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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 2021

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 o                                    Form  40-F ý

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

Note: Regulation S-T Rule 101(b)(1) only permits the submission in paper of a Form 6-K if submitted solely to provide an attached annual report to security holders.

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

Note: Regulation S-T Rule 101(b)(7) only permits the submission in paper of a Form 6-K if submitted to furnish a report or other document that the registrant foreign private issuer must furnish and make public under the laws of the jurisdiction in which the registrant is incorporated, domiciled or legally organized (the registrant's "home country"), or under the rules of the home country exchange on which the registrant's securities are traded, as long as the report or other document is not a press release, is not required to be and has not been distributed to the registrant's security holders, and, if discussing a material event, has already been the subject of a Form 6-K submission or other Commission filing on EDGAR.

   



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 26, 2021

 

 

 

 

 

By:

 

/s/ "Bassem Shakeel"


Bassem A. Shakeel,
Vice-President and Corporate Secretary


EXHIBITS

Exhibit 22.1

  Notice of Annual Meeting of Shareholders of the Registrant to be held on May 6, 2021 at www.virtualshareholdermeeting.com/mga2021 and Management Information Circular/Proxy Statement.

Exhibit 22.2

 

Form of Proxy for Common Shares

Exhibit 22.3

 

Consent of Deloitte LLP

Exhibit 99.1

 

Annual Report to Shareholders of the Registrant including the Management's Discussion and Analysis of Results of Operations and Financial Position and the Audited Consolidated Financial Statements of the Registrant for the year ended December 31, 2020.




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Exhibit 22.1

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DEAR FELLOW SHAREHOLDERS,

Around ten years ago, the term "black swan" became known to many of us for the first time; in 2020, a true black swan event became a devastating part of our reality. Although all of us have been affected, the devastation of COVID-19 has hit some much harder than others in terms of physical, emotional and economic well-being, as well as in terms of loss of family or friends. As with every company, the Magna family has experienced loss during the pandemic and our hearts go out to all those who have suffered due to COVID.

Challenging situations often bring out the best in people; the challenges posed by COVID certainly demonstrated the "best" in Magna's employees, as well as its culture. From the earliest days of the pandemic, the company was aligned on the need to preserve employee economic well-being during the mandatory stay at home periods. Once in a position to plan for resumption of production, Magna's medical staff and managers worked tirelessly to develop and implement health and safety protocols which enabled the safe restart that took place in the second half of the year. These protocols, consolidated in Magna's Smart Start Playbook, were shared publicly, including with customers and suppliers, to promote health and safety throughout the automotive value chain. Throughout the pandemic, both Magna and its employees selflessly supported local communities – including by providing personal protective equipment to local frontline health care heroes. When automotive production resumed in the second half of the year, Magna's employees demonstrated their strength and resilience – returning to newly reconfigured workspaces and new routines, their incredible efforts were critical to the company's seamless, profitable restart which resulted in strong third quarter and record fourth quarter results.

While COVID-19 unquestionably defined 2020, it does not tell the entire story of the year. For example, in spite of the pandemic, Magna continued to make progress on its long-term strategy centred on the 'car of the future'. Notable strategic achievements in 2020 included the:

■
joint venture with LG Electronics for e-motors and inverters, as well as for complete e-drive systems for certain automakers; and

■
unique business model with Fisker Inc. covering electric vehicle platform, electrical/electronic architecture, vehicle engineering and manufacturing, as well as the complete advanced driver assistance system, for the Fisker Ocean electric SUV.

These achievements bear Swamy Kotagiri's imprint and are examples of the type of impact he has been having on Magna since he became the company's Chief Technology Officer in 2014. Swamy's innovative approach, strategic thinking, strong command of the business and sound judgment were factors that led the Board to select him to succeed Don Walker as Chief Executive Officer. As you are already aware, Don retired at the end of 2020, after a successful 33-year Magna career in which Magna grew to be one of the largest global automotive suppliers, one of Fortune's World's Most Admired Companies, and a perennial winner of customer, industry and technology awards. On behalf of the Board and shareholders, I extend sincere appreciation and thanks to Don for all he has done for the company over his career.

Despite the disruption caused by COVID, the leadership transition was seamless and the Board is excited to see Swamy well on his way in guiding Magna to its next phase of success in a dynamic, rapidly evolving industry.

As you read this Circular and the accompanying Annual Report, I hope you will take note of many other significant developments at Magna during 2020, including:

■
strong second-half operating performance and solid total shareholder return performance for the year as a whole;

■
the Board's voluntary, 20% reduction in annual Board retainer for the first-half of 2020;

■
initiation of the next phase of Board renewal, including through the recruitment of Mary Lou Maher to serve as an Independent Director upon her election at the Meeting;

■
continued enhancement of the company's corporate governance practices, such as through adoption of a Board Diversity Policy targeting gender parity (ranging between 40 and 60%);

■
progress in Magna's workplace diversity initiatives, including through the creation of a Diversity & Inclusion Council and formalized of employee resource groups;

■
resilient leadership development and succession practices, which facilitated smooth and seamless transitions of multiple senior leaders during the year;

■
continued progress with the company's sustainability strategy;

■
corporate governance enhancements to terms of employment for Magna's executives, including introduction of a 2x cap on short-term incentive compensation, enhanced Board authority in setting profit sharing percentages, expanded compensation clawbacks and discontinuation of personal use of corporate aircraft; and

■
fulfilment of our promise to migrate compensation for successor executives to median pay levels as compared to the company's compensation peer group.

You will also read that one of the directors on the Board, Scott Bonham, has opted not to stand for re-election at the Meeting. Scott has provided vital insights and perspectives as a director since 2013, particularly in matters related to technology and disruption. While Scott's retirement from the Board leaves a skills gap that will need to be filled, he will continue supporting Magna in a consulting capacity. On behalf of the Board and shareholders, I want to thank Scott for his valued and valuable contributions.

The Board appreciates the enormous trust shareholders have placed in us. The challenges faced, lessons learned, insights gained and changes implemented throughout 2020 have made Magna even stronger. We are confident and excited about Magna's future and we look forward to playing our role on your behalf in driving continued success. We trust you share our optimism and look forward to your continued support at our virtual-only annual Meeting on May 6, 2021.

Sincerely,

GRAPHIC

William L. Young
Chairman

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Proxy Summary

In this summary, we highlight certain information you will find in various parts of the management information circular/proxy statement (the "Circular") which follows. This summary does not contain all of the information that you should consider. Please review the entire Circular carefully before casting your vote.

Business of the Meeting

 
  Business of the Meeting

  Board Vote
Recommendation

  For More
Information

1   Receive the audited consolidated financial statements and the report of the auditors for the year ended December 31, 2020   N/A   Page 13


2

 

Vote on electing the directors for the ensuing year

 

FOR

 

Page 14


3

 

Vote on reappointing the auditors and authorizing the Audit Committee to set their remuneration

 

FOR

 

Page 29


4

 

Vote on the advisory, non-binding resolution on Magna's approach to executive compensation ("Say on Pay")

 

FOR

 

Page 31

Selected 2020 Financial Results

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Proxy Summary       1


Election of Directors – 2021 Nominees

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Additional information about the Nominees, including their biographies, skills and compensation can be found starting on page 14 of the Circular.

2       Proxy Summary


Reappointment of Deloitte


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Deloitte, an Independent Registered Public Accounting Firm, was first appointed Magna's independent auditors on May 8, 2014 and has audited Magna's consolidated financial statements for the fiscal years ended December 31, 2014 and after. Deloitte reports directly to the Audit Committee, which oversees the firm's work, evaluates its performance and sets its compensation.

The Audit Committee believes that Deloitte provides value to Magna's shareholders through its methodical, independent challenge to Magna's external financial reporting. Deloitte's audit approach is based on an audit risk assessment, which is continuously updated throughout the year. Audit risks identified in the risk assessment are addressed through pin-pointing audit procedures which reflect Deloitte's understanding of Magna-specific factors as well as the general business environment in which Magna operates. The firm's communications to the Audit Committee demonstrate strong audit quality, professional skepticism and innovation in the audit, including through the effective use of data analytics. The Audit Committee is satisfied that Deloitte's integrated audit team consists of audit professionals and specialists who are qualified and experienced to provide audit services in the regions in which Magna operates. The firm has demonstrated a commitment to promoting a learning culture within its own team and sharing the firm's insights, perspectives and best practices with the Audit Committee, the Board, internal audit, as well as management and Magna's finance teams.

Additional information about Deloitte, including its independence, services and fees can be found starting at page 29 of the Circular.

Compensation Structure

Magna's executive compensation framework has been structured to promote effective short- and long-term decision-making through balanced incentives aimed at profitable growth in a lean manufacturing business, as well as long-term value creation in a rapidly evolving industry. Some of the ways we seek to achieve these objectives include:


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
■      Capped PSU payouts help mitigate risk by promoting responsible decision-making and discouraging excessive risk-taking
■      Stock options incent absolute TSR growth

No pensions / retirement benefits   ■      Reinforces an owner's mindset and incents long-term growth in equity value as a pension-alternative

Significant 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

Proxy Summary       3


2020 CEO Compensation

Target total direct CEO compensation for 2020 had previously been set by the CGCNC at $19.830 million, unchanged from the 2019 target. Consistent with the framework described above, compensation for Magna's CEO during 2020, Donald Walker, comprised a significantly below-market base salary, a profit-driven STI, as well as LTIs tied to value-creation on both an absolute basis and relative to industry peers. Mr. Walker's base salary and target STI represented 40% of his target total direct compensation (TDC) $19.830 million, with target LTI values representing 60% of such target amount. Mr. Walker's TDC was set by the Board in 2017 and was held at that level through the end of 2020, when he retired. Mr. Walker did not receive any severance or retirement compensation, nor any non-contractual amount in relation to his retirement.


    TARGET TDC
($)
  2020 TDC
($)
  2020 TDC VS
TARGET TDC

Base Salary   325,000   325,000    

   
STI   7,600,000   4,126,000    

   
LTIs (at target)            
  ROIC PSUs   4,760,000   4,760,000   -17.5%
  rTSR PSUs   2,380,000   2,380,000    
  Stock Options   4,760,000   4,760,000    

   
Total   19,830,000   16,351,000    

Early in 2021, the CGCNC reviewed the impact of COVID-19 on Magna's compensation programs. While this review included an assessment of the company's operating, financial and stock market performance for 2020, a critical element of it was the manner in which Executive Management (including Mr. Walker) addressed compensation for Magna's employees and non-executive managers during the pandemic. A full discussion of the CGCNC's review and all of the factors considered is contained in the Compensation and Performance Report beginning on page 32 of the Circular. Based on its review, the CGCNC applied discretion to add-back to the bonus base for STIs certain amounts related to restructuring and impairment charges recorded in 2020 substantially as a result of COVID-19, while also deducting from the bonus base certain amounts to ensure there was no compensation benefit related to the net amount of COVID-related government grants. Included in Mr. Walker's STI is $1.414 million resulting from these adjustments, although Mr. Walker's STI was 46% below target even after the adjustment is taken into account. No changes were made to Mr. Walker's base salary or LTIs due to the impact of COVID-19.

Pay for Performance

The pay for performance graph below depicts the strong alignment between CEO compensation and TSR performance against the companies in Magna's executive compensation peer group, over a three-year period.

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4       Proxy Summary


The CGCNC recommends that you consider CEO compensation in the context of company performance over different time periods. The Compensation and Performance Report which starts at page 32 of the Circular presents the CGCNC's perspective. A full discussion of our approach to executive compensation can be found starting on page 41 of the Circular.

2021 CEO Compensation Setting

As noted above, Donald Walker retired as our Chief Executive Officer on December 31, 2020, after a 33-year career with the company and was succeeded by Seetarama S. Kotagiri, whose selection was announced late in October 2020. In connection with this planned leadership transition, the CGCNC set 2021 compensation terms for Mr. Kotagiri based on the principle that target compensation should be roughly at the median of Magna's executive compensation peer group. Mr. Kotagiri's 2021 target was set at $12.0 million, as against a peer group median of around $15.5 million, with the intent to increase that target to the median based on demonstrated achievements in the role.

In addition, the CGCNC implemented the following corporate governance enhancements to compensation terms for Mr. Kotagiri and other members of Executive Management:

A complete discussion of 2021 compensation setting can also be found in the Compensation and Performance Report beginning on page 32 of the Circular.

Corporate Governance

The highlights of our approach to corporate governance are as follows:


CORPORATE GOVERNANCE OVERVIEW

Active Board engagement in, and approval of strategy   ü           Annual director election; no slate ballots   ü    

Broad oversight of risk   ü           Majority voting policy and prompt disclosure of vote results   ü    

Strong oversight of management succession planning   ü           Advance Notice By-Law   ü    

Active shareholder engagement   ü           Independent Board Chair   ü    

Commitment to culture of ethics and compliance   ü           100% of Board Committee members are independent   ü    

Diverse range of Nominee skills, expertise and backgrounds   ü           Committees with full authority to retain independent advisors   ü    

Board Diversity Policy with Gender Parity Target   ü           Director orientation and continuing education   ü    

Director tenure guideline   ü           Rigorous annual Board/Director effectiveness evaluation   ü    

Limitation on director interlocks   ü           Equity maintenance requirement and mandatory deferral of director fees creates alignment with shareholders   ü    

Annual Say on Pay vote   ü           Anti-hedging restrictions for directors, officers and employees   ü    

A full discussion of our approach to corporate governance can be found starting on page 67 of the Circular.

Proxy Summary       5


Sustainability

At Magna, we recognize the reality of climate change and its impact on the planet. As a result, we are focused on doing the right things today so that our corporate interests do not come at the expense of the viability of life for the generations that follow.

Our Sustainability Report, which is appended to our Annual Information Form / Annual Report on Form 40-F, aims to provide our stakeholders with a better understanding of how we approach the creation of sustainable, long-term value and our management of sustainability-related risks. The report has been structured to align with the Task Force on Climate-Related Financial Disclosures (TCFD) framework, as well as the Sustainability Accounting Standards Board's (SASB) Auto Parts accounting standard, where possible. Applicable SASB and other metrics are as follows:


TOPIC
  SASB CODE
  METRIC
  UNIT OF MEASURE
  MAGNA 2020 DATA(1)

GHG Emissions   —   Scope 1 & 2 emissions   Metric Tons (t) CO2e   1,620,090 t

 

 

 

 

 

 

 

 

 

Energy Management   TR-AP-130a.1   Aggregate amount of energy consumed   Gigajoules (GJ)
MegaWatt hours (MWh)
  18,169,048 GJ
5,046,958 MWh
       
        % of energy consumed supplied from electrical grid   Percentage (%)   59.0%
       
        % of energy consumed that is renewable energy   Percentage (%)   11.9%
   
        Energy intensity   MegaWatt hours (MWh) / Sales (USDm)   155 MWh / USDm
       
    —   Energy intensity reduction target   MegaWatt hours (MWh) / Sales (USDm)   ³2% p.a.

 

 

 

 

 

 

 

 

 

Waste Management   TR-AP-150a.1   Aggregate amount of waste generated from manufacturing operations   Metric Tons (t)   965,677 t
       
        % of waste generated that is hazardous   Percentage (%)   4.9%
       
        % of waste generated that was recycled   Percentage (%)   91.5%
   
        % hazardous waste diverted from landfill   Percentage (%)   84.0%
       
    —   Waste diversion from landfill target   Percentage (%)   ³95% p.a.

 

 

 

 

 

 

 

 

 

Water Management   —   Annual water withdrawals   Megalitres (ML)   6,351 ML
       
        Water reduction target   Percentage (%)   1.5% p.a.
15% by 2030 (vs. 2019)

 

 

 

 

 

 

 

 

 

Environmental Management   —   Annual remediation expenses   Reporting Currency (USD)   <$1.0m
       
        Aggregate remediation balance for known events   Reporting Currency (USD)   $10.8m

 

 

 

 

 

 

 

 

 

Competitive Behaviour   TR-AP-520a.1   Total amount of monetary losses incurred as a result of legal proceedings associated with anti-competitive behaviour regulations   Reporting Currency (USD)   NIL

 

 

 

 

 

 

 

 

 

Health and Safety   —   Accident frequency rate   1.0 = 1 injury / illness per 5,000 employees working 1 million hours   0.42
       
        Accident severity rate   10.0 = 50 lost work days over the course of 1 million hours   5.11

 

 

 

 

 

 

 

 

 

Gender Diversity   —   % of employees who are women(2)   Percentage (%)   26%
       
        % women in Critical Positions   Percentage (%)   15%
       
        % Women on the Board of Magna   Percentage (%)   36% (2020)
42% (2021)

Notes:

1.
2020 data with respect to Water Withdrawals, Emissions, Energy Management, and Waste Management is preliminary.

2.
Wholly-owned operations only.

6       Proxy Summary


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Notice of Annual Meeting of Shareholders

Date: Thursday, May 6, 2021

Time:

10:00 a.m. (Toronto time)

Place:

Virtual-only meeting
via live audio webcast online at
www.virtualshareholdermeeting.com/mga2021

We have opted to hold a virtual-only meeting, conducted via live audio webcast, in which 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.

You are receiving this notice of Magna's Annual Meeting of Shareholders (the "Meeting") since you held Magna Common Shares at the close of business on March 19, 2021. You are entitled to vote your shares at the Meeting, which is being held to:

  1. receive Magna's consolidated financial statements and the report of independent registered public accounting firm thereon for the fiscal year ended December 31, 2020;

 

2.

elect twelve directors;

 

3.

reappoint Deloitte LLP as our independent auditors and authorize the Audit Committee to fix the independent auditors' remuneration;

 

4.

vote, in an advisory, non-binding manner, on Magna's approach to executive compensation ("Say on Pay") described in the accompanying Management Information Circular/Proxy Statement (the "Circular"); and

 

5.

transact any other business that may properly come before the Meeting.

The Circular relating to the Meeting contains more information on the matters to be addressed at the Meeting. The section of the Circular titled "How to Vote Your Shares" contains detailed information to help you understand how to vote your shares within the applicable time limits. The time limit for deposit of proxies may be waived or extended by the Chair of the Meeting at his or her discretion.

Magna has elected to use the Notice and Access rules permitted by Canadian securities regulators to deliver the Circular to both our registered and non-registered shareholders. This means that instead of receiving the Circular by mail, shareholders will receive a written notification with instructions on how to access the Circular online, together with a form of proxy or voting instruction form, as applicable. The Circular is available on our website at magna.com, on SEDAR at sedar.com and on EDGAR at sec.gov.

By order of the Board of Directors.


 

GRAPHIC
March 25, 2021 BASSEM A. SHAKEEL
Aurora, Ontario Vice-President and Corporate Secretary

Management Information Circular/Proxy Statement

This Circular is being provided to you in connection with the Annual Meeting of Magna's shareholders (the "Meeting"), which will be held on Thursday, May 6, 2021 commencing at 10:00 a.m. (Toronto time) via live audio webcast online at www.virtualshareholdermeeting.com/mga2021.

Voting Information

 
Record Date   March 19, 2021 is the record date for the Meeting (the "Record Date"). Only holders of our Common Shares as of the close of business on the Record Date are entitled to receive notice of and vote at the Meeting.

Outstanding Shares, Votes and Quorum

 

As of the Record Date, 301,361,002 Magna Common Shares were issued and outstanding. Each Magna Common Share is entitled to one vote. A quorum of shareholders is needed to hold the Meeting and transact business. Under our by-laws, quorum means at least two persons holding, or representing by proxy, at least 25% of our outstanding Common Shares.

Principal Shareholders

 

To our knowledge, no shareholder beneficially owns or exercises control or direction, directly or indirectly, over 10% or more of Magna's Common Shares outstanding as at the Record Date.

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SHAREHOLDER GROUP
  NUMBER
OF SHARES

  PERCENTAGE
OF SHARES


Public Shareholders   280,412,825         93.0          

Magna Directors and Executive Officers (N = 22)   1,261,564         0.4          

Magna Employee Deferred Profit Sharing Plans (Canada, U.S., Europe)   19,686,613         6.5          


To the best of our knowledge, all of these shares will be voted FOR the election of directors, the re-appointment of the auditors and the "Say on Pay" advisory resolution.
 

Individual Voting

 

At the Meeting, shareholders will vote for each nominee for election to the Board, individually. We do not use slate voting.

Majority Voting

 

We maintain a majority voting policy which is described under "Corporate Governance" and each nominee for election to the Board has agreed to abide by such policy.

Voting Results

 

Detailed voting results will be promptly disclosed in a press release issued and filed on the Meeting date.

 

 

 
 
    You may request a paper copy of the Circular, at no cost, up to one year from the date the Circular was filed on SEDAR. You may make such a request at any time prior to or following the Meeting by contacting Broadridge at 1-877-907-7643 (Toll Free for Registered Shareholders and Non-Registered/Beneficial Shareholders – North America) or Direct 1-303-562-9305 (English) / 1-303-562-9306 (French) (Other countries) and follow the instructions. Shareholders who have already signed up for electronic delivery of proxy materials will continue to receive them by e-mail.  

Voting Information       9


How To Vote Your Shares

 
Your Vote Is Important   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.

Registered vs. Non-Registered Shareholder

 

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 which indicate your name and the number of Magna Common Shares which 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".

Proxies Are Being Solicited by Management

 

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 e-mail, some 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.

10       Voting Information


These securityholder materials are being sent to both registered
and non-registered owners of Magna Common Shares.


HOW TO VOTE –
REGISTERED SHAREHOLDERS


 

HOW TO VOTE –
NON-REGISTERED SHAREHOLDERS


 

 

 
If you are a registered shareholder, you may vote either by proxy or by completing an online ballot during the Meeting.

Submitting Votes by Proxy

There are four ways to submit your vote by proxy:

   
GRAPHIC    smartphone    GRAPHIC    internet    GRAPHIC    mail    GRAPHIC    telephone

The form of proxy contains instructions for each of these methods.

If you are voting by smartphone, internet or telephone, you will need the pre-printed Control Number on your form of proxy.

A proxy submitted by mail must be in writing, dated the date on which you signed it and be signed by you (or your authorized attorney). If such a proxy is being submitted on behalf of a corporate shareholder, the proxy must be signed by an authorized officer or attorney of that corporation. If a proxy submitted by mail is not dated, it will be deemed to bear the date on which it was sent to you.

If you are voting your shares by proxy, you must ensure that your completed, signed and dated proxy form or your smartphone, internet or telephone vote is
received by Broadridge Investor Communications not later than 5:00 p.m. (Toronto time) on May 4, 2021. If the Meeting is adjourned or postponed, you must ensure that your completed and signed proxy form or your smartphone, internet or telephone vote is received by Broadridge not later than 48 hours (excluding Saturdays, Sundays and holidays) prior to the time of the Meeting.

Appointment of Proxyholder

Unless you specify otherwise or appoint a proxyholder, the Magna officers whose names are pre-printed on the form of proxy will vote your shares:

■      FOR the election to the Magna Board of Directors of all of the nominees named in this Circular;

■      FOR the reappointment of Deloitte as Magna's independent auditors and the authorization of the Audit Committee to fix the independent auditors' remuneration; and

■      FOR the advisory resolution to accept the approach to executive compensation disclosed in this Circular.

You have the right to appoint someone else (who need not be a shareholder) as your proxyholder; however, if you do, that person must vote your shares on your behalf during the virtual Meeting. To appoint someone else as your proxyholder, insert the person's name in the space provided on the form of proxy and provide an appointee identification number as indicated.
  If you are a non-registered shareholder, the intermediary holding on your behalf (and not Magna) has assumed responsibility for (i) delivering these materials to you and (ii) executing your proper voting instructions.

Submitting Voting Instructions

There are four ways to submit your vote by Voting Instruction Form:

   
GRAPHIC    smartphone    GRAPHIC    internet    GRAPHIC    mail    GRAPHIC    telephone

The Voting Instruction Form contains instructions for each of these methods.

If you are a non-registered shareholder and have received a Voting Instruction Form from Broadridge Investor Communications, you must complete and submit your vote by smartphone, internet, mail or telephone, in accordance with the instructions on the form.

Your completed, signed and dated Voting Instruction Form or your smartphone, internet or telephone vote must be
received by Broadridge not later than 5:00 p.m. (Toronto time) on May 4, 2021. If the Meeting is adjourned or postponed, you must ensure that your completed, signed and dated Voting Instruction Form or your smartphone, internet or telephone vote is received by Broadridge not later than 48 hours (excluding Saturdays, Sundays and holidays) prior to the time of the Meeting. If a Voting Instruction Form submitted by mail or fax is not dated, it will be deemed to bear the date on which it was sent to you.

Additionally, Magna may use Broadridge's QuickVote™ service to assist beneficial shareholders with voting their shares. Broadridge will tabulate the results of all the instructions received and then provide the appropriate instructions respecting the shares to be represented at the Meeting.

In some cases, you may have received a form of proxy instead of a Voting Instruction Form, even though you are a non-registered shareholder. Such a form of proxy will likely be stamped by the securities dealer, broker, bank, trust company or other nominee or intermediary holding your shares and be restricted as to the number of shares to which it relates. In this case, you must complete the form of proxy and submit it to Broadridge as described to the left under "How to Vote – Registered Shareholders – Submitting Votes By Proxy".

If you choose to vote by proxy, you are giving the person (referred to as a "proxyholder") or people named on your form of proxy the authority to vote your shares on your behalf at the Meeting (including any adjournment or postponement of the Meeting).

Voting Information       11



HOW TO VOTE –
REGISTERED SHAREHOLDERS (cont'd)


 

HOW TO VOTE –
NON-REGISTERED SHAREHOLDERS (cont'd)


 

 

 

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 which 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 6, 2021 at 10:00 am (Toronto time) by visiting www.virtualshareholdermeeting.com/mga2021. 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 4, 2021 (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 4, 2021 (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 5, 2021 (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

 

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 4, 2021.

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 4, 2021.

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 6, 2021 at 10:00 am (Toronto time) by visiting www.virtualshareholdermeeting.com/mga2021. 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.

12       Voting Information


GRAPHIC

 
Magna's consolidated financial statements for the fiscal year ended December 31, 2020, together with the report of independent registered public accounting firm on those statements, will be presented at the Meeting. No shareholder vote is required in connection with the foregoing. The report of independent registered public accounting firm on our financial statements for the fiscal year ended December 31, 2020 was unqualified and without reservation. Both of these items are contained in our 2020 Annual Report, which is available on our website at www.magna.com.

Selected financial results for 2020 are found below. However, we encourage shareholders to review our complete financial statements and the independent auditors' report thereon.

GRAPHIC

Business of the Meeting        13


GRAPHIC

 

The Board recommends that you vote FOR each of the 12 nominees.

GRAPHIC

 
 

NOMINEE OVERVIEW

NOMINEE
   
  AGE
  DIRECTOR SINCE
  PRINCIPAL OCCUPATION
  INDEPENDENCE(1)
  FINANCIAL
LITERACY

  FINANCIAL
EXPERTISE

  COMMITTEE
MEMBERSHIPS


PHOTO   Peter G. Bowie   74   May 10, 2012   Corporate Director   I           ü           ü   Audit

PHOTO   Mary S. Chan   58   August 10, 2017   Managing Partner of VectoIQ LLP and Corporate Director   I           ü       Technology

PHOTO   Hon. V. Peter Harder, P.C.   68   January 10, 2020   Senator and Corporate Director   I           ü       CGCNC

PHOTO   Seetarama S. Kotagiri(2)   52   January 1, 2021   Chief Executive Officer of Magna   M           ü       –

PHOTO   Dr. Kurt J. Lauk   74   May 4, 2011   Co-Founder & President, Globe CP GmbH   I           ü           ü   Technology
(Cmte Chair)

PHOTO   Robert F. MacLellan   66   May 10, 2018   Chairman, Northleaf Capital Partners and Corporate Director   I           ü           ü   Audit
(Cmte Chair)

PHOTO   Mary Lou Maher   60   New Nominee   Corporate Director   I           ü           ü   –

PHOTO   Cynthia A. Niekamp   61   May 8, 2014   Corporate Director   I           ü           ü   Audit

PHOTO   William A. Ruh   59   May 11, 2017   Chief Executive Officer, Digital Lendlease Group   I           ü       Technology

PHOTO   Dr. Indira V. Samarasekera   68   May 8, 2014   Senior Advisor, Bennett Jones LLP and Corporate Director   I           ü       CGCNC
(Cmte Chair)

PHOTO   Lisa S. Westlake   59   May 9, 2019   Corporate Director   I           ü           ü   CGCNC

PHOTO   William L. Young   66   May 4, 2011   Board Chair and Corporate Director   I           ü           ü   –

Notes:

1.
I = Independent; M = Management

2.
Mr. Kotagiri was appointed as the Chief Executive Officer and a director of Magna effective January 1, 2021.

14       Business of the Meeting


Board Overview

Board's Role

Directors are elected by shareholders to act as stewards of the company. The Board is Magna's highest decision-making body, except to the extent certain rights have been reserved for shareholders under applicable law or Magna's articles of incorporation or by-laws. Among other things, the Board is responsible for appointing our Chief Executive Officer, overseeing Management, shaping and overseeing implementation of our long-term strategy, satisfying itself that material risks are being managed appropriately, reviewing and approving financial statements, establishing our systems of corporate governance and executive compensation, as well as overseeing our corporate culture. In fulfilling their duties, directors are required under applicable law to act in the best interests of the company.

2021 Nomination Process

Nominees for election at the Meeting include ten directors who were elected at our 2020 annual meeting of shareholders: Peter G. Bowie; Mary S. Chan; Hon. V. Peter Harder; Dr. Kurt J. Lauk; Robert F. MacLellan; Cynthia A. Niekamp; William A. Ruh; Dr. Indira V. Samarasekera; Lisa S. Westlake; and William L. Young. Additionally, two candidates are being nominated for the first time: Seetarama S. Kotagiri, who was appointed to the Board effective January 1, 2021, in conjunction with his appointment as Chief Executive Officer; and Mary Lou Maher, who was recruited as a new nominee as discussed below.

One current director who has served on the Board since 2012, Scott B. Bonham, is not standing for re-election at the Meeting and will retire from the Board at the end of his current term. Mr. Bonham has served as a consultant to Magna since January 1, 2018 and will continue supporting Magna in such capacity.

In recommending to the Board the nominees who currently serve as directors on our Board, the CGCNC considered a number of factors, including:

Mary Lou Maher was put forward as a nominee after completion by the CGCNC of a candidate search which was assisted by the CGCNC's independent advisor. Following review of an updated Board skills matrix, consideration of Magna's strategic priorities and analysis of potential skills gaps in relation to those strategic priorities, the CGCNC sought candidates possessing strategic finance and audit expertise. The CGCNC believes that Ms. Maher's deep expertise as an auditor, as well as her financial expertise, make her a compelling candidate for service on Magna's Board. Subject to Ms. Maher's election at the Meeting, the Board intends to appoint her to the Audit Committee of the Board.

The CGCNC and the Board are confident that each of the twelve nominees:

Refer to "Nominees for Election to the Board" for detailed information regarding the skills, expertise and other relevant information which you should consider in casting your vote for each nominee.

Unless otherwise instructed, the Magna officers whose names have been pre-printed on the form of proxy or Voting Instruction Form intend to vote FOR each such nominee.

Business of the Meeting        15


Nominees for Election to the Board

Nominee Skills and Expertise

The CGCNC seeks to recruit candidates who reflect a diversity of skills, experience, perspectives and backgrounds which are relevant to Magna's business. While the specific mix may vary from time to time and alternative categories may be considered in addition to or instead of those below, the following skills matrix lists the types of experience generally sought by the CGCNC and includes each nominee's self-assessed ranking of his or her experience level for each item.


 
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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.   ➀   ➂   ➁   ➂   ➀   ➀   ➀   ➁   ➁   ➂   ➁   ➂      

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.   ➂   ➀   ➂   ➀   ➀   ➂   ➂   ➀   ➂   ➂   ➂   ➁      

Finance/Financial Advisory: senior financial management roles and/or financial advisory roles; expertise related to capital allocation, capital structure or capital markets.   ➀   ➂   ➁   ➁   ➁   ➀   ➀   ➀   ➁   ➂   ➀   ➁      

Governance/Board: sophisticated understanding of corporate governance practices and norms; prior board experience; expertise with stakeholder management or engagement.   ➀   ➁   ➀   ➁   ➁   ➀   ➁   ➀   ➁   ➀   ➀   ➀      

High-Growth Markets: a track record of operational success or other experience in markets other than North America and Western Europe, such as China.   ➀   ➀   ➀   ➀   ➀   ➂   ➂   ➀   ➁   ➁   ➀   ➂      

Large Cap Company: board, management and/or other applicable experience with companies that have a market capitalization in excess of $10 billion.   ➀   ➀   ➀   ➀   ➀   ➀   ➁   ➀   ➀   ➀   ➀   ➀      

Legal/Regulatory/Public Policy: experience with legal and regulatory compliance oversight; experience in relevant areas of government or public policy.   ➁   ➂   ➀   ➂   ➁   ➁   ➁   ➂   ➀   ➀   ➁   ➁      

Mergers & Acquisitions ("M&A"): management or board-level experience with complex M&A in different industries and/or different geographic regions.   ➀   ➁   ➂   ➀   ➀   ➀   ➁   ➀   ➁   ➁   ➀   ➀      

R&D/Innovation/Technology: domain expertise and skill in technology/innovation; practical experience with technological transformation and disruption.   ➂   ➀   ➁   ➀   ➀   ➂   ➂   ➁   ➀   ➀   ➁   ➂      

Risk Oversight: practical expertise in risk governance, including enterprise risk management frameworks; knowledge/understanding of risk monitoring and mitigation.   ➀   ➁   ➀   ➁   ➁   ➀   ➀   ➁   ➀   ➁   ➀   ➁      

Senior/Executive Leadership: demonstrated track record of leadership, mature judgment, operating success and value creation in complex organizations and/or in progressively challenging roles.   ➀   ➀   ➀   ➀   ➀   ➀   ➀   ➀   ➀   ➀   ➀   ➀      

Strategy Development: board, senior management and/or other experience in strategy development, analysis or oversight.   ➀   ➀   ➀   ➀   ➀   ➀   ➀   ➀   ➀   ➀   ➀   ➀      

Talent Management/Compensation: hands-on experience developing, managing, compensating and motivating employees.   ➀   ➀   ➀   ➀   ➂   ➀   ➀   ➀   ➀   ➁   ➀   ➁      

Ranking Legend

➀
Significant expertise/experience

➁
Strong familiarity

➂
General understanding

16       Business of the Meeting


Nominee Independence

Eleven out of twelve, or 92%, of the nominees for election at the Meeting are independent. A summary of the independence determination for each nominee is set forth below:


NOMINEE   INDEPENDENT   NON-
INDEPENDENT
  BASIS FOR
DETERMINATION

Peter G. Bowie   ü       No material relationship

Mary S. Chan   ü       No material relationship

Hon. V. Peter Harder   ü       No material relationship

Seetarama S. Kotagiri       ü   Management

Dr. Kurt J. Lauk   ü       No material relationship

Robert F. MacLellan   ü       No material relationship

Mary Lou Maher   ü       No material relationship

Cynthia A. Niekamp   ü       No material relationship

William A. Ruh   ü       No material relationship

Dr. Indira V. Samarasekera   ü       No material relationship

Lisa S. Westlake   ü       No material relationship

William L. Young   ü       No material relationship

Nominees' Meeting Attendance

Directors are expected to attend all Board meetings, as well as all meetings of standing Committees on which they serve, and are welcome to attend any other Committee meetings. However, we recognize that scheduling conflicts are unavoidable from time to time, particularly in the first year of a director's tenure, and also where meetings are called on short notice. Our Board Charter requires Directors to attend a minimum of 75% of regularly scheduled Board and applicable standing Committee meetings, except where an absence is due to medical or other valid reason. The nominees who served on the Board during 2020 achieved 99.5% attendance at all Board and applicable Committee meetings (in aggregate), as set forth below.


    BOARD   AUDIT(1)   CGCNC(1)   TECHNOLOGY(1)   TOTAL
   
NOMINEE   #   %   #   %   #   %   #   %   #   %

Peter G. Bowie   11/11   100   7/7   100   –   –   –   –   18   100

Mary S. Chan   11/11   100   –   –   –   –   4/4   100   15   100

Hon. V. Peter Harder   11/11   100   –   –   15/15   100   –   –   26   100

Dr. Kurt J. Lauk   11/11   100   –   –   –   –   4/4   100   15   100

Robert F. MacLellan      10/11(2)   91   7/7   100   –   –   –   –   17   94

Cynthia A. Niekamp   11/11   100   7/7   100   –   –   –   –   18   100

William A. Ruh   11/11   100   –   –   –   –   4/4   100   15   100

Dr. Indira V. Samarasekera   11/11   100   –   –   15/15   100   –   –   26   100

Lisa S. Westlake   11/11   100   –   –   15/15   100   –   –   26   100

William L. Young   11/11   100   –   –   7/7   100   –   –   18   100

Notes:

1.
Attendance figures for Audit, CGCNC and Technology include only those directors who served as members of such committees during 2020.

2.
Mr. MacLellan attended all regularly-scheduled meetings, but was unable to attend one ad hoc Board meeting due to a conflicting prior commitment.

Business of the Meeting        17


2020 Annual Meeting Vote Results

Each of the nominees standing for re-election received a substantial majority of votes "for" his or her election at our 2020 annual meeting of shareholders, as set forth in the table below.


    2020
   
NOMINEE
  VOTES FOR
(%)
  VOTES WITHHELD
(%)

Peter G. Bowie   99.9   0.1

Mary S. Chan   99.8   0.2

Hon. V. Peter Harder   99.3   0.7

Dr. Kurt J. Lauk   99.9   0.1

Robert F. MacLellan   99.9   0.1

Cynthia A. Niekamp   99.8   0.2

William A. Ruh   99.9   0.1

Dr. Indira V. Samarasekera   98.5   1.5

Lisa S. Westlake   99.2   0.8

William L. Young   97.6   2.4

Nominees' Equity Ownership

We believe it is important that each Independent Director be economically aligned with shareholders. We try to achieve such alignment in two principal ways:

Each of Magna's nominees is in compliance with the minimum equity maintenance requirement and many exceed it. New directors are entitled to a five year period in which to accumulate the minimum required value of Common Shares and/or DSUs.

The twelve nominees held Magna Common Shares and/or DSUs with the following total value, as of the Record Date:


NOMINEE
  COMMON SHARES
(#)
  DSUS
(#)
  TOTAL EQUITY
"AT RISK"(1)
($)
  EQUITY MAINTENANCE
REQUIREMENT(2)

Peter G. Bowie   7,000   56,139   5,797,000   Exceeds

Mary S. Chan   —   17,847   1,639,000   Exceeds

Hon. V. Peter Harder   —   5,582   512,000   Complies

Seetarama S. Kotagiri   92,787   64,609 (3) 14,451,000   Exceeds

Dr. Kurt J. Lauk   110   34,763   3,202,000   Exceeds

Robert F. MacLellan   —   13,965   1,282,000   Exceeds

Mary Lou Maher   950   —   87,000   New Nominee

Cynthia A. Niekamp   6,600   12,647   1,767,000   Exceeds

William A. Ruh   —   19,736   1,812,000   Exceeds

Dr. Indira V. Samarasekera   —   39,015   3,582,000   Exceeds

Lisa S. Westlake   2,000   8,665   979,000   Exceeds

William L. Young   1,860   117,644   10,972,000   Exceeds

Notes:

1.
In calculating the value of total equity at risk, we have used the closing price of Magna Common Shares on the NYSE on the Record Date.

2.
"Complies" signifies a director who: (a) is within his or her first five years of tenure and accumulating equity value to achieve the minimum equity requirement; or (b) achieved the minimum equity requirement, but whose equity value subsequently fell below such minimum solely due to fluctuation in Magna's stock price.

3.
Represents restricted share units.

18       Business of the Meeting


Biographies of 2021 Nominees

                Peter G. Bowie FCPA, MBA   Independent   Audit Committee    
 

PHOTO

 

Ontario, Canada                            
Age: 74
Tenure: ~9



Other Current Public Company Boards:
        
§        Xebec Adsorption, Inc. (Audit)



Total 2020 Compensation:
$196,000
Equity-at-risk (Record Date):
$5,797,000


 

 

 

 

 

 

 
  

         
​   Mr. Bowie brings to the Board financial expertise, a dedication to Audit Committee excellence, a strong understanding of strategy and risk, as well as detailed insight of political and economic dynamics within China.

Mr. Bowie is a corporate director who previously served as the Chief Executive of Deloitte China from 2003 to 2008, as well as senior partner and a member of the board and the management committee of Deloitte China until his retirement from the firm in 2010. Mr. Bowie was also previously Chairman of Deloitte Canada (1998-2000), a member of the firm's management committee and a member of the board and governance committees of Deloitte International. He is a past member of the board of the Asian Corporate Governance Association and has served on a variety of boards in the private and non-governmental organization sectors. Mr. Bowie has



 
a B.Comm (St. Mary's), as well as an MBA (Ottawa) and has received an honorary doctorate (Ottawa). Mr. Bowie completed the Advanced Management Program (Harvard) and is a Fellow of the Institute of Chartered Accountants of Ontario, as well as the Australian Institute of Corporate Directors. In 2019, Mr Bowie completed the MIT Sloan School of Business Certificate Program in Digital Business Strategy; as well as participation in the CPA Canada Conference for Audit Committees and the Australian Institute Program Building Cyber Resilience. In 2020, Mr. Bowie completed the Global Business and Politics certificate (Yale University), the Organizational Design for Digital Transformation certificate (MIT Sloan School of Business) and participated in the CPA Canada Conference for Audit Committees. He previously served on the board of COSCO Holding Company Ltd.

 
​
  

         



    100%   >99%    
    2020 MEETING
ATTENDANCE
  2020 ANNUAL MEETING
VOTING RESULT
   






Significant expertise/experience:
        
§        Accounting/Audit
        
§        Finance/Financial Advisory
        
§        Governance/Board
        
§        High-Growth Markets
        
§        Large Cap Company

 

    
§        M&A
§        Risk Oversight
§        Senior/Executive Leadership
§        Strategy Development
§        Talent Management/Compensation






    Mary S. Chan MSc   Independent   Technology Committee    
 

PHOTO

 

New Jersey, U.S.A.                            
Age: 58
Tenure: 3+



Other Current Public Company Boards:
        
§        CommScope Inc. (Compensation)
        
§        Dialog Semiconductor PLC (Nominating; Compensation (Chair))
        
§        SBA Communications Corporation (Compensation, Governance & Nomination)



Total 2020 Compensation:
$195,000
Equity-at-risk (Record Date):
$1,639,000


 

 

 

 

 

 

 
  

         
​   Ms. Chan brings to the Board extensive experience in connected cars, autonomous and semi-autonomous vehicles, as well as demonstrated executive leadership success in the mobility communications infrastructure, products and services industry.

Ms. Chan has been a managing partner of VectoIQ LLP (since 2015), an advisory firm that partners with organizations participating in the transition towards mobility as a service and an autonomous vehicle society. Prior to joining VectoIQ, she served as President, Global Connected Consumer & OnStar Service of General



 
Motors Company (2012-2015), where she was responsible for building the next generation of connected vehicle product and services. At GM, Ms. Chan led the industry-first launch of 4G LTE connectivity across GM's global brands in the U.S., China, Europe and Mexico. Ms. Chan was also previously Senior VP & General Manager, Enterprise Mobility Solutions & Services, Dell Inc. (2009-2012), and had progressive executive roles, including Executive VP Wireless Network Business Unit, at Alcatel-Lucent Inc. (1996-2009). Ms. Chan holds B.Sc. and M.Sc. degrees in Electrical Engineering (Columbia).

