense for share-based awards is recognized from the service commencement date to the earlier of the contractual vesting date or the employee’s retirement eligible date. For grants regularly awarded in the annual incentive compensation cycle (annual incentive grant), the service commencement date is considered to be the start of the fiscal year that precedes the fiscal year in which the grant is made. The service commencement date in respect of special awards granted outside of the annual cycle is the grant date. The amount of compensation expense recognized is based on management’s best estimate of the number of share-based awards expected to vest, including estimates of expected forfeitures, which are revised periodically as appropriate. For the annual incentive grant, compensation expense is recognized from the service commencement date based on the estimated fair value of the forthcoming grant with the estimated fair value adjusted to the actual fair value at the grant date.

Under the Restricted Share Award (RSA) plan, where grants are settled in the cash equivalent of common shares, changes in the obligation which arise from fluctuations in the market price of common shares, net of related hedges, are recognized in the consolidated statement of income as compensation expense in proportion to the award recognized.

Under the Performance Share Unit (PSU) plan, where grants are settled in the cash equivalent of common shares, changes in the obligation which arise from fluctuations in the market price of common shares, and revised estimates of the performance factor, net of related hedges, are recognized in the consolidated statement of income as compensation expense in proportion to the award recognized. The performance factor ranges from 75% to 125% of the initial number of units awarded based on CIBC’s performance relative to the other major Canadian banks.

Compensation expense in respect of the Employee Stock Option Plan (ESOP) is based on the grant date fair value. Where the service commencement date precedes the grant date, compensation expense is recognized from the service commencement date based on the estimated fair value of the award at the grant date, with the estimated fair value adjusted to the actual fair value at the grant date. Compensation expense results in a corresponding increase to contributed surplus. If the ESOP award is exercised, the proceeds we receive, together with the amount recognized in Contributed surplus, are credited to common share capital. If the ESOP award expires unexercised, the compensation expense remains in Contributed surplus.

As part of our acquisition of Wellington Financial Fund V LP (Wellington Financial) in the first quarter of 2018, equity-settled awards in the form of exchangeable shares with specific service and non-market performance vesting conditions were issued to selected employees. Compensation expense in respect of the exchangeable shares is based on the grant date fair value, adjusted for changes in the estimated impact of the non-market performance conditions.

Compensation in the form of Deferred Share Units (DSUs) issued pursuant to the Deferred Share Unit Plan, the Deferred Compensation Plan (DCP), and the Directors’ Plan, entitles the holder to receive the cash equivalent of a CIBC common share. At the time DSUs are granted, the related expense in respect of the cash compensation that an employee or director would otherwise receive would have been fully recognized. Changes in the obligations which arise from fluctuations in the market price of common shares, net of related hedges, are recognized in the consolidated statement of income as compensation expense for employee DSUs and as Non-interest expense – Other for Directors’ DSUs.

Our contributions under the Employee Share Purchase Plan (ESPP) are expensed as incurred.

 

 

 

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The impact due to our changes in common share price in respect of cash-settled share-based compensation under the RSA and PSU plans is hedged through the use of derivatives. We designate these derivatives within cash flow hedge accounting relationships. The effective portion of the change in fair value of these derivatives is recognized in OCI and is reclassified into compensation expense, within the consolidated statement of income, over the period that the hedged awards impact the consolidated statement of income. The ineffective portion of the change in fair value of the hedging derivatives is recognized in the consolidated statement of income immediately as it arises.

Provisions and contingent liabilities

Provisions are liabilities of uncertain timing or amount. A provision is recognized when we have a present legal or constructive obligation as a result of a past event, it is probable that an outflow of economic benefits will be required to settle the obligation, and a reliable estimate can be made of the amount of the obligation. The provision is recognized as the best estimate of the amount required to settle the obligation at the reporting date, taking into account the risk and uncertainties related to the obligation. Where material, provisions are discounted to reflect the time value of money, and the increase in the obligation due to the passage of time is presented as Interest expense in the consolidated statement of income.

Contingent liabilities are possible obligations that arise from past events whose existence will be confirmed only by the occurrence, or non-occurrence, of one or more uncertain future events not wholly within the control of CIBC, or are present obligations that have arisen from past events but are not recognized because it is not probable that settlement will require the outflow of economic benefits.

Provisions and contingent liabilities are disclosed in the consolidated financial statements.

Earnings per share

We present basic and diluted EPS for our common shares.

Basic EPS is computed by dividing net income for the period attributable to CIBC common shareholders by the weighted-average number of common shares outstanding during the period. The net income attributable to CIBC common shareholders is determined after deducting the after-tax amount of dividends on preferred shares and distributions on other equity instruments, which are accounted for in retained earnings, from the net income attributable to equity shareholders.

Diluted EPS is computed by dividing net income for the period attributable to CIBC common shareholders by the weighted-average number of diluted common shares outstanding for the period. Diluted common shares reflect the potential dilutive effect of contingently issuable shares and the exercise of stock options based on the treasury stock method. The number of contingently issuable shares included in diluted EPS is based on the number of shares that would be issuable if the end of the reporting period were the end of the contingency period. For stock options, the treasury stock method determines the number of incremental common shares by assuming that outstanding stock options, whose exercise price is less than the average market price of common shares during the period, are exercised and then reduced by the number of common shares assumed to be repurchased with the exercise proceeds from the assumed exercise of the options. Instruments determined to have an antidilutive effect for the period are excluded from the calculation of diluted EPS.

Fee and commission income

The recognition of fee and commission income is determined by the purpose of the fee or commission and the terms specified in the contract with the customer. Revenue is recognized when, or as, a performance obligation is satisfied by transferring control of the service to the customer, in the amount of the consideration to which we expect to be entitled. Revenue may therefore be recognized at a point in time upon completion of the service or over time as the services are provided. When revenue is recognized over time, we are generally required to provide the services each period, such that control of the services is transferred evenly to the customer, and we therefore measure our progress towards completion of the service based upon the time elapsed. For contracts where the transaction price includes variable consideration, revenue is only recognized to the extent that it is highly probable that a significant reversal in the amount of cumulative revenue recognized will not occur when the uncertainty associated with the variable consideration is resolved, which typically occurs by the end of the reporting period. When another party is involved in providing a service to a customer, we determine whether the nature of our performance obligation is that of a principal or an agent. If we control the service before it is transferred to the customer, we are acting as the principal and present revenue separately from the amount paid to the other party; otherwise we are the agent and present revenue net of the amount paid to the other party. Our performance obligations typically have a term of one year or less, with payment received upon satisfaction of the performance obligation or shortly afterwards, and as a result there is no significant financing component and we do not typically capitalize the costs of obtaining contracts with our customers. Income which forms an integral part of the effective interest rate of a financial instrument is recognized as an adjustment to the effective interest rate.

In addition to these general principles, the following specific policies are also applied:

Underwriting and advisory fees are earned on debt and equity securities placements and transaction-based advisory services. Underwriting fees are typically recognized at the point in time when the transaction is completed. Advisory fees are generally recognized as revenue over the period of the engagement as the related services are provided or at the point in time when the transaction is completed.

Deposit and payment fees arise from personal and business deposit accounts and cash management services. Monthly and annual fees are recognized over the period that the related services are provided. Transactional fees are recognized at the point in time when the related services are provided.

Credit fees consist of loan syndication fees, loan commitment fees, letter of credit fees, banker’s acceptance stamping fees, and securitization fees. Credit fees are generally recognized over the period that the related services are provided, except for loan syndication fees, which are typically recognized at the point in time that the financing placement is completed.

Card fees primarily include interchange income, overlimit fees, cash advance fees, and annual fees. Card fees are recognized at the point in time that the related services are provided, except for annual fees, which are recognized over the 12-month period to which they relate. The cost of credit card loyalty points is recognized as a reduction of interchange income when the loyalty points are issued for both self-managed and third-party loyalty points programs. Credit card loyalty point liabilities are recognized for self-managed loyalty point programs and are subject to periodic remeasurement to reflect the expected cost of redemption as this expectation changes over time.

Commissions on securities transactions include brokerage commissions for transactions executed on behalf of clients, trailer fees and mutual fund sales commissions. Brokerage commissions and mutual fund sales commissions are generally recognized at the point in time that the related transaction is executed. Trailer fees are typically calculated based upon the average daily net asset value of the mutual fund units held by clients and are recognized over time as the related services are provided.

Investment management fees are primarily based on the respective value of the assets under management (AUM) or assets under administration (AUA) and are recognized over the period that the related services are provided. Investment management fees relating to our asset management and private wealth management business are generally calculated based on point-in-time AUM balances, and investment

 

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management fees relating to our retail brokerage business are generally calculated based on point-in-time AUM or AUA balances. Custodial fees are recognized as revenue over the applicable service period, which is generally the contract term.

Mutual fund fees and administration fees are earned on fund management services and are recognized over the period that the mutual funds are managed based upon a specified percentage of the daily net asset values of the respective mutual funds. In certain circumstances, CIBC may, on a discretionary basis, elect to absorb certain expenses that would otherwise be payable by the mutual funds directly. These expenses are recognized in Non-interest expenses on the consolidated statement of income.

Interest Rate Benchmark Reform

Various interest rate and other indices that are deemed to be “benchmarks” including the London Interbank Offered Rate (LIBOR) are the subject of international regulatory guidance and proposals for reform. Regulators in various jurisdictions have advocated for the transition from Interbank Offered Rates (IBORs) to alternative benchmark rates (alternative rates), based upon risk-free rates determined using actual market transactions. The United Kingdom’s (U.K.’s) Financial Conduct Authority (FCA) originally announced in July 2017 that it would not compel banks to submit LIBOR rates after December 2021. In March 2021, the FCA and the ICE Benchmark Administration (IBA) announced the dates for the cessation or loss of representativeness of various LIBOR rates including that the GBP, EUR, CHF and JPY LIBORs will cease on December 31, 2021 and that most USD LIBOR tenors will cease on June 30, 2023. This announcement results in a fixed spread between the LIBOR rate and the alternative rate for a given tenor which will apply on the cessation of the relevant LIBOR rates. While the extension for most USD LIBOR tenors until June 30, 2023 allows for many legacy contracts to mature before the cessation date, originations of new USD LIBOR linked products are expected to cease after the end of calendar 2021. In June 2021, OSFI announced its expectations for the cessation of IBOR rates, which are consistent with the announcements previously made by the FCA and IBA. OSFI also expects financial institutions to prioritize system and model updates to accommodate alternative rates and to be able to transact in alternative rates by the end of 2021. We expect to be compliant with these regulatory expectations.

In an effort to increase the liquidity of swaps indexed to alternative rates and to accelerate the progress of transitioning away from USD LIBOR, in June 2021, the Alternative Reference Rates Committee (ARRC) endorsed the Secured Overnight Financing Rate (SOFR) First initiative announced by the Commodity Futures Trading Commission. As a result of this initiative, interdealer brokers are recommended to trade swaps that are indexed to risk-free rates in place of swaps indexed to LIBOR commencing July 26, 2021. Subsequent to this change in interdealer trading conventions, ARRC formally recommended the Chicago Mercantile Exchange (CME) Group’s forward-looking SOFR term rate (Term SOFR), which is expected to provide entities with greater certainty over SOFR based lending rates since term rates are established at the beginning of a contractual interest reset period in contrast to overnight rates such as SOFR that are reset each day. As a participant in the interdealer broker market, CIBC has the necessary processes, systems and models to comply with the SOFR First initiative and will continue to monitor the development of Term SOFR as we manage IBOR transition.

In November 2021, the FCA announced that it will require the LIBOR benchmark administrator to publish certain sterling and Japanese yen LIBOR settings on a non-representative synthetic basis during 2022, which would allow certain legacy contracts to continue to use certain LIBOR settings for a limited time period after the December 31, 2021 cessation date. We do not expect the FCA announcement to materially affect our transition to alternative rates and expect to achieve substantial completion of our remediation of non-USD LIBOR contracts before December 31, 2021 in a manner consistent with regulatory expectations.

In response to interest rate benchmark reform, the IASB issued “Interest Rate Benchmark Reform: Phase 2 Amendments to IFRS 9, IAS 39, IFRS 7, IFRS 4, and IFRS 16” (Phase 2 amendments) in August 2020. These amendments address issues that affect financial reporting once an existing rate is replaced with an alternative rate and conclude the IASB’s amendments to financial reporting standards due to the effects of interest rate benchmark reform. While the Phase 2 amendments are effective for annual periods beginning on or after January 1, 2021, we elected to early adopt the Phase 2 amendments effective November 1, 2020. Only the amendments to the classification and measurement sections of IFRS 9, the hedge accounting sections of IAS 39 “Financial Instruments: Recognition and Measurement” (IAS 39), and to IFRS 7 “Financial Instruments: Disclosures”, IFRS 4 “Insurance Contracts”, and IFRS 16 “Leases” apply to us because we elected to continue to apply the hedge accounting requirements of IAS 39 upon the adoption of IFRS 9 “Financial Instruments” (IFRS 9).

The Phase 2 amendments permit modifications of amortized cost financial assets and financial liabilities, and lessee lease liabilities that are made as a direct consequence of IBOR reform, and on an economically equivalent basis to be accounted for by updating the effective interest rate prospectively with no immediate gain or loss recognition. The amendments also provide temporary relief that allows for hedging relationships to continue upon the replacement of an existing interest rate benchmark with an alternative rate under certain qualifying conditions, including the amendment of the hedge designation and documentation to reflect the new rate without discontinuing the hedge relationship and provide relief in establishing new hedging relationships based upon alternative rates. The amendments also provide temporary relief that allows entities to designate an alternative rate as a risk component to hedge provided that the entity reasonably expects that the alternative rate will become separately identifiable within 24 months of its first designation. Further relief is also provided for cash flow hedges, where the amounts accumulated in the cash flow reserve are deemed to be based on the alternative rates on which the hedged future cash flows are determined. As a result of the adoption of the Phase 2 amendments, we have provided additional disclosures related to our exposures to significant benchmark rates subject to the reform below.

The IASB had previously issued “Interest Rate Benchmark Reform: Amendments to IFRS 9, IAS 39 and IFRS 7” (Phase 1 amendments) in September 2019. The Phase 1 amendments provide temporary relief for specific hedge accounting requirements to address uncertainties in the period prior to replacement of IBORs, and provide specific disclosure requirements for the affected hedging relationships. These amendments allow for hedge accounting to continue before the replacement of existing interest rate benchmark with an alternative rate, and provide an exemption from the requirement to discontinue hedge accounting if a hedge relationship does not meet the hedge effectiveness requirements solely as a result of IBOR transition. The application of this relief will end at the earlier of the discontinuation of the impacted hedge relationship and when the uncertainty arising from the reform is no longer present with respect to the timing and amount of cash flows of the hedged item and hedging instrument, which is expected to occur on the cessation date of the relevant LIBOR rate. We adopted the Phase 1 amendments effective November 1, 2019.

As IBORs are widely referenced by large volumes of derivative, loan and cash products, the transition presents a number of risks to us, and the industry as a whole. These transition risks include market risk (as new basis risks emerge), model risk, operational risk (as processes are changed or newly introduced), legal risk (as contracts are revised) and conduct risk (in ensuring clients are adequately informed/prepared). In response to the proposed reforms to interest rate benchmarks, we have established an Enterprise IBOR Transition Program (Program), which is supported by a formal governance structure and dedicated working groups that include stakeholders from frontline businesses as well as functional groups such as Treasury, Technology and Operations, Risk Management, Legal and Finance, to manage and coordinate all aspects of the transition, including the identification and mitigation of the risks. An IBOR Steering Committee has been established with responsibility for oversight and execution of the Program. The IBOR Steering Committee manages the impact of the transition risks through appropriate mitigating actions. We also continue to engage with industry associations to incorporate recent developments into our project plan. The Program provides regular updates to the senior management including the Executive Committee, and the Board of Directors.

 

 

 

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As a part of the Program, we are transitioning our existing IBOR based contracts to those that reference the new alternative rates, and have developed business processes to support the transition. We are on track to substantially complete the remediation of our non-USD LIBOR referenced contracts by incorporating appropriate fallback language or by replacing the LIBOR referenced rates to the corresponding alternative rates with appropriate spread adjustments. We have ceased the issuance of GBP and JPY LIBOR linked products earlier this year, and expect to cease origination of new USD LIBOR products by the end of calendar year 2021 in a manner consistent with regulatory expectations. We are also working with clearing houses to transition our existing non-USD LIBOR referenced derivatives cleared by them to alternative rates, which is expected to occur in December 2021. We have also started to offer products based upon alternative rates to our clients, and have continued to make information available to them, advising on developments on IBOR transition.

The following table presents the approximate notional amounts of our derivatives and the gross outstanding balances of our non-derivative financial assets and financial liabilities that are indexed to USD LIBOR, GBP LIBOR and other benchmark rates with a maturity date beyond June 30, 2023 for USD LIBOR, and December 31, 2021 for other benchmark rates expected to be affected by IBOR reform.

 

     Notional/gross outstanding amounts (1)(2)(3)  
     October 31, 2021            November 1, 2020 (4)  

(billions of Canadian dollars)

   USD LIBOR      GBP LIBOR      Others (5)             USD LIBOR      GBP LIBOR      Others (5)  
      Maturing after
June 2023
     Maturing after
December 2021
            Maturing after
June 2023
    

Maturing after

December 2021

 

Non-derivative financial assets

                   

Securities

   $ 1.6      $ –      $ –        $ 1.9      $ –      $ –  

Loans

     36.9        2.3        –                21.2        2.4        –  
       38.5        2.3        –                23.1        2.4        –  

Non-derivative financial liabilities

                   

Secured borrowing deposits and subordinated indebtedness

    
0.1
 
     1.1        –          0.1        1.1        –  

Other deposits

     1.0        –        –                1.0        –        –  
       1.1        1.1        –                1.1        1.1        –  

Derivatives

         735.7            89.9            36.8                    478.5            70.4            33.4  
(1)

Excludes financial instruments which reference rates in multi-rate jurisdictions, including Canadian Dollar Offered Rate (CDOR), Euro Interbank Offered Rate (EURIBOR) and Australian Bank Bill Swap Rate. While the 6-month and 12-month tenors of CDOR discontinued on May 17, 2021, we did not hold material positions referencing these tenors as at November 1, 2020. Other tenors of CDOR are expected to continue.

(2)

The table excludes undrawn loan commitments. As at October 31, 2021, the total outstanding undrawn loan commitments that are potentially subject to the transition are estimated to be $47.9 billion (November 1, 2020: $27.7 billion) which can be drawn in USD LIBOR and have a maturity date beyond June 30, 2023 and $1.4 billion (November 1, 2020: $1.0 billion) which can be drawn in GBP LIBOR and have a maturity date beyond December 31, 2021.

(3)

For cross-currency swaps for which both legs reference benchmark rates that are subject to transition, the relevant notional amount for each leg has been included in the table above.

(4)

Certain prior period amounts were restated.

(5)

Includes exposures indexed to JPY LIBOR, CHF LIBOR and EUR LIBOR.

International Financial Reporting Interpretations Committee 23 “Uncertainty over Income Tax Treatments” (IFRIC 23)

CIBC adopted IFRIC 23 as at November 1, 2019. IFRIC 23 clarifies the accounting for uncertainties in income taxes. There was no impact to our consolidated financial statements and no changes in our accounting policies as a result of adopting IFRIC 23.

Conceptual Framework for Financial Reporting (Conceptual Framework)

The Conceptual Framework sets out the fundamental concepts that underlie the preparation and presentation of financial statements and serves to guide the IASB in developing IFRS standards. The Conceptual Framework is effective for annual periods beginning on or after January 1, 2020. As a result, CIBC adopted the Conceptual Framework as at November 1, 2020.

There was no impact to our consolidated financial statements and no changes in our accounting policies as a result of adopting the Conceptual Framework.

 

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Note 2   Impact of COVID-19

 

Progress towards containing outbreaks of the COVID-19 pandemic through vaccination campaigns and less restrictive public health measures provided an improving economic backdrop for CIBC. However, the pandemic, fueled by more contagious variants, continues to pose a risk to the recovery. As a result, we continue to operate in an uncertain environment. This gives rise to heightened uncertainty as it relates to our critical accounting estimates and increases the need to apply judgment in evaluating the economic and market environment and its impact on significant estimates. This particularly impacts estimates relating to the allowance for credit losses. See Note 6 for more information.

A summary of significant accounting policies is presented in Note 1 to the consolidated financial statements. Changes in the judgments and estimates required in the critical accounting policies discussed below could have a material impact on our financial results. We have established control procedures to ensure accounting policies are applied consistently and processes for changing methodologies are well controlled.

Government lending programs in response to COVID-19

At the onset of the COVID-19 pandemic, the Government of Canada introduced the Canada Emergency Business Account (CEBA) program and a number of lending programs to improve access to credit and financing for Canadian businesses facing operational cash flow and liquidity challenges. In addition, the U.S. federal government introduced the Paycheck Protection Program (PPP) under the Coronavirus Aid, Relief, and Economic Security Act (CARES Act). Further details about the programs in which we have more significant participation, and the associated accounting impacts, are described below.

Canada Emergency Business Account program

The purpose of the CEBA program is to provide interest-free, partially forgivable loans of up to $60,000 to qualifying small businesses and not-for-profit organizations to help cover their operating costs during a period when their revenues have been temporarily reduced. The CEBA program is underwritten by Export Development Canada (EDC) and was available to borrowers until June 30, 2021. The program utilized the infrastructure of eligible financial institutions, including CIBC, to provide loans that were partially forgivable to existing clients of these financial institutions, including CIBC, that met the underwriting standards of EDC. Loans advanced under the CEBA program are not recognized on our consolidated balance sheet because they are funded by EDC and all of the resulting cash flows and associated risks and rewards, including any exposure to payment defaults and principal forgiveness, are assumed by EDC. EDC provides a fee to participating financial institutions which is intended to reimburse the costs associated with administering the loans, which we recognized as a reduction of other non-interest expenses. The CEBA program was launched in the second quarter of 2020 and expanded subsequently to facilitate the application of the program to certain borrowers that would not have otherwise qualified. As at October 31, 2021, loans of $4.5 billion (2020: $2.9 billion), net of repayments, had been provided to CIBC clients under the CEBA program, and the program is now closed to new applicants, although we continue to facilitate this program.

EDC-guaranteed loans and Highly Affected Sectors Credit Availability Program (HASCAP) for small and medium-sized enterprises

Both of these programs are designed to encourage lending to existing clients. Under the EDC-guaranteed loan program, EDC guarantees 80% of new qualifying operating credit and cash flow term loans of up to $6.25 million to small and medium-sized enterprises. Under HASCAP, Business Development Bank of Canada (BDC) guarantees 100% of new qualifying term loans for amounts ranging from $25,000 to $1 million. Loans provided under both programs are recognized on our consolidated balance sheet as business and government loans classified at amortized cost. Similar to existing guarantee arrangements, the guarantee from EDC and BDC on these loans is reflected in our estimate of ECL. Associated fees paid or received under these programs are accounted for over the expected life of the loan using the effective interest rate method. As at October 31, 2021, $293 million (2020: $252 million) of loans have been authorized under these programs, of which $246 million (2020: $175 million), net of repayments, was outstanding on our consolidated balance sheet.

Co-lending program for small and medium-sized enterprises (co-lend program)

Under the co-lend program, the BDC and participating financial institutions co-lend term loans to help qualifying businesses meet their operational cash flow requirements. BDC finances 80% of the loans, with CIBC financing the remaining 20%. The program offers differing maximum financing amounts based on business revenues. Loans originated under this program are interest-only for the first 12 months. We recognize our 20% interest in loans originated under this program on our consolidated balance sheet as business and government loans classified at amortized cost, to which ECL are applied. The remaining 80% interest financed by BDC is not recognized on our consolidated balance sheet as the risks and rewards, including all interest and credit losses, are passed to BDC. The servicing fee paid by BDC to CIBC for administering their share of the loans is recognized over the servicing period. As at October 31, 2021, $380 million (2020: $368 million) of loans have been authorized under this program, of which $73 million (2020: $73 million), representing CIBC’s 20% pro-rata share, remains outstanding on our consolidated balance sheet.

Paycheck Protection Program

In the U.S., the PPP was temporarily added to the U.S. Small Business Administration’s (SBA) Loan Program, under the U.S. federal government’s CARES Act, to help businesses to keep their workforces employed during the COVID-19 pandemic. The PPP ended on May 31, 2021 for new loan applications. Loans provided under the PPP are forgivable by the SBA if employee and compensation levels are maintained, and the loan proceeds are primarily applied towards payroll, rent, mortgage interest, or utilities. The SBA reimburses CIBC for all loans forgiven pursuant to the program and for all payment defaults. Loans originated under the PPP are recognized on our consolidated balance sheet as business and government loans classified at amortized cost. As the SBA’s guarantee is integral to the origination of these loans, it is reflected in our estimate of the ECL associated with these loans. As at October 31, 2021, the outstanding balance of loans provided to our clients under this program was US$0.5 billion (2020: US$1.9 billion).

 

 

 

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Note  3   Fair value measurement

 

This note presents the fair values of financial instruments and explains how we determine those values. Note 1, “Basis of preparation and summary of significant accounting policies”, sets out the accounting treatment for each measurement category of financial instruments.

Fair value is defined as the price that would be received to sell an asset, or paid to transfer a liability, between market participants in an orderly transaction in the principal market at the measurement date under current market conditions (i.e., the exit price). The determination of fair value requires judgment and is based on market information, where available and appropriate. Fair value measurements are categorized into three levels within a fair value hierarchy (Level 1, 2 or 3) based on the valuation inputs used in measuring the fair value, as outlined below.

•  

Level 1 – Unadjusted quoted market prices in active markets for identical assets or liabilities we can access at the measurement date. Bid prices, ask prices or prices within the bid and ask, which are the most representative of the fair value, are used as appropriate to measure fair value. Fair value is best evidenced by an independent quoted market price for the same instrument in an active market. An active market is one where transactions are occurring with sufficient frequency and volume to provide quoted prices on an ongoing basis.

•  

Level 2 – Quoted prices for identical assets or liabilities in markets that are inactive or observable market quotes for similar instruments, or use of valuation techniques where all significant inputs are observable. Inactive markets may be characterized by a significant decline in the volume and level of observed trading activity or through large or erratic bid/offer spreads. In instances where traded markets do not exist or are not considered sufficiently active, we measure fair value using valuation models.

•  

Level 3 – Non-observable or indicative prices or use of valuation techniques where one or more significant inputs are non-observable.

For a significant portion of our financial instruments, quoted market prices are not available because of the lack of traded markets, and even where such markets do exist, they may not be considered sufficiently active to be used as a final determinant of fair value. When quoted market prices in active markets are not available, we would consider using valuation models. The valuation model and technique we select maximizes the use of observable market inputs to the extent possible and appropriate in order to estimate the price at which an orderly transaction would take place at the measurement date. In an inactive market, we consider all reasonably available information, including any available pricing for similar instruments, recent arm’s-length market transactions, any relevant observable market inputs, indicative dealer or broker quotations, and our own internal model-based estimates.

Valuation adjustments are an integral component of our fair valuation process. We apply judgment in establishing valuation adjustments that take into account various factors that may have an impact on the valuation. Such factors primarily include, but are not limited to, the bid-offer spreads, illiquidity due to lack of market depth, parameter uncertainty and other market risk, model risk and credit risk of our derivative assets and liabilities, as well as adjustments for valuing our uncollateralized derivative assets and liabilities based on an estimated market cost of funds curve.

Generally, the unit of account for a financial instrument is the individual instrument, and valuation adjustments are applied at an individual instrument level, consistent with that unit of account. In cases where we manage a group of financial assets and liabilities that consist of substantially similar and offsetting risk exposures, the fair value of the group of financial assets and liabilities is measured on the basis of the net open risks.

We apply judgment in determining the most appropriate inputs and the weighting we ascribe to each such input as well as in our selection of valuation methodologies. Regardless of the valuation technique we use, we incorporate assumptions that we believe market participants would make for credit, funding, and liquidity considerations. When the fair value of a financial instrument at inception is determined using a valuation technique that incorporates one or more significant inputs that are non-observable, no inception profit or loss (the difference between the determined fair value and the transaction price) is recognized at the time the asset or liability is initially recorded. Any gains or losses at inception are deferred and recognized only in future periods over the term of the instruments or when the inputs become significantly observable.

We have an ongoing process for evaluating and enhancing our valuation techniques and models. Where enhancements are made, they are applied prospectively, so that fair values reported in prior periods are not recalculated on the new basis. Valuation models used, including analytics for the construction of yield curves and volatility surfaces, are vetted and approved, consistent with our model risk policy.

To ensure that valuations are appropriate, we have established internal guidance on fair value measurement, which is reviewed periodically in recognition of the dynamic nature of markets and the constantly evolving pricing practices in the market. A number of policies and controls are put in place to ensure that the internal guidance on fair value measurement is being applied consistently and appropriately, including independent validation of valuation inputs to external sources such as exchange quotes, broker quotes or other management-approved independent pricing sources. Key model inputs, such as yield curves and volatilities, are independently verified. The results from the independent price validation and any valuation adjustments are reviewed by the Independent Price Verification Committee on a monthly basis. This includes, but is not limited to, reviewing fair value adjustments and methodologies, independent price verification results, limits and valuation uncertainty.

Due to the judgment used in applying a wide variety of acceptable valuation techniques and models, as well as the use of estimates inherent in this process, estimates of fair value for the same or similar assets may differ among financial institutions. The calculation of fair value is based on market conditions as at each consolidated balance sheet date and may not be reflective of ultimate realizable value.

Methods and assumptions

Financial instruments with fair value equal to carrying value

For financial instruments that are not carried on the consolidated balance sheet at fair value and where we consider the carrying value to be a reasonable approximation of fair value due to their short-term nature and generally negligible credit risk, the fair values disclosed for these financial instruments are assumed to equal their carrying values. These financial instruments are: cash and non-interest-bearing deposits with banks; short-term interest-bearing deposits with banks; cash collateral on securities borrowed; securities purchased under resale agreements; customers’ liability under acceptances; cash collateral on securities lent; obligations related to securities sold under repurchase agreements; acceptances; deposits with demand features; and certain other financial assets and liabilities.

Securities

The fair value of debt or equity securities and obligations related to securities sold short is based on quoted bid or ask market prices where available in an active market.

Securities for which quotes in an active market are not available are valued using all reasonably available market information as described below.

The fair value of government issued or guaranteed securities that are not traded in an active market is calculated by applying valuation techniques such as discounted cash flow models using implied yields derived from the prices of actively traded government securities and most recently observable spread differentials.

The fair value of corporate debt securities is determined using the most recently executed transaction prices, and where appropriate, adjusted to the price of these securities obtained from independent dealers, brokers, and third-party multi-contributor consensus pricing sources. When observable price quotations are not available, fair value is determined based on discounted cash flow models using observable discounting curves

 

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such as benchmark and government yield curves and spread differentials observed through independent dealers, brokers, and third-party multi-contributor consensus pricing sources.

Asset-backed securities (ABS) and mortgage-backed securities (MBS) not issued or guaranteed by a government are valued using discounted cash flow models making maximum use of market observable inputs, such as broker quotes on identical or similar securities and other pricing information obtained from third-party pricing sources adjusted for the characteristics and the performance of the underlying collateral. Other key inputs used include prepayment and liquidation rates, credit spreads, and discount rates commensurate with the risks involved. These assumptions factor in information that is derived from actual transactions, underlying reference asset performance, external market research, and market indices, where appropriate.

Privately issued debt and equity securities, which include certain Community Reinvestment Act equity investments and Federal Home Loan Bank (FHLB) stock, are valued using recent market transactions, where available. Otherwise, fair values are derived from valuation models using a market or income approach. These models consider various factors, including projected cash flows, earnings, revenue or other third-party evidence as available. The fair value of limited partnership investments is based upon net asset values published by third-party fund managers and is adjusted for more recent information, where available and appropriate. The carrying value of Community Reinvestment Act equity investments and FHLB stock approximates fair value.

Loans

The fair value of variable-rate loans and loans for which interest rates are repriced or reset frequently is assumed to be equal to their carrying value. The fair value for fixed-rate loans is estimated using a discounted cash flow calculation that uses market interest rates.

The ultimate fair value of loans disclosed is net of the associated allowance for credit losses. The fair value of loans is not adjusted for the value of any credit derivatives used to manage the credit risk associated with them. The fair value of these credit derivatives is disclosed separately.

Other assets and other liabilities

Other assets and other liabilities mainly comprise accrued interest receivable or payable, brokers’ client accounts receivable or payable, precious metals and accounts receivable or payable.

The fair values of other assets and other liabilities are primarily assumed to be at cost or amortized cost as we consider the carrying value to be a reasonable approximation of fair value, except for the fair value of precious metals, which is quoted in an active market. Other assets also include investment in bank-owned life insurance carried at the cash surrender value, which is assumed to be a reasonable approximation of fair value.

Deposits

The fair values of floating-rate deposits and demand deposits are assumed to be equal to their amortized cost. The fair value of fixed-rate deposits is determined by discounting the contractual cash flows using either current market interest rates with similar remaining terms or rates estimated using internal models and broker quotes. The fair value of deposit notes issued to CIBC Capital Trust is determined by reference to the quoted market prices of CIBC Tier 1 Notes – Series B issued by CIBC Capital Trust. The fair value of deposit liabilities with embedded optionality includes the fair value of those options. The fair value of equity- and commodity-linked notes includes the fair value of embedded equity and commodity derivatives.

Certain deposits designated at FVTPL are structured notes that have coupons or repayment terms linked to the performance of commodities, debt or equity securities. The fair value of these structured notes is estimated using internally vetted valuation models for the debt and embedded derivative portions of the notes by incorporating market observable prices of the referenced securities or comparable securities, and other inputs such as interest rate yield curves, equity prices or indices, market volatility levels, foreign exchange rates and changes in our own credit risk, where appropriate. Where observable prices or inputs are not available, management judgment is required to determine fair values by assessing other relevant sources of information such as historical data, proxy information from similar transactions, and through extrapolation and interpolation techniques. Appropriate market risk valuation adjustments for such inputs are assessed in all such instances.

The fair value of secured borrowings, which comprises liabilities issued by or as a result of activities associated with the securitization of residential mortgages, the Covered Bond Programme, and consolidated securitization vehicles, is based on identical or proxy market observable quoted bond prices or determined by discounting the contractual cash flows using maximum market observable inputs, such as market interest rates, or credit spreads implied by debt instruments of similar credit quality, as appropriate.

Subordinated indebtedness

The fair value of subordinated indebtedness is determined by reference to market prices for the same or similar debt instruments.

Derivative instruments

The fair value of exchange-traded derivatives such as options and futures is based on quoted market prices. OTC derivatives primarily consist of interest rate swaps, foreign exchange forwards, equity and commodity derivatives, interest rate and currency derivatives, and credit derivatives. For such instruments, where quoted market prices or third-party consensus pricing information are not available, valuation techniques are employed to estimate fair value on the basis of pricing models. Such vetted pricing models incorporate current market measures for interest rates, foreign exchange rates, equity and commodity prices and indices, credit spreads, corresponding market volatility levels, and other market-based pricing factors.

In order to reflect the observed market practice of pricing collateralized and uncollateralized derivatives, our valuation approach uses overnight indexed swap (OIS) curves as the discount rate for valuing collateralized derivatives and uses an estimated market cost of funds curve as the discount rate for valuing uncollateralized derivatives. For most collateralized derivatives that are cleared through central clearing houses, changes to market discounting conventions were implemented in 2020 to support the global market efforts to transition IBOR to the new benchmark rates. Certain centrally cleared collateralized derivatives have transitioned to the use of the new benchmark replacement rates as the overnight index discount rates, including USD derivatives cleared through London Clearing House (LCH) or Chicago Mercantile Exchange (CME), which have transitioned their discounting from the US Fed Funds rate to the SOFR. Uncollateralized derivatives are valued based on an estimated market cost of funds curve, which reduces the fair value of uncollateralized derivative assets incremental to the reduction in fair value for credit risk already reflected through the credit valuation adjustment (CVA). In contrast, the use of a market cost of funds curve reduces the fair value of uncollateralized derivative liabilities in a manner that generally includes adjustments for our own credit. As market practices continue to evolve in regard to derivative valuation, further adjustments may be required in the future.

In determining the fair value of complex and customized derivatives, such as equity, credit, and commodity derivatives written in reference to indices or baskets of reference, we consider all reasonably available information including any relevant observable market inputs, third-party consensus pricing inputs, indicative dealer and broker quotations, and our own internal model-based estimates, which are vetted and pre-approved in accordance with our model risk policy, and are regularly and periodically calibrated. The model calculates fair value based on inputs specific to the type of contract, which may include stock prices, correlation for multiple assets, interest rates, foreign exchange rates, yield curves, and volatility surfaces. Where observable prices or inputs are not available, management judgment is required to determine fair values by assessing other

 

 

 

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Consolidated financial statements

 

relevant sources of information such as historical data, proxy information from similar transactions, and through extrapolation and interpolation techniques. Appropriate parameter uncertainty and market risk valuation adjustments for such inputs and other model risk valuation adjustments are assessed in all such instances.

In addition to reflecting estimated market funding costs in our valuation of uncollateralized derivative receivables, we also consider whether a CVA is required to recognize the risk that any given derivative counterparty may not ultimately be able to fulfill its obligations. The CVA is driven off market-observed credit spreads or proxy credit spreads and our assessment of the net counterparty credit risk (CCR) exposure. In assessing this exposure, we also take into account credit mitigants such as collateral, master netting arrangements, and settlements through clearing houses. As noted above, the fair value of uncollateralized derivative liabilities based on market cost of funding generally includes adjustments for our own credit.

Mortgage commitments

The fair value of mortgage commitments designated at FVTPL is for fixed-rate residential mortgage commitments and is based on changes in market interest rates for the loans between the commitment and the consolidated balance sheet dates. The valuation model takes into account the expected probability that outstanding commitments will be exercised as well as the length of time the commitment is offered.

Fair value of financial instruments

 

        Carrying value              

$ millions, as at October 31

 

Amortized

cost

   

Mandatorily

measured

at FVTPL

   

Designated

at FVTPL

   

Fair value

through

OCI

   

Total

   

Fair

value

   

Fair value

over (under)

carrying value

 

2021

 

Financial assets

             
 

Cash and deposits with banks

  $ 56,701     $ 296     $ –     $ –     $ 56,997     $ 56,997     $ –  
 

Securities

    35,159       72,192       53       53,997       161,401       161,712       311  
 

Cash collateral on securities borrowed

    12,368       –       –       –       12,368       12,368       –  
 

Securities purchased under resale agreements

    60,482       7,090       –       –       67,572       67,572       –  
 

Loans

             
 

Residential mortgages

    251,230       16       –       –       251,246       249,786       (1,460 ) 
 

Personal

    41,129       –       –       –       41,129       41,114       (15 ) 
 

Credit card

    10,509       –       –       –       10,509       10,509       –  
 

Business and government

    123,054       25,651       332       –       149,037       148,960       (77 ) 
 

Derivative instruments

    –       35,912       –       –       35,912       35,912       –  
 

Customers’ liability under acceptances

    10,958       –       –       –       10,958       10,958       –  
    Other assets     21,054       –       –       –       21,054       21,054       –  
  Financial liabilities              
 

Deposits

             
 

Personal

  $ 205,461     $ –     $ 8,471     $ –     $ 213,932     $ 213,949     $ 17  
 

Business and government

    334,632       –       9,756       –       344,388       345,533       1,145  
 

Bank

    20,246       –       –       –       20,246       20,246       –  
 

Secured borrowings

    41,539       –       1,053       –       42,592       42,838       246  
  Derivative instruments     –       32,101       –       –       32,101       32,101       –  
  Acceptances     10,961       –       –       –       10,961       10,961       –  
 

Obligations related to securities sold short

    –       22,790       –       –       22,790       22,790       –  
 

Cash collateral on securities lent

    2,463       –       –       –       2,463       2,463       –  
 

Obligations related to securities sold under repurchase agreements

    67,905       –       3,975       –       71,880       71,880       –  
  Other liabilities     16,854       113       51       –       17,018       17,018       –  
    Subordinated indebtedness     5,539       –       –       –       5,539       5,820       281  

2020

  Financial assets              
 

Cash and deposits with banks

  $ 61,570     $ 948     $ –     $ –     $ 62,518     $ 62,518     $ –  
 

Securities

    31,800       62,576       117           54,553       149,046       149,599       553  
 

Cash collateral on securities borrowed

    8,547       –       –       –       8,547       8,547       –  
 

Securities purchased under resale agreements

    58,090       7,505       –       –       65,595       65,595       –  
 

Loans

             
 

Residential mortgages

    220,739       63       –       –       220,802       222,920           2,118  
 

Personal

    41,390       –       –       –       41,390       41,452       62  
 

Credit card

    10,722       –       –       –       10,722       10,722       –  
 

Business and government

    110,220       23,291       357       –       133,868       134,097       229  
 

Derivative instruments

    –       32,730       –       –       32,730       32,730       –  
 

Customers’ liability under acceptances

    9,606       –       –       –       9,606       9,606       –  
    Other assets     15,940       –       –       –       15,940       15,940       –  
 

Financial liabilities

             
 

Deposits

             
 

Personal

  $     199,593     $ –     $     2,559     $ –     $     202,152     $     202,345     $ 193  
 

Business and government

    301,546       –       9,880       –       311,426       312,279       853  
 

Bank

    17,011       –       –       –       17,011       17,011       –  
 

Secured borrowings

    39,560       –       591       –       40,151       40,586       435  
 

Derivative instruments

    –           30,508       –       –       30,508       30,508       –  
 

Acceptances

    9,649       –       –       –       9,649       9,649       –  
 

Obligations related to securities sold short

    –       15,963       –       –       15,963       15,963       –  
 

Cash collateral on securities lent

    1,824       –       –       –       1,824       1,824       –  
 

Obligations related to securities sold under repurchase agreements (1)

    54,617       –       17,036       –       71,653       71,653       –  
 

Other liabilities

    15,282       133       9       –       15,424       15,424       –  
    Subordinated indebtedness     5,712       –       –       –       5,712       5,993       281  

 

(1)

Includes obligations related to securities sold under repurchase agreements supported by bearer deposit notes that are pledged as collateral under the Bank of Canada Term Repo Facility.

 

138   CIBC 2021 ANNUAL REPORT


Table of Contents

Consolidated financial statements

 

Fair value of derivative instruments

 

$ millions, as at October 31                          2021                   2020  
                 Positive      Negative      Net     Positive     Negative     Net  

Held for trading

               

Interest rate derivatives

               

Over-the-counter

 

– Forward rate agreements

    $ 127      $ 79      $ 48     $ 108     $ 161     $ (53 ) 
 

– Swap contracts

      8,365        7,928        437       12,296       9,309       2,987  
 

– Purchased options

      101        –        101       109       –       109  
   

– Written options

            –        177        (177 )      –       129       (129 ) 
                  8,593        8,184        409       12,513       9,599       2,914  

Exchange-traded

 

– Purchased options

            3        –        3       4       –       4  
                  3        –        3       4       –       4  

Total interest rate derivatives

            8,596        8,184        412       12,517       9,599       2,918  

Foreign exchange derivatives

               

Over-the-counter

 

– Forward contracts

      5,373        5,555        (182 )      6,655       6,358       297  
 

– Swap contracts

      5,214        3,600        1,614       3,469       3,613       (144 ) 
 

– Purchased options

      293        –        293       303       –       303  
   

– Written options

            –        203        (203 )      –       214       (214 ) 

Total foreign exchange derivatives

            10,880        9,358        1,522       10,427       10,185       242  

Credit derivatives

                 

Over-the-counter

 

– Credit default swap contracts –
protection purchased

      50        58        (8 )      104       47       57  
   

– Credit default swap contracts –
protection sold

            3        45        (42 )      2       100       (98 ) 

Total credit derivatives

            53        103        (50 )      106       147       (41 ) 

Equity derivatives

               

Over-the-counter

      1,842        5,356        (3,514 )      1,995       3,427       (1,432 ) 

Exchange-traded

            4,650        3,422        1,228       3,153       3,537       (384 ) 

Total equity derivatives

            6,492        8,778        (2,286 )      5,148       6,964       (1,816 ) 

Precious metal derivatives

               

Over-the-counter

            132        147        (15 )      283       366       (83 ) 

Total precious metal derivatives

            132        147        (15 )      283       366       (83 ) 

Other commodity derivatives

               

Over-the-counter

      8,151        2,348        5,803       2,604       1,806       798  

Exchange-traded

            343        1,122        (779 )      271       325       (54 ) 

Total other commodity derivatives

            8,494        3,470        5,024       2,875       2,131       744  

Total held for trading

            34,647        30,040        4,607       31,356       29,392       1,964  

Held for ALM

               

Interest rate derivatives

               

Over-the-counter

 

– Forward rate agreements

      148        37        111       –       1       (1 ) 
 

– Swap contracts

      236        341        (105 )      310       392       (82 ) 
 

– Purchased options

      6        –        6       17       –       17  
   

– Written options

            –        –        –       1       –       1  

Total interest rate derivatives

            390        378        12       328       393       (65 ) 

Foreign exchange derivatives

               

Over-the-counter

 

– Forward contracts

      22        40        (18 )      14       14       –  
   

– Swap contracts

            805        1,641        (836 )      1,021       684       337  

Total foreign exchange derivatives

            827        1,681        (854 )      1,035       698       337  

Credit derivatives

                 

Over-the-counter

 

– Credit default swap contracts –
protection purchased

            –        1        (1 )      –       1       (1 ) 

Total credit derivatives

            –        1        (1 )      –       1       (1 ) 

Equity derivatives

               

Over-the-counter

            48        1        47       8       24       (16 ) 

Total equity derivatives

            48        1        47       8       24       (16 ) 

Other commodity derivatives

               

Over-the-counter

            –        –        –       3       –       3  

Total other commodity derivatives

            –        –        –       3       –       3  

Total held for ALM

            1,265        2,061        (796 )      1,374       1,116       258  

Total fair value

      35,912        32,101        3,811       32,730       30,508       2,222  

Less: effect of netting

            (16,585 )       (16,585 )       –       (19,347 )      (19,347 )      –  
            $      19,327      $      15,516      $      3,811     $     13,383     $     11,161     $     2,222  

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

139

 

 

 


Table of Contents

Consolidated financial statements

 

Assets and liabilities not carried on the consolidated balance sheet at fair value

The table below presents the fair values by level within the fair value hierarchy for those assets and liabilities in which fair value is not assumed to equal the carrying value:

 

    Level 1           Level 2           Level 3                     
    Quoted market price           Valuation technique –
observable market inputs
          Valuation technique –
non-observable market inputs
          

Total

2021

   

Total

2020

 
$ millions, as at October 31   2021     2020            2021      2020            2021     2020         

Financial assets

                       

Amortized cost securities

  $ –     $ –       $ 34,878      $ 31,773       $ 592     $ 580        $ 35,470     $ 32,353  

Loans

                       

Residential mortgages

    –       –         –        –         249,770           222,857          249,770       222,857  

Personal

    –       –         –        –         41,114       41,452          41,114       41,452  

Credit card

    –       –         –        –         10,509       10,722          10,509       10,722  

Business and government

    –       –         –        –         122,977       110,449          122,977       110,449  

Investment in equity-accounted associates (1)

    –       10               –        –               89       83                89       93  

Financial liabilities

                       

Deposits

                       

Personal

  $     –     $       –       $       42,015      $ 52,648       $         1,107     $ 1,282        $       43,122     $ 53,930  

Business and government

    –       –         146,442            132,016         2,222       2,302          148,664           134,318  

Bank

    –       –         9,751        10,048         –       –          9,751       10,048  

Secured borrowings

    –       –         40,050        38,275         1,735       1,720          41,785       39,995  

Subordinated indebtedness

    –       –               5,820        5,993               –       –                5,820       5,993  

 

(1)

See Note 26 for details of our equity-accounted associates.

