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 2023
Commission File Number 001-11444
| MAGNA INTERNATIONAL INC. |
| (Exact Name of Registrant as specified in its Charter) |
| 337 Magna Drive, Aurora, Ontario, Canada L4G 7K1 |
| (Address of principal executive office) |
Indicate by check mark whether the registrant files or will file annual reports under cover Form 20-F or Form 40-F.
| Form 20-F ¨ | Form40-F x |
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.
| MAGNA INTERNATIONAL INC. | ||
| (Registrant) | ||
| Date: March 31, 2023 | ||
| By: | /s/ “Bassem Shakeel” | |
| Bassem A. Shakeel, | ||
| Vice-President, Associate General Counsel and Corporate Secretary | ||
EXHIBITS
| | | Date: | | | Thursday, May 11, 2023 | | |
| | | Time: | | | 10:00 a.m. (Toronto time) | | |
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Place:
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Virtual-only meeting
via live internet webcast online at www.virtualshareholdermeeting.com/MGA2023 |
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We have opted to hold a virtual-only meeting, conducted via live internet webcast, in which all shareholders will have an equal opportunity to participate online regardless of geographic location.
Shareholders can submit questions or comments ahead of the Meeting via ProxyVote.com. Simply visit www.ProxyVote.com, enter your Control Number, Vote your Shares and ask your Pre-Meeting Questions.
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March 30, 2023
Aurora, Ontario
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BASSEM A. SHAKEEL
Vice-President, Associate General Counsel and Corporate Secretary
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| | | | | | Management Information Circular/Proxy Statement | | | | | | |||
| | | | | | | | Proxy Summary | | | | | | |
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Voting Information
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How To Vote Your Shares
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| | | | | | Business of the Meeting | | | | | | |||
| | | | | | | | Financial Statements | | | | | | |
| | | | | | | | Election of Directors | | | | | | |
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Board Overview
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Details of the 2023 Nominees
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Biographies of 2023 Nominees
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Director Compensation
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| | | | | | | | Reappointment of Deloitte LLP as Magna’s Independent Auditor | | | | | | |
| | | | | | | | Say on Pay | | | | | | |
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Compensation and Performance Report
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Compensation Discussion & Analysis
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Summary Compensation Table
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Incentive Plans and Awards
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| | | | | | Corporate Governance | | | | | | |||
| | | | | | | | Corporate Governance at Magna | | | | | | |
| | | | | | | | Governance Environment | | | | | | |
| | | | | | | | About the Board | | | | | | |
| | | | | | | | Board Independence | | | | | | |
| | | | | | | | Board Effectiveness | | | | | | |
| | | | | | | | Shareholder Democracy and Engagement | | | | | | |
| | | | | | | | Ethical Conduct | | | | | | |
| | | | | | | | Sustainability at Magna | | | | | | |
| | | | | | | | Board Committees and Committee Reports | | | | | | |
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Report of the Audit Committee
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Report of the Governance, Nominating and Sustainability Committee
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Report of the Talent Oversight and Compensation Committee
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Report of the Technology Committee
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| | | | | | Additional Information | | | | | | |||
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Additional Information
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| | | | | | | | Definitions and Interpretation | | | | | | |
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Nominee Overview
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Nominee
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Age
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Director
Since |
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Tenure
Limit |
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Principal Occupation
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Independence(1)
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Financial
Expertise |
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Committee
Memberships(2) |
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| | Peter G. Bowie | | | | 76 | | | |
2012
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2024
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| | | Corporate Director | | | |
I
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✓
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| | | AC*/TC | |
| | Mary S. Chan | | | | 60 | | | |
2017
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2029
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| | | Managing Partner of VectoIQ LLP and Corporate Director | | | |
I
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| | | | | | | GNSC/TC | |
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Hon. V. Peter Harder, P.C.
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| | | 70 | | | |
2020
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2029
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| | | Senator and Corporate Director | | | |
I
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| | | | | | | GNSC*/TC | |
| | Jan R. Hauser(3) | | | | 64 | | | |
2022
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2034
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| | | Corporate Director | | | |
I
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✓
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| | | AC/TC | |
| | Seetarama S. Kotagiri | | | | 54 | | | |
2021
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–
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| | | Chief Executive Officer of Magna | | | |
M
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| | | | | | | – | |
| | Jay K. Kunkel(4) | | | | 63 | | | |
–
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2035
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| | | Corporate Director | | | |
I
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✓
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| | | – | |
| | Robert F. MacLellan | | | | 68 | | | |
2018
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2030
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| | | Chairman, Northleaf Capital Partners and Corporate Director | | | |
I
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✓
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Board Chair/TC
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| | Mary Lou Maher | | | | 62 | | | |
2021
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2033
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| | | Corporate Director | | | |
I
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✓
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| | | AC/TC | |
| | William A. Ruh | | | | 61 | | | |
2017
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2029
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| | | Chief Executive Officer, Digital of Lendlease Group | | | |
I
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| | | | | | | TOCC/TC | |
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Dr. Indira V. Samarasekera
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| | | 70 | | | |
2014
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2026
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| | | Senior Advisor, Bennett Jones LLP and Corporate Director | | | |
I
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| | | | | | | TOCC*/TC | |
| | Matthew Tsien(4) | | | | 62 | | | |
–
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2035
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| | | Corporate Director | | | |
I
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| | | | | | | – | |
| | Dr. Thomas Weber(5) | | | | 68 | | | |
2022
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2034
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| | | Corporate Director | | | |
I
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| | | | | | | TC | |
| | Lisa S. Westlake | | | | 61 | | | |
2019
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2031
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| | | Corporate Director | | | |
I
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✓
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| | | TOCC/TC | |
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Compensation Framework Feature
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Purpose
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Minimal fixed compensation
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■
Low base salaries and highly variable compensation help create an owner’s mindset
■
Motivates managers to achieve consistent profitability in order to maintain consistent compensation
■
Incents profit growth to grow compensation
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Performance-conditioned profit sharing bonus / STI
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■
Promotes entrepreneurialism
■
Drives strong managerial focus on lean/efficient operations through effective management of costs
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Connects compensation to the operational impact of everyday decisions
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Performance-conditioned multi-metric LTI
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■
ROIC PSUs incent efficient capital allocation and value creation
■
rTSR PSUs create sensitivity to stock market performance and return of capital to shareholders, in the form of dividends, as well as alignment with shareholders
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TFG PSUs promote strategic transformation by incenting actions that generate sustainable, long-term growth in equity values
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Capped PSU payouts help mitigate risk by promoting responsible decision-making and discouraging excessive risk-taking
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Stock options incent absolute TSR growth
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No pensions
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■
Reinforces an owner’s mindset and incents long-term growth in equity value as a pension-alternative
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Share maintenance requirement
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■
Reinforces an owner’s mindset
■
Alignment with shareholders
■
Helps mitigate risk
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Benefits
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■
Substantially consistent with those of other employees in the same office/jurisdiction
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Your Vote Is Important
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Your vote is important. This Circular tells you who can vote, what you will be voting on and how to vote. Please read the information below to ensure your shares are properly voted.
Since the Meeting is being held as a virtual-only meeting, there are differences in how the Meeting will be conducted compared to an in-person meeting. However, shareholders will have an equal opportunity to participate at the meeting online, regardless of geographic location. This means that shareholders attending online will have the opportunity to ask questions and vote in real-time. All shareholders are encouraged to cast their votes in advance by proxy as described below.
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Registered vs. Non-Registered Shareholder
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How you vote your shares depends on whether you are a registered shareholder or a non-registered shareholder. In either case, there are different ways to vote, but shareholders will not be able to attend the Meeting and vote in person since it will be a virtual-only meeting.
Registered Shareholder: You are a registered shareholder if you hold one or more share certificates that indicate your name and the number of Magna Common Shares that you own. As a registered shareholder, you will receive a form of proxy from Broadridge Investor Communications Corporation representing the shares you hold. If you are a registered shareholder, refer to “How to Vote – Registered Shareholders”.
Non-Registered Shareholder: You are a non-registered shareholder if a securities dealer, broker, bank, trust company or other nominee holds your shares for you, or for someone else on your behalf. As a non-registered shareholder, you will most likely receive a Voting Instruction Form from Broadridge Investor Communications Corporation, although in some cases you may receive a form of proxy from the securities dealer, broker, bank, trust company or other nominee holding your shares. If you are a non-registered shareholder, refer to “How to Vote – Non-Registered Shareholders”.
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Proxies Are Being Solicited by Management
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Management is soliciting your proxy in connection with the matters to be addressed at the Meeting (or any adjournment(s) or postponement(s) thereof) to be held at the time set out in the accompanying Notice of Annual Meeting. We will bear all costs incurred in connection with Management’s solicitation of proxies, including the cost of preparing and delivering this Circular and accompanying materials. In addition to the use of mail and email, some of our officers and employees may (for no additional compensation) also directly solicit proxies by phone, fax or other electronic methods. Banks, brokerage houses and other custodians, nominees or fiduciaries will be requested to forward proxy solicitation material to the persons on whose behalf they hold Magna shares and to obtain authorizations for the execution of proxies. These institutions will be reimbursed for their reasonable expenses in doing so.
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HOW TO VOTE –
REGISTERED SHAREHOLDERS (cont’d)
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HOW TO VOTE –
NON-REGISTERED SHAREHOLDERS (cont’d)
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Appointment of Proxyholder (cont’d)
You may indicate on the form of proxy how you want your proxyholder to vote your shares, or you can let your proxyholder decide for you. If you do not specify on the form of proxy how you want your shares to be voted, your proxyholder will have the discretion to vote your shares as they see fit.
The form of proxy accompanying this Circular gives the proxyholder discretion with respect to any amendments or changes to matters described in the Notice of Annual Meeting and with respect to any other matters that may properly come before the Meeting (including any adjournment or postponement of the Meeting). As of the date of this Circular, we are not aware of any amendments, changes or other matters to be addressed at the Meeting.
Voting Online During the Meeting
The Meeting will be held virtually via internet webcast. As a registered shareholder, you or your duly appointed proxyholder, will be able to cast votes and ask questions during the Meeting. To do so, you or your duly appointed proxyholder can access the Meeting on May 11, 2023, at 10:00 am (Toronto time) by visiting www.virtualshareholdermeeting.com/MGA2023. To participate in the Meeting, registered shareholders will need the control number pre-printed on the form of proxy. Duly appointed proxyholders will need the appointee identification number provided in the form of proxy by the registered holder of the shares being represented.
If you vote online during the Meeting and had previously completed and returned your form of proxy, your proxy will be automatically revoked and any votes you cast on a poll at the Meeting will count.
Revoking a Vote Made by Proxy
You have the right to revoke a proxy by ANY of the following methods:
■
Vote again by phone, internet or smartphone not later than 5:00 p.m. (Toronto time) on May 9, 2023 (or not later than 48 hours (excluding Saturdays, Sundays and holidays) prior to the time of the adjourned or postponed Meeting);
■
Deliver by mail another completed and signed form of proxy, dated later than the first form of proxy, such that it is received by Broadridge not later than 5:00 p.m. (Toronto time) on May 9, 2023 (or not later than 48 hours (excluding Saturdays, Sundays and holidays) prior to the time of the adjourned or postponed Meeting);
■
Deliver to us at the following address a signed written notice revoking the proxy, provided it is received not later than 5:00 p.m. (Toronto time) on May 10, 2023 (or not later than 5:00 p.m. on the last business day prior to the date of the adjourned or postponed Meeting):
Magna International Inc.
337 Magna Drive Aurora, Ontario, Canada L4G 7K1 Attention: Corporate Secretary |
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Voting Online During the Meeting
If you have received a Voting Instruction Form and wish to vote online during the Meeting, you must first appoint yourself as a proxyholder by completing, signing and returning the Voting Instruction Form or completing the equivalent electronic form online, in each case, and returning it to Broadridge not later than 5:00 pm (Toronto time) on May 9, 2023.
If you have received a form of proxy and wish to vote online during the Meeting, you must insert your name in the blank space provided on the form of proxy. If you are voting your shares by proxy, you must ensure that your completed and signed proxy form or your phone or internet or smartphone vote is received by Broadridge not later than 5:00 p.m. (Toronto time) on May 9, 2023.