 
​
  

         



    100%   >99%    
    2020 MEETING
ATTENDANCE
  2020 ANNUAL MEETING
VOTING RESULT
   






Significant expertise/experience:
        
§        Automotive
        
§        High-Growth Markets
        
§        Large Cap Company
        
§        R&D/Innovation/Technology

 

    
§        Senior/Executive Leadership
§        Strategy Development
§        Talent Management/Compensation




Business of the Meeting        19


 

    Hon. V. Peter Harder, P.C., LLD   Independent   CGCNC    
 

PHOTO

 

Ontario, Canada                            
Age: 68
Tenure: 1+



Other Current Public Company Boards*:
        
§        None



Total 2020 Compensation:
$208,000
Equity-at-risk (Record Date):
$512,000

*  Mr. Harder was a director of Arise Technologies Corporation ("Arise") until June 24, 2011. Arise was deemed to have made an assignment into bankruptcy on April 11, 2012.


 

 

 

 

 

 

 
  

         
​   Mr. Harder, who previously served on our Board from May 2012 to March 2016, brings to the Board a Canadian-centred, glob- ally-aware perspective which 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, as well as its economic drivers, in addition to Canada-China trade and investment issues. Mr. Harder also brings demonstrated expertise regarding compensation issues and compensation 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 (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 Canadian corporations as well as charitable and not-for-profit organizations.

Mr. Harder holds degrees from the University of Waterloo (BA) and Queen's University (MA) and has received an honorary doctorate (LLD) from the University of Waterloo. He is the recipient of the Queen Elizabeth II Golden (2002) and Diamond (2012) Jubilee Medals as well as the Prime Minister's Outstanding Achievement Award (2000) for public service.



 
​
  

         



    100%   >99%    
    2020 MEETING
ATTENDANCE
  2020 ANNUAL MEETING
VOTING RESULT
   






Significant expertise/experience:
        
§        Governance/Board
        
§        High-Growth Markets
        
§        Large Cap Company
        
§        Legal/Regulatory/Public Policy

 

    
§        Risk Oversight
§        Senior/Executive Leadership
§        Strategy Development
§        Talent Management/Compensation






    Seetarama S. Kotagiri MSc   Management   Chief Executive Officer    
 

PHOTO

 

Michigan, U.S.A.    
Age: 52
Tenure: <1



Other Current Public Company Board:
        
§        None



Total 2020 Compensation:
$7,452,000
Equity-at-risk (Record Date):
$14,451,000


 

 

 

 

 

 

 
  

         
​   Mr. Kotagiri was appointed as the Chief Executive Officer of Magna effective January 1, 2021 and he is Management's sole representative on the Board. With over 30 years of industry experience, including 21 years with Magna, he brings extensive knowledge and understanding of the automotive industry, as well as the company's culture, operations, key personnel, customers, suppliers and the complex drivers of its success. In addition, Mr. Kotagiri has been instrumental in the company's recent growth and evolution through his operational leadership, and has aligned the organization's strategy around the megatrends shaping future mobility. Mr. Kotagiri is focused on keeping Magna at the forefront of a changing mobility landscape and accelerating the company's growth for the benefit of employees, shareholders and customers. Mr. Kotagiri previously served as Magna International Inc.'s

 
President (2020) and Chief Technology Officer (2014- 2019). Other Magna roles have included: President of Magna Electronics (2016- 2018); President of Magna Power and Vision (2018- 2020); President of Magna Powertrain Inc. (2017-2019); and various engineering leadership positions at Cosma International (2000-2013). Prior to joining Cosma International, Mr. Kotagiri was a Structural Engineer at General Motors. Mr. Kotagiri was recently featured in Business Insider's 100 People Transforming Business. He is currently a member of the Society of Automotive Engineers and the Engineering Society of Detroit. Mr. Kotagiri is also a member of the MIT Presidential CEO Advisory Board. Mr. Kotagiri has a master's degree in mechanical engineering from Oklahoma State University with a specialization in materials and structural engineering as well as a Bachelor of Engineering degree from B.V.B. College of Engineering at Karnataka University in India.

 
​
  

         




 

 

NEW NOMINEE

 

 






Significant expertise/experience
        
§        Automotive
        
§        High-Growth Markets
        
§        Large Cap Company
        
§        M&A

 

    
§        R&D/Innovation/Technology
§        Senior/Executive Leadership
§        Strategy Development
§        Talent Management/Compensation




20       Business of the Meeting




    Dr. Kurt J. Lauk MBA, PhD   Independent   Technology Committee Chair    
 

PHOTO

 

Baden-Württemberg, Germany    
Age: 74
Tenure: ~10



Other Current Public Company Boards:
        
§        Hennessy Capital Investment Corp. V



Total 2020 Compensation:
$222,000
Equity-at-risk (Record Date):
$3,202,000


 

 

 

 

 

 

 
  

         
​   Dr. Lauk brings to the Board valuable insights regarding the European automotive industry and the global activities of European OEMs and suppliers, together with a focus on long-term strategy and a strong understanding of technology/innovation both within and outside the automotive industry.

Dr. Lauk is the co-founder and President of Globe CP GmbH, a private investment firm established in 2000. His varied experience includes service as a Member of European Parliament (2004-2009), including as a Member of Economic and Monetary Affairs Committee and Deputy Member of the Foreign and Security Affairs Committee. Dr. Lauk possesses



 
extensive European automotive industry experience, primarily through his positions as Member of the Board of Management and Head of World Wide Commercial Vehicles Division of Daimler Chrysler (1996-1999), as well as Deputy Chief Executive Officer and Chief Financial Officer (with responsibility for finance, controlling and marketing) of Audi AG (1989-1992). He currently serves as a Trustee of the International Institute for Strategic Studies in London and was an honorary professor and a chair for international studies at the European Business School in Reichartshausen, Germany. Dr. Lauk possesses both a PhD in international politics (Kiel), as well as an MBA (Stanford).

 
​
  

         



    100%   >99%    
    2020 MEETING
ATTENDANCE
  2020 ANNUAL MEETING
VOTING RESULT
   






Significant expertise/experience:
        
§        Accounting/Audit
        
§        Automotive
        
§        High-Growth Markets
        
§        Large Cap Company

 

    
§        M&A
§        R&D/Innovation/Technology
§        Senior/Executive Leadership
§        Strategy Development




 

    Robert F. MacLellan CPA, MBA   Independent   Audit Committee Chair    
 

PHOTO

 

Ontario, Canada                            
Age: 66
Tenure: ~3



Other Current Public Company Boards:
        
§        T. Rowe Price Group, Inc. (Compensation (Chair); Audit)



Total 2020 Compensation:
$217,000
Equity-at-risk (Record Date):
$1,282,000


 

 

 

 

 

 

 
  

         
​   Mr. MacLellan 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 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 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 currently Chairman of the Board of Right to Play International, an organization that uses sport and play to empower and educate youth. He 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 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.



 
​
  

         

 

 

*  Mr. MacLellan attended all regularly scheduled meetings, but was unable to attend one ad hoc Board meeting due to a conflicting prior commitment.

 

 



    94%*   >99%    
    2020 MEETING
ATTENDANCE
  2020 ANNUAL MEETING
VOTING RESULT
   






Significant expertise/experience:
        
§        Accounting/Audit
        
§        Finance/Financial Advisory
        
§        Governance/Board
        
§        Large Cap Company
        
§        M&A

 

    
§        Risk Oversight
§        Senior/Executive Leadership
§        Strategy Development
§        Talent Management/Compensation




Business of the Meeting        21


 

    Mary Lou Maher FCPA, FCA   Independent        
 

PHOTO

 

Ontario, Canada                            
Age: 60
Tenure: n/a



Other Current Public Company Boards:
        
§        Canadian Imperial Bank of Commerce (standing for election at the annual meeting on April 8, 2021)



Total 2020 Compensation:
N/A – New Nominee
Equity-at-risk (Record Date):
$87,000


 

 

 

 

 

 

 
  

         
​   Ms. Maher brings to the Board extensive audit and financial experience. She is a highly regarded and widely respected business adviser having advised client CEOs, CFOs and Boards of Directors on a variety of complex issues.

Ms. Maher was concurrently the Canadian Managing Partner, Quality and Risk, KPMG Canada and Global Head of Inclusion and Diversity KPMG International from October 2017 to 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 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 from Out on Bay Street (Proud Strong), as well as the Senior Leadership Award for Diversity from the Canadian Centre for Diversity and Inclusion. Ms. Maher holds a Bachelor of Commerce degree from McMaster University and recently completed the Harvard Audit Committee Progam in 2019. Ms. Maher is standing for election as a director of the Canadian Imperial Bank of Commerce (CIBC), which provides routine banking services to Magna. Magna's fees to CIBC in 2020 represented less than 0.01% of the bank's 2020 revenues and are not material to Magna or the bank.

 
​
  

         




 

 

NEW NOMINEE

 

 






Significant expertise/experience:
        
§        Accounting/Audit
        
§        Finance/Financial Advisory
        
§        Risk Oversight

 

    
§        Senior/Executive Leadership
§        Strategy Development
§        Talent Management/Compensation




 

    Cynthia A. Niekamp MBA   Independent   Audit Committee    
 

PHOTO

 

Michigan, U.S.A.                            
Age: 61
Tenure: ~7



Other Current Public Company Boards:
        
§        Ball Corporation (Human Resources; Finance)



Total 2020 Compensation:
$200,000
Equity-at-risk (Record Date):
$1,767,000


 

 

 

 

 

 

 
  

         
​   Ms. Niekamp brings to the Board extensive senior management and board experience within the global automotive parts industry, including through executive-level general management, P&L, operational, strategy and finance roles.

Ms. Niekamp is a corporate director who most recently served as the Senior Vice-President, Automotive Coatings, of PPG Industries, Inc. She possesses over 30 years of automotive and other industrial manufacturing experience through her prior roles at PPG (2009-2016); BorgWarner, where she served as President & General Manager, BorgWarner



 
Torq Transfer Systems (2004-2008); MeadWestvaco Corporation (1995-2004); TRW (1990-1995); and General Motors (1983-1990). Ms. Niekamp, a National Association of Corporate Directors fellow, serves on the advisory board of Purdue University School of Industrial Engineering and previously served on the boards of Rockwood Holdings, Delphi Corp. and Cooper Tire and Rubber, as well as Berkshire Applied Technology Council. Ms. Niekamp has a B.Sc. in industrial engineering (Purdue), as well as an MBA (Harvard).

 
​
  

         



    100%   >99%    
    2020 MEETING
ATTENDANCE
  2020 ANNUAL MEETING
VOTING RESULT
   






Significant expertise/experience:
        
§        Automotive
        
§        Finance/Financial Advisory
        
§        Governance/Board
        
§        High-Growth Markets
        
§        Large Cap Company

 

    
§        M&A
§        Senior/Executive Leadership
§        Strategy Development
§        Talent Management/Compensation




22       Business of the Meeting




    William A. Ruh MSc   Independent   Technology Committee    
 

PHOTO

 

New South Wales, Australia                      
Age: 59
Tenure: ~4



Other Current Public Company Boards:
        
§        None



Total 2020 Compensation:
$195,000
Equity-at-risk (Record Date):
$1,812,000


 

 

 

 

 

 

 
  

         
​   Mr. Ruh brings to the Board a track record of success in managing the digital transformation of large industrial companies. He possesses a wealth of expertise in advanced software and automation solutions, including cloud-based platforms, analytics machine learning and cybersecurity, developed over the course of a thirty year career in the software industry.

Mr. Ruh is the Chief Executive Officer, Digital of Lendlease Group, an international property and infrastructure group. Prior to joining Lendlease, he served as the chief executive officer for GE Digital as well as the senior vice president and Chief Digital Officer (CDO) for GE (2011-2018). Other previous roles



 
included executive roles at: Cisco Systems, Inc. (2004-2011) where he held global responsibility for developing advanced services and solutions; Software AG, Inc. (2001-2004); and The Advisory Board Company (2000-2001), among others. Mr. Ruh has served on the boards of Pivotal Software, Cadmakers, Akrometrix, Taleris, the American Chamber of Commerce Australia and the Bay Area Council. Mr. Ruh is an

accomplished author of books and papers. He has a B.Sc. and M.Sc. in computer science from California State University, Fullerton where he is a member of the Advisory Board for the School of Engineering.



 
​
  

         



    100%   >99%    
    2020 MEETING
ATTENDANCE
  2020 ANNUAL MEETING
VOTING RESULT
   






Significant expertise/experience:
        
§        Large Cap Company
        
§        Legal/Regulatory/Public Policy
        
§        R&D/Innovation/Technology

 

    
§        Risk Oversight
§        Senior/Executive Leadership
§        Strategy Development
§        Talent Management/Compensation






    Dr. Indira V. Samarasekera PhD, PEng   Independent   CGCNC Chair    
 

PHOTO

 

British Columbia, Canada                
Age: 68
Tenure: ~7



Other Current Public Company Boards:
        
§        Bank of Nova Scotia (Human Resources; Corporate Governance) (not standing for re-election at the annual meeting on April 13, 2021)
        
§        TC Energy (Human Resources and Compensation; Governance)
        
§        Stelco Holdings Inc. (Environment, Health and Safety)



Total 2020 Compensation:
$238,000
Equity-at-risk (Record Date):
$3,582,000


 

 

 

 

 

 

 
  

         
​   Dr. Samarasekera brings to the Board a proven record of technical expertise, demonstrated leadership, tangible success in building international relationships and a long-standing commitment to R&D/innovation.

Dr. Samarasekera is a corporate director and Senior Advisor at Bennett Jones, LLP. Dr. Samarasekera served as the President and Vice-Chancellor of the University of Alberta from (2005-2015). She is internationally recognized as a leading metallurgical engineer, including for her work on steel process engineering for which she was appointed an Officer of the Order of Canada. Among other things, Dr. Samarasekera was previously a member of Canada's Science, Technology and Innovation Council as well as Canada's Global Commerce Strategy. She possesses an M.Sc



 
in mechanical engineering (California), as well as a PhD in metallurgical engineering (British Columbia). Dr. Samarasekera has also been elected as a Foreign Associate of the National Academy of Engineering in the U.S. She currently serves on the board of the Canadian Institute for Advanced Research, together with Mr. Young and Mr. Bonham. Dr. Samarasekera is also a committee member of the TMX Group/Institute of Corporate Directors Committee to Chart the Future of Corporate Governance in Canada. During 2020, Dr. Samarasekera, together with Scott Bonham served as a director of the Bank of Nova Scotia, which provides routine banking services to Magna. Magna's fees to the Bank of Nova Scotia in 2020 represented less than 0.01% of the bank's 2020 revenues and are not material to Magna or the bank.

 
​
  

         



    100%   >98%    
    2020 MEETING
ATTENDANCE
  2020 ANNUAL MEETING
VOTING RESULT
   






Significant expertise/experience:
        
§        Governance/Board
        
§        Large Cap Company
        
§        Legal/Regulatory/Public Policy

 

    
§        R&D/Innovation/Technology
§        Senior/Executive Leadership
§        Strategy Development




Business of the Meeting        23


 

    Lisa S. Westlake MBA   Independent   CGCNC    
 

PHOTO

 

Florida, U.S.A.                            
Age: 59
Tenure: ~2



Other Current Public Company Boards:
        
§        None



Total 2020 Compensation:
$215,000
Equity-at-risk (Record Date):
$979,000


 

 

 

 

 

 

 
  

         
​   Ms. Westlake brings to the Board extensive global experience in both human resources and finance, as well as an established reputation for her leadership abilities in organizational transformations, leveraging technology to drive innovation, stakeholder and crisis management, as well as enterprise risk management. Ms. Westlake most recently served as the Chief Human Resources Officer of global information and analytics services firm, IHS Markit Ltd. (2017-2018), prior to which she served in a range of senior human

 
resources and finance roles with Moody's Corporation, including Chief Human Resources Officer (2008-2017), Vice-President, Investor Rela- tions (2006-2008) and Managing Director, Finance (2004-2006). In a career which spans nearly 35 years, Ms. Westlake also had a range of Financial Officer and other senior roles at: American Express Company (1996-2003); The Dun & Bradstreet Corporation (1989-1995); and Lehman Brothers (1984-1987). Ms. Westlake has a B.A. in biochemistry (Dartmouth), as well as an MBA (Columbia).

 
​
  

         



    100%   >99%    
    2020 MEETING
ATTENDANCE
  2020 ANNUAL MEETING
VOTING RESULT
   






Significant expertise/experience:
        
§        Finance/Financial Advisory
        
§        Governance/Board
        
§        High-Growth Markets
        
§        Large Cap Company
        
§        M&A

 

    
§        Risk Oversight
§        Senior/Executive Leadership
§        Strategy Development
§        Talent Management/Compensation






    William L. Young MBA, PEng   Independent   Chairman of the Board    
 

PHOTO

 

Massachusetts, U.S.A.                
Age: 66
Tenure: ~10



Other Current Public Company Boards*:
        
§        Intact Financial Corporation (Compliance Review & Corporate Governance (Chairman); Audit)


        
§        SNC Lavalin (Chairman of the Board)



Total 2020 Compensation:
$450,000
Equity-at-risk (Record Date):
$10,972,000

*  Mr. Young was a director of Pharmetics (2011) Inc., a private company, until he resigned in connection with the sale of Pharmetics in September 2017. Approximately five months after the sale, in February 2018, Pharmetics filed a Notice of Intention to Make a Proposal under the Bankruptcy and Insolvency Act (Canada) and was subsequently declared bankrupt as of March 16, 2018.


 

 

 

 

 

 

 
  

         
​   Mr. Young, the Chairman of the Board (since 2012), brings to the Board an inclusive, consensus-building leadership style, anchored by strong business acumen developed across a broad range of businesses and industries. He has been highly effective in cultivating a constructive but independent relationship with Management, as well as open, candid dialogue with shareholders and shareholder representative organizations. In his former capacity as Chairman of the CGCNC, Mr. Young was instrumental in the evolution of Magna's unique compensation structure in a manner which reasonably preserved its core elements while responsively addressing constructive feedback received from shareholders and others.

Mr. Young is a corporate director with extensive experience in private equity. He co-



 
founded and was a partner of Monitor Clipper Partners, a private equity firm established in 1998. He is also a founding partner of Westbourne Management Group (since 1988). Mr. Young possesses significant operational experience, as well as extensive mergers and acquisitions experience. He currently serves on the board of the Canadian Institute for Advanced Research, together with Dr. Samarasekera and Mr. Bonham, and also acts as Chairman of the CIFAR board. Mr. Young is Chair Emeritus of the Board of Trustees of Queen's University (Kingston, Ontario) (which he chaired from 2006 to 2012) and has significant private company board and board leadership experience over the last 20 years, including a number of European and U.S.-based companies. Mr. Young is a professional engineer (P.Eng. – Ontario) with a B.Sc in chemical engineering (Queen's) and an MBA (Harvard).

 
​
  

         



    100%   >97%    
    2020 MEETING
ATTENDANCE
  2020 ANNUAL MEETING
VOTING RESULT
   






Significant expertise/experience:
        
§        Governance/Board
        
§        Large Cap Company
        
§        M&A

 

    
§        Senior Leadership
§        Strategy Development




 

24       Business of the Meeting


Director Compensation

Objectives of Director Compensation

We have structured the compensation for our Independent Directors with the aim of attracting and retaining skilled independent directors and aligning their interests with the interests of our long-term shareholders. To accomplish these objectives, we believe that such compensation must be competitive with that paid by our S&P/TSX60 peer companies, as well as the global automotive and industrial peers in our executive compensation peer group. Additionally, we believe that a significant portion of such compensation must be deferred until departure from the Board, thus tying the redemption value to the market value of our Common Shares and placing it "at risk" to align the interests of Independent Directors with those of shareholders. Management directors do not receive any compensation for serving as directors.

Compensation Structure

We compensate Independent Directors through a combination of:

The CGCNC has responsibility for reviewing Independent Director compensation and typically reviews it approximately every two to three years.

Business of the Meeting        25


The current schedule of retainers and fees payable to our Independent Directors is set forth below. No changes were made to the fee schedule in 2020.


RETAINER/FEE TYPE

  AMOUNT
($)


Comprehensive Board Chair annual retainer   500,000

Independent Director annual retainer   150,000

Committee member annual retainer     25,000

Additional Committee Chair annual retainer    

  Audit     25,000

  CGCNC     25,000

  Technology Committee     25,000

  Special Committees (unless otherwise determined by the Board)     25,000

Per meeting fee       2,000

Written resolution         400

Additional services (per day)       4,000

Travel days (per day)       4,000

2020 Independent Directors' Compensation

The following table sets forth a summary of the compensation earned by all individuals who served as Independent Directors during the year ended December 31, 2020. In light of COVID-19, each director voluntarily took a 20% reduction in their base retainers for the first half of 2020. Retainers were reinstated to regular levels for the second half of 2020.


    FEES
EARNED(1)
  SHARE-
BASED
AWARDS(2)
                   
   
                   
NAME   ($)   % OF
FEES
  ($)   % OF
FEES
  OPTION-
BASED
AWARDS
($)
  NON-EQUITY
INCENTIVE PLAN
COMPENSATION
($)
  PENSION
VALUE
($)
  ALL
OTHER(3)
($)
  TOTAL
($)

Peter G. Bowie   NIL   –   196,000   100   NIL   NIL   NIL   NIL   196,000

Mary S. Chan   NIL   –   195,000   100   NIL   NIL   NIL   NIL   195,000

Hon. V. Peter Harder   NIL   –   208,000   100   NIL   NIL   NIL   NIL   208,000

Dr. Kurt J. Lauk   168,000   76     54,000     24   NIL   NIL   NIL   NIL   222,000

Robert F. MacLellan   NIL   –   217,000   100   NIL   NIL   NIL   NIL   217,000

Cynthia A. Niekamp   146,000   73     54,000     27   NIL   NIL   NIL   NIL   200,000

William A. Ruh   NIL   –   195,000   100   NIL   NIL   NIL   NIL   195,000

Dr. Indira V. Samarasekera   55,000   23   183,000     77   NIL   NIL   NIL   NIL   238,000

Lisa S. Westlake   NIL   –   215,000   100   NIL   NIL   NIL   NIL   215,000

William L. Young   270,000   60   180,000     40   NIL   NIL   NIL   NIL   450,000

Scott B. Bonham   NIL   –   135,000   100   NIL   NIL   NIL   336,000(3)   471,000

Notes:

1.
Consists of all retainers and fees paid to the director in cash. NIL indicates that 100% of the retainers and fees earned were deferred in the form of DSUs.

2.
Consists of retainers and fees deferred in the form of DSUs pursuant to the DSU Plan (as defined under "Deferred Share Units").

3.
Mr. Bonham provides consulting services to Magna for a fee of $28,000 per month, as described under "Interests of Management and Other Insiders in Certain Transactions".

26       Business of the Meeting


Deferred Share Units

Mandatory Deferral Creates Alignment With Shareholders

We maintain a Non-Employee Director Share-Based Compensation Plan (the "DSU Plan") which governs the retainers and fees that are deferred in the form of DSUs. In addition to the 60% of the annual retainer that is automatically deferred, each Independent Director may annually elect to defer up to 100% (in increments of 10%) of his or her total annual cash compensation from Magna (including Board and Committee retainers, meeting attendance fees, work and travel day payments and written resolution fees). Once the minimum equity maintenance requirement has been met, 40% of the annual retainer is automatically deferred in the form of DSUs, subject to an Independent Director's election to defer a greater proportion. All DSUs are fully vested on the date allocated to an Independent Director under the DSU Plan. Amounts deferred under the DSU Plan cannot be redeemed until an Independent Director's departure from the Board. The mandatory deferral aims to align the interests of Independent Directors with those of shareholders.

DSU Value is "At Risk"

DSUs are notional stock units. The value of a DSU increases or decreases in relation to the NYSE market price of one Magna Common Share and dividend equivalents are credited in the form of additional DSUs at the same times and in the same amounts as dividends that are declared and paid on our Common Shares. Upon an Independent Director's departure from the Board, we will deliver Magna Common Shares equal to the number of whole DSUs credited to the Independent Director in satisfaction of the redemption value of the DSUs.

Outstanding Share-Based Awards

The following table sets forth outstanding share-based awards (DSUs) for all individuals who served as Independent Directors during the year ended December 31, 2020:


    OPTION-BASED AWARDS   SHARE-BASED AWARDS
   
NAME
  NUMBER OF
SECURITIES
UNDERLYING
UNEXERCISED
OPTIONS
(#)
  OPTION
EXERCISE
PRICE
($)
  OPTION
EXPIRATION
DATE
(MM/DD/YY)
  VALUE OF
UNEXERCISED
IN-THE-
MONEY
OPTIONS
($)
  NUMBER
OF
SHARES
OR UNITS
THAT
HAVE
NOT
VESTED
(#)
  MARKET OR
PAYOUT VALUE
OF SHARE-
BASED
AWARDS
THAT HAVE
NOT VESTED
($)
  MARKET OR
PAYOUT VALUE
OF VESTED
SHARE-BASED
AWARDS NOT
PAID OUT OR
DISTRIBUTED(1)
($)

Peter G. Bowie   NIL   NIL   NIL   NIL   NIL   NIL   3,912,000

Mary S. Chan   NIL   NIL   NIL   NIL   NIL   NIL   1,214,000

Hon. V. Peter Harder   NIL   NIL   NIL   NIL   NIL   NIL      350,000

Dr. Kurt J. Lauk   NIL   NIL   NIL   NIL   NIL   NIL   2,435,000

Robert F. MacLellan   NIL   NIL   NIL   NIL   NIL   NIL      934,000

Cynthia A. Niekamp   NIL   NIL   NIL   NIL   NIL   NIL      876,000

William A. Ruh   NIL   NIL   NIL   NIL   NIL   NIL   1,347,000

Dr. Indira V. Samarasekera   NIL   NIL   NIL   NIL   NIL   NIL   2,710,000

Lisa S. Westlake   NIL   NIL   NIL   NIL   NIL   NIL      575,000

William L. Young   NIL   NIL   NIL   NIL   NIL   NIL   8,240,000

Scott B. Bonham(2)   NIL   NIL   NIL   NIL   NIL   NIL   4,556,000

Notes:

1.
Represents the value of Independent Directors' aggregate DSU balance, which includes dividends credited in the form of additional DSUs, based on the closing price of Magna Common Shares on the NYSE on December 31, 2020.

2.
Mr. Bonham is not standing for re-election and will retire from the Board on May 6, 2021.

Business of the Meeting        27


Incentive Plan-Awards – Value Vested During the Year

The values of share-based awards (DSUs) which vested in the year ended December 31, 2020 are set forth below in respect of each of our Independent Directors who served during 2020:


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   280,000   NIL

Mary S. Chan   NIL   219,000   NIL

Hon. V. Peter Harder   NIL   213,000   NIL

Dr. Kurt J. Lauk   NIL   107,000   NIL

Robert F. MacLellan   NIL   235,000   NIL

Cynthia A. Niekamp   NIL     73,000   NIL

William A. Ruh   NIL   222,000   NIL

Dr. Indira V. Samarasekera   NIL   240,000   NIL

Lisa S. Westlake   NIL   225,000   NIL

William L. Young   NIL   360,000   NIL

Scott B. Bonham(2)   NIL   234,000   NIL

Notes:

1.
Represents the aggregate grant date value of retainers and fees deferred in the form of DSUs in 2020 as disclosed in the table under the heading "2020 Independent Directors' Compensation", together with dividends credited in the form of additional DSUs on Independent Directors' aggregate DSU balance (which includes DSUs granted in prior years) as follows:

 
  DIVIDENDS ON
AGGREGATE DSUS
($)

   
  DIVIDENDS ON
AGGREGATE DSUS
($)


Peter G. Bowie     84,000   William A. Ruh       27,000

Mary S. Chan     24,000   Dr. Indira V. Samarasekera     57,000

Hon. V. Peter Harder       5,000   Lisa S. Westlake     10,000

Dr. Kurt J. Lauk     53,000   William L. Young   180,000

Robert F. MacLellan       18,000   Scott B. Bonham     99,000

Cynthia A. Niekamp     19,000
       

2.
Mr. Bonham is not standing for re-election and will retire from the Board on May 6, 2021.

Trading Blackouts and Restriction on Hedging Magna Securities

Trading Blackouts

Directors are subject to the terms of our Insider Trading and Reporting Policy and Code of Conduct & Ethics, both of which restrict directors from trading in Magna securities while they have knowledge of material, non-public information. One way in which we enforce trading restrictions is by imposing trading "blackouts" on directors for specified periods prior to the release of our financial statements and as required in connection with material acquisitions, divestitures or other transactions. The regular quarterly trading blackouts commence at 11:59 p.m. on the last day of each fiscal quarter and end 48 hours after the public release of our quarterly financial statements. Special trading blackouts related to material transactions extend to 48 hours after the public disclosure of the material transaction or other conclusion of the transaction.

Anti-Hedging Restrictions

Directors are not permitted to engage in activities which would enable them to improperly profit from changes in our stock price or reduce their economic exposure to a decrease in our stock price. Prohibited activities include "puts", "collars", equity swaps, hedges, derivative transactions and any transaction aimed at limiting a director's exposure to a loss or risk of loss in the value of the Magna securities which he or she holds.

28       Business of the Meeting


GRAPHIC

 

GRAPHIC

 

Deloitte, an Independent Registered Public Accounting Firm, was first appointed Magna's independent auditors on May 8, 2014 and has audited Magna's consolidated financial statements for the fiscal years ended December 31, 2014 and after. Deloitte reports directly to the Audit Committee, which oversees the firm's work, evaluates its performance and sets its compensation.

The Audit Committee believes that Deloitte provides value to Magna's shareholders through its methodical, independent challenge to Magna's external financial reporting. Deloitte's audit approach is based on an audit risk assessment, which is continuously updated throughout the year. Audit risks identified in the risk assessment are addressed through pin-pointing audit procedures which reflect Deloitte's understanding of Magna-specific factors as well as the general business environment in which Magna operates. The firm's communications to the Audit Committee demonstrate strong audit quality, professional skepticism and innovation in the audit, including through the effective use of data analytics. The Audit Committee is satisfied that Deloitte's integrated audit team consists of audit professionals and specialists who are qualified and experienced to provide audit services in the regions in which Magna operates. The firm has demonstrated a commitment to promoting a learning culture within its own team and sharing the firm's insights, perspectives and best practices with the Audit Committee, the Board, internal audit, as well as management and Magna's finance teams.

Accordingly, the Audit Committee recommends that you vote
FOR reappointment of Deloitte.

Deloitte's Independence

Deloitte is independent with respect to the Company within the applicable rules and regulations adopted by the Securities Exchange Commission (SEC) and the Public Company Accounting Oversight Board (United States) (PCAOB) and within the meaning of the rules of professional conduct of the Chartered Professional Accountants of Ontario. In order to protect Deloitte's independence, the Audit Committee has a process for pre-approving all services provided by, and related fees to be paid to, Deloitte. This process includes quarterly review of any incremental services proposed to be provided by Deloitte, together with associated costs. Audit Committee approval is required for any services that have not previously been pre-approved. In assessing the impact of any proposed services on auditor independence, the Audit Committee considers whether:

■
the services are consistent with applicable auditor independence rules;

Business of the Meeting        29


■
the independent auditors are best positioned to provide the most effective and efficient service, for reasons such as familiarity with Magna's business, people, culture, accounting systems and risk profile; and

■
the services enhance Magna's ability to manage or control risks and improve audit quality.

The Audit Committee has also established a process to pre-approve the future hiring (if any) of current and former partners and employees of Deloitte engaged on Magna's account in the prior three fiscal years. There was one such hiring in 2020, which was pre-approved in accordance with the Audit Committee's pre-approval process.

Services and Fees

Services provided by independent auditors may fall into one of the following categories: audit services, audit-related services, tax services and other permitted services. The nature of the services in each of these categories is detailed below.

None of the services provided by Deloitte in 2020 were treated as exempt from pre-approval pursuant to the de minimis provision of paragraph (c)(7)(i)(C) of Rule 2-01 of Regulation S-X.

Pursuant to this approval process, the Audit Committee approved and Magna was billed the following fees for services provided by Deloitte in respect of 2020 and 2019:

 

GRAPHIC


    2020   2019
   
TYPE OF SERVICES
 
  FEES
($)
  % OF TOTAL
 
  FEES
($)
  % OF TOTAL
 

Audit(1)     9,032,000   56     8,809,000     59

Audit-related(2)     5,332,000   33     5,386,000     36

Tax(3)       911,000     6       744,000       5

Other Permitted(4)       738,000     5         60,000     <1

Total   16,013,000   100   14,999,000   100

Notes:

1.
Services performed in order to comply with the standards of the Public Company Accounting Oversight Board (United States) ("PCAOB"), including integrated audit of the consolidated financial statements and quarterly reviews. In some cases, these may include an appropriate allocation of fees for tax services or accounting consultations, to the extent such services were necessary to comply with the standards of the PCAOB. This category includes the audit of our internal control over financial reporting for purposes of Section 404 of the Sarbanes-Oxley Act of 2002.

2.
Assurance and related services, including such things as due diligence relating to mergers and acquisitions, accounting consultations and audits in connection with acquisitions, services related to statutory audits of certain foreign subsidiaries, attest services that are not required by statute or regulation and consultation concerning financial accounting and reporting standards. Audit-related services actually provided by Deloitte in respect of 2020 consisted of: services related to statutory audits of certain foreign subsidiaries, assurance service and procedures related to attest engagements not required by statute or regulation, as well as other assurance services.

3.
Tax compliance, planning and advisory services, excluding any such services required in order to comply with the standards of the PCAOB which are included under "Audit Services". The tax services actually provided by Deloitte in respect of 2020 consisted of: domestic and international tax advisory, compliance and research services, as well as transfer pricing advisory services.

4.
All permitted services not falling under any of the previous categories.

Unless otherwise instructed, the persons designated in the form of proxy or Voting Instruction Form intend to vote FOR the resolution reappointing Deloitte.

Representatives of Deloitte are expected to participate at the Meeting, will have the opportunity to make a statement if they so desire and are expected to be available to respond to appropriate questions from shareholders.

30       Business of the Meeting


GRAPHIC

 
GRAPHIC   At the Meeting, shareholders will again have the opportunity to cast an advisory, non-binding vote on Magna's approach to executive compensation – this is often referred to as "Say on Pay". We most recently held a Say on Pay vote at our May 7, 2020 annual meeting of shareholders, which was supported by a strong majority (86%) of the votes cast on the resolution. Although Say on Pay votes are non-binding, the CGCNC will consider the results when assessing future compensation decisions.
 

The text of the resolution reads as follows:

Our approach to executive compensation is set out in detail in the Compensation and Performance Report and the CD&A in this Circular. Included in these sections is a detailed discussion and benchmarking results demonstrating the relationship between executive compensation and corporate performance over a three-year period. We encourage you to carefully read these sections of this Circular.

 

The Board recommends that you vote FOR our Say on Pay resolution

 

Unless otherwise instructed, the Magna officers whose names have been pre-printed on the form of proxy or Voting Instruction Form intend to vote FOR the Say on Pay resolution.

Business of the Meeting        31


Compensation and Performance Report

March 25, 2021

Dear Fellow Shareholders,

We are pleased to share with you our approach to executive compensation at Magna, including the basis for our compensation decisions applicable to Magna's Chief Executive Officer, other Named Executive Officers and the remaining members of the company's Executive Management. Our report is longer than usual this year, to enable us to explain our approach to addressing the impact of COVID-19 on executive compensation, as well as compensation-setting for Seetarama S. Kotagiri, who became Magna's new Chief Executive Officer on January 1, 2021.

We believe that executive compensation is one of the most important tools to drive desired management behaviours within the context of any company's culture, business and industry. Magna operates a lean manufacturing business in a highly competitive and rapidly evolving industry. Accordingly, the company's executive compensation system has been structured to promote operational efficiency and effectiveness over the short-term, through a highly variable annual incentive focused on profitable growth. At the same time, Magna's system of executive compensation includes a package of balanced incentives incorporating multiple metrics aimed at creating long-term value and aligning the interests of executives and shareholders. Overall, Magna's system aims to support Magna's objectives in attracting, motivating and retaining world-class leaders, through the opportunity of earning superior compensation for achieving superior performance.


The CGCNC 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 CGCNC's independent advisors, the CGCNC makes recommendations to the Board to assist it in fulfilling its responsibilities related to executive compensation matters.

Executive compensation systems must promote responsible decision-making by management and incorporate the baseline compensation governance practices expected by shareholders to create fair compensation outcomes that appropriately balance risk and reward. With the maturing of Magna's corporate governance practices over the last 10+ years, the CGCNC has evolved (and continues to evolve) the company's executive compensation system to reflect elements and features expected from what we believe is one of North America's corporate governance leaders. We believe that changes adopted beginning with the 2021 compensation year serve to align Magna's executive compensation system with best practices; these changes are discussed under "Leadership Changes and 2021 Target Compensation Setting" in this CGCNC Compensation and Performance Report.

Magna's Performance in the Face of COVID-19

As you will have read in Magna's 2020 Annual Report, 2020 was truly a year of two distinct halves. In the first half of 2020, COVID-19 significantly impacted the company's operations and results. Vehicle production volumes by Magna's customers, which are the primary driver of the company's results, declined significantly. In particular, the decrease in production volumes in the second quarter was greater than the year-over-year declines seen during the 2008-2009 recession. The overall result was a $6.7 billion deterioration in Magna's Sales, resulting in the company's first quarterly operating loss since 2009.

32       Business of the Meeting


On the positive side, the primary focus of Executive Management in 2020 was squarely where it needed to be in the context of COVID – the physical, mental, as well as economic health and well-being of Magna's employees. Early in the pandemic, Magna implemented COVID-19 protocols, assessment tools and guidance documents, which evolved into the company's Smart Start Playbook, a guide to support the company in managing health risks to employees. Smart Start was developed by Magna's medical and health and safety staff based on recommendations, guidelines and best practices from the U.S. Centers for Disease Control and Prevention, as well as the World Health Organization. Company staff worked in coordination with public health authorities, as well as the medical directors of OEM customers to promote a compliant, industry-wide approach to managing employee health risks. In addition, Magna implemented workplace modifications and distributed personal protective equipment ("PPE") to minimize the risk of workplace spread of COVID-19, spending approximately $50 million on such items.

Although the suspension of production in different regions in the first half of 2020 necessitated temporary layoffs, Magna management took a number of actions to minimize the impact on the economic well-being of employees, including: making top-up payments; continuing employee benefits while on temporary layoff or furlough; and engaging government support programs for employees. Government support programs were engaged in a number of countries, including Canada, the United States, the United Kingdom, Germany and Austria. Generally, these programs enabled employees to remain on payroll and maximize income and/or benefits while inactive or furloughed due to mandatory stay at home orders. By Magna engaging such programs, employees were spared the administrative burden of applying for, and potential lags in receiving, government support. The company's employees were the ultimate beneficiaries of $250 million of the $320 million in government support received by Magna globally. (Through the actions discussed below, the CGCNC ensured that Executive Management did not receive any compensation benefit on the difference, net of the $50 million spent on workplace modifications and PPE.)

Management shared with the CGCNC an analysis demonstrating the impact of COVID-19 on a typical Magna employee compensated at the average level in each of Canada, the United States, Mexico, Austria and Germany. Based on the actions taken by management, as well as the impact of government support programs, a typical Magna employee compensated at the average would have experienced a COVID-19-related compensation impact which ranged from -7% to +2% depending on country of employment, determined by comparing 2020 compensation against 2019. The weighted average impact, taking into account the number of employees in each of the five countries, was -1%. While any deterioration in compensation of the company's workforce is of concern to us, the relatively modest impact indicated by these figures demonstrated to us that the company's overall approach was reasonable in the circumstances.

The second half of 2020 was an altogether different story. The resumption of economic activity in the third and fourth quarters of the year, combined with cost containment, cash preservation and other actions, resulted in strong third quarter and record fourth quarter performance. Selected 2020 financial metrics (all USD, millions) follow below, shown on the basis of first and second halves of the year, as well as full-year:



 


 

H1 2020


 

H2 2020


 

FULL YEAR


Sales   12,950   19,697   32,647

Income (loss) from operations before income taxes   (403 ) 1,409   1,006

Cash provided from (used for) operating activities   (593 ) 3,871   3,278

Business of the Meeting        33


Magna maintained its dividend throughout 2020, increasing the fourth quarter dividend by 8% based on the strength of the company's second half and fourth quarter results, as well as optimism for 2021. The strong industry and company recovery in the second half of 2020 was also a major factor in Magna's strong TSR performance, both in absolute terms and relative to companies in Magna's rTSR peer group.



 


 

2020


Absolute TSR   28.95%

rTSR (rank of 15 peers in rTSR Peer Group)   4

rTSR (percentile rank compared to rTSR Peer Group)   P79

The dividend actions, together with absolute TSR and rTSR performance in 2020, leave us satisfied that the "shareholder experience" in 2020, when assessed on a full-year basis, was strongly positive in spite of the economic impact of COVID-19. We also note that Magna's employees, who collectively constitute one of the company's largest shareholding blocks through the Magna Employee Deferred Profit Sharing Plans (Canada, the United States and Europe), benefit proportionately from both the dividend actions and TSR performance discussed above.

A full discussion of Magna's 2020 financial performance can be found in the Management's Discussion and Analysis of Results of Operations and Financial Position for the year ended December 31, 2020.

Executive Compensation Decisions in Response to COVID-19

In the second half of 2020, the CGCNC monitored the developing impact of COVID-19 on Magna's compensation programs to assess the extent to which the underlying objectives of the company's system of executive compensation continued to be achieved. We truly believe that few, if any, compensation systems can fully account for a true "black swan" event such as COVID-19. Accordingly, as we monitored the effects of the pandemic on compensation, we assessed the manner in which Executive Management addressed compensation first and foremost for employees, but also for members of management at all levels below the executive level. What we observed was a fair, compassionate and empathetic approach to compensation for the company's broad workforce, as well as a fair, balanced and reasonable approach to managers below the executive level. As we then considered whether, and if so how, to address the significant impact of COVID-19 on executive compensation, we were satisfied that any potential actions would not provide exceptional treatment for members of Executive Management.

No discretionary actions were made by us with respect to 2020 executive compensation during the year—neither to targets, nor to any element of compensation. Instead, in the first quarter of 2021, the CGCNC, our independent advisors and certain representatives of Executive Management performed a detailed review of the impact of COVID-19 on executive compensation. This review included consideration of: operational and financial results for the full year, including implied STI outcomes for 2020; ROIC performance, including implied performance levels of previously granted ROIC PSUs; rTSR performance, including implied performance levels of previously granted rTSR PSUs; and absolute TSR and implied in-the-money values of previously granted stock options. This review provided us with a good view as to realized/realizable 2020 compensation for each member of Executive Management relative to previously-set targets. In addition to company-specific information, our review included guidance issued to date by proxy advisors regarding responsible approaches to addressing the impact of COVID-19 on executive compensation. In reviewing all of the above, we approached our own decision-making with an eye to achieving fair compensation outcomes in light of the overall context of a true "black swan" event, as well as the various ways in which Executive Management addressed its impacts on stakeholders, including employees and shareholders.

34       Business of the Meeting


Overall, the magnitude of the impact of COVID-19 on executive compensation stood in stark contrast with the scale of management effort involved throughout the year (including during mandatory stay at home periods) in maintaining organizational agility to safely, efficiently and profitably resume production. Additionally, we took note of the disproportionate reduction in executive compensation, as compared to compensation for Magna's broad workforce and other leaders, and remained mindful of the need to maintain management focus and motivation for the expected post-COVID recovery. We ultimately recommended, and the Board unanimously approved, certain adjustments to the bonus base used to determine annual profit sharing bonuses, as follows:


BONUS BASE
IMPACT
+/-

  NATURE AND AMOUNT OF ADJUSTMENT TO BONUS BASE


+   Added-back to the bonus base $570 million in restructuring and impairment charges recorded in 2020 substantially as a result of the impact of COVID-19.