Financial instruments carried on the consolidated balance sheet at fair value

The table below presents the fair values of financial instruments by level within the fair value hierarchy:

 

    Level 1           Level 2           Level 3                     
    Quoted market price          

Valuation technique –

observable market inputs

         

Valuation technique –

non-observable market inputs

          

Total

2021

   

Total

2020

 
$ millions, as at October 31   2021     2020            2021     2020            2021     2020         

Financial assets

                      

Deposits with banks

  $ –     $ –             $ 296     $ 948             $ –     $ –              $ 296     $ 948  

Securities mandatorily measured and designated at FVTPL

                      

Government issued or guaranteed

    3,015       3,917         24,737  (1)      25,091  (1)        –       –          27,752       29,008  

Corporate equity

    37,981       27,919         219       47         4       16          38,204       27,982  

Corporate debt

    –       –         3,997       3,525         2       25          3,999       3,550  

Mortgage- and asset-backed

    –       –               2,235  (2)      2,018  (2)              55       135                2,290       2,153  
      40,996       31,836               31,188       30,681               61       176                72,245       62,693  

Loans mandatorily measured at FVTPL

                      

Business and government

    –       –         24,945       23,022         1,038  (3)      626  (3)         25,983       23,648  

Residential mortgages

    –       –               16       63               –       –                16       63  
      –       –               24,961       23,085               1,038       626                25,999       23,711  

Debt securities measured at FVOCI

                      

Government issued or guaranteed

    5,309       3,912         38,122       41,269         –       –          43,431       45,181  

Corporate debt

    –       –         7,833       6,224         –       –          7,833       6,224  

Mortgage- and asset-backed

    –       –               1,897       2,563               –       –                1,897       2,563  
      5,309       3,912               47,852       50,056               –       –                53,161       53,968  

Equity securities designated at FVOCI

                      

Corporate equity

    125       41               319       304               392       240                836       585  
      125       41               319       304               392       240                836       585  

Securities purchased under resale agreements
measured at FVTPL

    –       –               7,090       7,505               –       –                7,090       7,505  

Derivative instruments

                      

Interest rate

    3       4         8,948       12,793         35       48          8,986       12,845  

Foreign exchange

    –       –         11,707       11,462         –       –          11,707       11,462  

Credit

    –       –         4       8         49       98          53       106  

Equity

    4,650       3,153         1,877       1,791         13       212          6,540       5,156  

Precious metal

    –       –         132       283         –       –          132       283  

Other commodity

    343       271               8,151       2,607               –       –                8,494       2,878  
      4,996       3,428               30,819       28,944               97       358                35,912       32,730  

Total financial assets

  $      51,426     $     39,217             $     142,525     $     141,523             $      1,588     $     1,400              $     195,539     $     182,140  

Financial liabilities

                      

Deposits and other liabilities (4)

  $ –     $ –       $ (18,702 )    $ (13,176 )      $ (742 )    $ 4        $ (19,444 )    $ (13,172 ) 

Obligations related to securities sold short

    (11,226 )      (5,363 )        (11,564 )      (10,600 )        –       –          (22,790 )      (15,963 ) 

Obligations related to securities sold under
repurchase agreements

    –       –               (3,975 )      (17,036 )              –       –                (3,975 )      (17,036 ) 

Derivative instruments

                      

Interest rate

    –       –         (8,426 )      (9,964 )        (136 )      (28 )         (8,562 )      (9,992 ) 

Foreign exchange

    –       –         (11,039 )      (10,883 )        –       –          (11,039 )      (10,883 ) 

Credit

    –       –         (50 )      (41 )        (54 )      (107 )         (104 )      (148 ) 

Equity

    (3,422 )      (3,537 )        (5,280 )      (3,288 )        (77 )      (163 )         (8,779 )      (6,988 ) 

Precious metal

    –       –         (147 )      (366 )        –       –          (147 )      (366 ) 

Other commodity

    (1,122 )      (325 )              (2,348 )      (1,806 )              –       –                (3,470 )      (2,131 ) 
      (4,544 )      (3,862 )              (27,290 )      (26,348 )              (267 )      (298 )               (32,101 )      (30,508 ) 

Total financial liabilities

  $ (15,770 )    $ (9,225 )            $ (61,531 )    $ (67,160 )            $ (1,009 )    $ (294 )             $ (78,310 )    $ (76,679 ) 

 

(1)

Includes $49 million related to securities designated at FVTPL (2020: $57 million).

(2)

Includes $4 million related to ABS designated at FVTPL (2020: $60 million).

(3)

Includes $332 million related to loans designated at FVTPL (2020: $357 million).

(4)

Comprises deposits designated at FVTPL of $18,530 million (2020: $13,419 million), net bifurcated embedded derivative liabilities of $750 million (2020: net bifurcated embedded derivative assets of $389 million), other liabilities designated at FVTPL of $51 million (2020: $9 million), and other financial liabilities measured at fair value of $113 million (2020: $133 million).

 

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Transfers between levels in the fair value hierarchy are deemed to have occurred at the beginning of the year in which the transfer occurred. Transfers between levels can occur as a result of additional or new information regarding valuation inputs and changes in their observability. During the year, we transferred $19 million of securities mandatorily measured at FVTPL (2020: $197 million) from Level 1 to Level 2 and $2 million (2020: nil) from Level 2 to Level 1, and nil of securities sold short (2020: $1,851 million) from Level 1 to Level 2 and nil of securities sold short (2020: nil) from Level 2 to Level 1 due to changes in the observability of the inputs used to value these securities. In addition, transfers between Level 2 and Level 3 were made during 2021 and 2020, primarily due to changes in the assessment of the observability of certain correlation, market volatility and probability inputs that were used in measuring the fair value of our fair value option liabilities and derivatives.

The following table presents the changes in fair value of financial assets and liabilities in Level 3. These instruments are measured at fair value utilizing non-observable market inputs. We often hedge positions with offsetting positions that may be classified in a different level. As a result, the gains and losses for assets and liabilities in the Level 3 category presented in the table below do not reflect the effect of offsetting gains and losses on the related hedging instruments that are classified in Level 1 and Level 2.

 

         

Net gains (losses)

included in income (1)

                                     
$ millions, for the year ended October 31   Opening
balance
    Realized (2)     Unrealized (2)(3)     Net
gains (losses)
included in OCI (4)
    Transfer
in to
Level 3
    Transfer
out of
Level 3
    Purchases/
Issuances
    Sales/
Settlements
    Closing
balance
 

2021

                 

Securities mandatorily measured and designated at FVTPL

                 

Corporate equity

  $ 16     $ –     $ (5 )    $ –     $ –     $ –     $ 23     $ (30 )    $ 4  

Corporate debt

    25       –       13       –       –       –       2       (38 )      2  

Mortgage- and asset-backed

    135       –       –       –       –       –       44       (124 )      55  

Loans mandatorily measured at FVTPL

                 

Business and government

    626       –       (3 )      (51 )      –       –       556       (90 )      1,038  

Equity securities designated at FVOCI

                 

Corporate equity

    240       –       –       80       –       –       137       (65 )      392  

Derivative instruments

                 

Interest rate

    48       –       1       –       –       (2 )      3       (15 )      35  

Credit

    98       (22 )      (27 )      –       –       –       –       –       49  

Equity

    212       (3 )      2       –       –       (32 )      10       (176 )      13  

Total assets

  $ 1,400     $ (25 )    $ (19 )    $ 29     $ –     $ (34 )    $ 775     $ (538 )    $ 1,588  

Deposits and other liabilities (5)

  $ 4     $ (340 )    $ (541 )    $ –     $ (15 )    $ (14 )    $ (93 )    $ 257     $ (742 ) 

Derivative instruments

                 

Interest rate

    (28 )      –       (28 )      –       (26 )      (6 )      (31 )      (17 )      (136 ) 

Credit

    (107 )      22       34       –       –       –       –       (3 )      (54 ) 

Equity

    (163 )      (41 )      (6 )      –       –       58       (69 )      144       (77 ) 

Total liabilities

  $ (294 )    $ (359 )    $ (541 )    $ –     $ (41 )    $ 38     $ (193 )    $ 381     $ (1,009 ) 

2020

                 

Securities mandatorily measured and designated at FVTPL

                 

Corporate equity

  $ 7     $ –     $ (8 )    $ –     $ 7     $ –     $ 10     $ –     $ 16  

Corporate debt

    23       –       2       –       –       –       –       –       25  

Mortgage- and asset-backed

    173       –       –       –       –       –       118       (156 )      135  

Loans mandatorily measured at FVTPL

                 

Business and government

    831       –       –       3       –       –       1,270       (1,478 )      626  

Debt securities measured at FVOCI

                 

Corporate debt

    –       –       –       (3 )      20       –       1       (18 )      –  

Equity securities designated at FVOCI

                 

Corporate equity

    291       –       –       63       –       –       50       (164 )      240  

Derivative instruments

                 

Interest rate

    56       –       32       –       –       –       6       (46 )      48  

Credit

    104       (7 )      1       –       –       –       –       –       98  

Equity

    252       –       (40 )      –       –       –       53       (53 )      212  

Total assets

  $     1,737     $       (7 )    $     (13 )    $      63     $      27     $     –     $     1,508     $     (1,915 )    $      1,400  

Deposits and other liabilities (5)

  $ (601 )    $ –     $      512     $ –     $ (42 )    $      29     $ (72 )    $ 178     $ 4  

Derivative instruments

                 

Interest rate

    (1 )      –       (33 )      –       –       –       –       6       (28 ) 

Credit

    (112 )      7       (2 )      –       –       –       –       –       (107 ) 

Equity

    (155 )      –       14       –       –       –       (60 )      38       (163 ) 

Total liabilities

  $     (869 )    $ 7     $ 491     $ _     $ (42 )    $ 29     $ (132 )    $ 222     $ (294 ) 

 

(1)

Cumulative AOCI gains or losses related to equity securities designated at FVOCI are reclassified from AOCI to retained earnings at the time of disposal or derecognition.

(2)

Includes foreign currency gains and losses related to debt securities measured at FVOCI.

(3)

Comprises unrealized gains and losses relating to these assets and liabilities held at the end of the reporting year.

(4)

Foreign exchange translation on loans mandatorily measured at FVTPL held by foreign operations and denominated in the same currency as the foreign operations is included in OCI.

(5)

Includes deposits designated at FVTPL of $90 million (2020: $137 million), net bifurcated embedded derivative liabilities of $601 million (2020: net bifurcated embedded derivative assets of $141 million) and other liabilities designated at FVTPL of $51 million (2020: nil).

 

 

 

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Quantitative information about significant non-observable inputs

Valuation techniques using one or more non-observable inputs are used for a number of financial instruments. The following table discloses the valuation techniques and quantitative information about the significant non-observable inputs used in Level 3 financial instruments:

 

                            Range of inputs  
$ millions, as at October 31   2021     Valuation techniques     Key non-observable inputs            Low     High  

Securities mandatorily measured and designated at FVTPL

           

Corporate equity and debt

  $     6       Valuation multiple       Earnings multiple               11.6       11.6  

Mortgage- and asset-backed

    55       Discounted cash flow       Credit spread         2.0  %      2.0  % 
              Market proxy or direct broker quote       Market proxy or direct broker quote               0.5       0.5  

Equity securities designated at FVOCI

           

Corporate equity

           

Limited partnerships and private companies

    392       Adjusted net asset value  (1)      Net asset value  (3)              n/a       n/a  
      Valuation multiple       Earnings multiple         8.6  x      10.6  x 
      Proxy share price       Proxy share price         n/a       n/a  

Loans mandatorily measured at FVTPL Business and government

    1,038       Discounted cash flow       Credit spread               0.6  %      2.1  % 

Derivative instruments

           

Interest rate

    35       Proprietary model  (2)      n/a         n/a       n/a  
      Option model       Market volatility         47.1  %      90.2  % 
                      Probability assumption               100.0  %      100.0  % 

Credit

    49       Market proxy or direct broker quote       Market proxy or direct broker quote               –  %      40.6  % 

Equity

    13       Option model       Market correlation               33.9  %      92.0  % 

Total assets

  $ 1,588                                          

Deposits and other liabilities
Deposits designated at FVTPL and
net bifurcated embedded derivative liabilities

  $ (691 )      Option model       Market volatility         9.0  %      18.6  % 
        Market correlation         (18.0 ) %      100.0  % 

Other liabilities designated at FVTPL

    (51 )      Option model       Funding ratio               32.7  %      32.7  % 

Derivative instruments

           

Interest rate

    (136 )      Proprietary model  (2)      n/a         n/a       n/a  
      Option model       Market volatility         47.1  %      90.3  % 
                      Probability assumption               100.0  %      100.0  % 

Credit

    (54 )      Market proxy or direct broker quote       Market proxy or direct broker quote               –  %      40.6  % 

Equity

    (77 )      Option model       Market correlation               27.1  %      97.8  % 

Total liabilities

  $     (1,009 )                                         

 

(1)

Adjusted net asset value is determined using reported net asset values obtained from the fund manager or general partner of the limited partnership or the limited liability company and may be adjusted for current market levels where appropriate.

(2)

Using valuation techniques that we consider to be non-observable.

(3)

The range of net asset value price or proxy share price has not been disclosed due to the wide range and diverse nature of the investments.

n/a

Not applicable.

Sensitivity of Level 3 financial assets and liabilities

The following section describes the significant non-observable inputs identified in the table above, the interrelationships between those inputs, where applicable, and the change in fair value if changing one or more of the non-observable inputs within a reasonably possible range would impact the fair value significantly.

The fair value of our limited partnerships is determined based on the net asset value provided by the fund managers, adjusted as appropriate. The fair value of limited partnerships is sensitive to changes in the net asset value, and by adjusting the net asset value within a reasonably possible range, the aggregate fair value of our limited partnerships would increase or decrease by $90 million (2020: $63 million).

While our standalone derivatives are recorded as derivative assets or derivative liabilities, our derivatives embedded in our structured note deposit liabilities or deposit liabilities designated at FVTPL are recorded within deposits and other liabilities. The determination of the fair value of certain Level 3 embedded derivatives and certain standalone derivatives requires significant assumptions and judgment to be applied to both the inputs and the valuation techniques employed. These derivatives are sensitive to long-dated market volatility and correlation inputs, which we consider to be non-observable. Market volatility is a measure of the anticipated future variability of a market price and is an important input for pricing options, which are inherent in many of our Level 3 derivatives. A higher market volatility generally results in a higher option price, with all else held constant, due to the higher probability of obtaining a greater return from the option, and results in an increase in the fair value of our Level 3 derivatives. Correlation inputs are used to value those derivatives where the payout is dependent upon more than one market price. For example, the payout of an equity basket option is based upon the performance of a basket of stocks, and the interrelationships between the price movements of those stocks. A positive correlation implies that two inputs tend to change the fair value in the same direction, while a negative correlation implies that two inputs tend to change the fair value in the opposite direction. Changes in market correlation could result in an increase or a decrease in the fair value of our Level 3 derivatives and embedded derivatives. By adjusting the non-observable inputs by reasonably alternative amounts, the fair value of our net Level 3 standalone derivatives and embedded derivatives would increase by $95 million or decrease by $86 million (2020: increase by $84 million or decrease by $74 million).

Financial instruments designated at FVTPL

Financial assets designated at FVTPL include certain debt securities and loans that were designated at FVTPL on the basis of being managed together with derivatives to eliminate or significantly reduce financial risks.

Deposits and other liabilities designated at FVTPL include:

•  

Certain business and government deposit liabilities, certain secured borrowings and certain obligations related to securities sold under repurchase agreements that are economically hedged with derivatives and other financial instruments, and certain financial liabilities that have one or more embedded derivatives that significantly modify the cash flows of the host liability but are not bifurcated from the host instrument; and

 

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•  

Our mortgage commitments to retail clients to provide mortgages at fixed rates that are economically hedged with derivatives and other financial instruments.

The carrying value of our securities designated at FVTPL represents our maximum exposure to credit risk related to these assets designated at FVTPL. The change in fair value attributable to change in credit risk of these assets designated at FVTPL during the year is insignificant (2020: insignificant). The fair value of a liability designated at FVTPL reflects the credit risk relating to that liability. For those liabilities designated at FVTPL for which we believe changes in our credit risk would impact the fair value from the note holders’ perspective, the related fair value changes were recognized in OCI. Changes in fair value attributable to changes in our own credit are measured as the difference between: (i) the period-over-period change in the present value of the expected cash flows using a discount curve adjusted for our own credit; and (ii) the period-over-period change in the present value of the same expected cash flows using a discount curve based on the benchmark curve adjusted for our own credit as implied at inception of the liability designated at FVTPL. The pre-tax impact of changes in CIBC’s own credit risk on our liabilities designated at FVTPL was gains of $16 million for the year and losses of $39 million cumulatively (2020: losses of $76 million for the year and losses of $55 million cumulatively). A net gain of $50 million, net of hedges (2020: a net gain of $60 million), was realized for assets designated at FVTPL and liabilities designated at FVTPL, which is included in the consolidated statement of income under Gains (losses) from financial instruments measured/designated at FVTPL, net.

The estimated contractual amount payable at maturity of deposits designated at FVTPL, which is based on the par value and the intrinsic value of the applicable embedded derivatives, is $872 million higher (2020: $786 million higher) than its fair value. The intrinsic value of the embedded derivatives reflects the structured payoff of certain FVO deposit liabilities, which we hedge economically with derivatives and other FVTPL financial instruments.

 

Note  4   Significant transactions

 

Acquisition of Canadian Costco credit card portfolio

On September 2, 2021, we announced that we entered into a long-term agreement to become the exclusive issuer of Costco-branded Mastercard credit cards in Canada. We will also acquire the existing Canadian Costco credit card portfolio, which has over $3 billion in outstanding balances. This transaction is expected to be completed in the first half of fiscal 2022, subject to customary closing conditions.

Sale of CIBC FirstCaribbean

On November 8, 2019, we announced that we had entered into a definitive agreement to sell 66.73% of the outstanding shares of CIBC FirstCaribbean to GNB Financial Group Limited (GNB) for total consideration of approximately US$797 million, subject to closing adjustments to reflect certain changes in CIBC FirstCaribbean’s book value. The closing of this transaction would have resulted in CIBC retaining a 24.9% minority interest in CIBC FirstCaribbean.

In the fourth quarter of 2019, we recognized a goodwill impairment charge of $135 million as a result of the valuation implied from the definitive agreement with GNB. Commencing in the first quarter of 2020, the assets and liabilities of CIBC FirstCaribbean were treated as held for sale, and measured at the lower of their aggregate carrying amount and fair value less costs to sell, on the basis that the transaction was highly probable to close in 2020 subject to regulatory approvals. In the second quarter of 2020, we recognized an additional goodwill impairment charge of $28 million based on the estimated impact of the COVID-19 pandemic on the recoverable value of the 24.9% interest in CIBC FirstCaribbean that we expected to retain.

As a result of the lengthy regulatory review process, the worsening impact of the COVID-19 pandemic on the Caribbean economy and our revised expectations regarding the likelihood and timing of closing of a potential transaction, we concluded in the fourth quarter of 2020 that held for sale accounting was no longer appropriate. As a result, we were required to assess the recoverable amount of the remaining goodwill based on current market conditions rather than the definitive agreement with GNB. This assessment reflected revised expectations concerning the impact of the COVID-19 pandemic and led to the recognition of an additional goodwill impairment charge of $220 million.

On February 3, 2021, we announced that the proposed sale of CIBC FirstCaribbean to GNB did not receive approval from CIBC FirstCaribbean’s regulators and that the transaction will not proceed.

For additional information, see Note 9.

 

Note  5   Securities

 

Securities

 

$ millions, as at October 31    2021      2020  

Debt securities measured at FVOCI

   $     53,161      $ 53,968  

Equity securities designated at FVOCI

     836        585  

Securities measured at amortized cost (1)

     35,159        31,800  

Securities mandatorily measured and designated at FVTPL

     72,245        62,693  
     $     161,401      $     149,046  

 

(1)

During the year, $39 million of amortized cost debt securities were disposed of shortly before their maturity, resulting in a realized gain of less than $1 million (2020: a realized gain of $2 million).

 

 

 

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    Residual term to contractual maturity                                
$ millions, as at October 31   Within 1 year     1 to 5 years     5 to 10 years     Over 10 years     No specific
maturity
                  2021
Total
                  2020
Total
        
     Carrying
value
    Yield (1)     Carrying
value
    Yield (1)     Carrying
value
    Yield (1)     Carrying
value
    Yield (1)     Carrying
value
    Yield (1)            Carrying
value
    Yield (1)            Carrying
value
    Yield (1)         

Debt securities measured at FVOCI

 

                         

Securities issued or guaranteed by:

 

                               

Canadian federal government

  $ 2,516       0.9  %    $ 5,664       0.9  %    $ 160       1.8  %    $ –       –  %    $ –       –  %      $ 8,340       0.9  %      $ 11,409       0.6  %   

Other Canadian governments

    264       2.2       7,508       1.8       6,156       2.3       261       2.4       –       –         14,189       2.0         15,315       1.0    

U.S. Treasury and agencies

    5,687       0.2       8,317       0.7       123       0.2       –       –       –       –         14,127       0.5         12,596       0.7    

Other foreign governments

    3,259       0.5       3,303       0.6       155       5.2       58       5.9       –       –         6,775       0.7         5,861       0.8    

Mortgage-backed securities (2)

    –       –       401       1.0       321       2.5       823       1.1       –       –         1,545       1.4         2,368       1.4    

Asset-backed securities

    –       –       –       –       –       –       352       1.3       –       –         352       1.3         195       1.8    

Corporate debt

    1,765       0.7       5,672       0.4       381       0.5       15       3.6       –       –               7,833       0.5               6,224       0.7          
    $ 13,491             $ 30,865             $ 7,296             $ 1,509             $ –                     $ 53,161                     $ 53,968                  

Equity securities designated at FVOCI

 

                         

Corporate public equity

  $ –       –  %    $ –       –  %    $ –       –  %    $ –       –  %    $ 126       n/m       $ 126       n/m       $ 42       n/m    

Corporate private equity

    –       –       –       –       –       –       –       –       710       n/m               710       n/m               543       n/m          
    $ –             $ –             $ –             $ –             $ 836                     $ 836                     $ 585                  

Securities measured at amortized cost

 

                         

Securities issued or guaranteed by:

 

                               

Canadian federal government

  $ 398       $ 1,234       $ 36       $ –       $ –         $ 1,668         $ 790      

Other Canadian governments

    131         6,278         5,611         –         –           12,020           11,072      

U.S. Treasury and agencies

    2,391         8,242         2,241         –         –           12,874           10,968      

Other foreign governments

    135         167         31         362         –           695           551      

Mortgage-backed securities (3)

    152         1,541         1,062         657         –           3,412           3,954      

Asset-backed securities

    –         274         –         35         –           309           662      

Corporate debt

    1,343               2,472               366               –               –                       4,181                       3,803                  
    $ 4,550             $ 20,208             $ 9,347             $ 1,054             $ –                     $ 35,159                     $ 31,800                  

Securities mandatorily measured and designated at FVTPL

 

                         

Securities issued or guaranteed by:

 

                               

Canadian federal government

  $ 2,193       $ 2,218       $ 909       $ 3,132       $ –         $ 8,452         $ 11,655      

Other Canadian governments

    1,136         2,025         1,075         6,098         –           10,334           9,783      

U.S. Treasury and agencies

    753         3,208         788         186         –           4,935           5,596      

Other foreign governments

    2,817         1,129         48         37         –           4,031           1,974      

Mortgage-backed securities (4)

    1         1,771         184         1         –           1,957           1,582      

Asset-backed securities

    97         190         39         7         –           333           571      

Corporate debt

    913               2,234               630               222               –                       3,999                       3,550                  
    $ 7,910             $ 12,775             $   3,673             $   9,683             $ –                     $ 34,041                     $ 34,711                  

Corporate public equity

    –               –               –               –               38,204                       38,204                       27,982                  
    $ –             $ –             $ –             $ –             $ 38,204                     $ 38,204                     $ 27,982                  

Total securities (5)

  $   25,951             $   63,848             $   20,316             $   12,246             $   39,040                     $   161,401                     $   149,046                  

 

(1)

Represents the weighted-average yield, which is determined by applying the weighted average of the yields of individual fixed income securities.

(2)

Includes securities backed by mortgages insured by the Canada Mortgage and Housing Corporation (CMHC), with amortized cost of $301 million (2020: $410 million) and fair value of $303 million (2020: $413 million); securities issued by Federal National Mortgage Association (Fannie Mae), with amortized cost of $537 million (2020: $888 million) and fair value of $554 million (2020: $918 million); securities issued by Federal Home Loan Mortgage Corporation (Freddie Mac), with amortized cost of $235 million (2020: $367 million) and fair value of $243 million (2020: $380 million); and securities issued by Government National Mortgage Association, a U.S. government corporation (Ginnie Mae), with amortized cost of $443 million (2020: $655 million) and fair value of $445 million (2020: $657 million).

(3)

Includes securities backed by mortgages insured by the CMHC, with amortized cost of $419 million (2020: $609 million) and fair value of $420 million (2020: $610 million); securities issued by Fannie Mae, with amortized cost of $838 million (2020: $1,165 million) and fair value of $851 million (2020: $1,197 million); securities issued by Freddie Mac, with amortized cost of $1,823 million (2020: $2,008 million) and fair value of $1,859 million (2020: $2,091 million); and securities issued by Ginnie Mae, with amortized cost of $39 million (2020: $69 million) and fair value of $40 million (2020: $71 million).

(4)

Includes securities backed by mortgages insured by the CMHC of $1,954 million (2020: $1,547 million).

(5)

Includes securities denominated in U.S. dollars with carrying value of $80.2 billion (2020: $68.4 billion) and securities denominated in other foreign currencies with carrying value of $4,611 million (2020: $2,616 million).

n/m

Not meaningful.

Fair value of debt securities measured and equity securities designated at FVOCI

 

$ millions, as at October 31          2021                    2020  
     Cost/
Amortized
cost 
(1)
     Gross
unrealized
gains
     Gross
unrealized
losses
   

Fair

value

            Cost/
Amortized
cost (1)
     Gross
unrealized
gains
     Gross
unrealized
losses
   

Fair

value

 

Securities issued or guaranteed by:

                      

Canadian federal government

  $ 8,310      $ 31      $ (1 )    $ 8,340        $ 11,379      $ 32      $ (2 )    $ 11,409  

Other Canadian governments

    14,007        182        –       14,189          15,187        128        –       15,315  

U.S. Treasury and agencies

    14,157        23        (53 )      14,127          12,533        63        –       12,596  

Other foreign governments

    6,750        30        (5 )      6,775          5,825        38        (2 )      5,861  

Mortgage-backed securities

    1,516        29        –       1,545          2,320        49        (1 )      2,368  

Asset-backed securities

    354        –        (2 )      352          197        –        (2 )      195  

Corporate debt

    7,820        15        (2 )      7,833                6,194        31        (1 )      6,224  
      52,914        310        (63 )      53,161                53,635        341        (8 )      53,968  

Corporate public equity (2)

    67        60        (1 )      126          30        15        (3 )      42  

Corporate private equity

    663        84        (37 )      710                546        43        (46 )      543  
      730        144        (38 )      836                576        58        (49 )      585  
    $     53,644      $     454        $    (101 )    $     53,997              $     54,211      $     399      $     (57 )    $     54,553  

 

(1)

Net of allowance for credit losses for debt securities measured at FVOCI of $19 million (2020: $22 million).

(2)

Includes restricted stock.

 

144   CIBC 2021 ANNUAL REPORT


Table of Contents

Consolidated financial statements

 

Fair value of equity securities designated at FVOCI that were disposed of during the year was $25 million (2020: $88 million). Net realized cumulative after-tax gains of $27 million for the year (2020: $93 million) were reclassified from AOCI to retained earnings, resulting from dispositions of equity securities designated at FVOCI and return on capital distributions from limited partnerships designated at FVOCI.

Dividend income recognized on equity securities designated at FVOCI that were still held as at October 31, 2021 was $5 million (2020: $5 million). Dividend income recognized on equity securities designated at FVOCI that were disposed of during the year was nil (2020: $2 million).

The table below presents profit or loss recognized on FVOCI securities:

 

$ millions, for the year ended October 31   2021     2020     2019  

Realized gains

  $ 91     $ 30     $ 40  

Realized losses

    (2 )      (1 )      (2 ) 

(Provision for) reversal of credit losses on debt securities

    2       (8 )      (3 ) 
    $     91     $     21     $     35  

Allowance for credit losses

The following table provides a reconciliation of the opening balance to the closing balance of the ECL allowance for debt securities measured at FVOCI:

 

         Stage 1     Stage 2     Stage 3        
$ millions, as at or for the year ended October 31   Collective provision
12-month ECL
performing
    Collective provision
lifetime ECL
performing
    Collective and
individual provision
lifetime ECL
credit-impaired
    Total  

2021

   Debt securities measured at FVOCI        
  

Balance at beginning of year

  $ 18     $ 4     $ –     $ 22  
  

Provision for (reversal of) credit losses (1)

    (13 )      11       –       (2 ) 
  

Write-offs

    –       –       –       –  
    

Foreign exchange and other

    (1 )      –       –       (1 ) 
     Balance at end of year   $ 4     $ 15     $ –     $ 19  

2020

   Debt securities measured at FVOCI        
  

Balance at beginning of year

  $ 14     $ 3     $ 6     $ 23  
  

Provision for credit losses (1)(2)

    5       2       1       8  
  

Write-offs

    –       –       –       –  
    

Foreign exchange and other

    (1 )      (1 )      (7 ) (3)      (9 ) 
     Balance at end of year   $     18     $     4     $     –     $     22  

 

(1)

Included in the Gains (losses) from debt securities measured at FVOCI and amortized cost, net on our consolidated statement of income.

(2)

Excludes stage 3 provisions for credit losses of $14 million for the year ended October 31, 2020 for originated credit-impaired amortized cost securities that are recognized in the Gains (losses) from debt securities measured at FVOCI and amortized cost, net on our consolidated statement of income.

(3)

Includes ECL of $8 million relating to Barbados U.S. dollar denominated securities that were derecognized in the third quarter of 2020 as a result of a U.S. dollar denominated debt restructuring agreement completed with the Government of Barbados.

 

Note  6   Loans(1)(2)

 

 

$ millions, as at October 31                               2021                                        2020  
     Gross
amount
    Stage 3
allowance
    Stages 1
and 2
allowance
    Total
allowance 
(3)
   

Net

total

           Gross
amount
    Stage 3
allowance
    Stages 1
and 2
allowance
    Total
allowance (3)
   

Net

total

 

Residential mortgages (4)

  $ 251,526     $ 158     $ 122     $ 280     $ 251,246       $ 221,165     $ 151     $ 212     $ 363     $ 220,802  

Personal

    41,897       106       662       768       41,129         42,222       113       719       832       41,390  

Credit card

    11,134       –       625       625       10,509         11,389       –       667       667       10,722  

Business and government (4)

    150,213       508       668       1,176       149,037               135,546       650       1,028       1,678       133,868  
    $     454,770     $     772     $     2,077     $     2,849     $     451,921             $     410,322     $     914     $     2,626     $     3,540     $     406,782  

 

(1)

Loans are net of unearned income of $591 million (2020: $530 million).

(2)

Includes gross loans of $83.3 billion (2020: $76.6 billion) denominated in U.S. dollars and $9.3 billion (2020: $8.4 billion) denominated in other foreign currencies.

(3)

Includes ECL allowances for customers’ liability under acceptances.

(4)

Includes $16 million of residential mortgages (2020: $63 million) and $25,651 million of business and government loans (2020: $23,291 million) that are measured at FVTPL.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

145

 

 

 


Table of Contents

Consolidated financial statements

 

Allowance for credit losses

The following table provides a reconciliation of the opening balance to the closing balance of the ECL allowance:

 

$ millions, as at or for the year ended October 31          2021  
    Stage 1     Stage 2     Stage 3        
     Collective provision
12-month ECL
performing
    Collective provision
lifetime ECL
performing
    Collective and
individual provision
lifetime ECL
credit-impaired
    Total  

Residential mortgages

       

Balance at beginning of year

  $ 51     $ 161     $ 151     $ 363  

Originations net of repayments and other derecognitions

    16       (13 )      (21 )      (18 ) 

Changes in model

    7       (8 )      24       23  

Net remeasurement (1)

    (123 )      22       68       (33 ) 

Transfers (1)

       

– to 12-month ECL

    119       (104 )      (15 )      –  

– to lifetime ECL performing

    (9 )      27       (18 )      –  

– to lifetime ECL credit-impaired

    –       (16 )      16       –  

Provision for (reversal of) credit losses (2)

    10       (92 )      54       (28 ) 

Write-offs (3)

    –       –       (27 )      (27 ) 

Recoveries

    –       –       3       3  

Interest income on impaired loans

    –       –       (17 )      (17 ) 

Foreign exchange and other

    (2 )      (6 )      (6 )      (14 ) 

Balance at end of year

  $ 59     $ 63     $ 158     $ 280  

Personal

       

Balance at beginning of year

  $ 204     $ 546     $ 113     $ 863  

Originations net of repayments and other derecognitions

    37       (47 )      (9 )      (19 ) 

Changes in model

    (19 )      33       –       14  

Net remeasurement (1)

    (309 )      281       179       151  

Transfers (1)

       

– to 12-month ECL

    287       (281 )      (6 )      –  

– to lifetime ECL performing

    (47 )      62       (15 )      –  

– to lifetime ECL credit-impaired

    (1 )      (47 )      48       –  

Provision for (reversal of) credit losses (2)

    (52 )      1       197       146  

Write-offs (3)

    –       –       (266 )      (266 ) 

Recoveries

    –       –       70       70  

Interest income on impaired loans

    –       –       (4 )      (4 ) 

Foreign exchange and other

    (2 )      –       (4 )      (6 ) 

Balance at end of year

  $ 150     $ 547     $ 106     $ 803  

Credit card

       

Balance at beginning of year

  $ 136     $ 572     $ –     $ 708  

Originations net of repayments and other derecognitions

    –       (66 )      –       (66 ) 

Changes in model

    (14 )      123       –       109  

Net remeasurement (1)

    (259 )      373       83       197  

Transfers (1)

       

– to 12-month ECL

    305       (305 )      –       –  

– to lifetime ECL performing

    (31 )      31       –       –  

– to lifetime ECL credit-impaired

    (1 )      (211 )      212       –  

Provision for (reversal of) credit losses (2)

    –       (55 )      295       240  

Write-offs (3)

    –       –       (414 )      (414 ) 

Recoveries

    –       –       119       119  

Interest income on impaired loans

    –       –       –       –  

Foreign exchange and other

    –       –       –       –  

Balance at end of year

  $ 136     $ 517     $ –     $ 653  

Business and government

       

Balance at beginning of year

  $ 453     $ 683     $ 652     $ 1,788  

Originations net of repayments and other derecognitions

    31       (35 )      (35 )      (39 ) 

Changes in model

    (12 )      (26 )      1       (37 ) 

Net remeasurement (1)

    (302 )      (19 )      197       (124 ) 

Transfers (1)

       

– to 12-month ECL

    198       (173 )      (25 )      –  

– to lifetime ECL performing

    (63 )      79       (16 )      –  

– to lifetime ECL credit-impaired

    (4 )      (30 )      34       –  

Provision for (reversal of) credit losses (2)

    (152 )      (204 )      156       (200 ) 

Write-offs (3)

    –       –       (279 )      (279 ) 

Recoveries

    –       –       14       14  

Interest income on impaired loans

    –       –       (20 )      (20 ) 

Foreign exchange and other

    (24 )      (30 )      (15 )      (69 ) 

Balance at end of year

  $ 277     $ 449     $ 508     $ 1,234  

Total ECL allowance (4)

  $ 622     $ 1,576     $ 772     $ 2,970  

Comprises:

       

Loans

  $      551     $     1,526     $      772     $     2,849  

Undrawn credit facilities and other off-balance sheet exposures (5)

    71       50       –       121  

 

(1)

Transfers represent stage movements of prior period ECL allowances to the current period stage classification. Net remeasurement represents the current period change in ECL allowances for transfers, net write-offs, changes in forecasts of forward-looking information, parameter updates, and partial repayments in the period.

(2)

Provision for (reversal of) credit losses for loans, and undrawn credit facilities and other off-balance sheet exposures is presented as Provision for (reversal of) credit losses on our consolidated statement of income.

(3)

We generally continue to pursue collection on the amounts that were written off. The degree of collection efforts varies from one jurisdiction to another, depending on the local regulations and original agreements with customers.

(4)

See Note 5 for the ECL allowance on debt securities measured at FVOCI. The table above excludes the ECL allowance on debt securities classified at amortized cost of $15 million as at October 31, 2021 (2020: $16 million), $13 million of which was stage 3 ECL allowance on originated credit-impaired amortized cost debt securities (2020: $14 million). The ECL allowances for other financial assets classified at amortized cost were immaterial as at October 31, 2021 and were excluded from the table above. Financial assets other than loans that are classified at amortized cost are presented on our consolidated balance sheet net of ECL allowances.

(5)

Included in Other liabilities on our consolidated balance sheet.

(6)

Includes the ECL allowance for purchased credit-impaired loans from the acquisition of The PrivateBank.

 

146   CIBC 2021 ANNUAL REPORT


Table of Contents

Consolidated financial statements

 

$ millions, as at or for the year ended October 31            2020  
     Stage 1     Stage 2     Stage 3               
      Collective provision
12-month ECL
performing
    Collective provision
lifetime ECL
performing
    Collective and
individual provision
lifetime ECL
credit-impaired (6)
            Total  

Residential mortgages

           

Balance at beginning of year

   $ 28     $ 43     $ 140        $ 211  

Originations net of repayments and other derecognitions

     9       (12 )      (17 )         (20 ) 

Changes in model

     (3 )      30       –          27  

Net remeasurement (1)

     (21 )      123       73          175  

Transfers (1)

           

– to 12-month ECL

     61       (51 )      (10 )         –  

– to lifetime ECL performing

     (23 )      39       (16 )         –  

– to lifetime ECL credit-impaired

     –       (10 )      10                –  

Provision for (reversal of) credit losses (2)

     23       119       40          182  

Write-offs (3)

     –       –       (16 )         (16 ) 

Recoveries

     –       –       6          6  

Interest income on impaired loans

     –       –       (19 )         (19 ) 

Foreign exchange and other

     –       (1 )      –                (1 ) 

Balance at end of year

   $ 51     $ 161     $ 151              $ 363  

Personal

           

Balance at beginning of year

   $ 174     $ 271     $ 128        $ 573  

Originations net of repayments and other derecognitions

     37       (51 )      (12 )         (26 ) 

Changes in model

     (13 )      181       –          168  

Net remeasurement (1)

     (186 )      378       247          439  

Transfers (1)

           

– to 12-month ECL

     300       (292 )      (8 )         –  

– to lifetime ECL performing

     (108 )      126       (18 )         –  

– to lifetime ECL credit-impaired

     –       (67 )      67                –  

Provision for (reversal of) credit losses (2)

     30       275       276          581  

Write-offs (3)

     –       –       (353 )         (353 ) 

Recoveries

     –       –       66          66  

Interest income on impaired loans

     –       –       (5 )         (5 ) 

Foreign exchange and other

     –       –       1                1  

Balance at end of year

   $ 204     $ 546     $ 113              $ 863  

Credit card

           

Balance at beginning of year

   $ 145     $ 340     $ –        $ 485  

Originations net of repayments and other derecognitions

     (3 )      (69 )      –          (72 ) 

Changes in model

     (6 )      59       –          53  

Net remeasurement (1)

     (223 )      674       89          540  

Transfers (1)

           

– to 12-month ECL

     281       (281 )      –          –  

– to lifetime ECL performing

     (58 )      58       –          –  

– to lifetime ECL credit-impaired

     –       (209 )      209                –  

Provision for (reversal of) credit losses (2)

     (9 )      232       298          521  

Write-offs (3)

     –       –       (409 )         (409 ) 

Recoveries

     –       –       111          111  

Interest income on impaired loans

     –       –       –          –  

Foreign exchange and other

     –       –       –                –  

Balance at end of year

   $ 136     $ 572     $ –              $ 708  

Business and government

           

Balance at beginning of year

   $ 239     $ 158     $ 378        $ 775  

Originations net of repayments and other derecognitions

     51       (45 )      (20 )         (14 ) 

Changes in model

     14       (1 )      (1 )         12  

Net remeasurement (1)

     264       594       349          1,207  

Transfers (1)

           

– to 12-month ECL

     113       (103 )      (10 )         –  

– to lifetime ECL performing

     (201 )      210       (9 )         –  

– to lifetime ECL credit-impaired

     (21 )      (121 )      142                –  

Provision for (reversal of) credit losses (2)

     220       534       451          1,205  

Write-offs (3)

     –       –       (157 )         (157 ) 

Recoveries

     –       –       9          9  

Interest income on impaired loans

     –       –       (21 )         (21 ) 

Foreign exchange and other

     (6 )      (9 )      (8 )               (23 ) 

Balance at end of year

   $ 453     $ 683     $ 652              $ 1,788  

Total ECL allowance (4)

   $ 844     $ 1,962     $ 916              $ 3,722  

Comprises:

           

Loans

   $     735     $     1,891     $     914        $     3,540  

Undrawn credit facilities and other off-balance sheet exposures (5)

     109       71       2                182  

See previous page for footnote references.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

147

 

 

 


Table of Contents

Consolidated financial statements

 

Inputs, assumptions and model techniques

Our ECL allowances are estimated using complex models that incorporate inputs, assumptions and model techniques that involve a high degree of management judgment. In particular, the following ECL elements are subject to a high level of judgment that can have a significant impact on the level of ECL allowances provided:

•  

Determining when a significant increase in credit risk (SICR) of a loan has occurred;

•  

Measuring both 12-month and lifetime credit losses; and

•  

Forecasting forward-looking information for multiple scenarios and determining the probability weighting of the scenarios driven by the changes in the macroeconomic environment.

In addition, the interrelationship between these elements is also subject to a high degree of judgment which can also have a significant impact on the level of ECL recognized.

The uncertainties inherent in the COVID-19 pandemic have increased the level of judgment applied in respect of all these elements as discussed below. Actual credit losses could differ materially from those reflected in our estimates.

Determining when a significant increase in credit risk has occurred

The determination of whether a loan has experienced a SICR has a significant impact on the level of ECL allowance as loans that are in stage 1 are measured at 12-month ECL, while loans in stage 2 are measured at lifetime ECL. Migration of loans between stage 1 and stage 2 can cause significant volatility in the amount of the recognized ECL allowances and the provision for credit losses in a particular period.

For the majority of our retail loan portfolios, we determine a SICR based on relative changes in the loan’s lifetime PD since its initial recognition. The PDs used for this purpose are the expected value of our upside, downside and base case lifetime PDs. Significant judgment is involved in determining the upside, downside and base case lifetime PDs through the incorporation of forward-looking information into long-run PDs, in determining the probability weightings of the scenarios, and in determining the relative changes in PDs that are indicative of a SICR for our various retail products. Increases in the expected PDs or decreases in the thresholds for changes in PDs that are indicative of a SICR can cause significant migration of loans from stage 1 to stage 2, which in turn can cause a significant increase in the amount of ECL allowances recognized. In contrast, decreases in the expected PDs or increases in the thresholds for changes in PDs that are indicative of a SICR can cause significant migration of loans from stage 2 to stage 1.

For the majority of our business and government loan portfolios, we determine a SICR based on relative changes in internal risk ratings since initial recognition. Significant judgment is involved in the determination of the internal risk ratings. Deterioration or improvement in the risk ratings or adjustments to the risk rating downgrade thresholds used to determine a SICR can cause significant migration of loans and securities between stage 1 and stage 2, which in turn can have a significant impact on the amount of ECL allowances recognized.

While potentially significant to the level of ECL allowances recognized, the thresholds for changes in PDs that are indicative of a SICR for our retail portfolios and the risk rating downgrade thresholds used to determine a SICR for our business and government loan portfolios are not expected to change significantly over time.

All loans on which repayment of principal or payment of interest is contractually 30 days in arrears and all business and government loans that have migrated to the watch list risk rating are normally automatically migrated to stage 2 from stage 1.

As at October 31, 2021, if the ECL for the stage 2 performing loans were measured using stage 1 ECL as opposed to lifetime ECL, the expected credit losses would be $731 million lower than the total recognized IFRS 9 ECL on performing loans (2020: $743 million).

Impact of the COVID-19 pandemic

The determination of whether a SICR has occurred in the COVID-19 pandemic required a heightened application of judgment in a number of areas, including with respect to the evaluation of the evolving macroeconomic environment, and the impact of client relief programs and government support.