If the Meeting is adjourned or postponed, you must ensure that your completed and signed Voting Instruction Form (or equivalent electronic form online) is received by Broadridge not later than 48 hours (excluding Saturdays, Sundays and holidays) prior to the time of the adjourned or postponed Meeting.
The Meeting will be held virtually via internet webcast. As a non-registered shareholder who has duly appointed yourself or someone else as proxyholder, you or your such duly appointed proxyholder will be able to cast votes and ask question during the Meeting. To do so, you or your duly appointed proxyholder can access the Meeting on May 11, 2023, at 10:00 am (Toronto time) by visiting www.virtualshareholdermeeting.com/MGA2023. To participate in the Meeting, you will need the appointee identification number provided in the voting instruction form for the shares being represented.
If you have not appointed yourself as a proxyholder in accordance with the instructions on your Voting Instruction Form, you can participate in the Meeting as a guest. Guests will be able to listen to the Meeting proceedings, but will not be able to vote or ask questions.
Revoking a Voting Instruction Form or Proxy
If you wish to revoke a Voting Instruction Form or form of proxy for any matter on which a vote has not already been cast, you must contact your securities dealer, broker, bank, trust company or other nominee or intermediary (for a form of proxy sent to you by such intermediary) and comply with any applicable requirements relating to the revocation of votes made by Voting Instruction Form or proxy.
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2
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Election of Directors
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IN THIS SECTION
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| | | | | | | | Board Overview | | | | | | |||||
| | | | | | | | Details of the 2023 Nominees | | | | | | |||||
| | | | | | | | Biographies of 2023 Nominees | | | | | | |||||
| | | | | | | | Director Compensation | | | | | | |||||
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The Board recommends that you vote FOR each of the 13 nominees.
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Director Name
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Re-Election
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Peter G. Bowie
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Mary Lou Maher
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Mary S. Chan
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William A. Ruh
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Hon. V. Peter Harder
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Dr. Indira V. Samarasekera
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Seetarama S. Kotagiri (CEO)
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Dr. Thomas Weber
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Robert F. MacLellan (Board Chair)
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Lisa S. Westlake
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New
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Jan R. Hauser
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| | | Matthew Tsien | |
| | Jay K. Kunkel | | | | | | ||||
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BOARD
(#) |
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AUDIT
(#) |
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GNSC(1)
(#) |
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TOCC(1)
(#) |
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TECH(2)
(#) |
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TOTAL
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NOMINEE
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(#)
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(%)
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| | Peter G. Bowie | | | | | | 9/9 | | | | | | | 6/6 | | | | | | | — | | | | | | | — | | | | | | | 2/2 | | | | | | | 17/17 | | | | | | | 100 | | |
| | Mary S. Chan | | | | | | 9/9 | | | | | | | — | | | | | | | 3/3 | | | | | | | — | | | | | | | 5/5 | | | | | | | 17/17 | | | | | | | 100 | | |
| | Hon. V. Peter Harder | | | | | | 9/9 | | | | | | | — | | | | | | | 9/9 | | | | | | | — | | | | | | | 2/2 | | | | | | | 20/20 | | | | | | | 100 | | |
| | Jan R. Hauser | | | | | | 3/3 | | | | | | | 1/1 | | | | | | | — | | | | | | | — | | | | | | | 1/1 | | | | | | | 5/5 | | | | | | | 100 | | |
| | Seetarama S. Kotagiri | | | | | | 9/9 | | | | | | | — | | | | | | | — | | | | | | | — | | | | | | | — | | | | | | | 9/9 | | | | | | | 100 | | |
| | Robert F. MacLellan | | | | | | 8/9 | | | | | | | 6/6 | | | | | | | — | | | | | | | — | | | | | | | 2/2 | | | | | | | 16/17 | | | | | | | 94 | | |
| | Mary Lou Maher | | | | | | 9/9 | | | | | | | 6/6 | | | | | | | — | | | | | | | — | | | | | | | 2/2 | | | | | | | 17/17 | | | | | | | 100 | | |
| | William A. Ruh | | | | | | 9/9 | | | | | | | — | | | | | | | — | | | | | | | 4/4 | | | | | | | 5/5 | | | | | | | 18/18 | | | | | | | 100 | | |
| | Dr. Indira V. Samarasekera | | | | | | 9/9 | | | | | | | — | | | | | | | — | | | | | | | 10/10 | | | | | | | 2/2 | | | | | | | 21/21 | | | | | | | 100 | | |
| | Dr. Thomas Weber | | | | | | 9/9 | | | | | | | — | | | | | | | — | | | | | | | — | | | | | | | 5/5 | | | | | | | 14/14 | | | | | | | 100 | | |
| | Lisa S. Westlake | | | | | | 9/9 | | | | | | | — | | | | | | | — | | | | | | | 10/10 | | | | | | | 2/2 | | | | | | | 21/21 | | | | | | | 100 | | |
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Nominee
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2022
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Votes FOR
(%) |
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Votes WITHHELD
(%) |
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| | Peter G. Bowie | | | | | | 99.4 | | | | | | | 0.6 | | |
| | Mary S. Chan | | | | | | 99.4 | | | | | | | 0.6 | | |
| | Hon. V. Peter Harder | | | | | | 98.9 | | | | | | | 1.1 | | |
| | Seetarama S. Kotagiri | | | | | | 99.5 | | | | | | | 0.5 | | |
| | Robert F. MacLellan | | | | | | 99.5 | | | | | | | 0.5 | | |
| | Mary Lou Maher | | | | | | 99.8 | | | | | | | 0.2 | | |
| | William A. Ruh | | | | | | 99.8 | | | | | | | 0.2 | | |
| | Dr. Indira V. Samarasekera | | | | | | 97.7 | | | | | | | 2.3 | | |
| | Dr. Thomas Weber | | | | | | 98.9 | | | | | | | 1.1 | | |
| | Lisa S. Westlake | | | | | | 99.2 | | | | | | | 0.8 | | |
| | | | | |
Peter G. Bowie
FCPA, MBA
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Mary S. Chan
MSc
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Hon. V. Peter Harder
P.C., LLD
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Jan R. Hauser
BBA, CPA
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Seetarama S. Kotagiri
MSc
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Jay K. Kunkel
BBA
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Robert F. MacLellan
CPA, MBA
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Mary Lou Maher
FCPA, FCA
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William A. Ruh
MSc
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Dr. Indira V. Samarasekera
PhD, PEng
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Matthew Tsien
MSc
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Dr. Thomas Weber
PhD
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Lisa S. Westlake
MBA
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Accounting/Audit: technical expertise with financial statements and financial reporting matters; understanding of critical accounting policies, technical issues relevant to the internal and external audit, as well as internal controls.
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➀
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➂
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➁
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➂
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➁
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➀
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➀
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➁
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➂
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➂
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➂
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➁
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Automotive: practical experience with automobile manufacturers or suppliers; solid understanding of industry dynamics on a global or regional basis; knowledge of World Class Manufacturing; or experience in comparable capital-intensive manufacturing industries.
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➂
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➀
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➂
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➀
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➀
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➁
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➂
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➂
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➂
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➀
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➀
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➂
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Cybersecurity: an understanding of digital, data management, technology and/or cyber security issues in large, complex enterprises; and/or experience in cybersecurity oversight, including cybersecurity frameworks, risk mitigation strategies and controls.
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➂
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➁
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➁
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➂
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➂
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➂
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➂
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➁
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➀
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➂
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➂
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➁
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➁
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Environmental, Social and Governance (“ESG”): sophisticated understanding of environment/climate change, as well as social issues, including human rights and supply chain; ESG governance/oversight; and/or general familiarity with ESG regulatory requirements and reporting frameworks.
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➂
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➂
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➀
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➂
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➂
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➁
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➀
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➀
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➁
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➀
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➂
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➁
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➁
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Finance/Financial Advisory: senior financial management roles and/or financial advisory roles; expertise related to capital allocation, capital structure or capital markets.
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➀
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➂
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➁
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➀
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➁
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➂
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➂
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➂
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➀
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Governance/Board: sophisticated understanding of corporate governance practices and norms; prior board experience; expertise with stakeholder management or engagement.
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➀
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➁
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➀
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➀
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➁
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➁
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High-Growth Markets: a track record of operational success or other experience in markets other than North America and Western Europe, such as China.
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➀
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➁
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➀
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➁
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➀
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Large Cap Company: board, management and/or other applicable experience with companies that have a market capitalization in excess of $10 billion.
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➀
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➀
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➀
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➁
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➀
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Legal/Regulatory/Public Policy: experience with legal and regulatory compliance oversight; experience in relevant areas of government or public policy.
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➁
|
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➂
|
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➀
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➁
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➂
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➀
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➁
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➁
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➁
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➀
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➁
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➂
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➁
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Mergers & Acquisitions (“M&A”): management or board-level experience with complex M&A in different industries and/or different geographic regions.
|
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➀
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➁
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➂
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➀
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➀
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➀
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➁
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➁
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➁
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➁
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➁
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➀
|
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R&D/Innovation/Technology: domain expertise and skill in technology/innovation; practical experience with technological transformation and disruption.
|
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➂
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➀
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➁
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➂
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➀
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➀
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➁
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Risk Oversight: practical expertise in risk governance, including enterprise risk management frameworks; knowledge/understanding of risk monitoring and mitigation.
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➀
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➁
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➀
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➁
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➁
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➀
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➀
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Senior/Executive Leadership: demonstrated track record of leadership, mature judgement, operating success and value creation in complex organizations and/or in progressively challenging roles.
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➀
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➀
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Strategy Development: board, senior management and/or other experience in strategy development, analysis or oversight.
|
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➀
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➀
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➀
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Talent Management/Compensation: hands-on experience developing, managing, compensating and motivating employees.
|
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➀
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➀
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➀
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➀
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➁
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➀
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➀
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➀
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Hon. V. Peter Harder, P.C., LLD
|
| |
Independent
|
| |
GNSC (Chair), Technology
|
|
| |
|
| |
Ontario, Canada
Age: 70 Tenure: 3+ |
|
| |
Mr. Harder, who previously served on our Board from May 2012 to March 2016, brings to the Board a Canadian-centred, globally aware perspective that draws upon his extensive experience in foreign affairs and international trade. In particular, he possesses a valuable understanding of the workings of China’s political establishment,
|
| |
(1991-2007). While Deputy Minister of Foreign Affairs, he served the Prime Minister’s Personal Representative to the G-8 and as the first co-chair of the Canada-China Strategic Working Group. After leaving the public service in 2007, Mr. Harder served as the President of the Canada-China Business Council (2008-2015) and as a director to a number of major
|
| ||||||
| |
as well as its economic drivers, in addition to Canada-China trade and investment issues. Mr. Harder also brings demonstrated expertise regarding compensation
|
| |
100%
2022 MEETING
ATTENDANCE |
| |
>98%
2022 ANNUAL MEETING
VOTING RESULT |
| |
Canadian corporations as well as charitable and not-for-profit organizations.
Mr. Harder holds degrees from the University of Waterloo (BA) and Queen’s
|
|
| |
issues and corporate governance. Mr. Harder currently serves as a member of the Senate of Canada and was the first independent Government Representative in the Senate (2016-2020). Prior to his appointment to the Senate, Mr. Harder was a long-serving Deputy Minister in the Government of Canada
|
| |
University (MA) and has received an honorary doctorate (LLD) from the University of Waterloo. Mr. Harder is a member of the King’s Privy Council of Canada.
|
| ||||||
| | Significant expertise/experience: | | |||
| |
■
Environmental, Social and Governance
|
| | ■ Risk Oversight | |
| |
■ Governance/Board
|
| | ■ Senior/Executive Leadership | |
| |
■ High-Growth Markets
|
| | ■ Strategy Development | |
| |
■ Large Cap Company
|
| |
■ Talent Management/Compensation
|
|
| |
■ Legal/Regulatory/Public Policy
|
| | ||
| |
Jan R. Hauser, BBA, CPA
|
| |
Independent
|
| |
Audit, Technology
|
|
| |
|
| |
Massachusetts, U.S.A.