-   Deducted from the bonus base approximately $20 million, representing the difference between:
    ■      amounts received through government grant programs in excess of flow-throughs to employees for inactive labour and benefits during temporary layoff and furlough periods; and
    ■      the approximately $50 million incurred in the form of workplace modifications, PPE, Smart Start and similar expenses aimed at protecting employee health.

These discretionary adjustments impacted the STIs of Magna's 2020 NEOs in the following manner:


 
  DISCRETIONARY
ADJUSTMENT
($)

  TOTAL
ADJUSTED STI
($)

  2020
TARGET STI
($)

  ADJUSTED STI VS.
TARGET STI


Donald J. Walker   1,414,000   4,126,000   7,575,000   -46%

Seetarama S. Kotagiri      532,000   1,552,000   2,600,000   -40%

Vincent J. Galifi      601,000   1,753,000   3,228,000   -46%

Tommy J. Skudutis      601,000   1,753,000   3,228,000   -46%

Günther F. Apfalter       93,000   1,267,000   1,741,000   -27%

Overall, we are satisfied that the approach adopted is appropriate in light of the company's effective, empathetic, employee- and shareholder-focused response to COVID-19 and the following additional considerations:

Business of the Meeting        35


Total 2020 CEO Compensation

Compensation for Magna's CEO during 2020, Donald Walker, consisted of a significantly below-market base salary, the profit-driven STI discussed above, as well as LTIs tied to value-creation on both an absolute basis and relative to industry peers. Mr. Walker's base salary and target STI represented 40% of his target total direct compensation (TDC) $19.830 million, with target LTI values representing 60% of such target amount. Mr. Walker's TDC was set by the Board in 2017 and was held at that level through the end of 2020, when he retired. Mr. Walker did not receive any severance or retirement compensation, nor any non-contractual amount in relation to his retirement.


 
  TARGET TDC
($)

  2020 TDC
($)

  2020 TDC VS
TARGET TDC


Base Salary       325,000       325,000    

   
STI     7,600,000     4,126,000    

   
LTIs (at target)            
  ROIC PSUs     4,760,000     4,760,000   -17.5%
  rTSR PSUs     2,380,000     2,380,000    
  Stock Options     4,760,000     4,760,000    

   
Total   19,830,000   16,351,000    

The CGCNC engaged its independent compensation advisor, Hugessen, to perform a "realized/realizable" compensation analysis of Mr. Walker's compensation over the last three years in order to help the CGCNC in assessing compensation outcomes. Realized/realizable compensation provides an indication of how the different elements of compensation are actually performing as of a point in time. Such an analysis for Mr. Walker's realized/realizable compensation as of December 31, 2020, takes into account his base salary and actual STI for each year show, together with:


 
  YEAR
  ACTUAL TDC(1)
($)

  REALIZED/REALIZABLE
VALUE AS OF 12/31/20
($)

  REALIZED/REALIZABLE
VS. ACTUAL TDC
(%)

  CUMULATIVE
TSR(2)
(%)

  ROIC(3)
(%)


    2020   16,351,000   24,652,000   151   33   6.4
   
Donald J. Walker   2019   18,020,000   22,818,000   127   66   12.0
   
    2018   20,203,000   24,872,000   125   36   14.5

Note:

1.
Actual TDC includes base salary, STI and the grant date value of LTI compensation awarded during the year, as reported in the Summary Compensation Table for each year.
2.
Represents the cumulative total shareholder return, assuming dividends, for the period from January 1 of the respective year to December 31, 2020.
3.
Represents ROIC for purposes of the ROIC PSUs, as defined in Section C of the CD&A.

We believe that the outcomes in the table above demonstrate an appropriate relationship between pay and performance over time that is linked to the experience of the shareholder. In particular, the analysis demonstrates that realized/realizable pay for a given year provides reasonable upside potential and downside exposure based on shareholder value creation as measured by TSR, ROIC and rTSR.

36       Business of the Meeting



Pay for Performance

The Say on Pay vote at the Meeting represents your opportunity to express to us your view as to whether the company's approach to executive compensation generates outcomes that are justified by Magna's performance. There is no single way of assessing the relationship between pay and performance, nor any one metric on its own which can convey a complete picture as to such relationship. However, in light of the following considerations, we are satisfied that compensation outcomes are justified by performance:

To assist you in reaching your own conclusions regarding the linkage between executive compensation and performance, we have included the pay for performance graph below. This graph depicts the alignment between CEO compensation and rTSR performance against the companies in Magna's executive compensation peer group, which is used to set compensation. The executive compensation peer group reflects companies which are close to Magna in size and scale across multiple metrics, but contains companies from different industries which have different business cycles, growth drivers, geographic markets and other factors. We have also considered pay for performance alignment in relation to Magna's rTSR peer group used in assessing performance and payouts of the company's rTSR PSUs. The peers in the rTSR peer group reflect companies which reflect industry competitors for investment capital and talent, but differ in size, scale and other respects. Both the graph below, as well as a similar analysis using the rTSR peer group, demonstrate strong alignment between pay and performance over a three-year period.

GRAPHIC

Business of the Meeting        37


Perfect alignment between pay and performance is represented by the diagonal solid line from bottom left to top right in the graph above, while the space between the diagonal and dashed lines represents a zone of general alignment. The depiction of alignment in the above graph is intended to assist you in your assessment as to pay for performance alignment, but we encourage you to consider the information conveyed by the graph in the context of all of the information in this report, prior to casting your vote on the Say on Pay resolution.

Leadership Changes and 2021 Target Compensation Setting

Magna experienced a number of planned executive leadership retirements and changes in 2020/2021, with seamless transitions to date in each case:



EXECUTIVE ROLE


 

RETIRING LEADER


 

NEW APPOINTMENT


 

EFFECTIVE DATE


Chief Executive Officer   Donald J. Walker   Seetarama S. Kotagiri   January 1, 2021

President   –   Seetarama S. Kotagiri   January 1, 2020

Chief Marketing Officer   James J. Tobin   Eric J. Wilds   January 1, 2020

Chief Legal Officer   Riccardo C. Trecroce   Bruce R. Cluney   July 1, 2020

President, Magna Asia   James J. Tobin   Günther F. Apfalter   July 1, 2020

Executive Vice-President, Corporate R&D   –   Sherif S. Marakby   July 6, 2020

Executive Vice-President, Corporate Projects & Strategy Development   Francis J. Seguin   –   September 30, 2020

The most significant of the above retirements involved that of Magna's long-time Chief Executive Officer, Donald J. Walker. In connection with this planned leadership transition, the Board promoted Seetarama S. Kotagiri from Chief Technology Officer to President in January 2020. In October 2020, the Board announced Mr. Kotagiri's pending appointment as Chief Executive Officer effective January 1, 2021.

Working with its independent compensation advisor, the CGCNC set Mr. Kotagiri's target compensation at $6.5 million for 2020 (up from $4.3 million in 2019), recognizing the increased responsibility and workload involved in the company's second-most senior role. As the timing of Mr. Walker's retirement crystallized part-way through 2020, the CGCNC worked closely with William Young, Chairman of the Board, and our independent compensation advisor to determine an appropriate level of 2021 target compensation for Mr. Kotagiri. We also had opportunity to further review Mr. Kotagiri's 2020 target compensation in relation to the magnitude of work involved in the transition to leadership of a company of Magna's global scale. Based on such review, we recommended, and the Board unanimously approved, restricted stock units with a grant value of $2.0 million, effectively increasing Mr. Kotagiri's target 2020 compensation to a total of $8.5 million.

Our efforts in setting Mr. Kotagiri's 2021 target compensation were guided by the fundamental principle that target compensation should be roughly at the median of Magna's executive compensation peer group. In fact, we established Mr. Kotagiri's target compensation below the executive compensation peer group median, with the intent to increase that target based on demonstrated achievements in the role.


"The CGCNC made a commitment to shareholders beginning in 2017 that successor NEO compensation would migrate to the median, and we have fully honoured that commitment in setting Mr. Kotagiri's 2021 target compensation."

Dr. Indira Samarasekera
CGCNC Chair

 
 


PEER GROUP MEDIAN TARGET


 

2021 S. KOTAGIRI TARGET COMPENSATION


~$15.5 million   $12.0 million

38       Business of the Meeting


In addition to setting Mr. Kotagiri's 2021 target, the CGCNC also implemented a number of corporate governance enhancements to compensation terms, including:

Lastly, Mr. Kotagiri`s equity maintenance requirement was increased to $8.0 million, subject to a five-year period in which to increase from his previous $3.2 million requirement.

When Mr. Kotagiri's 2021 profit sharing percentage was approved in February 2021, the CGCNC simultaneously reset profit sharing percentages for the company's other NEOs and other members of Executive Management. Such percentages are not typically adjusted on an annual basis, but were reset for the entire Executive Management team in order to:

Importantly, the CGCNC's approval of revised profit sharing percentages, as well as the discretionary adjustments to the 2020 bonus base (as discussed earlier in this CGCNC Compensation and Performance Report), was conditioned on the enhancements to compensation terms referenced above being implemented for all members of Executive Management for 2021.

In Closing

2020 was clearly a busy and challenging year for the CGCNC in terms of our oversight of executive compensation – both because of the impact of COVID-19, as well as the significant number of planned executive transitions. Overall, we are satisfied with the compensation outcomes achieved and we are satisfied that we have fulfilled the commitment we made to shareholders to migrate executive compensation toward the median of Magna's executive compensation peer group. Moreover, the enhancements to compensation terms introduced for all members of Executive Management further demonstrate our responsive and responsible approach to compensation governance.

At the same time, we know our work is ongoing. Magna's business is evolving along with changes in the automotive industry and the future of mobility – particularly, through the accelerating importance of powertrain electrification, software/electronics, vehicle autonomy and new mobility concepts. Magna's profile in each of these areas requires significant investment in R&D and may, in some cases, involve M&A activity to position the company for sustained long-term growth. Through 2021 and beyond, we intend to further assess the extent to which Magna's executive compensation system aligns management behaviours with the company's strategic priorities and promotes the company's ability to address the accelerating changes within the industry. To the extent needed, we are ready to continue evolving the system to help position the company for continued success.

Business of the Meeting        39


At Magna's May 6, 2021 annual meeting, you will have the opportunity to express your views on Magna's approach to executive compensation through the advisory Say on Pay vote. In casting your vote, we trust that you will carefully consider the perspectives we have shared in this report, and we look forward to your support on Magna's Say on Pay resolution.

PHOTO
Dr. Indira V. Samarasekera
(Committee Chair)
  PHOTO
Hon. V. Peter Harder
  GRAPHIC
Lisa S. Westlake

40       Business of the Meeting


Compensation Discussion & Analysis

Key Terms Used in This Section

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 CGCNC's independent legal advisors, Fasken Martineau DuMoulin LLP

Hugessen:

 

the CGCNC's independent compensation advisor, Hugessen Consulting

LTIs:

 

long-term incentives in the form of PSUs, RSUs 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 profit sharing bonus

TSR:

 

Total Shareholder Return

Section Summary

This CD&A is divided into the following sections:


SECTION
  DESCRIPTION
  PAGE

A   Discusses the role of compensation in our corporate culture and the objectives of our executive compensation program and other matters   42

 

 

 

 

 

B   Addresses the Board's responsibility for executive compensation, as well as the scope of the CGCNC's role and discusses the CGCNC's process for making compensation decisions   44

 

 

 

 

 

C   Provides an overview and detailed description of the elements of our executive compensation program   48

 

 

 

 

 

D   Describes our compensation risk mitigation practices   59

 

 

 

 

 

The Summary Compensation Table follows on page 60.

Business of the Meeting        41


A. Compensation Philosophy & Objectives

Corporate Culture and Compensation

Our unique, entrepreneurial corporate culture seeks to balance the interests of key stakeholders, such as shareholders, employees and management, including by establishing a framework for each such type of stakeholder to share in our profitability. We believe that our corporate culture has been a critical factor in our past growth and success and expect it will continue to be a critical factor in our ability to create long-term shareholder value. In particular, the employee and management profit sharing elements of our culture have proven to be essential to our ability to attract and retain our skilled, entrepreneurial employees and managers, as well as to create effective incentives for them to achieve strong performance in a cyclical and highly competitive industry.

Approach to Employee Compensation

Magna is committed to an operating philosophy based on fairness and concern for people. This philosophy is part of our "Fair Enterprise" culture in which employees and management share the responsibility to help ensure our success. Our Employee's Charter sets out this philosophy through the following fundamental principles:

Our commitments to employees in respect of each of the above principles is described in more detail in our Annual Information Form / Annual Report on Form 40-F filed concurrently with this Circular.

Two of the above principles in the Employee's Charter directly address employee compensation:

Employees who participate in the Employee Equity and Profit Participation Plan typically receive the equity portion of their profit share in the form of deferred compensation, which is intended to promote employees' efforts to save money for their retirement years. In connection with its oversight responsibilities related to talent management and employee pension plans, the CGCNC receives annual reports relating to aggregate annual profit sharing through the Employee Equity and Profit Participation Plan. Among other things, this enables the CGCNC to consider

42       Business of the Meeting


aggregate management profit sharing for Executive Management in relation to aggregate profit sharing for employee participation in the Employee Equity and Profit Participation Plan.

Executive Compensation Philosophy

Magna's strategy is to create long-term value for shareholders through continued growth and success as a leading global mobility technology company. We operate a complex business in a highly competitive, cyclical, lean manufacturing industry in which disciplined cost management, manufacturing excellence, effective program management, as well as constant innovation are critical to short-term profitability. At the same time, the automotive industry is undergoing significant change, including through the accelerating importance of powertrain electrification, software/electronics, vehicle autonomy and new mobility concepts. Realizing value from these opportunities will, among other things, require careful capital allocation decisions, disciplined acquisition choices, methodical equity investments in strategic partners and investments in innovation/R&D, which may not generate immediate returns.

Magna's compensation framework has been structured to promote effective short- and long-term decision-making in the above context through balanced incentives aimed at profitable growth in a lean manufacturing business, as well as long-term value creation in a rapidly evolving industry. Some of the ways we seek to achieve these objectives include:


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
■      Capped PSU payouts help mitigate risk by promoting responsible decision-making and discouraging excessive risk-taking
■      Stock options incent absolute TSR growth

No pensions / retirement benefits   ■      Reinforces an owner's mindset and incents long-term growth in equity value as a pension-alternative

Significant 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

Additionally, all compensation systems must be successful in attracting, motivating and retaining world-class managers. We seek to provide executives with competitive compensation packages, including the opportunity to achieve superior compensation for superior performance. The next section of this CD&A describes the process through which compensation decisions are made, including compensation benchmarking practices we use to help structure competitive compensation packages.

As discussed earlier, the profit sharing elements of our executive compensation program were developed within the context of an entrepreneurial culture which, by definition, requires some degree of risk-taking in order to achieve growth. Recognizing that the consequences of excessive risk-taking may be felt most acutely by shareholders, our executive compensation program seeks to encourage and reward responsible business decision-making and reasonable risk-taking. We seek to achieve this through a variety of methods, which are discussed in Section D of this CD&A.

Business of the Meeting        43


B. Compensation Decision-Making: Responsibility and Process

Role of Our Board

Our Board oversees our system of executive compensation including by satisfying itself that our system is effective in attracting, retaining and motivating skilled executives who can achieve our strategic objectives. The Board also annually assesses the company's performance and that of the Chief Executive Officer in relation to pre-defined objectives approved by the Board.

Role of the CGCNC

The Board has delegated to the CGCNC responsibility for annually reviewing, considering and making recommendations related to executive compensation matters generally. More specifically, the CGCNC has been delegated responsibility for making recommendations with respect to the application of our executive compensation program to members of Executive Management, including the NEOs discussed in this CD&A.

While some NEOs, such as our Chief Executive Officer and Chief Financial Officer, are usually invited to participate in CGCNC meetings, final compensation decisions affecting NEOs are typically made by the CGCNC without any NEOs present in order to ensure the independence of the decision-making process.

Role of Our Chief Executive Officer

The CGCNC looks to the Chief Executive Officer to assess the performance of and make recommendations regarding the compensation levels of his direct reports. Such performance assessments are considered by the CGCNC in the context of LTI awards to members of the executive team, as well as proposed compensation changes for such executives. The CGCNC also looks to the Chief Executive Officer to put forward his general recommendation regarding LTI awards to all other proposed recipients.

CGCNC Selects and Retains Its Own Independent Advisors

In reviewing, considering and making recommendations on executive compensation matters, the CGCNC considers the advice of its independent advisors, Hugessen and Fasken, both of which have been selected and retained directly by the CGCNC. The CGCNC typically meets in camera with its independent advisors as part of each of the CGCNC's meetings attended by them.

Role of the Independent Compensation Advisor

Hugessen has acted as the CGCNC's compensation advisor since December 2012. Hugessen only provides board-side advice, had no relationship with Magna or its Board prior to December 2012 and does not provide any services to Magna other than the advisory services provided to the CGCNC. One or more representatives of Hugessen are invited to attend CGCNC meetings at which executive compensation matters are discussed. Hugessen reports directly to and seeks its instructions directly from the CGCNC and communicates as needed with the CGCNC Chair between meetings.

The scope of Hugessen's services generally includes advice related to executive and director compensation program structure and design, benchmarking data and observations, as well as pay for performance analytics. In addition, Hugessen provides the CGCNC with contextual information relating to compensation best practices and emerging trends. The services provided by Hugessen to the CGCNC in 2020 included:

44       Business of the Meeting


Hugessen's advice was only one of a number of factors (discussed below) which were reviewed and considered by the CGCNC in making its executive compensation recommendations to the Board.

The fees billed by Hugessen for the services it provided to the CGCNC in 2020 and 2019 were:

 

DESCRIPTION OF SERVICES                   2020                   2019
   
    (C$)   (%)   (C$)   (%)

Executive compensation services provided to CGCNC   307,000   100   158,000   100

All other services for Magna   NIL   NIL   NIL   NIL

  Total   307,000       158,000    

CGCNC Considers a Wide Range of Factors in its Executive Compensation Decisions

In connection with executive compensation decisions, the CGCNC will normally consider a wide range of factors, including:

In making recommendations to the Independent Directors, the CGCNC does not rely solely on any one of the above or other factors.

CGCNC Discretion

The CGCNC maintains authority over target total direct compensation levels, as well as the form of STIs and LTIs and the performance goals/targets applied to LTI compensation. Situations requiring application of CGCNC discretion may arise from time to time with respect to the calculation of the bonus base for profit sharing, the ROIC PSUs or rTSR PSUs. Additionally, the CGCNC and Executive Management have a common understanding that, as part of the Board's review of the terms of any proposed material acquisition or disposition, the CGCNC will work with Executive Management to identify potential changes to executives' current employment contract terms, including profit sharing percentages, to ensure that executive compensation arrangements remain appropriate following such transactions.

Business of the Meeting        45



Target Compensation Setting

Under Magna's executive compensation framework, the CGCNC determines target total direct compensation for the Chief Executive Officer, who proposes to the CGCNC target total direct compensation levels for his direct reports. The CGCNC assesses proposed target total direct compensation levels in the context of the various factors described above and approves the target. It determines the target amounts to be granted in the form of long-term equity, based on a 60%/40% equity/cash split for the Chief Executive Officer and a 55%/45% split for the Chief Financial and Chief Operating Officer. The equity/cash split for other members of Executive Management varies from 50%/50% to 40%/60% depending on the role.

The CGCNC maintained target 2020 total direct compensation for the company's Chief Executive Officer, Chief Financial Officer and Chief Operating Officer unchanged from their respective 2019 levels, while target compensation for Magna`s President during 2020 was set as described in the "CGCNC Compensation and Performance Report`` earlier in the Circular. The 2020 target compensation for Magna`s President of Magna Europe and Magna Asia was increased during the year in connection with his assumption of responsibility for Magna Asia. Accordingly, 2020 targets for the NEOs were as follows:


Name

  TARGET TOTAL DIRECT
COMPENSATION
($)


Donald J. Walker   19,830,000

Seetarama S. Kotagiri     8,500,000

Vincent J. Galifi     7,953,000

Tommy J. Skudutis     7,953,000

Günther F. Apfalter     3,561,000

Executive Compensation Peer Group

In setting target total compensation levels for members of Executive Management, the CGCNC considers benchmarking data from Magna's executive compensation peer group. Such data provides the CGCNC with a basis for determining Magna's pay for performance, including through "back-testing" of realizable pay. It also serves as a market reference point in setting compensation within a reasonable competitive range.

Magna's executive compensation peer group currently consists of 17 companies from a broad comparator universe composed primarily of North American public companies which are direct industry peers or capital goods comparables. The broad universe of comparator companies was identified and screened by Hugessen using a three-tiered approach, with broader screening criteria for companies in the automotive industry and narrower criteria for companies in other industries, as follows:

 
Automotive:   1/5x to 5x Magna's Total Revenue and Total Enterprise Value ("TEV")

Close Capital Goods:

 

1/3x to 3x Magna's Total Revenue and TEV

Other Capital Goods:

 

1/2x to 1.5x Magna's Total Revenue and TEV

46       Business of the Meeting


The executive compensation peer group remains substantially unchanged, except for the removal of Delphi Holdings in 2020 as a result of its acquisition by BorgWarner, and currently consists of the following companies:

 

EXECUTIVE COMPENSATION PEER GROUP

Adient plc   Ingersoll-Rand PLC

BorgWarner Inc.   Johnson Controls Inc.

Caterpillar Inc.   Lear Corp.

Cummins Inc.   PACCAR Inc.

Deere & Company   Parker-Hannifin Corp.

Eaton Corp.   Raytheon Technologies Corporation

Emerson Electric Co.   Stanley Black & Decker, Inc.

Honeywell International Inc.   The Goodyear Tire & Rubber Company

Illinois Tool Works Inc.    

rTSR Peer Group

The CGCNC also uses a peer group against which performance is assessed for purposes of the rTSR PSUs. The rTSR peer group consists of 11 automotive suppliers selected from a comparator universe of publicly traded North American companies in the automotive industry. The selected peers are considered to be Magna's most direct competitors for business and investor capital, based on such factors as coverage by equity research analysts, as well as inclusion in industry indices and in the peer groups of peer companies. The rTSR peer group also contains the following, each of which counts as the equivalent of a single company within the peer group:

The peer group remains substantially unchanged, except for the removal of Delphi Holdings in 2020 as a result of its acquisition by BorgWarner, and the removal of Fiat Chrysler early in 2021 as a result of its merger with PSA to form Stellantis N.V. The rTSR peer group currently consists of the following companies:

 

rTSR PEER GROUP

Adient plc   Lear Corp.

American Axle Manufacturing & Holdings Inc.   Linamar Corp.

Autoliv, Inc.   Martinrea International Inc.

BorgWarner Inc.   Tenneco Inc.

Dana Incorporated   Visteon Corp.

Gentex Corp.    

Ford / General Motors (Composite Peer)   Continental / Faurecia / Valeo (Composite Peer)

S&P 500 Index

Business of the Meeting        47


C. Elements of Magna's 2020 Executive Compensation Program

 
2020 NEOs   Magna's Named Executive Officers in 2020 were:

 

 

■     Donald J. Walker

 

Chief Executive Officer
    ■     Seetarama S. Kotagiri   President and President, Power & Vision
    ■     Vincent J. Galifi   Chief Financial Officer
    ■     Tommy J. Skudutis   Chief Operating Officer
    ■     Günther F. Apfalter   President, Magna Europe and Asia
 

 

 

 

Employment Contracts

 

Each NEO is subject to an employment agreement which specifies various key terms, including:

 

 

■     target total compensation, as well as base salary, STI percentage and target LTI values;
    ■     standard benefits to be provided;
    ■     terms on which compensation can be clawed-back;
    ■     the securities maintenance amount applicable to the executive; and
    ■     the terms which apply in different termination scenarios.

Overview

 

Our 2020 compensation program for the NEOs consisted of the following elements:

GRAPHIC

1.
Base Salaries:

 

We maintain base salaries for NEOs which 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 2020, our North American-based NEOs received identical base salaries of $325,000; our sole European-based NEO received a base salary of EUR 200,000.
 

NAME

  BASE SALARY
($)


Donald J. Walker   325,000

Seetarama S. Kotagiri   325,000

Vincent J. Galifi   325,000

Tommy J. Skudutis   325,000

Günther F. Apfalter   245,000(1)


Note:

1.   Converted from Euros at the ECB Reference Rate on December 31, 2020.

48       Business of the Meeting


 

 

 

 

2.
Short-Term Incentive

 

The STI for each NEO is an annual profit sharing bonus, which ordinarily is completely "at-risk". However, effective January 1, 2021, the STI for each NEO is 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.

 

 

Ordinarily, the STI for each NEO other than Mr. Apfalter consists of a cash bonus based on our Pre-Tax Profit, as stated in our audited financial statements for the fiscal year ended December 31, 2020. However, as a result of the impact of COVID-19 on our industry, business and financial results, the CGCNC recommended and the Board approved the adjustments described in the "CGCNC Compensation and Performance Report" in this Circular.

 

 

During 2020, Mr. Apfalter had a three-part STI based on the profitability of each of Magna Steyr, Magna Europe and Magna International. Effective January 1, 2021, Mr. Apfalter's STI has been aligned with the STIs of other NEOs and is based entirely on Magna's Pre-Tax Profit. No adjustments were made to Mr. Apfalter's 2020 Magna Steyr or Magna Europe profit sharing bonuses. Also included in Mr. Apfalter's STI for 2020 was a one-time grant of EUR 125,000 ($154,000) cash in connection with his assumption of management responsibility for Magna Asia beginning in July 2020.

 

 

Adjusted profit sharing STIs for the NEOs were as follows in 2020:
 

 
  PROFIT SHARING
STI
($)

  DISCRETIONARY
ADJUSTMENT
($)

  ADJUSTED
STI
($)


Donald J. Walker   2,712,000   1,414,000   4,126,000

Seetarama S. Kotagiri   1,020,000   532,000   1,552,000

Vincent J. Galifi   1,152,000   601,000   1,753,000

Tommy J. Skudutis   1,152,000   601,000   1,753,000

Günther F. Apfalter   1,193,000   93,000   1,267,000

 

 

 

 

Recognition of Individual and Team Performance

 

An NEO's profit share reflects a number of factors specific to the individual, including nature of the role, seniority/tenure and other factors. However, the direct link to Magna's profits ultimately reflects Magna's overall performance.

CGCNC Discretion Over Profit Shares

 

At the same time, the CGCNC maintains discretion over certain factors that may impact the calculation of Pre-Tax Profit for compensation purposes, as described under "CGCNC Discretion" in Section B of this CD&A. Effective as of January 1, 2021, the CGCNC has discretion to adjust NEOs' profit sharing percentages without advance notice. In addition, in conjunction with the Board's approval of a material acquisition or disposition, the CGCNC may equitably adjust profit sharing percentages to ensure executive compensation arrangements remain appropriate following any such transaction.

Business of the Meeting        49



STI Paid in Quarterly Installments

 

The STI paid to NEOs is paid in installments. Installments for the first three fiscal quarters of each year are normally paid following the end of each fiscal quarter, based on our year-to-date profits. Following the end of each fiscal year, we calculate the profit sharing bonus to which each NEO is entitled for that fiscal year, subtract the installments paid for the first three quarters and pay the difference as the final installment. Due to the impact of COVID-19 on our results in 2020, no installments were paid to NEOs in either of the first or second quarters of the year.
 

 

 

 

3.
Long-Term Incentives:

 

LTIs for all of the NEOs consist of ROIC PSUs, rTSR PSUs and regular stock options. The three-part LTI is structured to reward a broad range of value-creating behaviour using multiple metrics. A majority (60%) of the total value granted by the CGCNC in the form of LTIs in respect of 2020 was in the form of performance-conditioned PSUs, the maximum realizable number of which is capped at 200% of target. The PSUs are completely "at risk" since performance below specified thresholds can result in no PSUs being paid out.

 

 

In addition to the foregoing LTIs, Mr. Kotagiri was awarded a one-time grant of $2.0 million of RSUs on November 9, 2020. The grant was made in connection with the announcement of his appointment as Chief Executive Officer effective as of January 1, 2021 and was intended to reward the significant incremental workload involved in the transition to such role. These RSUs will be redeemed effective March 31, 2023 by delivery of Common Shares acquired on the market under our share repurchase program, and will accrue dividends which will also be redeemed in Common Shares.

 

 

LTIs in the form of PSUs (at target), stock options and RSUs (where applicable), granted to NEOs in respect of 2020 were as follows:
 

NAME

  ROIC PSUS
($/#)

  rTSR PSUS
($/#)

  STOCK OPTIONS
($/#)

  TOTAL LTI
($)


Donald J. Walker   $ 4,760,000   $ 2,380,000   $ 4,760,000   11,900,000
   
   
          91,921         45,961        461,688    

Seetarama S. Kotagiri   $ 1,430,000   $    715,000   $ 1,430,000      5,575,000(1)
   
   
          27,615         13,808        138,700    

Vincent J. Galifi   $ 1,760,000   $    880,000   $ 1,760,000      4,400,000
   
   
          33,988         16,994        170,708    

Tommy J. Skudutis   $ 1,760,000   $    880,000   $ 1,760,000      4,400,000
   
   
            33,988           16,994         170,708    

Günther F. Apfalter   $    630,000   $    315,000   $    630,000      1,575,000
   
   
          12,166           6,083         61,106    


Notes:

 

 

 

 

 

 

 

 

 

 

 

1.   Includes one-time $2.0 million RSU grant, as discussed above.

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 2020 is January 1, 2020 to December 31, 2022.

50       Business of the Meeting



 

 

The number of ROIC PSUs realized by an NEO following the performance period depends on the target number granted by the CGCNC, Magna's return on invested capital performance in relation to its cost of capital and the payout scale approved by the CGCNC. The maximum number of ROIC PSUs which 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 CGCNC may exercise discretion to address various situations in order to ensure consistency and comparability in ROIC goal-setting and measurement, as discussed under "CGCNC Discretion" in Section B of this CD&A.

 

 

The following table sets out the payout scale for the ROIC PSUs (interpolation applies for points between the payout levels) and remains unchanged from 2019:
 

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.

Business of the Meeting        51



 

 

Since Magna operates in a cyclical industry, we average the implied payout for each of the three individual years of the performance period to determine the actual ROIC PSU payout. This means that a year of ROIC performance which is below our cost of capital, such as 2020, will count as 0% in the payout calculation, but cannot be a negative percentage. The effect of this is that the ROIC PSU payout will not directly correspond to our three-year compound average ROIC. By calculating ROIC PSU payout based on the average implied payouts for each of the years of the performance period, extreme outlier years (such as 2020) cannot have a disproportionate impact on the payout calculation. The feature also operates to place a cap on ROIC performance above the maximum level, thus preventing positive outlier years from having a disproportionate impact on the payout calculation.

rTSR PSUs

 

The rTSR PSUs are intended to incent and reward creation of shareholder value, relative to the companies in our rTSR peer group. The performance period for the rTSR PSUs granted in respect of 2020 is January 1, 2020 to December 31, 2022.

 

 

The number of rTSR PSUs realized by an NEO following the performance period depends on the target number granted by the CGCNC, Magna's three-year rTSR performance and the payout scale approved by the CGCNC. The number of rTSR PSUs which can be realized is capped at 200% of target and no rTSR PSUs would be paid for rTSR performance below the 25th percentile of the rTSR peer group. The dollar value of compensation realized by an NEO following the performance period will depend on the final number of rTSR PSUs paid-out, as well as the trading price of our Common Shares. When rTSR 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 rTSR PSUs.

 

 

The following table sets out the payout scale for the rTSR PSUs (interpolation applies for points between the payout levels) and remains unchanged from 2019:
 

PERFORMANCE LEVEL

  THREE-YEAR
rTSR
(PERCENTILE)

  PAYOUT
(% OF TARGET)


Maximum   > 75th   200

Above Target      65th   150

Target      50th   100

Below Target      35th     50

Threshold   < 25th       0

 

 

 

 

 

 

As an exception to the foregoing payout scale, if the company's three-year rTSR is greater than the target level, thus demonstrating value creation, but absolute three-year TSR is negative, the number of rTSR PSUs paid out will be capped at the target level. This feature recognizes that payouts should not exceed target where shareholders have experienced a deterioration in the absolute value of their holdings.

52       Business of the Meeting



Stock Options

 

Stock options serve as a tool to incent absolute share price returns over the medium- to long-term (three to seven years). Magna's stock options vest in equal one-third tranches on the first three anniversaries of the grant date and expire on the seventh anniversary of the grant date. The CGCNC is committed to responsible option granting practices, including by maintaining annual option grants to all participants below 1% of our issued and outstanding shares. Options are not priced during trading blackouts and are granted at an exercise price equal to market price on the NYSE.

 

 

Stock options are typically granted in late February or early March of a year. Stock options in respect of 2020 compensation were granted on February 24, 2020, at an exercise price of $51.55.

Stock Option Plan

 

Stock option grants are made under our 2009 Incentive Stock Option Plan, which was approved by shareholders in May 2010. The 2009 Option Plan is discussed in further detail under "Incentive Plan Awards".

Post-Retirement Hold-Back

 

If an NEO ceases to be employed by Magna (including any affiliates) within one year following the date of a stock option exercise, he 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.

Anti-Hedging Restrictions

 

Executives are not permitted to engage in activities which would enable them to improperly profit from changes in our stock price or reduce their economic exposure to a decrease in our stock price. Prohibited activities include "puts", "collars", equity swaps, hedges, derivative transactions and any transaction aimed at limiting an executive's exposure to a loss or risk of loss in the value of the Magna securities which he holds.

Automatic Securities Disposition Plans

 

Executives are permitted to enter into automatic securities disposition plans ("ASDPs"), which are also known as Rule 10b5-1 Plans. Such plans allow executives to establish a plan for the sale of Common Shares held by the executive and exercise of stock options granted to them, subject to meeting all legal requirements applicable to such plans. Among other things, an executive may only enter into, modify or terminate a plan while he or she is not under a trading blackout or otherwise in possession of material undisclosed information. None of the NEOs had an ASDP in place during 2020.

 

 

 

Business of the Meeting        53



4.
Benefits

 

Benefits provided to NEOs are the same as those provided to other employees in the same country, with a few exceptions discussed below. As discussed earlier, Magna does not provide a defined benefit pension plan or other retirement benefits to NEOs, consistent with our compensation approach to employees generally.

Medical, Dental and Disability Benefits

 

NEOs receive the same medical, dental and disability benefits as other employees in the same country.

CEO and CFO Life Insurance Premiums Are Reimbursed

 

Other than Donald Walker and 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 insurance policies for Donald Walker and Vincent Galifi. During 2020, the premiums reimbursed were as follows:

 

 

■     Donald J. Walker:        $130,000(1)
    ■     Vincent J. Galifi:          $47,000(1)
   

 

 

Note:

 

 

1.   Converted from C$ at the BoC exchange rate on December 31, 2020.

 

 

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 2020, 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 as discussed below. Personal usage of corporate aircraft has been discontinued effective January 1, 2021.

 

 

During 2020, limited personal use of the corporate aircraft was permitted, subject to reimbursement at 150% of an equivalent business class airfare for the same route. However, the difference between the "aggregate variable operating cost" of the personal flight and the amount reimbursed by the executive is treated as a "perk" and is disclosed in the Summary Compensation Table under "All Other Compensation". We add together all variable costs for operating the aircraft for a fiscal year, including fuel, maintenance, customs charges, landing and handling fees, data and communications charges and any other similar costs and divide that total by the number of hours flown during the year to calculate a cost per flight hour. The cost per flight hour multiplied by the flight hours for a personal flight, minus the amount reimbursed by the executive, is the value of the "perk".

 

 

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. Consistent with European norms for senior managers, Mr. Apfalter is entitled to usage of a company car for both business and personal purposes, with operational costs borne by us. The personal use portion is recognized as a "perk" and is disclosed in the Summary Compensation Table under "All Other Compensation".

54       Business of the Meeting



Executive Equity Ownership

 

 

Executive Management Securities Maintenance Requirements

 

Each NEO is subject to a securities maintenance requirement set forth in his employment contract. If an NEO falls below the securities maintenance requirement, his bonus would be withheld until he demonstrates compliance with the requirement.
 

NAME

  EQUITY
MAINTENANCE
REQUIREMENT
($)

  NO. OF
SHARES
AND RSUS
HELD AS OF
12/31/20
(#)

  12/31/20
VALUE OF
SHARES
AND RSUS
($)


Donald J. Walker   10,000,000   1,666,605   117,996,000

Seetarama S. Kotagiri     3,200,000      139,094       9,848,000

Vincent J. Galifi     4,000,000      864,654     61,218,000

Tommy J. Skudutis     4,000,000        59,616       4,221,000

Günther F. Apfalter      1,224,000(1)        73,973       5,237,000


Note:

 

 

 

 

 

 

1.   Converted from Euros at the ECB Reference Rate on December 31, 2020.
 
Termination/ Severance    

Termination/ Severance Payments are Limited to a Maximum of 24 Months Compensation

 

NEOs are entitled to a maximum of 24 months' severance (the "Notice Period") in the event of termination without cause. Based on their years of service to Magna, NEOs' severance periods are as follows:
 

NAME

  TENURE WITH
MAGNA
(YEARS)

  SEVERANCE
ENTITLEMENT
(# MONTHS)


Donald J. Walker   30+   24

Seetarama S. Kotagiri   19+   24

Vincent J. Galifi   30+   24

Tommy J. Skudutis   28+   24

Günther F. Apfalter   19+   12

 
    Severance payments are based on the average of an NEO's base salary and STIs for the 12 fiscal quarters prior to the termination.

 

 

A summary showing the treatment of each compensation element in different termination scenarios is set forth below under "Summary of Treatment of Compensation on Resignation, Retirement, Termination or Change in Control".

Business of the Meeting        55



Change in Control Protections

 

 

Double-Trigger

 

We maintain "double trigger" change in control protection for our North American-based NEOs; however, such protection does not provide any enhanced severance. The primary benefit is the acceleration of any unvested stock options in the event that a change in control is followed by termination of employment or constructive dismissal for "good reason". In a change in control scenario, treatment of outstanding stock options will need to be addressed by the CGCNC. Depending on the nature of the acquiror, outstanding options could become exercisable into equity of the acquiror. However, outstanding options could also be accelerated, in which case there would be no incremental benefit to the executive of his change in control protection.

 

 

The definition of "good reason" for purposes of the change in control protection applies only in the event of the following:

 

 

■     a material reduction in the executive's position, duties, authority or responsibilities;
    ■     Magna requiring the executive to work at a location which is more than 100 kms from where he is based at the time of the change in control; or
    ■     any other action which would constitute constructive dismissal at law.

 

 

 

56       Business of the Meeting



Summary of Treatment
of Compensation on Resignation,
Retirement, Termination,
or Change in Control

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
  Average of
compensation
excluding LTIs for the

       
Annual Bonus – Cash   Pro-rated to effective
date
  Pro-rated to effective
date
  Pro-rated to effective
date
  last 12 fiscal quarters
paid out over
severance period
(up to 24 months) as
salary continuation
(bi-weekly) or
lump-sum.
  last 12 fiscal quarters
paid out over
severance period
(up to 24 months) as
salary continuation
(bi-weekly) or
lump-sum.

 

 

 

 

 

 

 

 

 

 

 

ROIC PSUs and rTSR PSUs   Forfeiture of unredeemed PSUs, except for executives who were NEOs prior to 2019, for whom PSUs granted in year of resignation 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.   PSUs granted in year of retirement 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 ot the year worked, except for executives who were NEOs prior to 2019, for whom pro ration is not applicable.   Forfeiture of unredeemed PSUs   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.   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.

 

 

 

 

 

 

 

 

 

 

 

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 effective the first day of the month following an NEO's retirement date, in the case of a retirement after age 60.   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

 

 

 

 

 

 

 

 

 

 

 

 

Notes:

1.
Assumes Magna is a continuing entity following the Change in Control.

2.
"Good Leaver" applies where an applicable retiring NEO does not receive severance and enters into a retirement agreement approved by the Board which establishes a reasonable notice period prior to the NEO's retirement date, outlines his transitional responsibilities and reaffirms his non-competition and non-solicitation obligations. For 2020, Good Leaver treatment was available solely to the Chief Executive Officer, Chief Financial Officer and Chief Operating Officer. Our Chief Executive Officer, Donald J. Walker, retired effective December 31, 2020 and was confirmed by the Board to have met the requirements for Good Leaver treatment.

Business of the Meeting        57


 
Summary of Incremental Severance, Termination and Change in Control Payments   The table below shows the value of the estimated incremental payments or benefits that would accrue to each NEO upon termination of his or her employment following resignation, normal retirement, termination without cause, termination with cause and termination without cause on change in control. For stock options, the values shown represent the in-the-money value of any grants the vesting of which would accelerate as a result of each termination circumstance below.
 

 
  Resignation

  Retirement

  Termination –
Cause

  Termination
Without Cause
($)

  Termination Without
Cause on Change
in Control
($)


Donald J. Walker                    
  Severance   NIL   NIL   NIL   NIL   NIL
  ROIC PSUs   NIL   NIL   NIL   NIL   NIL
  rTSR PSUs   NIL   NIL   NIL   NIL   NIL
  Stock Options   NIL   NIL   NIL   NIL   NIL
  Benefits & Perks   NIL   NIL   NIL   NIL   NIL
  Pension   NIL   NIL   NIL   NIL   NIL
                   
Total                   NIL

Seetarama S. Kotagiri                    
  Severance   NIL   NIL   NIL     6,721,000     6,721,000
  ROIC PSUs   NIL   NIL   NIL   NIL   NIL
  rTSR PSUs   NIL   NIL   NIL   NIL   NIL
  Stock Options   NIL   NIL   NIL   NIL     3,791,000
  Benefits & Perks   NIL   NIL   NIL   NIL   NIL
  Pension   NIL   NIL   NIL   NIL   NIL
                   
Total                   10,512,000

Vincent J. Galifi                    
  Severance   NIL   NIL   NIL   11,729,000   11,729,000
  ROIC PSUs   NIL   NIL   NIL   NIL   NIL
  rTSR PSUs   NIL   NIL   NIL   NIL   NIL
  Stock Options   NIL   NIL   NIL   NIL     5,829,000
  Benefits & Perks   NIL   NIL   NIL   NIL   NIL
  Pension   NIL   NIL   NIL   NIL   NIL
                   
Total                   17,558,000

Tommy J. Skudutis                    
  Severance   NIL   NIL   NIL   11,822,000   11,822,000
  ROIC PSUs   NIL   NIL   NIL   NIL   NIL
  rTSR PSUs   NIL   NIL   NIL   NIL   NIL
  Stock Options   NIL   NIL   NIL   NIL     5,423,000
  Benefits & Perks   NIL   NIL   NIL   NIL   NIL
  Pension   NIL   NIL   NIL   NIL   NIL
                   
Total                   17,245,000

Günther F. Apfalter                    
  Severance   NIL   NIL   NIL   NIL   NIL
  ROIC PSUs   NIL   NIL   NIL   NIL   NIL
  rTSR PSUs   NIL   NIL   NIL   NIL   NIL
  Stock Options   NIL   NIL   NIL   NIL     1,979,000
  Benefits & Perks   NIL   NIL   NIL   NIL   NIL
  Pension   NIL   NIL   NIL   NIL   NIL
                   
Total                     1,979,000

 
    Note:

 

 

1.   Represents the in-the-money value of options, the vesting of which is accelerated in case of a change in control followed by an act of "good reason" resulting in a "double-trigger change" in control, using the closing price of Magna Common Shares on the TSX on December 31, 2020, converted at the BoC exchange rate on such date for options denominated in C$.