Consistent with guidance issued by the IASB, interest or principal deferments pursuant to various relief programs provided to both our retail and business and government clients during the early stages of the pandemic had not automatically resulted in a SICR that would have triggered migration to stage 2 by reason only that a deferral under the program was granted. However, the inclusion of a loan in a relief program did not preclude its migration to stage 2 if we determined that there was a SICR based on our assessment of the changes in the risk of a default occurring over the expected life of a loan.

For retail clients and consistent with our past practice, SICR was determined based on an evaluation of the relative increase in lifetime PDs using forward-looking information reflective of our expectations. However, we applied judgment in the degree that our forecasts of certain forward-looking information, including unemployment, should cause a SICR in light of the level of government support provided.

For the majority of our business and government clients, we continued to utilize risk ratings as the primary determinant of a SICR. We applied judgment in the determination of the industries most impacted by the COVID-19 pandemic and assessed the associated impact on risk ratings after considering the benefit of government support.

Measuring both 12-month and lifetime expected credit losses

Our ECL models leverage the PD, LGD, and EAD parameters, as well as the portfolio segmentation used to calculate Basel expected loss regulatory adjustments for the portion of our retail and business and government portfolios under the advanced internal ratings-based (AIRB) approach. Adjustments are made to the Basel parameters to meet IFRS 9 requirements, including the conversion of through-the-cycle and downturn parameters used in the Basel regulatory calculations to point-in-time parameters used under IFRS 9 that consider forward-looking information. For standardized business and government portfolios, available long-run PDs, LGDs and EADs are also converted to point-in-time parameters through the incorporation of forward-looking information for the purpose of measuring ECL under IFRS 9.

Significant judgment is involved in determining which forward-looking information variables are relevant for particular portfolios and in determining the extent by which through-the-cycle parameters should be adjusted for forward-looking information to determine point-in-time parameters. While changes in the set of forward-looking information variables used to convert through-the-cycle PDs, LGDs and EADs into point-in-time parameters can either increase or decrease ECL allowances in a particular period, changes to the mapping of forward-looking information variables to particular portfolios are expected to be infrequent. However, changes in the particular forward-looking information parameters used to quantify point-in-time parameters will be frequent as our forecasts are updated on a quarterly basis. Increases in the level of pessimism in the forward-looking information variables will cause increases in ECL, while increases in the level of optimism in the forward-looking information variables will cause decreases in ECL. These increases and decreases could be significant in any particular period and will start to occur in the period where our outlook of the future changes.

 

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Table of Contents

Consolidated financial statements

 

With respect to the lifetime of a financial instrument, the maximum period considered when measuring ECL is the maximum contractual period over which we are exposed to credit risk. For revolving facilities, such as credit cards, the lifetime of a credit card account is the expected behavioural life. Significant judgment is involved in the estimate of the expected behavioural life. Increases in the expected behavioural life will increase the amount of ECL allowances, in particular for revolving loans in stage 2.

Impact of the COVID-19 pandemic

The measurement of ECL in the COVID-19 pandemic required a heightened application of judgment in a number of areas, including with respect to our expectations concerning the degree to which forward-looking information would correlate with credit losses in the COVID-19 environment which was initially characterized by unprecedented levels of government support and continues to be characterized by low levels of consumer spending and default rates relative to the historical experience in our models. We applied judgment with respect to the degree that certain industries and portfolios would be negatively impacted by the COVID-19 pandemic, the degree that various government support programs will continue to limit credit losses, and the degree that continued easing of pandemic-related constraints on economic activity is expected to impact business and consumer credit.

Forecasting forward-looking information for multiple scenarios and determining the probability weighting of the scenarios

As indicated above, forward-looking information is incorporated into both our assessment of whether a financial asset has experienced a SICR since its initial recognition and in our estimate of ECL. From analysis of historical data, our risk management function has identified and reflected in our ECL allowance those relevant forward-looking information variables that contribute to credit risk and losses within our retail and business and government loan portfolios. Within our retail loan portfolio, key forward-looking information variables include Canadian unemployment rates, housing prices, gross domestic product (GDP) growth and household debt service ratios. In many cases these variables are forecasted at the provincial level. Housing prices are also forecasted at the municipal level in some cases. Within our business and government loan portfolio, key drivers that impact the credit performance of the entire portfolio include Standard & Poor’s (S&P) 500 growth rates, business credit growth rates, unemployment rates and credit spreads, while forward-looking information variables such as commodity prices and mining activity are significant for certain portfolios, and U.S. unemployment rates and U.S. GDP growth are significant for our U.S. portfolios.

For the majority of our loan portfolios, our forecast of forward-looking information variables is established from a “base case” or most likely scenario that is used internally by management for planning and forecasting purposes. For most of the forward-looking information variables related to our Canadian businesses, we have forecast scenarios by province. In forming the base case scenario, we consider the forecasts of international organizations and monetary authorities such as the Organisation for Economic Co-operation and Development (OECD), the International Monetary Fund (IMF), and the Bank of Canada, as well as private sector economists. We then derive reasonably possible “upside case” and “downside case” scenarios using external forecasts that are above and below our base case and the application of management judgment. A probability weighting is assigned to our base case, upside case and downside case scenarios based on management judgment.

The forecasting process is overseen by a governance committee consisting of internal stakeholders from across our bank including Risk Management, Economics, Finance and the impacted SBUs and involves a significant amount of judgment both in determining the forward-looking information forecasts for our various scenarios and in determining the probability weighting assigned to the scenarios. In general, a worsening of our outlook on forecasted forward-looking information for each scenario, an increase in the probability of the downside case scenario occurring, or a decrease in the probability of the upside case scenario occurring will increase the number of loans migrating from stage 1 to stage 2 and increase the estimated ECL allowance. In contrast, an improvement in our outlook on forecasted forward-looking information, an increase in the probability of the upside case scenario occurring, or a decrease in the probability of the downside case scenario occurring will have the opposite impact. It is not possible to meaningfully isolate the impact of changes in the various forward-looking information variables for a particular scenario because of both the interrelationship between the variables and the interrelationship between the level of pessimism inherent in a particular scenario and its probability of occurring.

Impact of the COVID-19 pandemic

The forecasting of forward-looking information and the determination of scenario weightings in the COVID-19 pandemic continued to require a heightened application of judgment in a number of areas as our forecast reflects numerous assumptions and uncertainties regarding the economic impact of the COVID-19 pandemic.

The following table provides the base case, upside case and downside case scenario forecasts for select forward-looking information variables used to estimate our ECL.

 

    Base case     Upside case     Downside case  
As at October 31, 2021   Average
value over
the next
12 months
    Average
value over
the remaining
forecast period (1)
    Average
value over
the next
12 months
    Average
value over
the remaining
forecast period (1)
    Average
value over
the next
12 months
    Average
value over
the remaining
forecast period (1)
 

Real GDP year-over-year growth

           

Canada (2)

    4.2  %      2.4  %      5.6  %      2.8  %      3.1  %      1.6  % 

United States

    4.7  %      2.2  %      5.8  %      3.3  %      2.8  %      1.3  % 

Unemployment rate

           

Canada (2)

    6.4  %      5.9  %      6.0  %      5.5  %      7.3  %      6.8  % 

United States

    4.4  %      3.9  %      3.8  %      3.4  %      6.0  %      5.0  % 

Canadian Housing Price Index growth (2)

    6.1  %      2.8  %      10.7  %      6.3  %      2.2  %      (2.2 )% 

S&P 500 Index growth rate

    6.1  %      4.6  %      10.3  %      8.6  %      (0.6 )%      (1.7 )% 

Canadian household debt service ratio

    13.6  %      14.4  %      13.0  %      14.2  %      14.1  %      14.7  % 

West Texas Intermediate Oil Price (US$)

  $     69      $     64      $     74      $     81      $     56      $     54   

 

(1)

The remaining forecast period is generally two to four years.

(2)

National-level forward-looking forecasts are presented in the table above, which represent the aggregation of the provincial-level forecasts used to estimate our ECL. Housing Price Index growth rates are also forecasted at the municipal level in some cases. As a result, the forecasts for individual provinces or municipalities reflected in our ECL will differ from the national forecasts presented above.

 

 

 

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    Base case     Upside case     Downside case  
As at October 31, 2020   Average
value over
the next
12 months
    Average
value over
the remaining
forecast period (1)
    Average
value over
the next
12 months
    Average
value over
the remaining
forecast period (1)
    Average
value over
the next
12 months
    Average
value over
the remaining
forecast period (1)
 

Real GDP year-over-year growth

           

Canada (2)

    1.6  %      3.8  %      3.6  %      4.6  %      0.03  %      2.0  % 

United States

    1.7  %      3.5  %      3.0  %      4.2  %      (0.6 )%      1.7  % 

Unemployment rate

           

Canada (2)

    8.7  %      6.7  %      7.4  %      5.9  %      9.5  %      8.4  % 

United States

    7.4  %      4.7  %      5.1  %      3.5  %      9.2  %      7.3  % 

Canadian Housing Price Index growth (2)

    2.4  %      3.0  %      11.2  %      10.4  %      (6.9 )%      (0.8 )% 

S&P 500 Index growth rate

    5.6  %      4.8  %      11.2  %      7.7  %      (3.5 )%      (5.3 )% 

Canadian household debt service ratio

    13.9  %      14.0  %      12.8  %      13.5  %      14.8  %      15.0  % 

West Texas Intermediate Oil Price (US$)

  $       42      $       53      $       51      $       60      $       34      $       39   

See previous page for footnote references.

As required, the forward-looking information used to estimate expected credit losses reflects our expectations as at October 31, 2021 and October 31, 2020, respectively, and does not reflect changes in expectation as a result of economic forecasts that may have subsequently emerged. The base case, upside case and downside case amounts shown represent the average value of the forecasts over the respective projection horizons. Our economic forecasts are made in the context of the continuing recovery underway from the severe downturn experienced in the second calendar quarter of 2020. As at October 31, 2021, our underlying base case projection is characterized by a deceleration in economic activity and a stall in the downward trend of the unemployment rate in the near term due to the likelihood of a modest rise in COVID-19 cases over the winter and continuing global supply chain disruptions. Our base case outlook continues to assume that effective mass vaccinations will further progress over the remainder of calendar 2021 and that the vaccination programs will be able to effectively respond to the new and emerging variants and that governments will respond to future infections of the virus and its variants with targeted health measures rather than broader economic closures. Our base case assumes that economic activity will return to the pre-COVID-19 levels in Canada in the first half of 2022, and that the unemployment rate will reach pre-pandemic levels in the latter half of 2022. Due to the relatively quicker end to large-scale lockdowns in the U.S. relative to Canada, our base case continues to assume that the U.S. will experience full economic recovery slightly before Canada.

The downside case forecast allows for a pullback in economic activity and a rise in the unemployment rate in the near term, if governments have to respond to rising virus cases with stricter measures than assumed under the base case. It also reflects a slower recovery thereafter to a lower level of sustained economic activity and an unemployment rate persistently above where it stood pre-pandemic. Meanwhile, the upside scenario continues to reflect a quicker recovery, with the pre-pandemic level of activity reached in the fourth calendar quarter of 2021 and continuing at a higher trend level than the base case thereafter.

As indicated above, forecasting forward-looking information for multiple scenarios and determining the probability weighting of the scenarios involves a high degree of management judgment, particularly in light of the COVID-19 pandemic. Although the severity of the virus appears to be diminishing where vaccination rates are high, it remains a threat as case counts continue to rise in some countries and uncertainties remain regarding the pace of global vaccination efforts and the need for additional doses. Assumptions concerning the timing and effectiveness of mass vaccination programs to contain the spread of COVID-19 and its potential new variants such that severe restrictions will no longer need to be imposed by governments to limit the impact of subsequent waves of infection are material to these forecasts.

If we were to only use our base case scenario for the measurement of ECL for our performing loans, our ECL allowance would be $249 million lower than the recognized ECL as at October 31, 2021 (2020: $204 million). If we were to only use our downside case scenario for the measurement of ECL for our performing loans, our ECL allowance would be $414 million higher than the recognized ECL as at October 31, 2021 (2020: $938 million). This sensitivity is isolated to the measurement of ECL and therefore did not consider changes in the migration of exposures between stage 1 and stage 2 from the determination of the SICR that would have resulted in a 100% base case scenario or a 100% downside case scenario. As a result, our ECL allowance on performing loans could exceed the amount implied by the 100% downside case scenario from the migration of additional exposures from stage 1 to stage 2. Actual credit losses could differ materially from those reflected in our estimates.

Use of management overlays

Management overlays to ECL allowance estimates are adjustments which we use in circumstances where we judge that our existing inputs, assumptions and model techniques do not capture all relevant risk factors. The emergence of new macroeconomic, microeconomic or political events, along with expected changes to parameters, models or data that are not incorporated in our current parameters, internal risk rating migrations, or forward-looking information are examples of such circumstances.

Impact of the COVID-19 pandemic

To address the uncertainties inherent in the COVID-19 environment, we utilized management overlays with respect to the impact that the COVID-19 pandemic was estimated to have on the migration of certain business and government exposures that we believed were the most susceptible to these risks and the resulting measurement of the ECL for those exposures. The mitigating impact of government support measures was considered in the determination of these overlays to the extent not already reflected in our models, particularly in the early stages of the pandemic in 2020. In addition, management overlays were applied with respect to the impact of certain credit metrics and forward-looking information that are not expected to be as indicative of improvements in the credit condition of the portfolios as the historical experience in our models would have otherwise suggested, particularly during the recovery period in 2021.

The use of management overlays requires the application of significant judgment that impacts the amount of ECL allowances recognized. Actual credit losses could differ materially from those reflected in our estimates.

 

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Consolidated financial statements

 

The following tables provide the gross carrying amount of loans, and the contractual amounts of undrawn credit facilities and other off-balance sheet exposures based on the application of our 12-month point-in-time PDs under IFRS 9 to our risk management PD bands within each respective stage for retail exposures, and based on our internal risk ratings for business and government exposures. Refer to the “Credit risk” section of the MD&A for details on the CIBC risk categories.

Loans(1)

 

$ millions, as at October 31                            2021                              2020  
      Stage 1      Stage 2      Stage 3 (2)(3)      Total      Stage 1      Stage 2      Stage 3 (2)(3)      Total  

Residential mortgages

                       

– Exceptionally low

   $ 162,307      $ 94      $ –      $ 162,401      $ 146,139      $ 2      $ –      $ 146,141  

– Very low

     49,958        640        –        50,598        45,678        1,166        –        46,844  

– Low

     22,912        6,547        –        29,459        12,491        6,042        –        18,533  

– Medium

     364        4,671        –        5,035        232        4,924        –        5,156  

– High

     –        840        –        840        –        1,054        –        1,054  

– Default

     –        –        443        443        –        –        654        654  

– Not rated

     2,160        395        195        2,750        1,810        818        155        2,783  

Gross residential mortgages (4)(5)

     237,701        13,187        638        251,526        206,350        14,006        809        221,165  

ECL allowance

     59        63        158        280        51        161        151        363  

Net residential mortgages

     237,642        13,124        480        251,246        206,299        13,845        658        220,802  

Personal

                       

– Exceptionally low

     18,608        1        –        18,609        23,302        –        –        23,302  

– Very low

     5,179        4        –        5,183        1,618        157        –        1,775  

– Low

     8,091        4,389        –        12,480        8,662        2,497        –        11,159  

– Medium

     990        2,773        –        3,763        1,265        2,768        –        4,033  

– High

     252        803        –        1,055        331        769        –        1,100  

– Default

     –        –        109        109        –        –        140        140  

– Not rated

     585        60        53        698        513        159        41        713  

Gross personal (5)

     33,705        8,030        162        41,897        35,691        6,350        181        42,222  

ECL allowance

     125        537        106        768        179        540        113        832  

Net personal

     33,580        7,493        56        41,129        35,512        5,810        68        41,390  

Credit card

                       

– Exceptionally low

     2,065        –        –        2,065        3,285        –        –        3,285  

– Very low

     715        –        –        715        1,388        –        –        1,388  

– Low

     4,653        347        –        5,000        2,340        –        –        2,340  

– Medium

     593        2,195        –        2,788        1,778        1,973        –        3,751  

– High

     –        435        –        435        –        472        –        472  

– Default

     –        –        –        –        –        –        –        –  

– Not rated

     123        8        –        131        135        18        –        153  

Gross credit card

     8,149        2,985        –        11,134        8,926        2,463        –        11,389  

ECL allowance

     127        498        –        625        125        542        –        667  

Net credit card

     8,022        2,487        –        10,509        8,801        1,921        –        10,722  

Business and government (6)

                       

– Investment grade

     65,963        562        –        66,525        50,691        307        –        50,998  

– Non-investment grade

     85,764        4,599        –        90,363        80,471        7,319        –        87,790  

– Watch list

     67        2,985        –        3,052        447        4,291        –        4,738  

– Default

     –        –        1,033        1,033        –        –        1,359        1,359  

– Not rated

     174        24        –        198        218        49        –        267  

Gross business and government (4)(7)

     151,968        8,170        1,033        161,171        131,827        11,966        1,359        145,152  

ECL allowance

     240        428        508        1,176        380        648        650        1,678  

Net business and government

     151,728        7,742        525        159,995        131,447        11,318        709        143,474  

Total net amount of loans

   $     430,972      $     30,846      $     1,061      $     462,879      $     382,059      $     32,894      $     1,435      $     416,388  

 

(1)

The table excludes debt securities measured at FVOCI, for which ECL allowances of $19 million (2020: $22 million) were recognized in AOCI. In addition, the table excludes debt securities classified at amortized cost, for which ECL allowances of $15 million were recognized as at October 31, 2021 (2020: $16 million), $13 million of which was stage 3 ECL allowance on originated credit-impaired amortized cost debt securities (2020: $14 million). Other financial assets classified at amortized cost were also excluded from the table above as their ECL allowances were immaterial as at October 31, 2021 and October 31, 2020. Financial assets other than loans that are classified as amortized cost are presented on our consolidated balance sheet net of ECL allowances.

(2)

Excludes foreclosed assets of $18 million (2020: $23 million), which were included in Other assets on our consolidated balance sheet.

(3)

As at October 31, 2021, 89% (2020: 93%) of stage 3 impaired loans were either fully or partially collateralized.

(4)

Includes $16 million (2020: $63 million) of residential mortgages and $25,651 million (2020: $23,291 million) of business and government loans that are measured at FVTPL.

(5)

The internal risk rating grades presented for residential mortgages and certain personal loans do not take into account loan guarantees or insurance issued by the Canadian government (federal or provincial), Canadian government agencies, or private insurers, as the determination of whether a significant increase in credit risk has occurred for these loans is based on relative changes in the loans’ lifetime PD without considering collateral or other credit enhancements.

(6)

Certain prior period amounts were restated.

(7)

Includes customers’ liability under acceptances of $10,958 million (2020: $9,606 million).

 

 

 

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Undrawn credit facilities and other off-balance sheet exposures

 

$ millions, as at October 31                            2021                              2020  
      Stage 1      Stage 2      Stage 3      Total      Stage 1      Stage 2      Stage 3      Total  

Retail

                       

– Exceptionally low

   $ 130,212      $ 12      $ –      $ 130,224      $ 124,690      $ 8      $ –      $ 124,698  

– Very low

     12,868        59        –        12,927        6,632        137        –        6,769  

– Low

     7,937        1,811        –        9,748        8,703        416        –        9,119  

– Medium

     740        896        –        1,636        909        692        –        1,601  

– High

     73        495        –        568        263        503        –        766  

– Default

     –        –        34        34        –        –        28        28  

– Not rated

     375        8        –        383        411        23        –        434  

Gross retail

     152,205        3,281        34        155,520        141,608        1,779        28        143,415  

ECL allowance

     34        29        –        63        36        36        –        72  

Net retail

     152,171        3,252        34        155,457        141,572        1,743        28        143,343  

Business and government (1)

                       

– Investment grade

     111,877        524        –        112,401        89,883        149        –        90,032  

– Non-investment grade

     58,652        1,714        –        60,366        55,910        3,679        –        59,589  

– Watch list

     19        734        –        753        91        1,665        –        1,756  

– Default

     –        –        91        91        –        –        129        129  

– Not rated

     346        9        –        355        795        41        –        836  

Gross business and government

     170,894        2,981        91        173,966        146,679        5,534        129        152,342  

ECL allowance

     37        21        –        58        73        35        2        110  

Net business and government

     170,857        2,960        91        173,908        146,606        5,499        127        152,232  

Total net undrawn credit facilities and other off-balance sheet exposures

   $     323,028      $     6,212      $     125      $     329,365      $     288,178      $     7,242      $     155      $     295,575  

 

(1)

Certain prior period amounts were restated.

Net interest income after provision for credit losses

 

$ millions, for the year ended October 31    2021      2020      2019  

Interest income

   $ 14,741      $ 17,522      $ 20,697  

Interest expense

     3,282        6,478        10,146  

Net interest income

     11,459        11,044        10,551  

Provision for (reversal of) credit losses

     158        2,489        1,286  

Net interest income after provision for credit losses

   $     11,301      $     8,555      $       9,265  

Modified financial assets and client relief programs

During the early stages of the pandemic, CIBC had been actively engaged in lending activities to support our clients who were experiencing financial hardship caused by the COVID-19 pandemic, including payment deferral options offered on cards, residential mortgages, personal lending products, and business and government loans. Modification gains or losses resulting from client relief programs were not significant.

As part of CIBC’s usual lending business, from time to time we may modify the contractual terms of loans classified as stage 2 and stage 3 for which the borrower has experienced financial difficulties, through the granting of a concession in the form of below-market rates or terms that we would not otherwise have considered.

During the year ended October 31, 2021, loans classified as stage 2 or stage 3 with an amortized cost of $654 million (2020: $10,498 million) were either modified through the granting of a financial concession in response to the borrower having experienced financial difficulties or were subject to the client relief programs in response to COVID-19, in each case before the time of modification or deferral. In addition, the gross carrying amount of previously modified or deferred stage 2 or stage 3 loans that have returned to stage 1 during the year ended October 31, 2021 was $1,461 million (2020: $5,287 million).

 

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Note  7   Structured entities and derecognition of financial assets

 

Structured entities

SEs are entities that have been designed so that voting or similar rights are not the dominant factor in deciding who controls the entity, such as when any voting rights relate to administrative tasks only and the relevant activities are directed by means of contractual arrangements. SEs are entities that are created to accomplish a narrow and well-defined objective. CIBC is involved with various types of SEs for which the business activities include securitization of financial assets, asset-backed financings, and asset management.

We consolidate a SE when the substance of the relationship indicates that we control the SE.

Consolidated structured entities

We consolidate the following SEs:

Credit card securitization trust

We sell an ownership interest in a revolving pool of credit card receivables generated under certain credit card accounts to Cards II Trust (Cards II), which purchases a proportionate share of credit card receivables on certain credit card accounts, with the proceeds received from the issuance of notes. We consolidate this trust because we have the power to direct the relevant activities and have exposure to substantially all the variability of returns for the excess spread (the deferred purchase price) that we receive over time.

Our credit card securitizations are revolving securitizations, with credit card receivable balances fluctuating from month to month as credit card clients repay their balances and new receivables are generated.

The notes are presented as Secured borrowings within Deposits on the consolidated balance sheet.

As at October 31, 2021, $1.7 billion of credit card receivable assets with a fair value of $1.7 billion (2020: $1.7 billion with a fair value of $1.7 billion) supported associated funding liabilities of $1.7 billion with a fair value of $1.7 billion (2020: $1.7 billion with a fair value of $1.7 billion).

Covered bond guarantor

Under the Legislative Covered Bond Programme, we transfer a pool of conventional uninsured mortgages to the CIBC Covered Bond (Legislative) Guarantor Limited Partnership (the Guarantor LP). The Guarantor LP holds interest and title to these transferred mortgages and serves to guarantee payment of principal and interest to bondholders. The covered bond liabilities are on-balance sheet obligations that are fully collateralized by the mortgage assets over which bondholders enjoy a priority claim in the event of CIBC’s insolvency. We consolidate this entity because we have the ability to direct the relevant activities and retain substantially all of the variability of returns on the underlying mortgages.

As at October 31, 2021, our Legislative Covered Bond Programme had outstanding covered bond liabilities of $23.8 billion with a fair value of $24.0 billion (2020: $19.6 billion with a fair value of $19.7 billion).

CIBC-managed investment funds

We establish and manage investment funds such as mutual funds and pooled funds. We act as an investment manager and earn market-based management fees, and for certain pooled funds, performance fees which are generally based on the performance of the funds. Seed capital is provided from time to time to CIBC-managed investment funds for initial launch. We consolidate those investment funds in which we have power to direct the relevant activities of the funds and in which our seed capital, or our units held, are significant relative to the total variability of returns of the funds such that we are deemed to be a principal rather than an agent. As at October 31, 2021, the total assets and non-controlling interests in consolidated CIBC-managed investment funds were $50 million and $14 million, respectively (2020: $7 million and $3 million, respectively). Non-controlling interests in consolidated CIBC-managed investment funds are included in Other liabilities as the investment fund units are mandatorily redeemable at the option of the investor.

Community-based tax-advantaged investments

We sponsor certain SEs that invest in community development projects in the U.S. through the issuance of below-market loans that generate a return primarily through the realization of tax credits. As at October 31, 2021, the program had outstanding loans of $92 million (2020: $75 million). We consolidate these entities because we have the ability to direct the relevant activities and retain substantially all of the variability of returns on the underlying loans.

Non-consolidated structured entities

The following SEs are not consolidated by CIBC because we do not have control over these SEs:

Single-seller and multi-seller conduits

We manage and administer a single-seller conduit and several CIBC-sponsored multi-seller conduits in Canada. The multi-seller conduits acquire direct or indirect ownership or security interests in pools of financial assets from our clients and finance the acquisitions by issuing asset-backed commercial paper (ABCP) to investors. The single-seller conduit acquires financial assets and finances these acquisitions through a credit facility provided by a syndicate of financial institutions. The sellers to the conduits may continue to service the assets and may be exposed to credit losses realized on these assets, typically through the provision of over-collateralization or another form of credit enhancement. The conduits may also obtain credit enhancement from third-party providers. As at October 31, 2021, the total assets in the single-seller conduit and multi-seller conduits amounted to $0.6 billion and $7.6 billion, respectively (2020: $0.5 billion and $8.4 billion, respectively).

We generally provide the multi-seller conduits with commercial paper backstop liquidity facilities, securities distribution, and provide both the single and multi-seller conduits with accounting, cash management, and operations services. The liquidity facilities for the managed and administered multi-seller conduits require us to provide funding, subject to the satisfaction of certain conditions with respect to the conduits, for ABCP not placed with external investors. We also may purchase ABCP issued by the multi-seller conduits for market-making purposes.

We are required to maintain certain short-term and/or long-term debt ratings with respect to the liquidity facilities that we provide to the sponsored multi-seller conduits. If we are downgraded below the level specified under the terms of those facilities, we must provide alternative satisfactory liquidity arrangements, such as procuring an alternative liquidity provider that meets the minimum rating requirements.

 

 

 

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We may also act as the counterparty to derivative contracts entered into by a multi-seller conduit in order to convert the yield of the underlying assets to match the needs of the multi-seller conduit’s investors or to mitigate the interest rate, basis, and currency risk within the conduit.

All fees earned in respect of activities with the conduits are on a market basis.

Third-party structured vehicles

We have investments in and provide loans, liquidity and credit facilities to third-party SEs. We also have investments in limited partnerships in which we generally are a passive investor of the limited partnerships as a limited partner, and in some cases, we are the co-general partner and have significant influence over the limited partnerships. Similar to other limited partners, we are obligated to provide funding up to our commitment level to these limited partnerships.

Loan Warehouse Financing

We provide interim senior financing to third-party SEs for the purpose of future securitization. The SE is established by a third-party investor, who provides the initial investment into the SE (the equity investors). The senior financing enables the SE to purchase a loan portfolio at the direction of a collateral manager during the warehousing phase of the securitization. When the securitization transaction closes, the senior lenders are repaid by proceeds from the issuance of debt securities to investors.

Community Reinvestment Act investments

We hold debt and equity investments in limited liability entities to further our U.S. Community Reinvestment Act initiatives with a carrying value of $338 million (2020: $328 million). These entities invest in qualifying community development projects, including affordable housing projects that generate a return primarily by the realization of tax credits. Similar to other limited investors in these entities, we are obligated to provide funding up to our commitment level to these limited liability entities. As at October 31, 2021, the total assets of these limited liability entities were $5.9 billion (2020: $5.2 billion).

CIBC Capital Trust

We had issued senior deposit notes to CIBC Capital Trust, which funded the purchase of these notes through the issuance of CIBC Tier 1 Notes – Series B (Notes) that match the term of the senior deposit notes. The Notes were eligible for Tier 1 regulatory capital treatment and were subject to the phase-out rules for capital instruments that would be viewed as non-qualifying capital instruments.

On November 1, 2021, CIBC Capital Trust redeemed all $300 million of its 10.25% Notes. As a result of the redemption of the Notes by CIBC Capital Trust, CIBC redeemed the corresponding senior deposit notes issued by CIBC to CIBC Capital Trust on November 1, 2021.

See Note 17 for additional details.

CIBC-managed investment funds

As indicated above, we establish investment funds, including mutual funds and pooled funds, to provide clients with investment opportunities and we may receive management fees and performance fees. We may hold insignificant amounts of fund units in these CIBC-managed funds. We do not consolidate these funds if we do not have significant variability of returns from our interests in these funds such that we are deemed to be an agent through our capacity as the investment manager, rather than a principal. We do not guarantee the performance of CIBC-managed investment funds. As at October 31, 2021, the total AUM in the non-consolidated CIBC-managed investment funds amounted to $152.5 billion (2020: $125.2 billion).

CIBC structured collateralized debt obligation (CDO) vehicles

We hold exposures to structured CDO vehicles through investments in, or written credit derivatives referencing, these structured vehicles. The structured vehicles are funded through the issuance of senior and subordinated tranches. We may hold a portion of those senior and/or subordinated tranches.

We previously curtailed our business activity in structuring CDO vehicles within our structured credit run-off portfolio. Our exposures to CDO vehicles mainly arose through our previous involvement in acting as structuring and placement agent for the CDO vehicles. As at October 31, 2021, the assets in the CIBC structured CDO vehicles have a total principal amount of $181 million (2020: $214 million).

Our on-balance sheet amounts and maximum exposure to loss related to SEs that are not consolidated are set out in the table below. The maximum exposure comprises the carrying value of unhedged investments, the notional amounts for liquidity and credit facilities, and the notional amounts less accumulated fair value losses for unhedged written credit derivatives on SE reference assets. The impact of CVA is not considered in the table below.

 

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$ millions, as at October 31, 2021   Single-seller
and multi-seller
conduits
    Third-party
structured
vehicles
    

Loan
Warehouse
Financing

     Other (1)  

On-balance sheet assets at carrying value (2)

         

Securities

  $ 35     $ 1,621      $ –      $ 393  

Loans

    106       2,217        3,245        –  

Investments in equity-accounted associates and joint ventures

    –       –        –        1  
    $ 141     $ 3,838      $ 3,245      $ 394  

October 31, 2020

  $ 107     $ 3,165      $ 395      $ 343  

On-balance sheet liabilities at carrying value (2)

         

Deposits

  $ –     $ –      $ –      $ 300  

Derivatives (3)

    –       –        –        54  
    $ –     $ –      $ –      $ 354  

October 31, 2020

  $ –     $ –      $     –      $ 410  

Maximum exposure to loss, net of hedges

         

Investments and loans

  $ 141     $ 3,838      $ 3,245      $ 394  

Notional of written derivatives, less fair value losses

    –       –        –        33  

Liquidity, credit facilities and commitments

    7,539  (4)      2,016        921        129  

Less: hedges of investments, loans and written derivatives exposure

    –       –        –        (36 ) 
    $ 7,680     $ 5,854      $ 4,166      $ 520  

October 31, 2020

  $     8,497     $     5,682      $     758      $     492  

 

(1)

Includes Community Reinvestment Act-related investment vehicles, CIBC Capital Trust, CIBC-managed investment funds, CIBC structured CDO vehicles and third-party structured vehicles related to structured credit run-off.

(2)

Excludes SEs established by CMHC, Fannie Mae, Freddie Mac, Ginnie Mae, FHLB, Federal Farm Credit Bank, and Student Loan Marketing Association.

(3)

Comprises written credit default swaps (CDS) and total return swaps (TRS) under which we assume exposures. Excludes foreign exchange derivatives, interest rate derivatives and other derivatives provided as part of normal client facilitation.

(4)

Excludes an additional $3.0 billion (2020: $2.1 billion) relating to our backstop liquidity facilities provided to the multi-seller conduits as part of their commitment to fund purchases of additional assets. Also excludes $35 million (2020: $12 million) of our direct investments in the multi-seller conduits which we consider investment exposure.

We also hold investments in a variety of third-party investment funds, which include, but are not limited to, exchange-traded funds, mutual funds, and investment trusts. We buy and sell units of these investment funds as part of trading activities or client facilitation businesses that are managed as part of larger portfolios. We generally are a passive investor and are not the investment manager in any of these investment funds. We are not the sponsor of any third-party investment funds, nor do we have the power over key decision-making activities of the funds. Our maximum exposure to loss from our investments is limited to the carrying amounts of our investments and any unutilized commitment we have provided to these funds. In addition, we issue certain structured notes and enter into equity derivatives that are referenced to the return of certain investment funds. Accordingly, we do not include our interests in these third-party investment funds in the table above.

Derecognition of financial assets

We enter into transactions in the normal course of business in which we transfer recognized financial assets directly to third parties, but retain substantially all of the risks and rewards of those assets. The risks include credit, interest rate, foreign exchange, pre-payment and other price risks whereas the rewards include income streams associated with the assets. Due to the retention of risks, the transferred financial assets are not derecognized and such transfers are accounted for as secured borrowing transactions.

The majority of our financial assets transferred to non-consolidated entities that do not qualify for derecognition are: (i) residential mortgage loans under securitization transactions; (ii) securities held by counterparties as collateral under repurchase agreements; and (iii) securities lent under securities lending agreements.

Residential mortgage securitizations

We securitize fully insured fixed- and variable-rate residential mortgage pools through the creation of National Housing Act (NHA) MBS under the NHA MBS Program, sponsored by CMHC. Under the Canada Mortgage Bond Program, sponsored by CMHC, we sell MBS to a government-sponsored securitization trust that issues securities to investors. We do not consolidate the securitization trust. We may act as a counterparty in interest rate swap agreements where we pay the trust the interest due to investors and receive the interest on the MBS. We have also sold MBS directly to CMHC under the Government of Canada’s Insured Mortgage Purchase Program.

The sale of mortgage pools that comprise the NHA MBS does not qualify for derecognition as we retain pre-payment, credit, and interest rate risks associated with the mortgages, which represent substantially all the risks and rewards. As a result, the mortgages remain on our consolidated balance sheet and are carried at amortized cost. We also recognize the cash proceeds from the securitization as Deposits – Secured borrowings.

Securities held by counterparties as collateral under repurchase agreements

We enter into arrangements whereby we sell securities but enter into simultaneous arrangements to repurchase the securities at a fixed price on a future date thereby retaining substantially all the risks and rewards. As a result, the securities remain on our consolidated balance sheet.

Securities lent for cash collateral or for securities collateral

We enter into arrangements whereby we lend securities but with arrangements to receive the securities at a future date, thereby retaining substantially all the risks and rewards. As a result, the securities remain on our consolidated balance sheet.

The following table provides the carrying amount and fair value of transferred financial assets that did not qualify for derecognition and the associated financial liabilities:

 

$ millions, as at October 31            2021              2020  
      Carrying
amount
     Fair
value
     Carrying
amount
     Fair
value
 

Residential mortgage securitizations (1)

   $ 17,121      $ 17,023      $ 17,550      $ 17,726  

Securities held by counterparties as collateral under repurchase agreements (2)

     36,469        36,469        36,720        36,720  

Securities lent for cash collateral (2)

     1        1        13        13  

Securities lent for securities collateral (2)

     31,548        31,548        20,226        20,226  
     $ 85,139      $ 85,041      $ 74,509      $ 74,685  

Associated liabilities (3)

   $     85,061      $     85,122      $     75,853      $     76,080  

 

(1)

Consists mainly of Canadian residential mortgage loans transferred to Canada Housing Trust. Certain cash in transit balances related to the securitization process amounting to $792 million (2020: $1,148 million) have been applied to reduce these balances.

(2)

Does not include over-collateralization of assets pledged. Repurchase and securities lending arrangements are conducted with both CIBC-owned and third-party assets on a pooled basis. The carrying amounts represent an estimated allocation related to the transfer of our own financial assets.

(3)

Includes the obligation to return off-balance sheet securities collateral on securities lent and fair value hedge basis adjustments.

 

 

 

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Note  8   Property and equipment

 

 

$ millions, as at or for the year ended October 31    Right-of-
use assets (1)
    Land and
buildings
    Computer
equipment
    Office furniture,
equipment
and other (2)
     Leasehold
improvements (2)
    Total  

2021

  

Cost

             
  

Balance at beginning of year

   $ 1,790     $ 681     $ 1,109     $ 1,129      $ 1,178     $ 5,887  
  

Additions (3)

     607       33       65       –        167       872  
  

Disposals (4)

     (61 )      (3 )      (28 )      (131 )       (29 )      (252 ) 
    

Adjustments (5)

     (33 )      (8 )      (11 )      (16 )       (14 )      (82 ) 
    

Balance at end of year

   $     2,303     $     703     $     1,135     $     982      $     1,302     $     6,425  

2020

  

Balance at end of year

   $ 1,790     $ 681     $ 1,109     $ 1,129      $ 1,178     $ 5,887  

2021

  

Accumulated depreciation

             
  

Balance at beginning of year

   $ 316     $ 305     $ 869     $ 553      $ 847     $ 2,890  
  

Depreciation (4)

     301       15       102       48        64       530  
  

Disposals (4)

     (55 )      (4 )      (38 )      (120 )       (22 )      (239 ) 
    

Adjustments (5)

     (12 )      (3 )      (10 )      (9 )       (8 )      (42 ) 
    

Balance at end of year

   $ 550     $ 313     $ 923     $ 472      $ 881     $ 3,139  

2020

  

Balance at end of year

   $ 316     $ 305     $ 869     $ 553      $ 847     $ 2,890  
  

Net book value

             
  

As at October 31, 2021

   $ 1,753     $ 390     $ 212     $ 510      $ 421     $ 3,286  
    

As at October 31, 2020

   $ 1,474     $ 376     $ 240     $ 576      $ 331     $ 2,997  

 

(1)

Includes right-of-use assets with a net book value of $49 million as at November 1, 2019 that were rented out through operating sublease arrangements.

(2)

Includes $234 million (2020: $306 million) of work-in-progress not subject to depreciation.

(3)

Includes impact of lease modifications.

(4)

Includes write-offs for properties that were vacated in the fourth quarter of 2021, and write-offs of fully depreciated assets.

(5)

Includes foreign currency translation adjustments.

Cost of net additions and disposals during the year was: Canadian Personal and Business Banking net disposals of $70 million (2020: net additions of $860 million); Canadian Commercial Banking and Wealth Management net disposals of $5 million (2020: nil); U.S. Commercial Banking and Wealth Management net additions of $31 million (2020: net additions of $219 million); Capital Markets net additions of $20 million (2020: net additions of $166 million); and Corporate and Other net additions of $644 million (2020: net disposals of $17 million).

 

Note  9   Goodwill, software and other intangible assets

 

Goodwill

The carrying amount of goodwill is reviewed for impairment annually as at August 1 and whenever there are events or changes in circumstances which indicate that the carrying amount may not be recoverable. Goodwill is allocated to CGUs for the purposes of impairment testing based on the lowest level for which identifiable cash inflows are largely independent of cash inflows from other assets or groups of assets. The goodwill impairment test is performed by comparing the recoverable amount of the CGU to which goodwill has been allocated with the carrying amount of the CGU including goodwill, with any deficiency recognized as impairment to goodwill. The recoverable amount of a CGU is defined as the higher of its estimated fair value less cost to sell and value in use.

We have three significant CGUs to which goodwill has been allocated. The changes in the carrying amount of goodwill are allocated to each CGU as follows:

 

         CGUs        
$ millions, as at or for the year ended October 31   CIBC
FirstCaribbean
    Canadian
Wealth
Management
     U.S. Commercial
Banking and
Wealth
Management
    Other     Total  

2021

   Balance at beginning of year   $ 35     $ 884      $ 4,131     $ 203     $ 5,253  
  

Impairment

    –       –        –       –       –  
    

Foreign currency translation adjustments

    (3 )      –        (293 )      (3 )      (299 ) 
     Balance at end of year   $        32     $     884      $     3,838     $     200     $     4,954  

2020

   Balance at beginning of year   $ 278     $ 884      $ 4,084     $ 203     $ 5,449  
  

Impairment

    (248 )      –        –       –       (248 ) 
    

Foreign currency translation adjustments

    5       –        47       –       52  
     Balance at end of year   $ 35     $ 884      $ 4,131     $ 203     $ 5,253  

 

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Impairment testing of goodwill and key assumptions

CIBC FirstCaribbean

CIBC acquired a controlling interest in CIBC FirstCaribbean in December 2006 and now holds 91.7% of its shares. CIBC FirstCaribbean is a major Caribbean bank offering a full range of financial services in corporate and investment banking, retail and business banking, and wealth management. CIBC FirstCaribbean, which has assets of approximately US$13 billion, operates in the Caribbean and is traded on the stock exchanges of Barbados and Trinidad and Tobago. The results of CIBC FirstCaribbean, including goodwill impairment charges thereon, are included in Corporate and Other.

On November 8, 2019 and as discussed in Note 4, we announced that we had entered into a definitive agreement to sell 66.73% of CIBC FirstCaribbean’s outstanding shares to GNB. As a result of the valuation implied from the definitive agreement with GNB, we recognized a goodwill impairment charge of $135 million in the fourth quarter of 2019. Commencing in the first quarter of 2020, the assets and liabilities of CIBC FirstCaribbean were treated as held for sale, and measured at the lower of their aggregate carrying amount and fair value less costs to sell, on the basis that the transaction was highly probable to close in 2020, subject to regulatory approvals. In the second quarter of 2020, we recognized an additional goodwill impairment charge of $28 million based on the estimated impact of the COVID-19 pandemic on the recoverable value of the 24.9% interest in CIBC FirstCaribbean that we expected to retain.

As a result of the lengthy regulatory review process, the worsening impact of the COVID-19 pandemic on the Caribbean economy and our revised expectations regarding the likelihood and timing of closing of a potential transaction, we concluded in the fourth quarter of 2020 that held for sale accounting was no longer appropriate. As a result, we were required to assess the recoverable amount of the remaining goodwill based on current market conditions rather than the definitive agreement with GNB. This assessment reflected revised expectations concerning the impact of the COVID-19 pandemic and led to the recognition of an additional goodwill impairment charge of $220 million.

On February 3, 2021, we announced that the proposed sale of CIBC FirstCaribbean to GNB did not receive regulatory approval and that the transaction will not proceed.

In the fourth quarter of 2021, we performed our annual impairment test as at August 1, 2021. The recoverable amount of CIBC FirstCaribbean for 2021 is based on a value in use calculation that is estimated using a five-year cash flow projection approved by management of CIBC FirstCaribbean and an estimate of the capital required to be maintained in the region to support ongoing operations. We have determined that the estimated recoverable amount of the CIBC FirstCaribbean CGU was in excess of its carrying amount. As a result, no impairment charge was recognized during 2021.

U.S. Commercial Banking and Wealth Management

The recoverable amount of the U.S. Commercial Banking and Wealth Management CGU (including The PrivateBank and Geneva Advisors) is based on a value in use calculation. For our annual impairment test as at August 1, 2021, we reverted to using a five-year cash flow projection to estimate the value in use, as compared to the ten-year cash flow projection utilized in the prior year, to reflect the partial recovery to more normal levels of economic growth. The cash flows projections are based on the financial plans approved by management, and an estimate of the capital required to be maintained to support ongoing operations.

We have determined that for the impairment testing performed as at August 1, 2021, the estimated recoverable amount of the U.S. Commercial Banking and Wealth Management CGU was in excess of its carrying amount. As a result, no impairment charge was recognized during 2021.

A terminal growth rate of 4.3% as at August 1, 2021 (August 1, 2020: 4.0%) was applied to the years after the five-year forecast. All of the forecasted cash flows were discounted at an after-tax rate of 9.3% as at August 1, 2021 (10.9% pre-tax) which we believe to be a risk-adjusted discount rate appropriate to U.S. Commercial Banking and Wealth Management (we used an after-tax rate of 10.2% as at August 1, 2020). The determination of a discount rate and a terminal growth rate require the exercise of judgment. The discount rate was determined based on the following primary factors: (i) the risk-free rate; (ii) an equity risk premium; and (iii) beta adjustment to the equity risk premium based on a review of betas of comparable publicly traded financial institutions in the region. The terminal growth rate was based on management’s expectations of real growth and forecast inflation rates.

If alternative reasonably possible changes in key assumptions were applied, the result of the impairment test would not differ.

Estimation of the recoverable amount is an area of significant judgment. The recoverable amount is estimated using an internally developed model which requires the use of significant assumptions including forecasted earnings, a discount rate, a terminal growth rate and forecasted regulatory capital requirements. Reductions in the estimated recoverable amount could arise from various factors, such as reductions in forecasted cash flows, an increase in the assumed level of required capital, and any adverse changes to the discount rate or terminal growth rate either in isolation or in any combination thereof.

Canadian Wealth Management

The recoverable amount of the Canadian Wealth Management CGU is based on a fair value less cost to sell calculation. The fair value is estimated using an earnings-based approach whereby the forecasted earnings are based on the Wealth Management internal plan which was approved by management and covers a three-year period. The calculation incorporates the forecasted earnings multiplied by an earnings multiple derived from observable price-to-earnings multiples of comparable wealth management institutions. The price-to-earnings multiples of those comparable wealth management institutions ranged from 7.0 to 10.9 as at August 1, 2021 (August 1, 2020: 7.9 to 13.7).

We have determined that the estimated recoverable amount of the Wealth Management CGU was well in excess of its carrying amount as at August 1, 2021. As a result, no impairment charge was recognized during 2021.

If alternative reasonably possible changes in key assumptions were applied, the result of the impairment test would not differ.