Age: 64 Tenure: <1 |
|
| |
Ms. Hauser, brings to the Board global financial leadership, including more than 35 years dealing with financial reporting and complex business transactions. Ms. Hauser is a corporate
|
| |
Committee. She also served as PricewaterhouseCoopers’ representative on the Financial Accounting Standard Board’s (FASB) Emerging Issues Task Force and the Financial Accounting Standards Advisory
|
| ||||||
| |
director who previously served as the Vice President, Controller and Chief Accounting Officer of General Electric Company (2013-2018), prior to which she held
|
| |
100%
2022 MEETING
ATTENDANCE |
| |
NEW
NOMINEE |
| |
Council for the FASB. Earlier in her career, she was selected for a fellowship in the Office of the Chief Accountant at the US Securities and Exchange Commission
|
|
| |
various roles at PricewaterhouseCoopers (1981-1991 and 1993-2013), including Senior Consulting Partner, Accounting Consulting Services, National Professional Services Group. During her time at PricewaterhouseCoopers, she led diversity efforts for the national office and served on the US Partner Admissions
|
| |
(1991-1993). Ms. Hauser previously served on the board of Vonage Holdings Corporation until its acquisition. Ms. Hauser has a BBA in Accounting(Wisconsin) and is also a licensed CPA.
|
| ||||||
| | Significant expertise/experience: | | |||
| |
■ Accounting/Audit
|
| | ■ Mergers & Acquisitions | |
| |
■ Finance/Financial Advisory
|
| | ■ Risk Oversight | |
| |
■ Governance/Board
|
| | ■ Senior/Executive Leadership | |
| |
■ High-Growth Markets
|
| | ■ Strategy Development | |
| |
■ Large Cap Company
|
| |
■ Talent Management/Compensation
|
|
| |
Robert F. MacLellan CPA, MBA
|
| |
Independent
|
| |
Board Chair, Technology
|
|
| |
|
| |
Ontario, Canada
Age: 68 Tenure: ~5 |
|
| |
Mr. MacLellan, who has served as Board Chair since May 2022, brings to the Board significant financial and accounting acumen, a track record of executive leadership success, blue-chip board experience and the perspective of the institutional investment community. Mr. MacLellan serves as the non-executive Chairman of Northleaf Capital Partners, an independent global equity and infrastructure fund manager and
|
| |
management of investments for its Employee Pension Fund, The Toronto-Dominion Bank, TD Mutual Funds and TD Capital Group. He served in various other capacities with TDBFG (1995-2003). Prior boards include WIND Mobile Group, ACE Aviation Holdings Inc., Yellow Pages Group and Maple Leaf Sports and Entertainment Ltd. Mr. MacLellan is a Chartered Accountant and has a B.Comm. (Carleton) and an MBA (Harvard). Mr. MacLellan serves as an independent director of T. Rowe Price
|
| ||||||
| |
advisor (since 2009), prior to which he was the Chief Investment Officer of TD Bank Financial Group (TDBFG) (2003-2008) where he was responsible for overseeing the
|
| |
94%
2022 MEETING
ATTENDANCE |
| |
>99%
2022 ANNUAL MEETING
VOTING RESULT |
| |
Group, Inc., which is one of Magna’s largest shareholders. As an independent director of T. Rowe Price, Mr. MacLellan has no involvement in portfolio investment decisions at T.Rowe Price.
|
|
| | Significant expertise/experience: | | |||
| |
■ Accounting/Audit
|
| | ■ Mergers & Acquisitions | |
| |
■ Environmental, Social and Governance
|
| | ■ Risk Oversight | |
| |
■ Finance/Financial Advisory
|
| | ■ Senior/Executive Leadership | |
| |
■ Governance/Board
|
| | ■ Strategy Development | |
| |
■ Large Cap Company
|
| |
■ Talent Management/Compensation
|
|
| | Mary Lou Maher FCPA, FCA | | |
Independent
|
| |
Audit, Technology
|
|
| |
|
| |
Ontario, Canada
Age: 62 Tenure: ~2 |
|
| |
Ms. Maher brings to the Board extensive audit and financial experience. She is a highly regarded and widely respected business advisor having advised client CEOs, CFOs and Boards of Directors on a variety of complex issues.
Ms. Maher was concurrently the Canadian
|
| |
Ms. Maher has been recognized for her work on inclusion and diversity, receiving the Wayne C. Fox Distinguished Alumni Award from McMaster University and was inducted into the Hall of Fame for the WXN 100 Top Most Powerful Women in Canada. She also received the Lifetime Achievement Award
|
| ||||||
| |
Managing Partner, Quality and Risk, KPMG Canada, and Global Head of Inclusion and Diversity, KPMG International from October 2017 to
|
| |
100%
2022 MEETING
ATTENDANCE |
| |
>99%
2022 ANNUAL MEETING
VOTING RESULT |
| |
from Out on Bay Street (Proud Strong), as well as the Senior Leadership Award for Diversity from the Canadian Centre for Diversity and Inclusion.
|
|
| |
February 2021. Ms. Maher was with KPMG since 1983 and had served in various executive and governance roles, including CFO and CHRO. Ms. Maher also has experience serving on not-for-profit boards, including being Chair of Women’s College Hospital and a member of the CPA Ontario council. In addition, Ms. Maher founded KPMG Canada’s first ever National Diversity Council and was the executive sponsor of pride@kpmg.
|
| |
Ms. Maher holds a Bachelor of Commerce degree from McMaster University, for which she also serves on the Board of Governors. Ms. Maher serves as an independent director of the Canadian Imperial Bank of Commerce (CIBC), which provides routine banking services to Magna. Magna’s fees to CIBC in 2022 represented less than 0.01% of the bank’s 2022 revenues and are not material to Magna or the bank.
|
| ||||||
| | Significant expertise/experience: | | |||
| |
■ Accounting/Audit
|
| | ■ Risk Oversight | |
| |
■ Environmental, Social and Governance
|
| | ■ Senior/Executive Leadership | |
| |
■ Finance/Financial Advisory
|
| | ■ Strategy Development | |
| |
■ Governance/Board
|
| |
■ Talent Management/Compensation
|
|
| |
■ Large Cap Company
|
| | | |
| |
Matthew Tsien MSc
|
| |
Independent
|
| |
New Nominee
|
|
| |
|
| |
Washington, U.S.A
Age: 62 New Nominee |
|
| |
Mr. Tsien brings to the board extensive technology and engineering experience within the automotive industry, particularly from a large OEM perspective in China. Mr. Tsien’s career spanned 45 years with General Motors and its group of companies (1976-2021), where he built a strong track
|
| |
planning and program management for international markets encompassing Asia, Russia, the Middle East and Africa. Other prior roles include Executive Vice President, SAIC-GM-Wuling Automobile China (2009-2011); Executive Director, Global Technology Engineering (2005-2008); Executive Director,
|
| ||||||
| |
record in areas such as electrification and connectivity. He held various roles with GM, including Executive Vice President, Chief Technology Officer, and President, General
|
| |
NEW NOMINEE
|
| |
Vehicle Systems, North America Product Development (2001-2005); Electrical Chief Engineer, Regional Vehicle Line Executive, Chief Technology Officer and
|
| |||
| |
Motors Ventures (2020-2021); Executive Vice President and President, GM China (2014-2020); Vice President, Planning and Program Management, GM China and GM International, and Strategic Alliances for China (2012-2013) where he was responsible for product
|
| |
Director, Business Planning China (1995-2000); and Director, Audio Systems Engineering, Delco Electronics (1992-1995). Mr. Tsien has a BS (Kettering), an MS (Stanford) and an MS (MIT).
|
| ||||||
| | Significant expertise/experience: | | |||
| |
■ Automotive
|
| | ■ Senior/Executive Leadership | |
| |
■ High-Growth Markets
|
| | ■ Strategy Development | |
| |
■ Large Cap Company
|
| | ■ Talent Management/Compensation | |
| |
■ R&D/Innovation/Technology
|
| | ||
| |
Dr. Thomas Weber PhD
|
| |
Independent
|
| |
Technology
|
|
| |
|
| |
Baden-Württemberg,
Germany Age: 68 Tenure: ~1 |
|
| |
Dr. Weber brings to the Board valuable knowledge and experience regarding the global automotive industry, with particular expertise within Europe, as well as the development and production of future-oriented vehicles (including
|
| |
He currently serves as a director of the German National Academy of Science and Engineering (since 2017) with responsibility for areas related to “mobility of the future” and circular economy. In addition, he is an Honorary Professor in the field of mechanical engineering and mobility
|
| ||||||
| |
alternative powertrain systems). Dr. Weber’s career spanned a wide range of demanding functions and responsibilities relating to passenger cars within Daimler AG (1990-2016), including
|
| |
100%
2022 MEETING
ATTENDANCE |
| |
>98%
2022 ANNUAL MEETING
VOTING RESULT |
| |
of the future at the University of Stuttgart (since 2010). Dr. Weber previously served as a member of Magna’s Technology Advisory Council (2019-2021) and is a Mechanical Engineer (Stuttgart), with a doctorate
|
|
| |
serving on the Board of Management, responsible for Group Research & Mercedes-Benz Cars Development (2004-2016).
|
| |
in production and automation (Fraunhofer Institute).