58       Business of the Meeting


D. Compensation Risk Management

 

 

 

 

Overall Level of Compensation Risk is Reasonable in Light of Nature of Magna's Business and Industry

 

The CGCNC has considered whether Magna's executive compensation system may encourage excessive risk taking. The CGCNC 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 CGCNC 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/CGCNC 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 CGCNC;
■     Board/CGCNC discretion to determine target total compensation and adjust profit sharing percentages without notice and in connection with approval of M&A transactions;
■     complete Board/CGCNC discretion over the form of STIs and LTIs;
■     mix of compensation vehicles and metrics;
■     links between executive compensation and consequences of management decision-making, including due to dollar-for-dollar impact of impairments and restructuring charges on profit sharing pool (excluding 2020 COVID-related impact);
■     effective January 1, 2021, the 200% cap on STIs;
■     the 0-200% cap on the maximum number of 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.

Business of the Meeting        59


Summary Compensation Table

The following table sets forth a summary of all compensation earned in respect of 2020, 2019 and 2018 by the individuals who were our Named Executive Officers in respect of 2020. All amounts are presented in U.S. dollars and any applicable amounts in other currencies have been converted to U.S. dollars.


                    NON-EQUITY INCENTIVE
PLAN COMPENSATION
($)
           
                   
           
NAME AND PRINCIPAL POSITION
  YEAR
  SALARY
($)
  SHARE-BASED
AWARDS(1)
($)
  OPTION-BASED
AWARDS(2)
($)
  ANNUAL(3)
($)
  LONG-
TERM
($)
  PENSION
VALUE
($)
  ALL OTHER
COMPENSATION
($)
  TOTAL
COMPENSATION
($)

Donald J. Walker   2020   325,000   7,140,000   4,760,000   4,126,000   NIL   NIL   130,000(4)   16,481,000
Chief Executive Officer   2019   325,000   7,140,000   4,760,000   5,795,000   NIL   NIL   186,000(4)   18,206,000
    2018   325,000   7,140,000   4,760,000   7,727,000   NIL   NIL   121,000(4)   20,073,000

Seetarama S. Kotagiri   2020   325,000   4,145,000   1,430,000   1,552,000   NIL   NIL     NIL     7,452,000
President and   2019   325,000   1,245,000      830,000   1,235,000   NIL   NIL     31,000(5)     3,666,000
President, Power & Vision   2018   325,000   1,745,000      830,000   2,098,000   NIL   NIL     NIL     4,998,000

Vincent J. Galifi   2020   325,000   2,640,000   1,760,000   1,753,000   NIL   NIL     47,000(6)     6,525,000
Executive Vice-President   2019   325,000   2,640,000   1,760,000   2,462,000   NIL   NIL     46,000(6)     7,233,000
and Chief Financial Officer   2018   325,000   2,898,000   1,932,000   3,660,000   NIL   NIL     44,000(6)     8,859,000

Tommy J. Skudutis   2020   325,000   2,640,000   1,760,000   1,753,000   NIL   NIL       6,000(7)     6,484,000
Chief Operating Officer   2019   325,000   2,640,000   1,760,000   2,462,000   NIL   NIL     NIL     7,187,000
    2018   325,000   3,464,000      350,000   4,409,000   NIL   NIL     25,000(7)     8,573,000
                                        

Günther F. Apfalter   2020   245,000(8)     945,000     630,000   1,267,000   NIL   NIL   26,000(9)     3,113,000
President, Magna Europe   2019   225,000(8)     945,000     630,000   1,056,000   NIL   NIL   11,000(9)     2,867,000
and Asia   2018   229,000(8)     945,000     630,000   1,064,000   NIL   NIL   11,000(9)     2,879,000

Notes:

1.
Amounts disclosed in this column represent the grant value (at target) of PSUs and, where applicable, the grant date fair value of annual profit sharing bonuses deferred in the form of RSUs. In the case of Mr. Kotagiri, the amount disclosed includes the one-time award of RSUs granted effective November 9, 2020.

2.
Amounts disclosed in this column represent the compensation value intended to be conferred by the Board in the form of the stock options. In valuing such options, the CGCNC initially made reference to the value of a time-vested stock option determined using the Black-Scholes option pricing model, as set forth in the table below. Where the inputs and assumptions used in the Black-Scholes option pricing model would have resulted in a value below 20% of the option exercise price, which the CGCNC deemed to be unreasonably low, the CGCNC imposed a "floor" value of 20% of the exercise price.

.
The Black-Scholes option pricing model requires the input of a number of assumptions, including expected dividend yields, expected stock price volatility, expected time until exercise and risk-free interest rates. Although the assumptions used reflect our best estimates, they involve inherent uncertainties based on market conditions generally outside Magna's control. If other assumptions are used, the stock option value disclosed could be significantly impacted.

.
The weighted average assumptions used in measuring the Black-Scholes fair value and "floor value" of stock options applicable to 2020, 2019 and 2018 and NEO compensation are as follows:

 
  FEBRUARY 24,
2020
(a)
  FEBRUARY 25,
2019
(b)
  MAY 14,
2018
(c)
  MARCH 19,
2018
(d)

Risk-free interest rate   1.30%   2.51%   2.61%   2.62%

Expected dividend yield   2.00%   2.00%   2.00%   2.00%

Expected volatility (rounded)   27%   27%   26%   25%

Expected time until exercise   4.5 years   4.5 years   4.5 years   4.5 years

Grant Date Fair Value per option (Black-Scholes)   $9.97   $11.63   $13.13   $11.20

"Floor Value"   $10.31   —   —   —

60       Business of the Meeting


3.
Amounts disclosed in this column represent annual profit sharing bonuses paid in cash. For 2020, reflects profit sharing bonuses, as adjusted in the manner discussed under "CGCNC Discretion" in Section B of the CD&A.

4.
Amounts disclosed in this column consist of:

DESCRIPTION

  2020
($)

  2019
($)

  2018
($)


Amounts reimbursed by Magna in respect of premiums paid by Mr. Walker on a life insurance policy   130,000   128,000   121,000

Personal use of corporate aircraft   NIL     58,000     32,000

  Total   130,000   186,000   121,000

5.
Amounts disclosed in this column consist of:

DESCRIPTION

  2020
($)

  2019
($)

  2018
($)


Personal use of corporate aircraft   NIL   31,000   NIL

6.
Amounts disclosed in this column consist of:

DESCRIPTION

  2020
($)

  2019
($)

  2018
($)


Amounts reimbursed by Magna in respect of premiums paid by Mr. Galifi on a life insurance policy   47,000   46,000   44,000

Personal use of corporate aircraft   NIL   NIL   16,000

  Total   47,000   46,000   44,000

7.
Amounts disclosed in this column consist of:

DESCRIPTION

  2020
($)

  2019
($)

  2018
($)


Personal use of corporate aircraft   6,000   NIL   25,000

8.
Converted from EUR based on the ECB Reference Rate on December 31, 2020, December 31, 2019 and December 31, 2018, respectively.

9.
Amounts disclosed in this column consist of:

DESCRIPTION

  2020(a)
($)
  2019(a)
($)
  2018(a)
($)

Corporate Car   13,000   11,000   11,000

Personal use of aircraft   13,000   NIL   NIL

  Total   26,000   11,000   11,000

a.    Converted from EUR based on the ECB Reference Rate on December 31, 2020, December 31, 2019 and December 31, 2018, respectively.

Business of the Meeting        61


Magna's Total Shareholder Return Performance

The graph below shows the five-year total return of Magna Common Shares on the TSX and NYSE as compared to the S&P/TSX and S&P500 composite indices, respectively, assuming investment of C$100 and $100 on December 31, 2015 and reinvestment of dividends.

GRAPHIC



FISCAL YEARS


 

DECEMBER 31,
2015


 

DECEMBER 31,
2016


 

DECEMBER 31,
2017


 

DECEMBER 31,
2018


 

DECEMBER 31,
2019


 

DECEMBER 31,
2020


Magna Common Shares (TSX)   C$100.00      C$106.47      C$133.20      C$118.67      C$140.48      C$183.78   

S&P/TSX Total Return   C$100.00      C$121.08      C$132.09      C$120.36      C$147.89      C$156.17   

Magna Common Shares (NYSE)     $100.00        $109.66        $146.59        $120.41        $149.69        $199.77   

S&P500 Total Return     $100.00        $111.96        $136.40        $130.42        $171.49        $203.04   

CEO Compensation (indexed)       100.00          103.98            98.06            96.69            87.69            79.38   

If a shareholder had invested C$100 in Magna Common Shares on the TSX on December 31, 2015, the cumulative value of that investment would have been over 183% higher by December 31, 2020. In the case of an investment of $100 in Magna Common Shares on the NYSE on the same date, the total cumulative value of that investment would have been around 199% higher by December 31, 2020. If Mr. Walker's total compensation (proxy reported) was similarly indexed, it would have been over 20% lower as of December 31, 2020 compared to December 31, 2015.

62       Business of the Meeting


Incentive Plans and Awards

 
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 CGCNC.

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 CGCNC 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 were granted to consultants in 2020 or to date in 2021 and no such grants are contemplated.

2009 Plan Limits

 

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 option plans and any other security-based compensation arrangements (as defined in the TSX Company Manual) cannot exceed 10% of our total issued and outstanding Common Shares, respectively.

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 TSX (for options denominated in Canadian dollars) or NYSE (for options denominated in U.S. dollars) 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 CGCNC. 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 CGCNC. 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 which 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; and
    ■     amendment of the amending provision of the plan.

 

 

There were no amendments to the 2009 Plan during 2020.

 

 

 

Business of the Meeting        63



Copies of Option Plan on Magna.com

 

The full text of the amended and restated 2009 Plan is available on our website (www.magna.com).

Equity Compensation Plan Information

 

As of December 31, 2020 and the Record Date, compensation plans under which our Common Shares are authorized for issuance are as follows:
 

PLAN CATEGORY   NUMBER OF SECURITIES TO BE
ISSUED UPON EXERCISE OF
OUTSTANDING OPTIONS,
WARRANTS AND RIGHTS
  WEIGHTED-AVERAGE
EXERCISE PRICE OF
OUTSTANDING OPTIONS,
WARRANTS AND RIGHTS
  NUMBER OF SECURITIES
REMAINING AVAILABLE FOR
FUTURE ISSUANCE UNDER
EQUITY COMPENSATION PLANS
   
    12/31/2020
(#)
  RECORD
DATE
(#)
  12/31/2020
($)
  RECORD
DATE
($)
  12/31/2020
(#)
  RECORD
DATE
(#)

Equity compensation plans approved by securityholders:                        
  2009 Plan   7,890,771   6,791,287   50.21   53.48   3,406,525   2,784,488

Option Burn-Rate, Dilution and Overhang   Taking into account the 1,409,433 options granted in calendar 2020, Magna's burn-rate option dilution and overhang were as follows as of December 31, 2020:

 

 

GRAPHIC

 

 



 

 

Notes:

 

 

1.   Represents stock options granted in calendar 2020, expressed as a proportion of the number of Magna Common Shares which were outstanding as of December 31, 2020.

 

 

2.   Represents all stock options previously granted but not exercised as of December 31, 2020, expressed as a proportion of the number of Magna Common Shares which were outstanding as of such date.

 

 

3.   Represents all stock options available for grant and all stock options previously granted but not exercised as of December 31, 2020, expressed as a proportion of the number of Magna Common Shares which were outstanding as of such date.

64       Business of the Meeting


Outstanding Option and Share-Based Awards   Outstanding option-based awards for each of our Named Executive Officers as of December 31, 2020 were as follows:
 
 

 
  OPTION-BASED AWARDS

  SHARE-BASED AWARDS

   
 
  NUMBER OF
SECURITIES
UNDERLYING
UNEXERCISED
OPTIONS(1)
(#)

  OPTION
EXERCISE
PRICE

  OPTION
EXPIRATION
DATE
(MM/DD/YY)

  VALUE OF
UNEXERCISED
IN-THE-
MONEY
OPTIONS(2)
($)

  NUMBER OF
SHARE-BASED
AWARDS THAT
HAVE NOT
VESTED(3)
(#)

  MARKET OR
PAYOUT
VALUE OF
SHARE-BASED
AWARDS THAT
HAVE NOT
VESTED(3)
($)

  MARKET OR
PAYOUT
VALUE OF
VESTED
SHARE-BASED
AWARDS NOT
PAID OUT OR
DISTRIBUTED
($)(4)


Donald J. Walker      320,414   C$54.53   02/25/22     5,213,000   404,668   28,650,000   NIL
       417,878     $38.23   02/28/23   13,610,000            
       137,979     $43.05   02/26/24     3,829,000            
       556,725     $42.73   03/07/24   15,627,000            
       425,000     $55.64   03/18/25     6,443,000            
       409,286     $54.44   02/24/26     6,696,000            
       461,688     $51.55   02/23/27     8,887,000            
   
         
           
Total   2,728,970           60,306,000            

Seetarama S. Kotagiri       37,888   $54.530   02/25/22      616,000     96,944     6,864,000   4,562,000
        61,047   $38.230   02/28/23     1,988,000            
        20,906   $43.050   02/26/24       580,000            
        41,008   $45.620   08/13/24     1,033,000            
        62,144   $55.640   03/18/25       942,000            
        11,424   $63.170   05/13/25         87,000            
        71,367   $54.440   02/24/26     1,168,000            
       138,700   $51.550   02/23/27     2,670,000            
   
         
           
Total      444,484             9,084,000            

Vincent J. Galifi      112,782   $54.530   02/25/22     1,835,000   154,272   10,922,000   NIL
        47,619   $43.050   02/26/24     1,321,000            
       225,964   $42.730   03/07/24     6,343,000            
       176,562   $55.640   03/18/25     2,677,000            
       151,333   $54.440   02/24/26     2,476,000            
       170,708   $51.550     2/23/27     3,286,000            
   
         
           
Total      884,968           17,938,000            

Tommy J. Skudutis       31,250   $55.640   03/18/25       474,000   111,531     7,896,000   2,473,000
       181,428   $54.440   02/24/26     2,968,000            
       170,708   $51.550   02/23/27     3,286,000            
   
         
           
Total      383,386             6,728,000            

Günther F. Apfalter       45,846   $54.530   02/25/22       746,000     53,558     3,792,000   NIL
        61,773   $38.230   02/28/23     2,012,000            
        19,744   $43.050   02/26/24       548,000            
        17,857   $55.640   03/18/25       271,000            
        47,981   $63.170   05/13/25       366,000            
        54,170   $54.440   02/24/26       886,000            
        61,106   $51.550   02/23/27     1,176,000            
   
         
           
Total      308,477             6,005,000
           

 

Notes:

1.
Includes both vested and unvested options.

2.
Determined using the closing price of Magna Common Shares on the TSX on December 31, 2020 and the BoC exchange rate on such date for options denominated in C$. Value shown reflects in-the-money value of all options, whether or not exercisable as of December 31, 2020.

3.
Represents ROIC PSUs and rTSR PSUs, at target.

4.
Represents the market value of previously granted, unreleased restricted shares and any RSUs which had not been redeemed as at December 31, 2020. The value shown was determined using the closing price of Magna Common Shares on the NYSE on December 31, 2020.
 

Business of the Meeting        65


Incentive Plan Awards – Value Vested During the Year   The values of option-based and share-based awards which vested, and non-equity incentive plan compensation earned, during the year ended December 31, 2020, 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)
($)


Donald J. Walker   513,000   5,242,000   4,126,000

Seetarama S. Kotagiri   112,000       2,694,000(4)   1,552,000

Vincent J. Galifi   201,000   2,128,000   1,753,000

Tommy J. Skudutis     37,000      385,000   1,753,000

Günther F. Apfalter     16,000      181,000   1,267,000

Notes:

1.
Represents the vesting date value of previouly granted stock options which vested during 2020 and assumes that any such options which were in-the-money were exercised on the vesting date.

2.
Represents the vesting date value of 2017 ROIC PSUs and 2017 TSR PSUs, together with dividends thereon, as of February 20, 2020.

3.
Represents the value of profit sharing bonuses paid in cash in respect of 2020, as adjusted in the manner described under "CGCNC Discretion" in Section B of the CD&A.

4.
Includes one-time award of $2,000,000 in RSUs effective November 9, 2020.

2018 PSU Awards – Performance and Payout

LTIs awarded to NEOs in respect of 2018 consisted of ROIC PSUs (40%), rTSR PSUs (20%) and stock options (40%). The ROIC PSUs and rTSR PSUs, which covered a performance period from January 1, 2018 to December 31, 2020, vested on February 18, 2021, following review by the CGCNC and Board approval of the payouts.

The 2018 ROIC PSU payout was at the 61% level on a payout scale of 0% to 200%, as follows:


 
  2018
  2019
  2020

ROIC Performance   14.5%   12.0%   6.3%

Payout Level   100%   82%   0%

3-yr Avg. Payout       61%    

The 2018 rTSR PSU payout was at the 200% level on a payout scale of 0% to 200%, based on a TSR rank of third out of 15, which placed Magna at the 86th percentile of the rTSR peer group, as follows:


rTSR PEER

  TSR
(%)

  RANK

   
  rTSR PEER

  TSR
(%)

  RANK


Gentex Corp.   72.3   1       Lear Corporation     -5.8     9

     
S&P500   47.0   2       BorgWarner Inc.   -23.0   10

     
Magna   32.1   3       Dana Incorporated   -36.0   11

     
Autoliv, Inc.   7.50   4       Continental/Faurecia/Valeo   -37.7   12

     
Fiat Chrysler/Ford/GM   2.4   5       American Axle Mfg. Holdings   -52.9   13

     
Martinrea International inc.   1.8   6       Adient plc   -54.0   14

     
Linamar Corporation   -0.4   7       Tenneco Inc.   -81.4   15

     
Visteon Corporation   -0.6   8                

As a result of the foregoing, the number of 2018 ROIC PSUs and 2018 rTSR PSUs realized by each NEO effective February 18, 2021, was as follows:


NAME

  ROIC PSUS
AT TARGET
(#)

  ROIC PSUS
REALIZED
(#)

  rTSR PSUS AT
TARGET
(#)

  rTSR PSUS
REALIZED
(#)


Donald J. Walker   85,734   52,297   42,867   85,734

Seetarama S. Kotagiri   20,981   12,797   10,490   20,980

Vincent J. Galifi   34,798   21,226   17,399   34,798

Tommy J. Skudutis     6,304     3,845     3,152     6,304

Günther F. Apfalter   11,347     6,921     5,673   11,346

66       Business of the Meeting


GRAPHIC

 
 

Corporate Governance At Magna

Magna believes that strong corporate governance practices are essential to fostering stakeholder trust and confidence, management accountability and long-term shareholder value. This commitment to sound and effective governance starts with a diverse, experienced and highly-skilled Board that:

The manner in which these important characteristics support the Board in fulfilling its stewardship role are detailed in this section. Details about our Nominees for election at the Meeting, including their biographies, skills and experience, tenure and compensation can be found in the "Business of the Meeting – Election of Directors" section of this Circular.

Our approach to corporate governance is set forth in our Board Charter, which is available on our website (www.magna.com) and has been filed on SEDAR (www.sedar.com). The Board Charter is reviewed at least annually and updated as needed to reflect evolving best practices in corporate governance.


CORPORATE GOVERNANCE OVERVIEW

Active Board engagement in, and approval of strategy   ü         Annual director election; no slate ballots   ü   

Broad oversight of risk   ü         Majority voting policy and prompt disclosure of vote results   ü   

Strong oversight of management succession planning   ü         Advance Notice By-Law   ü   

Active shareholder engagement   ü         Independent Board Chair   ü   

Commitment to culture of ethics and compliance   ü         100% of Board Committee members are independent   ü   

Diverse range of Nominee skills, expertise and backgrounds   ü         Committees with full authority to retain independent advisors   ü   

Board Diversity Policy with Gender Parity Target   ü         Director orientation and continuing education   ü   

Director tenure guideline   ü         Rigorous annual Board/Director effectiveness evaluation   ü   

Limitation on director interlocks   ü         Equity maintenance requirement and mandatory deferral of director fees until retirement creates alignment with shareholders   ü   

Annual Say on Pay vote   ü         Anti-hedging restrictions for directors, officers and employees   ü   

Corporate Governance        67


Governance Environment

Regulation

Magna's Common Shares are listed on the TSX (stock symbol: MG) and the NYSE (stock symbol: MGA). In addition to being subject to regulation by these stock exchanges, we are subject to securities and corporate governance regulation by the Canadian Securities Administrators ("CSA"), including the Ontario Securities Commission, which is Magna's primary securities regulator. Magna is also regulated by the United States Securities and Exchange Commission ("SEC") as a "foreign private issuer".

We meet or exceed all of the guidelines established by the CSA in National Policy 58-201 – Corporate Governance Guidelines. Additionally, although we are not required to comply with most of NYSE's Corporate Governance Standards, our practices meet or exceed them in all material respects. Any differences between our governance practices and NYSE's Corporate Governance Standards are discussed in the "Statement of Significant Governance Differences (NYSE)" which can be found on our website (www.magna.com).

Best Practices

Magna also monitors the voting policies, corporate governance guidelines and recommended best practices of our largest institutional shareholders, shareholder representative organizations, such as the Canadian Coalition for Good Governance, as well as proxy advisory firms, such as Institutional Shareholder Services and Glass Lewis & Co.

Governance Framework

The diagram below summarizes our governance structure, with key elements described in the sections which follow.

GRAPHIC

68       Corporate Governance


About the Board

Board Size and Term

Our articles of incorporation permit a Board size of between five and fifteen directors, with the exact number to be determined by the Board. Over the last ten years, our Board has ranged between nine and twelve directors, with an average of ten. For 2021, twelve nominees have been put forward for election by shareholders. The Board believes that this is an appropriate number of nominees in light of the scale and complexity of Magna's business and the markets in which we operate, as well as the range of skills needed to effectively oversee the company's strategy and risks, provide strategic guidance and advice to Executive Management, staff Board Committees and address planned director retirements effectively. Each director is elected for a one-year term expiring at our next annual meeting of shareholders.

Minimum Qualifications for Service as a Director of Magna

In addition to the minimum qualifications specified in the OBCA, our Board Charter requires that each director possess the following attributes:

Beyond the above minimum qualifications for service, we expect all of our directors to attend all Board and Committee meetings. However, we recognize that scheduling conflicts are unavoidable from time to time, particularly in the case of meetings which are called on short notice. Accordingly, directors are subject to a minimum attendance requirement of 75% for all regularly scheduled Board and Committee meetings, except where an absence is due to a medical or other valid reason.

In order to be able to devote the necessary time and effort to the activities of the Board and its committees, directors serving on the Board may not sit on a total of more than four public company boards (including ours) without the prior approval of the CGCNC. A director on our Board who serves as a chief executive officer (or equivalent position) of another public company, may not serve on the board of any other public company other than the company of which he or she is a chief executive officer, while he or she serves on our Board without the prior approval of the CGCNC. Our chief executive officer is allowed to serve on the board of one other public company, but does not currently serve on any other public company boards.

Board Leadership

Our Board is led by an independent Board Chair who is annually selected by the Independent Directors from among themselves. William Young has served as our independent Chairman since May 2012.

The Board Chair's basic duties include presiding over Board meetings, including in camera sessions at each such meeting involving the Independent Directors, overseeing Board Committees and coordinating Board activities with Committee Chairs. Other duties of the Board Chair, as described in the Board Charter include:

Corporate Governance        69


The Board can delegate additional responsibilities to the Board Chair at any time. Any change to the responsibilities listed in the Board Charter must be approved by the Board.

Board Committee Structure

The Board carries out its duties in part through standing Committees. Each Independent Director is expected to serve on at least one standing Committee, but may attend the meetings of any other Committee. Committee staffing assignments are made with the aim of best matching the skills and expertise of Independent Directors to the Committee mandates in order to maximize the overall effectiveness of the Board and its Committees.

The Board currently maintains three standing committees to assist it in carrying out its duties:

All of the Board Committees are staffed and chaired by Independent Directors, and operate under Committee Charters, which are available on our website (www.magna.com) and on SEDAR (www.sedar.com). Each Committee has prepared a report appearing later in this Circular, summarizing the Committee's mandate and membership, highlighting key accomplishments and identifying major areas of focus.

In addition to the Board's standing Committees, the Board may establish special committees composed entirely of Independent Directors to review and make recommendations on specific matters or transactions. There were no special committees during 2020.

Director Compensation

Compensation for our Independent Directors is structured to attract and retain skilled independent directors and align their interests with the interests of our long-term shareholders. The details of our director compensation structure and 2020 independent director compensation can be found in the "Business of the Meeting – Director Compensation" section of this Circular.

Board Independence

Shareholders are best served by a strong Board which exercises independent judgment, as well as prudent and effective oversight on behalf of shareholders. Assuming all of the Nominees listed in this Circular are elected with a majority of votes, eleven out of twelve, or 92%, of the directors on our Board will be "independent". This exceeds the minimum two-thirds independence requirement contained in our Board Charter and recommended by the Canadian Coalition for Good Governance, as well as the recommendation in National Policy 58-201 that a majority of directors be independent.

Definition of Independence

A Magna director is considered to be independent only after the Board has affirmatively determined that the director has no direct or indirect material relationship which could interfere with the exercise of his or her independent judgment. This approach to determining director independence draws upon the definitions contained in Section 1.4 of National Instrument 52-110 ("NI 52-110") and Section 303A.02 of the NYSE's Corporate

70       Corporate Governance



Governance Listing Standards, as well as the specific relationships identified in those instruments as precluding a person from being determined to be an independent director.

Audit Committee members are subject to a higher standard of independence than other directors, consistent with Section 1.5 of NI 52-110. Under this standard, a person cannot be considered an independent director for purposes of Audit Committee membership if he or she is a partner, member, executive officer, managing director or person in similar position at an accounting, consulting, legal, investment banking or financial advisory services firm providing services to Magna (including any subsidiary) for consulting, advisory or other compensatory fees.

In determining whether any candidate for service on the Board is independent, information is typically compiled from a variety of sources, including: written questionnaires completed by directors/candidates; information previously provided to us by directors; our records relating to relationships with accounting, consulting, legal, investment banking or financial advisory services firms, together with information provided to us by such firms; and publicly available information. The CGCNC is provided with a summary of all such relationships (whether or not material) known by Magna based on the foregoing sources. Following the CGCNC's consideration and assessment of such information, it presents its recommendation to the Board for approval.

Additional Ways In Which Independence is Fostered

Aside from the two-thirds independence requirement, there are other ways in which Board independence is fostered, including:

Committee Independence

The Board believes that Committee independence is critical to enabling the Board to exercise prudent and effective oversight. In addition to permitting only Independent Directors to serve on Committees, Committee independence is promoted in a number of ways, including the:

Corporate Governance        71


Interlocks

Our Board Charter limits the number of boards on which our directors can serve together. There is currently one Board interlock as follows:


PUBLIC COMPANY
  DIRECTOR
  COMMITTEES

The Bank of Nova Scotia   Dr. Indira V. Samarasekera(1)   Human Resources;
Corporate Governance
   
    Scott B. Bonham(2)   Audit & Conduct Review;
Corporate Governance

Note:

1.
Dr. Samarasekera is not standing for re-election at the Bank of Nova Scotia's annual meeting on April 13, 2021.

2.
Mr. Bonham is not standing for re-election and will retire from the Board on May 6, 2021.

The CGCNC is satisfied that the above interlock does not impair the ability of the interlocking directors to exercise independent judgement as members of the Board. None of our directors serve on any board together with a member of Magna's Management.

CEO Position Description

A position description has been developed for the Chief Executive Officer to further promote the independence of the Board and to define the limits of the Chief Executive's authority. His basic duties and responsibilities include:

Director Conflicts of Interest and Related Party Transactions

Where a director has a conflict of interest regarding any matter before the Board, the conflicted director must declare his or her interest, depart the portion of the meeting during which the matter is discussed and abstain from voting on the matter. However, the OBCA permits directors to vote on their own compensation for serving as directors.

The CGCNC is generally responsible for reviewing and making recommendations to the Board regarding related party transactions. In the case of a related party transaction which is material in value, the unconflicted members of the Board may choose to establish a special committee composed solely of Independent Directors to review and make recommendations to the Board. Related party transactions include those between Magna (including any subsidiary) and a director, officer or person owning more than 10% of our Common Shares. In reviewing and making recommendations regarding related party transactions, the CGCNC seeks to ensure that transaction terms reflect those which would typically be negotiated between arm's length parties, any value paid in the transaction represents fair market value and that the transaction is in the best interests of the company. There were no such related party transactions during 2020. One non-Independent Director has been party to a consulting agreement

72       Corporate Governance



with Magna since 2018, as described under "Additional Information – Interests of Management and Other Insiders in Certain Transactions" in this Circular.

Board's Stewardship Role

The Board is responsible for the overall stewardship of Magna. To this end, the Board: supervises the management of the business and affairs of Magna in accordance with the legal requirements set out in the OBCA, as well as other applicable law; and, jointly with Management, seeks to create long-term shareholder value. The Board's stewardship role, specific responsibilities, compositional requirements and various other matters are set forth in our Board Charter.

Consistent with the standard of care for directors under the OBCA, each director on the Board seeks to act honestly and in good faith with a view to the best interests of the corporation and to exercise the care, diligence and skill that a reasonably prudent person would exercise in comparable circumstances. The standard of care under Ontario corporate law differs from that of some other common law jurisdictions, by requiring directors to act in the "best interests of the corporation" as opposed to the "best interests of shareholders". This distinction effectively recognizes that while individual shareholders may have conflicting interests, investment intents and investing horizons, the stewards of a corporation must act with a view to the interests of the corporation as a whole. Consistent with case law developed under the OBCA and equivalent federal and provincial corporate statutes in Canada, Magna's Board seeks to consider and balance the impact of its decisions on its affected stakeholders, including shareholders, other security holders and employees.

Primary Board Responsibilities

The Board Charter identifies the following as the Board's primary responsibilities:

Corporate Governance        73


74       Corporate Governance




Board




■     Strategic risk including CEO succession, operations, capital structure and product portfolio

■     Enterprise-wide Cybersecurity and IT

 
 
 


Audit Committee

  CGCNC

  Technology Committee




■     Financial Reporting

■     Taxation

■     Material Litigation/Regulatory Risk

■     Ethics and Legal Compliance
 
■     Corporate Governance

■     Compensation

■     Talent Management

■     Leadership Development/Succession Planning

■     Sustainability, including health and safety and environmental compliance
 
■     Technology risks, including product-embedded and solution software cybersecurity risks

Board Effectiveness

Recruitment and Nomination Process

The CGCNC recommends to the Board the nominees for election at each annual meeting of the company's shareholders. In carrying out this function, the CGCNC annually reviews:

Corporate Governance        75


It then seeks to address any potential gaps through recruitment of one or more additional directors identified with the assistance of a professional search firm. Potential candidates may also be recommended by existing directors, members of Management, external advisors, shareholders or others. The names of candidates identified by any such parties are provided to the search firm retained by the CGCNC for its recommendation as to suitability. The CGCNC will typically interview a short-list of three to five candidates for each Board seat it seeks to fill.

A detailed description of our 2021 recruitment process and subsequent nomination of Ms. Mary Lou Maher can be found in the "Business of the Meeting – Election of Directors" section of this Circular.

Diversity Policy and Targets

We believe that shareholders benefit from a strong, independent board composed of highly-engaged directors who represent a diversity of knowledge, skills, experience, perspectives and backgrounds which will assist the Board in fulfilling its duties. As such, the Board has tasked the CGCNC with the responsibility of establishing director recruitment procedures that are aimed at eliciting a diverse range of candidates, without discrimination on the basis of any diversity attributes, including age, gender, cultural background, national origin, religion, physical ability, and sexual or gender orientation.

The Board has adopted a Board Diversity Policy targeting gender parity by December 31, 2023, subject to a minimum of not less than 30% female directors prior to that time. Consistent with the recommendations of the Canadian Coalition for Good Governance, gender parity will be achieved if the balance between male and female directors ranges between 40% and 60% over a rolling three-year timeframe. The Board has not adopted specific targets relating to other diversity attributes; however, the Board considers these factors in striving for a composition which is generally reflective of Magna's customers, shareholders and employees, as well as the geographic markets in which it operates.

Currently, the CGCNC uses a professional search firm which operates under firm instruction not to exclude any candidate on the basis of any personal characteristic or attribute which is unrelated to the individual's ability to carry out his or her duties as a director. The Board is satisfied that the approach thus far has been effective in achieving a diverse Board, as exemplified by the balance of female directors (42% of the Nominees), as well as the range of industries, cultural background, national origin, geographic, functional and other perspectives represented by the Nominees.

Diversity within our employee population is also important to us and we strive to create an inclusive work environment throughout the company. We have taken a number of steps in this regard, including: development and implementation of a diversity awareness program; creation of a Global Diversity & Inclusion Council headed by two senior leaders; fostering the establishment of employee resource groups ("ERGs"), including a Women at Magna ERG; and establishment of strategic partnerships with a broad range of organizations dedicated to raising the profile of women in the automotive industry.

On a global basis, approximately 26% of the employees in our wholly-owned operations are women. A total of approximately 3,600 employees in our wholly-owned operations occupy critical roles with 550 of such employees, or 15%, being women. Underrepresentation of women in our workforce is most pronounced in engineering, IT, operations and product engineering career streams, a consistent trend throughout the automotive industry.

Recognizing the importance of improving gender diversity within key technical career streams, many of the organizations we have partnered with promote gender diversity in technical career streams. Our current strategic partnerships include: Build a Dream; Centre for Automotive Diversity, Inclusion & Advancement (CADIA); Catalyst; Engineers Canada; FIRST Robotics – Girls in STEM; Gartner, Inc.; her Career; Institute of Electrical and Electronic Engineers (IEEE); Inforum; KnowledgeStart; Ontario Society of Professional Engineers; Society of Automotive

76       Corporate Governance



Engineers (SAE) International; The Art of Leadership for Women; The Knowledge Society; Women in Automotive; Women in Manufacturing; and Women's Executive Network (WXN).

The Board as a whole continues to advocate for improved gender representation and other diversity in leadership and other critical roles, as well as STEM career streams. In addition to their strong advocacy, the female directors of the Board, currently representing one third of our Board of Directors, have also sought opportunities to mentor and share their experiences with the company's high-performing female employees.

Our approach to diversity is described in greater detail in our Sustainability Report.

Age and Term Limits

We have not established firm age or tenure limits for directors, which may be arbitrary. The CGCNC is committed to ensuring that Independent Directors remain active, engaged and effective participants on the Board and that they are able to function independently of Management. Decisions regarding continued service on the Board by an Independent Director are based primarily on the Board's skills needs and the Independent Director's performance, as determined through the Board's annual effectiveness evaluation, which includes peer review components. Subject to the foregoing, an Independent Director may as a general rule serve for up to twelve years.

Expected director retirement dates based on the twelve-year tenure guideline, are as follows:


Name
  Retirement Year

Dr. Kurt J. Lauk   2023

William L. Young   2023

Peter G. Bowie   2024

Dr. Indira V. Samarasekera   2026

Cynthia A. Niekamp   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

Corporate Governance        77


Annual Board Effectiveness Assessment

Magna maintains an annual Board effectiveness assessment process which aims to assist in the identification of short and long-term Board priorities, as well as the assessment of the overall functioning of the Board, its Committees and individual directors. The effectiveness assessment, which is overseen by the CGCNC, typically consists of the following components:

GRAPHIC

Director Orientation and Education

We are committed to ensuring that Independent Directors are provided with a comprehensive orientation aimed at providing them with a solid understanding of a broad range of topics, including:

We also aim to provide all directors with a continuing education program to assist them in furthering their understanding of our business and operations and the automotive industry, as well as emerging trends and issues, including in such areas as:

78       Corporate Governance


Our director education program is developed based on priorities identified by the Board and may include various elements, including: site visits to our facilities; video overviews of manufacturing facilities; guided visits to major auto shows; in-boardroom presentations by members of Management, external advisors or others; third-party led training programs; membership in organizations representing independent directors; and subscriptions to relevant periodicals or other educational resources.

Independent Directors are encouraged to participate in additional director education activities of their choosing, at our expense. We maintain Board memberships to the Institute of Corporate Directors, as well as the National Association of Corporate Directors and encourage Independent Directors to attend conferences, seminars and webinars organized by these or other organizations. Additionally, directors are routinely provided with thought leadership materials on a range of topics from a number of respected external sources, including: investor representative organizations such as the Canadian Coalition for Good Governance; various law, accounting, management consulting and executive compensation firms; automotive industry news sources; and general publications relating to public companies. Further, we regularly distribute media articles relating to Magna and the automotive industry, as well as analyst reports and updates relating to Magna, its competitors and the automotive industry.

Board and Committee education topics during 2020 included the following:


TOPIC
  PRESENTER

  ATTENDED BY


Global Macroeconomic Updates   Management   Full Board

COVID-19 Actions/Updates   Management   Full Board

COVID-19 Restart   Management   Full Board

COVID-19 Employee Update   Management   Full Board

Gender Diversity Update   Management   Full Board

Sustainability   Management   Full Board / Full CGCNC

Automotive Trends   Management   Full Board

ADAS Update   Management   Full Board

Succession Planning   Management / External   Full Board / Full CGCNC

Talent Management   Management   Full CGCNC

Labour Relations   Management   Full CGCNC

Corporate Governance Update   Management   Full CGCNC

Alternative Propulsion   Management   Full Tech Committee

Hydrogen Update   Management   Full Tech Committee

Product Cybersecurity   Management   Full Tech Committee

Infrastructure Cybersecurity   Management   Audit Committee

Tax Update   Management   Audit Committee

Treasury Update   Management   Audit Committee

Corporate Governance        79


Shareholder Democracy and Engagement

Shareholder Democracy

Magna's approach to corporate governance reflects the following basic principles of shareholder democracy:

80       Corporate Governance


Shareholder Engagement

We value constructive dialogue with shareholders and potential investors and regularly engage with shareholders and shareholder representative organizations throughout the year to better understand their perspectives regarding Magna. Where possible, we consider the feedback received from such meetings in refining Magna's policies, practices and/or public disclosures.

The Board's shareholder engagement activities are led by Mr. Young, the Chairman of the Board. Board-led discussions typically relate to matters such as corporate governance and executive compensation. Significant shareholder and investor outreach is also conducted by members of our Executive Management team as part of our regular investor relations activities. Feedback communicated by shareholders and investors to the Executive Management team is shared with the CGCNC on a quarterly basis and the Chairman reports to the CGCNC and the full Board on a quarterly basis regarding shareholder engagement activities conducted by him.

Shareholders wishing to engage with the Board may do so by contacting the Board Chair, any Committee Chair or any other Independent Director through the office of the company's Corporate Secretary, as follows:

Ethical Conduct

Ethical Business Conduct

We maintain a Code of Conduct & Ethics, which is disclosed on the corporate governance section of our website (www.magna.com) in multiple languages. The Code, which is administered and overseen by the Audit Committee, applies equally to all of our directors, officers and employees. The Code is reviewed regularly and proposed amendments must be approved by the Board. Any waivers of the Code for directors or executive officers must be approved by the Audit Committee, while waivers for other employees must be approved by our Chief Legal Officer, Corporate Secretary or Chief Human Resources Officer. No waivers of the Code were requested or granted in 2020.

We maintain an ethics and legal compliance training program ("ELC Program"), which aims to assist employees in understanding the values, standards and principles underlying the Code of Conduct & Ethics, as well as the application of such values, standards and principles to real-life situations encountered by employees in different roles. Our ELC Program, which is overseen by the Audit Committee, involves multiple elements, including both live and online training on legal compliance and ethics topics generally, as well as the application of our compliance policies and procedures to factual scenarios.

We maintain a confidential and anonymous whistle-blowing line known as the Magna Hotline, which is overseen by the Audit Committee. Stakeholders may make submissions to the Magna Hotline by phone or internet. Submissions are received and tracked by an independent third-party service provider. Non HR-related reports to the Hotline are reviewed by Magna's Internal Audit Department and, when appropriate, an investigation is conducted.

Corporate Governance        81


Sustainability at Magna

Our 2021 Annual Information Form/Annual Report on Form 40-F, which was filed in conjunction with this Circular, contains a Sustainability Report which aims to provide our stakeholders with a better understanding of how we approach the creation of sustainable, long-term value and our management of sustainability-related risks. The report has been structured to align with the Task Force on Climate-related Financial Disclosures (TCFD) framework, as well as the Sustainability Accounting Standards Board's (SASB) Auto Parts accounting standard, where possible. While the report may not currently provide stakeholders with all of the information sought through the TCFD and SASB frameworks; we continue to evolve and enhance our disclosure as our collection and validation of the applicable data improves. Applicable SASB and other metrics are as follows:


TOPIC
  SASB CODE
  METRIC
  UNIT OF MEASURE
  MAGNA 2020 DATA(1)

GHG Emissions   —   Scope 1 & 2 emissions   Metric Tons (t) CO2e   1,620,090 t

 

 

 

 

 

 

 

 

 

Energy Management   TR-AP-130a.1   Aggregate amount of energy consumed   Gigajoules (GJ)
MegaWatt hours (MWh)
  18,169,048 GJ
5,046,958 MWh
       
        % of energy consumed supplied from electrical grid   Percentage (%)   59.0%
       
        % of energy consumed that is renewable energy   Percentage (%)   11.9%
   
        Energy intensity   MegaWatt hours (MWh) / Sales (USDm)   155 MWh / USDm
       
    —   Energy intensity reduction target   MegaWatt hours (MWh) / Sales (USDm)   ³2% p.a.

 

 

 

 

 

 

 

 

 

Waste Management   TR-AP-150a.1   Aggregate amount of waste generated from manufacturing operations   Metric Tons (t)   965,677 t
       
        % of waste generated that is hazardous   Percentage (%)   4.9%
       
        % of waste generated that was recycled   Percentage (%)   91.5%
   
        % hazardous waste diverted from landfill   Percentage (%)   84.0%
       
    —   Waste diversion from landfill target   Percentage (%)   ³95% p.a.

 

 

 

 

 

 

 

 

 

Water Management   —   Annual water withdrawals   Megalitres (ML)   6,351 ML
       
        Water reduction target   Percentage (%)   1.5% p.a.
15% by 2030 (vs. 2019)

 

 

 

 

 

 

 

 

 

Environmental Management   —   Annual remediation expenses   Reporting Currency (USD)   <$1.0m
       
        Aggregate remediation balance for known events   Reporting Currency (USD)   $10.8m

 

 

 

 

 

 

 

 

 

Competitive Behaviour   TR-AP-520a.1   Total amount of monetary losses incurred as a result of legal proceedings associated with anti-competitive behaviour regulations   Reporting Currency (USD)   NIL

 

 

 

 

 

 

 

 

 

Health and Safety   —   Accident frequency rate   1.0 = 1 injury / illness per 5,000 employees working 1 million hours   0.42
       
        Accident severity rate   10.0 = 50 lost work days over the course of 1 million hours   5.11

 

 

 

 

 

 

 

 

 

Gender Diversity   —   % of employees who are women(2)   Percentage (%)   26%
       
        % women in Critical Positions   Percentage (%)   15%
       
        % Women on the Board of Magna   Percentage (%)   36% (2020)
42% (2021)

Notes:

1.
2020 data with respect to Water Withdrawals, Emissions, Energy Management, and Waste Management is preliminary.

2.
Wholly-owned operations only.

82       Corporate Governance


Board Committees and Committee Reports

Committees

This Board currently maintains three standing committees to assist it in carrying out its duties:

Committee Reports

A report of each standing Board Committee follows. Each report summarizes the Committee's mandate, composition and principal activities in respect of 2020 and to date in 2021. In addition, a separate CGCNC report on compensation and performance can be found on page 32 of this Circular.

Report of the Audit Committee

Mandate

The Audit Committee's primary role is to satisfy itself on behalf of shareholders that the company's financial statements are accurate in all material respects and can be relied upon by shareholders. This necessarily involves diligent oversight of the company's: system of internal controls; finance and accounting policies; internal and external audits; relationship with the independent auditor; financial risk mitigation strategies; and the integrity of its financial reports and disclosures. The Audit Committee Charter has been filed on SEDAR (www.sedar.com) and is available in the Leadership and Governance section of Magna's website (www.magna.com).