Other

The goodwill relating to the Other CGUs is comprised of amounts which individually are not considered to be significant. We have determined that for the impairment testing performed as at August 1, 2021, the estimated recoverable amount of these CGUs was in excess of their carrying amounts.

Allocation to strategic business units

Goodwill of $4,954 million (2020: $5,253 million) is allocated to the SBUs as follows: Canadian Commercial Banking and Wealth Management of $954 million (2020: $954 million), Corporate and Other of $95 million (2020: $98 million), U.S. Commercial Banking and Wealth Management of $3,837 million (2020: $4,131 million), Capital Markets of $61 million (2020: $63 million), and Canadian Personal and Business Banking of $7 million (2020: $7 million).

 

 

 

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Table of Contents

Consolidated financial statements

 

Software and other intangible assets

The carrying amount of indefinite-lived intangible assets is provided in the following table:

 

$ millions, as at or for the year ended October 31    Contract
based (1)
     Brand name (2)      Total  

2021

   Balance at beginning of year    $ 116      $ 26      $ 142  
     Foreign currency translation adjustments      –        (2 )       (2 ) 
     Balance at end of year    $     116      $     24      $     140  

2020

   Balance at beginning of year    $ 116      $ 26      $ 142  
     Foreign currency translation adjustments      –        –        –  
     Balance at end of year    $ 116      $ 26      $ 142  

 

(1)

Represents management contracts purchased as part of past acquisitions.

(2)

Acquired as part of the CIBC FirstCaribbean acquisition.

The components of finite-lived software and other intangible assets are as follows:

 

$ millions, as at or for the year ended October 31    Software (1)     Core deposit
intangibles (2)
    Contract
based (3)
    Customer
relationships (4)
    Total  

2021

   Gross carrying amount           
  

Balance at beginning of year

   $ 3,508     $ 619     $ 22     $ 257     $ 4,406  
  

Additions

     592       –       –       –       592  
  

Disposals (5)

     (19 )      –       –       –       (19 ) 
    

Adjustments (6)

     (20 )      (44 )      (2 )      (18 )      (84 ) 
    

Balance at end of year

   $ 4,061     $ 575     $ 20     $ 239     $ 4,895  

2020

  

Balance at end of year

   $ 3,508     $ 619     $ 22     $ 257     $ 4,406  

2021

   Accumulated amortization           
  

Balance at beginning of year

   $ 1,983     $ 457     $ 12     $ 135     $ 2,587  
  

Amortization and impairment (5)

     408       51       3       25       487  
  

Disposals (5)

     (8 )      –       –       –       (8 ) 
    

Adjustments (6)

     (16 )      (33 )      (2 )      (9 )      (60 ) 
    

Balance at end of year

   $     2,367     $     475     $     13     $     151     $     3,006  

2020

  

Balance at end of year

   $ 1,983     $ 457     $ 12     $ 135     $ 2,587  
   Net book value           
  

As at October 31, 2021

   $ 1,694     $ 100     $ 7     $ 88     $ 1,889  
    

As at October 31, 2020

   $ 1,525     $ 162     $ 10     $ 122     $ 1,819  

 

(1)

Includes $659 million (2020: $620 million) of work-in-progress not subject to amortization.

(2)

Acquired as part of the acquisitions of CIBC FirstCaribbean and The PrivateBank.

(3)

Represents a combination of management contracts purchased as part of past acquisitions including The PrivateBank and Geneva Advisors in 2017, as well as Lowenhaupt Global Advisors, LLC (LGA) and Cleary Gull in 2019.

(4)

Represents customer relationships associated with past acquisitions including The PrivateBank and Geneva Advisors in 2017, and LGA in 2019.

(5)

Includes write-offs of fully amortized assets.

(6)

Includes foreign currency translation adjustments.

Net additions and disposals of gross carrying amount during the year were: Canadian Personal and Business Banking net disposals of $2 million (2020: net additions of $1 million); Canadian Commercial Banking and Wealth Management net disposals of nil (2020: net disposals of nil); U.S. Commercial Banking and Wealth Management net additions of $5 million (2020: net disposals of $8 million); Capital Markets net disposals of nil (2020: net disposals of nil); and Corporate and Other net additions of $570 million (2020: net additions of $459 million).

 

Note  10   Other assets

 

 

$ millions, as at October 31    2021      2020  

Accrued interest receivable

   $ 1,271      $ 1,317  

Defined benefit asset (Note 19)

     1,372        247  

Precious metals (1)

     3,005        2,731  

Brokers’ client accounts

     12,273        9,153  

Current tax receivable

     1,676        2,201  

Other prepayments

     582        557  

Derivative collateral receivable

     6,599        4,950  

Accounts receivable

     859        519  

Other (2)

     1,588        1,533  
     $     29,225      $     23,208  

 

(1)

Includes gold and silver bullion that are measured at fair value using unadjusted market prices quoted in active markets.

(2)

Includes investments in subleases of $664 million as at October 31, 2021 (2020: $749 million), related to certain subleases we have re-assessed as finance subleases as part of the adoption of IFRS 16. For the year ended October 31, 2021, finance income related to our investment in sublease was $47 million (2020: $53 million). Future lease payments receivable are $472 million over the next five years, and $683 million thereafter until expiry of the subleases.

 

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Table of Contents

Consolidated financial statements

 

Note  11   Deposits(1)(2)

 

 

$ millions, as at October 31    Payable on
demand
 (3)
     Payable after
notice
 (4)
     Payable on a
fixed date
 (5)(6)
    

2021

Total

    

2020

Total

 

Personal

   $ 16,339      $ 146,017      $ 51,576      $ 213,932      $ 202,152  

Business and government (7)(8)

     100,719        86,394        157,275        344,388        311,426  

Bank

     10,334        161        9,751        20,246        17,011  

Secured borrowings (9)

     –        –        42,592        42,592        40,151  
     $     127,392      $     232,572      $     261,194      $     621,158      $     570,740  

Comprises:

              

Held at amortized cost

            $ 602,628      $ 557,321  

Designated at fair value

                                18,530        13,419  
                                $ 621,158      $ 570,740  

Total deposits include (10):

              

Non-interest-bearing deposits

              

Canada

            $ 93,850      $ 71,122  

U.S.

              16,522        13,833  

Other international

              5,601        5,798  

Interest-bearing deposits

              

Canada

              406,642        389,439  

U.S.

              70,312        66,399  

Other international

                                28,231        24,149  
                                $ 621,158      $ 570,740  

 

(1)

Includes deposits of $215.4 billion (2020: $185.2 billion) denominated in U.S. dollars and deposits of $37.1 billion (2020: $30.2 billion) denominated in other foreign currencies.

(2)

Net of purchased notes of $2.2 million (2020: $3.1 billion).

(3)

Includes all deposits for which we do not have the right to require notice of withdrawal. These deposits are generally chequing accounts.

(4)

Includes all deposits for which we can legally require notice of withdrawal. These deposits are generally savings accounts.

(5)

Includes all deposits that mature on a specified date. These deposits are generally term deposits, guaranteed investment certificates, and similar instruments.

(6)

Includes $32.6 billion (2020: $19.9 billion) of deposits which are subject to the bank recapitalization (bail-in) conversion regulations issued by the Department of Finance Canada. These regulations provide certain statutory powers to the Canada Deposit Insurance Corporation (CDIC), including the ability to convert specified eligible shares and liabilities of CIBC into common shares in the event that CIBC is determined to be non-viable.

(7)

Includes $300 million (2020: $303 million) of Notes issued to CIBC Capital Trust. These Notes were redeemed on November 1, 2021. For additional information, see Note 17.

(8)

Includes $8.8 billion (2020: $9.1 billion) of structured note liabilities that were sold upon issuance to third-party financial intermediaries, who may resell the notes to retail investors in foreign jurisdictions.

(9)

Comprises liabilities issued by or as a result of activities associated with the securitization of residential mortgages, Covered Bond Programme, and consolidated securitization vehicles.

(10)

Classification is based on geographical location of the CIBC office.

 

Note  12   Other liabilities

 

 

$ millions, as at October 31    2021      2020  

Accrued interest payable

   $ 781      $ 1,200  

Defined benefit liability (Note 19)

     602        676  

Gold and silver certificates

     113        133  

Brokers’ client accounts

     5,809        5,303  

Derivative collateral payable

     6,662        4,772  

Negotiable instruments

     1,149        1,110  

Accrued employee compensation and benefits

     2,961        2,174  

Accounts payable and accrued expenses

     2,259        2,153  

Other (1)

     4,587        4,613  
     $     24,923      $     22,134  

 

(1)

Includes the carrying value of our lease liabilities, which was $2,134 million as at October 31, 2021 (2020: $1,866 million). The undiscounted cash flows related to the contractual maturity of our lease liabilities is $363 million for the period less than 1 year, $1,074 million between years 1-5, and $1,107 million thereafter until expiry of the leases. During the year ended October 31, 2021, interest expense on lease liabilities was $51 million (2020: $60 million).

 

Note  13   Derivative instruments

 

As described in Note 1, in the normal course of business, we use various derivative instruments for both trading and ALM purposes. These derivatives limit, modify or give rise to varying degrees and types of risk.

 

$ millions, as at October 31      2021              2020  
      Assets      Liabilities      Assets      Liabilities  

Trading (Note 3)

   $ 34,647      $ 30,040      $ 31,356      $ 29,392  

ALM (Note 3) (1)

     1,265        2,061        1,374        1,116  
     $     35,912      $     32,101      $     32,730      $     30,508  

 

(1)

Comprised of derivatives that qualify for hedge accounting under IAS 39 and derivatives used for economic hedges.

 

 

 

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Table of Contents

Consolidated financial statements

 

Derivatives used by CIBC

The majority of our derivative contracts are OTC transactions, which consist of: (i) contracts that are bilaterally negotiated and settled between CIBC and the counterparty to the contract; and (ii) contracts that are bilaterally negotiated and then cleared through a central counterparty (CCP). Bilaterally negotiated and settled contracts are usually traded under a standardized International Swaps and Derivatives Association (ISDA) agreement with collateral posting arrangements between CIBC and its counterparties. Terms are negotiated directly with counterparties and the contracts have industry-standard settlement mechanisms prescribed by ISDA. Centrally cleared contracts are generally bilaterally negotiated and then novated to, and cleared through, a CCP. The industry promotes the use of CCPs to clear OTC trades. The central clearing of derivative contracts generally facilitates the reduction of credit exposures due to the ability to net settle offsetting positions. Consequently, derivative contracts cleared through CCPs generally attract less capital relative to those settled with non-CCPs.

The remainder of our derivative contracts are exchange-traded derivatives, which are standardized in terms of their amounts and settlement dates, and are bought and sold on organized and regulated exchanges. These exchange-traded derivative contracts consist primarily of options and futures.

Interest rate derivatives

Forward rate agreements are OTC contracts that effectively fix a future interest rate for a period of time. A typical forward rate agreement provides that at a pre-determined future date, a cash settlement will be made between the counterparties based upon the difference between a contracted rate and a market rate to be determined in the future, calculated on a specified notional principal amount. No exchange of principal amount takes place. Certain forward rate agreements are bilaterally transacted and then novated and settled through a clearing house which acts as a CCP.

Interest rate swaps are OTC contracts in which two counterparties agree to exchange cash flows over a period of time based on rates applied to a specified notional principal amount. A typical interest rate swap would require one counterparty to pay a fixed market interest rate in exchange for a variable market interest rate determined from time to time, with both calculated on a specified notional principal amount. No exchange of principal amount takes place. Certain interest rate swaps are bilaterally transacted and then novated and settled through a clearing house which acts as a CCP.

Interest rate options are contracts in which one party (the purchaser of an option) acquires from another party (the writer of an option), in exchange for a premium, the right, but not the obligation, to either buy or sell, on a specified future date or within a specified time, a specified financial instrument at a contracted price. The underlying financial instrument has a market price which varies in response to changes in interest rates. Options are transacted in both OTC and exchange-traded markets.

Interest rate futures are standardized contracts transacted on an exchange. They are based upon an agreement to buy or sell a specified quantity of a financial instrument on a specified future date, at a contracted price. These contracts differ from forward rate agreements in that they are in standard amounts with standard settlement dates and are transacted through an exchange.

Foreign exchange derivatives

Foreign exchange forwards are OTC contracts in which one counterparty contracts with another to exchange a specified amount of one currency for a specified amount of a second currency, at a future date or range of dates.

Foreign exchange futures contracts are similar in mechanics to foreign exchange forward contracts except that they are in standard currency amounts with standard settlement dates and are transacted through an exchange.

Foreign exchange swap contracts comprise foreign exchange swaps and cross-currency interest rate swaps. Foreign exchange swaps are transactions in which a currency is simultaneously purchased in the spot market and sold for a different currency in the forward market, or vice versa. Cross-currency interest rate swaps are transactions in which counterparties exchange principal and interest flows in different currencies over a period of time. These contracts are used to manage both currency and interest rate exposures.

Credit derivatives

Credit derivatives are OTC contracts designed to transfer the credit risk in an underlying financial instrument (usually termed as a reference asset) from one counterparty to another. The most common credit derivatives are CDS and certain TRS.

CDS contracts provide protection against the decline in value of a reference asset as a result of specified credit events such as default or bankruptcy. These derivatives are similar in structure to an option whereby the purchaser pays a premium to the seller of the CDS contract in return for payment contingent on the occurrence of a credit event. The protection purchaser has recourse to the protection seller for the difference between the face value of the CDS contract and the fair value of the reference asset at the time of settlement. Neither the purchaser nor the seller under the CDS contract has recourse to the entity that issued the reference asset. Certain CDS contracts are cleared through a CCP.

In credit derivative TRS contracts, one counterparty agrees to pay or receive cash amounts based on the returns of a reference asset, including interest earned on these assets in exchange for amounts that are based on prevailing market funding rates. These cash settlements are made regardless of whether there is a credit event. Upon the occurrence of a credit event, the parties may either exchange cash payments according to the value of the defaulted assets or exchange cash based on the notional amount for physical delivery of the defaulted assets.

Equity derivatives

Equity swaps are OTC contracts in which one counterparty agrees to pay, or receive from the other, cash amounts based on changes in the value of a stock index, a basket of stocks or a single stock in exchange for amounts that are based either on prevailing market funding rates or changes in the value of a different stock index, basket of stocks or a single stock. These contracts generally include payments in respect of dividends.

Equity options give the purchaser of the option, for a premium, the right, but not the obligation, to buy from or sell to the writer of an option, an underlying stock index, basket of stocks, or a single stock at a contracted price. Options are transacted in both OTC and exchange markets.

Equity index futures are standardized contracts transacted on an exchange. They are based on an agreement to pay or receive a cash amount based on the difference between the contracted price level of an underlying stock index and its corresponding market price level at a specified future date. There is generally no actual delivery of stocks that comprise the underlying index. These contracts are in standard amounts with standard settlement dates.

Precious metal and other commodity derivatives

We also transact in other derivative products, including commodity forwards, futures, swaps and options, such as precious metal and energy-related products in both OTC and exchange markets.

 

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Table of Contents

Consolidated financial statements

 

Notional amounts

The notional amounts are not recorded as assets or liabilities, as they represent the face amount of the contract to which a rate or price is applied to determine the amount of cash flows to be exchanged. In most cases, notional amounts do not represent the potential gain or loss associated with market or credit risk of such instruments.

The following table presents the notional amounts of derivative instruments:

 

$ millions, as at October 31                                      2021            2020  
    Residual term to contractual maturity                                
    

Less

than

1 year

   

1 to

5 years

   

Over

5 years

   

Total

notional
amounts

    Trading     ALM     Trading     ALM  

Interest rate derivatives

               

Over-the-counter

               

Forward rate agreements

  $ 9,679     $ 3,081     $ –     $ 12,760     $ 7,149     $ 5,611     $ 10,593     $ 3,026  

Centrally cleared forward rate agreements

    87,710       12,488       –       100,198       100,198       –       149,428       –  

Swap contracts

    46,976       132,683       87,201       266,860       243,655       23,205       264,184       29,852  

Centrally cleared swap contracts

    1,064,805       1,752,039       642,217       3,459,061       2,998,139       460,922       2,840,793       445,189  

Purchased options

    5,794       6,429       1,440       13,663       13,319       344       9,188       1,754  

Written options

    7,384       5,573       1,216       14,173       13,912       261       9,370       766  
      1,222,348       1,912,293       732,074       3,866,715       3,376,372       490,343       3,283,556       480,587  

Exchange-traded

               

Futures contracts

    134,137       30,507       –       164,644       164,644       –       269,670       –  

Purchased options

    5,251       –       –       5,251       5,251       –       3,060       –  

Written options

    10,251       –       –       10,251       10,251       –       5,060       –  
      149,639       30,507       –       180,146       180,146       –       277,790       –  

Total interest rate derivatives

    1,371,987       1,942,800       732,074       4,046,861       3,556,518       490,343       3,561,346       480,587  

Foreign exchange derivatives

               

Over-the-counter

               

Forward contracts

    695,383       19,864       1,318       716,565       709,628       6,937       1,071,423       8,751  

Swap contracts

    128,433       260,439       155,259       544,131       491,884       52,247       486,689       42,326  

Purchased options

    18,224       1,685       22       19,931       19,843       88       19,008       –  

Written options

    20,529       2,090       7       22,626       21,887       739       22,229       454  
      862,569       284,078       156,606       1,303,253       1,243,242       60,011       1,599,349       51,531  

Exchange-traded

               

Futures contracts

    6       –       –       6       6       –       3       –  

Total foreign exchange derivatives

    862,575       284,078       156,606       1,303,259       1,243,248       60,011       1,599,352       51,531  

Credit derivatives

               

Over-the-counter

               

Credit default swap contracts – protection purchased

    1,102       574       561       2,237       2,210       27       1,907       29  

Centrally cleared credit default swap contracts – protection purchased

    97       561       989       1,647       1,524       123       2,424       160  

Credit default swap contracts – protection sold

    874       334       96       1,304       1,304       –       614       9  

Centrally cleared credit default swap contracts – protection sold

    –       68       309       377       377       –       1,309       –  

Total credit derivatives

    2,073       1,537       1,955       5,565       5,415       150       6,254       198  

Equity derivatives

               

Over-the-counter

    59,281       25,562       600       85,443       83,612       1,831       86,865       4,914  

Exchange-traded

    75,276       18,097       191       93,564       93,564       –       89,824       –  

Total equity derivatives

    134,557       43,659       791       179,007       177,176       1,831       176,689       4,914  

Precious metal derivatives

               

Over-the-counter

    6,678       140       –       6,818       6,818       –       9,681       –  

Exchange-traded

    406       4       –       410       410       –       524       –  

Total precious metal derivatives

    7,084       144       –       7,228       7,228       –       10,205       –  

Other commodity derivatives

               

Over-the-counter

    17,510       23,142       558       41,210       41,210       –       34,142       8  

Centrally cleared commodity derivatives

    119       –       –       119       119       –       55       –  

Exchange-traded

    21,810       12,151       412       34,373       34,373       –       18,700       –  

Total other commodity derivatives

    39,439       35,293       970       75,702       75,702       –       52,897       8  

Total notional amount of which:

  $     2,417,715     $     2,307,511     $     892,396     $     5,617,622     $     5,065,287     $     552,335     $     5,406,743     $     537,238  

Over-the-counter (1)

    2,170,578       2,246,752       891,793       5,309,123       4,756,788       552,335       5,019,902       537,238  

Exchange-traded

    247,137       60,759       603       308,499       308,499       –       386,841       –  

 

(1)

For OTC derivatives that are not centrally cleared, $1,622.2 billion (2020: $1,984.6 billion) are with counterparties that have two-way collateral posting arrangements, $37.1 billion (2020: $44.9 billion) are with counterparties that have one-way collateral posting arrangements, and $88.4 billion (2020: $88.3 billion) are with counterparties that have no collateral posting arrangements. Counterparties with whom we have more than insignificant OTC derivative portfolios and one-way collateral posting arrangements are either sovereign entities or supra national financial institutions.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

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Table of Contents

Consolidated financial statements

 

Risk

In the following sections, we discuss the risks related to the use of derivatives and how we manage these risks.

Market risk

Derivatives are financial instruments where valuation is linked to changes in interest rates, foreign exchange rates, equity, commodity, credit prices or indices. Changes in value as a result of the aforementioned risk factors are referred to as market risk.

Market risk arising from derivative trading activities is managed in order to mitigate risk in line with CIBC’s risk appetite. To manage market risk, we set market risk limits and may enter into hedging transactions.

Credit risk

Credit risk arises from the potential for a counterparty to default on its contractual obligations and the possibility that prevailing market conditions are such that a loss would occur in replacing the defaulted transaction.

We limit the credit risk of OTC derivatives through the use of ISDA master netting agreements, collateral, CCPs and other credit mitigation techniques. We clear eligible derivatives through CCPs in accordance with various global initiatives. Where feasible, we novate existing bilaterally negotiated and settled derivatives to a CCP in an effort to reduce CIBC’s credit risk exposure. We establish counterparty credit limits and limits for CCP exposures based on a counterparty’s creditworthiness and the type of trading relationship with each counterparty (underlying agreements, business volumes, product types, tenors, etc.).

We negotiate netting agreements to contain the build-up of credit exposure resulting from multiple transactions with more active counterparties. Such agreements provide for the simultaneous close-out and netting of all transactions with a counterparty, in the case of a counterparty default. A number of these agreements incorporate a Credit Support Annex, which is a bilateral security agreement that, among other things, provides for the exchange of collateral between parties in the event that one party’s exposure to the other exceeds agreed upon thresholds.

Credit risk on exchange-traded futures and options is limited, as these transactions are standardized contracts executed on established exchanges, whose CCPs assume the obligations of both counterparties. Similarly, swaps that are centrally cleared represent limited credit risk because these transactions are novated to the CCP, which assumes the obligations of the original bilateral counterparty. All exchange-traded and centrally cleared contracts are subject to initial margin and daily settlement of variation margins, designed to protect participants from losses incurred from a counterparty default.

A CVA is determined using the fair value based exposure we have on derivative contracts. We believe that we have made appropriate fair value adjustments to date. The establishment of fair value adjustments involves estimates that are based on accounting processes and judgments by management. We evaluate the adequacy of the fair value adjustments on an ongoing basis. Market and economic conditions relating to derivative counterparties may change in the future, which could result in significant future losses.

The following table summarizes our credit exposure arising from derivatives, which includes the current replacement cost, credit equivalent amount and risk-weighted amount.

In the second quarter of 2020, we adopted the Internal Model Method (IMM) for the determination of the EAD amount for most of our derivatives portfolios. The EAD amount is based on effective expected positive exposure (EEPE) which computes, through simulation, the expected exposures with consideration to the expected movements in underlying risk factor and netting/collateral agreements. It is calculated as EEPE multiplied by the prescribed alpha factor of 1.4 and is reduced by CVA losses. The EAD amount is then multiplied by counterparty risk variables to arrive at the risk-weighted amount. The risk-weighted amount is used in determining the regulatory capital requirements for derivatives.

From the first quarter of 2019 to the second quarter of 2020, the Standardized Approach for Counterparty Credit Risk (SA-CCR) was used in calculating the replacement cost, EAD amount and risk-weighted assets. The current replacement cost was the estimated cost to replace all contracts that have a positive market value, representing an unrealized gain to us. The replacement cost of an instrument was dependent upon its terms relative to prevailing market prices. Replacement cost included the impact of certain collateral amounts and the impact of master netting agreements. The EAD amount was calculated as the sum of replacement cost and the potential future exposure, multiplied by an alpha of 1.4, and was reduced by CVA losses. The potential future exposure was an estimate of the amount by which the current replacement cost could increase over the remaining term of each transaction, based on a formula prescribed by OSFI. Similar to IMM, the EAD amount was then multiplied by counterparty risk variables to arrive at the risk-weighted amount.

 

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Consolidated financial statements

 

$ millions, as at October 31            2021                                 2020 (1)  
    Current replacement cost (2)     Credit
equivalent

amount  (3)
    Risk-
weighted

amount
    Current replacement cost (2)     Credit
equivalent
amount (3)
    Risk-
weighted
amount
 
     Trading     ALM     Total     Trading     ALM     Total  

Interest rate derivatives

                   

Over-the-counter

                   

Forward rate agreements

  $ –     $ 4     $ 4     $ 35     $ 31     $ –     $ 16     $ 16     $ 135     $ 12  

Swap contracts

    2,116       141       2,257       4,182       1,360           3,974           237           4,211           6,744           2,705  

Purchased options

    14       2       16       26       14       17       6       23       35       26  

Written options

    4       –       4       8       4       9       –       9       5       2  
      2,134       147       2,281       4,251       1,409       4,000       259       4,259       6,919       2,745  

Exchange-traded

    3       –       3       332       10       –       –       –       309       9  
      2,137       147       2,284       4,583       1,419       4,000       259       4,259       7,228       2,754  

Foreign exchange derivatives

                   

Over-the-counter

                   

Forward contracts

    943       196       1,139       4,027       1,335       851       364       1,215       4,974       1,423  

Swap contracts

    452       389       841       2,684       751       358       481       839       2,324       700  

Purchased options

    144       14       158       156       54       116       1       117       182       65  

Written options

    40       –       40       50       19       47       –       47       44       20  
      1,579       599       2,178       6,917       2,159       1,372       846       2,218       7,524       2,208  

Credit derivatives

                   

Over-the-counter

                   

Credit default swap contracts

                   

– protection purchased

    3       1       4       105       16       7       9       16       144       21  

– protection sold

    1       –       1       18       7       10       –       10       13       6  
      4       1       5       123       23       17       9       26       157       27  

Equity derivatives

                   

Over-the-counter

    254       79       333       3,910       935       275       55       330       3,100       658  

Exchange-traded

    1,310       –       1,310       6,298       195       579       –       579       3,929       120  
      1,564       79       1,643       10,208       1,130       854       55       909       7,029       778  

Precious metal derivatives

                   

Over-the-counter

    41       2       43       128       88       58       –       58       136       55  

Exchange-traded

    –       –       –       53       2       –       –       –       20       1  
      41       2       43       181       90       58       –       58       156       56  

Other commodity derivatives

                   

Over-the-counter

    4,106       2       4,108       6,246       1,788       1,293       25       1,318       2,365       866  

Exchange-traded

    17       –       17       2,506       100       3       –       3       1,291       52  
      4,123       2       4,125       8,752       1,888       1,296       25       1,321       3,656       918  

RWA related to non-trade exposures to central counterparties

                                    306                                       213  

RWA related to CVA charge

                                    7,174                                       7,202  

Total derivatives

  $     9,448     $     830     $     10,278     $     30,764     $     14,189     $ 7,597     $ 1,194     $ 8,791     $ 25,750     $ 14,156  

 

(1)

Effective in the second quarter of 2020, we adopted the IMM approach for CCR for qualifying derivative transactions which impacted the calculation of EAD and risk-weighted assets (RWA). Some derivatives are not eligible for IMM and remain under SA-CCR.

(2)

Current replacement cost reflects the current mark-to-market (MTM) value of derivatives offset by eligible financial collateral, where present.

(3)

Under IMM, EEPE is used, which computes, through simulation, the expected exposures with consideration to the expected movements in underlying risk factor and netting/collateral agreements. The EAD is calculated as EEPE multiplied by the prescribed alpha factor of 1.4. The EAD under SA-CCR is calculated as the sum of replacement cost and potential future exposure, multiplied by the prescribed alpha factor of 1.4.

The following table presents the current replacement cost of derivatives by geographic region based on the location of the derivative counterparty:

 

$ millions, as at October 31                            2021                              2020  
      Canada      U.S.      Other
countries
     Total      Canada      U.S.      Other
countries
     Total  

Derivative instruments

                       

By counterparty type

                       

Financial institutions

   $ 558      $ 1,693      $ 1,130      $ 3,381      $ 921      $ 949      $ 1,156      $ 3,026  

Governments

     641        1        17        659        982        –        4        986  

Corporate

     1,824        3,445        969        6,238        1,823        1,774        1,182        4,779  

Total derivative instruments

   $     3,023      $     5,139      $     2,116      $     10,278      $     3,726      $     2,723      $     2,342      $     8,791  

 

 

 

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Note 14   Designated accounting hedges

 

Hedge accounting

We apply hedge accounting as part of managing the market risk of certain non-trading portfolios arising from changes due to interest rates, foreign exchange rates, and equity market prices. See the shaded sections in “Non-trading activities” in the MD&A for further information on our risk management strategy for these risks. See Note 13 for further information on the derivatives used by CIBC.

Interest rate risk

The majority of our derivative contracts used to hedge certain exposures to benchmark interest rate risk are interest rate swaps. For fair value hedges, we convert our fixed interest rate exposures from the hedged financial instruments to floating interest rate exposures. For cash flow hedges, we convert certain exposures to cash flow variability from our variable rate instruments to fixed interest rate exposures.

Foreign currency risk

For our fair value hedges, we mainly use various combinations of cross-currency interest rate swaps and interest rate swaps to hedge our exposures to foreign currency risk together with interest rate risk, converting our fixed foreign currency rate exposures to floating functional currency rate exposures.

For our cash flow hedges, the majority of our derivative contracts are used to hedge our exposures to cash flow variability arising from fluctuations in foreign exchange rates, and mainly consist of cross-currency interest rate swaps.

For NIFO hedges, we use a combination of foreign denominated deposit liabilities and foreign exchange forwards to manage our foreign currency exposure of our NIFOs with a functional currency other than the Canadian dollar.

Equity price risk

We use cash-settled total return swaps in designated cash flow hedge relationships to hedge changes in CIBC’s share price in respect of certain cash-settled share-based compensation awards. Note 18 provides details on our cash-settled share-based compensation plans.

For the hedge relationships described above, hedge effectiveness is assessed at the inception of the hedge relationship and on an ongoing basis, primarily using the dollar offset method. The sources of hedge ineffectiveness are mainly attributed to the following:

•  

Utilization of hedging instruments that have a non-zero fair value at the inception of the hedge relationship;

•  

Differences in fixed rates, when contractual coupons of the fixed rate hedged items are designated;

•  

Differences in the discounting factors between the hedged item and the hedging instruments arising from different rate reset frequencies and timing of cash flows; and

•  

Differences in the discount curves to determine the basis adjustments of the hedged items and the fair value of the hedging derivatives, including from the application of OIS and CVA to the valuation of derivatives when they are applicable.

 

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Consolidated financial statements

 

Designated hedging instruments

The following table provides a summary of financial instruments designated as hedging instruments:

 

   

Notional
amount of

the hedging
instrument (1)(2)

     Maturity range     Fair value of the
hedging derivatives
   

Gains (losses) on
changes in fair value

used for calculating
hedge ineffectiveness

 
$ millions, as at October 31    Less than
1 year
   

1-5

years

    Over 5
years
    Assets     Liabilities  

2021

  

Cash flow hedges

              
  

Foreign exchange risk

              
  

Cross-currency interest rate swaps

  $ 13,002      $ 6,605     $ 6,397     $ –     $ 165     $ 191     $ (55 ) 
  

Interest rate risk

              
  

Interest rate swaps

    12,073        4,846       7,227       –       –       –       (223 ) 
  

Equity share price risk

              
    

Equity swaps

    1,679        964       715       –       44       1       529  
         $ 26,754      $ 12,415     $ 14,339     $ –     $ 209     $ 192     $ 251  
  

NIFO hedges

              
  

Foreign exchange risk

              
  

Foreign exchange forwards

  $ 226      $ 226     $ –     $ –     $ 1     $ 1     $ 14  
    

Deposits (3)

    24,116        24,116       –       –       n/a       n/a       1,534  
         $ 24,342      $ 24,342     $ –     $ –     $ 1     $ 1     $ 1,548  
  

Fair value hedges

              
  

Interest rate risk

              
  

Interest rate swaps

  $ 190,769      $ 72,010     $ 99,532     $ 19,227     $ 152     $ 162     $ 1,018  
  

Foreign exchange / interest rate risk

              
  

Cross-currency interest rate swaps

    38,213        7,804       23,483       6,926       478       1,391       48  
    

Interest rate swaps

    20,907        4,113       13,692       3,102       –       –       (260 ) 
         $ 249,889      $ 83,927     $ 136,707     $ 29,255     $ 630     $ 1,553     $ 806  
         $ 300,985      $ 120,684     $ 151,046     $ 29,255     $ 840     $     1,746     $     2,605  

2020

  

Cash flow hedges

              
  

Foreign exchange risk

              
  

Cross-currency interest rate swaps

  $ 7,329      $ 3,692     $ 3,637     $ –     $ 134     $ 161     $ 43  
  

Interest rate risk

              
  

Interest rate swaps

    15,104        6,085       9,019       –       13       –       320  
  

Equity share price risk

              
    

Equity swaps

    1,171        1,012       159       –       5       23       (131 ) 
         $ 23,604      $ 10,789     $ 12,815     $ –     $ 152     $ 184     $     232  
  

NIFO hedges

              
  

Foreign exchange risk

              
  

Foreign exchange forwards

  $ 247      $ 247     $ –     $ –     $ –     $ –     $ (2 ) 
    

Deposits (3)

    20,409        20,409       –       –       n/a       n/a       (154 ) 
         $ 20,656      $ 20,656     $ –     $ –     $ –     $ –     $ (156 ) 
  

Fair value hedges

              
  

Interest rate risk

              
  

Interest rate swaps

  $ 205,518      $ 61,911     $ 126,570     $ 17,037     $ 170     $ 194     $ (815 ) 
  

Foreign exchange / interest rate risk

              
  

Cross-currency interest rate swaps

    34,329        2,185       26,689       5,455       795       486       (26 ) 
    

Interest rate swaps

    17,025        –       14,311       2,714       –       5       66  
         $ 256,872      $ 64,096     $ 167,570     $ 25,206     $ 965     $ 685     $ (775 ) 
         $     301,132      $       95,541     $     180,385     $     25,206     $     1,117     $     869     $ (699 ) 

 

(1)

For some hedge relationships, we apply a combination of derivatives to hedge the underlying exposures; therefore, the notional amounts of the derivatives generally exceed the carrying amount of the hedged items.

(2)

As at October 31, 2021, the notional amount of our derivatives in designated hedge accounting relationships that were indexed to U.S. LIBOR with a maturity date beyond June 30, 2023, and CHF LIBOR and GBP LIBOR with a maturity date beyond December 31, 2021, was $39 billion and $9 billion, respectively. See “Interest Rate Benchmark Reform” in Note 1 for details.

(3)

Notional amount represents the principal amount of deposits as at October 31, 2021 and October 31, 2020.

n/a

Not applicable.

 

 

 

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The following table provides the average rate or price of the hedging derivatives:

 

As at October 31         Average
exchange rate (1)
          Average fixed
interest rate (1)
           Average
share price
 

2021

  

Cash flow hedges

               
  

Foreign exchange risk

               
  

Cross-currency interest rate swaps

   AUD – CAD     0.94          n/a           n/a  
      GBP – CAD     1.72             
  

Interest rate risk

               
  

Interest rate swaps

       n/a      CAD     1.57  %          n/a  
          n/a      USD     0.77  %          n/a  
  

Equity share price risk

               
    

Equity swaps

         n/a            n/a           $ 118.17  
  

NIFO hedges

               
  

Foreign exchange risk

               
  

Foreign exchange forwards

   AUD – CAD     0.92          n/a           n/a  
          HKD – CAD     0.16            n/a             n/a  
  

Fair value hedges

               
  

Interest rate risk

               
  

Interest rate swaps

       n/a      CAD     1.37  %          n/a  
  

Foreign exchange / interest rate risk

               
  

Cross-currency interest rate swaps

   EUR – CAD     1.50          0.08  %          n/a  
      GBP – CAD     1.66          1.31  %          n/a  
      USD – CAD     1.27          1.29  %          n/a  
  

Interest rate swaps

       n/a      CHF     (0.02 )%          n/a  
          n/a      EUR     (0.39 )%          n/a  
                n/a      GBP     0.71  %            n/a  

2020

  

Cash flow hedges

               
  

Foreign exchange risk

               
  

Cross-currency interest rate swaps

   AUD – CAD     0.97          n/a           n/a  
      EUR – CAD     1.51          n/a           n/a  
      GBP – CAD     1.68             
  

Interest rate risk

               
  

Interest rate swaps

       n/a      CAD     1.60  %          n/a  
          n/a      USD     1.65  %          n/a  
  

Equity share price risk

               
    

Equity swaps

         n/a            n/a           $     105.11  
  

NIFO hedges

               
  

Foreign exchange risk

               
  

Foreign exchange forwards

   AUD – CAD     0.93          n/a           n/a  
          HKD – CAD     0.17            n/a             n/a  
  

Fair value hedges

               
  

Interest rate risk

               
  

Interest rate swaps

       n/a      CAD     1.52  %          n/a  
  

Foreign exchange / interest rate risk

               
  

Cross-currency interest rate swaps

   EUR – CAD     1.41          0.12  %          n/a  
      GBP – CAD     1.65          1.06  %          n/a  
      USD – CAD     1.36          1.69  %          n/a  
  

Interest rate swaps

       n/a      CHF     (0.41 )%          n/a  
          n/a      EUR     0.00  %          n/a  
                n/a      GBP     0.71  %            n/a  

 

(1)

Includes average foreign exchange rates and interest rates relating to significant hedging relationships.

n/a

Not applicable.

 

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Consolidated financial statements

 

Designated hedged items

The following table provides information on designated hedged items:

 

          Carrying amount of
the hedged item
     Accumulated amount
of fair value hedge adjustments
on the hedged item
    

Gains (losses) on

change in fair
value used for
calculating hedge

ineffectiveness

 
$ millions, as at or for the year ended October 31    Assets      Liabilities      Assets     Liabilities  

2021

  

Cash flow hedges (1)

             
  

Foreign exchange risk

             
  

Deposits

   $ –      $ 5,514        n/a       n/a      $ 54  
  

Interest rate risk

             
  

Loans

     12,070        –        n/a       n/a        223  
  

Equity share price risk

             
    

Share-based payment

     –        1,549        n/a       n/a        (529 ) 
          $ 12,070      $ 7,063        n/a       n/a      $ (252 ) 
    

NIFO hedges

   $ 24,342      $ –        n/a       n/a      $ (1,548 ) 
  

Fair value hedges (2)

             
  

Interest rate risk

             
  

Securities

   $ 31,661      $ –      $ (243 )    $ –      $ (1,403 ) 
  

Loans

     45,180        –        (583 )      –        (1,340 ) 
  

Deposits

     –        91,414        –       (261 )       1,568  
  

Subordinated indebtedness

     –        5,419        –       10        192  
  

Foreign exchange / interest rate risk

             
    

Deposits

     –        19,662        –       (154 )       217  
          $ 76,841      $ 116,495      $ (826 )    $ (405 )     $ (766 ) 

2020

  

Cash flow hedges (1)

             
  

Foreign exchange risk

             
  

Deposits

   $ –      $ 3,132        n/a       n/a      $ (44 ) 
  

Interest rate risk

             
  

Loans

     15,092        –        n/a       n/a        (320 ) 
  

Equity share price risk

             
    

Share-based payment

     –        1,061        n/a       n/a        131  
          $ 15,092      $ 4,193        n/a       n/a      $ (233 ) 
    

NIFO hedges

   $ 20,656      $ –        n/a       n/a      $ 156  
  

Fair value hedges (2)

             
  

Interest rate risk

             
  

Securities

   $ 33,319      $ –      $ 1,347     $ –      $        783  
  

Loans

     62,171        –        1,005       –            1,161  
  

Deposits

     –        90,597        –       1,466        (1,019 ) 
  

Subordinated indebtedness

     –        4,632        –       202        (113 ) 
  

Foreign exchange / interest rate risk

             
  

Loans

     5        –        –       –        –  
    

Deposits

     –        17,331        –       81        (35 ) 
          $     95,495      $     112,560      $     2,352     $     1,749      $ 777  

 

(1)

As at October 31, 2021, the amount remaining in AOCI related to discontinued cash flow hedges was a net gain of $73 million (2020: $134 million).

(2)

As at October 31, 2021, the accumulated fair value hedge net asset adjustment remaining on the consolidated balance sheet related to discontinued fair value hedges was $44 million (2020: net asset of $75 million).

n/a

Not applicable.

Hedge accounting gains (losses) in the consolidated statement of comprehensive income

 

$ millions, for the year ended October 31   Beginning
balance of
AOCI – hedge
reserve (after-tax)
    Change in
the value of the
hedging instrument
recognized in
OCI (before-tax)
    Amount
reclassified from
accumulated
OCI to income
(before-tax) (1)
   

Tax

benefit
(expense)

    Ending balance
of AOCI
hedge reserve
(after-tax)
    Hedge
ineffectiveness
gains (losses)
recognized
in income
 

2021

 

Cash flow hedges

           
 

Foreign exchange risk

  $ (2 )    $ (64 )    $ 57     $ 2     $ (7 )    $      –  
 

Interest rate risk

    279       (223 )      (63 )      75       68       –  
   

Equity share price risk

    (3 )      529       (421 )      (29 )      76       –  
        $ 274     $ 242     $ (427 )    $ 48     $ 137     $ –  
 

NIFO hedges – foreign exchange risk

           
   

Hedges of net investment in foreign operations

  $ (1,341)     $ 1,548     $ –     $ (53 )    $ 154     $ –  

2020

 

Cash flow hedges

           
 

Foreign exchange risk

  $ (2 )    $ 4     $ (4 )    $ –     $ (2 )    $ (2 ) 
 

Interest rate risk

    98       320       (74 )      (65 )                279             –  
   

Equity share price risk

    17       (131 )      104               7       (3 )      –  
        $           113     $       193     $       26     $ (58 )    $ 274     $ (2)  
 

NIFO hedges – foreign exchange risk

           
   

Hedges of net investment in foreign operations

  $ (1,139)     $ (156 )    $ –     $ (46 )    $ (1,341 )    $ –  

 

(1)

During the year ended October 31, 2021, the amount reclassified from AOCI to net income for cash flow hedges of forecasted transactions that were no longer expected to occur was nil (2020: immaterial).

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

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Table of Contents

Consolidated financial statements

 

Hedge accounting gains (losses) in the consolidated statement of income

 

$ millions, for the year ended October 31    Gains (losses)
on the hedging
instruments
     Gains (losses) on
the hedged items
attributable
to hedged risk
     Hedge
ineffectiveness
gains (losses)
recognized in income
 

2021

  

Fair value hedges

        
  

Interest rate risk

   $     1,018      $ (983 )     $     35  
    

Foreign exchange / interest rate risk

     (212 )            217        5  
          $ 806      $ (766 )     $ 40  

2020

  

Fair value hedges

        
  

Interest rate risk

   $ (815 )     $ 812      $ (3 ) 
    

Foreign exchange / interest rate risk

     40        (35 )       5  
          $ (775 )     $ 777      $ 2  

 

Note  15   Subordinated indebtedness

 

The debt issues included in the table below are outstanding unsecured obligations of CIBC and its subsidiaries and are subordinated to the claims of depositors and other creditors as set out in their terms. Foreign currency denominated indebtedness funds foreign currency denominated assets. All redemptions are subject to regulatory approval.

Terms of subordinated indebtedness

 

$ millions, as at October 31                          2021              2020  
            Earliest date redeemable                                  
Interest
rate %
    Contractual
maturity date
   

At greater of
Canada Yield Price (1)

and par

    At par     Denominated
in foreign
currency
    Par
value
    Carrying
value
 (2)
    

Par

value

     Carrying
value (2)
 
  5.75  (3)      July 11, 2024  (4)          TT$175 million     $ 32     $ 32      $ 35      $ 35  
  3.42  (5)(6)      January 26, 2026         January 26, 2021  (7)        –       –        1,000        1,001  
  3.45  (5)(8)      April 4, 2028         April 4, 2023         1,500       1,525        1,500        1,568  
  8.70       May 25, 2029  (4)            25       37        25        40  
  2.95  (5)(9)      June 19, 2029         June 19, 2024         1,500       1,484        1,500        1,535  
  2.01  (10)      July 21, 2030         July 21, 2025         1,000       976        1,000        1,000  
  11.60       January 7, 2031       January 7, 1996           200       196        200        214  
  1.96  (11)      April 21, 2031         April 21, 2026         1,000       976        –        –  
  10.80       May 15, 2031       May 15, 2021           150       146        150        160  
  8.70       May 25, 2032  (4)            25       39        25        44  
  8.70       May 25, 2033  (4)            25       40        25        45  
  8.70       May 25, 2035  (4)            25       42        25        48  
  Floating  (12)      July 31, 2084         July 27, 1990       US$38 million  (13)      47       47        59        59  
  Floating  (14)      August 31, 2085               August 20, 1991       US$11 million  (15)      14       14        17        17  
            5,543       5,554        5,561        5,766  
 

Subordinated indebtedness sold short (held) for trading purposes

      (15 )      (15 )       (54 )       (54 ) 
                                        $     5,528     $     5,539      $     5,507      $     5,712  

 

(1)

Canada Yield Price: a price calculated at the time of redemption to provide a yield to maturity equal to the yield of a Government of Canada bond of appropriate maturity plus a pre-determined spread.

(2)

Carrying values of fixed-rate subordinated indebtedness notes reflect the impact of interest rate hedges in an effective hedge relationship.

(3)

Guaranteed Subordinated Term Notes in Trinidad and Tobago dollars issued on July 11, 2018 by FirstCaribbean International Bank (Trinidad & Tobago) Limited, a subsidiary of CIBC FirstCaribbean, and guaranteed on a subordinated basis by CIBC FirstCaribbean.

(4)

Not redeemable prior to maturity date.

(5)

Debentures are also subject to a non-viability contingent capital (NVCC) provision, necessary for the Debentures to qualify as Tier 2 regulatory capital under Basel III. As such, the Debentures are automatically converted into common shares upon the occurrence of a Trigger Event as described in the capital adequacy guidelines. In such an event, the Debentures are convertible into a number of common shares, determined by dividing 150% of the par value plus accrued and unpaid interest by the average common share price (as defined in the relevant prospectus supplements) subject to a minimum price of $5.00 per share (subject to adjustment in certain events as defined in the relevant prospectus supplements).

(6)

Interest rate is fixed at the indicated rate until the earliest date redeemable at par by CIBC and, thereafter, at a rate of 2.57% above the three-month Canadian dollar bankers’ acceptance rate.