|
| ||||||
| | Significant expertise/experience: | | |||
| |
■ Automotive
|
| | ■ Senior/Executive Leadership | |
| |
■ R&D/Innovation/Technology
|
| | ■ Strategy Development | |
| |
■ Risk Oversight
|
| | ■ Talent Management/Compensation | |
| |
Retainer / Fee Type
|
| | |
Amount
($) |
| | |
3x Equity Maintenance
($) |
| ||||||
| | Comprehensive Board Chair Annual Retainer | | | | |
|
500,000
|
| | | | |
|
1,500,000
|
| |
| | Comprehensive Committee Chair Annual Retainer | | | | |
|
300,000
|
| | | | |
|
900,000
|
| |
| | Comprehensive Director-At-Large Annual Retainer | | | | |
|
275,000
|
| | | | |
|
825,000
|
| |
| | Per Meeting Fee (applicable solely to meetings in excess of 25 meetings in aggregate) | | | |
1,000
|
| ||||||||||
| | Travel Time Fee (half day/full day) | | | |
2,000 / 4,000
|
| ||||||||||
| | Special Committee Chair Retainer | | | |
To be set on Committee formation
|
| ||||||||||
| |
Name
|
| | |
Fees
Earned(1) |
| | |
Share-Based
Awards(2) |
| | |
Option-Based
Awards ($) |
| | |
Non-Equity
Incentive Plan Compensation ($) |
| | |
Pension
Value ($) |
| | |
All
Other ($) |
| | |
Total
($) |
| |||||||||||||||||||||||||||||||||||
| |
Cash
($) |
| | |
% of
Total Fees |
| | |
Deferred to
DSUs ($) |
| | |
% of
Total Fees |
| | ||||||||||||||||||||||||||||||||||||||||||||||||||
| | Peter G. Bowie | | | | | | NIL | | | | | | | — | | | | | | | 245,000 | | | | | | | 100 | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | 245,000 | | |
| | Mary S. Chan | | | | | | NIL | | | | | | | — | | | | | | | 224,000 | | | | | | | 100 | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | 224,000 | | |
| | Hon V. Peter Harder | | | | | | NIL | | | | | | | — | | | | | | | 254,000 | | | | | | | 100 | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | 254,000 | | |
| | Jan R. Hauser | | | | | | NIL | | | | | | | — | | | | | | | 101,000 | | | | | | | 100 | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | 101,000 | | |
| | Dr. Kurt J. Lauk | | | | | | 199,000 | | | | | | | 77 | | | | | | | 60,000 | | | | | | | 23 | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | 259,000 | | |
| | Robert F. MacLellan | | | | | | NIL | | | | | | | — | | | | | | | 410,000 | | | | | | | 100 | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | 410,000 | | |
| | Mary Lou Maher | | | | | | 54,000 | | | | | | | 24 | | | | | | | 172,000 | | | | | | | 76 | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | 226,000 | | |
| | William A. Ruh | | | | | | NIL | | | | | | | — | | | | | | | 243,000 | | | | | | | 100 | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | 243,000 | | |
| | Dr. Indira V. Samarasekera | | | | | | 67,000 | | | | | | | 24 | | | | | | | 217,000 | | | | | | | 76 | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | 284,000 | | |
| | Dr. Thomas Weber | | | | | | NIL | | | | | | | — | | | | | | | 252,000 | | | | | | | 100 | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | 252,000 | | |
| | Lisa S. Westlake | | | | | | 171,000 | | | | | | | 74 | | | | | | | 60,000 | | | | | | | 26 | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | 231,000 | | |
| | Cynthia A. Niekamp | | | | | | 66,000 | | | | | | | 77 | | | | | | | 20,000 | | | | | | | 23 | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | 5,000(3) | | | | | | | 91,000 | | |
| | William L. Young | | | | | | 102,000 | | | | | | | 60 | | | | | | | 68,000 | | | | | | | 40 | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | 115,000(4) | | | | | | | 285,000 | | |
| |
Name
|
| | |
Option-Based Awards –
Value Vested During the Year ($) |
| | |
Share-Based Awards –
Value Vested During the Year(1) ($) |
| | |
Non-Equity Incentive
Plan Compensation – Value Earned During the Year ($) |
| |||||||||
| | Peter G. Bowie | | | | | | NIL | | | | | | | 356,000 | | | | | | | NIL | | |
| | Mary S. Chan | | | | | | NIL | | | | | | | 264,000 | | | | | | | NIL | | |
| | Hon. V. Peter Harder | | | | | | NIL | | | | | | | 272,000 | | | | | | | NIL | | |
| | Jan R. Hauser | | | | | | NIL | | | | | | | 102,000 | | | | | | | NIL | | |
| | Dr. Kurt J. Lauk | | | | | | NIL | | | | | | | 126,000 | | | | | | | NIL | | |
| | Robert F. MacLellan | | | | | | NIL | | | | | | | 447,000 | | | | | | | NIL | | |
| | Mary Lou Maher | | | | | | NIL | | | | | | | 178,000 | | | | | | | NIL | | |
| | William A. Ruh | | | | | | NIL | | | | | | | 287,000 | | | | | | | NIL | | |
| | Dr. Indira V. Samarasekera | | | | | | NIL | | | | | | | 296,000 | | | | | | | NIL | | |
| | Dr. Thomas Weber | | | | | | NIL | | | | | | | 256,000 | | | | | | | NIL | | |
| | Lisa S. Westlake | | | | | | NIL | | | | | | | 80,000 | | | | | | | NIL | | |
| | Cynthia A. Niekamp | | | | | | NIL | | | | | | | 26,000 | | | | | | | NIL | | |
| | William L. Young | | | | | | NIL | | | | | | | 123,000 | | | | | | | NIL | | |
| | | | | |
Dividends on
Aggregate DSUs ($) |
| | | | | | |
Dividends on
Aggregate DSUs ($) |
| ||||||
| | Peter G. Bowie | | | | | | 111,000 | | | | | Dr. Indira V. Samarasekera | | | | | | 79,000 | | |
| | Mary S. Chan | | | | | | 40,000 | | | | | Dr. Thomas Weber | | | | | | 4,000 | | |
| | Hon. V. Peter Harder | | | | | | 18,000 | | | | | Lisa S. Westlake | | | | | | 20,000 | | |
| | Jan R. Hauser | | | | | | 1,000 | | | | | Dr. Kurt J. Lauk | | | | | | 66,000 | | |
| | Robert F. MacLellan | | | | | | 37,000 | | | | | Cynthia A. Niekamp | | | | | | 6,000 | | |
| | Mary Lou Maher | | | | | | 6,000 | | | | | William L. Young | | | | | | 55,000 | | |
| | William A. Ruh | | | | | | 44,000 | | | | | | ||||||||
| |
Type of Services
|
| | |
2022
|
| | |
2021
|
| ||||||||||||||||||||
| |
Fees
($) |
| | |
% of Total
|
| | |
Fees
($) |
| | |
% of Total
|
| ||||||||||||||||
| | Audit(1) | | | | | | 9,773,000 | | | | | | | 57 | | | | | | | 9,453,000 | | | | | | | 58 | | |
| | Audit-related(2) | | | | | | 6,589,000 | | | | | | | 39 | | | | | | | 5,603,000 | | | | | | | 35 | | |
| | Tax(3) | | | | | | 685,000 | | | | | | | 4 | | | | | | | 999,000 | | | | | | | 6 | | |
| | Other Permitted(4) | | | | | | 48,000 | | | | | | | <1 | | | | | | | 195,000 | | | | | | | 1 | | |
| | Total | | | | | | 17,095,000 | | | | | | | 100 | | | | | | | 16,250,000 | | | | | | | 100 | | |
| | |
The TOCC supports the Board by assessing compensation and benchmarking data within the context of corporate performance, corporate strategy, risk considerations, as well as the general objectives underlying Magna’s system of executive compensation. Based on Committee members’ expertise and judgement, as well as the perspectives and advice of the TOCC’s independent advisors, the TOCC makes recommendations to the Board to assist it in fulfilling its responsibilities related to executive compensation matters.
|
| |
| |
Name
|
| | |
TFG PSUs
(#) |
| | |
Aggregate Grant
Value ($) |
| ||||||
| | Seetarama S. Kotagiri | | | | | | 548,847 | | | | | | | 15,000,000 | | |
| | Patrick W.D. McCann | | | | | | 109,769 | | | | | | | 3,000,000 | | |
| | Eric J. Wilds | | | | | | 109,769 | | | | | | | 3,000,000 | | |
| | All other senior leadership team (N=14) | | | | | | 969,633 | | | | | | | 26,500,000 | | |
| | Total | | | | | | 1,738,018 | | | | | | | 47,500,000 | | |
| | | | | |
Target TDC
Core Compensation ($) |
| | |
Actual TDC
($) |
| ||||||
| | Base Salary | | | | | | 325,000 | | | | | | | 325,000 | | |
| | STI | | | | | | 5,475,000 | | | | | | | 3,446,000 | | |
| |
LTIs (at target)
ROIC PSUs rTSR PSUs Stock Options |
| | | | |
3,680,000 1,840,000 3,680,000 |
| | | | | |
3,680,000 1,840,000 3,680,000 |
| |
| |
Sub-Total
|
| | | | | 15,000,000 | | | | | | | 12,971,000 | | |
| |
Special TFG PSU Grant
|
| | | | | — | | | | | | | 15,000,000 | | |
| |
Total
|
| | | | | 15,000,000 | | | | | | | 27,971,000 | | |
| | CD&A: | | | the Compensation Discussion & Analysis section of this Circular | |
| | executive compensation peer group: | | | the group of companies discussed in Section B of this CD&A, against which the compensation of our Executives is compared or benchmarked | |
| | Fasken: | | | the Board’s independent legal advisor, Fasken Martineau DuMoulin LLP | |
| | Hugessen: | | |
the Board’s independent compensation advisor, Hugessen Consulting
|
|
| | LTIs: | | | long-term incentives primarily in the form of PSUs and stock options | |
| | Named Executive Officers or NEOs: | | | our five most highly compensated executive officers | |
| | Pre-Tax Profit: | | | Income from operations before income taxes | |
| | PSUs: | | | performance stock units | |
| | ROIC: | | |
the company’s return on invested capital, calculated as set forth in Section C of this CD&A
|
|
| | RSUs: | | | restricted stock units | |
| | rTSR | | | TSR, relative to the rTSR peer group | |
| | rTSR peer group: | | | the group of companies discussed in Section B of this CD&A, against which Magna’s rTSR is measured in connection with the company’s rTSR PSUs | |
| | STI | | | short-term incentive in the form of a cash profit sharing bonus | |
| | TDC | | | total direct compensation | |
| | TFG PSUs | | | the special, non-recurring Transformational Grant PSUs granted in September 2022 to incent the long-term, strategic transformation of Magna | |
| | TSR: | | | Total Shareholder Return | |
| |
Section
|
| | |
Description
|
| | |
Page
|
|
| |
A
|
| | | Discusses the role of compensation in our corporate culture and the objectives of our executive compensation program and other matters | | | | | |
| |
B
|
| | | Addresses the Board’s responsibility for executive compensation, as well as the scope of the TOCC’s role and discusses the TOCC’s process for making compensation decisions | | | | | |
| |
C
|
| | | Provides an overview and detailed description of the elements of our executive compensation program | | | | | |
| |
D
|
| | | Describes our compensation risk mitigation practices | | | | |
| |
Compensation Framework Feature
|
| | |
Purpose
|
|
| |
Minimal fixed compensation
|
| | |
■
Low base salaries and highly variable compensation help create an owner’s mindset
■
Motivates managers to achieve consistent profitability in order to maintain consistent compensation
■
Incents profit growth to grow compensation
|
|
| |
Performance-conditioned profit sharing bonus / STI
|
| | |
■
Promotes entrepreneurialism
■
Drives strong managerial focus on lean/efficient operations through effective management of costs
■
Connects compensation to the operational impact of everyday decisions
|
|
| |
Performance-conditioned multi-metric LTI
|
| | |
■
ROIC PSUs incent efficient capital allocation and value creation
■
rTSR PSUs create sensitivity to stock market performance and return of capital to shareholders, in the form of dividends, as well as alignment with shareholders
■
TFG PSUs promote strategic transformation by incenting actions that generate sustainable, long-term growth in equity values
■
Capped PSU payouts help mitigate risk by promoting responsible decision-making and discouraging excessive risk-taking
■
Stock options incent absolute TSR growth
|
|
| |
No pensions
|
| | |
■
Reinforces an owner’s mindset and incents long-term growth in equity value as a pension-alternative
|
|
| |
Share maintenance requirement
|
| | |
■
Reinforces an owner’s mindset
■
Alignment with shareholders
■
Helps mitigate risk
|
|
| |
Benefits
|
| | |
■
Substantially consistent with those of other employees in the same office/jurisdiction
|
|
| |
Name
|
| | |
Target TDC
(No TFG) ($) |
| | |
Target TDC
(Amort. TFG) ($) |
| | |
Target TDC
(Full TFG) ($) |
| |||||||||
| | Seetarama S. Kotagiri | | | | | | 15,000,000 | | | | | | | 18,000,000 | | | | | | | 30,000,000 | | |
| | Patrick W.D. McCann | | | | | | 2,700,000 | | | | | | | 3,300,000 | | | | | | | 5,200,000 | | |
| | Vincent J. Galifi | | | | | | 8,000,000 | | | | | | | 8,000,000 | | | | | | | 8,000,000 | | |
| | Tommy J. Skudutis | | | | | | 8,000,000 | | | | | | | 8,000,000 | | | | | | | 8,000,000 | | |
| | Eric J. Wilds | | | | | | 2,700,000 | | | | | | | 3,300,000 | | | | | | | 5,200,000 | | |
| |
2022 NEOs
|
| |
Magna’s Named Executive Officers in 2022 were:
|
| |||
| | | | |
■
Seetarama S. Kotagiri
|
| | Chief Executive Officer | |
| | | | |
■
Patrick W.D. McCann
|
| | Chief Financial Officer | |
| | | | |
■
Vincent J. Galifi
|
| | President | |
| | | | |
■
Tommy J. Skudutis
|
| | Chief Operating Officer | |
| | | | |
■
Eric J. Wilds
|
| | Chief Sales & Marketing Officer | |
| | | | | Effective January 1, 2022, Mr. McCann was appointed Chief Financial Officer and Mr. Galifi was appointed President. Mr. McCann is a new NEO for 2022. | | |||
| |
Employment Contracts
|
| |
Each NEO is subject to an employment agreement that specifies various key terms, including:
|
|
| | | | |
■
target total TDC, as well as base salary, STI percentage and target LTI values;
|
|
| | | | |
■
standard benefits to be provided;
|
|
| | | | |
■
compensation claw-back terms;
|
|
| | | | |
■
the securities maintenance amount applicable to the executive; and
|
|
| | | | |
■
terms applicable in different end of employment scenarios.
|
|
| |
Overview
|
| | Our 2022 compensation program for the NEOs consisted of the following elements: | |
| |
|
| |||
| |
1.