"Mandatory stay at home orders and remote working due to COVID-19 created risks to the effectiveness of finance, internal audit and external audit activities designed to provide assurance on the quality of financial reporting and internal controls. Throughout 2020, the Audit Committee remained focused on ensuring these risks did not materialize, and we are satisfied that Magna's financial statements and MD&A can be relied upon to the same extent as in any other year."
Robert F. MacLellan
Audit Committee Chair

Composition

The Audit Committee Charter requires that the committee be composed of between three and five Independent Directors, each of whom is "financially literate" and at least one of whom is a "financial expert", as those terms are defined under applicable law. Audit Committee members cannot serve on the audit committees of more than three boards of public companies in total. The Audit Committee complied with these requirements throughout 2020. There were no changes to the committee's composition in 2020, but the committee looks forward to Mary-Lou Maher's appointment to the Committee, subject to her election at the Meeting.


MEMBERS

  INDEPENDENT
  FINANCIALLY
LITERATE

  FINANCIAL
EXPERT

  SERVES ON 3
OR FEWER
AUDIT
COMMITTEES

  2020
ATTENDANCE


Robert F. MacLellan (Committee Chair)   ü   ü   ü   ü   100%

Peter G. Bowie   ü   ü   ü   ü   100%

Cynthia A. Niekamp   ü   ü   ü   ü   100%

In appointing members to the Audit Committee, the Board considers the relevant expertise brought to the Audit Committee by each member, including through the financial leadership and oversight experience gained by each of them in their principal occupations and/or other boards on which they serve.

Corporate Governance        83


2020 Accomplishments and Key Areas of Focus

Through the Audit Committee's work during 2020 and the first few months of 2021, the Audit Committee has fulfilled all of the requirements under its Charter, including satisfying itself regarding the integrity of Magna's financial statements and financial reporting. Some of the specific elements of work in this regard included:

Financial Reporting and Internal Controls:

Oversight of Internal Audit:

External Audit Effectiveness:

84       Corporate Governance


Ethics and Compliance:

Whistle-Blowing:

Treasury Risk Management:

Cybersecurity:

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 auditors are responsible for performing an independent audit on, and issuing their 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, 2020.

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, 2020. This report is dated as of March 25, 2021 and is submitted by the Audit Committee.

PHOTO
Robert F. MacLellan
(Committee Chair)
  PHOTO
Peter G. Bowie
  PHOTO
Cynthia A. Niekamp

Corporate Governance        85


Report of the Corporate Governance, Compensation and Nominating Committee

Mandate

The CGCNC assists the Board in fulfilling its oversight responsibilities with respect to corporate governance, executive and incentive compensation, as well as both executive and Board succession planning. The CGCNC Charter has been filed on SEDAR (www.sedar.com) and is available in the Leadership & Governance section of Magna's website (www.magna.com).


"While the impacts of COVID-19 undoubtedly took a significant amount of the Committee's time in 2020, our core agenda centred on talent management and human capital issues, such as diversity and inclusion, as well as leadership development. We also continued to enhance Magna's governance practices and believe that our new approach to Board diversity makes the company a North American leader in this area."
Dr. Indira V. Samarasekera
CGCNC Chair

 

Composition

The CGCNC Charter requires that the committee be composed of between three and five Independent Directors; the CGCNC complied with this requirement throughout 2020. During 2020, William Young stepped down as CGCNC Chair to focus on his role as Board Chair, and Dr. Samarasekera was appointed to lead the CGCNC.


MEMBERS
  INDEPENDENT
  2020 ATTENDANCE

Dr. Indira V. Samarasekera (Committee Chair)   ü   100%

Hon. V. Peter Harder   ü   100%

Lisa S. Westlake   ü   100%

William L. Young (until May 2020)   ü   100%

In appointing members to the CGCNC, the Board considers the relevant expertise brought to the CGCNC by each member, including through the leadership, compensation and governance experience gained by each of them in their principal occupations and/or other boards on which they serve.

2020 Accomplishments and Key Areas of Focus

During 2020 and the first few months of 2021, the CGCNC fulfilled all of the requirements under its Charter, including with respect to Magna's overall system of corporate governance, executive and incentive compensation, Board composition, succession planning and other matters. Some of the CGCNC's significant activities and accomplishments in these areas include:

CEO Succession

Talent Management, Development and Diversity

86       Corporate Governance


COVID-19 Impact on Employees

Executive and Management Compensation

Corporate Governance

Sustainability

Committee Approval of Report

Based on the foregoing and all of the other activities undertaken or overseen by the CGCNC, the CGCNC is satisfied that it has fulfilled the duties and responsibilities assigned to it under its charter in respect of the year ended December 31, 2020. This report is dated as of March 25, 2021 and is submitted by the CGCNC.

PHOTO
Dr. Indira V. Samarasekera
(Committee Chair)
  PHOTO
Hon. V. Peter Harder
  GRAPHIC
Lisa S. Westlake

Corporate Governance        87


Report of the Technology Committee

Mandate

The Technology Committee assists the Board in fulfilling its oversight responsibilities with respect to disruptive and other technological trends and risks, as well as the company's efforts to address them. The mandate of the Technology Committee has been filed on SEDAR (www.sedar.com) and is available in the Leadership & Governance section of Magna's website (www.magna.com).


"Magna is truly a global leader in the automotive industry. Our efforts are sharply focused on ensuring that it will continue to thrive through the most intense technological changes witnessed since the invention of the car, including the transition to electrification, increased vehicle autonomy and new modes of mobility."
Dr. Kurt J. Lauk
Technology Committee Chair

 

Composition

The Technology Committee Charter requires that the committee be composed of between three and five Independent Directors; the Technology Committee complied with this requirement throughout 2020. There were no changes to the committee's composition in 2020.


MEMBERS
  INDEPENDENT
  2020 ATTENDANCE

Dr. Kurt J. Lauk (Committee Chair)   ü   100%

Mary S. Chan   ü   100%

William A. Ruh   ü   100%

In appointing members to the Technology Committee, the Board considers the relevant expertise brought to the committee by each member, including through the manufacturing and technology management experience gained by each of them in their principal occupations and/or other boards on which they serve.

2020 Accomplishments and Key Areas of Focus

During 2020 and the first few months of 2021, the Technology Committee fulfilled the requirements of its Charter. Some of the Technology Committee's significant activities and accomplishments in respect of 2020 include:

Technology Trends, Opportunities & Risks

88       Corporate Governance


Technology Investments and M&A Strategy

Committee Approval of Report

Based on the foregoing and all of the other activities undertaken or overseen by the Technology Committee, the 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, 2020. This report is dated as of March 25, 2021 and is submitted by the Technology Committee.

PHOTO
Dr. Kurt J. Lauk
(Committee Chair)
  PHOTO
Mary S. Chan
  PHOTO
William A. Ruh

Corporate Governance        89


Additional Information

 

 

 

 

Interests of
Management and
Other Insiders in
Certain
Transactions

 

Effective January 1, 2018, Scott Bonham became a consultant to the company. Under the consulting agreement between Mr. Bonham and a subsidiary of the company, Mr. Bonham provided venture capital and technology advisory services to Magna for a fee of $28,000 per month ($336,000 per year) during 2020. The scope of responsibilities has been established by mutual agreement with Magna's Chief Executive Officer and the services rendered by Mr. Bonham are under the general overall direction of Magna's Chief Executive Officer. As Mr. Bonham served as a non-independent, non-executive director for 2020, he also received an annual Board retainer of $150,000 payable entirely in the form of DSUs, in order to maintain alignment with shareholders generally and the Independent Directors serving on the Board. As a non-independent director, Mr. Bonham did not sit on any Board Committees. Mr. Bonham is not standing for re-election and will retire from the Board on May 6, 2021.

 

 

Mr. Bonham, together with William Young and Dr. Indira Samarasekera serve 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 2019 and 2020. The amount of Magna's contribution to CIFAR is not material to Magna. None of Dr. Samarasekera, Mr. Young or Mr. Bonham receive any compensation from CIFAR for service on the CIFAR board.

 

 

During 2020, a non-independent trust (the "Trust") which exists to make orderly purchases of Magna shares for employees for transfer to the Employee Equity and Profit Participation Program, borrowed up to $38 million from Magna to facilitate the purchase of Common Shares. At December 31, 2020, the Trust's indebtedness to Magna was $38 million.

90       Additional Information



 

 

 

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 2020 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 approximately $0.9 million in aggregate.

Directors' and
Officers' Insurance

 

Effective September 1, 2020, 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 million for securities claims and $1 million for all other 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, 2020 to September 1, 2021 for the directors' and officers' liability portion of this insurance policy was approximately $3.4 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.
 
 
    GRAPHIC

Bassem A. Shakeel
Vice-President and Corporate Secretary
March 25, 2021

Magna files an Annual Information Form with the Ontario Securities Commission and Annual Report on Form 40-F with the U.S. Securities and Exchange Commission. A copy of Magna's most recent Annual Information Form, this Circular and the Annual Report containing Magna's consolidated financial statements and MD&A, will be sent to any person upon request in writing addressed to the Secretary at Magna's principal executive offices set out in this Circular. Such copies will be sent to any shareholder without charge. Copies of Magna's disclosure documents and additional information relating to Magna may be obtained by accessing the disclosure documents available on the internet on the Canadian System for Electronic Document Analysis and Retrieval (SEDAR) at www.sedar.com. Financial information is provided in Magna's comparative consolidated financial statements and MD&A for fiscal 2020. For more information about Magna, visit Magna's website at www.magna.com.

Additional Information        91


Definitions and Interpretation

Certain Defined Terms   In this document, referred to as this "Circular", the terms "you" and "your" refer to the shareholder, while "we", "us", "our", the "company" and "Magna" refer to Magna International Inc. and, where applicable, its subsidiaries. In this Circular, a reference to "fiscal year" is a reference to the fiscal or financial year from January 1 to December 31 of the year stated.

 

 

We also use the following defined terms throughout this Circular:

Board:

 

our Board of Directors.

BoC:

 

the Bank of Canada.

C$:

 

Canadian dollars.

CGCNC:

 

the Corporate Governance, Compensation and Nominating Committee of our Board.

Deloitte:

 

Deloitte LLP

DSUs:

 

deferred share units.

Independent Directors:

 

our directors or nominees who have been determined to be independent on the basis described under "Nominees for Election to the Board – Nominee Independence".

NYSE:

 

The New York Stock Exchange.

OBCA:

 

the
Business Corporations Act (Ontario).

TSX:

 

the Toronto Stock Exchange.

Currency, Exchange Rates and Share Prices

 

Dollar amounts in this Circular are stated in U.S. dollars, unless otherwise indicated, and have been rounded to the nearest thousand. In a number of instances in this Circular, information based on our share price has been calculated on the basis of the Canadian dollar closing price of our Common Shares on the TSX and converted to U.S. dollars based on the BoC exchange rate on the applicable date.
 

REFERENCE DATE
  NYSE SHARE
PRICE
(US$)
  TSX SHARE
PRICE
(C$)
  BOC EXCHANGE
RATE
(C$1.00 = US$)

December 31, 2020   70.80   90.11   0.7854

March 19, 2021   91.81   115.05   0.7996

 
    In a number of instances in this Circular, information denominated in Euros has been converted to U.S. dollars based on the European Central Bank ("ECB") reference rate as at December 31, as set out below.
 

REFERENCE DATE   DECEMBER 31, 2020   DECEMBER 31, 2019   DECEMBER 31, 2018

ECB Exchange Rate
(€1.00 = US$)
  1.2271   1.1234   1.1450

 
Information Currency   The information in this Circular is current as of March 19, 2021, unless otherwise stated.
Websites not incorporated by Reference   Information contained on or otherwise accessible through Magna's website and other websites, though referenced herein, does not form part of and is not incorporated by reference into this Circular.

92       Definitions and Interpretation



 

 
  Transfer Agent and Registrar

 

Computershare Trust Company of Canada
100 University Avenue, 8th Floor
Toronto, Ontario, Canada M5J 2Y1
  Telephone:            1 (800) 564-6253

 

Computershare Trust Company N.A.
462 S. 4th Street
Louisville, Kentucky, USA 40202
  Telephone:            1 (800) 962-4284

 

From all other countries
  Telephone:            1 (514) 982-7555

 

www.computershare.com

 

 


 


Exchange Listings

 

Common Shares
Toronto Stock Exchange
MG
New York Stock Exchange
MGA

 

 

 

 

 

 

 

 

 

 

 

 


 


Corporate Office

 

Magna International Inc.
337 Magna Drive,
Aurora, Ontario, Canada L4G 7K1
Telephone: (905) 726-2462
Fax: (905) 726-7164

 

www.magna.com

GRAPHIC




QuickLinks


Exhibit 22.2

PROXY FORM Annual Meeting Magna International Inc. (the “Corporation”) WHEN: Thursday, May 6, 2021 at 10:00 am EDT WHERE: www.virtualshareholdermeeting.com/mga2021 REMINDER: PLEASE REVIEW THE INFORMATION / PROXY CIRCULAR CONTROL NO.: PROXY DEPOSIT DATE: May 4, 2021 by 5:00 pm EDT 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. 2. This Form of Proxy is solicited by and on behalf of Management of the Corporation. 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 Virtual 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 Virtual Meeting. • You MUST provide your Appointee the EXACT NAME and EIGHT CHARACTER APPOINTEE IDENTIFICATION NUMBER to access the Virtual Meeting. Appointees can only be validated at the Virtual 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 VIRTUAL MEETING. 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. 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. 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. If the Form of Proxy is not dated, it will be deemed to bear the date on which it was mailed to the shareholder. 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. 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. 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. 3. 4. 5. 6. 7. 8. 9. 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. PLEASE SEE OVER STEP 1 REVIEW YOUR VOTING OPTIONS ONLINE: VOTE AT PROXYVOTE.COM USING YOUR COMPUTER BY TELEPHONE: YOU MAY ENTER YOUR VOTING INSTRUCTIONS BY TELEPHONE OR MOBILE DATA DEVICE. YOUR CONTROL NUMBER ISAT: ENGLISH: 1-800-474-7493 OR FRENCH: 1-800-474-7501 LOCATED BELOW. BY MAIL: THIS PROXY FORM MAY BE RETURNED BY MAIL IN THE ENVELOPE PROVIDED. SCAN TO VIEW MATERIAL AND VOTE NOW BEFORE VOTING. V502122020

 

PROXY FORM Magna International Inc. (the “Corporation”) MEETING TYPE: MEETING DATE: RECORD DATE: PROXY DEPOSIT DATE: ACCOUNT NO: Annual Meeting Thursday, May 6, 2021 at 10:00 am EDT March 19, 2021 May 4, 2021 by 5:00 pm EDTCUID: CUSIP: CONTROL NO.:  APPOINTEE(S): William L. Young, or failing him, Seetarama S. Kotagiri (CEO), or failing him, Bassem A. Shakeel 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 Virtual 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 Virtual Meeting. Appointees can only be validated at the Virtual Meeting using the EXACT NAME and EIGHT (8) CHARACTER APPOINTEE IDENTIFICATION NUMBER you enter below. CREATE AN EIGHT (8) CHARACTER IDENTIFICATION NUMBER FOR YOUR APPOINTEE PLEASE PRINT APPOINTEE NAME INSIDE THE BOX   MAXIMUM 22 CHARACTERS - PLEASE PRINT CLEARLY MUST BE EIGHT CHARACTERS IN LENGTH - PLEASE PRINT CLEARLY E-R6 ITEM(S): VOTING RECOMMENDATIONS ARE INDICATED BY OVER THE BOXES (FILL IN ONLY ONE BOX “ ” PER ITEM IN BLACK OR BLUE INK) 1A Election of Director: Peter G. Bowie ELECTION OF DIRECTORS: WITHHOLD 1B Election of Director: Mary S. Chan WITHHOLD 1C Election of Director: Hon. V. Peter Harder WITHHOLD 1D Election of Director: Seetarama S. Kotagiri (CEO) WITHHOLD 1E Election of Director: Dr. Kurt J. Lauk WITHHOLD 1F Election of Director: Robert F. MacLellan WITHHOLD 1G Election of Director: Mary Lou Maher WITHHOLD 1H Election of Director: Cynthia A. Niekamp WITHHOLD 1I Election of Director: William A. Ruh WITHHOLD 1J Election of Director: Dr. Indira V. Samarasekera WITHHOLD 1K Election of Director: Lisa S. Westlake WITHHOLD 1L Election of Director: William L. Young WITHHOLD 02 Reappointment of Deloitte LLP as the independent auditor of the Corporation and authorization of the Audit Committee to fix the independentWITHHOLD auditor's remuneration. 03 Resolved, on an advisory basis and not to diminish the roles and responsibilities of the Board of Directors, that the shareholders accept theAGAINST approach to executive compensation disclosed in the accompanying management information circular/proxy statement. MDDYY FOR STEP 4 THIS DOCUMENT MUST BE SIGNED AND DATED SIGNATURE(S)*INVALID IF NOT SIGNED* M FOR FOR FOR FOR FOR FOR FOR FOR FOR FOR FOR FOR FOR HIGHLIGHTED TEXT STEP 3 COMPLETE YOUR VOTING DIRECTIONS STEP 2 APPOINT A PROXY (OPTIONAL)

 



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. 333-237672 on Form F-10 of our reports dated March 4, 2021, 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 26, 2021, of the Company for the year ended December 31, 2020.

 

/s/ Deloitte LLP

 

Chartered Professional Accountants

Licensed Public Accountants

March 25, 2021

Toronto, Canada

 




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Exhibit 99.1

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MAGNA INTERNATIONAL INC.

Management's Discussion and
Analysis of Results of Operations
and Financial Position

December 31, 2020

Unless otherwise noted, all amounts in this Management's Discussion and Analysis of Results of Operations and Financial Position ["MD&A"] are in U.S. dollars and all tabular amounts are in millions of U.S. dollars, except per share figures, which are in U.S. dollars. When we use the terms "we", "us", "our" or "Magna", we are referring to Magna International Inc. and its subsidiaries and jointly controlled entities, unless the context otherwise requires.

This MD&A should be read in conjunction with the audited consolidated financial statements and MD&A for the year ended December 31, 2020 included in our 2020 Annual Report to Shareholders.

This MD&A may contain statements that are forward looking. Refer to the "Forward-Looking Statements" section in this MD&A for a more detailed discussion of our use of forward-looking statements.

This MD&A has been prepared as at March 4, 2021.







​ ​ ​ MAGNA INTERNATIONAL INC.   1

USE OF NON-GAAP FINANCIAL MEASURES

In addition to results presented in accordance with accounting principles generally accepted in the United States of America ["U.S. GAAP"], this report includes the use of Adjusted earnings (loss) before interest and taxes ["Adjusted EBIT"], Adjusted EBIT as a percentage of sales, Adjusted diluted earnings per share, Return on Invested Capital, Adjusted Return on Invested Capital and Return on Equity [collectively, the "Non-GAAP Measures"]. We believe these non-GAAP financial measures provide additional information that is useful to investors in understanding our underlying performance and trends through the same financial measures employed by our management for this purpose. Readers should be aware that Non-GAAP Measures have no standardized meaning under U.S. GAAP and accordingly may not be comparable to the calculation of similar measures by other companies. We believe that Return on Invested Capital and Return on Equity are useful to both management and investors in their analysis of our results of operations and reflect our ability to generate returns. Similarly, we believe that Adjusted EBIT, Adjusted EBIT as a percentage of sales, Adjusted diluted earnings per share and Adjusted Return on Invested Capital provide useful information to our investors for measuring our operational performance as they exclude certain items that are not reflective of ongoing operating profit or loss and facilitate a comparison with prior periods. The presentation of any Non-GAAP Measures should not be considered in isolation or as a substitute for our related financial results prepared in accordance with U.S. GAAP. Non-GAAP financial measures are presented together with the most directly comparable U.S. GAAP financial measure, and a reconciliation to the most directly comparable U.S. GAAP financial measure, can be found in the "Non-GAAP Financial Measures Reconciliation" section of this MD&A.

HIGHLIGHTS

COVID-19

•
COVID-19 had a significant impact on the automotive industry and our business during 2020. Throughout the pandemic, we were focused on protecting both the health and safety, as well as economic well-being of our employees, to the maximum extent possible, as discussed under "Impact of COVID-19 on Our Business" below.

SALES & EARNINGS

•
The inability of consumers to purchase vehicles, combined with production suspensions and volume reductions by our customers, due to mandatory stay at home orders in multiple countries significantly impacted our results, particularly in the first half of 2020:

·
Global light vehicle production decreased 17% in 2020, including decreases of 20% and 23% in our two largest markets of North America and Europe, respectively.
·
Total sales decreased 17% to $32.6 billion, compared to $39.4 billion in 2019, primarily reflecting the lower global light vehicle production, along with the divestiture of our Fluid Pressure & Controls business ["FP&C"] business in the first quarter of 2019. These were partially offset by the factors discussed below under "Results of Operations — Sales".
·
Diluted earnings per share were $2.52 in 2020, compared to $5.59 in 2019. The decrease in earnings was primarily due to lost contribution on lower sales, partially offset by the factors discussed below under "Results of Operations — Earning Per Share".

•
We recorded $435 million in non-cash impairment charges and $173 million in restructuring charges in 2020. These and other factors included in Other expense, net in 2020 are discussed under "Results of Operations — Other Expense, Net".
•
Adjusted diluted earnings per share were $3.95, compared to $6.05 in 2019.

CASH & CAPITAL

•
Cash from operating activities was $3.3 billion, compared to $4.0 billion in 2019, largely reflecting reduced earnings on lower sales.
•
We continued to invest in our business, including:

·
$1.1 billion for fixed assets;
·
$331 million in investment and other asset spending; and
·
$139 million for private equity investments and acquisitions.

•
We returned $659 million to shareholders in 2020 through $467 million in dividends and $192 million in share repurchases, with repurchases suspended beginning in the first quarter of 2020 due to the pandemic.
•
We issued $750 million of 2.45% fixed rate Senior notes, which mature in June 2030, to provide us with further financial flexibility at an attractive rate.
•
Our Board of Directors increased our quarterly dividend by 8% to $0.43 per share reflecting its continued confidence in Magna's future.

STRATEGIC UPDATES — ELECTRIFICATION, NEW OEMS AND ADAS

•
Electrification — we achieved important milestones in our own evolution to realize opportunities from the growing global shift toward vehicle electrification, including:

·
Establishing a joint venture with LG Electronics to manufacture e-motors, inverters and on-board chargers, as well as complete e-drive systems for certain automakers.
·
Launching an integrated e-drive program for global markets, in our HASCO Magna Electric Drive System Co., Ltd. joint venture.
​ 2   ANNUAL REPORT 2020 ​ ​

•
New OEMs — the global shift to electrification has fostered the emergence of a number of new, electric vehicle (EV) focused OEMs. We continue to pursue opportunities and grow our sales with such OEMs. Achievements include:

·
The launch of the Arcfox a-T, the first vehicle in BJEV's all-new Arcfox brand, in our complete vehicle manufacturing joint venture operation with BJEV.
·
Establishing a platform-sharing and manufacturing arrangement with Fisker Inc. ["Fisker"] for its Fisker Ocean SUV. This arrangement demonstrates our unique ability to bring systems and complete vehicle solutions to our customers. Production is expected to begin in the fourth quarter of 2022.

•
ADAS — we continue to progress with developing our advanced driver assistance systems business, as evidenced by the award of the complete ADAS system for the Fisker Ocean.

OTHER

•
We signed an agreement to acquire a majority ownership of Honglizhixin (HLZX), a leading supplier to Chinese automakers, to expand our seating capabilities.
•
We simplified our transmissions business, including:

·
A revision to the governing documents of the Getrag-Jiangling Transmissions joint venture based in China, which provides us with a controlling financial interest;
·
Disposing of our interest in the Dong Feng-Getrag Transmissions joint venture in China; and
·
Entering an agreement with Ford Motor Company ["Ford"] to reorganize our Getrag-Ford Transmissions joint venture based in Europe.

LEADERSHIP

•
With the retirement of Don Walker, we began 2021 under the leadership of a new CEO, Seetarama (Swamy) Kotagiri.
•
In addition to the seamless transition of CEOs, our leadership development and succession planning processes facilitated the transitions in 2020 of a number of other executive and senior leadership roles, including Chief Sales & Marketing Officer, Chief Legal Officer and Presidents of both our Magna Steyr and Seating operating groups.

OVERVIEW

OUR BUSINESS(1)

We are a mobility technology company. We have over 158,000 entrepreneurial-minded employees and 342 manufacturing operations and 91 product development, engineering and sales centres in 27 countries. We have complete vehicle engineering and contract manufacturing expertise, as well as product capabilities which include body, chassis, exterior, seating, powertrain, active driver assistance, electronics, mechatronics, mirrors, lighting and roof systems. Magna also has electronic and software capabilities across many of these areas. Our common shares trade on the Toronto Stock Exchange (MG) and the New York Stock Exchange (MGA).

FORWARD-LOOKING STATEMENTS

Certain statements in this MD&A may constitute "forward-looking information" or "forward-looking statements" (collectively, "forward-looking statements"). Any such forward-looking statements are intended to provide information about management's current expectations and plans and may not be appropriate for other purposes. Forward-looking statements may include financial and other projections, as well as statements regarding our future plans, strategic objectives or economic performance, or the assumptions underlying any of the foregoing, and other statements that are not recitations of historical fact. We use words such as "may", "would", "could", "should", "will", "likely", "expect", "anticipate", "believe", "intend", "plan", "aim", "forecast", "outlook", "project", "estimate", "target" and similar expressions suggesting future outcomes or events to identify forward-looking statements.

Forward-looking statements in this document include, but are not limited to, statements relating to: our actions in response to the COVID-19 (Coronavirus) pandemic, described in the Section titled "Actions in Response to COVID-19"; and the expected benefits of: our acquisition of majority ownership of Honglizhixin, our platform sharing and manufacturing agreements with Fisker Inc., and our joint venture with LG Electronics.

Forward-looking statements are based on information currently available to us, and are based on assumptions and analyses made by us in light of our experience and our perception of historical trends, current conditions and expected future developments, as well as other factors we believe are appropriate in the circumstances. While we believe we have a reasonable basis for making any such forward-looking statements, they are not a guarantee of future performance or outcomes. Whether actual results and developments conform to our expectations and predictions is subject to a number of risks, assumptions and uncertainties, many of which are beyond our control, and the effects of which can be difficult to predict, including the risk factors which are described later in this MD&A.

   

(1) Manufacturing operations, product development, engineering and sales centres and employee figures include certain operations accounted for under the equity method.

​ ​ ​ MAGNA INTERNATIONAL INC.   3

IMPACT OF COVID-19 ON OUR BUSINESS

OVERVIEW

COVID-19 had a significant impact on our business in 2020, with the year effectively being one of two distinct halves. The following supplemental table helps demonstrate the impact of COVID-19 on our business through each of the quarters in 2020:

​ Mar 31,
2020
​ Jun 30,
2020
​ Sep 30,
2020
​ Dec 31,
2020
​ Full
Year
​
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

Light Vehicle Production (Thousands of Units)

​ ​
 
​ ​
 
​ ​
 
​ ​
 
​ ​
 
​

North America

​ ​ 3,777 ​ ​ 1,240 ​ ​ 3,945 ​ ​ 4,022 ​ ​ 12,984 ​

Europe

​ ​ 4,694 ​ ​ 2,086 ​ ​ 4,267 ​ ​ 5,422 ​ ​ 16,469 ​

China

​ ​ 3,228 ​ ​ 5,835 ​ ​ 6,291 ​ ​ 8,176 ​ ​ 23,530 ​
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

Sales

​ ​ $ 8,657 ​ ​ $ 4,293 ​ ​ $ 9,129 ​ ​ $ 10,568 ​ ​ $ 32,647 ​
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

Adjusted EBIT

​ ​ $ 403 ​ ​ $ (600 ) ​ $ 778 ​ ​ $ 1,095 ​ ​ $ 1,676 ​
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

The rapid initial spread of the virus in Asia in January and February 2020, as well as the spread into Europe and North America in February and March 2020, resulted in the imposition of mandatory stay at home orders that impacted consumers' ability to purchase vehicles and our customers' ability to maintain production, as demonstrated by vehicle production volumes in the preceding table. Our own production was temporarily suspended as a result of the mandatory stay at home orders — beginning in February in China, and in mid-March in North America and Europe.

While the suspension of production in China impacted our Sales and Adjusted EBIT, China represents a lower proportion of our total Sales and Adjusted EBIT than North America or Europe. As a result, the impact of production suspensions in North America and Europe had a significantly greater impact on our results. Production suspensions in these two regions lasted through most of the second quarter, with the impact reflected in the substantial (50.4%) drop in Sales from the first quarter to the second quarter, as well as the swing in Adjusted EBIT to a loss.

As mandatory stay at home orders gradually eased in North America and Europe, normal economic activity such as vehicle production by our customers was able to resume. All of our facilities had resumed production and were operating in the third quarter. The improvements in vehicle sales in the third and fourth quarters, resulted in strong vehicle production by our customers, which in turn enabled us to achieve strong Sales and Adjusted EBIT for the second half of the year.

While we currently believe that the most severe short-term impacts of the COVID-19 pandemic occurred in the first half of 2020, there may be continuing impacts which affect our results of operations and overall financial performance into future periods. Continuing impacts of COVID-19 currently being experienced include:

•
a global shortage of semiconductors for the automotive industry, which has led OEMs to take a number of actions including: unplanned shutdowns of production lines and/or plants; reduction of vehicle production plans; and shifts in their product mix;
•
supply constraints on certain types of steel needed by OEMs and Tier 1 suppliers; and
•
increased employee absenteeism.

We continue to closely monitor rising global COVID-19 infection rates, including as a result of the emergence and spread of new, more highly-transmissible variants of the virus. At the same time, vaccination efforts in the countries in which we operate and potential fiscal stimulus programs offer potential for an economic rebound in 2021.

It remains difficult to accurately assess the continuing magnitude, outcome and duration of the pandemic. A prolonged pandemic, including as a result of current or subsequent waves and/or delays in global vaccination efforts, could:

•
deteriorate economic conditions, resulting in lower consumer confidence which typically translates into lower vehicle sales and production levels;
•
reduce our customers' production volumes, including as a result of continued or intermittent shutdowns of any of our customers', suppliers' or our own facilities;
•
further result in elevated absenteeism or cause potential shortages of employees to staff our facilities, or the facilities of our customers or suppliers;
•
lead to prolonged disruptions of critical materials or components; or
•
result in governmental regulation, such as mandatory stay at home orders, which adversely impact our business.

Any or all of the above impacts could have a material adverse effect on our business, financial condition and results of operations. Irrespective of whether the pandemic is prolonged, the significant global economic impact and job losses to date may affect household income and wealth beyond 2020, which in turn would affect consumer confidence, and thus vehicle sales and thus production. Additional risks are discussed in the Section of this MD&A titled "Risk Factors".

​ 4   ANNUAL REPORT 2020 ​ ​

ACTIONS IN RESPONSE TO COVID-19

Throughout 2020, we sought to mitigate the impact of COVID-19 on our business, with a strong focus on protecting both the health and safety of our employees, as well as their economic well-being.

Employee Health and Safety

Early in 2020, we developed and implemented COVID-19 protocols, assessment tools and guidance documents to support our objective of responsibly managing the health and safety of our employees. Our current best understanding regarding management of COVID-related health risks to our employees is reflected in our dynamic "Smart Start Playbook", a guide which includes a streamlined set of checklists and practical recommendations based on guidelines from the Centers for Disease Control and Prevention, as well as the World Health Organization. Our medical and health and safety staff continue to comply with applicable legal requirements and coordinate with public health authorities, as well as the medical directors of our OEM customers. Lessons learned, insights gained and best practices developed throughout 2020 continue to assist us in preparing for the current and future phases of the pandemic.

In addition to the protocols in the Smart Start Playbook, another significant element of our approach to protecting employee health and safety during 2020 involved workplace modifications and personal protective equipment ("PPE") to minimize the risk of workplace spread of COVID-19. In 2020, our expenditures for PPE and expanded safety-related protocols at our facilities totaled approximately $50 million.

Employee Economic Well-Being

In light of the suspension of production during the first and second quarters of 2020, temporary layoffs of employees were inevitable. However, we took a number of steps to minimize the impact felt by our employees, including:

•
maintaining employee benefits coverages through the temporary layoff period;
•
maximizing the number of days at full compensation during the layoff period through utilization of vacation days, where possible;
•
providing regular communication to employees, including with respect to company programs to support their physical and mental health needs.

We also engaged emergency government support programs primarily for employees to maintain compensation levels and/or benefits for a certain period, where applicable. The countries in which Magna engaged such programs included Canada, the United States, the United Kingdom, Germany, Austria and China. These programs allowed participating employees to remain on our payroll while inactive or furloughed due to mandatory stay at home orders, with Magna receiving full or partial reimbursement for such inactive labour. Our participation in the foregoing government support programs enabled employees to maximize their income and benefits during layoff or furlough periods, while at the same time avoiding the administrative burden of applying for, and the potential lag in receiving, government unemployment support. In total, the gross amount received under all wage and benefits programs for 2020 was approximately $320 million, of which $250 million effectively represented a flow-through to employees. The difference between such amounts was partially offset by the approximately $50 million of incremental COVID-related PPE and safety protocol costs discussed above, resulting in a net EBIT impact to Magna of approximately $20 million from government support programs.

Other Actions

In response to the impact of COVID-19 on vehicle production volumes, beginning in the second quarter of 2020 we initiated and/or accelerated the timing of restructuring plans to right-size our business through closure of several facilities and workforce reductions. The impact of restructuring costs and impairments during 2020 is discussed under "Other Expense, Net" in this MD&A. The right-sizing actions initiated in 2020 are expected to result in a cost structure which is approximately $200 million lower by the end of 2022.

Where our customers' production programs were delayed, deferred or cancelled, we took equivalent capital expenditure actions. We also reduced discretionary capital spending and certain productivity capital expenditures where the returns on the investment were no longer likely to be achieved within an appropriate timeframe. As a result of actions taken in light of COVID-19, total capital spending in 2020 amounted to approximately $1.1 billion, compared to the $1.7 billion in capital spending we forecasted when we issued our 2020 Outlook at the outset of the year. However, with continued normalization of our operations, we expect that our results will reflect some costs which had been delayed or deferred in 2020 due to COVID-19, including those related to program launches that were delayed, maintenance, discretionary items and capital expenditures.

INDUSTRY TRENDS

Our operating results are primarily dependent on the levels of North American, European and Chinese car and light truck production by our customers. While we supply systems and components to every major original equipment manufacturer ["OEM"], we do not supply systems and components for every vehicle, nor is the value of our content consistent from one vehicle to the next. As a result, customer and program mix relative to market trends, as well as the value of our content on specific vehicle production programs, are also important drivers of our results.

OEM production volumes are generally aligned with vehicle sales levels and thus affected by changes in such levels. Aside from vehicle sales levels, production volumes are typically impacted by a range of factors, including: general economic and political conditions; labour disruptions; free trade arrangements; tariffs; relative currency values; commodities prices; supply chains and infrastructure; availability and relative cost of skilled labour; regulatory considerations, including those related to environmental emissions and safety standards; and other factors. Additionally, COVID-19 has been impacting vehicle production volumes, including through: mandatory stay-at-home orders which restrict production; elevated employee absenteeism; and supply chain disruptions.

​ ​ ​ MAGNA INTERNATIONAL INC.   5

Overall vehicle sales levels are significantly affected by changes in consumer confidence levels, which may in turn be impacted by consumer perceptions and general trends related to the job, housing and stock markets, as well as other macroeconomic and political factors. Other factors which typically impact vehicle sales levels and thus production volumes include: interest rates and/or availability of credit; fuel and energy prices; relative currency values; regulatory restrictions on use of vehicles in certain megacities; and other factors. Additionally, COVID-19 has been impacting vehicle sales, including through mandatory stay-at-home orders which restrict operations of car dealerships, and could impact vehicle sales if consumer confidence declines due to deterioration in household incomes.

While the foregoing economic, political and other factors are part of the general context in which the global automotive industry operates, there were a number of industry trends that impacted us during 2020, including:

•
those discussed under "Impact of COVID-19 on Our Business" elsewhere in this MD&A;
•
challenges in commercializing certain ADAS programs due to the inherent technical complexity and rigorous OEM timelines for development, testing and validation;
•
shifting OEM and consumer preferences for certain types of transmissions, together with OEM pricing pressures, transmission insourcing by certain Chinese OEMs and other factors which collectively impacted the performance of our equity-accounted transmission joint ventures in that market; and
•
elevated OEM product warranty expectations and product recall levels, as reflected in the net increase in our warranty costs.

Looking ahead, a number of industry trends are expected to create near-term opportunities or risks for automotive suppliers, including:

Opportunities ​ Risks

•

the easing or removal of COVID-19 related governmental restrictions as vaccination levels rise may help boost consumer confidence; and

•

fiscal stimulus plans aimed at promoting recovery from the pandemic in the U.S. and potentially elsewhere could directly or indirectly boost demand for light vehicles.

​

•

the risks discussed under "Impact of COVID-19 on Our Business" in the MD&A;

•

the continued exit from geographic markets by key customers, such as Ford's exit from Brazil; and

•

persistent or worsening supply disruptions of critical materials, such as semiconductor chips or steel.

We continue to implement a business strategy which is rooted in our best assessment as to the rate and direction of change in the automotive industry, including with respect to trends related to vehicle electrification and autonomy, as well as "mobility-as-a-service" ["MaaS"]. Our short and medium-term operational success, as well as our ability to create long-term value through our business strategy, are subject to a number of risks and uncertainties which are discussed later in this MD&A.

​ 6   ANNUAL REPORT 2020 ​ ​

RESULTS OF OPERATIONS

AVERAGE FOREIGN EXCHANGE

  ​   ​   ​   ​  

 

​

2020



2019

​

Change

​

 
​ ​ ​ ​​ ​ ​ ​ ​ ​

1 Canadian dollar equals U.S. dollars

​

0.746

​

0.754

​

–1

%

 
1 euro equals U.S. dollars ​ 1.141 ​ 1.119 ​ +2 %  
1 Chinese renminbi equals U.S. dollars ​ 0.145 ​ 0.145 ​ — ​  
​ ​ ​ ​​ ​ ​ ​ ​ ​

The preceding table reflects the average foreign exchange rates between the most common currencies in which we conduct business and our U.S. dollar reporting currency. The changes in these foreign exchange rates for year ended Dec 31, 2020 impacted the reported U.S. dollar amounts of our sales, expenses and income.

The results of operations for which the functional currency is not the U.S. dollar are translated into U.S. dollars using the average exchange rates for the relevant period. Throughout this MD&A, reference is made to the impact of translation of foreign operations on reported U.S. dollar amounts where relevant.

LIGHT VEHICLE PRODUCTION VOLUMES

Our operating results are mostly dependent on light vehicle production in the regions reflected in the table below:

Light Vehicle Production Volumes (thousands of units)

  ​ 2020 ​ 2019 ​ Change ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

 

​

​

 

​

​

 

​

​

 

​

​

 

​

​

 

​

​

 

​

​

 

​

​

 

​

​

 

​

 

 

​

North
America




Europe



China



North
America

​

Europe

​

China

​

North
America

​

Europe

​

China

​

 
​ ​ ​ ​​ ​ ​​ ​ ​​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

For the three months ended:

​

​

 

​

​

 

​

​

 

​

​

 

​

​

 

​

​

 

​

​

 

​

​

 

​

​

 

​

 
March 31 ​ ​ 3,777 ​ ​ 4,694 ​ ​ 3,228 ​ ​ 4,227 ​ ​ 5,733 ​ ​ 6,024 ​ ​ –11 % ​ –18 % ​ –46 %  
June 30 ​ ​ 1,240 ​ ​ 2,086 ​ ​ 5,835 ​ ​ 4,249 ​ ​ 5,677 ​ ​ 5,484 ​ ​ –71 % ​ –63 % ​ +6 %  
September 30 ​ ​ 3,945 ​ ​ 4,267 ​ ​ 6,291 ​ ​ 3,909 ​ ​ 4,671 ​ ​ 5,631 ​ ​ +1 % ​ –9 % ​ +12 %  
December 31 ​ ​ 4,022 ​ ​ 5,422 ​ ​ 8,176 ​ ​ 3,911 ​ ​ 5,272 ​ ​ 7,422 ​ ​ +3 % ​ +3 % ​ +10 %  
​ ​ ​ ​​ ​ ​​ ​ ​​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
Full Year ​ ​ 12,984 ​ ​ 16,469 ​ ​ 23,530 ​ ​ 16,296 ​ ​ 21,353 ​ ​ 24,561 ​ ​ –20 % ​ –23 % ​ –4 %  
​ ​ ​ ​​ ​ ​​ ​ ​​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

Global light vehicle production volumes were lower in 2020 compared to 2019 substantially due to the negative impact of the COVID-19 pandemic during 2020, as discussed in the "Impact of COVID-19 on our Business" section of this MD&A.

RESULTS OF OPERATIONS
FOR THE YEAR ENDED DECEMBER 31, 2020

SALES

Sales decreased 17% or $6.78 billion to $32.65 billion for 2020 compared to $39.43 billion for 2019 substantially due to lower global light vehicle production and lower assembly volumes, including an approximate $6.6 billion negative impact of the COVID-19 pandemic during 2020. Other factors negatively impacting sales include:

•
the end of production of certain programs;
•
divestitures, net of acquisitions, during or subsequent to 2019 which decreased sales by $323 million; and
•
net customer price concessions subsequent to 2019.

These factors were partially offset by:

•
the negative impact of lost vehicle production as a result of the labour strike at GM in 2019;
​ ​ ​ MAGNA INTERNATIONAL INC.   7

•
the launch of new programs during or subsequent to 2019; and
•
the net strengthening of foreign currencies against the U.S. dollar, which increased sales by $175 million.

The changes in sales are discussed further in the "Segment Analysis" section of this MD&A.

COST OF GOODS SOLD


 

​

2020



2019

​

Change

​

 
​ ​ ​ ​​ ​ ​ ​ ​ ​

Material

​

$  19,750

​

$  24,585

​

$  (4,835

)

 
Direct labour ​ 2,498 ​ 2,815 ​ (317 )  
Overhead ​ 5,959 ​ 6,622 ​ (663 )  
​ ​ ​ ​​ ​ ​ ​ ​ ​
Cost of goods sold ​ $  28,207 ​ $  34,022 ​ $  (5,815 )  
​ ​ ​ ​​ ​ ​ ​ ​ ​

Cost of goods sold decreased $5.81 billion to $28.21 billion for 2020 compared to $34.02 billion for 2019, primarily due to:

•
lower material, direct labour and overhead costs associated with lower sales;
•
divestitures, net of acquisitions, during or subsequent to 2019;
•
cost savings and efficiencies realized, including as a result of restructuring actions taken;
•
lower launch costs; and
•
lower spending associated with our former collaboration with Lyft, Inc. ["Lyft"].

These factors were partially offset by the negative impact of the labour strike at GM during 2019, and the net strengthening of foreign currencies against the U.S. dollar, which increased cost of goods sold by $141 million.

DEPRECIATION AND AMORTIZATION

Depreciation and amortization increased $21 million to $1.37 billion for 2020 compared to $1.35 billion for 2019 primarily due to:

•
increased capital deployed at existing and new facilities to support the launch of programs during or subsequent to 2019; and
•
the net strengthening of foreign currencies against the U.S. dollar increased reported U.S. dollar depreciation and amortization by $3 million.

These factors were partially offset by lower amortization in our ADAS business as a result of amortizing 100% of capital spending during 2019 associated with two programs that will be utilizing new technologies.