(7)

On January 26, 2021, we redeemed all $1.0 billion of our 3.42% Debentures due January 26, 2026. In accordance with their terms, the Debentures were redeemed at 100% of their principal amount, plus accrued and unpaid interest thereon.

(8)

Interest rate is fixed at the indicated rate until the earliest date redeemable at par by CIBC and, thereafter, at a rate of 1.00% above the three-month Canadian dollar bankers’ acceptance rate.

(9)

Interest rate is fixed at the indicated rate until the earliest date redeemable at par by CIBC and, thereafter, at a rate of 1.18% above the three-month Canadian dollar bankers’ acceptance rate.

(10)

Interest rate is fixed at the indicated rate until the earliest date redeemable at par by CIBC and, thereafter, at a rate of 1.28% above the three-month Canadian dollar bankers’ acceptance rate.

(11)

Interest rate is fixed at the indicated rate until the earliest date redeemable at par by CIBC and, thereafter, at a rate of 0.56% above the three-month Canadian dollar bankers’ acceptance rate.

(12)

Interest rate is based on the six-month US$ LIBOR plus 0.25%.

(13)

US$6 million (2020: US$21 million) of this issue was repurchased and cancelled during 2021.

(14)

Interest rate is based on the six-month US$ LIBOR plus 0.125%.

(15)

US$2 million (2020: US$4 million) of this issue was repurchased and cancelled during 2021.

 

168   CIBC 2021 ANNUAL REPORT


Table of Contents

Consolidated financial statements

 

Note  16   Common and preferred shares and other equity instruments

 

The following table presents the number of common and preferred shares outstanding and dividends paid, and other equity instruments and distributions paid thereon:

Common and preferred shares outstanding and other equity instruments

 

$ millions, except number of shares and per share

amounts, as at or for the year ended October 31

    2021                          2020                          2019  
     Shares outstanding     Dividends and
distributions paid
    Shares outstanding     Dividends and
distributions paid
    Shares outstanding     Dividends and
distributions paid
 
     Number
of shares
    Amount     Amount     $ per
share
    Number
of shares
    Amount     Amount     $ per
share
    Number
of shares
    Amount     Amount     $ per
share
 

Common shares

    450,829,278     $   14,351     $   2,622     $   5.84       446,932,750     $   13,892     $   2,592     $   5.82       445,325,744     $   13,589     $   2,488     $   5.60  

Class A Preferred Shares

                       

Series 39

    16,000,000       400       15       0.93       16,000,000       400       15       0.93       16,000,000       400       16       0.96  

Series 41

    12,000,000       300       12       0.98       12,000,000       300       12       0.97       12,000,000       300       11       0.94  

Series 43

    12,000,000       300       9       0.79       12,000,000       300       10       0.87       12,000,000       300       11       0.90  

Series 45

    32,000,000       800       35       1.10       32,000,000       800       35       1.10       32,000,000       800       35       1.10  

Series 47

    18,000,000       450       20       1.13       18,000,000       450       20       1.13       18,000,000       450       20       1.13  

Series 49

    13,000,000       325       17       1.30       13,000,000       325       17       1.30       13,000,000       325       13       1.00  

Series 51

    10,000,000       250       13       1.29       10,000,000       250       13       1.29       10,000,000       250       5       0.53  
            $ 2,825     $ 121                     $ 2,825     $ 122                     $ 2,825     $ 111          

Treasury shares – common shares

    (1,302 )    $ –           152,579     $ 16           15,931     $ 2      

Treasury shares – preferred shares

    (20 )      –                       –       –                       –       –                  

Other Equity Instruments

                       

Limited recourse capital notes Series 1 (1)

    $ 750     $ 37       4.375% (2 )      $ 750     $ –       4.375% (2 )      $ –     $ –    

Limited recourse capital notes Series 2 (3)

          $ 750     $ –       4.000% (2 )            $ –     $ –                     $ –     $ –          

 

(1)

See 4.375% Limited Recourse Capital Notes Series 1 (NVCC) (subordinated indebtedness) section below for details.

(2)

Represents the annual interest rate percentage applicable to the LRCNs issued as at October 31 for each respective year.

(3)

See 4.000% Limited Recourse Capital Notes Series 2 (NVCC) (subordinated indebtedness) section below for details.

Common shares

CIBC’s authorized capital consists of an unlimited number of common shares, without nominal or par value.

Common shares issued

 

$ millions, except number of shares, as at or for the year ended October 31     2021             2020              2019  
      Number
of shares
    Amount     Number
of shares
     Amount      Number
of shares
     Amount  

Balance at beginning of year

     447,085,329     $ 13,908       445,341,675      $ 13,591        442,826,380      $ 13,243  

Issuance pursuant to:

               

Equity-settled share-based compensation plans (1)

     1,705,070       176       823,502        87        511,567        52  

Shareholder investment plan

     1,011,279       132       1,534,320        144        1,777,738        194  

Employee share purchase plan

     1,180,179       150       1,457,784        140        1,213,078        131  
     450,981,857     $ 14,366       449,157,281      $ 13,962        446,328,763      $ 13,620  

Purchase of common shares for cancellation

     –       –       (2,208,600 )       (68 )       (1,000,000 )       (30 ) 

Treasury shares

     (153,881 )      (15 )      136,648        14        12,912        1  

Balance at end of year

     450,827,976     $     14,351       447,085,329      $     13,908        445,341,675      $     13,591  

 

(1)

Includes the settlement of contingent consideration related to prior acquisitions.

Common shares reserved for issue

As at October 31, 2021, 13,470,943 common shares (2020: 14,996,337) were reserved for future issue pursuant to stock option plans, 11,837,505 common shares (2020: 12,848,784) were reserved for future issue pursuant to the Shareholder Investment Plan, 6,823,960 common shares (2020: 8,183,815) were reserved for future issue pursuant to the ESPP and other activities, and 2,397,018,750 common shares (2020: 2,246,208,750) were reserved for future issue pursuant to instruments which include an NVCC provision requiring conversion into common shares upon the occurrence of a Trigger Event as described in the capital adequacy guidelines.

Normal course issuer bid

On March 13, 2020, following the onset of the COVID-19 pandemic, OSFI imposed temporary measures on federally regulated financial institutions to cease dividend increases and share buybacks in order to ensure that the additional capital available is used to support Canadian lending activities. The temporary measures were lifted by OSFI effective November 4, 2021.

We intend to purchase for cancellation up to 10 million common shares, or approximately 2.2% of our outstanding common shares, under a new NCIB, subject to the approval of the TSX. Our previous bid expired on June 3, 2020.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

169

 

 

 


Table of Contents

Consolidated financial statements

 

Preferred shares and other equity instruments

CIBC is authorized to issue an unlimited number of Class A Preferred Shares and Class B Preferred Shares without nominal or par value, issuable in series, provided that, for each class of preferred shares, the maximum aggregate consideration for all outstanding shares at any time does not exceed $10 billion. There are no Class B Preferred Shares currently outstanding.

Preferred share and other equity instruments rights and privileges

Class A Preferred Shares

Each series of Class A Preferred Shares bears quarterly non-cumulative dividends. Non-cumulative Rate Reset Class A Preferred Shares Series 39, 41, 43, 45, 47, 49, and 51 (NVCC) are redeemable, subject to regulatory approval if required, for cash by CIBC on or after the specified redemption dates at the cash redemption prices indicated in the terms of the preferred shares.

Non-cumulative Rate Reset Class A Preferred Shares Series 39 (NVCC) (Series 39 shares)

On June 11, 2014, we issued 16 million Series 39 shares with a par value of $25.00 per share, for gross proceeds of $400 million. For the initial five-year period to the earliest redemption date of July 31, 2019, the Series 39 shares paid quarterly cash dividends, as declared, at a rate of 3.90%. The dividend was reset to 3.713%, payable quarterly as and when declared by the Board, effective for the five-year period commencing July 31, 2019. On July 31, 2024, and on July 31 every five years thereafter, the dividend rate will reset to be equal to the then current five-year Government of Canada bond yield plus 2.32%.

Holders of the Series 39 shares had the right to convert their shares on a one-for-one basis into Non-cumulative Floating Rate Class A Preferred Shares Series 40 (NVCC) (Series 40 shares), subject to certain conditions, on July 31, 2019. As the conditions for conversion were not met, no Series 40 shares were issued, and all of the Series 39 shares remain outstanding. Holders of the Series 39 shares will have the right to convert their shares on a one-for-one basis into Series 40 shares, subject to certain conditions, on July 31, 2024 and on July 31 every five years thereafter. Holders of the Series 40 shares will be entitled to receive a quarterly floating rate dividend, if declared, equal to the three-month Government of Canada Treasury Bill yield plus 2.32%. Holders of the then outstanding Series 40 shares may convert their shares on a one-for-one basis into Series 39 shares, subject to certain conditions, on July 31, 2029 and on July 31 every five years thereafter.

Subject to regulatory approval and certain provisions of the shares, we may redeem all or any part of the then outstanding Series 39 shares at par on July 31, 2024, and on July 31 every five years thereafter; we may redeem all or any part of the then outstanding Series 40 shares at par on July 31, 2029, and on July 31 every five years thereafter.

Non-cumulative Rate Reset Class A Preferred Shares Series 41 (NVCC) (Series 41 shares)

On December 16, 2014, we issued 12 million Series 41 shares with a par value of $25.00 per share, for gross proceeds of $300 million. For the initial five-year period to the earliest redemption date of January 31, 2020, the Series 41 shares paid quarterly cash dividends, as declared, at a rate of 3.75%. The dividend was reset to 3.909%, payable quarterly as and when declared by the Board, effective for the five-year period commencing January 31, 2020. On January 31, 2025, and on January 31 every five years thereafter, the dividend rate will reset to be equal to the then current five-year Government of Canada bond yield plus 2.24%.

Holders of the Series 41 shares had the right to convert their shares on a one-for-one basis into Non-cumulative Floating Rate Class A Preferred Shares Series 42 (NVCC) (Series 42 shares), subject to certain conditions, on January 31, 2020. As the conditions for conversion were not met, no Series 42 shares were issued, and all of the Series 41 shares remain outstanding. Holders of the Series 41 shares will have the right to convert their shares on a one-for-one basis into Series 42 shares, subject to certain conditions, on January 31, 2025 and on January 31 every five years thereafter. Holders of the Series 42 shares will be entitled to receive a quarterly floating rate dividend, if declared, equal to the three-month Government of Canada Treasury Bill yield plus 2.24%. Holders of the then outstanding Series 42 shares may convert their shares on a one-for-one basis into Series 41 shares, subject to certain conditions, on January 31, 2030 and on January 31 every five years thereafter.

Subject to regulatory approval and certain provisions of the shares, we may redeem all or any part of the then outstanding Series 41 shares at par on January 31, 2025 and on January 31 every five years thereafter; we may redeem all or any part of the then outstanding Series 42 shares at par on January 31, 2030 and on January 31 every five years thereafter.

Non-cumulative Rate Reset Class A Preferred Shares Series 43 (NVCC) (Series 43 shares)

On March 11, 2015, we issued 12 million Series 43 shares with a par value of $25.00 per share, for gross proceeds of $300 million. For the initial five-year period to the earliest redemption date of July 31, 2020, the Series 43 shares paid quarterly cash dividends, as declared, at a rate of 3.60%. The dividend was reset to 3.143%, payable quarterly as and when declared by the Board, effective for the five-year period commencing July 31, 2020. On July 31, 2025, and on July 31 every five years thereafter, the dividend rate will reset to be equal to the then current five-year Government of Canada bond yield plus 2.79%.

Holders of the Series 43 shares had the right to convert their shares on a one-for-one basis into Non-cumulative Floating Rate Class A Preferred Shares Series 44 (NVCC) (Series 44 shares), subject to certain conditions, on July 31, 2020. As the conditions for conversion were not met, no Series 44 shares were issued, and all of the Series 43 shares remain outstanding. Holders of the Series 43 shares will have the right to convert their shares on a one-for-one basis into Series 44 shares, subject to certain conditions, on July 31, 2025 and on July 31 every five years thereafter. Holders of the Series 44 shares will be entitled to receive a quarterly floating rate dividend, if declared, equal to the three-month Government of Canada Treasury Bill yield plus 2.79%. Holders of the then outstanding Series 44 shares may convert their shares on a one-for-one basis into Series 43 shares, subject to certain conditions, on July 31, 2030 and on July 31 every five years thereafter.

Subject to regulatory approval and certain provisions of the shares, we may redeem all or any part of the then outstanding Series 43 shares at par on July 31, 2025 and on July 31 every five years thereafter; we may redeem all or any part of the then outstanding Series 44 shares at par on July 31, 2030 and on July 31 every five years thereafter.

Non-cumulative Rate Reset Class A Preferred Shares Series 45 (NVCC) (Series 45 shares)

On June 2, 2017, we issued 32 million Series 45 shares with a par value of $25.00 per share, for gross proceeds of $800 million. For the initial five-year period to the earliest redemption date of July 31, 2022, the Series 45 shares pay quarterly cash dividends, as declared, at a rate of 4.40%. On July 31, 2022, and on July 31 every five years thereafter, the dividend rate will reset to be equal to the then current five-year Government of Canada bond yield plus 3.38%.

Holders of the Series 45 shares will have the right to convert their shares on a one-for-one basis into Non-cumulative Floating Rate Class A Preferred Shares Series 46 (NVCC) (Series 46 shares), subject to certain conditions, on July 31, 2022 and on July 31 every five years thereafter. Holders of the Series 46 shares will be entitled to receive a quarterly floating rate dividend, if declared, equal to the three-month Government of Canada Treasury Bill yield plus 3.38%. Holders of the then outstanding Series 46 shares may convert their shares on a one-for-one basis into Series 45 shares, subject to certain conditions, on July 31, 2027 and on July 31 every five years thereafter.

 

170   CIBC 2021 ANNUAL REPORT


Table of Contents

Consolidated financial statements

 

Subject to regulatory approval and certain provisions of the shares, we may redeem all or any part of the then outstanding Series 45 shares at par on July 31, 2022 and on July 31 every five years thereafter; we may redeem all or any part of the then outstanding Series 46 shares at par on July 31, 2027 and on July 31 every five years thereafter.

Non-cumulative Rate Reset Class A Preferred Shares Series 47 (NVCC) (Series 47 shares)

On January 18, 2018, we issued 18 million Non-cumulative Rate Reset Class A Preferred Shares Series 47 (NVCC) (Series 47 shares) with a par value of $25.00 per share, for gross proceeds of $450 million. For the initial five-year period to the earliest redemption date of January 31, 2023, the Series 47 shares pay quarterly cash dividends, as declared, at a rate of 4.50%. On January 31, 2023, and on January 31 every five years thereafter, the dividend rate will reset to be equal to the then current five-year Government of Canada bond yield plus 2.45%.

Holders of the Series 47 shares will have the right to convert their shares on a one-for-one basis into Non-cumulative Floating Rate Class A Preferred Shares Series 48 (NVCC) (Series 48 shares), subject to certain conditions, on January 31, 2023 and on January 31 every five years thereafter. Holders of the Series 48 shares will be entitled to receive a quarterly floating rate dividend, if declared, equal to the three-month Government of Canada Treasury Bill yield plus 2.45%. Holders of the then outstanding Series 48 shares may convert their shares on a one-for-one basis into Series 47 shares, subject to certain conditions, on January 31, 2028 and on January 31 every five years thereafter.

Subject to regulatory approval and certain provisions of the shares, we may redeem all or any part of the then outstanding Series 47 shares at par on January 31, 2023 and on January 31 every five years thereafter; we may redeem all or any part of the then outstanding Series 48 shares at par on January 31, 2028 and on January 31 every five years thereafter.

Non-cumulative Rate Reset Class A Preferred Shares Series 49 (NVCC) (Series 49 shares)

On January 22, 2019, we issued 13 million Non-cumulative Rate Reset Class A Preferred Shares Series 49 (NVCC) (Series 49 shares) with a par value of $25.00 per share, for gross proceeds of $325 million. For the initial five-year period to the earliest redemption date of April 30, 2024, the Series 49 shares pay quarterly cash dividends, as declared, at a rate of 5.20%. On April 30, 2024, and on April 30 every five years thereafter, the dividend rate will reset to be equal to the then current five-year Government of Canada bond yield plus 3.31%.

Holders of the Series 49 shares will have the right to convert their shares on a one-for-one basis into Non-cumulative Floating Rate Class A Preferred Shares Series 50 (NVCC) (Series 50 shares), subject to certain conditions, on April 30, 2024 and on April 30 every five years thereafter. Holders of the Series 50 shares will be entitled to receive a quarterly floating rate dividend, if declared, equal to the three-month Government of Canada Treasury Bill yield plus 3.31%. Holders of the then outstanding Series 50 shares may convert their shares on a one-for-one basis into Series 49 shares, subject to certain conditions, on April 30, 2029 and on April 30 every five years thereafter.

Subject to regulatory approval and certain provisions of the shares, we may redeem all or any part of the then outstanding Series 49 shares at par on April 30, 2024 and on April 30 every five years thereafter; we may redeem all or any part of the then outstanding Series 50 shares at par on April 30, 2029 and on April 30 every five years thereafter.

Non-cumulative Rate Reset Class A Preferred Shares Series 51 (NVCC) (Series 51 shares)

On June 4, 2019, we issued 10 million Non-cumulative Rate Reset Class A Preferred Shares Series 51 (NVCC) (Series 51 shares) with a par value of $25.00 per share, for gross proceeds of $250 million. For the initial five-year period to the earliest redemption date of July 31, 2024, the Series 51 shares pay quarterly cash dividends, as declared, at a rate of 5.15%. On July 31, 2024, and on July 31 every five years thereafter, the dividend rate will reset to be equal to the then current five-year Government of Canada bond yield plus 3.62%.

Holders of the Series 51 shares will have the right to convert their shares on a one-for-one basis into Non-cumulative Floating Rate Class A Preferred Shares Series 52 (NVCC) (Series 52 shares), subject to certain conditions, on July 31, 2024 and on July 31 every five years thereafter. Holders of the Series 52 shares will be entitled to receive a quarterly floating rate dividend, if declared, equal to the three-month Government of Canada Treasury Bill yield plus 3.62%. Holders of the then outstanding Series 52 shares may convert their shares on a one-for-one basis into Series 51 shares, subject to certain conditions, on July 31, 2029 and on July 31 every five years thereafter.

Subject to regulatory approval and certain provisions of the shares, we may redeem all or any part of the then outstanding Series 51 shares at par on July 31, 2024 and on July 31 every five years thereafter; we may redeem all or any part of the then outstanding Series 52 shares at par on July 31, 2029 and on July 31 every five years thereafter.

4.375% Limited Recourse Capital Notes Series 1 (NVCC) (subordinated indebtedness) (LRCN Series 1 Notes)

On September 16, 2020, we issued $750 million principal amount of 4.375% Limited Recourse Capital Notes Series 1 (NVCC) (subordinated indebtedness). The LRCN Series 1 Notes mature on October 28, 2080, and bear interest at a fixed rate of 4.375% per annum (paid semi-annually) until October 28, 2025. Starting on October 28, 2025, and every five years thereafter until October 28, 2075, the interest rate will be reset to the then current five-year Government of Canada bond yield plus 4.000% per annum.

Concurrently with the issuance of the LRCN Series 1 Notes, we issued Non-Cumulative 5-Year Fixed Rate Reset Class A Preferred Shares Series 53 (NVCC) (Series 53 Preferred Shares) which are held in the CIBC LRCN Limited Recourse Trust (Limited Recourse Trust) that is consolidated by CIBC and as a result the Series 53 Preferred Shares are eliminated in CIBC’s consolidated financial statements. In the event of non-payment by CIBC of the principal amount of, interest on, or redemption price for, the LRCN Series 1 Notes when due, the sole remedy of each LRCN Series 1 Note holder is limited to that holder’s proportionate share of the Series 53 Preferred Shares held in the Limited Recourse Trust.

Subject to regulatory approval, we may redeem the LRCN Series 1 Notes, in whole or in part, every five years during the period from September 28 to and including October 28, commencing in 2025, at par.

The LRCN Series 1 Notes and the Series 53 Preferred Shares carry standard NVCC provisions necessary for them to qualify as Tier 1 regulatory capital under Basel III (see “NVCC conversion mechanics” below). Upon the occurrence of a Trigger Event, each Series 53 Preferred Share held in the Limited Recourse Trust will automatically and immediately be converted, without the consent of LRCN Series 1 Note holders, into a variable number of common shares which will be delivered to LRCN Series 1 Note holders in satisfaction of the principal amount of, and accrued and unpaid interest on, all of the LRCN Series 1 Notes. All claims of LRCN Series 1 Note holders against CIBC under the LRCN Series 1 Notes will be extinguished upon receipt of such common shares.

4.000% Limited Recourse Capital Notes Series 2 (NVCC) (subordinated indebtedness) (LRCN Series 2 Notes)

On September 14, 2021, we issued $750 million principal amount of 4.000% Limited Recourse Capital Notes Series 2 (NVCC) (subordinated indebtedness). The LRCN Series 2 Notes mature on January 28, 2082, and bear interest at a fixed rate of 4.000% per annum (paid semi-annually) until January 28, 2027. Starting on January 28, 2027, and every five years thereafter until January 28, 2077, the interest rate will be reset to the then current five-year Government of Canada bond yield plus 3.102% per annum.

 

 

 

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Concurrently with the issuance of the LRCN Series 2 Notes, we issued Non-Cumulative 5-Year Fixed Rate Reset Class A Preferred Shares Series 54 (NVCC) (the Series 54 Preferred Shares) which are held in the Limited Recourse Trust that is consolidated by CIBC and as a result the Series 54 Preferred Shares are eliminated in CIBC’s consolidated financial statements. In the event of non-payment by CIBC of the principal amount of, interest on, or redemption price for, the LRCN Series 2 Notes when due, the sole remedy of each LRCN Series 2 Note holder is limited to that holder’s proportionate share of the Series 54 Preferred Shares held in the Limited Recourse Trust.

Subject to regulatory approval, we may redeem the LRCN Series 2 Notes, in whole or in part, every five years during the period from December 28 to and including January 28, commencing on December 28, 2026, at par.

The LRCN Series 2 Notes and the Series 54 Preferred Shares carry standard NVCC provisions necessary for them to qualify as Tier 1 regulatory capital under Basel III (see “NVCC conversion mechanics” below). Upon the occurrence of a Trigger Event, each Series 54 Preferred Share held in the Limited Recourse Trust will automatically and immediately be converted, without the consent of LRCN Series 2 Note holders, into a variable number of common shares which will be delivered to LRCN Series 2 Note holders in satisfaction of the principal amount of, and accrued and unpaid interest on, all of the LRCN Series 2 Notes. All claims of LRCN Series 2 Note holders against CIBC under the LRCN Series 2 Notes will be extinguished upon receipt of such common shares.

Limited Recourse Capital Notes (the Notes)

The Notes are compound instruments with both equity and liability features as payments of interest and principal in cash are made at our discretion, as the sole recourse of each Note holder in the event of non-payment will be limited to that holder’s proportionate share of the non-cumulative Rate Reset Class A Preferred Shares Series 53 and 54 held in the Limited Recourse Trust. The liability component of the Notes has a nominal value and, as a result, the full proceeds received upon the issuance of the Notes have been presented as equity on the consolidated balance sheet and any interest payments paid thereon are accounted for as equity distributions.

NVCC conversion mechanics

Each series of Class A preferred shares discussed above are subject to an NVCC provision, necessary for the shares to qualify as regulatory capital under Basel III. As such, the shares are automatically converted into common shares upon the occurrence of a “Trigger Event”. As described in the Capital Adequacy Guidelines, a Trigger Event occurs when OSFI determines the bank is or is about to become non-viable and, if after conversion of all contingent instruments and consideration of any other relevant factors or circumstances, it is reasonably likely that its viability will be restored or maintained; or if the bank has accepted or agreed to accept a capital injection or equivalent support from a federal or provincial government, without which OSFI would have determined the bank to be non-viable. Each such share is convertible into a number of common shares, determined by dividing the par value of $25.00 ($1,000 in the case of the Series 53 and 54 Preferred Shares) plus declared and unpaid dividends (except for the Series 53 and 54 Preferred Shares while held in the Limited Recourse Trust) by the average common share price (as defined in the relevant prospectus supplement) subject to a minimum price of $5.00 per share (subject to adjustment in certain events as defined in the relevant prospectus supplement). We have recorded the Series 39, Series 41, Series 43, Series 45, Series 47, Series 49, and Series 51 shares as equity.

Terms of Class A Preferred Shares

 

Outstanding as at October 31, 2021    Quarterly
dividends per share (1)
     Earliest specified
redemption date
     Cash redemption
price per share
 

Series 39

   $ 0.232063        July 31, 2024      $ 25.00  

Series 41

   $ 0.244313        January 31, 2025      $ 25.00  

Series 43

   $ 0.196438        July 31, 2025      $ 25.00  

Series 45

   $ 0.275000        July 31, 2022      $ 25.00  

Series 47

   $ 0.281250        January 31 2023      $ 25.00  

Series 49

   $ 0.325000        April 30, 2024      $ 25.00  

Series 51

   $     0.321875        July 31, 2024      $     25.00  

 

(1)

Quarterly dividends may be adjusted depending on the timing of issuance or redemption.

Restrictions on the payment of dividends

Under Section 79 of the Bank Act (Canada), a bank, including CIBC, is prohibited from declaring or paying any dividends on its preferred or common shares if there are reasonable grounds for believing that the bank is, or the payment would cause it to be, in contravention of any capital adequacy or liquidity regulation or any direction to the bank made by OSFI.

As noted above, OSFI imposed measures on federally regulated financial institutions to cease dividend increases in March 2020. The temporary measures were lifted effective November 4, 2021.

In addition, our ability to pay common share dividends is also restricted by the terms of the outstanding preferred shares. These terms provide that we may not pay dividends on our common shares at any time without the approval of holders of the outstanding preferred shares, unless all dividends to preferred shareholders that are then payable have been declared and paid or set apart for payment. Our Series 53 and 54 Preferred Shares further limit the payment of dividends on the outstanding Class A Preferred Shares Series 39 to 51 in certain limited circumstances.

We had agreed that if CIBC Capital Trust failed to pay any interest payments on its $300 million of CIBC Tier 1 Notes – Series B, due June 30, 2108, we would not declare dividends of any kind on any of our preferred or common shares for a specified period of time. These Notes were redeemed on November 1, 2021. For additional details, see Note 17.

Currently, these limitations do not restrict the payment of dividends on our preferred or common shares.

Capital

Objectives, policy and procedures

Our overall capital management objective is to employ a strong and efficient capital base. We manage capital in accordance with a capital policy approved by the Board, which includes specific guidelines that relate to capital strength, capital mix, dividends and return of capital, and the unconsolidated capital adequacy of regulated entities. Capital is monitored continuously for compliance.

Each year, a Capital Plan and three-year outlook are established as a part of the financial plan, and they encompass all material elements of capital: forecasts of sources and uses of capital including earnings, dividends, business growth, and corporate initiatives, as well as maturities, redemptions, and issuances of capital instruments. The Capital Plan is stress-tested to ensure that it is sufficiently robust under severe but plausible stress scenarios. The level of capital and capital ratios are monitored throughout the year including a comparison to the Capital Plan. There were no significant changes made to the objectives, policy, guidelines and procedures during the year.

 

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Consolidated financial statements

 

Regulatory capital requirements under Basel III

Our regulatory capital requirements are determined in accordance with guidelines issued by OSFI, which are based on the capital standards developed by the Basel Committee on Banking Supervision (BCBS).

CIBC has been designated by OSFI as a domestic systemically important bank (D-SIB) in Canada, and is subject to a Common Equity Tier 1 (CET1) surcharge equal to 1.0% of RWA. OSFI also expects D-SIBs to hold a Domestic Stability Buffer (DSB) of 2.5% effective October 31, 2021, reflecting an increase from 1.0% since March 2020. The 2.5% reflects the highest DSB requirement under OSFI capital requirements. This results in current targets, including all buffer requirements, for CET1, Tier 1 and Total capital ratios of 10.5%, 12.0%, and 14.0%, respectively. These targets may be higher for certain institutions at OSFI’s discretion.

Regulatory capital and ratios

Regulatory capital under Basel III consists of CET1, Tier 1 and Tier 2 capital.

CET1 capital includes common shares, retained earnings, AOCI (excluding AOCI relating to cash flow hedges and changes to FVO liabilities attributable to changes in own credit risk), and qualifying instruments issued by a consolidated banking subsidiary to third parties, less regulatory adjustments for items such as goodwill and other intangible assets (net of related deferred tax liabilities), certain deferred tax assets, net assets related to defined benefit pension plans as reported on our consolidated balance sheet (net of related deferred tax liabilities), and certain investments. Additional Tier 1 (AT1) capital primarily includes NVCC preferred shares, Limited Recourse Capital Notes, qualifying instruments issued by a consolidated subsidiary to third parties, and non-qualifying innovative Tier 1 notes subject to phase-out rules for capital instruments. Tier 2 capital includes NVCC subordinated indebtedness, non-qualifying subordinated indebtedness subject to phase-out rules for capital instruments, eligible collective allowance under the standardized approach, and qualifying instruments issued by a consolidated subsidiary to third parties.

Our capital ratios and leverage ratio are presented in the table below:

 

$ millions, as at October 31        2021     2020  

CET1 capital (1)

    $ 33,751     $ 30,876  

Tier 1 capital

  A     38,344       34,775  

Total capital

      44,202       40,969  

Total RWA

      272,814       254,871  

CET1 ratio

      12.4  %      12.1  % 

Tier 1 capital ratio

      14.1  %      13.6  % 

Total capital ratio

      16.2  %      16.1  % 

Leverage ratio exposure

  B   $     823,343     $     741,760  

Leverage ratio

  A/B     4.7  %      4.7  % 

 

(1)

Beginning in the second quarter of 2020, includes the impact of the ECL transitional arrangement announced by OSFI on March 27, 2020. The transitional arrangement results in a portion of ECL allowances that would otherwise be included in Tier 2 capital qualifying for inclusion in CET1 capital. The amount is subject to certain adjustments and limitations until 2022.

During the years ended October 31, 2021 and 2020, we have complied with OSFI’s regulatory capital requirements.

 

Note  17   Capital Trust securities

 

CIBC Capital Trust is a trust wholly owned by CIBC and established under the laws of the Province of Ontario. As at October 31, 2021, CIBC Capital Trust had $300 million outstanding of CIBC Tier 1 Notes – Series B, due June 30, 2108 (the Notes), redeemable on or after June 30, 2014 at the Canada Yield Price; redeemable at par on June 30, 2039. The Notes were issued on March 13, 2009. CIBC Capital Trust is not consolidated by CIBC and the senior deposit notes issued by CIBC to CIBC Capital Trust are reported as Deposits – Business and government on the consolidated balance sheet.

The Notes were structured to achieve Tier 1 regulatory capital treatment and, as such, had features of equity capital, including the deferral of cash interest under certain circumstances (Deferral Events). In the case of a Deferral Event, holders of the Notes will be required to invest interest paid on the Notes in our perpetual preferred shares. Should CIBC Capital Trust fail to pay the semi-annual interest payments on the Notes in full, we will not declare dividends of any kind on any of our preferred or common shares for a specified period of time.

Subject to the approval of OSFI, CIBC Capital Trust may, in whole or in part, on the redemption dates specified, and on any date thereafter, redeem the CIBC Tier 1 Notes – Series B without the consent of the holders. Also, subject to the approval of OSFI, CIBC Capital Trust may redeem all, but not part of, the CIBC Tier 1 Notes – Series B prior to the earliest redemption date specified without the consent of the holders, upon the occurrence of certain specified tax or regulatory events.

Under the OSFI Capital Adequacy Requirements (CAR) Guideline, any Tier 1 Notes – Series B outstanding as of November 1, 2021 would not be recognized as regulatory capital. With OSFI’s prior approval, on November 1, 2021, CIBC Capital Trust redeemed all $300 million of its 10.25% Tier 1 Notes – Series B at 100% of their principal amount together with accrued and unpaid interest up to but excluding the redemption date. As a result of the redemption of the Tier 1 Notes – Series B by CIBC Capital Trust, CIBC also redeemed the corresponding senior deposit notes issued by CIBC to CIBC Capital Trust on November 1, 2021.

 

 

 

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Note  18   Share-based payments

 

We provide the following share-based compensation to certain employees and directors in the form of cash-settled or equity-settled awards.

Restricted share award plan

Under the RSA plan, share unit equivalents (RSA units) are granted to certain key employees on an annual basis or during the year as special grants. RSA grants are made in the form of cash-settled awards which generally vest and settle in cash either at the end of three years or one-third annually beginning one year after the date of the grant. Dividend equivalents on RSA units are paid in cash or in the form of additional RSA units to the employees at the end of the vesting period or settlement date.

Grant date fair value of each cash-settled RSA unit granted is calculated based on the average closing price per common share on the Toronto Stock Exchange (TSX) for the 10 trading days prior to a date specified in the grant terms. Upon vesting, each RSA unit is settled in cash based on the average closing price per common share on the TSX for the 10 trading days prior to the vesting date.

During the year, 2,899,365 RSAs were granted at a weighted-average price of $111.34 (2020: 2,864,000 granted at a weighted-average price of $113.62; 2019: 2,666,888 granted at a weighted-average price of $113.01) and the number of RSAs outstanding as at October 31, 2021 was 8,521,839 (2020: 8,391,532; 2019: 8,343,235). Compensation expense in respect of RSAs, before the impact of hedging for changes in share price, totalled $692 million in 2021 (2020: $275 million; 2019: $319 million). As at October 31, 2021, liabilities in respect of RSAs, which are included in Other liabilities, were $1,136 million (2020: $775 million).

Performance share unit plan

Under the PSU plan, awards are granted to certain key employees on an annual basis in December. PSU grants are made in the form of cash-settled awards which vest and settle in cash at the end of three years. Dividend equivalents on PSUs are provided in the form of additional PSUs.

The grant date fair value of each cash-settled PSU is calculated based on the average closing price per common share on the TSX for the 10 trading days prior to a date specified in the grant terms. The final number of PSUs that vest will range from 75% to 125% of the initial number awarded based on CIBC’s performance relative to the other major Canadian banks. Upon vesting, each PSU is settled in cash based on the average closing price per common share on the TSX for the 10 trading days prior to the vesting date.

During the year, 876,295 PSUs were granted at a weighted-average price of $110.16 (2020: 835,785 granted at a weighted-average price of $115.30; 2019: 952,273 granted at a weighted-average price of $113.48). As at October 31, 2021, the number of PSUs outstanding, before the impact of CIBC’s relative performance, was 2,911,800 (2020: 2,967,248; 2019: 3,033,980). Compensation expense in respect of PSUs, before the impact of hedging for changes in share price, totalled $241 million in 2021 (2020: $90 million; 2019: $106 million). As at October 31, 2021, liabilities in respect of PSUs, which are included in Other liabilities, were $413 million (2020: $286 million).

Exchangeable shares

As part of our acquisition of Wellington Financial in the first quarter of 2018, equity-settled awards in the form of exchangeable shares, which vest over a period of up to five years and have specific service and non-market performance vesting conditions, were issued to selected employees. Employees receive dividend equivalents in the form of additional common shares upon vesting. Compensation expense in respect of the exchangeable shares is based on the grant date fair value, adjusted for the impact of best estimates on the satisfaction of the service requirements and non-market performance conditions. At the acquisition, each exchangeable share was granted at $123.99, and the number of exchangeable shares outstanding that have not vested as at October 31, 2021 was 153,015 (2020: 278,711; 2019: 386,010). Compensation expense in respect of exchangeable shares totalled $12 million in 2021 (2020: $9 million; 2019: $8 million).

Deferred share unit plan/deferred compensation plan

Under the DSU plan and DCP plan, certain employees can elect to receive DSUs in exchange for cash compensation that they would otherwise be entitled to. In addition, certain key employees are granted DSUs during the year as special grants. DSUs are generally fully vested upon grant or vest in accordance with the vesting schedule defined in the grant agreement and settle in cash on a date within the period specified in the plan terms. Employees receive dividend equivalents in the form of additional DSUs.

Grant date fair value of each cash settled DSU that is not granted under the DCP is calculated based on the average closing price per common share on the TSX for the 10 trading days prior to a date specified in the grant terms. These DSUs are settled in cash based on the average closing price per common share on the TSX for the 10 trading days prior to the payout date and after the employee’s termination of employment. The grant date fair value for DCP grants is based on the closing stock price on the New York Stock Exchange (NYSE) on the last day of the calendar quarter. Upon distribution, each DSU is settled in cash based on the average closing price per common share on the NYSE for the 10 trading days prior to the date of the distribution.

During the year, 182,174 DSUs were granted at a weighted-average price of $110.62 (2020: 183,941 granted at a weighted-average price of $106.22; 2019: 173,089 granted at a weighted-average price of $110.53) and the number of DSUs outstanding as at October 31, 2021 was 893,018 (2020: 791,571; 2019: 617,281). Compensation expense in respect of DSUs, before the impact of hedging for changes in share price, totalled $70 million in 2021 (2020: $8 million; 2019: $17 million). As at October 31, 2021, liabilities in respect of DSUs, which are included in Other liabilities, were $146 million (2020: $90 million).

Directors’ plans

Each director who is not an officer or employee of CIBC may elect to receive 1) the annual equity retainer as either DSUs or common shares, under the Director DSU/Common Share Election Plan and 2) all or a portion of their remuneration in the form of cash, common shares or DSU’s under the Non-Officer Director Share Plan.

The value of DSUs credited to a director is payable when he or she is no longer a director or employee of CIBC or of an affiliate of CIBC, and for directors subject to section 409A of the U.S. Internal Revenue Code of 1986, as amended, the director is not providing any services to CIBC or any member of its controlled group as an independent contractor. In addition, under the Director DSU/Common Share Election Plan, the value of DSUs is payable only if the director is not related to, or affiliated with, CIBC as defined in the Income Tax Act (Canada).

Other non-interest expense in respect of the DSU components, before the impact of hedging for changes in share price of these plans, totalled $14 million in 2021 (2020: nil; 2019: $3 million). As at October 31, 2021, liabilities in respect of DSUs, which are included in Other liabilities, were $37 million (2020: $23 million).

 

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Consolidated financial statements

 

Stock option plans

Under the ESOP, stock options are periodically granted to certain key employees. Options provide the employee with the right to purchase common shares from CIBC at a fixed price not less than the closing price of the shares on the trading day immediately preceding the grant date. In general, the options vest by the end of the fourth year and expire 10 years from the grant date.

The following tables summarize the activities of the stock options and provide additional details related to stock options outstanding and vested.

 

As at or for the year ended October 31           2021              2020              2019  
      Number
of stock
options
    Weighted-
average
exercise
price
 (1)
     Number
of stock
options
     Weighted-
average
exercise
price
     Number
of stock
options
     Weighted-
average
exercise
price
 

Outstanding at beginning of year

     5,680,111     $     100.39        5,176,962      $ 96.93        4,713,163      $     91.05  

Granted

     1,057,208       110.79        818,290        109.87        894,324        111.50  

Exercised (2)

     (1,525,394 )      87.83        (314,469 )       68.10        (393,055 )       58.60  

Forfeited

     (63,998 )      111.85        (672 )       70.66        (35,714 )       110.42  

Cancelled/expired

     –       –        –        –        (1,756 )       45.63  

Outstanding at end of year

     5,147,927     $ 106.67        5,680,111      $     100.39        5,176,962      $ 96.93  

Exercisable at end of year

     2,067,561     $ 98.96        2,783,694      $ 88.63        2,290,139      $ 80.27  

Available for grant

     8,323,016                9,316,226                 10,133,844           

Reserved for future issue

     13,470,943                14,996,337                 15,310,806           

 

(1)

For foreign currency-denominated options granted and exercised during the year, the weighted-average exercise prices are translated using exchange rates as at the grant date and settlement date, respectively. The weighted-average exercise price of outstanding balances as at October 31, 2021 reflects the conversion of foreign currency-denominated options at the year-end exchange rate.

(2)

The weighted-average share price at the date of exercise was $128.51 (2020: $97.72; 2019: $106.94).

 

As at October 31, 2021   Stock options outstanding            Stock options vested  
Range of exercise prices   Number
outstanding
     Weighted-
average
contractual life
remaining
    

Weighted-
average
exercise

price

            Number
outstanding
    

Weighted-
average
exercise

price

 

$11.00 – $55.00

    98,164        1.15      $     30.59          98,164      $     30.59  

$55.01 – $65.00

    99,889        3.81        56.54          99,889        56.54  

$65.01 – $75.00

    39,090        0.12        71.51          39,090        71.51  

$75.01 – $85.00

    104,408        1.08        80.10          104,408        80.10  

$85.01 – $95.00

    156,437        2.04        90.52          156,437        90.52  

$95.01 – $105.00

    526,392        3.70        99.34          526,392        99.34  

$105.01 – $115.00

    3,438,358        7.51        110.71          724,534        110.56  

$115.01 – $125.00

    685,189        6.09        120.02                318,647        120.02  
      5,147,927        6.38      $ 106.67                2,067,561      $ 98.96  

The fair value of options granted during the year was measured at the grant date using the Black-Scholes option pricing model. Model assumptions are based on observable market data for the risk-free interest rate and dividend yield, contractual terms for the exercise price, and historical experience for expected life. Volatility assumptions are best estimates of market implied volatility matching the exercise price and expected life of the options.

The following weighted-average assumptions were used as inputs into the Black-Scholes option pricing model to determine the fair value of options on the date of grant:

 

For the year ended October 31   2021     2020     2019  

Weighted-average assumptions

     

Risk-free interest rate

    0.96  %      2.00  %      2.63  % 

Expected dividend yield

    6.50  %      6.80  %      5.87  % 

Expected share price volatility

    20.25  %      15.30  %      18.36  % 

Expected life

    6 years       6 years       6 years  

Share price/exercise price

  $     110.79     $     109.87     $     111.50  

For 2021, the weighted-average grant date fair value of options was $6.73 (2020: $3.90; 2019: $8.22).

Compensation expense in respect of stock options totalled $7 million in 2021 (2020: $5 million; 2019: $7 million).

Employee share purchase plan

Under our Canadian ESPP, qualifying employees can choose each year to have any portion of their eligible earnings withheld to purchase common shares. We match 50% of the employee contribution amount, up to a maximum contribution of 3% of eligible earnings, subject to a ceiling of $2,250 annually. CIBC contributions vest after employees have two years of continuous participation in the plan, and all subsequent contributions vest immediately. Similar programs exist in other regions globally, where each year qualifying employees can choose to have a portion of their eligible earnings withheld to purchase common shares and receive a matching employer contribution subject to each plan’s provisions. Employee contributions to our ESPP are used to purchase common shares from Treasury. CIBC FirstCaribbean operates an ESPP locally, in which contributions are used by the plan trustee to purchase CIBC FirstCaribbean common shares in the open market.

Our contributions are expensed as incurred and totalled $53 million in 2021 (2020: $50 million; 2019: $48 million).

 

 

 

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Note  19   Post-employment benefits

 

We sponsor pension and other post-employment benefit plans for eligible employees in a number of jurisdictions including Canada, the U.S., the U.K., and the Caribbean. Our pension plans include registered funded defined benefit pension plans, supplemental arrangements that provide pension benefits in excess of statutory limits, and defined contribution plans. We also provide certain health-care, life insurance, and other benefits to eligible employees and retired members. Plan assets and defined benefit obligations related to our defined benefit plans are measured for accounting purposes as at October 31 each year.

Plan characteristics, funding and risks

Pension plans

Pension plans include CIBC’s Canadian, U.S., U.K., and Caribbean pension plans. CIBC’s Canadian pension plans represent approximately 92% of our consolidated defined benefit obligation. All of our Canadian pension plans are defined benefit plans, the most significant of which is our principal Canadian pension plan (the CIBC Pension Plan), which encompasses approximately 66,000 active, deferred, and retired members.

The CIBC Pension Plan provides members with monthly pension income at retirement based on a prescribed plan formula which is based on a combination of maximum yearly pensionable earnings, average earnings at retirement and length of service recognized in the plan. There is a two-year waiting period for members to join the CIBC Pension Plan.

The CIBC Pension Plan is funded through a separate trust. Actuarial funding valuations are prepared by the Plan’s external actuary at least once every three years or more frequently as required by Canadian pension legislation to determine CIBC’s minimum funding requirements as well as maximum permitted contributions. Any deficits determined in the funding valuations must generally be funded over a period not exceeding fifteen years. CIBC’s pension funding policy is to make at least the minimum annual required contributions required by regulations. Any contributions in excess of the minimum requirements are discretionary.

The CIBC Pension Plan is registered with OSFI and the Canada Revenue Agency (CRA) and is subject to the acts and regulations that govern federally regulated pension plans.

Other post-employment plans

Other post-employment plans include CIBC’s Canadian, U.S. and Caribbean post-retirement health-care benefit plans (referred to for disclosure purposes as other post-employment plans). CIBC’s Canadian other post-employment plan (the Canadian post-employment plan) represents more than 93% of our consolidated other post-employment defined benefit obligation.

The Canadian post-employment plan provides medical, dental and life insurance benefits to retirees that meet specified eligibility requirements, including specified age and service period eligibility requirements. CIBC reimburses 100% of the cost of benefits for eligible employees that retired prior to January 1, 2009, whereas the contribution level for medical and dental benefits for eligible employees that retire subsequent to this date has been fixed at a specified level. The plan is funded on a pay-as-you-go basis.

Benefit changes

There were no material changes to the terms of our Canadian defined benefit pension plans in 2021 or 2020. Certain plan amendments were made to our other pension and other post-employment plans in 2020, which resulted in a negative past service cost.

Risks

CIBC’s defined benefit plans expose the group to actuarial risks (such as longevity risk), currency risk, interest rate risk, market (investment) risk and health-care cost inflation risks.

The CIBC pension plan operates a currency overlay strategy, which may use forwards or similar instruments, to manage and mitigate its currency risk.

Interest rate risk is managed as part of the CIBC pension plan’s liability-driven investment strategy through a combination of physical bonds, overlays funded in the repo market, and/or derivatives.

Market (investment) risk is mitigated through a multi-asset portfolio construction process that diversifies across a variety of market risk drivers.