Base Salaries:
|
| |
We maintain base salaries for NEOs that are positioned significantly below base salaries in our executive compensation peer group. These low base salaries are intended to:
■
maximize the incentive for each executive to pursue profitability for the benefit of all of Magna’s stakeholders;
■
reinforce the link between executive pay and corporate performance; and
■
reflect and reinforce our entrepreneurial corporate culture.
During 2022, the NEOs received identical base salaries of $325,000.
|
|
| |
Name
|
| | |
Base Salary
($) |
| |||
| | Seetarama S. Kotagiri | | | | | | 325,000 | | |
| | Patrick W.D. McCann | | | | | | 325,000 | | |
| | Vincent J. Galifi | | | | | | 325,000 | | |
| | Tommy J. Skudutis | | | | | | 325,000 | | |
| | Eric J. Wilds | | | | | | 325,000 | | |
| |
2.
Short-Term
Incentive |
| |
The STI for each NEO is an annual profit sharing bonus, which ordinarily is completely “at-risk” and capped at 200% of the target STI value. In order to create maximum incentive to achieve profitability, the profit sharing bonus is earned from the first dollar of profit. The Compensation & Performance Report earlier in this Circular contains a discussion of compensation decisions resulting in adjustments to the Pre-Tax Profit bonus base on which STIs are calculated.
|
|
| |
Name
|
| | |
TFG PSUs
($/#) |
| |||
| |
Seetarama S. Kotagiri
|
| | | | | 15,000,000 | | |
| | | | 548,847 | | | ||||
| |
Patrick W.D. McCann
|
| | | | | 3,000,000 | | |
| | | | 109,769 | | | ||||
| |
Eric J. Wilds
|
| | | | | 3,000,000 | | |
| | | | 109,769 | | | ||||
| |
ROIC PSUs
|
| |
The ROIC PSUs are intended to incent and reward capital-efficient value creation over a three-year performance period. The performance period for the ROIC PSUs granted in respect of 2022 is January 1, 2022 to December 31, 2024.
The number of ROIC PSUs realized by an NEO following the performance period depends on the target number granted, Magna’s return on invested capital performance in relation to its cost of capital and the payout scale approved by the TOCC. The maximum number of ROIC PSUs that can be realized is capped at 200% of target, but no PSUs may ultimately be earned if ROIC performance falls below the payout threshold.
The dollar value of compensation realized by an NEO following the performance period will depend on the final number of ROIC PSUs paid out, as well as the trading price of our Common Shares.
When ROIC PSUs are redeemed following the performance period, we deliver Common Shares acquired on the market under our share repurchase program, with dividends paid in cash based on the final number of ROIC PSUs.
ROIC is defined as:
ROIC is calculated as A ÷ B, where:
A = (Net Income before Interest and Income Taxes − Equity Income) multiplied by (1 − assumed Tax Rate of 25%), plus Equity Income
B = Total Assets (excluding Cash, Deferred Tax Assets and Operating Lease Right of Use Assets) less Current Liabilities (excluding Short-term Borrowings, Long-term Debt due within one-year and Current portion of Operating Lease Liabilities)
The TOCC may exercise discretion to address various situations in order to ensure consistency and comparability in ROIC goal-setting and measurement. Such an adjustment was made by the TOCC, in respect of 2022 ROIC, as discussed in the Compensation and Performance Report in this Circular.
The table below sets forth the payout scale for the ROIC PSUs (interpolation applies for points between the payout levels). The payout scale for the ROIC PSUs remains unchanged from 2021.
|
|
| |
Performance Level
|
| | |
ROIC
(%) |
| | |
Payout
(% of Target) |
| |||
| | Maximum | | | |
19.0
|
| | | | | 200 | | |
| | Target | | | |
13.5 to 14.5
|
| | | | | 100 | | |
| | Threshold (Cost of Capital) | | | |
9
|
| | | | | 50 | | |
| | Below Threshold | | | |
–
|
| | | | | 0 | | |
| | | | |
As an exception to the foregoing payout scale, if Magna’s ROIC (determined in the manner discussed below) is below the Threshold / Cost of Capital but three-year rTSR as determined for purposes of the rTSR PSUs is greater than or equal to the 55th percentile of the rTSR peer group, then 50% of the target number of ROIC PSUs will be paid out.
|
|
| | | | |
If an NEO ceases to be employed by Magna (including any affiliates) within one year following the date of a stock option exercise, they must hold shares with a market value (at the exercise date) equal to the net after-tax gain until the one-year anniversary of the exercise date.
|
|
| |
TFG PSUs
|
| |
The TFG PSUs are intended to incent the company’s transformation at a time of significant change and disruption in the automotive industry. Magna is pivoting its product portfolio towards higher-growth areas closely aligned with the “car of the future,” investing heavily in areas such as electrification and advanced driver assistance systems, as well as spending on initiatives in digitization, advanced manufacturing, and automation. As the scale of investments and expenditures needed to achieve this strategic transformation can significantly reduce both short- and long-term compensation under the core executive compensation system, TFG PSUs have been structured to maintain executive focus on long-term value creation for the benefit of all shareholders over a performance period running from September 22, 2022, to December 31, 2027, as well as a further two-year post-performance release period.
|
|
| | | | |
Key features of the TFG PSUs include the following:
■
grants reflect a reasonable incentive opportunity (one-year’s target TDC);
■
recipients comprise the broad leadership team, not just the CEO to promote alignment and retention of the whole team;
■
fair value sharing ratio of 99:1 in favour of shareholders;
■
completely “at-risk” over a five-year performance period;
■
directly aligned with the interests of shareholders as vesting tranches are linked to sustained attainment of four stock price hurdles, which represent 50%, 100%, 150% and 200% increases over the baseline stock price at the time the grant was made;
■
differentiated hurdle weighting to reflect the higher statistical probability of attainment of the first hurdle and reduce the potential for excessive risk-taking at the level of the fourth hurdle;
■
stringent service conditions generally requiring grant recipients to remain employed in good standing throughout the entire performance period for PSUs to vest;
■
deferred payouts of earned TFG PSUs (if any), with 50% of such earned units redeemed after the end of year five and 25% on each of the following two anniversaries;
■
potential compensation risks are mitigated by design features and Board controls; and
■
the TFG PSUs were developed through a thoughtful, deliberate Board process.
|
|
| | | | |
The number of TFG PSUs realized by an NEO, if any, following the end of the performance period will depend on the number of TFG PSUs granted to the NEO as well as Magna’s stock price performance over the performance period. TFG PSUs have been structured in four vesting tranches, and will vest only if Magna’s closing trading prices on the NYSE (on average, over 40 trading days) exceed the stock price hurdle for each vesting tranche.
|
|
| |
Life Insurance
|
| |
Other than Vincent Galifi, NEOs receive the same insurance benefits as those available to other senior managerial employees in the same country. In addition to these standard insurance benefits, we reimbursed life insurance premiums on an insurance policy for Vincent Galifi, which was part of a legacy compensation arrangement. During 2022, the premium reimbursed was approximately $44,000.
|
|
| | | | |
Life insurance premium reimbursements are not grossed-up for income tax and are a legacy benefit that will not be offered to any additional NEOs in the future.
|
|
| |
“Perks” are Limited
|
| |
During 2022, we provided limited “perks” to NEOs, including limited access to corporate aircraft for personal use, when not required for business purposes and subject to reimbursement of the “aggregate variable operating cost” of the personal flight. The “aggregate variable operating cost” consists of all variable costs for operating the aircraft for the personal flight, including fuel, maintenance, customs charges, landing and handling fees, data and communications charges and any other similar costs. Since Magna’s variable cost is fully reimbursed, there is no disclosable perk amount in the Summary Compensation Table.
|
|
| | | | |
Magna maintains corporate access privileges to the dining room, boardroom and other facilities of a third-party owned golf course adjacent to the company’s head office. As part of such access, NEOs may utilize the golf club’s facilities for personal use at their own expense.
|
|
| | Executive Equity Ownership | | | | |
| |
Executive Management Equity Maintenance Requirements
|
| |
Each NEO is subject to an equity maintenance requirement set forth in his employment contract. If an NEO’s total TDC is increased, their equity maintenance requirement also increases, subject to a three-year period in which to achieve the new level. In assessing compliance with the equity maintenance requirement, NEOs’ whole shares and equivalents (RSUs, as well as PSUs at target) are counted. Unexercised stock options are not counted in determining compliance with the equity maintenance requirement. Each of the NEOs exceeded the minimum equity maintenance requirement as of December 31, 2022.
|
|
| |
Name
|
| | |
Equity
Maintenance Requirement ($) |
| | |
Qualifying
Equity (#) |
| | |
Value of
Qualifying Equity ($) |
| | |
Equity
Maintenance Requirement Status |
| ||||||||||||
| | Seetarama S. Kotagiri | | | | | | 8,000,000 | | | | | | | 330,007 | | | | | | | 19,200,000 | | | | | | | Exceeds | | |
| | Patrick W.D. McCann | | | | | | 1,500,000 | | | | | | | 36,868 | | | | | | | 2,145,000 | | | | | | | Exceeds | | |
| | Vincent J. Galifi | | | | | | 4,000,000 | | | | | | | 1,063,414 | | | | | | | 61,869,000 | | | | | | | Exceeds | | |
| | Tommy J. Skudutis | | | | | | 4,000,000 | | | | | | | 208,072 | | | | | | | 12,106,000 | | | | | | | Exceeds | | |
| | Eric J. Wilds | | | | | | 1,400,000 | | | | | | | 51,508 | | | | | | | 2,997,000 | | | | | | | Exceeds | | |
| |
Element of
Compensation |
| | |
Resignation
|
| | |
Retirement
|
| | |
Termination –
Cause |
| | |
Termination –
No Cause |
| | |
Termination
Without Cause on Change in Control(1) |
|
| |
Base Salary
|
| | |
Pro-rated to effective
date |
| | |
Pro-rated to effective
date |
| | |
Pro-rated to effective
date |
| | |
Average of compensation excluding LTIs for the last 12 fiscal quarters paid out over severance period (up to 24 months) as salary continuation (bi-weekly) or lump-sum.
|
| | |
Average of compensation excluding LTIs for the last 12 fiscal quarters paid out over severance period (up to 24 months) as salary continuation (bi-weekly) or lump-sum.
|
|
| |
Annual Bonus – Cash
|
| | |
Pro-rated to effective
date |
| | |
Pro-rated to effective
date |
| | |
Pro-rated to effective
date |
| | |||||||
| |
ROIC PSUs and rTSR PSUs
|
| | | Forfeiture of unredeemed PSUs. | | | |
PSUs granted in complete years prior to the termination date are redeemed on the regular payout date, subject to performance conditions established at time of grant (0% to 200%). PSUs granted in year of retirement are redeemed on regular payout date, subject to performance conditions established at time of grant (0% to 200%) and pro ration to reflect the proportion ot the year worked.
|
| | | Forfeiture of unredeemed PSUs | | | |
PSUs granted in complete years prior to the termination date are redeemed on the regular payout date, subject to performance conditions established at time of grant (0% to 200%). PSUs granted in year of termination are redeemed on regular payout date, subject to payout conditions established at time of grant (0% to 200%) and pro ration to reflect the proportion of the year worked.
|
| | |
Plan administrator can take such steps as necessary to the convert or exchange outstanding PSUs into securities of substantially equivalent value in any entity participating in or resulting from a change in control.
|
|
| |
TFG PSUs
|
| | | Forfeiture of unredeemed PSUs | | | |
PSUs associated with a hurdle that has been achieved will be paid out in accordance with terms established at time of grant, subject to pro ration to reflect the proportion of the performance period worked
|
| | | Forfeiture of unredeemed PSUs | | | | Forfeiture of unredeemed PSUs | | | |
The Plan administrator may accelerate the vesting of TFG PSUs associated with a hurdle that had been achieved prior to announcement of the change in control.