SELLING, GENERAL AND ADMINISTRATIVE ["SG&A"]

SG&A expense decreased $110 million to $1.59 billion for 2020 compared to $1.70 billion for 2019, primarily as a result of:

•
cost savings and efficiencies realized, including reduced discretionary spending, travel costs, and short-term and long-term incentive compensation;
•
lower labour and benefit costs;
•
lower corporate research & development spending;
•
a $16 million write-down during 2019 of fixed assets in our Electronics business associated with certain ADAS programs that will be utilizing new technologies; and
•
divestitures, net of acquisitions, during or subsequent to 2019 which decreased SG&A by $13 million.

These factors were partially offset by:

•
transactional foreign exchange losses in 2020 compared to transactional foreign exchange gains in 2019;
•
costs incurred at new facilities; and
•
net losses on the sale of assets in 2020 compared to net gains in 2019.

INTEREST EXPENSE, NET

During 2020, we recorded net interest expense of $86 million compared to $82 million for 2019. The $4 million increase is primarily as a result of an increase in long-term borrowings due to the issuance of $750 million of 2.45% fixed rate Senior notes during 2020 partially offset by a decline in short-term borrowings.

EQUITY INCOME

Equity income increased $11 million to $189 million for 2020 compared to $178 million for 2019, primarily as a result of lower depreciation and amortization due to impairments in 2019 and 2020, and a $5 million increase in reported U.S. dollar equity income due to the net strengthening of foreign currencies against the U.S. dollar. These factors were partially offset by reduced earnings due to lower sales at our equity-accounted operations.

​ 8   ANNUAL REPORT 2020 ​ ​


OTHER EXPENSE, NET


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Impairments and loss on sale of equity-accounted investments(1)

​
​

$

347

​

​

$

700
​
 
Restructuring and impairments(2) ​ ​ 269 ​ ​ 58 ​  
Net (gains) losses on investments(3) ​ ​ (32 ) ​ 6 ​  
Gain on sale of business(4) ​ ​ – ​ ​ (524 )  
​ ​ ​ ​​ ​ ​ ​
Other expense, net ​ ​ $ 584 ​ ​ $ 240 ​  
​ ​ ​ ​​ ​ ​ ​
(1)
Impairments and loss on sale of equity-accounted investments

The following table summarizes the impairment charges and loss on sale recorded for certain investments in our Power & Vision segment:


​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​
​

Impairment of Getrag (Jiangxi) Transmission Co., Ltd. ["GJT"](i)

​
​

$

337

​

​

$

511
​
 
​ Impairment of Getrag Ford Transmission GmbH ["GFT"](ii) ​ ​ – ​ ​ 150 ​  
​ Loss on sale and impairment of Dongfeng Getrag Transmission Co. Ltd. ["DGT"](iii) ​ ​ 10 ​ ​ 39 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Total impairments and loss on sale of equity-accounted investments ​ ​ 347 ​ ​ 700 ​  
​ Tax effect on Other Expense, net ​ ​ (53 ) ​ (36 )  
​ Loss attributable to non-controlling interests ​ ​ (75 ) ​ (127 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Non-cash impairment charge included in Net income attributable to Magna International Inc. ​ ​ $ 219 ​ ​ $ 537 ​  
​ ​ ​ ​ ​​ ​ ​ ​
(i)
During 2019, we recorded an impairment charge related to our equity-accounted investment in GJT. The impairment was based on the in-sourcing of transmissions by certain Chinese OEMs, lower than expected sales, pricing pressure in the China market, and declines in volume projections for manual transmissions and dual-clutch transmissions in China.
(ii)
On December 22, 2020, we entered into multiple agreements with Ford to operate certain businesses within GFT under separate ownership. The transaction closed on March 1, 2021. See Note 7, "Investments", to the consolidated financial statements included in this Report. In 2019, we recorded an impairment charge related to our equity investment in GFT as a result of lower than expected sales and declines in volume projections for manual transmissions in Europe.

(iii)
During 2020, we recorded a $10 million loss on the sale of our 50% interest in DGT. An impairment loss of $39 million related to DGT was recorded during 2019 as a result of the factors listed above impacting the China market.
(2)
Restructuring and impairments

The following table summarizes the restructuring and fixed asset impairment charges recorded by segment during 2020:


​

 

​

Body,
Exteriors &
Structures

​

Power
& Vision

​

Seating
Systems

​

Total

​

Net of
Tax

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
​

COVID-19 Restructuring and Impairments(i)

​
​

$

37
​
​

$

115
​
​

$

16
​
​

$

168
​
​

$

136
​
 
​ Restructuring ​ ​ 21 ​ ​ – ​ ​ – ​ ​ 21 ​ ​ 21 ​  
​ Fixed Asset Impairments ​ ​ 57 ​ ​ – ​ ​ – ​ ​ 57 ​ ​ 57 ​  
​ Brazil Closures(ii) ​ ​ 8 ​ ​ – ​ ​ 15 ​ ​ 23 ​ ​ 23 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
​   ​ ​ $ 123 ​ ​ $ 115 ​ ​ $ 31 ​ ​ $ 269 ​ ​ $ 237 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
​ ​ ​ MAGNA INTERNATIONAL INC.   9

(3)
Net (gains) losses on investments

During 2020 we recorded unrealized gains of $34 million [$29 million after tax] on the revaluation of certain private equity investments and a non-cash impairment charge of $2 million [$2 million after tax] related to a private equity investment, which was included in our Corporate segment.

In 2019, we recorded net losses of $6 million [$5 million after tax]. This includes net unrealized gains of $17 million [$15 million after tax] related to the revaluation of private equity investments and net losses of $23 million [$20 million after tax] related to the revaluation and sale of our investment in Lyft.

(4)
Gain on sale of business

During 2019, we recorded a gain of $524 million [$447 million after tax] on the sale of FP&C which was previously reported within our Power & Vision segment.

INCOME FROM OPERATIONS BEFORE INCOME TAXES

Income from operations before income taxes was $1.01 billion for 2020 compared to a $2.22 billion for 2019. This $1.21 billion decrease is a result of the following changes, each as discussed above:


 

​

2020



2019

​

Change

​

 
​ ​ ​ ​​ ​ ​ ​ ​ ​

Sales

​

​

$

32,647

​

​

$

39,431

​

​

$

(6,784

)

 
​ ​ ​ ​​ ​ ​ ​ ​ ​
Costs and expenses ​ ​   ​ ​   ​ ​   ​  

Cost of goods sold

​ ​ 28,207 ​ ​ 34,022 ​ ​ (5,815 )  

Depreciation and amortization

​ ​ 1,366 ​ ​ 1,345 ​ ​ 21 ​  

Selling, general & administrative

​ ​ 1,587 ​ ​ 1,697 ​ ​ (110 )  

Interest expense, net

​ ​ 86 ​ ​ 82 ​ ​ 4 ​  

Equity income

​ ​ (189 ) ​ (178 ) ​ (11 )  

Other expense, net

​ ​ 584 ​ ​ 240 ​ ​ 344 ​  
​ ​ ​ ​​ ​ ​ ​ ​ ​
Income from operations before income taxes ​ ​ $ 1,006 ​ ​ $ 2,223 ​ ​ $ (1,217 )  
​ ​ ​ ​​ ​ ​ ​ ​ ​

INCOME TAXES


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​​ ​ ​ ​ ​ ​

Income Taxes as reported

​

​

$

329

​

​

32.7

%

​

$

591

​

​

26.6

%

 
Tax effect on Other expense, net ​ ​ 80 ​ ​ (7.0 ) ​ (33 ) ​ (3.9 )  
​ ​ ​ ​​ ​ ​​ ​ ​ ​ ​ ​
  ​ ​ $ 409 ​ ​ 25.7 % ​ $ 558 ​ ​ 22.7 %  
​ ​ ​ ​​ ​ ​​ ​ ​ ​ ​ ​

Excluding the tax effect on Other expense, net, our effective income tax rate increased to 25.7% for 2020 compared to 22.7% for 2019 primarily due to:

•
foreign exchange gains reported on U.S. dollar denominated assets for Mexican tax purposes that are not recognized for U.S. GAAP purposes and non-deductible foreign exchange losses mainly related to the re-measurement of financial statement balances of foreign subsidiaries, primarily in Mexico, that are maintained in a currency other than their functional currency;
•
an increase in losses not benefited in Europe; and
•
lower favourable changes in our reserves for uncertain tax positions.

These factors were partially offset by a change in mix of earnings resulting in proportionally lower income earned in jurisdictions with higher income tax rates.

LOSS ATTRIBUTABLE TO NON-CONTROLLING INTERESTS

Loss attributable to non-controlling interests decreased $53 million to $80 million for 2020 compared to $133 million for 2019 substantially all due to lower impairment charges recorded in 2020 compared to 2019, in which non-controlling investors have an interest.

NET INCOME ATTRIBUTABLE TO MAGNA INTERNATIONAL INC.

Net income attributable to Magna International Inc. was $757 million for 2020 compared to $1.77 billion for 2019. This $1.01 billion decrease was as a result of: a decrease in income from operations before income taxes of $1.22 billion; and a decrease in loss attributable to non-controlling interests of $53 million; partially offset by a decrease in income taxes of $262 million.

​ 10   ANNUAL REPORT 2020 ​ ​


EARNINGS PER SHARE

Diluted earnings per share

​ Adjusted diluted earnings per share

GRAPHIC

​

GRAPHIC

  ​ ​   ​ ​   ​ ​   ​  

 

​

2020



2019

​

% Change

​

 
​ ​ ​ ​​ ​ ​ ​ ​ ​

Earnings per Common Share

​
​

 

​
​
 
​ ​
 
​
 

Basic

​ ​ $ 2.52 ​ ​ $ 5.61 ​ ​ –55 %  

Diluted

​ ​ $ 2.52 ​ ​ $ 5.59 ​ ​ –55 %  
​ ​ ​ ​​ ​ ​ ​ ​ ​
Weighted average number of Common Shares outstanding (millions) ​ ​   ​ ​   ​ ​   ​  

Basic

​ ​ 299.7 ​ ​ 314.7 ​ ​ –5 %  

Diluted

​ ​ 300.4 ​ ​ 315.8 ​ ​ –5 %  
​ ​ ​ ​​ ​ ​ ​ ​ ​
Adjusted diluted earnings per share ​ ​ $ 3.95 ​ ​ $ 6.05 ​ ​ –35 %  
​ ​ ​ ​​ ​ ​ ​ ​ ​

Diluted earnings per share was $2.52 for 2020 compared to diluted earnings per share of $5.59 for 2019. The $3.07 decrease was substantially as a result of lower net income attributable to Magna International Inc., as discussed above, partially offset by a decrease in the weighted average number of diluted shares outstanding during 2020. The decrease in the weighted average number of diluted shares outstanding was primarily due to the purchase and cancellation of Common Shares, during or subsequent to 2019, pursuant to our normal course issuer bids.

Other expense, net, after tax, and loss attributable to non-controlling interests related to the impairment of assets negatively impacted diluted earnings per share by $1.43 in 2020, and $0.46 in 2019, respectively, as discussed in the "Other expense, net", "Income Taxes" and "Loss Attributable to Non-Controlling Interests" sections above.

Adjusted diluted earnings per share, as reconciled in the "Non-GAAP Financial Measures Reconciliation" section, was $3.95 for 2020 compared to $6.05 in 2019, a decrease of $2.10.

NON-GAAP PERFORMANCE MEASURES
FOR THE YEAR ENDED DEC 31, 2020

ADJUSTED EBIT AS A PERCENTAGE OF SALES

Adjusted EBIT as a percentage of sales

GRAPHIC

The table below shows the change in Magna's Sales and Adjusted EBIT by segment and the impact each segment's changes have on Magna's Adjusted EBIT as a percentage of sales for 2020 compared to 2019:

​ Sales ​ Adjusted
EBIT
​ Adjusted EBIT
as a percentage
of sales
​ ​ ​ ​ ​ ​ ​ ​ ​

2019

​
​

$

39,431
​
​

$

2,545
​
6.5

%

 

(Decrease) Increase related to:

​ ​   ​ ​   ​   ​  

Body Exteriors & Structures

​ ​ (2,908 ) ​ (482 ) –0.9 %  

Power & Vision

​ ​ (1,590 ) ​ (252 ) –0.5 %  

Seating Systems

​ ​ (1,122 ) ​ (205 ) –0.4 %  

Complete Vehicles

​ ​ (1,292 ) ​ 130 ​ +0.6 %  

Corporate and Other

​ ​ 128 ​ ​ (60 ) –0.2 %  
​ ​ ​ ​ ​ ​ ​ ​ ​

2020

​ ​ $ 32,647 ​ ​ $ 1,676 ​ 5.1 %  
​ ​ ​ ​ ​ ​ ​ ​ ​
​ ​ ​ MAGNA INTERNATIONAL INC.   11

Adjusted EBIT as a percentage of sales decreased 1.4% to 5.1% for 2020 compared to 6.5% for 2019 substantially due to the negative impact of the COVID-19 pandemic. Excluding the impact of the COVID-19 pandemic, Adjusted EBIT as a percentage of sales increased primarily due to:

•
cost savings and efficiencies realized, including as a result of restructuring actions taken;
•
the negative impact of the labour strike at GM during 2019;
•
lower launch costs;
•
lower spending associated with our former collaboration with Lyft and lower corporate research & development spending, partially offset by higher other electrification and autonomy spending;
•
favourable program mix in our Complete Vehicles segment;
•
lower commodity costs partially offset by lower scrap steel and aluminum recoveries; and
•
a favourable engineering program resolution in 2020 in our Complete Vehicle segment.

These factors were partially offset by:

•
lower tooling contribution in 2020 compared to 2019;
•
net losses on the sale of assets in 2020 compared to net gains in 2019; and
•
higher net warranty costs.

RETURN ON INVESTED CAPITAL

​

Adjusted Return on Invested Capital

​ Return on Invested Capital
​

GRAPHIC

​

GRAPHIC

Adjusted Return on Invested Capital decreased to 7.9% for 2020 compared to 11.8% for 2019 as a result of a decrease in Adjusted After-tax operating profits partially offset by lower Average Invested Capital. Other expense, net, after tax negatively impacted Return on Invested Capital by 3.2% in 2020, and 1.7% in 2019, respectively.

Average Invested Capital decreased $888 million to $15.84 billion for 2020 compared to $16.73 billion for 2019, primarily due to:

•
the impairment of assets recorded in 2020 and 2019;
•
a decrease in average non-cash working capital;
•
the sale of our investment in Lyft equity in 2019; and
•
the sale of our FP&C business during the 2019.

These factors were partially offset by the recognition of operating lease right-of-use assets during 2019 in accordance with the adoption of the accounting standard Accounting Standards Codification 842 — Leases.

RETURN ON EQUITY

Return on Equity

GRAPHIC

Return on Equity was 7.0% for 2020 compared to 15.5% for 2019. This decrease was due to lower net income attributable to Magna, partially offset by lower average shareholders' equity. Other expense, net, after tax negatively impacted Return on Equity by 4.0% in 2020, and 1.2% in 2019.

​ 12   ANNUAL REPORT 2020 ​ ​

SEGMENT ANALYSIS

We are a global automotive supplier that has complete vehicle engineering and contract manufacturing expertise, as well as product capabilities which include body, chassis, exterior, seating, powertrain, active driver assistance, electronics, mechatronics, mirrors, lighting and roof systems. Magna also has electronic and software capabilities across many of these areas.

Our business is managed under operating segments which have been determined on the basis of technological opportunities, product similarities, as well as market and operating factors. Our internal financial reporting is aligned with the way our business is managed. Accordingly, we report key internal operating performance measures for Body Exteriors & Structures, Power & Vision, Seating Systems, and Complete Vehicles for presentation to our chief operating decision maker to use in the assessment of operating performance, allocation of resources, and to help plan our long-term strategic direction and future global growth.

Our chief operating decision maker uses Adjusted EBIT as the measure of segment profit or loss, since we believe Adjusted EBIT is the most appropriate measure of operational profitability or loss for our reportable segments. Adjusted EBIT has been reconciled in the "Non-GAAP Financial Measures Reconciliation" section included in this MD&A.

  ​ Sales
​ Adjusted EBIT

 

​

​

 

​

​

 

​

​

 

​

​

 

​

​

 

​

​

 

​

 

 

​

2020



2019

​

Change

​

2020



2019

​

Change

​

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​​ ​ ​ ​ ​ ​

Body Exteriors & Structures

​

​

$

13,550

​

​

$

16,458

​

​

$

(2,908

)

​

$

817

​

​

$

1,299

​

​

$

(482

)

 
Power & Vision ​ ​ 9,722 ​ ​ 11,312 ​ ​ (1,590 ) ​ 495 ​ ​ 747 ​ ​ (252 )  
Seating Systems ​ ​ 4,455 ​ ​ 5,577 ​ ​ (1,122 ) ​ 107 ​ ​ 312 ​ ​ (205 )  
Complete Vehicles ​ ​ 5,415 ​ ​ 6,707 ​ ​ (1,292 ) ​ 274 ​ ​ 144 ​ ​ 130 ​  
Corporate and Other ​ ​ (495 ) ​ (623 ) ​ 128 ​ ​ (17 ) ​ 43 ​ ​ (60 )  
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​​ ​ ​ ​ ​ ​
Total reportable segments ​ ​ $ 32,647 ​ ​ $ 39,431 ​ ​ $ (6,784 ) ​ $ 1,676 ​ ​ $ 2,545 ​ ​ $ (869 )  
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​​ ​ ​ ​ ​ ​

BODY EXTERIORS & STRUCTURES


 

​

2020



2019

​

          Change

​

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Sales

​

​

$

13,550

​

​

$

16,458

​

​

$

(2,908

)

​

–18

%

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Adjusted EBIT

​

​

$

817

​

​

$

1,299

​

​

$

(482

)

​

–37

%

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Adjusted EBIT as a percentage of sales

​

​

6.0

%

​

7.9

%

​

 

​

​

–1.9

%

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Sales


GRAPHIC

Sales – Body Exteriors & Structures

Sales for Body Exteriors & Structures decreased 18% or $2.91 billion to $13.55 billion for 2020 compared to $16.46 billion for 2019, substantially due to an approximate $3.08 billion negative impact of the COVID-19 pandemic. Excluding the impact of the COVID-19 pandemic, sales increased primarily due to:

•
the negative impact of the labour strike at GM during 2019; and
•
the launch of programs during or subsequent to 2019, including the:

·
Ford Explorer and Lincoln Aviator;
·
GMC Sierra and Chevrolet Silverado; and
·
Ford Bronco Sport.
​ ​ ​ MAGNA INTERNATIONAL INC.   13

These factors were partially offset by:

•
the end of production of certain programs; and
•
net customer price concessions subsequent to 2019.
Adjusted EBIT

GRAPHIC
​ Adjusted EBIT as a percentage of sales

GRAPHIC

Adjusted EBIT and Adjusted EBIT as a percentage of sales — Body Exteriors & Structures

Adjusted EBIT for Body Exteriors & Structures decreased $482 million to $817 million for 2020 compared to $1.30 billion for 2019 and Adjusted EBIT as a percentage of sales decreased 1.9% to 6.0% for 2020 compared to 7.9% for 2019. These decreases were substantially as a result of reduced earnings due to lower sales. Excluding the impact of the COVID-19 pandemic, Adjusted EBIT and Adjusted EBIT as a percentage of sales increased primarily due to:

•
cost savings and efficiencies realized, including as a result of restructuring actions taken;
•
the negative impact of the labour strike at GM during 2019;
•
lower launch costs;
•
losses during 2019 at plants prior to their closing in 2019;
•
lower net warranty costs of $11 million; and
•
lower commodity costs partially offset by lower scrap steel and aluminum recoveries;

These factors were partially offset by:

•
lower tooling contribution in 2020 compared to 2019; and
•
net provisions for customer claims during 2020.

In addition, net customer price concessions subsequent to 2019 had an unfavourable impact on Adjusted EBIT.

POWER & VISION


 

​

2020



2019

​

          Change

​

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Sales

​

​

$

9,722

​

​

$

11,312

​

​

$

(1,590

)

​

–14

%

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Adjusted EBIT

​

​

$

495

​

​

$

747

​

​

$

(252

)

​

–34

%

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Adjusted EBIT as a percentage of sales

​

​

5.1

%

​

6.6

%

​

 

​

​

–1.5

%

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Sales


GRAPHIC

Sales – Power & Vision

Sales for Power & Vision decreased 14% or $1.59 billion to $9.72 billion for 2020 compared to $11.31 billion for 2019, substantially due to an approximate $1.75 billion negative impact of the COVID-19 pandemic. Excluding the impact of the COVID-19 pandemic, sales increased due to:

•
the launch of programs during or subsequent to 2019, including the:

·
Mercedes-Benz GLB;
·
Renault Captur;
·
BMW 2-Series Gran Coupe;
·
Land Rover Defender;
·
Nissan Juke; and
·
Genesis G80;
​ 14   ANNUAL REPORT 2020 ​ ​

•
the negative impact of the labour strike at GM during 2019; and
•
the net strengthening of foreign currencies against the U.S. dollar, which increased sales by $94 million.

These factors were partially offset by:

•
the divestiture of FP&C during 2019, which decreased sales by $361 million;
•
the end of production of certain programs; and
•
net customer price concessions subsequent to 2019.
Adjusted EBIT

GRAPHIC
​ Adjusted EBIT as a percentage of sales

GRAPHIC

Adjusted EBIT and Adjusted EBIT as a percentage of sales – Power & Vision

Adjusted EBIT for Power & Vision decreased $252 million to $495 million for 2020 compared to $747 million for 2019 and Adjusted EBIT as a percentage of sales decreased 1.5% to 5.1% for 2020 compared to 6.6% for 2019. These decreases were primarily as a result of reduced earnings due to lower sales. Excluding the impact of the COVID-19 pandemic, Adjusted EBIT and Adjusted EBIT as a percentage of sales increased primarily due to:

•
cost savings and efficiencies realized, including as a result of restructuring actions taken;
•
the negative impact of the labour strike at GM during 2019;
•
lower spending associated with our former collaboration with Lyft, partially offset by higher other electrification and autonomy spending;
•
lower commodity costs; and
•
a $16 million increase in reported U.S. dollar Adjusted EBIT primarily due to the net strengthening of foreign currencies against the U.S. dollar.

These factors were partially offset by:

•
the divestiture of FP&C during 2019;
•
higher net warranty costs of $33 million;
•
earnings during 2019 at a plant we closed in 2020; and
•
lower net favourable commercial items.

In addition, net customer price concessions subsequent to 2019 had an unfavourable impact on Adjusted EBIT.

SEATING SYSTEMS


 

​

2020



2019

​

          Change

​

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Sales

​

​

$

4,455

​

​

$

5,577

​

​

$

(1,122

)

​

– 20

%

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Adjusted EBIT

​

​

$

107

​

​

$

312

​

​

$

(205

)

​

– 66

%

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Adjusted EBIT as a percentage of sales

​

​

2.4

%

​

5.6

%

​

 

​

​

– 3.2

%

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Sales


GRAPHIC

Sales – Seating Systems

Sales for Seating Systems decreased 20% or $1.12 billion to $4.46 billion for 2020 compared to $5.58 billion for 2019, substantially due to an approximate $1.15 billion negative impact of the COVID-19 pandemic. Excluding the impact of the COVID-19 pandemic, sales increased primarily due to:

•
the launch of programs during or subsequent to 2019, including the:

·
BMW 1-Series;
·
BMW X6;
​ ​ ​ MAGNA INTERNATIONAL INC.   15

•
the negative impact of the labour strike at GM during 2019; and
•
an acquisition subsequent to 2019 which increased sales by $36 million.

These factors were partially offset by:

•
the end of production of certain programs;
•
the net weakening of foreign currencies against the U.S. dollar, which decreased sales by $45 million; and
•
net customer price concessions subsequent to 2019.
Adjusted EBIT

GRAPHIC
​ Adjusted EBIT as a percentage of sales

GRAPHIC

Adjusted EBIT and Adjusted EBIT as a percentage of sales – Seating Systems

Adjusted EBIT for Seating Systems decreased $205 million to $107 million for 2020 compared to $312 million for 2019 and Adjusted EBIT as a percentage of sales decreased 3.2% to 2.4% for 2020 compared to 5.6% for 2019. These decreases were substantially as a result of reduced earnings due to lower sales. Excluding the impact of the COVID-19 pandemic, Adjusted EBIT and Adjusted EBIT as a percentage of sales increased primarily due to:

•
cost savings and efficiencies realized, including as a result of restructuring actions taken;
•
productivity and efficiency improvements at an underperforming facility; and
•
the negative impact of the labour strike at GM during 2019.

These factors were partially offset by:

•
higher pre-operating costs incurred at new facilities;
•
lower favourable commercial settlements; and
•
a gain on the sale of assets during 2019.

In addition, net customer price concessions subsequent to 2019 had an unfavourable impact on Adjusted EBIT.

COMPLETE VEHICLES


 

​

2020



2019

​

          Change

​

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Complete Vehicle Assembly Volumes (thousands of units)(i)

​

​

109.5

​

​

158.5

​

​

(49.0

)

​

– 31

%

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Sales

​

​

$

5,415

​

​

$

6,707

​

​

$

(1,292

)

​

– 19

%

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Adjusted EBIT

​

​

$

274

​

​

$

144

​

​

$

130

​

​

+90

%

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

Adjusted EBIT as a percentage of sales

​

​

5.1

%

​

2.1

%

​

 

​

​

+3.0

%

 
​ ​ ​ ​​ ​ ​ ​ ​ ​ ​ ​
(i)
Vehicles produced at our Complete Vehicle operations are included in Europe Light Vehicle Production volumes.


Sales

GRAPHIC
​ Complete Vehicle
Assembly Volumes
(thousands of units)

GRAPHIC
​ 16   ANNUAL REPORT 2020 ​ ​

Sales – Complete Vehicles

Sales for Complete Vehicles decreased 19% or $1.29 billion to $5.42 billion for 2020 compared to $6.71 billion for 2019 and assembly volumes decreased 31%. The decrease in sales is substantially as a result of the impact of lower assembly volumes during 2020, which includes an approximate $625 million negative impact of the COVID-19 pandemic. These factors were partially offset by a $130 million increase in reported U.S. dollar sales as a result of the strengthening of the euro against the U.S. dollar and higher engineering sales.

Adjusted EBIT

GRAPHIC
​ Adjusted EBIT as a percentage of sales

GRAPHIC

Adjusted EBIT and Adjusted EBIT as a percentage of sales – Complete Vehicles

Adjusted EBIT for Complete Vehicles increased $130 million to $274 million for 2020 compared to $144 million for 2019 and Adjusted EBIT as a percentage of sales increased 3.0% to 5.1% for 2020 compared to 2.1% for 2019. These increases were primarily as a result of:

•
favourable program mix;
•
the benefit of a cost savings initiative;
•
earnings on higher engineering sales;
•
a favourable engineering program resolution in 2020; and
•
restructuring and downsizing costs incurred during 2019.

These factors were partially offset by reduced earnings due to lower assembly volumes during 2020, net of contractual fixed cost recoveries on certain programs.

CORPORATE AND OTHER

Adjusted EBIT in Corporate and Other was a loss of $17 million for 2020 compared to income of $43 million in 2019. The $60 million decrease was primarily as a result of:

•
a decrease in fees received from our divisions;
•
transactional foreign exchange losses in 2020 compared to transactional foreign exchange gains in 2019; and
•
a loss on the sale of assets during 2020 compared to a gain on the sale of assets during 2019.

These factors were partially offset by:

•
lower corporate research & development spending;
•
cost savings and efficiencies realized, including lower short-term and long-term incentive compensation, and reduced discretionary spending; and
•
additional costs related to a divestiture that were recorded in 2019.
​ ​ ​ MAGNA INTERNATIONAL INC.   17

FINANCIAL CONDITION, LIQUIDITY AND CAPITAL RESOURCES

OPERATING ACTIVITIES

Cash provided from operating activities

GRAPHIC


 

​

2020



2019

​

Change

​

 
​ ​ ​ ​​ ​ ​ ​ ​ ​

Net income

​

​

$

677

​

​

$

1,632

​

​

 

​

 
Items not involving current cash flows ​ ​ 2,065 ​ ​ 1,976 ​ ​   ​  
​ ​ ​ ​​ ​ ​ ​ ​ ​
  ​ ​ 2,742 ​ ​ 3,608 ​ ​ $ (866 )  
Changes in operating assets and liabilities ​ ​ 536 ​ ​ 352 ​ ​ 184 ​  
​ ​ ​ ​​ ​ ​ ​ ​ ​
Cash provided from operating activities ​ ​ $ 3,278 ​ ​ $ 3,960 ​ ​ $ (682 )  
​ ​ ​ ​​ ​ ​ ​ ​ ​

Cash provided from operating activities

During 2020, we generated cash from operations of $3.28 billion. The $682 million decrease compared to 2019, is primarily as a result of:

•
a $7.45 billion decrease in cash received from customers; and
•
lower dividends received from equity method investments of $68 million.

These factors were partially offset by:

•
a $5.95 billion decrease in cash paid for material and overhead;
•
a $739 million decrease in cash paid for labour; and
•
a $154 million decrease in cash paid for taxes.

Changes in operating assets and liabilities

The $536 million decrease in operating assets and liabilities that impacted cash provided from operating activities in 2020 was primarily due to:

•
a $211 million increase in other accrued liabilities;
•
a $159 million increase in production related accounts payable due to higher sales and timing of payments;
•
a $128 million decrease in tooling related accounts receivables;
•
a $99 million increase in restructuring accruals; and
•
a $71 million increase in accounts payable related to capital spending.

These factors were partially offset by a $170 million increase in production and other receivables primarily due to higher sales.

​ 18   ANNUAL REPORT 2020 ​ ​

INVESTING ACTIVITIES

Cash used for investing activities

GRAPHIC


 

​

2020



2019

​

Change

​

 
​ ​ ​ ​​ ​ ​ ​ ​ ​

Fixed asset additions

​

​

$

(1,145

)

​

$

(1,441

)

​

 

​

 
Increase in private equity investments ​ ​ (132 ) ​ (10 ) ​   ​  
Increase in investments, other assets and intangible assets ​ ​ (331 ) ​ (384 ) ​   ​  
​ ​ ​ ​​ ​ ​ ​ ​ ​
Fixed assets, investments, other assets and intangible assets additions ​ ​ (1,608 ) ​ (1,835 ) ​   ​  
Acquisitions ​ ​ 91 ​ ​ (147 ) ​   ​  
Proceeds from sale of Lyft ​ ​ – ​ ​ 231 ​ ​   ​  
Proceeds from dispositions ​ ​ 117 ​ ​ 185 ​ ​   ​  
Proceeds on sale of business ​ ​ – ​ ​ 1,132 ​ ​   ​  
​ ​ ​ ​​ ​ ​ ​ ​ ​
Cash used for investing activities ​ ​ $ (1,400 ) ​ $ (434 ) ​ $ (966 )  
​ ​ ​ ​​ ​ ​ ​ ​ ​

We used cash for investing activities in 2020 and 2019. The change between 2020 and 2019 was primarily due to the proceeds on sale of the FP&C business in 2019.

Fixed assets, investments, other assets and intangible assets additions

In 2020, we invested $1.15 billion in fixed assets. Where our customers' production programs were being downsized, deferred or cancelled, including in relation to COVID-19, we took equivalent capital expenditure actions. We also reduced discretionary capital spending and certain productivity capital expenditures where the returns on the investment were no longer likely to be achieved within an appropriate timeframe. However, we remain focused on ensuring that capital actions being taken today do not adversely impact the implementation of our long-term strategy.

In addition, we invested: $206 million in other assets related primarily to reimbursable tooling, planning, and engineering costs for programs that launched during 2020 or will be launching subsequent to 2020; $49 million in intangible assets, primarily related to software; and $76 million in equity method investments.

Proceeds from dispositions

In 2020, we recorded $117 million of proceeds related to normal course fixed and other asset disposals.

FINANCING ACTIVITIES


 

​

2020



2019

​

Change

​

 
​ ​ ​ ​​ ​ ​ ​ ​ ​

Issues of debt

​

​

$

854

​

​

$

47

​

​

 

​

 
Decrease in short-term borrowings ​ ​ (31 ) ​ (1,124 ) ​   ​  
Repayments of debt ​ ​ (140 ) ​ (149 ) ​   ​  
Issue of Common Shares on exercise of stock options ​ ​ 81 ​ ​ 44 ​ ​   ​  
Tax withholdings on vesting of equity awards ​ ​ (13 ) ​ (9 ) ​   ​  
Repurchase of Common Shares ​ ​ (203 ) ​ (1,289 ) ​   ​  
Contributions to subsidiaries by non-controlling interests ​ ​ 18 ​ ​ 4 ​ ​   ​  
Dividends paid to non-controlling interest ​ ​ (18 ) ​ (22 ) ​   ​  
Dividends paid ​ ​ (467 ) ​ (449 ) ​   ​  
​ ​ ​ ​​ ​ ​ ​ ​ ​
Cash provided from (used for) financing activities ​ ​ $ 81 ​ ​ $ (2,947 ) ​ $ 3,028 ​  
​ ​ ​ ​​ ​ ​ ​ ​ ​
​ ​ ​ MAGNA INTERNATIONAL INC.   19

The increase in issues of debt relates primarily to the issuance of $750 million of 2.45% fixed-rate Senior Notes which mature on June 15, 2030.

During 2020 we repurchased 5.1 million Common Shares under normal course issuer bids for aggregate cash consideration of $203 million.

Cash dividends paid per Common Share were $1.60 for 2020, for a total of $467 million compared to cash dividends paid per Common Share of $1.46 for 2019, for a total of $449 million.

FINANCING RESOURCES


 

​

2020



2019

​

Change

​

 
​ ​ ​ ​​ ​ ​ ​ ​ ​

Liabilities

​

​

 

​

​

 

​

​

 

​

 

Long-term debt due within one year

​ ​ $ 129 ​ ​ $ 106 ​ ​   ​  

Current portion of operating lease liabilities

​ ​ 241 ​ ​ 225 ​ ​   ​  

Long-term debt

​ ​ 3,973 ​ ​ 3,062 ​ ​   ​  

Operating lease liabilities

​ ​ 1,656 ​ ​ 1,601 ​ ​   ​  
​ ​ ​ ​​ ​ ​ ​ ​ ​
  ​ ​ 5,999 ​ ​ 4,994 ​ ​ $ 1,005 ​  
Non-controlling interests ​ ​ 350 ​ ​ 300 ​ ​ 50 ​  
Shareholders' equity ​ ​ 11,370 ​ ​ 10,831 ​ ​ 539 ​  
​ ​ ​ ​​ ​ ​ ​ ​ ​
Total capitalization ​ ​ $ 17,719 ​ ​ $ 16,125 ​ ​ $ 1,594 ​  
​ ​ ​ ​​ ​ ​ ​ ​ ​

Total capitalization increased by $1.59 billion to $17.72 billion as at December 31, 2020 compared to $16.13 billion at December 31, 2019, primarily as a result of a $1.0 billion increase in financial liabilities, a $50 million increase in non-controlling interest, and a $539 million increase in shareholder's equity.

The increase in financial liabilities during 2020 was primarily as a result of the issuance of $750 million of 2.45% fixed-rate Senior Notes which mature on June 15, 2030.

The increase in non-controlling interest during 2020 was primarily as a result of the consolidation of GJT which resulted in an addition $122 million of non-controlling interest partially offset by an $80 million loss attributable to non-controlling interests in 2020, substantially due to the impairment of GJT.

The increase in shareholder's equity in 2020 was primarily as a result of:

•
$757 million of net income attributable to Magna earned in 2020;
•
$348 million net unrealized gain on translation of our net investment in foreign operations whose functional currency is not U.S. dollars; and
•
$81 million of stock options exercised.

These factors were partially offset by:

•
$467 million of dividends paid; and
•
$203 million related to the repurchase of 5.1 million Common Shares.

CASH RESOURCES

In 2020, our cash resources, including restricted cash equivalents, increased by $1.98 billion to $3.4 billion, primarily as a result of cash provided from operating and financing activities, partially offset by cash used for investing activities, as discussed above. In addition to our cash resources at December 31, 2020, we had term and operating lines of credit totaling $3.8 billion, of which $3.5 billion was unused and available. On April 13, 2020, we amended our 364-day syndicated revolving credit facility, which included an increase to the size of the facility from U.S. $300 million to U.S. $1.0 billion and an extension of the maturity date from June 22, 2020 to April 12, 2021. On December 11, 2020, we amended this facility, decreasing the size of the facility from U.S. $1.0 billion to U.S. $750 million and extending the maturity date to December 10, 2021. The facility can be drawn in U.S. dollars or Canadian dollars. As of December 31, 2020, we had not borrowed any funds under this credit facility.

MAXIMUM NUMBER OF SHARES ISSUABLE

The following table presents the maximum number of shares that would be outstanding if all of the outstanding options at March 4, 2021 were exercised:

​ ​ ​ ​ ​

Common Shares

​

301,877,555

​

 
Stock options(i) ​ 6,968,787 ​  
​ ​ ​ ​ ​
  ​ 308,846,342 ​  
​ ​ ​ ​ ​

(i) Options to purchase Common Shares are exercisable by the holder in accordance with the vesting provisions and upon payment of the exercise price as may be determined from time to time pursuant to our stock option plans.

​ 20   ANNUAL REPORT 2020 ​ ​

CONTRACTUAL OBLIGATIONS

A purchase obligation is defined as an agreement to purchase goods or services that is enforceable and legally binding on us and that specifies all significant terms, including: fixed or minimum quantities to be purchased; fixed, minimum or variable price provisions; and the approximate timing of the transaction. Consistent with our customer obligations, substantially all of our purchases are made under purchase orders with our suppliers which are requirements based and accordingly do not specify minimum quantities. Other long-term liabilities are defined as long-term liabilities that are recorded on our consolidated balance sheet. Based on this definition, the following table includes only those contracts which include fixed or minimum obligations.

At December 31, 2020, we had contractual obligations requiring annual payments as follows:


 

​

2021

​

2022-
2023

​

2024-
2025

​

Thereafter

​

Total

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

Operating leases

​

​

$

310

​

​

$

544

​

​

$

432

​

​

$

1,093

​

​

$

2,379

​

 
Long-term debt ​ ​ 129 ​ ​ 1,087 ​ ​ 1,407 ​ ​ 1,479 ​ ​ 4,102 ​  
Unconditional purchase obligations: ​ ​   ​ ​   ​ ​   ​ ​   ​ ​   ​  

Materials and services

​ ​ 2,369 ​ ​ 849 ​ ​ 998 ​ ​ 275 ​ ​ 4,491 ​  

Capital

​ ​ 1,000 ​ ​ 191 ​ ​ 68 ​ ​ 24 ​ ​ 1,283 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
Total contractual obligations ​ ​ $ 3,808 ​ ​ $ 2,671 ​ ​ $ 2,905 ​ ​ $ 2,871 ​ ​ $ 12,255 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

Our unfunded obligations with respect to employee future benefit plans, which have been actuarially determined, were $722 million at December 31, 2020. These obligations are as follows:


 

​

Pension
Liability

​

Retirement
Liability

​

Termination and
Long Service
Arrangements

​

Total

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

Projected benefit obligation

​

​

$

731

​

​

$

30

​

​

$

478

​

​

$

1,239

​

 
Less plan assets ​ ​ (517 ) ​ – ​ ​ – ​ ​ (517 )  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
Unfunded amount ​ ​ $ 214 ​ ​ $ 30 ​ ​ $ 478 ​ ​ $ 722 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

Foreign Currency Activities

Our North American operations negotiate sales contracts with OEMs for payment in U.S. dollars and Canadian dollars. Materials and equipment are purchased in various currencies depending upon competitive factors, including relative currency values. Our North American operations use labour and materials which are paid for in U.S. dollars, Canadian dollars, Mexican pesos and euros. Our Mexican operations generally use the U.S. dollar as the functional currency.

Our European operations negotiate sales contracts with OEMs for payment principally in euros and British pounds. Our European operations' material, equipment and labour are paid for principally in euros, British pounds, U.S. dollars, Czech korunas, Polish zlotys, Hungarian forint and Russian ruble.

We employ hedging programs, primarily through the use of foreign exchange forward contracts, in an effort to manage our foreign exchange exposure, which arises when manufacturing facilities have committed to the delivery of products for which the selling price or material purchases have been quoted in foreign currencies and for labour in countries where their local currency is not their functional currency. These commitments represent our contractual obligations to deliver products over the duration of the product programs, which can last a number of years. The amount and timing of the forward contracts will be dependent upon a number of factors, including anticipated production delivery schedules and anticipated production costs, which may be paid in the foreign currency. Despite these measures, significant long-term fluctuations in relative currency values, in particular a significant change in the relative values of the U.S. dollar, Canadian dollar, euro, Chinese renminbi and Mexican peso, could have an adverse effect on our profitability and financial condition (as discussed throughout this MD&A).

​ ​ ​ MAGNA INTERNATIONAL INC.   21

NON-GAAP FINANCIAL MEASURES RECONCILIATION

ADJUSTED EBIT

Adjusted EBIT is discussed in the "Segment Analysis" section. The following table reconciles net income to Adjusted EBIT:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Net Income

​

​

$

677

​

​

$

1,632

​

 
Add: ​ ​   ​ ​   ​  

Interest Expense, net

​ ​ 86 ​ ​ 82 ​  

Other Expense, net

​ ​ 584 ​ ​ 240 ​  

Income Taxes

​ ​ 329 ​ ​ 591 ​  
​ ​ ​ ​​ ​ ​ ​
Adjusted EBIT ​ ​ $ 1,676 ​ ​ $ 2,545 ​  
​ ​ ​ ​​ ​ ​ ​

ADJUSTED EBIT AS A PERCENTAGE OF SALES

Adjusted EBIT as a percentage of sales is discussed in the "Non-GAAP Performance Measures" section and is calculated in the table below:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Sales

​

​

$

32,647

​

​

$

39,431

​

 
​ ​ ​ ​​ ​ ​ ​

Adjusted EBIT

​

​

$

1,676

​

​

$

2,545

​

 
​ ​ ​ ​​ ​ ​ ​

Adjusted EBIT as a percentage of sales

​

​

5.1

%

​

6.5

%

 
​ ​ ​ ​​ ​ ​ ​

ADJUSTED DILUTED EARNINGS PER SHARE

Adjusted diluted earnings per share is discussed in the "Earnings per Share" section. The following table reconciles net income attributable to Magna International Inc. to Adjusted diluted earnings per share:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Net income attributable to Magna International Inc.

​

​

$

757

​

​

$

1,765

​

 
Add: ​ ​   ​ ​   ​  

Other Expense, net

​ ​ 584 ​ ​ 240 ​  

Tax effect on Other Expense, net

​ ​ (80 ) ​ 33 ​  

Loss attributable to non-controlling interests related to Other Expense, net

​ ​ (75 ) ​ (127 )  
​ ​ ​ ​​ ​ ​ ​
Adjusted net income attributable to Magna International Inc. ​ ​ 1,186 ​ ​ 1,911 ​  
Diluted weighted average number of Common Shares outstanding during the period (millions) ​ ​ 300.4 ​ ​ 315.8 ​  
​ ​ ​ ​​ ​ ​ ​
Adjusted diluted earnings per share ​ ​ $ 3.95 ​ ​ $ 6.05 ​  
​ ​ ​ ​​ ​ ​ ​
​ 22   ANNUAL REPORT 2020 ​ ​

RETURN ON INVESTED CAPITAL AND ADJUSTED RETURN ON INVESTED CAPITAL

Return on Invested Capital and Adjusted Return on Invested Capital are discussed in the "Non-GAAP Performance Measures" section. Return on Invested Capital is calculated as After-tax operating profits divided by Average Invested Capital (Invested Capital is averaged on a five-fiscal quarter basis) for the period. Adjusted Return on Invested Capital is calculated as Adjusted After-tax operating profits divided by Average Invested Capital (Invested Capital is averaged on a five-fiscal quarter basis) for the period.