The use of derivatives within the CIBC pension plan is governed by its derivatives policy that was approved by the Pension Benefits Management Committee (PBMC) and permits the use of derivatives to manage risk at the discretion of the Pension Investment Committee (PIC). In addition to the management of interest rate risk, risk reduction and mitigation strategies may include hedging of currency, credit spread and/or equity risks. The derivatives policy also permits the use of derivatives to enhance plan returns.

Plan governance

All of CIBC’s pension arrangements are governed by local pension committees, senior management or a board of trustees. However, all significant plan changes require approval from the Management Resources and Compensation Committee (MRCC). For the Canadian pension plans, the MRCC is responsible for setting the strategy for the pension plans, reviewing material risks, performance including funded status, and approving material design or governance changes.

While specific investment policies are determined at a plan level to reflect the unique characteristics of each plan, common investment policies for all plans include the optimization of the risk-return relationship using a portfolio of multiple asset classes diversified by market segment, economic sector, and issuer. The objectives are to secure the benefits promised by our funded plans, to maximize long-term investment returns while not compromising the benefit security of the respective plans, manage the level of funding contributions in conjunction with the stability of the funded status, and implement all policies in a cost effective manner. Investments in quoted debt and equity (held either directly or indirectly through investment funds) represent the most significant asset allocations.

The use of derivatives is limited to the purposes and instruments described in the derivatives policy of the CIBC Pension Plan. These include the use of synthetic debt or equity instruments, currency hedging, risk reduction and enhancement of returns.

Investments in specific asset classes are further diversified across funds, managers, strategies, sectors and geographies, depending on the specific characteristics of each asset class.

The exposure to any one of these asset classes will be determined by our assessment of the needs of the plan assets and economic and financial market conditions. Factors evaluated before adopting the asset mix include demographics, cash-flow payout requirements, liquidity requirements, actuarial assumptions, expected benefit increases, and plan funding requirements.

 

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Management of the assets of the various Canadian plans has been delegated primarily to the PIC, which is a committee that is composed of CIBC management. The PIC is responsible for the appointment and termination of individual investment managers (which includes CIBC Asset Management Inc., a wholly owned subsidiary of CIBC), who each have investment discretion within established target asset mix ranges as set by the PBMC. Should a fund’s actual asset mix fall outside specified ranges, the assets are re-balanced as required to be within the target asset mix ranges. On a periodic basis, an Asset-Liability Matching study is performed in which the consequences of the strategic investment policies are analyzed.

Management of the actuarial valuations of the various Canadian plans is primarily the responsibility of the PBMC. The PBMC is responsible for approving the actuarial assumptions for the valuations of the plans, and for recommending the level of annual funding for the Canadian plans to CIBC senior management.

Local committees with similar mandates manage our non-Canadian plans and annually report back to the MRCC on all material governance activities.

Amounts recognized on the consolidated balance sheet

The following tables present the financial position of our defined benefit pension and other post-employment plans for Canada, the U.S., the U.K., and our Caribbean subsidiaries. Other minor plans operated by some of our subsidiaries are not material and are not included in these disclosures.

 

     Pension plans     Other post-employment plans  
$ millions, as at or for the year ended October 31    2021     2020     2021      2020  

Defined benefit obligation

         

Balance at beginning of year

   $ 9,139     $ 8,722     $ 609      $ 671  

Current service cost

     280       277       7        14  

Past service cost (1)

     (1 )      (20 )      9        (77 ) 

Interest cost on defined benefit obligation

     267       268       17        20  

Employee contributions

     5       5       –        –  

Benefits paid

     (386 )      (369 )      (26 )       (26 ) 

Special termination benefits

     –       10       –        –  

Foreign exchange rate changes

     (49 )      8       (3 )       1  

Net actuarial (gains) losses on defined benefit obligation

     (691 )      238       (64 )       6  

Balance at end of year

   $     8,564     $     9,139     $     549      $     609  

Plan assets

         

Fair value at beginning of year

   $ 9,341     $ 8,853     $ –      $ –  

Interest income on plan assets (2)

     282       277       –        –  

Net actuarial gains (losses) on plan assets (2)

     479       349       –        –  

Employer contributions

     249       227       26        26  

Employee contributions

     5       5       –        –  

Benefits paid

     (386 )      (369 )      (26 )       (26 ) 

Plan administration costs

     (8 )      (7 )      –        –  

Foreign exchange rate changes

     (58 )      6       –        –  

Fair value at end of year

   $ 9,904     $ 9,341     $ –      $ –  

Net defined benefit asset (liability)

     1,340       202       (549 )       (609 ) 

Valuation allowance (3)

     (17 )      (17 )      –        –  

Net defined benefit asset (liability), net of valuation allowance

   $ 1,323     $ 185     $ (549 )     $ (609 ) 

 

(1)

Prior year amounts include amounts related to the restructuring charge, and gains related to plan amendments recognized in 2020. See Note 23 for additional details on the restructuring charge.

(2)

The actual return on plan assets for the year was $761 million (2020: $626 million).

(3)

The valuation allowance reflects the effect of asset ceiling on plans with a net defined benefit asset.

The net defined benefit asset (liability), net of valuation allowance, included in Other assets and Other liabilities is as follows:

 

     Pension plans     Other post-employment plans  
$ millions, as at October 31    2021     2020     2021      2020  

Other assets

   $ 1,372     $ 247     $          –      $           –  

Other liabilities (1)

     (49 )      (62 )      (549 )       (609 ) 
     $     1,323     $     185     $ (549 )     $     (609 ) 

 

(1)

Excludes $4 million (2020: $5 million) of other liabilities for other post-employment plans of immaterial subsidiaries.

The defined benefit obligation and plan assets by region are as follows:

 

     Pension plans      Other post-employment plans  
$ millions, as at October 31    2021      2020      2021      2020  

Defined benefit obligation

           

Canada

   $ 7,846      $ 8,384      $ 512      $ 568  

U.S., U.K., and the Caribbean

     718        755        37        41  

Defined benefit obligation at the end of year

   $ 8,564      $ 9,139      $ 549      $     609  

Plan assets

           

Canada

   $ 8,996      $ 8,469      $ –      $ –  

U.S., U.K., and the Caribbean

     908        872        –        –  

Plan assets at the end of year

   $     9,904      $     9,341      $         –      $ –  

 

 

 

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Amounts recognized in the consolidated statement of income

The net defined benefit expense for our defined benefit plans in Canada, the U.S., the U.K., and the Caribbean is as follows:

 

     Pension plans     Other post-employment plans  
$ millions, for the year ended October 31    2021     2020     2019     2021      2020     2019  

Current service cost (1)

   $ 280     $ 277     $ 218     $ 7      $ 14     $ 11  

Past service cost (2)

     (1 )      (20 )      1       9        (77 )      –  

Interest cost on defined benefit obligation

     267       268       303       17        20       24  

Interest income on plan assets

     (282 )      (277 )      (323 )      –        –       –  

Special termination benefits (2)

     –       10       –       –        –       –  

Plan administration costs

     8       7       6       –        –       –  

Loss on settlements

     –       –       1       –        –       –  

Net defined benefit plan expense recognized in net income

   $     272     $     265     $     206     $     33      $     (43 )    $     35  

 

(1)

The 2021, 2020 and 2019 current service costs were calculated using separate discount rates of 2.99%, 3.14%, and 4.14%, respectively, to reflect the longer duration of future benefits payments associated with the additional year of service to be earned by the plan’s active participants.

(2)

Prior year amount includes amounts related to the restructuring charge, and gains related to plan amendments recognized in 2020. See Note 23 for additional details on the restructuring charge.

Amounts recognized in the consolidated statement of comprehensive income

The net remeasurement gains (losses) recognized in OCI for our defined benefit plans in Canada, the U.S., the U.K., and the Caribbean is as follows:

 

     Pension plans     Other post-employment plans  
$ millions, for the year ended October 31    2021     2020     2019     2021      2020     2019  

Actuarial gains (losses) on defined benefit obligation arising from changes in:

             

Demographic assumptions

   $ (1 )    $ 148     $ –     $ 16      $ 13     $ –  

Financial assumptions

     798       (327 )      (1,133 )      42        (26 )      (78 ) 

Experience

     (106 )      (59 )      (45 )      6        7       1  

Net actuarial gains (losses) on plan assets

     479       349       965       –        –       –  

Changes in asset ceiling excluding interest income

     –       (1 )      (5 )      –        –       –  

Net remeasurement gains (losses) recognized in OCI (1)

   $     1,170     $     110     $     (218 )    $     64      $     (6 )    $     (77 ) 

 

(1)

Excludes net remeasurement gains/losses recognized in OCI in respect of immaterial subsidiaries not included in the disclosures totalling $6 million net losses (2020: $5 million of net losses; 2019: $2 million of net losses).

Canadian defined benefit plans

As the Canadian defined benefit pension and other post-employment benefit plans represent approximately 92% of our consolidated defined benefit obligation, they are the subject and focus of the disclosures in the balance of this note.

Disaggregation and maturity profile of defined benefit obligation

The breakdown of the defined benefit obligation for our Canadian plans between active, deferred and retired members is as follows:

 

     Pension plans      Other post-employment plans  
$ millions, as at October 31    2021      2020      2021      2020  

Active members

   $ 4,014      $ 4,362      $ 99      $ 129  

Deferred members

     569        626        –        –  

Retired members

     3,263        3,396        413        439  

Total

   $     7,846      $     8,384      $     512      $     568  

The weighted-average duration of the defined benefit obligation for our Canadian plans is as follows:

 

     Pension plans      Other post-employment plans  
As at October 31    2021      2020      2021      2020  

Weighted-average duration, in years

     14.2        14.8        11.7        12.6  

 

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Plan assets

The major categories of our defined benefit pension plan assets for our Canadian plans are as follows:

 

$ millions, as at October 31   2021     2020  

Asset category (1)

       

Canadian equity securities (2)

  $ 753       8  %    $ 540       6  % 

Debt securities (3)

       

Government bonds

    4,917       55       5,001       59  

Corporate bonds

    755       8       1,195       14  
    5,672       63       6,196       73  

Investment funds (4)

       

Canadian equity funds

    40       1       30       –  

U.S. equity funds

    560       6       423       5  

International equity funds (5)

    39       1       32       –  

Global equity funds (5)

    1,171       13       961       12  

Emerging markets equity funds

    296       3       229       3  

Fixed income funds

    110       1       117       1  
    2,216       25       1,792       21  

Other (2)

       

Alternative investments (6)

    1,740       20       1,281       16  

Cash and cash equivalents and other

    257       2       241       3  

Obligations related to securities sold under repurchase agreements

    (1,642 )      (18 )      (1,581 )      (19 ) 
      355       4       (59 )      –  
    $     8,996       100  %    $     8,469       100  % 

 

(1)

Asset categories are based upon risk classification including synthetic exposure through derivatives. The fair value of derivatives as at October 31, 2021 was a net derivative asset of $30 million (2020: net derivative liability of $41 million).

(2)

Pension benefit plan assets include CIBC issued securities and deposits of nil (2020: $7 million), representing nil of Canadian plan assets (2020: 0.1%). All of the equity securities held as at October 31, 2021 and 2020 have daily quoted prices in active markets except hedge funds, infrastructure, and private equity.

(3)

All debt securities held as at October 31, 2021 and 2020 are investment grade, of which $134 million (2020: $244 million) have daily quoted prices in active markets.

(4)

$40 million (2020: $31 million) of the investment funds are directly held as at October 31, 2021 and have daily quoted prices in active markets.

(5)

Global equity funds include North American and international investments, whereas International equity funds do not include North American investments.

(6)

Comprised of private equity, infrastructure, private debt and real estate funds.

Principal actuarial assumptions

The weighted-average principal assumptions used to determine the defined benefit obligation for our Canadian plans are as follows:

 

     Pension plans     Other post-employment plans  
As at October 31    2021     2020     2021     2020  

Discount rate

     3.5  %      2.8  %      3.4  %      2.7  % 

Rate of compensation increase (1)

     2.1  %      2.0  %      2.1  %      2.0  % 

 

(1)

Rates of compensation increase for 2021 and 2020 reflect the use of a salary growth rate assumption table that is based on the age and tenure of the employees. The table yields a weighted-average salary growth rate of approximately 2.1% per annum (2020: 2.0%).

Assumptions regarding future mortality have been based on published statistics and mortality tables. The current longevities underlying the values of the defined benefit obligation of our Canadian plans are as follows (in years):

 

As at October 31    2021      2020  

Longevity at age 65 for current retired members

     

Males

     23.4        23.4  

Females

     24.5        24.5  

Longevity at age 65 for current members aged 45

     

Males

     24.4        24.3  

Females

     25.4        25.4  

The assumed health-care cost trend rates of the Canadian other post-employment plan providing medical, dental, and life insurance benefits are as follows:

 

For the year ended October 31    2021     2020  

Health-care cost trend rates assumed for next year

     4.9  %      5.2  % 

Rate to which the cost trend rate is assumed to decline

     4.0  %      4.0  % 

Year that the rate reaches the ultimate trend rate

     2040       2040  

 

 

 

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Sensitivity analysis

Reasonably possible changes to one of the principal actuarial assumptions, holding other assumptions constant, would have affected the defined benefit obligation of our Canadian plans as follows:

 

Estimated increase (decrease) in defined benefit obligation    Pension plans     Other post-employment plans  
$ millions, as at October 31    2021     2021  

Discount rate (100 basis point change)

    

Decrease in assumption

   $      1,256     $      69  

Increase in assumption

     (1,028 )      (57 ) 

Rate of compensation increase (100 basis point change)

    

Decrease in assumption

     (267 )      –  

Increase in assumption

     309       –  

Health-care cost trend rates (100 basis point change)

    

Decrease in assumption

     n/a       (22 ) 

Increase in assumption

     n/a       25  

Future mortality
1 year shorter life expectancy

     (192 )      (13 ) 

1 year longer life expectancy

     189       14  

 

n/a

Not applicable.

The sensitivity analyses presented above are indicative only, and should be considered with caution as they have been calculated in isolation without changing other assumptions. In practice, changes in one assumption may result in changes in another, which may magnify or counteract the disclosed sensitivities.

Future cash flows

Cash contributions

The most recently completed actuarial valuation of the CIBC Pension Plan for funding purposes was as at October 31, 2020. The next actuarial valuation of this plan for funding purposes will be effective as of October 31, 2021.

The minimum contributions for 2022 are anticipated to be $233 million for the Canadian defined benefit pension plans and $28 million for the Canadian other post-employment benefit plans. These estimates are subject to change since contributions are affected by various factors, such as market performance, regulatory requirements, and management’s ability to change funding policy.

Expected future benefit payments

The expected future benefit payments for our Canadian plans for the next 10 years are as follows:

 

$ millions, for the year ended October 31    2022      2023      2024      2025      2026      2027–2031      Total  

Defined benefit pension plans

   $ 346      $ 354      $ 362      $ 371      $     380      $     2,039      $ 3,852  

Other post-employment plans

     28        28        29        29        30        156        300  
     $     374      $     382      $     391      $     400      $ 410      $ 2,195      $     4,152  

Defined contributions and other plans

We also maintain defined contribution plans for certain employees and make contributions to government pension plans. The expense recognized in the consolidated statement of income for these benefit plans is as follows:

 

$ millions, for the year ended October 31    2021      2020      2019  

Defined contribution pension plans

   $ 40      $ 33      $ 29  

Government pension plans (1)

     143        137        121  
     $     183      $     170      $     150  

 

(1)

Includes Canada Pension Plan, Quebec Pension Plan, and U.S. Federal Insurance Contributions Act.

 

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Note 20   Income taxes

 

Total income taxes

 

$ millions, for the year ended October 31    2021     2020     2019  

Consolidated statement of income

      

Provision for (reversal of) current income taxes

      

Adjustments for prior years

   $ (22 )    $ (40 )    $ (125 ) 

Current income tax expense

     1,939       1,366       1,365  
       1,917       1,326       1,240  

Provision for (reversal of) deferred income taxes

      

Adjustments for prior years

     19       37       107  

Effect of changes in tax rates and laws

     1       4       34  

Origination and reversal of temporary differences

     (61 )      (269 )      (33 ) 
       (41 )      (228 )      108  
     1,876       1,098       1,348  

OCI

     297       130       22  

Total comprehensive income

   $     2,173     $     1,228     $     1,370  

Components of income tax

 

$ millions, for the year ended October 31    2021      2020     2019  

Current income taxes

       

Federal

   $ 918      $ 613     $ 634  

Provincial

     629        420       428  

Foreign

     398        390       226  
       1,945        1,423       1,288  

Deferred income taxes

       

Federal

     137        (67 )      30  

Provincial

     90        (44 )      20  

Foreign

     1        (84 )      32  
       228        (195 )      82  
     $     2,173      $     1,228     $     1,370  

The combined Canadian federal and provincial income tax rate varies each year according to changes in the statutory rates imposed by each of these jurisdictions, and according to changes in the proportion of our business carried out in each province. We are also subject to Canadian taxation on income of foreign branches.

Earnings of foreign subsidiaries would generally only be subject to Canadian tax when distributed to Canada. Additional Canadian taxes that would be payable if all foreign subsidiaries’ retained earnings were distributed to the Canadian parent as dividends are estimated to be nil.

The effective rates of income tax in the consolidated statement of income are different from the combined Canadian federal and provincial income tax rates as set out in the following table:

Reconciliation of income taxes

 

$ millions, for the year ended October 31    2021      2020      2019  

Combined Canadian federal and provincial income tax rate applied to income before income taxes

   $ 2,188        26.3  %     $ 1,291        26.4  %     $ 1,718        26.5  % 

Income taxes adjusted for the effect of:

                 

Earnings of foreign subsidiaries

     (136 )       (1.6 )       (66 )       (1.3 )       (214 )       (3.3 ) 

Tax-exempt income

     (150 )       (1.8 )       (134 )       (2.7 )       (131 )       (2.0 ) 

Changes in income tax rate on deferred tax balances

     1        –        4        0.1        34        0.5  

Impact of equity-accounted income

     (13 )       (0.2 )       (18 )       (0.4 )       (23 )       (0.4 ) 

Other (1)

     (14 )       (0.2 )       21        0.4        (36 )       (0.5 ) 

Income taxes in the consolidated statement of income

   $     1,876        22.5  %     $     1,098        22.5  %     $     1,348        20.8  % 

 

(1)

Prior period amounts include the Enron settlement recognized in the first quarter of 2019.

 

 

 

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Consolidated financial statements

 

Deferred income taxes

Sources of and movement in deferred tax assets and liabilities

Deferred tax assets

$ millions, for the year ended October 31   Allowance
for credit
losses
   

Property

and
equipment

    Pension and
employee
benefits
    Provisions     Financial
instrument
revaluation
    Tax loss
carry-
forwards (1)
    Other     Total
assets
 
2021   

Balance at beginning of year

  $ 314     $ 39     $ 554     $ 53     $ 1     $ 19     $ 236     $     1,216  
  

Recognized in net income

    (80 )      3       59       51       (7 )      (3 )      (16 )      7  
  

Recognized in OCI

    –       –       (296 )      –       43       –       –       (253 ) 
    

Other (2)

    (12 )      (2 )      (10 )      (1 )      (13 )          (11 )      (5 )      (54 ) 
    

Balance at end of year

  $     222     $     40     $      307     $     103     $      24     $ 5     $     215     $ 916  
2020   

Balance at beginning of year before accounting policy changes

  $ 170     $ 47     $ 567     $ 20     $ 1     $ 24     $ 157     $ 986  
    

Impact of adopting IFRS 16 at November 1, 2019

    –       –       –       –       –       –       (12 )      (12 ) 
  

Balance at beginning of year after accounting policy changes

    170       47       567       20       1       24       145       974  
  

Recognized in net income

    143       (23 )      4       33       –       (1 )      114       270  
  

Recognized in OCI

    –       –       (18 )      –       –       –       –       (18 ) 
    

Other (2)

    1       15       1       –       –       (4 )      (23 )      (10 ) 
    

Balance at end of year

  $      314     $      39     $      554     $       53     $        1     $      19     $     236     $     1,216  
2019   

Balance at beginning of year before accounting policy changes

  $ 298     $ 12     $ 437     $ 16     $ 66     $ 38     $ 127     $ 994  
    

Impact of adopting IFRS 15 at November 1, 2018

    –       –       –       –       –       –       3       3  
  

Balance at beginning of year after accounting policy changes

    298       12       437       16       66       38       130       997  
  

Recognized in net income

    (124 )      14       46       3       (32 )      (14 )      20       (87 ) 
  

Recognized in OCI

    –       –       83       –       (50 )      –       –       33  
    

Other (2)

    (4 )      21       1       1       17       –       7       43  
    

Balance at end of year

  $ 170     $ 47     $ 567     $ 20     $ 1     $ 24     $ 157     $ 986  

 

Deferred tax liabilities              
$ millions, for the year ended October 31   Intangible
assets
   

Property

and
equipment

    Pension and
employee
benefits
    Goodwill     Financial
instrument
revaluation
    Other     Total
liabilities
 
2021   

Balance at beginning of year

  $ (305 )    $ (112 )    $ (15 )    $ (86 )    $ (63 )    $ (18 )    $ (599 ) 
  

Recognized in net income

    (26 )      27       1       (2 )      28       6       34  
  

Recognized in OCI

    –       –       (15 )      –       (1 )      –       (16 ) 
    

Other (2)

    4       3       5       –       17       –       29  
    

Balance at end of year

  $     (327 )    $       (82 )    $     (24 )    $     (88 )    $     (19 )    $     (12 )    $     (552 ) 
2020   

Balance at beginning of year before accounting policy changes

  $ (315 )    $ (68 )    $ (9 )    $ (84 )    $ (25 )    $ (6 )    $ (507 ) 
    

Impact of adopting IFRS 16 at November 1, 2019 (3)

    –       (39 )      –       –       –       –       (39 ) 
  

Balance at beginning of year after accounting
policy changes

    (315 )      (107 )      (9 )      (84 )      (25 )      (6 )      (546 ) 
  

Recognized in net income

    13       (6 )      (5 )      (2 )      (24 )      (18 )      (42 ) 
  

Recognized in OCI

    –       –       (2 )      –       (13 )      –       (15 ) 
    

Other (2)

    (3 )      1       1       –       (1 )      6       4  
    

Balance at end of year

  $ (305 )    $ (112 )    $ (15 )    $ (86 )    $ (63 )    $ (18 )    $ (599 ) 
2019   

Balance at beginning of year before accounting
policy changes

  $ (287 )    $ (47 )    $ (11 )    $ (85 )    $ (12 )    $ 6     $ (436 ) 
    

Impact of adopting IFRS 15 at November 1, 2018

    –       –       –       –       –       (5 )      (5 ) 
  

Balance at beginning of year after accounting
policy changes

    (287 )      (47 )      (11 )      (85 )      (12 )      1       (441 ) 
  

Recognized in net income

    (16 )      (12 )      (1 )      (1 )      (4 )      13       (21 ) 
  

Recognized in OCI

    –       –       (6 )      –       –       (1 )      (7 ) 
    

Other (2)

    (12 )      (9 )      9       2       (9 )      (19 )      (38 ) 
    

Balance at end of year

  $ (315 )    $ (68 )    $ (9 )    $ (84 )    $ (25 )    $ (6 )    $     (507 ) 

Net deferred tax assets as at October 31, 2021

    $ 364  

Net deferred tax assets as at October 31, 2020

    $ 617  

Net deferred tax assets as at October 31, 2019

    $ 479  

 

(1)

The deferred tax effect of tax loss carryforwards includes $5 million (2020: $19 million; 2019: $22 million) that relate to operating losses (of which $2 million relate to Canada, and $3 million relate to the Caribbean) that expire in various years commencing in 2022, and nil (2020: nil, 2019: $2 million) that relate to U.S. capital losses.

(2)

Includes foreign currency translation adjustments.

(3)

Transition impact from the adoption of IFRS 16 at November 1, 2019 is reported net for lease liability and right-of-use assets.

Deferred tax assets and liabilities are assessed by entity for presentation in our consolidated balance sheet. As a result, the net deferred tax assets of $364 million (2020: $617 million) are presented in the consolidated balance sheet as deferred tax assets of $402 million (2020: $650 million) and deferred tax liabilities of $38 million (2020: $33 million).

 

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Unrecognized tax losses

The amount of unused operating tax losses for which deferred tax assets have not been recognized was $1,611 million as at October 31, 2021 (2020: $1,855 million), of which $674 million (2020: $669 million) relates to the U.S. region and $937 million (2020: $1,186 million) relates to the Caribbean region. These unused operating tax losses expire within 10 years.

The amount of unused capital tax losses for which deferred tax assets have not been recognized was $519 million as at October 31, 2021 (2020: $611 million). These unused capital tax losses relate to Canada.

Enron

In prior years, the Canada Revenue Agency (CRA) issued reassessments disallowing the deduction of Enron settlement payments and related legal expenses (the Enron expenses). In January 2019, CIBC entered into a settlement agreement (the Agreement) with the CRA that provides certainty with respect to the portion of the Enron expenses deductible in Canada. The Agreement resulted in the recognition of a net $38 million tax recovery in the first quarter of 2019. This recovery was determined after taking into account taxable refund interest in Canada and also the portion of the Enron expenses that are expected to be deductible in the United States (the U.S. deduction). The U.S. deduction has not been agreed to by the Internal Revenue Service. It is possible that adjustments may be required to the amount of tax benefits recognized in the U.S.

Dividend received deduction

The CRA has reassessed CIBC approximately $1,420 million of additional income tax by denying the tax deductibility of certain 2011 to 2016 Canadian corporate dividends on the basis that they were part of a “dividend rental arrangement”. The dividends that were subject to the reassessments are similar to those prospectively addressed by the rules in the 2015 and 2018 Canadian federal budgets. In August 2021, CIBC filed a Notice of Appeal with the Tax Court of Canada and the matter is now in litigation. It is possible that subsequent years may be reassessed for similar activities. CIBC is confident that its tax filing positions were appropriate and intends to defend itself vigorously. Accordingly, no amounts have been accrued in the consolidated financial statements.

Foreign exchange capital loss reassessment

In November 2021, the Tax Court of Canada ruled against CIBC on its 2007 foreign exchange capital loss reassessment (Decision). CIBC disagrees with the Decision and filed its Appeal in November 2021. CIBC remains confident that its tax filing position was appropriate. Accordingly, no amounts have been accrued in the consolidated financial statements. The exposure of additional tax and interest related to this and similar matters is approximately $300 million in addition to the potential inability to utilize approximately $500 million in unrecognized capital tax loss carryforwards.

 

Note  21   Earnings per share

 

 

$ millions, except per share amounts, for the year ended October 31    2021     2020      2019  

Basic EPS

       

Net income attributable to equity shareholders

   $ 6,429     $ 3,790      $ 5,096  

Less: preferred share dividends and distributions on other equity instruments

     158       122        111  

Net income attributable to common shareholders

     6,271       3,668        4,985  

Weighted-average common shares outstanding (thousands)

     448,953       445,435        444,324  

Basic EPS

   $ 13.97     $ 8.23      $ 11.22  

Diluted EPS

       

Net income attributable to common shareholders

   $ 6,271     $ 3,668      $ 4,985  

Weighted-average common shares outstanding (thousands)

     448,953       445,435        444,324  

Add: stock options potentially exercisable (1) (thousands)

     1,061       378        702  

Add: restricted shares and equity-settled consideration (thousands)

     169       208        431  

Weighted-average diluted common shares outstanding (thousands)

         450,183           446,021            445,457  

Diluted EPS

   $ 13.93     $ 8.22      $ 11.19  

 

(1)

Excludes average options outstanding of nil with a weighted-average exercise price of nil (2020: 3,748,652 with a weighted-average exercise price of $111.53; 2019: 2,319,723 with a weighted-average exercise price of $114.29), to the extent that the options’ exercise prices were less than the average market price of CIBC’s common shares.

 

 

 

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Note  22   Commitments, guarantees and pledged assets

 

Commitments

Credit-related arrangements

Credit-related arrangements are generally off-balance sheet instruments and are typically entered into to meet the financing needs of clients. In addition, there are certain exposures for which we could be obligated to extend credit that are not recorded on the consolidated balance sheet. Our policy of requiring collateral or other security to support credit-related arrangements and the types of security held is generally the same as for loans. The contract amounts presented below for credit-related arrangements represent the maximum amount of additional credit that we could be obligated to extend. The contract amounts also represent the additional credit risk amounts should the contracts be fully drawn, the counterparties default and any collateral held proves to be of no value. As many of these arrangements will expire or terminate without being drawn upon, the contract amounts are not necessarily indicative of future cash requirements or actual risk of loss.

 

$ millions, as at October 31    2021      2020  
      Contract amounts  

Securities lending (1)

   $ 50,578      $ 39,186  

Unutilized credit commitments (2)

     301,343        268,089  

Backstop liquidity facilities

     12,174        12,907  

Standby and performance letters of credit

     15,775        14,565  

Documentary and commercial letters of credit

     194        196  

Other commitments to extend credit

     978        2,149  
     $     381,042      $     337,092  

 

(1)

Excludes securities lending of $2.5 billion (2020: $1.8 billion) for cash because it is reported on the consolidated balance sheet.

(2)

Includes $141.5 billion (2020: $131.3 billion) of personal, home equity and credit card lines, which are unconditionally cancellable at our discretion.

In addition, the client securities lending of the joint ventures which CIBC has with The Bank of New York Mellon totalled $81.7 billion (2020: $78.1 billion) of which $8.6 billion (2020: $8.0 billion) are transactions between CIBC and the joint ventures.

CIBC has provided indemnities to customers of the joint ventures in respect of securities lending transactions with third parties amounting to $68.0 billion (2020: $64.3 billion).

For further information on the joint ventures, see Note 26.

Securities lending

Securities lending represents our credit exposure when we lend our own or our clients’ securities to a borrower and the borrower defaults on the redelivery obligation. The borrower must fully collateralize the security lent at all times.

Unutilized credit commitments

Unutilized credit commitments are the undrawn portion of lending facilities that we have approved to meet the requirements of clients. These lines may include various conditions that must be satisfied prior to drawdown and include facilities extended in connection with contingent acquisition financing. The credit risk associated with these lines arises from the possibility that a commitment will be drawn down as a loan at some point in the future, prior to the expiry of the commitment. The amount of collateral obtained, if deemed necessary, is based on our credit evaluation of the borrower and may include a charge over the present and future assets of the borrower.

Backstop liquidity facilities

We provide irrevocable backstop liquidity facilities primarily to ABCP conduits. We are the financial services agent for some of these conduits, while other conduits are administered by third parties. The liquidity facilities for our sponsored ABCP programs, Safe Trust, Sure Trust, Sound Trust and Stable Trust, require us to provide funding to fund non-defaulted assets, subject to the satisfaction of certain limited conditions with respect to the conduits.

Standby and performance letters of credit

These represent an irrevocable obligation to make payments to third parties in the event that clients are unable to meet their contractual financial or performance obligations. The credit risk associated with these instruments is essentially the same as that involved in extending irrevocable loan commitments to clients. The amount of collateral obtained, if deemed necessary, is based on our credit evaluation of the borrower and may include a charge over present and future assets of the borrower.

Documentary and commercial letters of credit

Documentary and commercial letters of credit are short-term instruments issued on behalf of a client, authorizing a third-party, such as an exporter, to draw drafts on CIBC up to a specified amount, subject to specific terms and conditions. We are at risk for any drafts drawn that are not ultimately settled by the client; however, the amounts drawn are collateralized by the related goods.

Other commitments to extend credit

These represent other commitments to extend credit, and primarily include forward-dated securities financing trades in the form of securities purchased under resale agreements with various counterparties that are executed on or before the end of our reporting period and that settle shortly after period end, usually within five business days.

Other commitments

As an investor in merchant banking activities, we enter into commitments to fund external private equity funds. In connection with these activities, we had commitments to invest up to $337 million (2020: $212 million).

In addition, we act as underwriter for certain new issuances under which we alone or together with a syndicate of financial institutions purchase these new issuances for resale to investors. As at October 31, 2021, the related underwriting commitments were $268 million (2020: $94 million).

 

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Guarantees and other indemnification agreements

Guarantees

A guarantee is a contract that requires the issuer to make specified payments to reimburse the holder for a loss it incurs because a specified debtor failed to make payment when due in accordance with the original or modified terms of a debt instrument. Guarantees include standby and performance letters of credit as discussed above, and credit derivatives protection sold, as discussed in Note 13.

Other indemnification agreements

In the ordinary course of business, we enter into contractual arrangements under which we may agree to indemnify the counterparty to such arrangement from any losses relating to a breach of representations and warranties, a failure to perform certain covenants, or for claims or losses arising from certain external events as outlined within the particular contract. This may include, for example, losses arising from changes in tax legislation, litigation, or claims relating to past performance. In addition, we indemnify each of our directors and officers to the extent permitted by law, against any and all claims or losses (including any amounts paid in settlement of any such claims) incurred as a result of their service to CIBC. In most indemnities, maximum loss clauses are generally not provided for, and as a result, no defined limit of the maximum potential liability exists. Amounts are accrued when we have a present legal or constructive obligation as a result of a past event, when it is both probable that an outflow of economic benefits will be required to resolve the matter, and when a reliable estimate can be made of the amount of the obligation. We believe that the likelihood of the conditions arising to trigger obligations under these contract arrangements is remote. Historically, any payments made in respect of these contracts have not been significant. Amounts related to these indemnifications, representations, and warranties reflected within the consolidated financial statements as at October 31, 2021 and 2020 are not significant.

Pledged assets

In the normal course of business, on- and off-balance sheet assets are pledged as collateral for various activities. The following table summarizes asset pledging amounts and the activities to which they relate:

 

$ millions, as at October 31    2021      2020  

Assets pledged in relation to:

     

Securities lending

   $ 50,895      $ 41,042  

Obligations related to securities sold under repurchase agreements

     73,687        69,528  

Obligations related to securities sold short

     22,790        15,963  

Securitizations

     18,824        20,818  

Covered bonds

     25,416        21,073  

Derivatives

     16,266        14,410  

Foreign governments and central banks (1)

     252        133  

Clearing systems, payment systems, and depositories (2)

     649        605  

Other

     374        400  
     $     209,153      $     183,972  

 

(1)

Includes assets pledged to maintain access to central bank facilities in foreign jurisdictions.

(2)

Includes assets pledged in order to participate in clearing and payment systems and depositories.

 

Note  23   Contingent liabilities and provisions

 

In the ordinary course of its business, CIBC is a party to a number of legal proceedings, including regulatory investigations, in which claims for substantial monetary damages are asserted against CIBC and its subsidiaries. Legal provisions are established if, in the opinion of management, it is both probable that an outflow of economic benefits will be required to resolve the matter, and a reliable estimate can be made of the amount of the obligation. If the reliable estimate of probable loss involves a range of potential outcomes within which a specific amount appears to be a better estimate, that amount is accrued. If no specific amount within the range of potential outcomes appears to be a better estimate than any other amount, the mid-point in the range is accrued. In some instances, however, it is not possible either to determine whether an obligation is probable or to reliably estimate the amount of loss, in which case no accrual can be made.

While there is inherent difficulty in predicting the outcome of legal proceedings, based on current knowledge and in consultation with legal counsel, we do not expect the outcome of these matters, individually or in aggregate, to have a material adverse effect on our consolidated financial statements. However, the outcome of these matters, individually or in aggregate, may be material to our operating results for a particular reporting period. We regularly assess the adequacy of CIBC’s litigation accruals and make the necessary adjustments to incorporate new information as it becomes available.

CIBC considers losses to be reasonably possible when they are neither probable nor remote. It is reasonably possible that CIBC may incur losses in addition to the amounts recorded when the loss accrued is the mid-point of a range of reasonably possible losses, or the potential loss pertains to a matter in which an unfavourable outcome is reasonably possible but not probable.

CIBC believes the estimate of the aggregate range of reasonably possible losses, in excess of the amounts accrued, for its significant legal proceedings, where it is possible to make such an estimate, is from nil to approximately $1.1 billion as at October 31, 2021. This estimated aggregate range of reasonably possible losses is based upon currently available information for those significant proceedings in which CIBC is involved, taking into account CIBC’s best estimate of such losses for those cases for which an estimate can be made. CIBC’s estimate involves significant judgment, given the varying stages of the proceedings and the existence of multiple defendants in many of such proceedings whose share of the liability has yet to be determined. The range does not include potential punitive damages and interest. The matters underlying the estimated range as at October 31, 2021 consist of the significant legal matters disclosed below. The matters underlying the estimated range will change from time to time, and actual losses may vary significantly from the current estimate. For certain matters, CIBC does not believe that an estimate can currently be made as many of them are in preliminary stages and certain matters have no specific amount claimed. Consequently, these matters are not included in the range.

The following is a description of CIBC’s significant legal proceedings, which we intend to vigorously defend.

 

 

 

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Green v. Canadian Imperial Bank of Commerce, et al.

In July 2008, a shareholder plaintiff commenced this proposed class action in the Ontario Superior Court of Justice against CIBC and several former and current CIBC officers and directors. It alleges that CIBC and the individual officers and directors violated the Ontario Securities Act through material misrepresentations and non-disclosures relating to CIBC’s exposure to the U.S. sub-prime mortgage market. The plaintiffs instituted this action on behalf of all CIBC shareholders in Canada who purchased shares between May 31, 2007 and February 28, 2008. The action seeks damages of $5 billion. In July 2012, the plaintiffs’ motions for leave to file the statement of claim and for class certification were dismissed by the Ontario Superior Court of Justice. In February 2014, the Ontario Court of Appeal released its decision overturning the lower court and allowing the matter to proceed as a certified class action. In August 2014, CIBC and the individual defendants were granted leave to appeal to the Supreme Court of Canada. The defendants’ appeal to the Supreme Court of Canada was heard in February 2015. In December 2015, the Supreme Court of Canada upheld the Ontario Court of Appeal’s decision allowing the matter to proceed as a certified class action. The trial, which was scheduled to start in October 2021, has been adjourned. A settlement agreement has been reached, subject to court approval. Pursuant to the proposed settlement, CIBC will pay the plaintiffs $125 million.

Fresco v. Canadian Imperial Bank of Commerce

Gaudet v. Canadian Imperial Bank of Commerce

In June 2007, two proposed class actions were filed against CIBC in the Ontario Superior Court of Justice (Fresco) and in the Quebec Superior Court (Gaudet). Each makes identical claims for unpaid overtime for full-time, part-time, and retail frontline non-management employees. The Ontario action seeks $500 million in damages plus $100 million in punitive damages for all employees in Canada, while the Quebec action is limited to employees in Quebec and has been stayed pending the outcome of the Ontario action. In June 2009, in the Ontario action, the motion judge denied certification of the matter as a class action. In September 2010, the Ontario Divisional Court upheld the motion judge’s denial of the plaintiff’s certification motion and the award of costs to CIBC by a two-to-one majority. In January 2011, the Ontario Court of Appeal granted the plaintiff leave to appeal the decision denying certification. In June 2012, the Ontario Court of Appeal overturned the lower court and granted certification of the matter as a class action. The Supreme Court of Canada released its decision in March 2013 denying CIBC leave to appeal certification of the matter as a class action, and denying the plaintiff’s cross appeal on aggregate damages. The motions for summary judgment were heard in December 2019. In March 2020, the court found CIBC liable for unpaid overtime. CIBC has appealed the liability decision. A decision on remedies was released in August 2020 and the court certified aggregate damages as a common issue and directed that the availability and quantum, if any, of aggregate damages be determined at a later date. The plaintiffs’ claim for punitive damages was dismissed. In October 2020, the court released its decision on limitation periods finding that limitation periods cannot be determined on a class wide basis. CIBC has appealed the decisions on remedies and limitation periods. The appeal was heard in September 2021. The court reserved its decision.

Credit card class actions – Interchange fees litigation:

Bancroft-Snell v. Visa Canada Corporation, et al.

9085-4886 Quebec Inc. v. Visa Canada Corporation, et al.

Watson v. Bank of America Corporation, et al.

Fuze Salon v. BofA Canada Bank, et al.

1023926 Alberta Ltd. v. Bank of America Corporation, et al.

The Crown & Hand Pub Ltd. v. Bank of America Corporation, et al.

Hello Baby Equipment Inc. v. BofA Canada Bank, et al.

Since 2011, seven proposed class actions have been commenced against VISA Canada Corporation (Visa), MasterCard International Incorporated (MasterCard), CIBC and numerous other financial institutions. The actions, brought on behalf of all merchants who accepted payment by Visa or MasterCard from March 23, 2001 to the present, allege two “separate, but interrelated” conspiracies: one in respect of Visa and one in respect of MasterCard. The claims allege that Visa and MasterCard conspired with their issuing banks to set default interchange rate and merchant discount fees and that certain rules (Honour All Cards and No Surcharge) have the effect of increasing the merchant discount fees. The claims allege civil conspiracy, violation of the Competition Act, interference with economic interests and unjust enrichment. The claims seek unspecified general and punitive damages. The motion for class certification in Watson was granted in March 2014. The appeal of the decision granting class certification was heard in December 2014. In August 2015, the British Columbia Court of Appeal allowed the appeals in part, resulting in certain causes of action being struck and others being reinstated. The matter remains certified as a class action. The trial in Watson which was scheduled to commence in October 2020 has been adjourned. The motion for class certification in 9085-4886 Quebec Inc. (formerly Bakopanos) was heard in November 2017. In February 2018, the Court certified 9085-4886 Quebec Inc. as a class action. In May 2019, the plaintiffs’ appeal of the certification decision in 9085-4886 Quebec Inc. was heard and in July 2019, the Quebec Court of Appeal allowed the plaintiffs’ appeal. Five of the seven actions have been settled subject to court approval. The motions for court approval of the settlement are scheduled for December 2021. The remaining two actions will be stayed. CIBC will contribute towards a proposed settlement.

Mortgage prepayment class actions:

Jordan v. CIBC Mortgages Inc.

Lamarre v. CIBC Mortgages Inc.

Sherry v. CIBC Mortgages Inc.

Haroch v. Toronto Dominion Bank, et al.

In 2011, three proposed class actions were filed in the Superior Courts of Ontario (Jordan), Quebec (Lamarre) and British Columbia (Sherry) against CIBC Mortgages Inc. The representative plaintiffs allege that since 2005, CIBC Mortgages Inc. wrongfully charged or overcharged mortgage prepayment penalties and that the calculation clauses in the mortgage contract that provide for discretion in applying the prepayment penalties are void and unenforceable at law. The motion for class certification in Sherry was granted in June 2014 conditional on the plaintiffs framing a workable class definition. In July 2014, CIBC filed a Notice of Appeal. CIBC’s appeal of the certification decision in Sherry was heard in April 2016. In June 2016, the British Columbia Court of Appeal allowed the appeal in Sherry in part, resulting in certain causes of action being struck. Sherry remains certified as a class action, and continuation of the certification motion on the amended pleading was heard November 2017. In August 2018, the court certified certain of the plaintiffs’ causes of action in Sherry. The appeal in Sherry was heard in April 2019. In May 2020, the court dismissed CIBC’s appeal. The certification motion in Jordan was heard in August 2018. In February 2019, the court certified Jordan as a class action. CIBC’s motion for leave to appeal the certification decision in Jordan was denied in June 2019.

In May 2018, a new proposed class action, Haroch, was filed in the Superior Court of Quebec against CIBC, CIBC Mortgages Inc. and several other financial institutions. The action is brought on behalf of Quebec residents who during the class period allegedly paid a mortgage prepayment charge in excess of three months’ interest. The plaintiffs allege that the defendants created complex prepayment formulas that are contrary to the

 

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Quebec Civil Code, the Quebec Consumer Protection Act and the Interest Act and seek damages back to 2015. Haroch and Lamarre have been consolidated. The motion for class certification in Haroch was heard in June 2019 and in July 2019, the court certified the matter as a class action against CIBC and CIBC Mortgages Inc. CIBC and CIBC Mortgages Inc. sought leave to appeal the certification decision. The Jordan and Sherry actions have been settled subject to court approval, for which hearings are scheduled for February 2022. The appeal of the certification decision in Haroch did not proceed as the matter has been settled against CIBC, subject to court approval.

Cerberus Capital Management L.P. v. CIBC

In November 2015, Securitized Asset Funding 2011-2, LTD., a special purpose investment vehicle affiliated with Cerberus Capital Management L.P. (collectively, Cerberus), commenced a New York State Court action against CIBC seeking unspecified damages of “at least hundreds of millions of dollars”. The action relates to two transactions in 2008 and 2011 in which CIBC issued a limited recourse note and certificate to Cerberus which significantly reduced CIBC’s exposure to the U.S. residential real estate market. The complaint alleges that CIBC breached its contracts with Cerberus by failing to appropriately calculate and pay with respect to two of the payment streams due under the 2008 note and 2011 certificate. In January 2016, CIBC served its answer denying Cerberus’ allegations and asserting counterclaims. Pre-trial discovery was completed and the parties filed a Note of Issue and Certificate of Readiness for Trial in August 2021. In September 2021, CIBC filed a motion for summary judgment, which is scheduled to be heard in December 2021. A non-jury trial is scheduled to commence in March 2022.

Valeant class actions:

Catucci v. Valeant Pharmaceuticals International Inc., et al.

Potter v. Valeant Pharmaceuticals International Inc., et al.

In March 2016, a proposed class action was filed in the Quebec Superior Court on behalf of purchasers of shares in Valeant Pharmaceuticals International Inc. against the issuer, its directors and officers, its auditors and the underwriting syndicates for six public offerings from 2013 to 2015. CIBC World Markets Corp. was part of the underwriting syndicate for three of the offerings (underwriting 1.5% of a US$1.6 billion offering in June 2013, 1.5% of a US$900 million offering in December 2013 and 0.625% of an offering comprising US$5.25 billion and €1.5 billion in March 2015). The proposed class action alleges various misrepresentations on the part of Valeant and the other defendants, including representations made in the prospectus of the public offerings, relating to Valeant’s relationships with various “specialty pharmacies” who were allegedly acting improperly in the distribution of Valeant’s products resulting in Valeant’s operational results, revenues, and share price during the relevant period being artificially inflated. In July 2016, a similar proposed class action (Potter v. Valeant Pharmaceuticals International Inc., et al.) was commenced in New Jersey Federal Court.

The motion for class certification in Catucci and motion to dismiss in Potter were heard in April 2017. In September 2017, the court certified Catucci as a class action. The defendants sought leave to appeal the certification decision, which was dismissed in December 2017. In Potter, the court dismissed the action against the underwriters, without prejudice to the plaintiff to re-plead its allegations. In November 2020, the Catucci class action was settled. The underwriters did not contribute to the settlement. This matter is now closed.