|
|
| |
Stock Options
|
| | |
Unvested and unexercised options expire on earlier of option expiry date and three months after effective date of resignation.
|
| | |
Unvested and unexercised options expire on earlier of option expiry date and three years after effective date of retirement. Option expiry is not accelerated where NEO has been designated to be a “Good Leaver”.(2)
|
| | |
All unexercised options are cancelled on effective date of termination.
|
| | |
Unvested and unexercised options expire on earlier of option expiry date and three months after effective date of termination.
|
| | |
Vested options can be exercised until earlier of option expiry date and 12 months after Notice Period (as defined above). Unvested options accelerate and can be exercised until same date.
|
|
| |
RSUs
|
| | |
Unredeemed RSUs are forfeited in the event of voluntary resignation.
|
| | |
RSUs are redeemed on regular redemption date.
|
| | |
Unredeemed RSUs are forfeited on the effective date of termination.
|
| | |
RSUs are redeemed on regular redemption date.
|
| | |
RSUs are redeemed on regular redemption date.
|
|
| |
Benefits & Perks
|
| | | None | | | | None | | | | None | | | | None | | | | None | |
| |
Pension
|
| | | None | | | | None | | | | None | | | | None | | | | None | |
| |
Overall Level of Compensation Risk is Reasonable in Light of Nature of Magna’s Business and Industry
|
| |
The TOCC has considered whether Magna’s executive compensation system may encourage excessive risk taking. The TOCC concluded that the potential risks created by any particular element of the system are appropriately mitigated by other elements and that the overall level of risk is reasonable in light of the nature of Magna’s business and the automotive industry. In reaching this conclusion, the TOCC considered the methods described below, which are employed to help establish an appropriate balance between risk and reward, as well as to encourage responsible decision-making:
■
Board/TOCC oversight of executive compensation generally;
■
independent advice and recommendations on compensation matters provided by compensation consultants and legal advisors directly selected and retained by the TOCC;
■
Board/TOCC discretion to determine target total compensation and adjust profit sharing percentages without notice and in connection with approval of M&A transactions;
■
complete Board/TOCC discretion over the form of STIs and LTIs;
■
mix of compensation vehicles and metrics;
■
links between executive compensation and consequences of management decision-making;
■
the 200% cap on STIs;
■
the 200% cap on the maximum number of ROIC and rTSR PSUs that can be realized;
■
broad compensation clawback;
■
forfeiture risk applicable to PSUs, stock options and RSUs in certain circumstances;
■
significant levels of personal wealth “at risk” due to equity maintenance requirements;
■
post-retirement holdback of option shares resulting from option exercise occurring within one-year prior to retirement; and
■
anti-hedging restrictions.
|
|
| | | | |
Beyond the compensation-specific features which help mitigate risk, the TOCC also assess the broader context of Board oversight and controls which serve to mitigate the potential for excessive risk taking by Executive Management. These controls include:
■
Annual Board approval of rolling three-year business plans and seven-year strategic plans;
■
Board approval of annual capital expenditures budget;
■
Board control over return of capital to shareholders through dividends and annual share repurchase budgets; and
■
Board approval of all acquisitions or dispositions with an enterprise value in excess of $250 million, as well as joint ventures or partnerships requiring an investment of such amount.
|
|
| | | | |
When these four “levers” are considered along with the compensation features above, the TOCC is satisfied that the theoretical potential for excessive risk taking by Executive Management is sufficiently moderated by a broad range of Board controls and compensation disincentives.
|
|
| |
Summary of Results
|
| ||||||||||||||
| | Valuation Date Stock Price | | | | | $ | 54.29 | | | |||||||
| | Remaining Performance Period | | | |
5.0 yrs
|
| ||||||||||
| |
Hurdle 1 Estimated Fair Value
|
| | | | $ | 39.41 | | | | | | | | | |
| |
Hurdle 2 Estimated Fair Value
|
| | | | $ | 30.05 | | | | | | | | | |
| |
Hurdle 3 Estimated Fair Value
|
| | | | $ | 22.97 | | | | | | | | | |
| |
Hurdle 4 Estimated Fair Value
|
| | | | $ | 17.71 | | | | | | | | | |
| |
Weighted Average Estimated Fair Value
|
| | | | $ | 27.33 | | | |||||||
| |
Weighted Average Estimated Fair Value as a % of Stock Price
|
| | |
50.3%
|
| ||||||||||
| | | | | |
2022
|
| | |
2021
|
| | |
2020
|
|
| | Grant date stock price (NYSE) | | | |
$75.71
|
| | |
$83.27
|
| | |
$51.55
|
|
| | Expected time until exercise | | | |
4.5 yrs
|
| | |
4.5 yrs
|
| | |
4.5 yrs
|
|
| | Expected volatility | | | |
34.2%
|
| | |
33.6%
|
| | |
26.8%
|
|
| | Risk Free Rate | | | |
1.9%
|
| | |
0.5%
|
| | |
1.3%
|
|
| | Expected dividend yield | | | |
2.0%
|
| | |
2.0%
|
| | |
2.0%
|
|
| | Grant Date Fair Value per option (rounded) | | | |
$19.00
|
| | |
$18.00
|
| | |
$10.00
|
|
| | Actual Black-Scholes ratio | | | |
25.1%
|
| | |
21.6%
|
| | |
19.4%
|
|
| | Applied ratio / Floor value | | | |
—
|
| | |
20%
|
| | |
20%
|
|
| |
Description
|
| | |
2022
$ |
| | |
2021
($) |
| | |
2020
($) |
| |||||||||
| |
Amounts reimbursed by Magna in respect of premiums paid by Mr. Galifi on a life insurance policy
|
| | | | | 44,000 | | | | | | | 47,000 | | | | | | | 47,000 | | |
| |
Description
|
| | |
2022
($) |
| | |
2021
($) |
| | |
2020
($) |
| |||||||||
| | Personal use of corporate aircraft | | | | | | NIL | | | | | | | NIL | | | | | | | 6,000 | | |
| |
Stock Option Plan
|
| |
Stock option grants are made under the 2009 Plan, which was approved by shareholders on May 6, 2010 and is administered by the TOCC.
|
|
| |
Eligible Participants Under 2009 Plan
|
| |
Under the 2009 Plan, stock options may be granted to employees of and consultants to Magna and its subsidiaries. The TOCC does not foresee options being granted to consultants, except in limited circumstances such as where an individual performs services for Magna through a consulting arrangement for tax or other similar reasons. No options have been granted to consultants since 2010 and no such grants are contemplated.
|
|
| | Limits on Insider Participation | | |
The maximum number of Common Shares:
|
|
| | | | |
■
issued to Magna “insiders” within any one-year period; and
■
issuable to Magna insiders at any time,
|
|
| | | | |
under the 2009 plan, 2022 Treasury PSU Plan and any other security-based compensation arrangement (as defined in the TSX Company Manual) shall not exceed 10% of Magna’s total issued and outstanding Common Shares.
|
|
| |
Option Exercise Prices Are at or Above Market Price on Date of Grant
|
| |
Exercise prices are determined at the time of grant, but cannot be less than the closing price of a Common Share on the NYSE on the trading day immediately prior to the date of grant.
|
|
| |
3-Year Option Vesting; 7-Year Option Life
|
| |
Time-vested options granted under the 2009 Plan vest in equal proportions on each of the first three anniversaries of the grant date, unless otherwise determined by the TOCC. Subject to accelerated expiry of time-vested options in certain circumstances, options granted under the 2009 Plan expire seven years after grant, unless otherwise determined by the TOCC. On cancellation or surrender of options under the 2009 Plan, the underlying shares are added back to the number of Common Shares reserved for issuance and are available for re-grant.
|
|
| | Amending the 2009 Plan | | |
The 2009 Plan gives the Board the power to amend the plan, except for the following types of amendments, which require shareholder approval:
|
|
| | | | |
■
increases to the number of shares reserved for issuance under the plan (excluding an equitable increase in connection with certain capital reorganizations);
■
a reduction in the exercise price of an option;
■
an extension of an option term (excluding certain limited extensions to allow the exercise of options that expire during or within two business days after the end of a trading blackout);
■
an increase in the 10% limit on option shares issuable to insiders, as described above under “Limits on Insider Participation”; and
■
amendment of the amending provision of the plan.
|
|
| | | | | There were no amendments to the 2009 Plan during 2022. | |
| |
Available Option Plan on Magna.com
|
| | The full text of the 2009 Plan is available on our website (www.magna.com). | |
| |
Equity Compensation Plan Information
|
| |
As of December 31, 2022, equity compensation plans approved by shareholders under which our Common Shares are authorized for issuance are set forth in the table below.
|
|
| |
Name of Plan
|
| | |
Common Shares to be
Issued Upon Exercise of Outstanding Options, Warrants and Rights |
| | |
Weighted Average
Exercise Price of Outstanding Options, Warrants and Rights |
| | |
Common Shares
Remaining Available for Future Issuance Under Equity Compensation Plan |
| |||||||||||||||||||||||
| |
(#)
|
| | |
(%)
|
| | |
($)
|
| | |
(#)
|
| | |
(%)
|
| |||||||||||||||||||
| | 2009 Incentive Stock Option Plan | | | | | | 5,938,953 | | | | | | | 2.1 | | | | | | | 57.29 | | | | | | | 2,165,178 | | | | | | | 0.8 | | |
| | 2022 Treasury PSU Plan | | | | | | 1,738,018(1) | | | | | | | 0.6(1) | | | | | | | —(2) | | | | | | | 1,261,982 | | | | | | | 0.4 | | |
| |
Hurdle / % Increase vs. Baseline Stock Price ($57.07)
|
| | |
Share Price Hurdle
($) |
| | |
Aggregate Number of
Common Shares Associated with Hurdle (#) |
| ||||||
| | 1 / +50% | | | | | | 85.61 | | | | | | | 347,604 | | |
| | 2 / +100% | | | | | | 114.14 | | | | | | | 521,405 | | |
| | 3 / +150% | | | | | | 142.68 | | | | | | | 521,405 | | |
| | 4 / +200% | | | | | | 171.28 | | | | | | | 347,604 | | |
| | Total | | | | | | — | | | | | | | 1,738,018 | | |
| |
Option Burn-Rate, Dilution and Overhang
|
| |
Taking into account the 714,665 options granted in calendar 2022, Magna’s burn-rate option dilution and overhang were as follows as of December 31, 2022:
|
|
| |
0.3%
Burn-Rate(1)
|
| |
2.1%
Option Dilution(2)
|
| |
2.8%
Option Overhang(3)
|
|
| | Treasury PSU Plan Burn-Rate, Dilution and Overhang | | |
Taking into account the 1,738,018 TFG PSUs granted in calendar 2022, Magna’s Treasury PSU burn-rate, dilution and overhang were as follows as of December 31, 2022:
|
|
| |
0.6%
Burn-Rate(1)
|
| |
0.6%
Dilution(2)
|
| |
1.0%
Overhang(3)
|
|
| |
Incentive Plan Awards – Value Vested During the Year
|
| |
The values of option-based and share-based awards that vested, and non-equity incentive plan compensation earned, during the year ended December 31, 2022, are set forth below.