After-tax operating profits and Adjusted After-tax operating profits are calculated in the table below:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Net Income

​

​

$

677

​

​

$

1,632

​

 
Add: ​ ​   ​ ​   ​  

Interest Expense, net

​ ​ 86 ​ ​ 82 ​  

Income taxes on Interest Expense, net at Magna's effective income tax rate:

​ ​ (20 ) ​ (18 )  
​ ​ ​ ​​ ​ ​ ​
After-tax operating profits ​ ​ 743 ​ ​ 1,696 ​  
Other Expense, net ​ ​ 584 ​ ​ 240 ​  
Tax effect on Other Expense, net ​ ​ (80 ) ​ 33 ​  
​ ​ ​ ​​ ​ ​ ​
Adjusted After-tax operating profits ​ ​ $ 1,247 ​ ​ $ 1,969 ​  
​ ​ ​ ​​ ​ ​ ​

Invested Capital is calculated in the table below:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Total Assets

​

​

$

28,605

​

​

$

25,790

​

 

Excluding:

​ ​   ​ ​   ​  

Cash and cash equivalents

​ ​ (3,268 ) ​ (1,276 )  

Deferred tax assets

​ ​ (372 ) ​ (308 )  
Less Current Liabilities ​ ​ (9,743 ) ​ (8,529 )  

Excluding:

​ ​   ​ ​   ​  

Long-term debt due within one year

​ ​ 129 ​ ​ 106 ​  

Current portion of operating lease liabilities

​ ​ 241 ​ ​ 225 ​  
​ ​ ​ ​​ ​ ​ ​
Invested Capital ​ ​ $ 15,592 ​ ​ $ 16,008 ​  
​ ​ ​ ​​ ​ ​ ​

Return on Invested Capital is calculated in the table below:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

After-tax operating profits

​

​

$

743

​

​

$

1,696

​

 
​ ​ ​ ​​ ​ ​ ​
Average Invested Capital ​ ​ $ 15,844 ​ ​ $ 16,732 ​  
​ ​ ​ ​​ ​ ​ ​
Return on Invested Capital ​ ​ 4.7 % ​ 10.1 %  
​ ​ ​ ​​ ​ ​ ​

Adjusted Return on Invested Capital is calculated in the table below:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Adjusted After-tax operating profits

​

​

$

1,247

​

​

$

1,969

​

 
​ ​ ​ ​​ ​ ​ ​
Average Invested Capital ​ ​ $ 15,844 ​ ​ $ 16,732 ​  
​ ​ ​ ​​ ​ ​ ​
Adjusted Return on Invested Capital ​ ​ 7.9 % ​ 11.8 %  
​ ​ ​ ​​ ​ ​ ​

RETURN ON EQUITY

Return on Equity is discussed in the "Non-GAAP Performance Measures" section and is calculated in the table below:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Net income attributable to Magna International Inc.

​

​

$

757

​

​

$

1,765

​

 
​ ​ ​ ​​ ​ ​ ​
Average Shareholders' Equity ​ ​ $ 10,751 ​ ​ $ 11,412 ​  
​ ​ ​ ​​ ​ ​ ​
Return on Equity ​ ​ 7.0 % ​ 15.5 %  
​ ​ ​ ​​ ​ ​ ​
​ ​ ​ MAGNA INTERNATIONAL INC.   23

SUBSEQUENT EVENTS

NORMAL COURSE ISSUER BID

Subsequent to December 31, 2020, we purchased 350,000 Common Shares for cancellation and 138,027 Common Shares to satisfy stock-based compensation awards each under our existing normal course issuer bid for cash consideration of $42 million.

SIGNIFICANT ACCOUNTING POLICIES AND CRITICAL ACCOUNTING ESTIMATES

Our significant accounting policies are more fully described in Note 1, "Significant Accounting Policies", to the consolidated financial statements included in this Report. The preparation of the audited consolidated financial statements requires management to make estimates and assumptions that affect the reported amounts of assets, liabilities, revenues and expenses and the related disclosure of contingent assets and liabilities, as of the date of the consolidated financial statements. These estimates and assumptions are based on our historical experience, and various other assumptions we believe to be reasonable in the circumstances. Since these estimates and assumptions are subject to an inherent degree of uncertainty, actual results in these areas may differ significantly from our estimates.

We believe the following critical accounting policies and estimates affect the more subjective or complex judgements and estimates used in the preparation of our consolidated financial statements and accompanying notes. Management has discussed the development and selection of the following critical accounting policies with the Audit Committee of the Board of Directors, and the Audit Committee has reviewed our disclosure relating to critical accounting policies in this MD&A.

IMPAIRMENT ASSESSMENTS – EQUITY METHOD INVESTMENTS, GOODWILL AND OTHER LONG-LIVED ASSET

As of December 31, 2020, we had equity method investments of $677 million. We monitor our investments for indicators of other-than-temporary declines in value on an ongoing basis in accordance with U.S. GAAP. If we determine that an other-than-temporary decline in value has occurred, we recognize an impairment loss, which is measured as the difference between the book value and the fair value of the investment.

During the third quarter of 2020, we concluded that indicators of potential impairment were present related to our equity accounted investment in GJT and recorded a $337 million non-cash impairment charge. The impairment was measured under an income approach, utilizing discounted cash flows to derive the fair value of our investments. The inputs utilized in the analyses were classified as Level 3 inputs within the fair value hierarchy as defined in ASC 820, "Fair Value Measurement" and primarily consist of expected revenues and costs, estimated production volumes, future growth rates and appropriate discount rates (based on weighted average cost of capital). In the fourth quarter of 2020, we signed an agreement with Ford to acquire GFT's interest in GJT. The transaction price that was negotiated with Ford for GJT was determined to be reflective of the investment's fair value and was consistent with the value determined using the income approach. Refer to Note 2, "Other expense, net" of the notes to the consolidated financial statements for additional information.

We review goodwill at the reporting unit level for impairment in the fourth quarter of each year or more frequently if events or changes in circumstances indicate that goodwill might be impaired. Goodwill impairment is assessed based on a comparison of the fair value of a reporting unit to the underlying carrying value of the reporting unit's net assets, including goodwill. If a reporting unit's carrying amount exceeds its fair value, an impairment is recognized based on that difference. The fair value of a reporting unit is determined using the estimated discounted future cash flows of the reporting unit.

In addition to our review of goodwill, we evaluate fixed assets and other long-lived assets for impairment whenever indicators of impairment exist. Indicators of impairment include the bankruptcy of a significant customer or the early termination, loss, renegotiation of the terms of, significant volume decrease in, or delay in the implementation of, any significant production contract. If the sum of the future cash flows expected to result from the asset, undiscounted and without interest charges, is less than the reported value of the asset, an asset impairment may be recognized in the consolidated financial statements. The amount of impairment to be recognized is calculated by subtracting the fair value of the asset from the reported value of the asset.

We believe that accounting estimates related to equity method investments, goodwill and long-lived asset impairment assessments are "critical accounting estimates" because: (i) they are subject to significant measurement uncertainty and are susceptible to change as management is required to make forward-looking assumptions regarding the impact of improvement plans on current operations, in-sourcing and other new business opportunities, program pricing and cost assumptions on current and future business, the timing of new program launches and future forecasted production volumes; and (ii) any resulting impairment loss could have a material impact on our consolidated net income and on the amount of assets reported in our consolidated balance sheet.

WARRANTY

We record product warranty costs, which include product liability and recall costs. Under most customer agreements, we only account for existing or probable claims on product default issues when amounts related to such issues are probable and reasonably estimable. Under certain complete vehicle assembly, powertrain systems, and electronics contracts, we record an estimate of future warranty-related costs based on the terms of the specific customer agreements and/or the Company's warranty experience.

Product liability and recall provisions are established based on our best estimate of the amounts necessary to settle existing claims, which typically take into account: the number of units that may be returned; the cost of the product being replaced; labour to remove and replace the defective part; and the customer's administrative costs relating to the recall. In making this estimate, judgement is also required as to the ultimate negotiated sharing

​ 24   ANNUAL REPORT 2020 ​ ​

of the cost between us, the customer and, in some cases a supplier. Where applicable, insurance recoveries related to such provisions are also recorded.

Due to the uncertain nature of the net costs, actual product liability costs could be materially different from our best estimates of future costs.

INCOME TAXES

The determination of our tax liabilities involves dealing with uncertainties in the application of complex tax laws. Significant judgement and estimates are required in determining our provision for income taxes, deferred tax assets and liabilities, and liabilities for unrecognized tax benefits. We recognize tax benefits from uncertain tax positions only if it is more likely than not that the tax position will be sustained on examination by the taxing authorities, based on the technical merits of the position. The tax benefits recognized in the financial statements from such positions are then measured based on the largest benefit that has a greater than 50% likelihood of being realized upon ultimate settlement.

At December 31, 2020, we had gross unrecognized tax benefits of $182 million excluding interest and penalties, of which $165 million, if recognized, would affect our effective tax rate. The gross unrecognized tax benefits differ from the amount that would affect our effective tax rate due primarily to the impact of the valuation allowance on deferred tax assets.

Deferred tax assets and liabilities are recognized for the estimated future tax effects attributable to temporary differences between financial statement carrying value of existing assets and liabilities and their respective tax bases and tax loss and credit carryforwards. Deferred tax assets and liabilities are measured using the enacted tax rates and laws that will be in effect when the differences are expected to reverse. Accounting standards require that we assess whether valuation allowances should be established or maintained against our deferred income tax assets, based on consideration of all available evidence, using a "more-likely-than-not" standard. The factors used to assess the likelihood of realization are: history of losses, forecasts of future pre-tax income and tax planning strategies that could be implemented to realize the deferred tax assets. On a quarterly basis, we evaluate the realizability of deferred tax assets by assessing our valuation allowances and by adjusting the amount of such allowances as necessary. We use tax planning strategies to realize deferred tax assets in order to avoid the potential loss of these tax benefits. Changes in our estimates, due to unforeseen events or otherwise, could have a material impact on our financial condition and results of operations. Refer to Note 12, "Income Taxes" of the notes to the consolidated financial statements for additional information.

EMPLOYEE FUTURE BENEFIT PLANS

The determination of the obligation and expense for defined benefit pension, termination and long service arrangements and other post-retirement benefits, such as retiree healthcare and medical benefits, is dependent on the selection of certain assumptions used by actuaries in calculating such amounts. Those assumptions include, among others, the discount rate, expected long-term rate of return on plan assets and rates of increase in compensation costs. Actual results that differ from the assumptions used are accumulated and amortized over future periods and therefore impact the recognized expense in future periods. Significant changes in assumptions or significant plan amendments could materially affect our future employee benefit obligations and future expense.

At December 31, 2020, we had past service costs and actuarial experience losses of $258 million included in accumulated other comprehensive income that will be amortized to future employee benefit expense over the expected average remaining service life of employees or over the expected average life expectancy of retired employees, depending on the status of the plan.

COMMITMENTS AND CONTINGENCIES

From time to time, we may be contingently liable for litigation, legal and/or regulatory actions and proceedings and other claims. Refer to Note 22, "Contingencies" of our audited consolidated financial statements for the year ended December 31, 2020, which describes these claims.

For a discussion of risk factors relating to legal and other claims/actions against us, refer to "Item 5. Risk Factors" in our Annual Information Form and Annual Report on Form 40-F, each in respect of the year ended December 31, 2020.

CONTROLS AND PROCEDURES

DISCLOSURE CONTROLS AND PROCEDURES

Disclosure controls and procedures (as defined in Rules 13a-15(e) and 15d-15(e) under the Securities Exchange Act of 1934, as amended [the "Exchange Act"]), are designed to ensure that material information required to be disclosed in reports filed or submitted under the Exchange Act is recorded, processed, summarized and reported on a timely basis, and that such information is accumulated and communicated to senior management, including the Company's Chief Executive Officer and Chief Financial Officer, as appropriate, to enable them to make timely decisions regarding required disclosure of such information. We have conducted an evaluation of our disclosure controls and procedures as of December 31, 2020, under the supervision, and with the participation of our Chief Executive Officer and our Chief Financial Officer. Based on this evaluation, our Chief Executive Officer and our Chief Financial Officer have concluded that our disclosure controls and procedures (as this term is defined in the rules adopted by Canadian securities regulatory authorities and the United States Securities and Exchange Commission ["SEC"]) are effective as of December 31, 2020.

MANAGEMENT'S ANNUAL REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING

Internal control over financial reporting is a process designed to provide reasonable, but not absolute, assurance regarding the reliability of financial reporting and preparation of financial statements for external purposes in accordance with U.S. GAAP. Our management is responsible for establishing

​ ​ ​ MAGNA INTERNATIONAL INC.   25

and maintaining adequate internal control over financial reporting. Due to its inherent limitations, internal control over financial reporting may not prevent or detect misstatements on a timely basis. Additionally, projections of any evaluation of the effectiveness of internal control over financial reporting to future periods are subject to the risk that the controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate. Our management used the Committee of Sponsoring Organizations of the Treadway Commission ["COSO"] Internal Control-Integrated Framework (2013) to evaluate the effectiveness of internal control over financial reporting. Based on this evaluation, our Chief Executive Officer and our Chief Financial Officer have assessed the effectiveness of our internal control over financial reporting and concluded that, as at December 31, 2020, such internal control over financial reporting is effective. The Company's internal control over financial reporting as of December 31, 2020, has been audited by Deloitte LLP, Independent Registered Public Accounting Firm who also audited the Company's consolidated financial statements for the year ended December 31, 2020. Deloitte LLP expressed an unqualified opinion on the effectiveness of the Company's internal control over financial reporting. This report precedes our audited consolidated financial statements for the year ended December 31, 2020.

CHANGES IN INTERNAL CONTROLS OVER FINANCIAL REPORTING

There have been no changes in our internal controls over financial reporting that occurred during 2020 that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.

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RISK FACTORS

Our short and medium-term operational success, as well as our ability to create long-term value through our business strategy, are subject to risks and uncertainties. The following are the more significant of such risks:

RISKS RELATED TO THE AUTOMOTIVE INDUSTRY

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Economic Cyclicality:   The global automotive industry is cyclical, with the potential for regional differences in timing of expansion and contraction of economic cycles. A worsening of economic, political, or other conditions in North America, Europe or China, including as a result of COVID-19 may result in lower consumer confidence, which typically translates into lower vehicle sales and production levels. A significant decline in vehicle production volumes from current levels could have a material adverse effect on our profitability and financial condition.

•
Regional Volumes Declines:   North America, Europe and China are key automotive producing regions for us, and our operating results are primarily dependent on car and light truck production by our customers in these regions. A significant or sustained decline in vehicle production volumes in any or all of these geographic regions could have a material adverse effect on our operations, sales and profitability.

•
Intense Competition:   The automotive supply industry is highly competitive and becoming more so. Some of our competitors have higher or more rapidly growing market share than we do in certain product or geographic markets. Additionally, a number of established electronics and semiconductor companies have entered or expanded their presence in the automotive industry, while disruptive technology innovators have been introducing novel product and service solutions which traditional automotive suppliers may not be able to match. Failure to successfully compete with existing or new competitors, including failure to grow our electronics or electric vehicle content, could affect our ability to fully implement our business strategy.

•
Trade Agreements:   The global growth of the automotive industry has been aided by the free movement of goods, services, people and capital through bilateral and regional trade agreements, particularly in North America and Europe. Introduction of measures which impede free trade could have a material adverse effect on our operations and profitability.

•
Trade Disputes/Tariffs:   International trade disputes could, among other things, reduce demand for and production of vehicles, disrupt global supply chains, distort commodity pricing, impair the ability of automotive suppliers and vehicle manufacturers to make efficient long-term investment decisions, create volatility in relative foreign exchange rates, and contribute to stock market volatility. The imposition of tariffs and/or escalation of trade disputes which interfere with automotive supply chains could have an adverse effect on our operations and profitability.

CUSTOMER AND SUPPLIER RELATED RISKS

•
Customer Concentration:   Although we supply parts to all of the leading OEMs, a significant majority of our sales are to six customers: General Motors, BMW, Daimler, Ford, Fiat Chrysler and Volkswagen. In light of the amount of business we currently have with these six customers, our opportunities for incremental growth with them in North America, Europe and China may be limited. While we continue to diversify our business, there is no assurance we will be successful. Shifts in market share away from our top customers could have a material adverse effect on our profitability.

•
Emergence of Potentially Disruptive Electric Vehicle (EV) OEMs:   With the accelerating trend toward vehicle electrification, a number of potentially disruptive, EV-focused OEMs have emerged, particularly in China. It is too early to predict which of these emergent EV-focused OEMs will succeed in the long-term, whether independently or through cooperative relationships with each other or with any of our traditional OEM customers. Vehicle electrification is an important component of our strategy, including through development and supply of electric drive systems, as well as complete vehicle engineering and contract vehicle assembly. While we are developing business relationships with many of the emergent EV-focused OEMs, we do not have relations with all, nor are such relationships as well established as those with our traditional customers. The failure to grow our sales to emergent OEMs which achieve significant commercial success could adversely impact our long-term strategy. At the same time, conducting business with recently established OEMs poses risks and challenges, including due to their limited resources and operating history, as well as uncertainties regarding consumer/market acceptance of their vehicles. It remains too early to determine whether our commercial experience with such emergent EV-focused OEMs will be similar to our experience with established OEMs.

•
Customer Consolidation and Cooperation:   There have been a number of examples of OEM consolidation in recent years, including the recently completed merger of PSA and Fiat Chrysler to form Stellantis. Additionally, competing OEMs are increasingly cooperating and collaborating in different ways to save costs, including through joint purchasing activities, platform sharing, powertrain sharing, joint R&D and regional joint ventures. While OEM consolidation and cooperation may present opportunities, they also present a risk that we could lose future business or experience even greater pricing pressure on certain production programs, either of which could have an adverse effect on our profitability.

•
Market Shifts:   While we supply parts for a wide variety of vehicles produced globally, we do not supply parts for all vehicles produced, nor is the number or value of parts evenly distributed among the vehicles for which we do supply parts. Shifts in market shares away from vehicles on which we have significant content, as well as vehicle segments in which our sales may be more heavily concentrated, could have a material adverse effect on our profitability.

•
Consumer Take Rate Shifts:   Shifts in consumer preferences may impact "take rates" for certain types of products we sell. Examples of such products include: manual and dual-clutch transmissions; all-wheel drive systems; power liftgates; active aerodynamics systems; advanced driver
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assistance systems; and complete vehicles with certain option packages or option choices. Where shifts in consumer preferences result in higher "take rates" for products that we do not sell or for products we sell at a lower margin, our profitability may be adversely affected.

MANUFACTURING / OPERATIONAL RISKS

•
Product Launch:   The launch of production is a complex process, the success of which depends on a wide range of factors, including: the timing of design changes by our customers relative to start of production; production readiness of our and our suppliers' manufacturing facilities; robustness of manufacturing processes; launch volumes; quality and production readiness of tooling and equipment; employees; and initial product quality. Our failure to successfully launch material new or takeover business could have a material adverse effect on our profitability and reputation.

•
Operational Underperformance:   From time to time, we may have operating divisions which are not performing at expected levels of profitability. The size and complexity of automotive manufacturing operations often makes it difficult to achieve a quick turnaround of underperforming divisions. Significant underperformance of one or more operating divisions could have a material adverse effect on our profitability and operations.

•
Restructuring Costs:   We may sell some product lines and/or downsize, close or sell some of our operating divisions. By taking such actions, we may incur restructuring, downsizing and/or other significant non-recurring costs. These costs may be higher in some countries than others and could have a material adverse effect on our profitability.

•
Impairments:   We have recorded significant impairment charges related to equity interests in joint ventures, goodwill and long-lived assets in the past, and may do so again in the future. The early termination, loss, renegotiation of the terms of, or delay in the implementation of, any significant production contract could be indicators of impairment, as may the technological obsolescence of any of our products or production assets or volumes that are lower than previously expected. In conducting our impairment analysis, we make forward-looking assumptions regarding: the impact of turnaround plans on underperforming operations; new business opportunities; program price and cost assumptions on current and future business; the timing and success of new program launches; and forecast production volumes. To the extent such forward-looking assumptions are not met, any resulting impairment loss could have a material adverse effect on our profitability.

•
COVID-19 Shutdowns:   We temporarily suspended production at our facilities at different times during 2020, as a result of mandatory stay-at-home orders imposed to combat the COVID-19 pandemic in the countries in which we operate. We continue to closely monitor COVID-19 infection rates and related government actions in response. There is a continuing risk of further production suspensions due to COVID-19, which could cause us to incur significant, unrecoverable costs, including those related to: elevated employee absenteeism or overtime; premium freight costs incurred to avoid shutting-down OEM customers' production lines; and higher costs incurred where we have to re-source supply of components or materials from our suppliers. Prolonged production disruptions affecting our manufacturing facilities could have a material adverse effect on our operations and profitability.

•
Supply Disruptions:   Events which prevent us from supplying products to our customers could result in a range of potential adverse consequences, including: elevated, unrecoverable costs such as those for premium freight or re-sourcing of supply; penalties or business interruption claims by our customers; loss of future business; and reputational damage. As a result of COVID-related shutdowns of automotive manufacturing facilities in 2020, and decisions by semiconductor chip manufacturers to allocate production capacity to meet non-automotive demand for their products, the global automotive industry is currently experiencing shortages of semiconductors. The semiconductor chip shortage is negatively impacting vehicle production as OEMs: temporarily shut-down production lines and/or plants; engage in start/stop production patterns; reduce, delay or defer production plans; and/or allocate available semiconductor chips to their most critical vehicle programs. While semiconductor chip manufacturers, OEMs and even government representatives of significant auto-producing countries are working to alleviate the semiconductor chip shortage, we cannot yet determine the duration or full impact of the shortage. OEMs and Tier 1 automotive suppliers could also experience supply disruptions or constraints on other critical manufacturing inputs, such as the current constraint on certain types of steel needed for automotive manufacturing. The impacts of prolonged supply disruptions or constraints could have a material adverse effect on our operations and profitability.

•
Skilled Labour Attraction/Retention:   Our business is based on successfully attracting, training and developing employees at all levels of the company from "shop-floor" to executive management. The markets for highly skilled workers, as well as talented professionals and leaders in our industry are extremely competitive, particularly in the major global automotive and technology centres in which many of our operations and offices are located. The inability to meet our needs for skilled workers and talented professionals and leaders, whether through recruitment or internal training and development activities could impact our ability to profitably conduct business and/or effectively implement our strategy. Additionally, effective succession planning programs and practices are a critical element of our overall talent management strategy. We experienced a significant number of planned retirements in the last few years, and may experience similar waves in future years. We maintain a leadership development and succession program that has facilitated seamless leadership transitions to date. However, the failure to ensure effective knowledge transfers and seamless leadership transitions involving key professionals and leaders could also impact our ability to profitability conduct business and/or effectively implement our strategy.

IT SECURITY / CYBERSECURITY RISKS

•
IT/Cybersecurity Breach:   Although we have established and continue to enhance security controls intended to protect our IT systems and infrastructure, there is no guarantee that such security measures will be effective in preventing unauthorized physical access or cyber-attacks. A significant breach of our IT systems could: result in theft of funds; cause disruptions in our manufacturing operations; lead to the loss, destruction or
​ 28   ANNUAL REPORT 2020 ​ ​

inappropriate use of sensitive data; or result in theft of our, our customers' or our suppliers' intellectual property or confidential information. The occurrence of any of the foregoing could adversely affect our operations and/or reputation, and could lead to claims against us that could have a material adverse effect on our profitability.

•
Product Cybersecurity:   The risk of vehicle cyber attacks has risen with the proliferation of technology designed to connect vehicles to external networks. Although vehicle and systems-level cybersecurity controls and protections are typically managed and/or specified by our OEM customers, we cannot provide assurance that such controls and protections will be effective in preventing cyber intrusion through one of our products. Furthermore, an OEM customer may still seek to hold us financially responsible, even where the OEM specified the cybersecurity controls and protections. Any such cyber intrusion could cause reputational damage and lead to claims against us that have an adverse effect on our profitability.

PRICING RISKS

•
Quote/Pricing Assumptions:   The time between award of new production business and start of production typically ranges between two and four years. Since product pricing is typically determined at the time of award, we are subject to significant pricing risk due to changes in input costs and quote assumptions between the time of award and start of production. The inability to quote effectively, or the occurrence of a material change in input cost or other quote assumptions between program award and production, could have an adverse effect on our profitability.

•
Customer Pricing Pressure:   We face ongoing pricing pressure from OEMs, including through: quoting pre-requirements; long-term supply agreements with mutually agreed price reductions over the life of the agreement; non-contractual annual price concession demands; pressure to absorb costs related to product design, engineering and tooling, and/or amortize such costs through the piece price for the product; and OEM refusal to fully offset inflationary price increases. OEMs possess significant leverage over their suppliers due to their purchasing power and the highly competitive nature of the automotive supply industry. As a result of the broad portfolio of parts we supply to our six largest OEM customers, such customers may be able to exert greater leverage over us as compared to our competitors. We attempt to offset price concessions and costs in a number of ways, including through negotiations with our customers, improved operating efficiencies and cost reduction efforts. Our inability to fully offset price concessions, absorb design, engineering and tooling costs, and/or fully recover such costs over the life of production, could have a material adverse effect on our profitability.

•
Commodity Price Volatility:   Prices for certain key raw materials and commodities used in our parts, including steel, aluminum and resin, can be volatile. To the extent we are unable to offset commodity price increases by: passing such increases to our customers, engineering products with reduced commodity content, implementing hedging strategies, or otherwise, such additional commodity costs could have an adverse effect on our profitability.

•
Scrap Steel/Aluminum Price Volatility:   Some of our manufacturing facilities generate a significant amount of scrap steel or scrap aluminum in their manufacturing processes, but recover some of the value through the sale of such scrap. Scrap steel and scrap aluminum prices can also be volatile and don't necessarily move in the same direction as steel or aluminum prices. Declines in scrap steel/aluminum prices from time to time could have an adverse effect on our profitability.

WARRANTY / RECALL RISKS

•
Repair/Replacement Costs:   We are responsible for repair and replacement costs of defective products we supply to our customers. Certain of our products, such as transmissions, typically have a higher unit and labour cost in the event of replacement. Other products, such as side door latches, are supplied in multiples of two or four for a single vehicle, which could result in significant cost in the event all need to be replaced. Our OEM customers and/or government regulators have the ability to initiate recalls of safety products, which will also place us at risk for the administrative costs of the recall, even in situations where we dispute the need for a recall or the responsibility for any alleged defect. The obligation to repair or replace defective products could have a material adverse effect on our operations and profitability. To the extent such obligation arises as a result of a product recall, we may face reputational damage, and the combination of administrative and product replacement costs could have a material adverse effect on our profitability.

•
Warranty Provisions:   Warranty provisions for our products are based on our estimate of the amounts necessary to settle existing or probable claims related to product defects. In addition, warranty provisions for our powertrain systems, electronics and complete vehicle programs are also established on the basis of our or our customers' warranty experience with the applicable type of product and, in some cases, the terms in the applicable customer agreements. Actual warranty experience which results in costs that exceed our warranty provisions, could have a material adverse effect on our profitability.

•
Product Liability:   We cannot guarantee that the design, engineering, testing, validation and manufacturing measures we employ to ensure high-quality products will be completely effective, particularly as electronic content and product complexity increases. In the event that our products fail to perform as expected and such failure results in, or is alleged to result in, bodily injury and/or property damage or other losses, product liability claims may be brought against us. The defense of product liability claims, particularly class action claims in North America, may be costly and judgements against us could impair our reputation and have a material adverse effect on our profitability.
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ACQUISITION RISKS

•
Inherent Merger and Acquisition Risks:   Acquisitions are subject to a range of inherent risks, including the assumption of incremental regulatory/compliance, pricing, supply chain, commodities, labour relations, litigation, environmental, pensions, warranty, recall, IT, tax or other risks. While the conduct of due diligence on an acquisition target is intended to mitigate such risks, these efforts may not always prove to be sufficient in identifying all risks and liabilities related to the acquisition, including as a result of: limited access to information; time constraints for conducting due diligence; inability to access target company facilities and/or personnel; or other limitations in the due diligence process. Additionally, we may identify risks and liabilities that we are not able to sufficiently mitigate through appropriate contractual or other protections. The realization of any such risks could have a material adverse effect on our profitability.

OTHER BUSINESS RISKS

•
Joint Ventures:   We conduct certain of our operations through joint ventures under contractual arrangements under which we share management responsibilities with one or more partners. Joint venture operations carry a range of risks, including those relating to: failure of our joint venture partner(s) to satisfy contractual obligations; potential conflicts between us and our joint venture partner(s); strategic objectives of joint venture partners that may differ from our own; potential delays in decision-making; a limited ability to implement some or all of our policies, practices and controls, or to control legal and regulatory compliance, within the joint venture(s); and other risks inherent to non-wholly-owned operations. The likelihood of such occurrences and their potential effect on us vary depending on the joint venture arrangement, however, the occurrence of any such risks could have an adverse effect on our operations, profitability and reputation.

•
Technology and Innovation:   While we continue to invest in technology and innovation which we believe will be critical to our long-term growth, the automotive industry is experiencing rapid technological change and significant disruption. Our ability to anticipate changes in technology and to successfully develop and introduce new and enhanced products and/or manufacturing processes on a timely basis will be a significant factor in our ability to remain competitive. If we are unsuccessful or are less successful than our competitors in consistently developing innovative products and/or processes, we may be placed at a competitive disadvantage and may not be able to recover some or all of our investments and costs, which could have a material adverse effect on our profitability and financial condition and ability to fully implement our business strategy.

•
Investments in Technology Companies:   In addition to our development activities, we have invested in various technology companies and funds that invest in such companies. Such investments are an important element of our long-term strategy and we may make further investments in such companies. Investing in such companies involves a high degree of risk, including the potential loss of some or all of our investment value. In addition, there is currently no public market for the shares of some of these investments, and we may be unable to monetize certain of our investments in the future. The realization of such investment-related risks could have an adverse effect on our profitability and financial condition.

•
Evolving Business Risk Profile:   The risk profile of our business continues to evolve with the increasing importance to us of product areas such as electrified powertrains, ADAS and electronics. As our business evolves, we may face new or heightened risks, including: forecasting and planning risks related to penetration rates of electric vehicles, as well as take-rates for ADAS systems or features offered to consumers as optional items; reduction in demand for certain products which are unique to internal combustion engine vehicles; challenges in quoting for profitable returns on products with leading-edge technologies for which we may not have significant quoting experience; rigorous testing and validation requirements from OEM customers for complex new products; increased warranty and recall risks on new products and leading-edge technologies; increased product liability risks; heightened risk of technological obsolescence of some of our products, processes and/or assets; and difficulties in attracting or retaining employees with critical skills in high-demand areas. Realization of one or more such risks could have a material adverse effect on our operations, profitability or financial condition.

•
Risks of Doing Business in Foreign Markets:   The establishment of manufacturing operations in new markets carries a number of potential risks, including those relating to: political, civil and economic instability and uncertainty; corruption risks; high inflation and our ability to recover inflation-related cost increases; trade, customs and tax risks; expropriation risks; currency exchange rates; currency controls; limitations on the repatriation of funds; insufficient infrastructure; competition to attract and retain qualified employees; and other risks associated with conducting business internationally. Expansion of our business in non-traditional markets is an important element of our long-term strategy and, as a result, our exposure to the risks described above may be greater in the future. The likelihood of such occurrences and their potential effect on us vary from country to country and are unpredictable, however, the occurrence of any such risks could have an adverse effect on our operations, profitability and financial condition.

•
Relative Foreign Exchange Rates:   Our profitability is affected by movements of our U.S. dollar reporting currency against the Canadian dollar, the euro, the Chinese renminbi and other currencies in which we generate revenues and incur expenses. Significant long-term fluctuations in relative currency values, in particular a significant change in the relative values of the U.S. dollar, Canadian dollar, euro or Chinese renminbi, could have an adverse effect on our profitability and financial condition and any sustained change in such relative currency values could adversely impact our competitiveness in certain geographic regions.

•
Financial Flexibility:   The occurrence of an economic shock not contemplated in our business plan, a rapid deterioration of conditions or a prolonged recession could result in the depletion of our cash resources, which could have a material adverse effect on our operations and financial condition.
​ 30   ANNUAL REPORT 2020 ​ ​

•
Credit Ratings Changes:   There is no assurance that any credit rating currently assigned to us will remain in effect for any period of time or that any rating will not be revised or withdrawn entirely by a rating agency in the future. A downgrade in the credit ratings assigned to us by one or more agencies could increase our cost of borrowing or impact our ability to negotiate loans, which could have an adverse effect on our profitability, financial condition and the trading price of our Common Shares.

LEGAL, REGULATORY AND OTHER RISKS

•
Legal and Regulatory Proceedings:   From time to time, we may become involved in regulatory proceedings, or become liable for legal, contractual and other claims by various parties, including customers, suppliers, former employees, class action plaintiffs and others. Depending on the nature or duration of any potential proceedings or claims, we may incur substantial costs and expenses, be required to devote significant management time and resources to the matters, and suffer reputational damage as a result of regulatory proceedings. On an ongoing basis, we attempt to assess the likelihood of any adverse judgements or outcomes to these proceedings or claims, although it is difficult to predict final outcomes with any degree of certainty. Except as disclosed from time to time in our consolidated financial statements and/or our MD&A, we do not believe that any of the proceedings or claims to which we are currently a party will have a material adverse effect on our profitability; however, we cannot provide any assurance to this effect.

•
Changes in Laws:   A significant change in the current regulatory environment in our principal markets, including changes in tax and other laws which impose additional costs on automotive manufacturers or consumers, could have an adverse effect on our profitability.
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REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

To the Shareholders and the Board of Directors of Magna International Inc.

Opinion on the Financial Statements

We have audited the accompanying consolidated balance sheets of Magna International Inc. and subsidiaries (the "Company") as of December 31, 2020 and 2019, the related consolidated statements of income, comprehensive income, changes in equity, and cash flows, for each of the two years in the period ended December 31, 2020, and the related notes (collectively referred to as the "financial statements"). In our opinion, the financial statements present fairly, in all material respects, the financial position of the Company as of December 31, 2020 and 2019, and the results of its operations and its cash flows for each of the two years in the period ended December 31, 2020, in conformity with accounting principles generally accepted in the United States of America.

We have also audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Company's internal control over financial reporting as of December 31, 2020, based on criteria established in Internal Control — Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission and our report dated March 4, 2021, expressed an unqualified opinion on the Company's internal control over financial reporting.

Basis for Opinion

These financial statements are the responsibility of the Company's management. Our responsibility is to express an opinion on the Company's financial statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.

We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that our audits provide a reasonable basis for our opinion.

Critical Audit Matter

The critical audit matter communicated below is a matter arising from the current-period audit of the financial statements that was communicated or required to be communicated to the audit committee and that (1) relates to accounts or disclosures that are material to the financial statements and (2) involved our especially challenging, subjective, or complex judgments. The communication of critical audit matters does not alter in any way our opinion on the financial statements, taken as a whole, and we are not, by communicating the critical audit matter below, providing a separate opinion on the critical audit matter or on the accounts or disclosures to which it relates.

Equity Method Investments – Refer to Notes 1 and 2 to the Financial Statements

Critical Audit Matter Description

The Company monitors its equity method investments for indicators of other-than-temporary declines in value on an ongoing basis and determined that indicators of impairment were present related to its investment in Getrag (Jiangxi) Transmission Co., Ltd ("the investment" or "GJT"). The Company undertook an impairment analysis to determine the fair value of its investment in GJT and determined that an other-than-temporary decline had occurred and recognized an impairment loss. In determining the fair value of the investment, the Company considered the transaction price of GJT that was negotiated with Ford Motor Company ("Ford") as part of the reorganization of the Company's Getrag Ford Transmissions joint venture to be reflective of the investment's fair value.

There was significant judgment made in the determination that the negotiated price with the Company's joint venture partner was representative of the investment's fair value in accordance with Accounting Standards Codification Topic 820 Fair Value Measurement. Performing audit procedures to evaluate the reasonableness of management's estimates and assumptions related to the determination of fair value through an observable market transaction required a high degree of auditor judgment and an increased extent of audit effort.

How the Critical Audit Matter Was Addressed in the Audit

Our audit procedures related to the determination of the fair value through an observable market transaction, in order to determine the impairment loss to be recognized, included the following, among others:

•
Evaluated the effectiveness of controls over management's impairment evaluation of the investment, including those over the determination of the investment's fair value and related accounting considerations. This included controls related to management's evaluation over the existence of an other-than-temporary impairment, as well as the evaluation over the use of an observable market transaction to assess the fair value of the entity.
•
Evaluated the basis for management's determination that the transaction price was reflective of the investment's fair value.
​ 32   ANNUAL REPORT 2020 ​ ​

•
Evaluated the reasonableness of management's assessment that the loss in value was other-than-temporary, including the likelihood that fair value of the investment will not be recovered in the near term. The evaluation of the reasonableness of management's assessment related to the likelihood of recovery in the near term included consideration of whether the factors in the assessment were consistent with the current and past performance of the investee and external market and industry data.

GRAPHIC

Chartered Professional Accountants
Licensed Public Accountants
Toronto, Canada
March 4, 2021

We have served as the Company's auditor since 2014.

​ ​ ​ MAGNA INTERNATIONAL INC.   33

REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

To the Shareholders and the Board of Directors of Magna International Inc.

Opinion on Internal Control over Financial Reporting

We have audited the internal control over financial reporting of Magna International Inc. and subsidiaries (the "Company") as of December 31, 2020, based on criteria established in Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). In our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of December 31, 2020, based on criteria established in Internal Control – Integrated Framework (2013) issued by COSO.

We have also audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated financial statements as of and for the year ended December 31, 2020 of the Company and our report dated March 4, 2021, expressed an unqualified opinion on those financial statements.

Basis for Opinion

The Company's management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting, included in the accompanying Management's Annual Report on Internal Control over Financial Reporting. Our responsibility is to express an opinion on the Company's internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.

We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.

Definition and Limitations of Internal Control over Financial Reporting

A company's internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company's internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company's assets that could have a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.