Pilon v. Amex Bank of Canada, et al.

In January 2018, a proposed class action was commenced in Quebec against CIBC and several other financial institutions. The action alleges that the defendants breached the Quebec Consumer Protection Act and the Bank Act when they unilaterally increased the credit limit on the plaintiffs’ credit cards. The claim seeks the return of all over limit fees charged to Quebec customers beginning in January 2015 as well as punitive damages of $500 per class member. The motion for class certification was heard in April 2019. In August 2019, the court dismissed the certification motion. The plaintiff’s appeal of the decision denying certification was heard in February 2021. In March 2021, the court dismissed the plaintiff’s appeal. In May 2021, the plaintiff filed a motion seeking leave to appeal to the Supreme Court of Canada.

Simplii privacy class actions:

Bannister v. CIBC (formerly John Doe v. CIBC)

Steinman v. CIBC

In June 2018, two proposed class actions were filed in the Ontario Superior Court against CIBC on behalf of Simplii Financial clients who allege their personal information was disclosed as a result of a security incident in May 2018. The actions allege that Simplii Financial failed to protect its clients’ personal information. The Bannister proposed class action seeks aggregated damages of approximately $550 million, while the Steinman proposed class action, which has been stayed, sought damages per class member plus punitive damages of $20 million. The motion for certification in Bannister, which was scheduled for December 2019, was adjourned. In April 2021, the court approved the settlement in the Bannister and Steinman actions. Pursuant to the settlement, CIBC agreed to pay $2 million to settle these actions. This matter is now closed.

Order Execution Only class actions:

Pozgaj v. CIBC and CIBC Trust

Frayce v. BMO Investorline Inc., et al

Michaud v. BBS Securities Inc. et al

In September 2018, a proposed class action (Pozgaj) was filed in the Ontario Superior Court against CIBC and CIBC Trust. It alleges that the defendants should not have paid mutual fund trailing commissions to order-execution-only-dealers. The action is brought on behalf of all persons who held units of CIBC mutual funds through order-execution-only-dealers and seeks $200 million in damages.

In 2020, two proposed class action were filed in the Ontario Superior Court (Frayce) and the Supreme Court of British Columbia (Michaud) against CIBC Investor Services Inc. and several other dealers. The proposed actions allege that the defendants should not have received and accepted trailing commissions for service and advice on mutual funds purchased through their respective order-execution-only-dealers. The proposed actions are brought on behalf of all persons who purchased units of mutual funds through an order-execution-only-dealer owned by one or more of the defendants and seeks unspecified compensatory and punitive damages. The motion for class certification in Frayce is scheduled for February 2022, and the Michaud action has been stayed.

 

 

 

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York County on Behalf of the County of York Retirement Fund v. Rambo, et al.

In February 2019, a class action complaint was filed in the Northern District of California against the directors, certain officers and the underwriters of several senior note offerings of the Pacific Gas and Electric Company (PG&E) that took place between March 2016 and April 2018, the total issuance amount for the series of offerings being approximately US$4 billion. CIBC World Markets Corp. was part of the underwriting syndicate for an offering, whereby CIBC World Markets Corp. underwrote 6% of a US$650 million December 2016 issuance of senior notes. The offering involved the issuance of two tranches of notes: US$400 million of 30-year senior notes maturing in December 2046 and US$250 million of one-year floating rate notes that matured and were repaid in November 2017. The complaint alleges that the disclosure documentation associated with the note offerings contained misrepresentations and/or omissions of material facts, including with respect to PG&E’s failure to comply with various safety regulations, vegetation management programs and requirements, as well as understating the extent to which its equipment has allegedly caused multiple fires in California, including before the wildfires that occurred in California in 2017 and 2018. In October 2019, the defendants filed a motion to dismiss.

Pope v. CIBC and CIBC Trust

In August 2020, a proposed class action was filed in the Supreme Court of British Columbia against CIBC and CIBC Trust. The action alleges that the defendants misrepresented their investment strategy and charged unitholders excess fees in relation to the CIBC Canadian Equity Fund and certain CIBC portfolio funds. The action is brought on behalf of all persons who hold or held units of these funds from January 2005 to present and seeks unspecified compensatory and punitive damages. In December 2020, CIBC Asset Management Inc. was added as a defendant. The motion for class certification was heard in August 2021 and taken under reserve.

Salko v. CIBC Investor Services Inc. et al

In March 2021, a proposed class action was commenced in Quebec against CIBC Investor Services Inc. and several other financial institutions. The plaintiff subsequently added CIBC World Markets Inc. and additional financial institutions as defendants. The action seeks the reimbursement of currency conversion fees alleged to have been unlawfully charged to class members and concealed by the defendants, as well as exemplary and punitive damages. The plaintiff seeks reimbursement of fees charged to clients since March 15, 2018, as well as punitive damages in the amount of 5% of the total sum of fees charged to class members, plus interest. The motion for class certification is scheduled for April 2022.

The Registered Retirement Savings Plan (RRSP) of J.T.G v. Her Majesty The Queen

CIBC Trust Corporation is the trustee of a self-directed RRSP that has been the subject of proceedings in the Tax Court of Canada. The proceedings arise from appeals of tax assessments made by the Minister of National Revenue against the RRSP for the 2004 to 2009 taxation years under Parts I and XI.1 of the Income Tax Act (Canada). At the time they were made in March 2013, the Part I assessment amounted to approximately $139 million and the Part XI.1 reassessment totalled approximately $144 million, in each case including all taxes, penalties and interest. In April 2021, the Tax Court of Canada released a decision allowing the appeal in part of the assessment under Part I and dismissing the appeal of the reassessment under Part XI.1. The RRSP by its trustee CIBC Trust has appealed this decision to the Federal Court of Appeal. To the extent there is a shortfall in the RRSP’s ability to satisfy any of the Part XI.1 reassessment that may be upheld by the courts, CIBC Trust may be liable to pay a portion of that reassessment.

Legal provisions

The following table presents changes in our legal provisions:

 

$ millions, for the year ended October 31    2021     2020  

Balance at beginning of year

   $ 151     $ 67  

Additional new provisions recognized

     169       92  

Less:

    

Amounts incurred and charged against existing provisions

     (13 )      (5 ) 

Unused amounts reversed and other adjustments

     (6 )      (3 ) 

Balance at end of year

   $     301     $     151  

Restructuring

During the first quarter of 2020, we recognized a restructuring charge of $339 million in Corporate and Other associated with ongoing efforts to transform our cost structure and simplify our bank. The charge consisted primarily of employee severance and related costs and was recorded in Non-interest expenses – Employee compensation and benefits.

The following table presents changes in the restructuring provision:

 

$ millions, for the year ended October 31    2021     2020  

Balance at beginning of year

   $     222     $ 26  

Additional new provisions recognized

     14       370  

Less:

    

Amounts incurred and charged against existing provisions

     (112 )      (152 ) 

Unused amounts reversed

     (25 )      (22 ) 

Balance at end of year

   $ 99     $     222  

The amount of $99 million recognized represents our best estimate as at October 31, 2021 of the amount required to settle the obligation, including obligations related to ongoing payments as a result of the restructuring.

 

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Note  24   Concentration of credit risk

 

Concentration of credit exposure may arise with a group of counterparties that have similar economic characteristics or are located in the same geographic region. The ability of such counterparties to meet contractual obligations would be similarly affected by changing economic, political or other conditions.

The amounts of credit exposure associated with our on- and off-balance sheet financial instruments are summarized in the following table:

Credit exposure by country of ultimate risk

 

$ millions, as at October 31                        2021                          2020  
     Canada     U.S.     Other
countries
    Total     Canada     U.S.     Other
countries
    Total  

On-balance sheet

               

Major assets (1)(2)(3)

  $ 537,932     $ 181,813     $ 77,384     $ 797,129     $ 512,542     $ 151,337     $ 70,945     $ 734,824  

Off-balance sheet

               

Credit-related arrangements

               

Financial institutions

  $ 59,636     $ 18,315     $ 16,458     $ 94,409     $ 48,236     $ 13,482     $ 12,737     $ 74,455  

Governments

    11,229       10       8       11,247       9,860       10       7       9,877  

Retail

    154,341       700       383       155,424       142,351       554       434       143,339  

Corporate

    77,939       33,233       8,790       119,962       70,130       30,839       8,452       109,421  
    $     303,145     $     52,258     $     25,639     $     381,042     $     270,577     $     44,885     $     21,630     $     337,092  

 

(1)

Major assets consist of cash and deposits with banks, loans and acceptances net of allowance for credit losses, securities, securities borrowed or purchased under resale agreements, and derivative instruments.

(2)

Includes Canadian currency of $522.8 billion (2020: $497.3 billion) and foreign currencies of $274.3 billion (2020: $237.5 billion).

(3)

No industry or foreign jurisdiction accounted for more than 10% of loans and acceptances net of allowance for credit losses, with the exception of the U.S., which accounted for 13% as at October 31, 2021 (2020: 13%).

See Note 13 for derivative instruments by country and counterparty type of ultimate risk. In addition, see Note 22 for details on the client securities lending of the joint ventures which CIBC has with The Bank of New York Mellon.

Also see shaded sections in “MD&A – Management of risk” for a detailed discussion on our credit risk.

 

 

 

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Note  25   Related-party transactions

 

In the ordinary course of business, we provide banking services and enter into transactions with related parties on terms similar to those offered to unrelated parties. Related parties include key management personnel(1), their close family members, and entities that they or their close family members control or jointly control. Related parties also include associates and joint ventures accounted for under the equity method, and post-employment benefit plans for CIBC employees. Loans to these related parties are made in the ordinary course of business and on substantially the same terms as for comparable transactions with unrelated parties. As CIBC’s subsidiaries are consolidated, transactions with these entities have been eliminated and are not reported as related-party transactions. We offer a subsidy on annual fees and preferential interest rates on credit card balances to senior officers, which is the same offer extended to all employees of CIBC.

Key management personnel and their affiliates

As at October 31, 2021, loans to key management personnel(1) and their close family members and to entities that they or their close family members control or jointly control totalled $17 million (2020: $139 million), letters of credit and guarantees were nil (2020: $2 million), and undrawn credit commitments totalled $11 million (2020: $65 million).

These outstanding balances are generally unsecured and we have no provision for credit losses on impaired loans relating to these amounts for the years ended October 31, 2021 and 2020.

 

(1)

Key management personnel are defined as those persons having authority and responsibility for planning, directing and controlling the activities of CIBC directly or indirectly and comprise the members of the Board (referred to as directors), Executive Committee and certain named officers per the Bank Act (Canada) (collectively referred to as senior officers). Board members who are also Executive Committee members are included as senior officers.

Compensation of key management personnel

 

$ millions, for the year ended October 31            2021              2020  
      Directors      Senior
officers
     Directors      Senior
officers
 

Short-term benefits (1)

   $ 3      $ 18      $ 3      $ 18  

Post-employment benefits

     –        3        –        3  

Share-based benefits (2)

     1        30        1        30  

Termination benefits

     –        –        –        4  

Total compensation

   $     4      $     51      $     4      $     55  

 

(1)

Comprises salaries, statutory and non-statutory benefits related to senior officers and fees related to directors recognized during the year. Also includes annual incentive plan payments related to senior officers on a cash basis.

(2)

Comprises grant-date fair values of awards granted in the year.

Refer to the following Notes for additional details on related-party transactions:

Share-based payment plans

See Note 18 for details of these plans offered to directors and senior officers.

Post-employment benefit plans

See Note 19 for related-party transactions between CIBC and the post-employment benefit plans.

Equity-accounted associates and joint ventures

See Note 26 for details of our investments in equity-accounted associates and joint ventures.

 

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Note  26   Investments in equity-accounted associates and joint ventures

 

Joint ventures

CIBC is a 50/50 joint venture partner with The Bank of New York Mellon in two joint ventures: CIBC Mellon Trust Company and CIBC Mellon Global Securities Services Company (collectively referred to as CIBC Mellon), which provide trust and asset servicing, both in Canada. As at October 31, 2021, the carrying value of our investments in the joint ventures was $592 million (2020: $587 million), which was included in Corporate and Other.

As at October 31, 2021, loans to the joint ventures totalled $5 million (2020: nil) and undrawn credit commitments totalled $122 million (2020: $164 million).

CIBC, The Bank of New York Mellon, and CIBC Mellon have, jointly and severally, provided indemnities to customers of the joint ventures in respect of securities lending transactions. See Note 22 for additional details.

There was no unrecognized share of losses of any joint ventures, either for the year or cumulatively. In 2021 and 2020, none of our joint ventures experienced any significant restrictions to transfer funds in the form of cash dividends or distributions, or repayment of loans or advances.

The following table provides the summarized aggregate financial information related to our proportionate interest in the equity-accounted joint ventures:

 

$ millions, for the year ended October 31    2021     2020      2019  

Net income

   $      51     $ 67      $ 88  

OCI

     (44 )      43        45  

Total comprehensive income

   $     7     $     110      $     133  

Associates

As at October 31, 2021, the total carrying value of our investments in associates was $66 million (2020: $71 million). These investments comprise: listed associates with a carrying value of nil (2020: $10 million) and a fair value of nil (2020: $10 million); and unlisted associates with a carrying value of $66 million (2020: $61 million) and a fair value of $89 million (2020: $83 million). Of the total carrying value of our investments in associates, $9 million (2020: $10 million) was included in Canadian Personal and Business Banking, $37 million (2020: $37 million) in Capital Markets, and $20 million (2020: $24 million) in Corporate and Other.

As at October 31, 2021, loans to associates totalled $34 million (2020: nil) and undrawn credit commitments totalled $1 million (2020: $79 million). We also had commitments to invest up to nil (2020: nil) in our associates.

There was no unrecognized share of losses of any associate, either for the year or cumulatively. In 2021 and 2020, none of our associates experienced any significant restrictions to transfer funds in the form of cash dividends or distributions, or repayment of loans or advances.

The following table provides the summarized aggregate financial information related to our proportionate interest in equity-accounted associates:

 

$ millions, for the year ended October 31    2021      2020      2019  

Net income

   $ 4      $ 12      $ 4  

OCI

     1        1        (1 ) 

Total comprehensive income

   $     5      $     13      $     3  

 

 

 

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Note  27   Significant subsidiaries

 

The following is a list of significant subsidiaries in which CIBC, either directly or indirectly, owns 100% of the voting shares, except where noted.

 

$ millions, as at October 31, 2021  

Subsidiary name (1)

 

Address of head

or principal office

   

Book value of

shares owned

by CIBC

 

 

 (2) 

Canada and U.S.            

CIBC Asset Management Inc.

  Toronto, Ontario, Canada   $   444  

CIBC BA Limited

  Toronto, Ontario, Canada     –  (3) 

CIBC Bancorp USA Inc.

  Chicago, Illinois, U.S.     9,331  

Canadian Imperial Holdings Inc.

  New York, New York, U.S.  

CIBC Inc.

  New York, New York, U.S.  

CIBC World Markets Corp.

  New York, New York, U.S.  

CIBC Bank USA

  Chicago, Illinois, U.S.  

CIBC Private Wealth Group, LLC

  Atlanta, Georgia, U.S.  

CIBC Delaware Trust Company

  Wilmington, Delaware, U.S.  

CIBC National Trust Company

  Atlanta, Georgia, U.S.  

CIBC Private Wealth Advisors, Inc.

  Chicago, Illinois, U.S.        

CIBC Investor Services Inc.

  Toronto, Ontario, Canada     25  

CIBC Life Insurance Company Limited

  Toronto, Ontario, Canada     23  

CIBC Mortgages Inc.

  Toronto, Ontario, Canada     230  

CIBC Securities Inc.

  Toronto, Ontario, Canada     2  

CIBC Trust Corporation

  Toronto, Ontario, Canada     591  

CIBC World Markets Inc.

  Toronto, Ontario, Canada     306  

CIBC Wood Gundy Financial Services Inc.

  Toronto, Ontario, Canada  

CIBC Wood Gundy Financial Services (Quebec) Inc.

  Montreal, Quebec, Canada        

INTRIA Items Inc.

  Mississauga, Ontario, Canada     100  
International            

CIBC Australia Ltd

  Sydney, New South Wales, Australia     19  

CIBC Capital Markets (Europe) S.A.

  Luxembourg     550  

CIBC Cayman Holdings Limited

  George Town, Grand Cayman, Cayman Islands     1,742  

CIBC Cayman Bank Limited

  George Town, Grand Cayman, Cayman Islands  

CIBC Cayman Capital Limited

  George Town, Grand Cayman, Cayman Islands  

CIBC Cayman Reinsurance Limited

  George Town, Grand Cayman, Cayman Islands        

CIBC Investments (Cayman) Limited

  George Town, Grand Cayman, Cayman Islands     2,820  

FirstCaribbean International Bank Limited (91.7%)

  Warrens, St. Michael, Barbados  

FirstCaribbean International Bank and Trust Company (Cayman) Limited (91.7%)

  George Town, Grand Cayman, Cayman Islands  

CIBC Fund Administration Services (Asia) Limited (91.7%)

  Hong Kong, China  

FirstCaribbean International Bank (Bahamas) Limited (87.3%)

  Nassau, The Bahamas  

Sentry Insurance Brokers Ltd. (87.3%)

  Nassau, The Bahamas  

FirstCaribbean International Bank (Barbados) Limited (91.7%)

  Warrens, St. Michael, Barbados  

FirstCaribbean International Finance Corporation (Leeward & Windward) Limited (91.7%)

  Castries, St. Lucia  

FirstCaribbean International Securities Limited (91.7%)

  Kingston, Jamaica  

FirstCaribbean International Bank (Cayman) Limited (91.7%)

  George Town, Grand Cayman, Cayman Islands  

FirstCaribbean International Finance Corporation (Netherlands Antilles) N.V. (91.7%)

  Curacao, Netherlands Antilles  

FirstCaribbean International Bank (Curacao) N.V. (91.7%)

  Curacao, Netherlands Antilles  

FirstCaribbean International Bank (Jamaica) Limited (91.7%)

  Kingston, Jamaica  

FirstCaribbean International Bank (Trinidad and Tobago) Limited (91.7%)

  Maraval, Port of Spain, Trinidad & Tobago  

FirstCaribbean International Trust Company (Bahamas) Limited (91.7%)

  Nassau, The Bahamas  

FirstCaribbean International Wealth Management Bank (Barbados) Limited (91.7%)

  Warrens, St. Michael, Barbados        

CIBC World Markets (Japan) Inc.

  Tokyo, Japan     48  

 

(1)

Each subsidiary is incorporated or organized under the laws of the state or country in which the principal office is situated, except for Canadian Imperial Holdings Inc., CIBC Inc., CIBC Capital Corporation, CIBC World Markets Corp., CIBC Private Wealth Group, LLC, CIBC Private Wealth Advisors, Inc., and CIBC Bancorp USA Inc., which were incorporated or organized under the laws of the State of Delaware, U.S.; CIBC National Trust Company, which was organized under the laws of the U.S.; and CIBC World Markets (Japan) Inc., which was incorporated in Barbados.

(2)

The book value of shares of subsidiaries is shown at cost and may include non-voting common and preferred shares. These amounts are eliminated upon consolidation.

(3)

The book value of shares owned by CIBC is less than $1 million.

In addition to the above, we consolidate certain SEs where we have control over the SE. See Note 7 for additional details.

 

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Note  28   Financial instruments – disclosures

 

Certain disclosures required by IFRS 7 are provided in the shaded sections of the “MD&A – Management of risk”, as permitted by IFRS. The following table provides a cross referencing of those disclosures in the MD&A.

 

Description   Section
For each type of risk arising from financial instruments, an entity shall disclose: the exposure to risks and how they arise; objectives, policies and processes used for managing the risks; methods used to measure the risk; and description of collateral.  

Risk overview

 

Credit risk

 

Market risk

   

Liquidity risk

   

Operational risk

   

Reputation and legal risks Conduct risk

   

Regulatory compliance risk

Credit risk: gross exposure to credit risk, credit quality and concentration of exposures.

 

Credit risk

Market risk: trading portfolios – Value-at-Risk (VaR); stressed VaR, incremental risk charge, non-trading portfolios – interest rate risk, foreign exchange risk and equity risk.  

Market risk

Liquidity risk: liquid assets, maturity of financial assets and liabilities, and credit commitments.

 

Liquidity risk

We have provided quantitative disclosures related to credit risk consistent with Basel guidelines in the “Credit risk” section of the MD&A. The table below sets out the categories of the on-balance sheet exposures that are subject to the credit risk framework as set out in the Capital Adequacy Requirements (CAR) Guideline issued by OSFI under the different Basel approaches based on the carrying value of those exposures in our consolidated financial statements. The credit risk framework includes CCR exposures arising from OTC derivatives, repo-style transactions and trades cleared through CCPs, as well as securitization exposures. Items not subject to the credit risk framework include exposures that are subject to the market risk framework, amounts that are not subject to capital requirements or are subject to deduction from capital, and amounts relating to CIBC’s insurance subsidiaries, which are excluded from the scope of regulatory consolidation.

 

$ millions, as at October 31  

AIRB

approach

    Standardized
approach
    Other
credit risk (1)
    Total
subject to
credit risk
   

Not

subject to
credit risk

     Total
consolidated
balance sheet
 

2021

 

Cash and deposits with banks

  $ 40,418     $ 14,764     $ 1,793     $ 56,975     $ 22      $ 56,997  
 

Securities

    93,476       11,686       –       105,162       56,239        161,401  
 

Cash collateral on securities borrowed

    12,362       6       –       12,368       –        12,368  
 

Securities purchased under resale agreements

    67,572       –       –       67,572       –        67,572  
 

Loans

    408,087       43,463       1,494       453,044       1,726        454,770  
 

Allowance for credit losses

    (2,190 )      (659 )      –       (2,849 )      –        (2,849 ) 
 

Derivative instruments

    35,865       47       –       35,912       –        35,912  
 

Customers’ liability under acceptances

    10,671       287       –       10,958       –        10,958  
   

Other assets

    21,889       292       7,988       30,169       10,385        40,554  
   

Total credit exposures

  $ 688,150     $ 69,886     $ 11,275     $ 769,311     $ 68,372      $ 837,683  

2020

 

Total credit exposures

  $     634,193     $     65,911     $     10,699     $     710,803     $     58,748      $     769,551  

 

(1)

Includes credit risk exposures arising from other assets that are subject to the credit risk framework but are not included in the standardized or AIRB frameworks, including other balance sheet assets which are risk-weighted at 100%, significant investments in the capital of non-financial institutions, and amounts below the thresholds for capital deduction that are risk-weighted at 250%.

 

 

 

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Note  29   Offsetting financial assets and liabilities

 

The following table identifies the amounts that have been offset on the consolidated balance sheet in accordance with the requirements of IAS 32 “Financial Instruments: Presentation”, and also those amounts that are subject to enforceable netting agreements but do not qualify for offsetting on the consolidated balance sheet either because we do not have a currently enforceable legal right to set-off the recognized amounts, or because we do not intend to settle on a net basis or to realize the asset and settle the liability simultaneously.

 

        Amounts subject to enforceable netting agreements              
     



Gross
amounts of
recognized
financial
assets
 
 
 
 
 
   



Gross
amounts
offset on the
consolidated
balance sheet
 
 
 
 
 (1) 
   
Net
amounts
 
 
   
Related amounts not set-off on
the consolidated balance sheet
 
 
   



Amounts not
subject to
enforceable
netting
agreements
 
 
 
 
 (4) 
   


Net amounts
presented on
the consolidated
balance sheet
 
 
 
 

$ millions, as at October 31

   
Financial
instruments
 
 (2) 
   
Collateral
received
 
 (3) 
   
Net
amounts
 
 

2021

 

Financial assets

               
 

Derivatives

  $ 53,285     $ (22,668 )    $ 30,617     $ (16,585 )    $ (6,375 )    $ 7,657     $ 5,295     $ 35,912  
 

Cash collateral on securities borrowed

    12,368       –       12,368       –       (12,121 )      247       –       12,368  
   

Securities purchased under resale agreements

    71,777       (4,205 )      67,572       –       (66,423 )      1,149       –       67,572  
        $ 137,430     $ (26,873 )    $ 110,557     $ (16,585 )    $ (84,919 )    $ 9,053     $ 5,295     $ 115,852  
 

Financial liabilities

               
 

Derivatives

  $ 49,607     $ (22,668 )    $ 26,939     $ (16,585 )    $ (6,617 )    $ 3,737     $ 5,162     $ 32,101  
 

Cash collateral on securities lent

    2,463       –       2,463       –       (2,331 )      132       –       2,463  
   

Obligations related to securities sold under repurchase agreements

    76,085       (4,205 )      71,880       –       (70,567 )      1,313       –       71,880  
        $ 128,155     $ (26,873 )    $ 101,282     $ (16,585 )    $ (79,515 )    $ 5,182     $ 5,162     $ 106,444  

2020

 

Financial assets

               
 

Derivatives

  $   59,024     $   (29,989 )    $   29,035     $   (19,347 )    $ (5,170 )    $   4,518     $   3,695     $   32,730  
 

Cash collateral on securities borrowed

    8,547       –       8,547       –       (8,267 )      280       –       8,547  
   

Securities purchased under resale agreements

    68,335       (2,740 )      65,595       –       (65,178 )      417       –       65,595  
        $   135,906     $ (32,729 )    $   103,177     $ (19,347 )    $   (78,615 )    $ 5,215     $ 3,695     $   106,872  
 

Financial liabilities

               
 

Derivatives

  $ 56,461     $ (29,989 )    $ 26,472     $ (19,347 )    $ (5,883 )    $ 1,242     $ 4,036     $ 30,508  
 

Cash collateral on securities lent

    1,824       –       1,824       –       (1,719 )      105       –       1,824  
   

Obligations related to securities sold under repurchase agreements

    74,393       (2,740 )      71,653       –       (71,368 )      285       –       71,653  
        $ 132,678     $ (32,729 )    $ 99,949     $ (19,347 )    $ (78,970 )    $ 1,632     $ 4,036     $ 103,985  

 

(1)

Comprises amounts related to financial instruments which qualify for offsetting. Derivatives cleared through the CME are considered to be settled-to-market and not collateralized-to-market. Derivatives which are settled-to-market are settled on a daily basis, resulting in derecognition, rather than offsetting, of the related amounts. As a result, settled-to-market amounts are not considered to be subject to enforceable netting arrangements. In the absence of this, an amount of $309 million as at October 31, 2021 (2020: $964 million) relating to derivatives cleared through CME would otherwise have been considered to be offset on the consolidated balance sheet.

(2)

Comprises amounts subject to set-off under enforceable netting agreements, such as ISDA agreements, derivative exchange or clearing counterparty agreements, global master repurchase agreements, and global master securities lending agreements. Under such arrangements, all outstanding transactions governed by the relevant agreement can be offset if an event of default or other predetermined event occurs.

(3)

Collateral received and pledged amounts are reflected at fair value, but have been limited to the net balance sheet exposure so as not to include any over-collateralization.

(4)

Includes exchange-traded derivatives and derivatives which are settled-to-market.

The offsetting and collateral arrangements discussed above and other credit risk mitigation strategies used by CIBC are further explained in the “Credit risk” section of the MD&A. Certain amounts of securities received as collateral are restricted from being sold or re-pledged.

 

Note  30   Interest income and expense

 

The table below provides the consolidated interest income and expense by accounting categories.

 

$ millions, for the year ended October 31    Interest
income
     Interest
expense
 
2021   

Measured at amortized cost (1)(2)

   $ 12,816      $ 2,830  
  

Debt securities measured at FVOCI (1)

     349        n/a  
    

Other (3)

     1,576        452  
    

Total

   $ 14,741      $ 3,282  
2020   

Measured at amortized cost (1)(2)

   $     15,055      $     6,062  
  

Debt securities measured at FVOCI (1)

     685        n/a  
    

Other (3)

     1,782        416  
    

Total

   $ 17,522      $ 6,478  
2019   

Measured at amortized cost (1)

   $ 17,871      $ 9,824  
  

Debt securities measured at FVOCI (1)

     960        n/a  
    

Other (3)

     1,866        322  
    

Total

   $ 20,697      $     10,146  

 

(1)

Interest income for financial instruments that are measured at amortized cost and debt securities that are measured at FVOCI is calculated using the effective interest rate method.

(2)

Effective November 1, 2019, includes interest income on sublease-related assets and interest expense on lease liabilities under IFRS 16.

(3)

Includes interest income and expense and dividend income for financial instruments that are mandatorily measured and designated at FVTPL and equity securities designated at FVOCI.

n/a

Not applicable.

 

194   CIBC 2021 ANNUAL REPORT


Table of Contents

Consolidated financial statements

 

Note  31   Segmented and geographic information

 

CIBC has four SBUs – Canadian Personal and Business Banking, Canadian Commercial Banking and Wealth Management, U.S. Commercial Banking and Wealth Management, and Capital Markets. These SBUs are supported by Corporate and Other.

Canadian Personal and Business Banking provides personal and business clients across Canada with financial advice, services and solutions through banking centres, digital, and mobile channels to help make their ambitions a reality.

Canadian Commercial Banking and Wealth Management provides high-touch, relationship-oriented banking and wealth management services to middle-market companies, entrepreneurs, high-net-worth individuals and families across Canada, as well as asset management services to institutional investors.

U.S. Commercial Banking and Wealth Management provides commercial banking and private wealth services across the U.S., as well as personal and small business banking services in four U.S. Midwestern markets and focuses on middle-market and mid-corporate companies and high-net-worth individuals and families.

Capital Markets provides integrated global markets products and services, investment banking advisory and execution, corporate banking solutions and top-ranked research to our clients around the world. It includes Direct Financial Services which focuses on expanding CIBC’s digitally-enabled capabilities to provide a cohesive set of direct banking, direct investing and innovative multi-currency payment solutions for CIBC’s clients.

Corporate and Other includes the following functional groups – Technology, Infrastructure and Innovation, Risk Management, People, Culture and Brand, Finance and Enterprise Strategy, as well as other support groups. The expenses of these functional and support groups are generally allocated to the business lines within the SBUs. The majority of the functional and support costs of CIBC Bank USA are recognized directly in the U.S. Commercial Banking and Wealth Management SBU. Corporate and Other also includes the results of CIBC FirstCaribbean and other strategic investments, as well as other income statement and balance sheet items not directly attributable to the business lines.

Business unit allocations

Revenue, expenses, and other balance sheet resources related to certain activities are generally allocated to the lines of business within the SBUs.

Treasury activities impact the financial results of the SBUs. Each line of business within our SBUs is charged or credited with a market-based cost of funds on assets and liabilities, respectively, which impacts the revenue performance of the SBUs. This market-based cost of funds takes into account the cost of maintaining sufficient regulatory capital to support business requirements, including the cost of preferred shares. Once the interest and liquidity risks inherent in our client-driven assets and liabilities are transfer priced into Treasury, they are managed within CIBC’s risk framework and limits. Consistent with the changes discussed in the “Changes made to our business segments” section, the residual financial results associated with Treasury activities are reported in Corporate and Other. Capital is attributed to the SBUs based on the estimated amount of regulatory capital required to support their businesses, which is intended to consistently measure and align the costs with the underlying benefits and risks associated with SBU activities. Earnings on unattributed capital remain in Corporate and Other.

We review our transfer pricing methodologies on an ongoing basis to ensure they reflect changing market environments and industry practices.

We use a Product Owner/Customer Segment/Distributor Channel allocation management model to measure and report the results of operations of various lines of business within our SBUs. The model uses certain estimates and methodologies to process internal transfers between the impacted lines of business for sales, renewals and trailer commissions as well as certain attributable costs. Periodically, the sales, renewals and trailer commission rates paid to customer segments for certain products/services are revised and applied prospectively.

The non-interest expenses of the functional and support groups are generally allocated to the business lines within the SBUs based on appropriate criteria and methodologies. The basis of allocation is reviewed periodically to reflect changes in support to business lines. Other costs not directly attributable to business lines remain in Corporate and Other.

We recognize provision for credit losses on both impaired (stage 3) and performing (stages 1 and 2) loans in the respective SBUs.

Changes made to our business segments

2021

The following changes were made in the first quarter of 2021:

•  

Simplii Financial and CIBC Investor’s Edge, previously reported in Canadian Personal and Business Banking, are now part of the newly-created Direct Financial Services line of business in Capital Markets, along with certain other direct payment services that were previously in Capital Markets. This change was made to align with the mandates of the relevant SBUs.

•  

The financial results associated with U.S. treasury activities in U.S. Commercial Banking and Wealth Management are now included within Treasury in Corporate and Other. In addition, the transfer pricing methodology between U.S. Commercial Banking and Wealth Management and Treasury in Corporate and Other has been enhanced. Both changes align the treatment of U.S. Commercial Banking and Wealth Management with our other SBUs, and allow for better management of interest rate and liquidity risks.

These changes impacted the results of our SBUs. Prior period amounts were revised accordingly. There was no impact on consolidated net income resulting from these changes.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

195

 

 

 


Table of Contents

Consolidated financial statements

 

Results by reporting segments and geographic areas

 

$ millions, for the year ended October 31   Canadian
Personal
and Business
Banking
    Canadian
Commercial
Banking
and Wealth
Management
    U.S.
Commercial
Banking
and Wealth
Management
    Capital
Markets
    Corporate
and Other
    CIBC
Total
    Canada (1)     U.S. (1)     Caribbean (1)     Other
countries (1)
 

2021

 

Net interest income (2)

  $ 5,954     $ 1,291     $ 1,449     $ 2,701     $ 64     $ 11,459     $ 9,159     $ 1,470     $ 672     $ 158  
   

Non-interest income (3)(4)

    2,196       3,379       745       1,819       417       8,556       6,230       1,365       622       339  
 

Total revenue

    8,150       4,670       2,194       4,520       481       20,015       15,389       2,835       1,294       497  
 

Provision for (reversal of) credit losses

    350       (39 )      (75 )      (100 )      22       158       320       (165 )      21       (18 ) 
 

Amortization and impairment (5)

    213       27       109       11       657       1,017       812       128       60       17  
   

Other non-interest expenses

    4,201       2,416       1,012       2,106       783       10,518       8,423       1,382       504       209  
 

Income (loss) before income taxes

    3,386       2,266       1,148       2,503       (981 )      8,322       5,834       1,490       709       289  
   

Income taxes (2)

    892       601       222       646       (485 )      1,876       1,320       381       101       74  
   

Net income (loss)

  $ 2,494     $ 1,665     $ 926     $ 1,857     $ (496 )    $ 6,446     $ 4,514     $ 1,109     $ 608     $ 215  
 

Net income (loss) attributable to:

                   
 

Non-controlling interests

  $ –     $ –     $ –     $ –     $ 17     $ 17     $ –     $ –     $ 17     $ –  
   

Equity shareholders

    2,494       1,665       926       1,857       (513 )      6,429       4,514       1,109       591       215  
   

Average assets (6)(7)

  $ 272,645     $ 70,070     $ 46,733     $ 255,063     $ 165,110     $ 809,621     $ 624,791     $ 130,302     $ 36,777     $ 17,751  

2020 (8)

 

Net interest income (2)

  $ 5,849     $ 1,248     $ 1,422     $ 2,354     $ 171     $ 11,044     $ 8,449     $ 1,583     $ 890     $ 122  
   

Non-interest income (3)(4)

    2,073       2,873       621       1,699       431       7,697       5,243       1,167       616       671  
 

Total revenue

    7,922       4,121       2,043       4,053       602       18,741       13,692       2,750       1,506       793  
 

Provision for (reversal of) credit losses

    1,189       303       487       311       199       2,489       1,648       623       199       19  
 

Amortization and impairment (5)

    230       30       126       10       915       1,311       805       174       312       20  
   

Other non-interest expenses

    4,078       2,149       1,000       1,919       905       10,051       7,991       1,336       530       194  
 

Income (loss) before income taxes

    2,425       1,639       430       1,813       (1,417 )      4,890       3,248       617       465       560  
   

Income taxes (2)

    640       437       55       505       (539 )      1,098       700       165       89       144  
   

Net income (loss)

  $ 1,785     $ 1,202     $ 375     $ 1,308     $ (878 )    $ 3,792     $ 2,548     $ 452     $ 376     $ 416  
 

Net income (loss) attributable to:

                   
 

Non-controlling interests

  $ –     $ –     $ –     $ –     $ 2     $ 2     $ –     $ –     $ 2     $ –  
   

Equity shareholders

    1,785       1,202       375       1,308       (880 )      3,790       2,548       452       374       416  
   

Average assets (6)(7)

  $ 252,955     $ 65,839     $ 48,201     $ 230,163     $   138,334     $   735,492     $   554,787     $   122,721     $   33,012     $   24,972  

2019 (8)

 

Net interest income (2)

  $ 5,944     $ 1,205     $ 1,327     $ 1,681     $ 394     $ 10,551     $ 7,890     $ 1,405     $ 820     $ 436  
   

Non-interest income (3)(4)

    2,296       2,822       584       1,794       564       8,060       6,008       1,099       643       310  
 

Total revenue

    8,240       4,027       1,911       3,475       958       18,611       13,898       2,504       1,463       746  
 

Provision for (reversal of) credit losses

    889       163       73       160       1       1,286       1,111       173       1       1  
 

Amortization and impairment (5)

    96       8       109       4       621       838       508       139       181       10  
   

Other non-interest expenses

    4,363       2,098       1,005       1,798       754       10,018       7,985       1,290       556       187  
 

Income (loss) before income taxes

    2,892       1,758       724       1,513       (418 )      6,469       4,294       902       725       548  
   

Income taxes (2)

    766       471       76       396       (361 )      1,348       1,008       139       155       46  
   

Net income (loss)

  $ 2,126     $ 1,287     $ 648     $ 1,117     $ (57 )    $ 5,121     $ 3,286     $ 763     $ 570     $ 502  
 

Net income (loss) attributable to:

                   
 

Non-controlling interests

  $ –     $ –     $ –     $ –     $ 25     $ 25     $ –     $ –     $ 25     $ –  
   

Equity shareholders

    2,126       1,287       648       1,117       (82 )      5,096       3,286       763       545       502  
   

Average assets (6)(7)

  $   249,545     $   62,552     $   41,190     $   194,115     $ 92,314     $ 639,716     $ 501,066     $ 99,152     $ 27,086     $ 12,412  

 

(1)

Net income and average assets are allocated based on the geographic location where they are recorded.

(2)

U.S. Commercial Banking and Wealth Management and Capital Markets net interest income and income taxes include taxable equivalent basis (TEB) adjustments of nil and $204 million, respectively (2020: nil and $183 million, respectively; 2019: $2 million and $177 million, respectively) with an equivalent offset in Corporate and Other.

(3)

The fee and commission income within non-interest income consists primarily of underwriting and advisory fees, deposit and payment fees, credit fees, card fees, investment management and custodial fees, mutual fund fees and commissions on securities transactions. Underwriting and advisory fees are earned primarily in Capital Markets with the remainder earned in Canadian Commercial Banking and Wealth Management. Deposit and payment fees are earned primarily in Canadian Personal and Business Banking, with the remainder earned mainly in Canadian Commercial Banking and Wealth Management and Corporate and Other. Credit fees are earned primarily in Canadian Commercial Banking and Wealth Management, Capital Markets, and U.S. Commercial Banking and Wealth Management. Card fees are earned primarily in Canadian Personal and Business Banking, with the remainder earned mainly in Corporate and Other. Investment management and custodial fees are earned primarily in Canadian Commercial Banking and Wealth Management and U.S. Commercial Banking and Wealth Management, with the remainder earned mainly in Corporate and Other. Mutual fund fees are earned primarily in Canadian Commercial Banking and Wealth Management and U.S. Commercial Banking and Wealth Management. Commissions on securities transactions are earned primarily in Capital Markets and Canadian Commercial Banking and Wealth Management.

(4)

Includes intersegment revenue, which represents internal sales commissions and revenue allocations under the Product Owner/Customer Segment/Distributor Channel allocation management model.

(5)

Comprises amortization and impairment of buildings, right-of-use assets, furniture, equipment, leasehold improvements, software and other intangible assets, and goodwill.

(6)

Assets are disclosed on an average basis as this measure is most relevant to a financial institution and is the measure reviewed by management.

(7)

Average balances are calculated as a weighted average of daily closing balances.

(8)

Certain prior period information has been revised. See the “Changes made to our business segments” section for additional details.

 

196   CIBC 2021 ANNUAL REPORT


Table of Contents

Consolidated financial statements

 

The following table provides a breakdown of revenue from our reporting segments:

 

$ millions, for the year ended October 31    2021     2020 (1)     2019 (1)  

Canadian Personal and Business Banking

   $ 8,150     $ 7,922     $ 8,240  

Canadian Commercial Banking and Wealth Management

      

Commercial banking

   $ 1,827     $ 1,663     $ 1,633  

Wealth management

     2,843       2,458       2,394  
     $ 4,670     $ 4,121     $ 4,027  

U.S. Commercial Banking and Wealth Management (2)

      

Commercial banking

   $ 1,444     $ 1,421     $ 1,300  

Wealth management (3)

     750       622       611  
     $     2,194     $     2,043     $     1,911  

Capital Markets (2)

      

Global markets

   $ 2,076     $ 1,999     $ 1,583  

Corporate and investment banking

     1,616       1,344       1,231  

Direct financial services

     828       710       661  
     $ 4,520     $ 4,053     $ 3,475  

Corporate and Other (2)

      

International banking

   $ 687     $ 734     $ 798  

Other

     (206 )      (132 )      160  
     $ 481     $ 602     $ 958  

 

(1)

Certain prior period information has been revised. See the “Changes made to our business segments” section for additional details.

(2)

U.S. Commercial Banking and Wealth Management and Capital Markets revenue includes a TEB adjustment of nil and $204 million, respectively (2020: nil and $183 million, respectively; 2019: $2 million and $177 million, respectively) with an equivalent offset in Corporate and Other.

(3)

Includes revenue related to the U.S. Paycheck Protection Program.

 

Note  32   Future accounting policy changes

 

IFRS 17 “Insurance Contracts” (IFRS 17)

IFRS 17 “Insurance Contracts” (IFRS 17), issued in May 2017, replaces IFRS 4 “Insurance Contracts”. On June 25, 2020, the IASB issued amendments to IFRS 17 partly aimed at helping companies implement the standard. IFRS 17, incorporating the amendments, is effective for annual reporting periods beginning on or after January 1, 2023, which for us will be November 1, 2023. IFRS 17 provides comprehensive guidance on the recognition, measurement, presentation and disclosure of insurance contracts we issue and reinsurance contracts we hold.

We continue to prepare for the implementation of IFRS 17, which is overseen by an Executive Steering Committee. Significant progress has been made in evaluating the required changes to our accounting and actuarial policies resulting from the adoption of IFRS 17. We plan to implement the required technology solution to support the new requirements in the upcoming year.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

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Table of Contents

Quarterly review

Condensed consolidated statement of income

 

    2021     2020  
Unaudited, $ millions, for the three months ended   Oct. 31     Jul. 31     Apr. 30     Jan. 31     Oct. 31     Jul. 31     Apr. 30     Jan. 31  

Net interest income

  $ 2,980     $ 2,893     $ 2,747     $ 2,839     $ 2,792     $ 2,729     $     2,762     $ 2,761  

Non-interest income

    2,084       2,163       2,185       2,124       1,808       1,979       1,816       2,094  

Total revenue

    5,064       5,056       4,932       4,963       4,600       4,708       4,578       4,855  

Provision for (reversal of) credit losses

    78       (99 )      32       147       291       525       1,412       261  

Non-interest expenses

    3,135       2,918       2,756       2,726       2,891       2,702       2,704       3,065  

Income before income taxes

    1,851       2,237       2,144       2,090       1,418       1,481       462       1,529  

Income taxes

    411       507       493       465       402       309       70       317  

Net income

  $ 1,440     $ 1,730     $ 1,651     $ 1,625     $ 1,016     $ 1,172     $ 392     $ 1,212  

Net income (loss) attributable to non-controlling interests

  $ 4     $ 5     $ 4     $ 4     $ 1     $ 2     $ (8 )    $ 7  

Preferred shareholders and other equity instrument holders

    47       30       51       30       30       31       30       31  

Common shareholders

    1,389       1,695       1,596       1,591       985       1,139       370       1,174  

Net income attributable to equity shareholders

  $     1,436     $     1,725     $     1,647     $     1,621     $     1,015     $     1,170     $ 400     $     1,205  

Condensed consolidated balance sheet

 

    2021     2020  
Unaudited, $ millions, as at   Oct. 31     Jul. 31     Apr. 30     Jan. 31     Oct. 31     Jul. 31     Apr. 30     Jan. 31  

Assets

               

Cash and deposits with banks

  $ 56,997     $ 50,296     $ 47,197     $ 63,293     $ 62,518     $ 68,422     $ 55,471     $ 20,731  

Securities

    161,401       157,478       155,122       150,493       149,046       144,344       133,806       129,349  

Securities borrowed or purchased under resale agreements

    79,940       76,206       74,679       75,953       74,142       62,060       71,706       63,904  

Loans

               

Residential mortgages

    251,526       245,045       234,747       226,594       221,165       216,469       213,254       209,792  

Personal and credit card

    53,031       52,101       53,004       52,680       53,611       53,150       53,541       55,565  

Business and government

    150,213       144,130       136,567       134,863       135,546       138,496       147,855       129,539  

Allowance for credit losses

    (2,849 )      (2,926 )      (3,200 )      (3,484 )      (3,540 )      (3,347 )      (3,064 )      (1,948 ) 

Derivative instruments

    35,912       34,360       35,313       34,165       32,730       43,476       40,319       25,251  

Customers’ liability under acceptances

    10,958       10,817       11,002       10,322       9,606       9,689       8,993       9,505  

Other assets

    40,554       38,560       38,447       38,029       34,727       35,786       37,255       30,430  
    $     837,683     $ 806,067     $ 782,878     $ 782,908     $ 769,551     $ 768,545     $ 759,136     $ 672,118  

Liabilities and equity

               

Deposits

               

Personal

  $ 213,932     $ 210,683     $ 207,028     $ 206,090     $ 202,152     $ 197,409     $ 194,080     $ 182,773  

Business and government

    344,388       332,974       313,201       310,445       311,426       311,628       290,800       264,775  

Bank

    20,246       18,708       17,140       18,666       17,011       16,405       17,497       11,928  

Secured borrowings

    42,592       40,604       39,194       38,726       40,151       40,693       41,411       38,423  

Derivative instruments

    32,101       29,291       34,121       32,158       30,508       42,875       41,188       25,380  

Acceptances

    10,961       10,879       11,071       10,380       9,649       9,802       9,051       9,568  

Obligations related to securities lent or sold short or under repurchase agreements

    97,133       90,059       89,594       97,743       89,440       82,765       96,288       76,188  

Other liabilities

    24,961       22,931       23,196       22,078       22,167       21,047       23,750       19,158  

Subordinated indebtedness

    5,539       5,653       5,653       4,693       5,712       5,822       4,818       4,695  

Equity

    45,830       44,285       42,680       41,929       41,335       40,099       40,253       39,230  
    $     837,683     $     806,067     $     782,878     $     782,908     $     769,551     $     768,545     $     759,136     $     672,118  

 

198   CIBC 2021 ANNUAL REPORT


Table of Contents

Select financial measures

 

    2021     2020  
Unaudited, as at or for the three months ended   Oct. 31     Jul. 31     Apr. 30     Jan. 31     Oct. 31     Jul. 31     Apr. 30     Jan. 31  

Return on common shareholders’ equity

    13.4  %      17.1  %      17.1  %      17.0  %      10.7  %      12.1  %      4.0  %      13.1  % 

Return on average assets (1)

    0.68  %      0.85  %      0.85  %      0.81  %      0.52  %      0.62  %      0.22  %      0.71  % 

Average common shareholders’ equity ($ millions) (1)

  $ 40,984     $ 39,263     $ 38,189     $ 37,067     $ 36,762     $ 37,360     $ 37,386     $ 35,671  

Average assets ($ millions) (1)

  $     835,931     $     806,768     $     795,373     $     799,948     $     778,933     $     757,589     $     725,701     $     679,531  

Average assets to average common equity (1)

    20.4       20.5       20.8       21.6       21.2       20.3       19.4       19.0  

Capital and leverage

               

CET1 ratio

    12.4  %      12.3  %      12.4  %      12.3  %      12.1  %      11.8  %      11.3  %      11.3  % 

Tier 1 capital ratio

    14.1  %      13.7  %      13.9  %      13.8  %      13.6  %      13.0  %      12.5  %      12.5  % 

Total capital ratio

    16.2  %      16.0  %      16.2  %      15.8  %      16.1  %      15.4  %      14.5  %      14.5  % 

Leverage ratio

    4.7  %      4.6  %      4.7  %      4.7  %      4.7  %      4.6  %      4.5  %      4.3  % 

Net interest margin

    1.41  %      1.42  %      1.42  %      1.41  %      1.43  %      1.43  %      1.55  %      1.62  % 

Operating leverage

    1.7  %      (0.6 )%      5.8  %      13.3  %      (5.5 )%      (1.7 )%      (3.7 )%      (4.7 )% 

Efficiency ratio

    61.9  %      57.7  %      55.9  %      54.9  %      62.9  %      57.4  %      59.1  %      63.1  % 

 

(1)

Average balances are calculated as a weighted average of daily closing balances.