|
|
| |
Name
|
| | |
Option-based awards –
Value vested during the year(1) ($) |
| | |
Share-based awards –
Value vested during the year(2) ($) |
| | |
Non-equity incentive plan
compensation – Value earned during the year(3) ($) |
| |||||||||
| | Seetarama S. Kotagiri | | | | | | 1,530,000 | | | | | | | 2,071,000 | | | | | | | 3,446,000 | | |
| | Patrick W.D. McCann | | | | | | 165,000 | | | | | | | 250,000 | | | | | | | 710,000 | | |
| | Vincent J. Galifi | | | | | | 2,343,000 | | | | | | | 6,428,000(4) | | | | | | | 2,061,000 | | |
| | Tommy J. Skudutis | | | | | | 2,560,000 | | | | | | | 4,391,000 | | | | | | | 2,061,000 | | |
| | Eric J. Wilds | | | | | | 383,000 | | | | | | | NIL | | | | | | | 710,000 | | |
| | | | | |
2019
|
| | |
2020
|
| | |
2021
|
|
| | ROIC Performance | | | |
11.2%
|
| | |
6.2%
|
| | |
13.5%
|
|
| | Payout Level | | | |
82%
|
| | |
0%
|
| | |
100%
|
|
| |
3-yr Avg. Payout
|
| | |
60%
|
| ||||||||
| |
rTSR Peer
|
| | |
TSR
(%) |
| | |
Rank
|
| | | | | | |
rTSR Peer
|
| | |
TSR
(%) |
| | |
Rank
|
| ||||||||||||
| | Adient plc | | | | | | 153.8 | | | | | | | 1 | | | | | | | | | Lear Corporation | | | | | | 50.2 | | | | | | | 9 | | |
| | Fiat/Ford/GM | | | | | | 117.7 | | | | | | | 2 | | | | | | | | | Autoliv,Inc. | | | | | | 38.6 | | | | | | | 10 | | |
| | S&P500 | | | | | | 91.8 | | | | | | | 3 | | | | | | | | | BorgWarner Inc. | | | | | | 31.7 | | | | | | | 11 | | |
| |
Magna
|
| | | |
|
86.1
|
| | | | |
|
4
|
| | | | | | | | Martinrea International Inc. | | | | | | 17.3 | | | | | | | 12 | | |
| | Gentex Corp. | | | | | | 74.3 | | | | | | | 5 | | | | | | | | | Continental/Faurecia/Valeo | | | | | | 10.3 | | | | | | | 13 | | |
| | Visteon Corporation | | | | | | 70.0 | | | | | | | 6 | | | | | | | | | American Axle Mfg. Holdings | | | | | | -19.3 | | | | | | | 14 | | |
| | Dana Incorporated | | | | | | 69.5 | | | | | | | 7 | | | | | | | | | Tenneco Inc. | | | | | | -62.5 | | | | | | | 15 | | |
| | Linamar Corporation | | | | | | 69.1 | | | | | | | 8 | | | | | | | | | | | | | | | | | | | | | | | | |
| |
Name
|
| | |
ROIC PSUs
At Target (#) |
| | |
ROIC PSUs
Realized (#) |
| | |
rTSR PSUs At
Target (#) |
| | |
rTSR PSUs
Realized (#) |
| ||||||||||||
| | Seetarama S. Kotagiri | | | | | | 16,063 | | | | | | | 9,637 | | | | | | | 8,032 | | | | | | | 16,064 | | |
| | Patrick W.D. McCann | | | | | | 1,935 | | | | | | | 1,161 | | | | | | | 968 | | | | | | | 1,936 | | |
| | Vincent J. Galifi | | | | | | 34,062 | | | | | | | 20,437 | | | | | | | 17,031 | | | | | | | 34,062 | | |
| | Tommy J. Skudutis | | | | | | 34,062 | | | | | | | 20,437 | | | | | | | 17,031 | | | | | | | 34,062 | | |
| | Eric J. Wilds | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | | | | | | NIL | | |
| | |
Board
|
| |
| | |
■
Strategic risk including CEO succession, operations, capital structure and product portfolio
■
Cybersecurity
|
| |
| | |
Audit Committee
|
| | | | | | |
GNSC
|
| | | | | | |
Technology
Committee |
| | | | | | |
TOCC
|
| |
| | |
■
Internal controls and IT general controls
■
Financial reporting
■
Disclosure controls
■
Taxation
■
Material litigation/regulatory risk
■
Ethics and legal compliance
■
Domain 1 (Enterprise) and Domain 2 (Manufacturing) cybersecurity
|
| | | | | | |
■
Corporate governance
■
Enterprise risk management process
■
Board succession planning
■
Sustainability, including environmental compliance
|
| | | | | | |
■
Technology, R&D/innovation risks
■
Domain 3 (Product and Solution) cybersecurity
|
| | | | | | |
■
Executive compensation
■
Talent management
■
Leadership development and succession planning
■
Occupational health and safety compliance
|
| |
| |
Name
|
| | |
Retirement Year
|
| |||
| | Dr. Kurt J. Lauk | | | | | | 2023 | | |
| | Peter G. Bowie | | | | | | 2024 | | |
| | Dr. Indira V. Samarasekera | | | | | | 2026 | | |
| | William A. Ruh | | | | | | 2029 | | |
| | Mary S. Chan | | | | | | 2029 | | |
| | Hon. V. Peter Harder | | | | | | 2029 | | |
| | Robert F. MacLellan | | | | | | 2030 | | |
| | Lisa S. Westlake | | | | | | 2031 | | |
| | Mary Lou Maher | | | | | | 2033 | | |
| | Dr. Thomas Weber | | | | | | 2034 | | |
| | Jan R. Hauser | | | | | | 2034 | | |
| | Jay K. Kunkel | | | | | | 2035 | | |
| | Matthew Tsien | | | | | | 2035 | | |
| |
Topic
|
| | |
Presenter
|
| | |
Attended By
|
|
| | ERM Update — Risk Oversight and Top Risk Review | | | | Management | | | | CGCNC | |
| | Sustainability Strategy — Progress Update | | | | Management | | | | CGCNC | |
| | Sustainability — Regulatory Disclosure Initiatives | | | | Management | | | | CGCNC | |
| | Sustainability Strategy — Supply Chain | | | | Management | | | | GNSC | |
| | Automotive Lighting — Technology & Growth Opportunities | | | | Management | | | | Technology Cmte | |
| | Automotive Mirrors | | | | Management | | | | Technology Cmte | |
| | Electrical/Electronic Architecture | | | | Management | | | | Technology Cmte | |
| | Mobility Ecosystem | | | | Management | | | | Technology Cmte | |
| |
Director
|
| | |
AC(1)
|
| | |
GNSC
|
| | |
TOCC
|
| | |
TC
|
|
| |
Peter G. Bowie(1)
|
| | |
Chair
|
| | | | | | | | | | |
✓
|
|
| | Mary S. Chan | | | | | | | |
✓
|
| | | | | | |
✓
|
|
| | Hon. V. Peter Harder | | | | | | | |
Chair
|
| | | | | | |
✓
|
|
| |
Jan R. Hauser(1)
|
| | |
✓
|
| | | | | | | | | | |
✓
|
|
| | Dr. Kurt J. Lauk | | | | | | | |
✓
|
| | | | | | |
Chair
|
|
| |
Robert F. MacLellan(1) (Board Chair)
|
| | | | | | | | | | | | | | |
✓
|
|
| |
Mary Lou Maher(1)
|
| | |
✓
|
| | | | | | | | | | |
✓
|
|
| | William A. Ruh | | | | | | | | | | | |
✓
|
| | |
✓
|
|
| | Dr. Indira V. Samarasekera | | | | | | | | | | | |
Chair
|
| | |
✓
|
|
| | Dr. Thomas Weber | | | | | | | | | | | | | | | |
✓
|
|
| |
Lisa S. Westlake(1)
|
| | | | | | | | | | |
✓
|
| | |
✓
|
|
| |
Oversight of Internal Audit
|
| |||
| | | | |
■
reviewed and approved the Internal Audit work plan and budget; and
|
|
| | | | |
■
received quarterly updates regarding the execution of the Internal Audit work plan, as well as Management follow-up on items identified by the IAD, including through in camera sessions at each quarterly Audit Committee meeting.
|
|
| |
External Audit Independence and Effectiveness
|
| |||
| | | | |
■
satisfied itself as to Deloitte’s continued independence from Management;
|
|
| | | | |
■
received reports from Deloitte regarding Deloitte’s tailored risk assessment and incremental audit procedures of key areas;
|
|
| | | | |
■
reviewed and approved Deloitte’s integrated audit plan, preliminary and final fees, as well as scope of and fees for additional audit and all non-audit services arising through the year;
|
|
| | | | |
■
discussed audit, accounting and internal controls matters, as well as all required communications, with Deloitte, including through in camera sessions at each quarterly Audit Committee meeting;
|
|
| | | | |
■
assessed with Deloitte all audit risks identified as significant, as well as Deloitte’s audit responses to address such risks;
|
|
| | | | |
■
reviewed with Deloitte its integrated audit results;
|
|
| | | | |
■
performed an annual audit effectiveness assessment of Deloitte;
|
|
| | | | |
■
reviewed and discussed with Deloitte the Critical Audit Matter (inventories) identified for inclusion in Deloitte’s report on Magna’s 2022 financial statements;
|
|
| | | | |
■
continued to monitor the integration of audit quality indicators, as well as audit quality initiatives and developments to promote continuous audit improvement; and
|
|
| | | | |
■
participated in a workshop on audit committee effectiveness and best practices facilitated by Deloitte.
|
|
| |
Ethics and Compliance
|
| |||
| | | | |
■
received updates from Magna’s Chief Compliance Officer regarding the company’s Ethics and Legal Compliance Program, including administration of the Code of Conduct and Ethics, compliance training initiatives and activities of the company’s Compliance Council.
|
|
| |
Whistle-Blowing
|
| |||
| | | | |
■
reviewed summaries of matters reported and investigated through Magna’s Hotline; and
|
|
| | | | |
■
satisfied itself that the Hotline provides an effective mechanism for the reporting of fraud and/or breaches of the Code of Conduct and Ethics.
|
|
| |
Topical “Deep Dives”
|
| |||
| | | | |
■
received presentations and updates with respect to Cybersecurity and IT, ESG Reporting, Finance Transformation, Group Finance Succession Planning, Tax and Treasury.
|
|
| | | Committee Approval of This Report | | |
| | | | | Management is responsible for the preparation and presentation of Magna’s consolidated financial statements, the financial reporting process and the development and maintenance of Magna’s system of internal controls. The company’s external auditor is responsible for performing an independent audit on, and issuing its reports in respect of Magna’s consolidated financial statements in accordance with the standards of the Public Company Accounting Oversight Board (United States) (“PCAOB”), as well as the effectiveness of Magna’s internal control over financial reporting, in accordance with the standards of the PCAOB. The Audit Committee monitors and oversees these processes in accordance with the Audit Committee Charter and applicable law. | |
| | | | | Based on these reviews and discussions, including a review of Deloitte’s Report on Financial Statements and Report on Internal Controls, the Audit Committee recommended to the Board and the Board approved Magna’s consolidated financial statements and MD&A in respect of the fiscal year ended December 31, 2022. | |
| | | | |
The Audit Committee is satisfied that it has fulfilled the duties and responsibilities assigned to it under its charter in respect of the year ended December 31, 2022. This report is dated as of March 30, 2023 and is submitted by the Audit Committee.
|
|
| | | Mandate | | |
| | | | |
The TOCC, which was formed in August 2022, assists the Board in fulfilling its oversight responsibilities with respect to leadership development, executive succession planning, executive and incentive compensation, as well as talent management.
|
|
| | | Composition | | |
| | | | | The TOCC Charter requires that the committee be composed of between three and five Independent Directors. The TOCC (including its predecessor committee) complied with this requirement in 2022. | |
| | | | |
In appointing members to the TOCC, the Board considers the relevant expertise brought to the TOCC by each member, including through the leadership development and executive succession planning, executive compensation and talent management experience gained by each of them in their principal occupations and/or other boards on which they serve.
|
|
| | | 2022 Accomplishments and Key Areas of Focus | | |
| | | | |
During 2022 and the first few months of 2023, the TOCC fulfilled all of the requirements under its Charter, including with respect to Magna’s overall system of talent management, leadership development and succession planning, executive compensation, employee health and safety and other matters. For purposes of this report, we have included applicable activities of the CGCNC from January to July 2022. Some of the TOCC’s significant activities and accomplishments in these areas include:
|
|
| |
Talent Management, Development and Diversity
|
| |||
| | | | |
■
monitored succession plan status for critical leadership roles;
|
|
| | | | |
■
received a presentation on talent attraction, retention and development initiatives; and
|
|
| | | | |
■
received an update on the status of enhancements to the company’s pension plans and retirement savings programs.