Common share information

 

    2021     2020  
Unaudited, as at or for the three months ended   Oct. 31     Jul. 31     Apr. 30     Jan. 31     Oct. 31     Jul. 31     Apr. 30     Jan. 31  

Weighted-average basic shares outstanding (thousands)

    450,469       449,590       448,455       447,281       446,321       445,416       444,739       445,248  

Per share

               

– basic earnings

  $     3.08     $     3.77     $     3.56     $     3.56     $     2.21     $     2.56     $     0.83     $     2.64  

– diluted earnings

    3.07       3.76       3.55       3.55       2.20       2.55       0.83       2.63  

– dividends

    1.46       1.46       1.46       1.46       1.46       1.46       1.46       1.44  

– book value (1)

    91.66       90.06       86.70       85.24       84.05       83.17       83.67       81.38  

Closing share price (2)

        150.17           145.07           127.78           108.98           99.38           92.73           82.48           107.92  

Dividend payout ratio

    47.3  %      38.7  %      41.0  %      41.1  %      66.2  %      57.1  %      176.0  %      54.6  % 

 

(1)

Common shareholders’ equity divided by the number of common shares issued and outstanding at end of period.

(2)

The high and low price during the period, and closing price on the last trading day of the period, on the TSX.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

199

 

 

 


Table of Contents

Ten-year statistical review

Condensed consolidated statement of income

 

Unaudited, $ millions, for the year ended
October 31
  2021     2020     2019     2018     2017     2016     2015     2014     2013     2012  

Net interest income

  $     11,459     $     11,044     $     10,551     $     10,065     $     8,977     $     8,366     $     7,915     $     7,459     $     7,453     $     7,326  

Non-interest income

    8,556       7,697       8,060       7,769       7,303       6,669       5,941       5,904       5,252       5,159  

Total revenue

    20,015       18,741       18,611       17,834       16,280       15,035       13,856       13,363       12,705       12,485  

Provision for credit losses

    158       2,489       1,286       870       829       1,051       771       937       1,121       1,291  

Non-interest expenses

    11,535       11,362       10,856       10,258       9,571       8,971       8,861       8,512       7,608       7,202  

Income before income taxes

    8,322       4,890       6,469       6,706       5,880       5,013       4,224       3,914       3,976       3,992  

Income taxes

    1,876       1,098       1,348       1,422       1,162       718       634       699       626       689  

Net income

  $ 6,446     $ 3,792     $ 5,121     $ 5,284     $ 4,718     $ 4,295     $ 3,590     $ 3,215     $ 3,350     $ 3,303  

Net income (loss) attributable to non-controlling interests

  $ 17     $ 2     $ 25     $ 17     $ 19     $ 20     $ 14     $ (3 )    $ (2 )    $ 9  

Preferred shareholders and other equity instrument holders

    158       122       111       89       52       38       45       87       99       158  

Common shareholders

    6,271       3,668       4,985       5,178       4,647       4,237       3,531       3,131       3,253       3,136  

Net income attributable
to equity shareholders

  $ 6,429     $ 3,790     $ 5,096     $ 5,267     $ 4,699     $ 4,275     $ 3,576     $ 3,218     $ 3,352     $ 3,294  

Condensed consolidated balance sheet

 

Unaudited, $ millions, as at October 31   2021     2020     2019     2018     2017     2016     2015     2014     2013     2012  

Assets

                   

Cash and deposits with banks

  $ 56,997     $ 62,518     $ 17,359     $ 17,691     $ 14,152     $ 14,165     $ 18,637     $ 13,547     $ 6,379     $ 4,727  

Securities

    161,401       149,046       121,310       101,664       93,419       87,423       74,982       59,542       71,984       65,334  

Securities borrowed or purchased under resale agreements

    79,940       74,142       59,775       48,938       45,418       33,810       33,334       36,796       28,728       28,474  

Loans

                   

Residential mortgages

    251,526       221,165       208,652       207,749       207,271       187,298       169,258       157,526       150,938       150,056  

Personal and credit card

    53,031       53,611       56,406       55,731       53,315       50,373       48,321       47,087       49,213       50,476  

Business and government

    150,213       135,546       125,798       109,555       97,766       71,437       65,276       56,075       48,207       43,624  

Allowance for credit losses

    (2,849 )      (3,540 )      (1,915 )      (1,639 )      (1,618 )      (1,691 )      (1,670 )      (1,660 )      (1,698 )      (1,860 ) 

Derivative instruments

    35,912       32,730       23,895       21,431       24,342       27,762       26,342       20,680       19,947       27,039  

Customers’ liability under acceptances

    10,958       9,606       9,167       10,265       8,824       12,364       9,796       9,212       9,720       10,436  

Other assets

    40,554       34,727       31,157       25,714       22,375       18,416       19,033       16,098       14,588       14,813  
    $   837,683     $   769,551     $   651,604     $   597,099     $   565,264     $   501,357     $   463,309     $   414,903     $   398,006     $   393,119  

Liabilities and equity

 

Deposits

 

Personal

  $ 213,932     $ 202,152     $ 178,091     $ 163,879     $ 159,327     $ 148,081     $ 137,378     $ 130,085     $ 125,034     $ 118,153  

Business and government

    344,388       311,426       257,502       240,149       225,622       190,240       178,850       148,793       134,736       125,055  

Bank

    20,246       17,011       11,224       14,380       13,789       17,842       10,785       7,732       5,592       4,723  

Secured borrowings

    42,592       40,151       38,895       42,607       40,968       39,484       39,644       38,783       49,802       52,413  

Derivative instruments

    32,101       30,508       25,113       20,973       23,271       28,807       29,057       21,841       19,724       27,091  

Acceptances

    10,961       9,649       9,188       10,296       8,828       12,395       9,796       9,212       9,721       10,481  

Obligations related to securities lent or sold short or under repurchase agreements

    97,133       89,440       69,258       47,353       43,708       24,550       20,149       23,764       20,313       21,259  

Capital Trust securities (1)

    n/a       n/a       n/a       n/a       n/a       n/a       n/a       n/a       n/a       1,678  

Other liabilities

    24,961       22,167       19,069       18,266       15,305       12,919       12,223       10,932       10,862       11,076  

Subordinated indebtedness

    5,539       5,712       4,684       4,080       3,209       3,366       3,874       4,978       4,228       4,823  

Non-controlling interests

    182       181       186       173       202       201       193       164       175       170  

Shareholders’ equity

    45,648       41,154       38,394       34,943       31,035       23,472       21,360       18,619       17,819       16,197  
    $ 837,683     $ 769,551     $ 651,604     $ 597,099     $ 565,264     $ 501,357     $ 463,309     $ 414,903     $ 398,006     $ 393,119  

 

(1)

Commencing November 1, 2012, CIBC Capital Trust was deconsolidated.

n/a

Not applicable.

 

200   CIBC 2021 ANNUAL REPORT


Table of Contents

Select financial measures

 

Unaudited, as at or for the year
ended October 31
  2021     2020     2019     2018     2017     2016     2015     2014     2013     2012  

Return on equity

    16.1  %      10.0  %      14.5  %      16.6  %      18.3  %      19.9  %      18.7  %      18.3  %      21.4  %      22.2  % 

Return on average assets (1)

    0.80  %      0.52  %      0.80  %      0.88  %      0.87  %      0.84  %      0.79  %      0.78  %      0.83  %      0.83  % 

Average common shareholders’ equity ($ millions) (1)

  $ 38,881     $ 36,792     $ 34,467     $ 31,184     $ 25,393     $ 21,275     $ 18,857     $ 17,067     $ 15,167     $ 14,116  

Average assets ($ millions) (1)

  $   809,621     $   735,492     $   639,716     $   598,441     $   542,365     $   509,140     $   455,324     $   411,481     $   403,546     $   397,155  

Average assets to average common equity (1)

    20.8       20.0       18.6       19.2       21.4       23.9       24.1       24.1       26.6       28.1  

Capital and leverage – Basel III

                   

CET1 ratio

    12.4  %      12.1  %      11.6  %      11.4  %      10.6  %      11.3  %      10.8  %      10.3  %      9.4  %      n/a  

Tier 1 capital ratio

    14.1  %      13.6  %      12.9  %      12.9  %      12.1  %      12.8  %      12.5  %      12.2  %      11.6  %      n/a  

Total capital ratio

    16.2  %      16.1  %      15.0  %      14.9  %      13.8  %      14.8  %      15.0  %      15.5  %      14.6  %      n/a  

Leverage ratio

    4.7  %      4.7  %      4.3  %      4.3  %      4.0  %      4.0  %      3.9  %      n/a       n/a       n/a  

Basel II

                   

Tier 1 capital ratio

    n/a       n/a       n/a       n/a       n/a       n/a       n/a       n/a       n/a       13.8  % 

Total capital ratio

    n/a       n/a       n/a       n/a       n/a       n/a       n/a       n/a       n/a       17.3  % 

Net interest margin

    1.42  %      1.50  %      1.65  %      1.68  %      1.66  %      1.64  %      1.74  %      1.81  %      1.85  %      1.84  % 

Operating leverage

    5.3  %      (4.0 )%      (1.5 )%      2.4  %      1.6  %      7.3  %      (0.4 )%      (6.7 )%      (3.9 )%      4.2  % 

Efficiency ratio

    57.6  %      60.6  %      58.3  %      57.5  %      58.8  %      59.7  %      63.9  %      63.7  %      59.9  %      57.7  % 

 

(1)

Average balances are calculated as a weighted average of daily closing balances.

n/a

Not applicable.

Condensed consolidated statement of changes in equity

 

Unaudited, $ millions, for the year
ended October 31
  2021     2020     2019     2018     2017     2016     2015     2014     2013     2012  

Balance at beginning of year

  $     41,335     $ 38,580     $ 35,116     $ 31,237     $ 23,673     $ 21,553     $ 18,783     $ 17,994     $ 16,367     $ 16,091  

Adjustment for change in accounting policy

    –       148  (1)      6  (2)      (91 ) (3)      –       –       –       –  (4)      7  (5)      (180 ) 

Premium on purchase of common shares

    –       (166 )      (79 )      (313 )      –       (209 )      (9 )      (250 )      (422 )      (118 ) 

Premium on redemption of preferred shares

    –       –       –       –       –       –       –       –       –       (30 ) 

Changes in share capital

                   

Preferred and other equity
instruments

    750       750       575       453       797       –       (31 )      (675 )      –       (1,050 ) 

Common

    443       317       348       695       4,522       213       31       29       (16 )      393  

Changes in contributed surplus

    (7 )      (8 )      (11 )      (1 )      65       (4 )      1       (7 )      (3 )      (8 ) 

Changes in OCI

    (339 )      647       122       317       (338 )      (248 )      933       145       325       (435 ) 

Net income

    6,429       3,790       5,096       5,267       4,699       4,275       3,576       3,218       3,352       3,294  

Dividends and distributions

                   

Preferred and other equity
instruments

    (158 )      (122 )      (111 )      (89 )      (52 )      (38 )      (45 )      (87 )      (99 )      (128 ) 

Common

    (2,622 )      (2,592 )      (2,488 )      (2,356 )      (2,121 )      (1,879 )      (1,708 )      (1,567 )      (1,523 )      (1,470 ) 

Non-controlling interests

    1       (5 )      13       (25 )      1       8       29       (11 )      5       8  

Other

    (2 )      (4 )      (7 )      22       (9 )      2       (7 )      (6 )      1       –  

Balance at end of year

    $    45,830     $     41,335     $     38,580     $     35,116     $     31,237     $     23,673     $     21,553     $     18,783     $     17,994     $     16,367  

 

(1)

Represents the impact of adoption of IFRS 16 “Leases”.

(2)

Represents the impact of adoption of IFRS 15 “Revenue from Contracts with Customers”.

(3)

Represents the impact of adoption of IFRS 9 “Financial Instruments”.

(4)

Represents the impact of adoption of IFRS 10 “Consolidated Financial Statements”.

(5)

Represents the impact of adoption of amendments to IAS 19 “Employee Benefits”.

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

201

 

 

 


Table of Contents

Common share information

 

Unaudited, as at or for the
year ended October 31
  2021     2020     2019     2018     2017     2016     2015     2014     2013     2012  

Weighted-average number basic shares outstanding (thousands)

      448,953         445,435         444,324         443,082  (1)        412,636         395,389         397,213         397,620         400,880         403,685  

Per share

                   

– basic earnings

  $     13.97     $ 8.23     $ 11.22     $ 11.69     $ 11.26     $ 10.72     $ 8.89     $ 7.87     $ 8.11     $ 7.77  

– diluted earnings

        13.93       8.22       11.19       11.65       11.24       10.70       8.87       7.86       8.11       7.76  

– dividends

    5.84       5.82       5.60       5.32       5.08       4.75       4.30       3.94       3.80       3.64  

– book value (2)

    91.66       84.05       79.87       73.83       66.55       56.59       51.25       44.30       40.36       35.83  

Closing share price (3)

    150.17       99.38       112.31       113.68       113.56       100.50       100.28       102.89       88.70       78.56  

Dividend payout ratio

    41.8  %      70.7  %      49.9  %      45.5  %      45.6  %      44.3  %      48.4  %      50.0  %      46.8  %      46.9  % 

 

(1)

Excludes 2,010,890 common shares which were issued and outstanding but which had not been acquired by a third-party as at October 31, 2017. These shares were issued as a component of our acquisition of The PrivateBank.

(2)

Common shareholders’ equity divided by the number of common shares issued and outstanding at end of year.

(3)

The high and low price during the year, and closing price on the last trading day of the year, on the TSX.

Preferred shares and other equity instruments(1)

 

Unaudited, for the year

ended October 31

  2021     2020     2019     2018     2017     2016     2015     2014     2013     2012  

Preferred shares

                   

Class A

                   

Series 18

  $     –     $     –     $     –     $     –     $     –     $     –     $     –     $     –     $     –     $ 1.3694  

Series 19

    –       –       –       –       –       –       –       –       –       –  

Series 23

    –       –       –       –       –       –       –       –       –       –  

Series 26

    –       –       –       –       –       –       –       1.4375       1.4375       1.4375  

Series 27

    –       –       –       –       –       –       0.3500       1.4000       1.4000       1.4000  

Series 28

    –       –       –       –       –       –       –       –       –       –  

Series 29

    –       –       –       –       –       –       0.6750       1.3500       1.3500       1.3500  

Series 30

    –       –       –       –       –       –       –       –       –       –  

Series 31

    –       –       –       –       –       –       –       –       –       0.2938  

Series 32

    –       –       –       –       –       –       –       –       –         0.5625  

Series 33

    –       –       –       –       –       –       –         1.0031         1.3375       1.3375  

Series 35

    –       –       –       –       –       –       –       0.8125       1.6250       1.6250  

Series 37

    –       –       –       –       –       –       –       1.2188       1.6250       1.6250  

Series 39

      0.9283         0.9283         0.9633         0.9750         0.9750         0.9750         0.9750       0.3793       –       –  

Series 41

    0.9773       0.9673       0.9375       0.9375       0.9375       0.9375       0.8203       –       –       –  

Series 43

    0.7858       0.8714       0.9000       0.9000       0.9000       0.9000       0.5764       –       –       –  

Series 45

    1.1000       1.1000       1.1000       1.1000       0.4551       –       –       –       –       –  

Series 47

    1.1250       1.1250       1.1250       0.8769       –       –       –       –       –       –  

Series 49

    1.3000       1.3000       0.9990       –       –       –       –       –       –       –  

Series 51

    1.2875       1.2875       0.5256       –       –       –       –       –       –       –  

Other equity instruments

                   

Limited Recourse Capital Notes (2)

                   

Series 1

    4.375 %      4.375 %      – %      – %      – %      – %      – %      – %      – %      – % 

Series 2

    4.000 %       – %      – %      – %      – %      – %      – %      – %      – %      – % 

 

(1)

The dividends and distributions are adjusted for the number of days during the year that the share and other equity instruments are outstanding at the time of issuance and redemption.

(2)

Represents the annual interest rate percentage applicable to the LRCNs issued as at October 31 for each respective year.

 

202   CIBC 2021 ANNUAL REPORT


Table of Contents

Shareholder information

Fiscal Year

November 1st to October 31st

Key Dates

Reporting dates 2022

First quarter results – Friday, February 25, 2022

Second quarter results – Thursday, May 26, 2022

Third quarter results – Thursday, August 25, 2022

Fourth quarter results – Thursday, December 1, 2022

Annual Meeting of Shareholders 2022

CIBC’s Annual Meeting of Shareholders will be held on April 7, 2022. For more details, please visit our Annual Meeting webpage at https://www.cibc.com/en/about-cibc/investor-relations/annual-meeting.html.

Common shares of CIBC (CM) are listed on the Toronto Stock Exchange and the New York Stock Exchange. Preferred shares are listed on the Toronto Stock Exchange.

Dividends

Quarterly dividends were paid on CIBC common and preferred shares in 2021:

Common shares

Record date   Payment date   Dividends per share   Number of common shares
on record date
Sep 28/21   Oct 28/21   $1.46   450,483,543
Jun 28/21   Jul 28/21   $1.46   449,702,743
Mar 29/21   Apr 28/21   $1.46   448,685,825
Dec 29/20   Jan 28/21   $1.46   447,366,726

Preferred shares

Stock   Series 39   Series 41   Series 43   Series 45   Series 47   Series 49   Series 51
Ticker symbol   CM.PR.O   CM.PR.P   CM.PR.Q   CM.PR.R   CM.PR.S   CM.PR.T   CM.PR.Y
Quarterly dividend   $0.232063   $0.244313   $0.196438   $0.275000   $0.281250   $0.325000   $0.321875

2022 dividend payment dates

(Subject to approval by the CIBC Board of Directors)

 

Record dates    Payment dates
December 29, 2021    January 28, 2022
March 28, 2022    April 28, 2022
June 28, 2022    July 28, 2022
September 28, 2022    October 28, 2022

Eligible dividends

CIBC designates any and all dividends paid or deemed for Canadian federal, provincial or territorial income tax purposes to be paid on or after January 1, 2006 to be “eligible dividends”, unless otherwise indicated in respect of dividends paid subsequent to this notification, and hereby notifies all recipients of such dividends of this designation.

Regulatory capital

Information on CIBC’s regulatory capital instruments and regulatory capital position may be found at https://www.cibc.com/en/about-cibc/investor-relations/regulatory-capital-instruments.html.

Credit ratings

Credit rating information can be found on page 77 in this Annual Report.

Shareholder investment plan

All Canadian and U.S. resident registered holders of CIBC common shares and designated Class A preferred shares may participate in one or more of the following options and pay no brokerage commissions or service charges:

Dividend reinvestment option – Canadian residents may have dividends reinvested in additional CIBC common shares.

Share purchase option – Canadian residents may purchase up to $50,000 of additional CIBC common shares during the fiscal year.

Stock dividend option – U.S. residents may elect to receive stock dividends on CIBC common shares.

Further information is available through TSX Trust Company (Canada) (formerly AST Trust Company) and on the CIBC website at www.cibc.com.

Transfer agent and registrar

For information relating to shareholdings, shareholder investment plan, dividends, direct dividend deposit, dividend reinvestment accounts and lost certificates, or to eliminate duplicate mailings of shareholder material, please contact:

 

 

 

CIBC 2021 ANNUAL REPORT

 

   

 

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Table of Contents

TSX Trust Company (Canada), P.O. Box 700, Postal Station B, Montreal, QC, H3B 3K3

416 682-3860 or 1 800 258-0499 (Canada and the U.S. only), Fax 1 888 249-6189, Email: inquiries@astfinancial.com,

Website: www.astfinancial.com/ca.

Common and preferred shares are transferable in Canada at the offices of our agent, TSX Trust Company (Canada), in Toronto, Montreal, Calgary and Vancouver.

In the U.S., common shares are transferable at:

Computershare Inc., By Mail: P.O. Box 505000 Louisville, KY 40233; By Overnight Delivery: 462 S. 4th St. Suite 1600, Louisville, KY 40202, 1 800 589-9836, Website: www.computershare.com/investor.

Registered shareholders can opt to have their shares recorded electronically in the Direct Registration System (DRS). Please contact our transfer agent for details.

How to reach us:

 

CIBC Head Office

81 Bay Street, CIBC Square,       Toronto, Ontario,

Canada M5J 0E7

SWIFT code: CIBCCATT

Website: www.cibc.com

 

Investor Relations

Email: Mailbox.InvestorRelations@cibc.com

 

Corporate Secretary

Email: corporate.secretary@cibc.com

 

Office of the CIBC Ombudsman

Toll-free across Canada: 1 800 308-6859

Toronto: 416 861-3313

Email: ombudsman@cibc.com

CIBC Telephone Banking

Toll-free across Canada: 1 800 465-2422

 

Communications and Public Affairs

Email: Mailbox.Communications@cibc.com

 

Client Care

Toll-free across Canada: 1 800 465-2255

Email: client.care@cibc.com

  

Where to find more information

CIBC Annual Report 2021

Additional print copies of the Annual Report will be available in March 2022 and may be obtained by emailing Mailbox.InvestorRelations@cibc.com. The Annual Report is also available online at www.cibc.com/ca/investor-relations/annual-reports.html.

Des exemplaires supplémentaires du Rapport annuel seront disponibles en mars 2022 et peuvent être commandés par courriel à relationsinvestisseurs@cibc.com. Le Rapport annuel est aussi disponible à l’adresse www.cibc.com/ca/investor-relations/annual-reports-fr.html.

CIBC Sustainability Report and Public Accountability Statement 2021

This report reviews our economic, environmental, social and governance activities over the past year and will be available in March 2022 at https://www.cibc.com/en/about-cibc/corporate-responsibility.html.

Management Proxy Circular 2022

The Management Proxy Circular contains information for shareholders about CIBC’s annual meeting, including information relating to the election of CIBC’s directors, appointment of auditors and shareholder proposals, as well as other matters. The 2022 Proxy Circular will be available in March 2022 at www.cibc.com.

Corporate Governance

CIBC’s Statement of Corporate Governance Practices describes the governance framework that guides the Board and management in fulfilling their obligations to CIBC and our shareholders. This statement and other information on Corporate Governance at CIBC, including our CIBC Code of Conduct for all employees and Directors, can be found on our corporate website at www.cibc.com/ca/inside-cibc/governance/governance-practices.html.

Regulatory Filings

In Canada with the Canadian Securities Administrators at www.sedar.com.

In the U.S. with the U.S. Securities and Exchange Commission at www.sec.gov/edgar.shtml.

Incorporation

Canadian Imperial Bank of Commerce (CIBC) is a diversified financial institution governed by the Bank Act (Canada). CIBC was formed through the amalgamation of The Canadian Bank of Commerce and Imperial Bank of Canada in 1961.

The Canadian Bank of Commerce was originally incorporated as Bank of Canada by special act of the legislature of the Province of Canada in 1858. Subsequently, the name was changed to The Canadian Bank of Commerce and it opened for business under that name in 1867. Imperial Bank of Canada was incorporated in 1875 by special act of the Parliament of Canada and commenced operations in that year.

Trademarks

Trademarks used in this Annual Report which are owned by Canadian Imperial Bank of Commerce, or its subsidiaries in Canada and/or other countries include, “CIBC Agility”, “CIBC Bank USA Smart Account”, the CIBC logo, “CIBC eDeposit”, “CIBC FirstCaribbean International Bank”, “CIBC ForeignCash Online”, “CIBC Global Money Transfer”, “CIBC GoalPlanner”, “CIBC Investor’s Edge”, “CIBC Miracle Day”, “CIBC Mobile Banking”, “CIBC Pace It”, “CIBC Personal Portfolio Services”, “CIBC Private Wealth Management”, “CIBC Smart”, “CIBC SmartBanking”, “CIBC Team Next”, “Simplii Financial” and “Wood Gundy”. All other trademarks mentioned in this annual report which are not owned by Canadian Imperial Bank of Commerce or its subsidiaries, are the property of their respective owners.

 

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Table of Contents

Board of Directors:

 

Katharine B. Stevenson

Chair of the Board

CIBC

Corporate Director

Toronto, Ontario, Canada

Joined in 2011

  Charles J. G. Brindamour

(RMC)

Chief Executive Officer

Intact Financial Corporation

Toronto, Ontario, Canada

Joined in 2020

  Nanci E. Caldwell

(MRCC)

Corporate Director

Woodside, California, U.S.A.

Joined in 2015

  Michelle L. Collins

(AC)

President

Cambium LLC

Chicago, Illinois, U.S.A.

Joined in 2017

Patrick D. Daniel

(CGC, MRCC)

Corporate Director

Calgary, Alberta, Canada

Joined in 2009

  Luc Desjardins

(AC)

President and Chief Executive Officer

Superior Plus Corp.

Toronto, Ontario, Canada

Joined in 2009

  Victor G. Dodig

President and Chief Executive Officer

CIBC

Toronto, Ontario, Canada

Joined in 2014

  Kevin J. Kelly

(MRCC – Chair)

Corporate Director

Toronto, Ontario, Canada

Joined in 2013

Christine E. Larsen

(RMC)

Corporate Director

Montclair, New Jersey, U.S.A.

Joined in 2016

  Nicholas D. Le Pan

(AC – Chair)

Corporate Director

Ottawa, Ontario, Canada

Joined in 2008

  Mary Lou Maher

(RMC)

Corporate Director

Toronto, Ontario, Canada

Joined in 2021

 
Jane L. Peverett

(AC, CGC – Chair)

Corporate Director

West Vancouver, British Columbia,
Canada

Joined in 2009

  Martine Turcotte

(CGC, MRCC)

Corporate Director

Verdun, Québec, Canada

Joined in 2014

  Barry L. Zubrow

(CGC, RMC – Chair)

Chief Executive Officer

ITB LLC

West Palm Beach, Florida, U.S.A.

Joined in 2015

 

AC – Audit Committee

CGC – Corporate Governance Committee

MRCC – Management Resources and Compensation Committee

RMC – Risk Management Committee

 

 

 

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Table of Contents

LOGO

CIBC www.cibc.com

Exhibit 99.3

 

LOGO   

Notice of 2022 annual and special meeting of

shareholders and notice of availability of our

meeting materials

You are receiving this notice as a CIBC shareholder

We are holding our 2022 Annual and Special Meeting of Shareholders virtually to protect the health and wellbeing of participants amid the evolving COVID-19 pandemic.

 

 

Notice-and-access

Protecting the environment – As part of our ongoing commitment to protect the environment and accelerate climate action, we are reducing the number of paper documents that we send to our shareholders. You have told us how important environmental sustainability is to you and we have taken action.

Our Management Proxy Circular – We are using notice-and-access to send our registered and non-registered shareholders the 2022 management proxy circular (Circular) as permitted by the Canadian Securities Administrators and with the authorization of the Office of the Superintendent of Financial Institutions Canada. This means that our Circular will be posted online for you to access, rather than being printed and mailed to you. This notice includes information on how to access the Circular online or how to request a paper copy. We also enclose a proxy form (if you are a registered shareholder) or voting instruction form (if you are a non-registered shareholder). This form allows you to exercise your voting rights. For information on how to vote, see “Voting” below.

It is important that you read the Circular carefully before voting your shares.

Our Annual Financial Statements and Management’s Discussion and Analysis – The way we send you our annual financial statements and management’s discussion and analysis (MD&A) (together with our Circular, the “meeting materials”) depends on whether you are a registered shareholder or a non-registered shareholder (see definitions below). If you are a registered shareholder and you did not sign-up for e-delivery or opt out of receiving our annual financial statements, then we are required to send you our annual financial statements and you will receive a paper copy of our Annual Report with this notice. If you are a non-registered shareholder, then we will use notice-and-access to send you our annual financial statements and MD&A as permitted by securities law so that you can access this material online the same way as our Circular.

Business of the meeting

 
NOTICE OF MEETING
   
WHEN:   

Thursday, April 7, 2022,

10:30 a.m. (EDT)

   
WHERE:    Virtual meeting by live webcast. Log in at
    

https://cibcvirtual.com/agm2022

at least 15 minutes before the meeting starts.

 
You may also listen to our meeting (but not vote) by calling 416 641-6150 (local) or 1 866 696-5894 (toll free in Canada and the United States) passcode 2296336# (English) or 416 406-0743 (local) or 1 866 696-5910 (toll free in Canada and the United States) passcode 6552323# (French).

 

 

Where you can access the

meeting materials

 

TSX Trust Company (formerly AST Trust Company (Canada)) (TSX Trust) website:

www.meetingdocuments.com/TSXT/cibc

 

CIBC Annual Meeting webpage on our Investor Relations website:

www.cibc.com

 

SEDAR:

www.sedar.com

 

EDGAR:

www.sec.gov/edgar.shtml

For more information, please see our Circular:

 

1    

  Receive our financial statements for the year ended October 31, 2021 and the auditors’ report on the statements    Page 1, and our 2021 Annual Report

2    

  Elect directors    Pages 1 and 11-25

3    

  Appoint auditors    Pages 1 and 33

4    

  Vote on an advisory resolution regarding our executive compensation approach    Pages 1 and 59-85

5    

  Vote on a special resolution to amend By-Law No. 1 to give effect to a two-for-one share split of CIBC common shares    Pages 1 and 2

6    

  Vote on a special resolution regarding variable compensation for UK Material Risk Takers (UK MRTs)    Page 3

7    

  Vote on shareholder proposals    Pages 3 and 103-113

 

The meeting may also consider other business that properly comes before it.    Continued on reverse side    LOGO

 

Notice of 2022 Annual and Special Meeting of Shareholders | Notice of Availability of Meeting Materials


Voting

Please note that you cannot vote by returning this notice.

You may vote your shares before the meeting using one of the following methods:

 

Registered shareholders

 

 

Non-registered shareholders

 

LOGO         

  LOGO

Your proxy form or voting instruction form explains how to vote using these methods. Please follow those instructions. We encourage you to vote before the meeting.

You may also vote during the meeting by online ballot through the live webcast at https://cibcvirtual.com/agm2022. For more information on how to vote see “Voting” starting on page 5 of the Circular.

Registered shareholders

You are a registered shareholder if you hold a paper share certificate in your name or your shares are held through the direct registration system. To be counted, your proxy must be received by TSX Trust by 10:30 a.m. (EDT) on Wednesday, April 6, 2022.

Non-registered shareholders

You are a non-registered shareholder if your shares are registered in the name of an intermediary, such as a bank, broker or trust company. You must allow sufficient time for your intermediary to receive and act on your voting instructions by 10:30 a.m. (EDT) on Wednesday, April 6, 2022. Please check your voting instruction form for information on the deadline for returning your form.

If you are a non-registered shareholder and wish to attend the virtual meeting through our live webcast and vote online, there are additional steps you MUST take.

Please see “Voting” starting on page 5 of the Circular for more information.

Non-registered shareholders who have not duly appointed themselves as proxyholder and registered with TSX Trust will not be able to vote at the meeting but will be able to participate as a guest.

How to request a paper copy of the meeting materials

Upon request, TSX Trust will provide a paper copy of the Circular or the Annual Report, free of charge, for a period of one year from the date the meeting materials were filed on SEDAR. Here is how you can request a paper copy.

BEFORE THE MEETING

Go to www.meetingdocuments.com/TSXT/cibc or call 1 888 433-6443 (toll free in Canada and the United States) or 416 682-3801 (other countries) or email TSXT-fulfilment@tmx.com.

If your request is made before April 7, 2022 (the date of our meeting), the meeting materials will be sent to you within three business days of your request.

Please note that you will not receive another proxy form or voting instruction form so please retain your original form to vote your shares.

To ensure receipt of the paper copy before the voting deadline and meeting date, we estimate that your request must be received by TSX Trust no later than 5:00 p.m. (EDT) on March 24, 2022. This reflects the three business day period for processing requests as well as typical mailing times.

AFTER THE MEETING

Call 1 888 433-6443 (toll free in Canada and the United States) or 416 682-3801 (other countries) or email TSXT-fulfilment@tmx.com.

If your request is made on or after April 7, 2022, the meeting materials will be sent to you within ten calendar days of your request.

If you have any questions regarding this notice, notice-and-access or the meeting, please call 1 800 258-0499 (toll free in Canada and the United States) or 416 682-3860 (other countries).

Go paperless!

Sign up for electronic delivery of our meeting materials and other continuous disclosure documents for future years. Enrolling is easy and electronic delivery is secure, free, convenient and environmentally friendly.

Registered shareholders

Go to tsxtrust.com/edelivery, select Canadian Imperial Bank of Commerce, complete the consent form and hit “submit”.

Non-registered shareholders in Canada

Go to www.proxyvote.com and use the control number provided on your voting instruction form.

 

 

Notice of 2022 Annual and Special Meeting of Shareholders | Notice of Availability of Meeting Materials

Exhibit 99.4

 

LOGO

 

 

 

 

  Proxy Form – Annual and Special Meeting of Shareholders – April 7, 2022

 

Notes to Proxy Form

 

1.

As a shareholder, you have the right to appoint a proxyholder other than management’s nominees, to attend, vote and act on your behalf at the meeting. Your proxyholder does not have to be a shareholder. Simply insert the name of your proxyholder in the space provided. All proxy appointments must be registered with TSX Trust Company (formerly AST Trust Company (Canada)) (TSX Trust), our transfer agent, by calling TSX Trust at 1 866 751-6315 (within North America) or 1 212 235-5754 (outside North America) or by completing an online form at https://www.tsxtrust.com/control-number-request by 5:00 pm on April 6, 2022. TSX Trust will provide your proxyholder with a control number to vote during the meeting. If you do not insert a name in the box, then Katharine B. Stevenson, Chair of the Board and Victor G. Dodig, President and Chief Executive Officer, will be appointed as your proxyholder.

2.

If you are an individual shareholder, this proxy must be signed by you or an attorney authorized by you in writing. If the shareholder is a corporation, the proxy should be signed by its authorized officer(s). Individuals signing on behalf of a corporation, trust, estate or under a power of attorney or similar authority, should state the capacity in which they sign. Proof of authority to sign may be required.

3.

This Proxy Form revokes any proxy previously given for the meeting.

4.

If this Proxy Form is not dated, it will be considered dated on the day it is mailed to the shareholder.

5.

The shares represented by a properly executed Proxy Form will be voted for or against or withheld from voting or the proxyholder may abstain, as applicable, in each case as instructed by the shareholder. This Proxy Form confers discretionary authority on the proxyholder to vote as he or she wishes on each matter set out on this Proxy Form, if no choice is specified, and on any amendments or other matters properly brought before the meeting. If you or your proxyholder do not give specific instructions, your shares will be voted FOR items 1 through 5 and AGAINST items 6 through 9.

6.

If you mark the ABSTAIN box, you are directing your proxyholder to ABSTAIN from voting FOR or AGAINST that matter. An abstention will be counted as present for quorum purposes but will not be counted as a vote cast in determining whether the required majority of votes has approved the shareholder proposal. The number of abstentions will be reported in the voting results.

7.

For your shares to be voted (or withheld from voting), you must sign and return this Proxy Form or vote by one of the other methods described below.

8.

This Proxy Form should be read with the Notice of Meeting and Management Proxy Circular available at www.cibc.com, www.meetingdocuments.com/tsxt/cibc, www.sedar.com and www.sec.gov/edgar.shtml.

Method of Voting

 

 

LOGO

 

   

 

LOGO

 

   

 

LOGO

 

•  Complete, sign and date this Proxy Form.

•  Return it in the envelope provided.

         

•  Complete, sign and date this Proxy Form

•  Send it by fax to 1 866 781-3111 for calls in Canada and the US.

•  Send it by fax to 1 416 368-2502 for calls outside Canada and the US.

 

 

     

 

•  Go to www.tsxtrust.com/vote-proxy and follow the instructions. You will need the control number printed at the top of this Proxy Form.

•  By email: Complete, sign and date this Proxy Form. Scan and email both sides to proxyvote@tmx.com.

To ensure your vote is counted, proxies must be received by TSX Trust by 10:30 a.m. Eastern Daylight Time on April 6, 2022.


 

      This Proxy is solicited by and on behalf of Management of CIBC

 

Appointment of Proxyholder

I appoint Katharine B. Stevenson, Chair of the Board, or failing her, Victor G. Dodig, President and Chief Executive Officer, (management’s nominees)

 

 
OR        I appoint (please print name in box)       

as my proxyholder, with power of substitution, to attend, vote, withhold from voting or otherwise act on my behalf on all matters that properly come before the Annual and Special Meeting of Shareholders on April 7, 2022 and any adjournment(s) of the meeting as directed herein if a choice is specified by the undersigned or, if no choice is specified, as the proxyholder sees fit, and with authority to act in the proxyholder’s discretion regarding any amendments or variations and other matters properly brought before the meeting.

Directors and management recommend shareholders vote FOR items 1 through 5:

 

1.   

Election of Directors

                       
      For    Withhold       For    Withhold       For    Withhold
   a) Ammar Aljoundi    ☐    ☐    f) Victor G. Dodig    ☐    ☐    k) Jane L. Peverett    ☐    ☐
   b) Charles J. G. Brindamour    ☐    ☐    g) Kevin J. Kelly    ☐    ☐    l) Katharine B. Stevenson    ☐    ☐
   c) Nanci E. Caldwell    ☐    ☐    h) Christine E. Larsen    ☐    ☐    m) Martine Turcotte    ☐    ☐
   d) Michelle L. Collins    ☐    ☐    i) Nicholas D. Le Pan    ☐    ☐    n) Barry L. Zubrow    ☐    ☐
   e) Luc Desjardins    ☐    ☐    j) Mary Lou Maher    ☐    ☐         

 

    

For

   Withhold   
2.     Appointment of Ernst & Young LLP as auditors    ☐    ☐   
    

For

   Against   
3.     Advisory resolution regarding our executive compensation approach    ☐    ☐     
    

For

   Against   
4.   Special resolution to amend By-Law No. 1 to give effect to a two-for-one share
split of CIBC common shares
   ☐    ☐     
    

For

   Against   
5.   Special resolution regarding variable compensation for UK Material Risk
Takers (UK MRTs)
   ☐    ☐     

Directors and management recommend shareholders vote AGAINST items 6 through 9.

 

     

For

  

Against

  

Abstain

          

For

  

Against

  

Abstain

6.

   Shareholder Proposal 1    ☐    ☐    ☐     

8.

   Shareholder Proposal 3    ☐    ☐    ☐
     

For

  

Against

  

Abstain

          

For

  

Against

  

Abstain

7.

   Shareholder Proposal 2    ☐    ☐    ☐     

9.

   Shareholder Proposal 4    ☐    ☐    ☐

 

   
         
Authorized Signature(s) – Sign Here – This section must be completed for your vote to be counted.       Day / Month / Year

 

 

Quarterly Reports Request

 

     

 

Annual Report Waiver

 

     

 

To Consent to Electronic Delivery

 

 

☐

 

 

 

Mark this box if you WANT to receive (or continue to receive) quarterly financial statements and MD&A. If you do not mark this box, quarterly reports WILL NOT be sent to you in 2022.

     

 

☐   

 

 

 

Mark this box if you DO NOT WANT to receive the annual financial statements and MD&A. If you do not mark this box, the Annual Report will continue to be sent to you.

     

 

 

Go to https://tsxtrust.com/edelivery, select Canadian Imperial Bank of Commerce, complete the consent form and hit “submit”.

CIBC’s quarterly and annual financial statements and MD&A are available at www.cibc.com on the day they are released.

We are permitted to deliver our Management Proxy Circular to you through notice-and-access as described in the Circular. If you wish to go digital and receive other materials prepared by CIBC, such as notices of meeting, proxy forms, quarterly and annual financial statements and MD&A, and other information by email instead of in hard copy, follow the steps “To Consent to Electronic Delivery” above.

Please see the notes on the reverse side of this Proxy Form.

If you receive more than one proxy, please follow the steps on the reverse side of this Proxy Form for each one.

Exhibit 99.5

 

LOGO

Financial News

CIBC’s 2022 Virtual Annual and Special Meeting of Shareholders Meeting Materials Now Available

TORONTO, March 3, 2022 – CIBC (TSX: CM) (NYSE: CM) today announced that its meeting materials, including the 2022 Management Proxy Circular, for its Annual and Special Meeting of Shareholders scheduled on Thursday, April 7, 2022 at 10:30 a.m. Eastern Daylight Time (EDT), are now available.

Virtual Annual and Special Meeting of Shareholders

Our 2022 Annual and Special Meeting of Shareholders will be held virtually by live webcast and telephone to protect the health and wellbeing of participants amid the uncertainties and evolving nature of the COVID-19 pandemic. We remain committed to supporting shareholder engagement in our meeting. Shareholders and duly appointed proxyholders will have the opportunity to attend the meeting online in real-time, ask questions and vote through the live webcast. Any shareholder or proxyholder may also call into our phone line to listen to the meeting (though voting is not available by phone) or ask questions by following instructions from the Conference Line Operator. Shareholders or guests will not be able to attend the meeting in person.

 

  ●  

When: Thursday, April 7, 2022, 10:30 a.m. (EDT)

 

  ●  

Virtual Meeting: Log in at https://cibcvirtual.com/agm2022 at least 15 minutes before the meeting starts or call 1 866 696-5894, passcode 2296336# (English) or 1 866 696-5910, passcode 6552323# (French) for an audio only experience

We encourage shareholders to vote in advance of the meeting by one of the methods described in the Management Proxy Circular (available at www.meetingdocuments.com/TSXT/cibc) and their proxy form or voting instruction form. Shareholders with questions may contact CIBC’s transfer agent TSX Trust Company at 1 800 258-0499 (toll free in Canada and the United States) or 416 682-3860 (other countries).

We also encourage shareholders to submit questions for our Board and management in advance of the meeting by email to the Corporate Secretary at corporate.secretary@cibc.com or by mail to CIBC Corporate Secretary’s Division, 81 Bay Street, CIBC Square, 20th Floor, Toronto, Ontario M5J 0E7.

Meeting Materials

CIBC’s meeting materials have been filed with the Canadian Securities Administrators and the U.S. Securities and Exchange Commission. Distribution of the meeting materials to shareholders began today and they can also be accessed online:


  ●  

CIBC website: CIBC Annual Meeting webpage

  ●  

TSX Trust Company’s website: www.meetingdocuments.com/TSXT/cibc

  ●  

SEDAR: www.sedar.com

  ●  

EDGAR: www.sec.gov/edgar.shtml

Shareholders may obtain a paper copy of the Management Proxy Circular or the Annual Report, free of charge, by contacting our transfer agent, TSX Trust Company, through one of the methods described in the Management Proxy Circular.

About CIBC

CIBC is a leading North American financial institution with 11 million personal banking, business, public sector and institutional clients. Across Personal and Small Business Banking, Commercial Banking and Wealth Management, and Capital Markets businesses, CIBC offers a full range of advice, solutions and services through its leading digital banking network, and locations across Canada, in the United States and around the world. Ongoing news releases and more information about CIBC can be found at https://www.cibc.com/en/about-cibc/media-centre.html.

For further information:

Alice Dunning, CIBC Investor Relations, 416-861-8870, alice.dunning@cibc.com

Jason Patchett, CIBC Investor Relations, 416-980-8691, jason.patchett@cibc.com

Erica Belling, CIBC Investor & Financial Communications, 416 594-7251, erica.belling@cibc.com

Tom Wallis, CIBC Media Relations, 416-980-4048, tom.wallis@cibc.com