|
|
| |
Executive Compensation
|
| |||
| | | | |
■
reviewed and approved updates to the peer group used for executive compensation benchmarking;
|
|
| | | | |
■
received updated benchmarking results for five most highly compensated roles;
|
|
| | | | |
■
recommended Board approval of 2022 target TDC levels, profit sharing percentages and 2019 ROIC PSU and rTSR PSU payouts;
|
|
| | | | |
■
recommended Board approval of the decision items described in the Compensation and Performance Report earlier in this Circular;
|
|
| | | | |
■
with the assistance of the Committee’s independent compensation advisor, reviewed, assessed, and modified the proposed structure and terms of the special, non-recurring TFG PSUs;
|
|
| | | | |
■
jointly with the Board Chair, the TOCC Chair engaged with five shareholders regarding the TFG PSUs;
|
|
| | | | |
■
recommended Board approval of the structure and quantum of the TFG PSUs; and
|
|
| | | | |
■
satisfied itself on behalf of shareholders that there remains an appropriate linkage between pay and performance in Magna’s system of executive compensation, as well as a range of incentives which continue to be effective in attracting, motivating and retaining key employees, while appropriately balancing risk and reward.
|
|
| |
Employee Health & Safety
|
| |||
| | | | |
■
received update on status of occupational health and safety audits and inspections; and
|
|
| | | | |
■
satisfied itself as to the continued effectiveness of Magna’s occupational health/safety management programs, generally.
|
|
| | | Committee Approval of Report | | |
| | | | | This report is dated as of March 30, 2023 and is submitted by the TOCC. | |
| |
Interests of
Management and Other Insiders in Certain Transactions |
| |
Dr. Indira Samarasekera serves on the board of the Canadian Institute for Advanced Research (“CIFAR”), a not-for-profit focused on advanced research and study. Magna has made a multi-year commitment to CIFAR, which included C$150,000 in 2022. The amount of Magna’s contribution to CIFAR is not material to Magna. Dr. Samarasekera does not receive any compensation from CIFAR for her service on the CIFAR board.
|
|
| |
Indebtedness of
Directors, Executive Officers and Employees |
| |
None of Magna’s present or former directors or executive officers (including any of their associates) were indebted at any time during 2022 to Magna or its subsidiaries. As at the Record Date, present and former employees of Magna and its subsidiaries owed Magna and its subsidiaries of $0.1 million in aggregate.
|
|
| |
Directors’ and
Officers’ Insurance |
| |
Effective September 1, 2022, Magna renewed its directors’ and officers’ liability insurance for a one-year renewal period. This insurance provides, among other coverages, coverage of up to $300 million (in the aggregate for all claims made during the policy year) for officers and directors of Magna and its subsidiaries, subject to a self-insured retention of $5.0 million for all claims. This policy does not provide coverage for losses arising from the intentional breach of fiduciary responsibilities under statutory or common law or from violations of or the enforcement of pollutant laws and regulations. The aggregate premium payable in respect of the policy year September 1, 2022 to September 1, 2023 for the directors’ and officers’ liability portion of this insurance policy was $4.2 million.
|
|
| |
Contacting the
Board |
| |
Shareholders wishing to communicate with the Board Chair or any other director may do so through the office of the Corporate Secretary at 337 Magna Drive, Aurora, Ontario, Canada, L4G 7K1, telephone (905) 726-2462 or by email shareholderengagement@magna.com.
|
|
| |
Approval of Circular
|
| |
The Board has approved the contents and mailing of this Circular.
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| PROXY FORM CONTROL NO.:➔ SCAN TO VIEW MATERIAL AND VOTE NOW STEP 1 REVIEW YOUR VOTING OPTIONS BY TELEPHONE: YOU MAY ENTER YOUR VOTING INSTRUCTIONS BY TELEPHONE AT: ENGLISH: 1-800-474-7493 OR FRENCH: 1-800-474-7501 BY MAIL: THIS PROXY FORM MAY BE RETURNED BY MAIL IN THE ENVELOPE PROVIDED. REMINDER: PLEASE REVIEW THE ACCOMPANYING MANAGEMENT PROXY CIRCULAR BEFORE VOTING. ONLINE: VOTE AT PROXYVOTE.COM USING YOUR COMPUTER OR MOBILE DATA DEVICE. YOUR CONTROL NUMBER IS LOCATED BELOW. G-V502122020 PLEASE SEE OVER Annual Meeting Magna International Inc. (the “Corporation”) WHEN: WHERE: PROXY DEPOSIT DATE: Tuesday May 9, 2023 by 5:00 pm EDT Thursday May 11, 2023 at 10:00 am EDT www.virtualshareholdermeeting.com/MGA2023 The control number has been assigned to you to identify your shares for voting. You must keep your control number confidential and not disclose it to others other than when you vote using one of the voting options set out on this form. Should you send this form or provide your control number to others, you are responsible for any subsequent voting of, or subsequent inability to vote, your shares. INSTRUCTIONS: 1. This Form of Proxy is solicited by and on behalf of Management of the Corporation. 2. You have the right to appoint a person, who need not be a shareholder, other than the person(s) specified on the other side of this form to attend and act on your behalf at the virtual Annual Meeting of Magna International Inc. (the "Meeting"). If you wish to appoint a person: • Write the name of your designate on the “Appointee” line and provide a unique APPOINTEE IDENTIFICATION NUMBER for your Appointee to access the Meeting in the space provided on the other side of this form, sign and date the form, and return it by mail, or • Go to ProxyVote.com and insert the name of your designate in the “Change Appointee(s)” section and provide a unique APPOINTEE IDENTIFICATION NUMBER on the voting site for your Appointee to access the Meeting. You MUST provide your Appointee the EXACT NAME and EIGHT CHARACTER APPOINTEE IDENTIFICATION NUMBER to access the Meeting. Appointees can only be validated at the Meeting using the EXACT NAME and EIGHT CHARACTER APPOINTEE IDENTIFICATION NUMBER you enter. IF YOU DO NOT CREATE AN EIGHT CHARACTER APPOINTEE IDENTIFICATION NUMBER AND PROVIDE IT TO YOUR APPOINTEE, YOUR APPOINTEE WILL NOT BE ABLE TO ACCESS THE MEETING. 3. This Form of Proxy confers discretionary authority to vote on amendments or variations to the matters identified in the Notice of the Meeting and with respect to other matters that may properly be brought before the Meeting or any adjournment or postponement thereof. This Form of Proxy will not be valid and not be acted upon or voted unless it is completed and delivered as outlined herein. 4. If the Common Shares are registered in the name of more than one owner (for example, joint ownership, trustees, executors, etc.), then all those registered should sign this Form of Proxy. If you are voting on behalf of a corporation or another individual, documentation evidencing your power to sign this Form of Proxy with signing capacity stated may be required. 5. In order to expedite your vote, you may use the Internet or a touch-tone telephone, and entering the control number noted above. The Internet or telephone voting service is not available on the day of the Meeting. The telephone system cannot be used if you designate another person to attend on your behalf. If you vote by Internet or telephone, do not mail back this Form of Proxy. 6. If the Form of Proxy is not dated, it will be deemed to bear the date on which it was mailed to the shareholder. 7. This Form of Proxy will be voted as directed by the shareholder. If no voting preferences are indicated on the reverse, this Form of Proxy will be voted as recommended on the reverse of this form or as stated in the management proxy circular, except in the case of your appointment of an Appointee. 8. Unless prohibited by law or you instruct otherwise, your Appointee(s) will have full authority to attend and otherwise act at, and present matters to the Meeting and any adjournment or postponement thereof, and vote on all matters that are brought before the Meeting or any adjournment or postponement thereof, even if these matters are not set out in this form or in the management proxy circular. 9. If these voting instructions are given on behalf of a body corporate, set out the full legal name of the body corporate, and the name and position of the person giving voting instructions on behalf of the body corporate. 10. If the items listed in the management proxy circular are different from the items listed on the other side of this form, the management proxy circular will be considered correct. 11. This Form of Proxy should be read in conjunction with the accompanying management proxy circular. |
| STEP 4 THIS DOCUMENT MUST BE SIGNED AND DATED SIGNATURE(S) *INVALID IF NOT SIGNED* MMD D Y Y STEP 3 COMPLETE YOUR VOTING DIRECTIONS HIGHLIGHTED TEXT ITEM(S): CONTROL NO.: ➔ ACCOUNT NO: CUSIP: CUID: RECORD DATE: PROXY DEPOSIT DATE: MEETING DATE: MEETING TYPE: STEP 2 APPOINT A PROXY (OPTIONAL) APPOINTEE(S): E-R4B MAXIMUM 22 CHARACTERS - PLEASE PRINT CLEARLY PLEASE PRINT APPOINTEE NAME INSIDE THE BOX CREATE AN EIGHT (8) CHARACTER IDENTIFICATION NUMBER FOR YOUR APPOINTEE ➔ ➔ MUST BE EIGHT CHARACTERS IN LENGTH - PLEASE PRINT CLEARLY Change Appointee If you wish to designate another person to attend, vote and act on your behalf at the Meeting, or any adjournment or postponement thereof, other than the person(s) specified above, go to www.proxyvote.com or print your name or the name of the other person attending the Meeting in the space provided herein and provide a unique APPOINTEE IDENTIFICATION NUMBER USING ALL BOXES for your Appointee to access the Meeting. You may choose to direct how your Appointee shall vote on matters that may come before the Meeting or any adjournment or postponement thereof. Unless you instruct otherwise your Appointee will have full authority to attend, vote, and otherwise act in respect of all matters that may come before the Meeting or any adjournment or postponement thereof, even if these matters are not set out in the proxy form or the circular for the Meeting. You can also change your Appointee online at www.proxyvote.com. You MUST provide your Appointee the EXACT NAME and an EIGHT (8) CHARACTER APPOINTEE IDENTIFICATION NUMBER to access the Meeting. Appointees can only be validated at the Meeting using the EXACT NAME and EIGHT (8) CHARACTER APPOINTEE IDENTIFICATION NUMBER you enter below. PROXY FORM FOR FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD WITHHOLD FOR 1B Election of Director: Mary S. Chan 1C Election of Director: Hon. V. Peter Harder 1D Election of Director: Jan R. Hauser 1E 1F 1G 1H 1I 1J 1A Election of Director: Peter G. Bowie 1K Election of Director: Matthew Tsien 1L 1M 02 Robert F. MacLellan, or failing him, Seetarama S. Kotagiri (CEO), or failing him, Bassem A. Shakeel, Corporate Secretary Friday March 24, 2023 Tuesday May 9, 2023 by 5:00 pm EDT Thursday May 11, 2023 at 10:00 am EDT Annual Meeting Magna International Inc. (the “Corporation”) ELECTION OF DIRECTORS: 03 WITHHOLD FOR AGAINST Election of Director: Dr. Thomas Weber Election of Director: Lisa S. Westlake Reappointment of Deloitte LLP as the independent auditor of the Corporation and authorization of the Audit Committee to fix the independent auditor's remuneration. Resolved, on an advisory basis and not to diminish the roles and responsibilities of the Board of Directors, that the shareholders accept the approach to executive compensation disclosed in the accompanying management information circular/proxy statement. Election of Director: Seetarama S. Kotagiri (CEO) Election of Director: Jay K. Kunkel Election of Director: Robert F. MacLellan Election of Director: Mary Lou Maher Election of Director: William A. Ruh Election of Director: Dr. Indira V. Samarasekera VOTING RECOMMENDATIONS ARE INDICATED BY OVER THE BOXES (FILL IN ONLY ONE BOX “ ” PER ITEM IN BLACK OR BLUE INK) 90 |
Exhibit 22.3
Consent of Independent Registered Public Accounting Firm
We consent to the incorporation by reference in Registration Statement Nos. 333-210449 and 333-128257 on Form S-8 and Registration Statement No. 333-270086 on Form F-10 of our reports dated February 26, 2023, relating to the consolidated financial statements of Magna International Inc. (the “Company”), and the effectiveness of the Company’s internal control over financial reporting, appearing in this Current Report on Form 6-K, dated March 31, 2023, of the Company for the year ended December 31, 2022.
/s/ Deloitte LLP
Chartered Professional Accountants
Licensed Public Accountants
Toronto, Canada
March 31, 2023