GRAPHIC

Chartered Professional Accountants
Licensed Public Accountants
Toronto, Canada
March 4, 2021

​ 34   ANNUAL REPORT 2020 ​ ​

MAGNA INTERNATIONAL INC.
CONSOLIDATED STATEMENTS OF INCOME

[U.S. dollars in millions, except per share figures] ​   ​   ​   ​  
Years ended December 31, ​ Note ​ 2020

2019 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​

Sales

​

​

 

​

​

$

32,647

​

​

$

39,431

​

 
​ ​ ​ ​ ​ ​​ ​ ​ ​
Costs and expenses ​ ​   ​ ​   ​ ​   ​  

Cost of goods sold

​ ​   ​ ​ 28,207 ​ ​ 34,022 ​  

Depreciation and amortization

​ ​   ​ ​ 1,366 ​ ​ 1,345 ​  

Selling, general and administrative

​ ​   ​ ​ 1,587 ​ ​ 1,697 ​  

Interest expense, net

​ ​ 15 ​ ​ 86 ​ ​ 82 ​  

Equity income

​ ​   ​ ​ (189 ) ​ (178 )  

Other expense, net

​ ​ 2 ​ ​ 584 ​ ​ 240 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
Income from operations before income taxes ​ ​   ​ ​ 1,006 ​ ​ 2,223 ​  
Income taxes ​ ​ 10 ​ ​ 329 ​ ​ 591 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
Net income ​ ​   ​ ​ 677 ​ ​ 1,632 ​  
Loss attributable to non-controlling interests ​ ​ 2 ​ ​ 80 ​ ​ 133 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
Net income attributable to Magna International Inc. ​ ​   ​ ​ $ 757 ​ ​ $ 1,765 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​

Earnings per Common Share:

​

​

3

​

​

​

​

​

 

​

 

Basic

​ ​   ​ ​ $ 2.52 ​ ​ $ 5.61 ​  

Diluted

​ ​   ​ ​ $ 2.52 ​ ​ $ 5.59 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​

Weighted average number of Common Shares outstanding during the year

​

​

 

​

​

 

​

​

 

​

 

[in millions]:

​ ​ 3 ​ ​ ​ ​ ​   ​  

Basic

​ ​   ​ ​ 299.7 ​ ​ 314.7 ​  

Diluted

​ ​   ​ ​ 300.4 ​ ​ 315.8 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​

See accompanying notes

​ ​ ​ MAGNA INTERNATIONAL INC.   35

MAGNA INTERNATIONAL INC.
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME

[U.S. dollars in millions] ​   ​   ​   ​  
Years ended December 31, ​ Note ​ 2020

2019 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​

Net income

​

​

 

​

​

$

677

​

​

$

1,632

​

 
​ ​ ​ ​ ​ ​​ ​ ​ ​
Other comprehensive income, net of tax: ​ ​ 20 ​ ​ ​ ​ ​   ​  

Net unrealized gain (loss) on translation of net investment in foreign operations

​ ​   ​ ​ 356 ​ ​ (25 )  

Net unrealized (loss) gain on cash flow hedges

​ ​   ​ ​ (34 ) ​ 102 ​  

Reclassification of net loss on cash flow hedges to net income

​ ​   ​ ​ 38 ​ ​ 4 ​  

Reclassification of net loss on pensions to net income

​ ​   ​ ​ 8 ​ ​ 8 ​  

Pension and post-retirement benefits

​ ​   ​ ​ (11 ) ​ (47 )  
​ ​ ​ ​ ​ ​​ ​ ​ ​
Other comprehensive income ​ ​   ​ ​ 357 ​ ​ 42 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
Comprehensive income ​ ​   ​ ​ 1,034 ​ ​ 1,674 ​  
Comprehensive loss attributable to non-controlling interests ​ ​   ​ ​ 72 ​ ​ 140 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
Comprehensive income attributable to Magna International Inc. ​ ​   ​ ​ $ 1,106 ​ ​ $ 1,814 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​

See accompanying notes

​ 36   ANNUAL REPORT 2020 ​ ​

MAGNA INTERNATIONAL INC.
CONSOLIDATED BALANCE SHEETS

[U.S. dollars in millions, except shares issued] ​   ​   ​   ​  
As at December 31, ​ Note ​ 2020

2019 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​

ASSETS

​

​

 

​

​

 

​

​

 

​

 
Current assets ​ ​   ​ ​   ​ ​   ​  
Cash and cash equivalents ​ ​ 4 ​ ​ $ 3,268 ​ ​ $ 1,276 ​  
Accounts receivable ​ ​   ​ ​ 6,394 ​ ​ 5,927 ​  
Inventories ​ ​ 6 ​ ​ 3,444 ​ ​ 3,304 ​  
Prepaid expenses and other ​ ​ 4, 15 ​ ​ 260 ​ ​ 238 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
  ​ ​   ​ ​ 13,366 ​ ​ 10,745 ​  
Investments ​ ​ 7 ​ ​ 947 ​ ​ 1,210 ​  
Fixed assets, net ​ ​ 8 ​ ​ 8,475 ​ ​ 8,260 ​  
Operating lease right-of-use assets ​ ​ 16 ​ ​ 1,906 ​ ​ 1,811 ​  
Intangible assets, net ​ ​ 11 ​ ​ 481 ​ ​ 484 ​  
Goodwill ​ ​ 9 ​ ​ 2,095 ​ ​ 1,976 ​  
Deferred tax assets ​ ​ 10 ​ ​ 372 ​ ​ 308 ​  
Other assets ​ ​ 12, 17 ​ ​ 963 ​ ​ 996 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
  ​ ​   ​ ​ $ 28,605 ​ ​ $ 25,790 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​

LIABILITIES AND SHAREHOLDERS' EQUITY

​ ​
 
​
​

 

​
​
 
​
 
Current liabilities ​ ​   ​ ​   ​ ​   ​  
Accounts payable ​ ​   ​ ​ $ 6,266 ​ ​ $ 5,628 ​  
Other accrued liabilities ​ ​ 14 ​ ​ 2,254 ​ ​ 1,800 ​  
Accrued salaries and wages ​ ​ 13 ​ ​ 815 ​ ​ 753 ​  
Income taxes payable ​ ​   ​ ​ 38 ​ ​ 17 ​  
Long-term debt due within one year ​ ​ 15 ​ ​ 129 ​ ​ 106 ​  
Current portion of operating lease liabilities ​ ​ 16 ​ ​ 241 ​ ​ 225 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
  ​ ​   ​ ​ 9,743 ​ ​ 8,529 ​  
Long-term debt ​ ​ 15 ​ ​ 3,973 ​ ​ 3,062 ​  
Operating lease liabilities ​ ​ 16 ​ ​ 1,656 ​ ​ 1,601 ​  
Long-term employee benefit liabilities ​ ​ 17 ​ ​ 729 ​ ​ 677 ​  
Other long-term liabilities ​ ​ 18 ​ ​ 332 ​ ​ 371 ​  
Deferred tax liabilities ​ ​ 10 ​ ​ 452 ​ ​ 419 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
  ​ ​   ​ ​ 16,885 ​ ​ 14,659 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​

Shareholders' equity

​ ​
 
​
​

 

​
​
 
​
 
Common Shares [issued: 2020 – 300,527,416; 2019 – 303,250,415] ​ ​ 19 ​ ​ 3,271 ​ ​ 3,198 ​  
Contributed surplus ​ ​   ​ ​ 128 ​ ​ 127 ​  
Retained earnings ​ ​   ​ ​ 8,704 ​ ​ 8,596 ​  
Accumulated other comprehensive loss ​ ​ 20 ​ ​ (733 ) ​ (1,090 )  
​ ​ ​ ​ ​ ​​ ​ ​ ​
  ​ ​   ​ ​ 11,370 ​ ​ 10,831 ​  
Non-controlling interests ​ ​   ​ ​ 350 ​ ​ 300 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
  ​ ​   ​ ​ 11,720 ​ ​ 11,131 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
  ​ ​   ​ ​ $ 28,605 ​ ​ $ 25,790 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​

Commitments and contingencies [notes 15, 16, 21 and 22]

See accompanying notes

On behalf of the Board:

GRAPHIC ​ GRAPHIC
Robert F. MacLellan
Director
​ William L. Young
Chairman of the Board
​ ​ ​ MAGNA INTERNATIONAL INC.   37

MAGNA INTERNATIONAL INC.
CONSOLIDATED STATEMENTS OF CASH FLOWS


[U.S. dollars in millions]

​

 

​

 

​

 

​

 
Years ended December 31, ​ Note ​ 2020

2019 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​

OPERATING ACTIVITIES

​

​

 

​

​

 

​

​

 

​

 
Net income ​ ​   ​ ​ $ 677 ​ ​ $ 1,632 ​  
Items not involving current cash flows ​ ​ 4 ​ ​ 2,065 ​ ​ 1,976 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
  ​ ​   ​ ​ 2,742 ​ ​ 3,608 ​  
Changes in operating assets and liabilities ​ ​ 4 ​ ​ 536 ​ ​ 352 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
Cash provided from operating activities ​ ​   ​ ​ 3,278 ​ ​ 3,960 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​

INVESTMENT ACTIVITIES

​

​

 

​

​

 

​

​

 

​

 
Fixed asset additions ​ ​   ​ ​ (1,145 ) ​ (1,441 )  
Increase in investments, other assets and intangible assets ​ ​   ​ ​ (331 ) ​ (384 )  
Increase in private equity investments ​ ​   ​ ​ (132 ) ​ (10 )  
Proceeds from dispositions ​ ​   ​ ​ 117 ​ ​ 185 ​  
Business combinations ​ ​ 5 ​ ​ 91 ​ ​ (147 )  
Proceeds from sale of Lyft, Inc. ​ ​ 2 ​ ​ – ​ ​ 231 ​  
Proceeds on sale of business ​ ​ 2 ​ ​ – ​ ​ 1,132 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
Cash used for investing activities ​ ​   ​ ​ (1,400 ) ​ (434 )  
​ ​ ​ ​ ​ ​​ ​ ​ ​

FINANCING ACTIVITIES

​

​

 

​

​

 

​

​

 

​

 
Issues of debt ​ ​ 15 ​ ​ 854 ​ ​ 47 ​  
Decrease in short-term borrowings ​ ​   ​ ​ (31 ) ​ (1,124 )  
Repayments of debt ​ ​ 15 ​ ​ (140 ) ​ (149 )  
Issue of Common Share on exercise of stock options ​ ​   ​ ​ 81 ​ ​ 44 ​  
Tax withholdings on vesting of equity awards ​ ​   ​ ​ (13 ) ​ (9 )  
Repurchase of Common Shares ​ ​ 19 ​ ​ (203 ) ​ (1,289 )  
Contributions to subsidiaries by non-controlling interests ​ ​   ​ ​ 18 ​ ​ 4 ​  
Dividends paid to non-controlling interests ​ ​   ​ ​ (18 ) ​ (22 )  
Dividends paid ​ ​   ​ ​ (467 ) ​ (449 )  
​ ​ ​ ​ ​ ​​ ​ ​ ​
Cash provided from (used for) financing activities ​ ​   ​ ​ 81 ​ ​ (2,947 )  
​ ​ ​ ​ ​ ​​ ​ ​ ​
Effect of exchange rate changes on cash, cash equivalents and restricted cash equivalents ​ ​   ​ ​ 23 ​ ​ 11 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
Net increase in cash, cash equivalents and restricted cash equivalents during the year ​ ​   ​ ​ 1,982 ​ ​ 590 ​  
Cash, cash equivalents and restricted cash equivalents beginning of year ​ ​   ​ ​ 1,392 ​ ​ 802 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
Cash, cash equivalents and restricted cash equivalents, end of year ​ ​ 4 ​ ​ $ 3,374 ​ ​ $ 1,392 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​

See accompanying notes

​ 38   ANNUAL REPORT 2020 ​ ​

MAGNA INTERNATIONAL INC.
CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY

​

Common Shares

​   ​   ​   ​   ​   ​  
​ ​ ​ ​ ​ ​ ​​ ​ ​ ​​ ​ ​ ​​ ​ ​ ​​ ​ ​ ​​ ​ ​ ​

[U.S. dollars in millions, except number of common shares]

​ Number ​ Stated
Value
​ Contributed
Surplus
​ Retained
Earnings
​ AOCL[i]
​ Non-
controlling
Interests
​ Total
Equity
​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

Balance, December 31, 2018, as adjusted

​ ​
327.3
​
​

$

3,380
​
​

$

120
​
​

$

8,351
​
​

$

(1,175

)

​

$

458
​
​

$

11,134
​
 

Net income

​ ​   ​ ​   ​ ​   ​ ​ 1,765 ​ ​   ​ ​ (133 ) ​ 1,632 ​  

Other comprehensive income

​ ​   ​ ​   ​ ​   ​ ​   ​ ​ 49 ​ ​ (7 ) ​ 42 ​  

Sale of business [note 2]

​ ​   ​ ​   ​ ​   ​ ​   ​ ​ 8 ​ ​   ​ ​ 8 ​  

Contribution by non-controlling interests

​ ​   ​ ​   ​ ​   ​ ​   ​ ​   ​ ​ 4 ​ ​ 4 ​  

Shares issued on exercise of stock options

​ ​ 1.2 ​ ​ 53 ​ ​ (9 ) ​   ​ ​   ​ ​   ​ ​ 44 ​  

Release of stock and stock units

​ ​ 0.3 ​ ​ 20 ​ ​ (20 ) ​   ​ ​   ​ ​   ​ ​ – ​  

Tax withholdings on vesting of equity awards

​ ​ (0.1 ) ​ (2 ) ​   ​ ​ (7 ) ​   ​ ​   ​ ​ (9 )  

Repurchase and cancellation under

​ ​   ​ ​   ​ ​   ​ ​   ​ ​   ​ ​   ​ ​   ​  

normal course issuer bids [note 19]

​ ​ (25.8 ) ​ (268 ) ​   ​ ​ (1,049 ) ​ 28 ​ ​   ​ ​ (1,289 )  

Stock-based compensation expense

​ ​   ​ ​   ​ ​ 36 ​ ​   ​ ​   ​ ​   ​ ​ 36 ​  

Dividends paid to non-controlling interests

​ ​   ​ ​   ​ ​   ​ ​   ​ ​   ​ ​ (22 ) ​ (22 )  

Dividends paid [$1.46 per share]

​ ​ 0.3 ​ ​ 15 ​ ​   ​ ​ (464 ) ​   ​ ​   ​ ​ (449 )  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

Balance, December 31, 2019

​ ​ 303.2 ​ ​ $ 3,198 ​ ​ $ 127 ​ ​ $ 8,596 ​ ​ $ (1,090 ) ​ $ 300 ​ ​ $ 11,131 ​  

Net income

​ ​   ​ ​   ​ ​   ​ ​ 757 ​ ​   ​ ​ (80 ) ​ 677 ​  

Other comprehensive income

​ ​   ​ ​   ​ ​   ​ ​   ​ ​ 349 ​ ​ 8 ​ ​ 357 ​  

Business combination [note 5]

​ ​   ​ ​   ​ ​   ​ ​   ​ ​   ​ ​ 122 ​ ​ 122 ​  

Contribution by non-controlling interests

​ ​   ​ ​   ​ ​   ​ ​   ​ ​   ​ ​ 18 ​ ​ 18 ​  

Shares issued on exercise of stock options

​ ​ 1.8 ​ ​ 98 ​ ​ (17 ) ​   ​ ​   ​ ​   ​ ​ 81 ​  

Release of stock and stock units

​ ​ 0.5 ​ ​ 17 ​ ​ (17 ) ​   ​ ​   ​ ​   ​ ​ – ​  

Tax withholdings on vesting of equity awards

​ ​ (0.2 ) ​ (3 ) ​   ​ ​ (10 ) ​   ​ ​   ​ ​ (13 )  

Repurchase and cancellation under

​ ​   ​ ​   ​ ​   ​ ​   ​ ​   ​ ​   ​ ​   ​  

normal course issuer bids [note 19]

​ ​ (5.1 ) ​ (54 ) ​   ​ ​ (157 ) ​ 8 ​ ​   ​ ​ (203 )  

Stock-based compensation expense

​ ​   ​ ​   ​ ​ 35 ​ ​   ​ ​   ​ ​   ​ ​ 35 ​  

Dividends paid to non-controlling interests

​ ​   ​ ​   ​ ​   ​ ​   ​ ​   ​ ​ (18 ) ​ (18 )  

Dividends paid [$1.60 per share]

​ ​ 0.3 ​ ​ 15 ​ ​   ​ ​ (482 ) ​   ​ ​   ​ ​ (467 )  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

Balance, December 31, 2020

​ ​ 300.5 ​ ​ $ 3,271 ​ ​ $ 128 ​ ​ $ 8,704 ​ ​ $ (733 ) ​ $ 350 ​ ​ $ 11,720 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
[i]
AOCL is Accumulated Other Comprehensive Loss.

See accompanying notes

​ ​ ​ MAGNA INTERNATIONAL INC.   39

MAGNA INTERNATIONAL INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS

[All amounts in U.S. dollars and all tabular amounts in millions, except per share figures, unless otherwise noted]

1.   SIGNIFICANT ACCOUNTING POLICIES

Magna International Inc. [collectively "Magna" or the "Company"] is a global automotive supplier which has complete vehicle engineering and contract manufacturing expertise, as well as product capabilities which include body, chassis, exterior, seating, powertrain, active driver assistance, electronics, mirrors & lighting, mechatronics and roof systems. Magna also has electronic and software capabilities across many of these areas.

The consolidated financial statements have been prepared in U.S. dollars following accounting principles generally accepted in the United States ["GAAP"].

Principles of consolidation

The Consolidated Financial Statements include the accounts of Magna and its subsidiaries in which Magna has a controlling financial interest and is the primary beneficiary. The Company presents non-controlling interests as a separate component within Shareholders' equity in the Consolidated Balance Sheets. All intercompany balances and transactions have been eliminated.

Use of estimates

The preparation of the consolidated financial statements in conformity with GAAP requires management to make estimates and assumptions that affect the amounts reported and disclosed in the consolidated financial statements and accompanying notes. Given the global economic climate and additional or unforeseen effects from the COVID-19 pandemic, these estimates and assumptions have required increased judgement. Actual results could differ from those estimates.

Foreign currency translation

The Company operates globally, which gives rise to a risk that its earnings and cash flows may be adversely impacted by fluctuations in foreign exchange rates.

Assets and liabilities of the Company's operations having a functional currency other than the U.S. dollar are translated into U.S. dollars using the exchange rate in effect at year end, and revenues and expenses are translated at the average rate during the year. Exchange gains or losses on translation of the Company's net investment in these operations are included in comprehensive income and are deferred in accumulated other comprehensive loss. Foreign exchange gains or losses on debt that was designated as a hedge of the Company's net investment in these operations are also recorded in accumulated other comprehensive loss.

Foreign exchange gains and losses on transactions occurring in a currency other than an operation's functional currency are reflected in net income, except for gains and losses on foreign exchange contracts used to hedge specific future commitments in foreign currencies and on intercompany balances which are designated as long-term investments. In particular, the Company uses foreign exchange forward contracts for the sole purpose of hedging certain of the Company's future committed foreign currency based outflows and inflows. Most of the Company's foreign exchange contracts are subject to master netting arrangements that provide for the net settlement of contracts, by counterparty, in the event of default or termination. All derivative instruments, including foreign exchange contracts, are recorded on the consolidated balance sheet at fair value. The fair values of derivatives are recorded on a gross basis in prepaid expenses and other, other assets, other accrued liabilities or other long-term liabilities. To the extent that derivative instruments are designated and qualify as cash flow hedges, the changes in their fair values are recorded in other comprehensive income. Changes in the fair value of derivative instruments that do not qualify for hedge accounting are recognized immediately in net income based on the nature of the underlying transaction. Amounts accumulated in other comprehensive loss or income are reclassified to net income in the period in which the hedged item affects net income.

If the Company's foreign exchange forward contracts cease to be effective as hedges, for example if projected foreign cash inflows or outflows declined significantly, gains or losses pertaining to the portion of the hedging transactions in excess of projected foreign currency denominated cash flows would be recognized in net income at the time this condition was identified.

Cash and cash equivalents

Cash and cash equivalents include cash on account, demand deposits and short-term investments with remaining maturities of less than three months at acquisition.

Inventories

Production inventories and tooling inventories manufactured in-house are valued at the lower of cost determined substantially on a first-in, first-out basis, or net realizable value. Cost includes the cost of materials plus direct labour applied to the product and the applicable share of manufacturing overhead.

Investments

The Company accounts for investments in companies over which it has the ability to exercise significant influence, but does not hold a controlling financial interest, under the equity method ["Equity method investments"]. The Company monitors its Equity method investments for indicators of other-than-temporary declines in value on an ongoing basis. If the Company determines that an other-than-temporary decline in value has occurred, it

​ 40   ANNUAL REPORT 2020 ​ ​

recognizes an impairment loss, which is measured as the difference between the book value and the fair value of the investment. Fair value is generally determined using an income approach based on discounted cash flows. The inputs utilized in the analyses are classified as Level 3 inputs within the fair value hierarchy as defined in ASC 820, "Fair Value Measurement" and primarily consist of expected investee revenue and costs, estimated production volumes and discount rates.

The Company also has investments in private and publicly traded technology companies over which it does not have the ability to exercise significant influence. The Company has elected to use the measurement alternative, defined as cost, less impairments, adjusted by observable price changes to measure the private equity investments. The Company values its investments in publicly traded equity securities using the closing price on the measurement date, as reported on the stock exchange on which the securities are traded.

Private equity investments are subject to impairment reviews which considers both qualitative and quantitative factors that may have a significant impact on the investee's fair value. Upon determining that an impairment may exist, the security's fair value is calculated using the best information available, which may include cash flow projections or other available market data and compared to its carrying value. An impairment is recognized immediately if the carrying value exceeds the fair value.

Long-lived assets

Fixed assets are recorded at historical cost. Depreciation is provided on a straight-line basis over the estimated useful lives of fixed assets at annual rates of 21/2% to 5% for buildings, 7% to 10% for general purpose equipment and 10% to 33% for special purpose equipment.

Finite-lived intangible assets, which have arisen principally through acquisitions, include customer relationship intangibles and patents and licences. These finite-lived intangible assets are amortized on a straight-line basis over their estimated useful lives which range from 4 to 15 years.

The Company assesses fixed and finite-lived intangible assets for recoverability whenever indicators of impairment exist. If the carrying value of the asset exceeds the estimated undiscounted cash flows from the use of the asset, then an impairment loss is recognized to write the asset down to fair value. The fair value of fixed and finite-lived intangible assets is generally determined using estimated discounted future cash flows.

Goodwill

Goodwill represents the excess of the cost of an acquired enterprise over the fair value of the identifiable assets acquired and liabilities assumed less any subsequent write-downs for impairment. Goodwill is reviewed for impairment in the fourth quarter of each year, or more frequently if indicators of potential impairment exist. Goodwill impairment is assessed based on a comparison of the fair value of a reporting unit to the underlying carrying value of the reporting unit's net assets, including goodwill. When the carrying amount of the reporting unit exceeds its fair value, an impairment is recognized based on that difference. The fair value of a reporting unit is determined using its estimated discounted future cash flows.

Tooling and Pre-Production Engineering Costs Related to Long-Term Supply Agreements

The Company incurs pre-production engineering and tooling costs related to the products produced for its customers under long-term supply agreements. Customer reimbursements for tooling and pre-production engineering activities that are part of a long-term supply arrangement are accounted for as a reduction of cost. Pre-production costs related to long-term supply arrangements with a contractual guarantee for reimbursement are included in Other assets.

The Company expenses all pre-production engineering costs for which reimbursement is not contractually guaranteed by the customer. All tooling costs related to customer-owned tools for which reimbursement is not contractually guaranteed by the customer or for which the Company does not have a non-cancelable right to use the tooling are also expensed.

Warranty

The Company has assurance warranties and records product warranty liabilities based on its individual customer agreements. Under most customer agreements, the Company only accounts for existing or probable claims on product default issues when amounts related to such issues are probable and reasonably estimable. However, for certain complete vehicle assembly, powertrain systems and electronics contracts, the Company records an estimate of future warranty-related costs based on the terms of the specific customer agreements and/or the Company's warranty experience. Product liability and recall provisions are established based on the Company's best estimate of the amounts necessary to settle existing claims which typically take into account: the number of units that may be returned; the cost of the product being replaced; labour to remove and replace the defective part; and the customer's administrative costs relating to the recall. Judgement is also required as to the ultimate negotiated sharing of the cost between the Company, the customer and, in some cases, a supplier to the Company.

When a decision to recall a product has been made or is probable, the Company's portion of the estimated cost of the recall is recorded as a charge to net income in that period. The Company monitors warranty activity on an ongoing basis and adjusts reserve balances when it is probable that future warranty costs will be different than those previously estimated.

Income taxes

The Company uses the liability method of tax allocation to account for income taxes. Under the liability method of tax allocation, deferred tax assets and liabilities are determined based on differences between the financial reporting and tax bases of assets and liabilities and are measured using the enacted tax rates and laws that will be in effect when the differences are expected to reverse. The Company assesses whether valuation allowances should be established or maintained against its deferred tax assets based on consideration of all available evidence using a "more-likely-than-not"

​ ​ ​ MAGNA INTERNATIONAL INC.   41

standard. The factors the Company uses to assess the likelihood of realization are its history of losses, forecasts of future pre-tax income and tax planning strategies that could be implemented to realize the deferred tax assets.

No deferred tax liability is recorded for taxes on undistributed earnings and translation adjustments of foreign subsidiaries if these items are considered to be reinvested for the foreseeable future. Taxes are recorded on such foreign undistributed earnings and translation adjustments when it becomes apparent that such earnings will be distributed in the foreseeable future and the Company will incur further tax on remittance.

Recognition of uncertain tax positions is dependent on whether it is more-likely-than-not that a tax position will be sustained upon examination, including resolution of any related appeals or litigation processes, based on the technical merits of the position. A tax position that meets the more-likely-than-not recognition threshold is measured at the largest amount of tax benefit that is greater than 50% likely of being realized upon ultimate settlement. The Company recognizes interest and penalties related to uncertain tax positions in income tax expense.

Leases

The Company determines if an arrangement is a lease or contains a lease at inception. Leases with an initial term of 12 months or less are considered short-term and are not recorded on the balance sheet. The Company recognizes operating lease expense for these leases on a straight-line basis over the lease term.

Operating lease right-of-use ["ROU"] assets and operating lease liabilities are recognized based on the present value of the future lease payments over the lease term at the commencement date. As the rate implicit in the lease is not readily determinable for the Company's operating leases, an incremental borrowing rate is generally used to determine the present value of future lease payments. The incremental borrowing rate for each lease is based on the Company's estimated borrowing rate over a similar term to that of the lease payments, adjusted for various factors including collateralization, location and currency.

A majority of the Company's leases for manufacturing facilities are subject to variable lease-related payments, such as escalation clauses based on consumer price index rates or other similar indices. Variable payments that are based on an index or a rate are included in the recognition of the Company's ROU assets and lease liabilities using the index or rate at lease commencement. Subsequent changes to these lease payments due to rate or index updates are recorded as lease expense in the period incurred.

The Company's lease agreements generally exclude non-lease components, and do not contain any material residual value guarantees or material restrictive covenants.

Employee future benefit plans

The cost of providing benefits through defined benefit pensions, lump sum termination and long-term service payment arrangements, and post-retirement benefits other than pensions is actuarially determined and recognized in income using the projected benefit method pro-rated on service and management's best estimate of expected plan investment performance, salary escalation, retirement ages of employees and, with respect to medical benefits, expected health care costs. Differences arising from plan amendments, changes in assumptions and experience gains and losses that are greater than 10% of the greater of: [i] the accrued benefit obligation at the beginning of the year; and [ii] the fair value [or market related value] of plan assets at the beginning of the year, are recognized in income over the expected average remaining service life of employees. Gains related to plan curtailments are recognized when the event giving rise to the curtailment has occurred. Plan assets are valued at fair value. The cost of providing benefits through defined contribution pension plans is charged to income in the period in respect of which contributions become payable.

The funded status of the plans is measured as the difference between the plan assets at fair value and the projected benefit obligation ["PBO"]. The aggregate of all overfunded plans is recorded in other assets, and the aggregate of all underfunded plans is recorded in long-term employee benefit liabilities. The portion of the amount by which the actuarial present value of benefits included in the PBO exceeds the fair value of plan assets, payable in the next twelve months, is reflected in other accrued liabilities.

Revenue recognition

The Company enters into contracts with its customers to provide production parts or assembled vehicles. Contracts do not commit the customer to a specified quantity of products; however, the Company is generally required to fulfill its customers' purchasing requirements for the production life of the vehicle. Contracts do not typically become a performance obligation until the Company receives a purchase order and a customer release for a specific number of parts or assembled vehicles at a specified price. While long-term supply agreements may range from five to seven years, contracts may be terminated by customers at any time. Historically, terminations have been minimal. Contracts may also provide for annual price reductions over the production life of the vehicle, and prices are adjusted on an ongoing basis to reflect changes in product content/cost and other commercial factors.

Revenue is recognized at the point in time when control of the parts produced or assembled vehicles are transferred to the customer according to the terms of the contract. The amount of revenue recognized reflects the consideration that the Company expects to be entitled to in exchange for those products based on purchase orders, annual price reductions and ongoing price adjustments [some of which is accounted for as variable consideration]. The Company uses the expected value method, taking into account historical data and the status of current negotiations, to estimate the amount to which it expects to be entitled. Significant changes to the Company's estimates of variable consideration are not expected.

The Company's complete vehicle assembly contracts with customers are complex and often include promises to transfer multiple products and services to a customer, some of which may be implicitly contracted for. For these complex arrangements, each good or service is evaluated to determine whether it represents a distinct performance obligation, and whether it should be characterized as revenue or reimbursement of costs

​ 42   ANNUAL REPORT 2020 ​ ​

incurred. The total transaction price is then allocated to the distinct performance obligations based on the expected cost or cost plus a margin approach and recognized as revenue as discussed above.

The Company also performs tooling and engineering activities for its customers that are not part of a long-term production arrangement. Tooling and engineering revenue is recognized at a point in time or over time depending, among other considerations, on whether the Company has an enforceable right to payment plus a reasonable profit, for performance completed to date. Over-time recognition utilizes costs incurred to date relative to total estimated costs at completion, to measure progress toward satisfying performance obligations. Revenue is recognized as control is transferred to customers, in an amount that reflects the consideration the Company expects to be entitled to in exchange for those goods and services. For the year ended December 31, 2020, total tooling and engineering sales were $739 million [2019 — $749 million].

The Company's customers pay for products received in accordance with payment terms that are customary in the industry, typically 30 to 90 days. The Company's contracts with its customers do not have significant financing components.

Taxes assessed by a governmental authority that are both imposed on, and concurrent with, a specific revenue-producing transaction that are collected by the Company from a customer are excluded from revenue.

Contract Assets and Liabilities

The Company's contract assets include both billed and unbilled accounts receivable and are included in Accounts Receivable. Unbilled amounts typically result from sales of standalone tooling and engineering activities where revenue recognized exceeds the amount billed to the customer. Amounts may not exceed their net realizable value. As at December 31, 2020, the Company's unbilled accounts receivable balance was $425 million [2019 — $318 million]. Accounts receivable related to production, tooling and engineering sales were $5.1 billion as of December 31, 2020 [2019 — $4.5 billion]. Contract assets do not include the costs of obtaining or fulfilling a contract with a customer, as these amounts are generally expensed as incurred.

Customer advances are recorded as deferred revenue [a contract liability]. For the years ended December 31, 2020 and 2019, the contract liability balances were $214 million and $199 million, respectively. During the year ended December 31, 2020 and 2019, the Company recognized $81 million and $91 million, respectively, of previously recorded contract liabilities into revenue as performance obligations were satisfied.

Government assistance

The Company makes periodic applications for financial assistance under available government assistance programs in the various jurisdictions that the Company operates. Grants relating to capital expenditures are reflected as a reduction of the cost of the related assets. Grants relating to current operating expenditures may be deferred and recognized in the consolidated statement of income over the period necessary to match them with the costs that they are intended to compensate and are presented as a reduction of the related expense. The Company also receives tax credits and tax super allowances, the benefits of which are recorded as a reduction of income tax expense. In addition, the Company receives loans which are recorded as liabilities in amounts equal to the cash received. When a government loan is issued to the Company at a below-market rate of interest, the loan is initially recorded at its net present value, and accreted to its face value over the period of the loan. The benefit of the below-market rate of interest is accounted for like a government grant. It is measured as the difference between the initial carrying value of the loan and the cash proceeds received.

Research and development

Costs incurred in connection with research and development activities, to the extent not recoverable from the Company's customers, are charged to expense as incurred. For the years ended December 31, 2020 and 2019, research and development costs charged to expense were approximately $830 million and $640 million, respectively.

Restructuring

Restructuring costs may include employee termination benefits, as well as other costs resulting from restructuring actions. These actions may result in employees receiving voluntary or involuntary employee termination benefits, which are mainly pursuant to union or other contractual agreements or statutory requirements. Voluntary termination benefits are accrued when an employee accepts the related offer. Involuntary termination benefits are accrued upon the commitment to a termination plan and when liabilities are determined to be probable and estimable. Additional elements of severance and termination benefits associated with nonrecurring benefits may be recognized rateably over each employee's required future service period. All other restructuring costs are expensed as incurred.

Earnings per Common Share

Basic earnings per Common Share are calculated on net income attributable to Magna International Inc. using the weighted average number of Common Shares outstanding during the year.

Diluted earnings per Common Share are calculated on the weighted average number of Common Shares outstanding, including an adjustment for stock options outstanding using the treasury stock method.

Common Shares that have not been released under the Company's restricted stock plan or are being held in trust for purposes of the Company's restricted stock unit program have been excluded from the calculation of basic earnings per share, but have been included in the calculation of diluted earnings per share.

​ ​ ​ MAGNA INTERNATIONAL INC.   43

2.   OTHER EXPENSE, NET

Other expense, net consists of significant items such as: impairment charges; restructuring costs generally related to significant plant closures or consolidations; net (gains) losses on investments; gains or losses on disposal of facilities or businesses; and other items not reflective of on-going operating profit or loss. Other expense, net consists of:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Impairments and loss on sale of equity-accounted investments [a]

​

​

$

347

​

​

$

700

​

 
Restructuring and impairments [b] ​ ​ 269 ​ ​ 58 ​  
Net (gains) losses on investments [c] ​ ​ (32 ) ​ 6 ​  
Gain on sale of business [d] ​ ​ – ​ ​ (524 )  
​ ​ ​ ​​ ​ ​ ​
Other expense, net ​ ​ $ 584 ​ ​ $ 240 ​  
​ ​ ​ ​​ ​ ​ ​
[a]
Impairments and loss on sale of equity-accounted investments

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Impairment of Getrag (Jiangxi) Transmission Co., Ltd. ["GJT"] [i]

​

​

$

337

​

​

$

511

​

 
​ Impairment of Getrag Ford Transmission GmbH ["GFT"] [ii] ​ ​ – ​ ​ 150 ​  
​ Loss on sale and impairment of Dongfeng Getrag ​ ​   ​ ​   ​  
​

Transmission Co. Ltd. ["DGT"] [iii]

​ ​ 10 ​ ​ 39 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Total impairments and loss on sale of equity-accounted investments ​ ​ 347 ​ ​ 700 ​  
​ Tax effect on Other expense, net ​ ​ (53 ) ​ (36 )  
​ Loss attributable to non-controlling interests ​ ​ (75 ) ​ (127 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Non-cash impairment charge included in Net income attributable to ​ ​   ​ ​   ​  
​

Magna International Inc.

​ ​ $ 219 ​ ​ $ 537 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ 44   ANNUAL REPORT 2020 ​ ​

[b]
Restructuring and impairments

​

 

​

Body Exteriors &
Structures

​

Power
& Vision

​

Seating
Systems

​

Total

​

Net of Tax

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

COVID-19 Restructuring and Impairments [i]

​

​

$

37

​

​

$

115

​

​

$

16

​

​

$

168

​

​

$

136

​

 
​ Restructuring ​ ​ 21 ​ ​ – ​ ​ – ​ ​ 21 ​ ​ 21 ​  
​ Fixed Asset Impairments ​ ​ 57 ​ ​ – ​ ​ – ​ ​ 57 ​ ​ 57 ​  
​ Brazil Closures [ii] ​ ​ 8 ​ ​ – ​ ​ 15 ​ ​ 23 ​ ​ 23 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
​   ​ ​ $ 123 ​ ​ $ 115 ​ ​ $ 31 ​ ​ $ 269 ​ ​ $ 237 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
[c]
Net (gains) losses on investments
[d]
Gain on sale of business

3.   EARNINGS PER SHARE

Earnings per share are computed as follows:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Basic earnings per Common Share:

​

​

 

​

​

 

​

 
Net income attributable to Magna International Inc. ​ ​ $ 757 ​ ​ $ 1,765 ​  
​ ​ ​ ​​ ​ ​ ​
Weighted average number of Common Shares outstanding during the year ​ ​ 299.7 ​ ​ 314.7 ​  
​ ​ ​ ​​ ​ ​ ​
Basic earnings per Common Share ​ ​ $ 2.52 ​ ​ $ 5.61 ​  
​ ​ ​ ​​ ​ ​ ​

Diluted earnings per Common Share[a]:

​

​

 

​

​

 

​

 
Net income attributable to Magna International Inc. ​ ​ $ 757 ​ ​ $ 1,765 ​  
​ ​ ​ ​​ ​ ​ ​
Weighted average number of Common Shares outstanding during the year ​ ​ 299.7 ​ ​ 314.7 ​  
Stock options and restricted stock ​ ​ 0.7 ​ ​ 1.1 ​  
​ ​ ​ ​​ ​ ​ ​
  ​ ​ 300.4 ​ ​ 315.8 ​  
​ ​ ​ ​​ ​ ​ ​
Diluted earnings per Common Share ​ ​ $ 2.52 ​ ​ $ 5.59 ​  
​ ​ ​ ​​ ​ ​ ​
[a]
Diluted earnings per Common Share exclude 4.7 million [2019 – 4.0 million] Common Shares issuable under the Company's Incentive Stock Option Plan because these options were not "in-the-money". The dilutive effect of participating securities using the two-class method was excluded from the calculation of earnings per share because the effect would be immaterial.
​ ​ ​ MAGNA INTERNATIONAL INC.   45

4.   DETAILS OF CASH FROM OPERATING ACTIVITIES

[a]
Cash, cash equivalents and restricted cash equivalents consist of:

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Bank term deposits and bankers' acceptances

​

​

$

1,987

​

​

$

724

​

 
​ Cash ​ ​ 1,281 ​ ​ 552 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Cash and cash equivalents ​ ​ $ 3,268 ​ ​ $ 1,276 ​  
​ Restricted cash equivalents included in prepaid expenses [note 15] ​ ​ 106 ​ ​ 116 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ $ 3,374 ​ ​ $ 1,392 ​  
​ ​ ​ ​ ​​ ​ ​ ​
[b]
Items not involving current cash flows:

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Depreciation and amortization

​

​

$

1,366

​

​

$

1,345

​

 
​ Amortization of other assets included in cost of goods sold ​ ​ 215 ​ ​ 257 ​  
​ Impairment charges [note 2] ​ ​ 435 ​ ​ 727 ​  
​ Other non-cash charges ​ ​ 66 ​ ​ 89 ​  
​ Deferred income taxes [note 10] ​ ​ 17 ​ ​ 7 ​  
​ Equity income in excess of dividends received ​ ​ (10 ) ​ – ​  
​ Dividends received in excess of equity income ​ ​ – ​ ​ 69 ​  
​ Non-cash portion of Other expense, net [note 2] ​ ​ (24 ) ​ (518 )  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ $ 2,065 ​ ​ $ 1,976 ​  
​ ​ ​ ​ ​​ ​ ​ ​
[c]
Changes in operating assets and liabilities:

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Accounts receivable

​

​

$

(42

)

​

$

629

​

 
​ Inventories ​ ​ 37 ​ ​ 104 ​  
​ Prepaid expenses and other ​ ​ (12 ) ​ (21 )  
​ Accounts payable ​ ​ 274 ​ ​ (519 )  
​ Accrued salaries and wages ​ ​ (8 ) ​ (34 )  
​ Other accrued liabilities ​ ​ 309 ​ ​ 97 ​  
​ Income taxes payable ​ ​ (22 ) ​ 96 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ $ 536 ​ ​ $ 352 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ 46   ANNUAL REPORT 2020 ​ ​

5.   BUSINESS COMBINATION

During 2020, the governing documents related to GJT were revised to extend the term of the venture and grant additional rights to the Company, resulting in a controlling financial interest. Accordingly, the Company recorded a disposition of its equity method investment and began consolidating the entity on December 29, 2020. The transaction was accounted for as a business combination. The fair value of GJT was determined based on the transaction price that was negotiated with Ford as part of the reorganization of GFT [note 7]. The change in the method of accounting for the entity did not have an impact on the Company's results of operations.

The following table summarizes the amounts recorded for assets and liabilities recognized at their estimated fair values at December 29, 2020:


Disposal of investment

​

​

$

(239

)
​ ​ ​ ​
Cash ​ ​ $ 98 ​
Non-cash working capital ​ ​ 20 ​
Fixed assets ​ ​ 211 ​
Operating lease right-of-use assets ​ ​ 25 ​
Intangibles assets, net ​ ​ 4 ​
Deferred tax assets ​ ​ 66 ​
Other assets ​ ​ 1 ​
Long-term debt ​ ​ (62 )
Deferred tax liabilities ​ ​ (2 )
​ ​ ​ ​
  ​ ​ 361 ​
Non-controlling interests recognized in equity ​ ​ (122 )
​ ​ ​ ​
  ​ ​ $ 239 ​
​ ​ ​ ​

The Company has not presented pro forma results of operations because it is not material to the Company's consolidated results of operations.

6.   INVENTORIES

Inventories consist of:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Raw materials and supplies

​

​

$

1,226

​

​

$

1,201

​

 
Work-in-process ​ ​ 340 ​ ​ 339 ​  
Finished goods ​ ​ 470 ​ ​ 425 ​  
Tooling and engineering ​ ​ 1,408 ​ ​ 1,339 ​  
​ ​ ​ ​​ ​ ​ ​
  ​ ​ $ 3,444 ​ ​ $ 3,304 ​  
​ ​ ​ ​​ ​ ​ ​

Tooling and engineering inventory represents costs incurred on tooling and engineering services contracts in excess of billed and unbilled amounts included in accounts receivable.

7.   INVESTMENTS


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Equity method investments [a]

​

​

$

677

​

​

$

1,107

​

 
Private equity investments [b] ​ ​ 267 ​ ​ 95 ​  
Other ​ ​ 3 ​ ​ 8 ​  
​ ​ ​ ​​ ​ ​ ​
  ​ ​ $ 947 ​ ​ $ 1,210 ​  
​ ​ ​ ​​ ​ ​ ​
​ ​ ​ MAGNA INTERNATIONAL INC.   47

[a]
The ownership percentages and carrying values of the Company's principal equity method investments at December 31 were as follows [in millions, except percentages]:

​

 

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​ ​ ​​ ​ ​ ​

​

Litens Automotive Partnership [i]

​

​

76.7

%

​

$

273

​

​

$

212

​

 
​ Getrag (Jiangxi) Transmission Co., Ltd [ii] ​ ​ 66.7 % ​ $ – ​ ​ $ 540 ​  
​ Getrag Ford Transmission GmbH [iii] ​ ​ 50.0 % ​ $ 122 ​ ​ $ 100 ​  
​ Hubei HAPM MAGNA Seating Systems Co., Ltd. ​ ​ 49.9 % ​ $ 121 ​ ​ $ 113 ​  
​ ​ ​ ​ ​ ​ ​​ ​ ​ ​
[b]
Cumulative unrealized gains on equity securities still held at the reporting date was $65 million and $31 million as at December 31, 2020 and 2019, respectively.

A summary of the total financial results, as reported by the Company's equity method investees, in the aggregate, at December 31 was as follows:

Summarized Balance Sheets


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Current assets

​

​

$

1,510

​

​

$

1,680

​

 
​ ​ ​ ​​ ​ ​ ​
Non-current assets ​ ​ $ 1,748 ​ ​ $ 3,573 ​  
​ ​ ​ ​​ ​ ​ ​
Current liabilities ​ ​ $ 873 ​ ​ $ 1,266 ​  
​ ​ ​ ​​ ​ ​ ​
Long-term liabilities ​ ​ $ 835 ​ ​ $ 994 ​  
​ ​ ​ ​​ ​ ​ ​

Summarized Income Statements

​ ​   ​ ​   ​  

​
2020



2019
​  
​ ​ ​ ​​ ​ ​ ​

Sales

​
​

$

3,384

​

​

$

4,142
​
 

Cost of goods sold & expenses

​ ​ 3,140 ​ ​ 3,949 ​  
​ ​ ​ ​​ ​ ​ ​

Net income

​ ​ $ 244 ​ ​ $ 193 ​  
​ ​ ​ ​​ ​ ​ ​

Sales to equity method investees were approximately $104 million and $113 million for the years ended December 31, 2020 and 2019, respectively.

​ 48   ANNUAL REPORT 2020 ​ ​

8.   FIXED ASSETS

Fixed assets consist of:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Cost

​

​

 

​

​

 

​

 

Land

​ ​ $ 195 ​ ​ $ 219 ​  

Buildings

​ ​ 2,709 ​ ​ 2,413 ​  

Machinery and equipment

​ ​ 17,217 ​ ​ 15,368 ​  
​ ​ ​ ​​ ​ ​ ​
  ​ ​ 20,121 ​ ​ 18,000 ​  
Accumulated depreciation ​ ​   ​ ​   ​  

Buildings

​ ​ (1,147 ) ​ (945 )  

Machinery and equipment

​ ​ (10,499 ) ​ (8,795 )  
​ ​ ​ ​​ ​ ​ ​
  ​ ​ $ 8,475 ​ ​ $ 8,260 ​  
​ ​ ​ ​​ ​ ​ ​

Included in the cost of fixed assets are construction in progress expenditures of $1.0 billion [2019 — $0.9 billion] that have not been depreciated.

9.   GOODWILL

The following is a continuity of the Company's goodwill by segment:


 

​

Body Exteriors &
Structures

​

Power
& Vision

​

Seating
Systems

​

Complete
Vehicles

​

Total

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

Balance, December 31, 2018

​

​

$

459

​

​

$

1,260

​

​

$

147

​

​

$

113

​

​

$

1,979

​

 
Acquisitions ​ ​ – ​ ​ (9 ) ​ 21 ​ ​ – ​ ​ 12 ​  
Foreign exchange and other ​ ​ (1 ) ​ (13 ) ​ 1 ​ ​ (2 ) ​ (15 )  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
Balance, December 31, 2019 ​ ​ 458 ​ ​ 1,238 ​ ​ 169 ​ ​ 111 ​ ​ 1,976 ​  
Acquisitions ​ ​ 4 ​ ​ – ​ ​ 1 ​ ​ – ​ ​ 5 ​  
Foreign exchange and other ​ ​ 21 ​ ​ 77 ​ ​ 6 ​ ​ 10 ​ ​ 114 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
Balance, December 31, 2020 ​ ​ $ 483 ​ ​ $ 1,315 ​ ​ $ 176 ​ ​ $ 121 ​ ​ $ 2,095 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

10. INCOME TAXES

[a]
The provision for income taxes differs from the expense that would be obtained by applying the Canadian statutory income tax rate as a result of the following:
​   ​   ​   ​  

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Canadian statutory income tax rate

​

26.5

%

26.5

%

 
​ Impairment of investments [note 2] ​ 8.6 ​ 8.2 ​  
​ Net effect of losses not benefited ​ 8.1 ​ 0.8 ​  
​ Tax on repatriation of foreign earnings ​ 4.4 ​ 1.9 ​  
​ Foreign exchange re-measurement [i] ​ 3.4 ​ 0.1 ​  
​ Valuation allowance on deferred tax assets ​ 0.6 ​ — ​  
​ Non-taxable capital losses (gains) [ii] ​ 0.5 ​ (2.5 )  
​ Manufacturing and processing profits deduction ​ (0.1 ) (0.4 )  
​ Earnings of equity accounted investees ​ (3.6 ) (1.3 )  
​ Research and development tax credits ​ (3.7 ) (2.4 )  
​ Reserve for uncertain tax positions ​ (4.0 ) (0.5 )  
​ Foreign rate differentials ​ (7.3 ) (3.3 )  
​ Others ​ (0.7 ) (0.5 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Effective income tax rate ​ 32.7 % 26.6 %  
​ ​ ​ ​ ​​ ​ ​ ​
​ ​ ​ MAGNA INTERNATIONAL INC.   49

[b]
The details of income before income taxes by jurisdiction are as follows:

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Canadian

​

​

$

93

​

​

$

583

​

 
​ Foreign ​ ​ 913 ​ ​ 1,640 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ $ 1,006 ​ ​ $ 2,223 ​  
​ ​ ​ ​ ​​ ​ ​ ​
[c]
The details of the income tax provision are as follows:

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Current

​

​

 

​

​

 

​

 
​ Canadian ​ ​ $ 10 ​ ​ $ 117 ​  
​ Foreign ​ ​ 302 ​ ​ 467 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ 312 ​ ​ 584 ​  
​ ​ ​ ​ ​​ ​ ​ ​

​

Deferred

​

​

 

​

​

 

​

 
​ Canadian ​ ​ 17 ​ ​ 3 ​  
​ Foreign ​ ​ – ​ ​ 4 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ 17 ​ ​ 7 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ $ 329 ​ ​ $ 591 ​  
​ ​ ​ ​ ​​ ​ ​ ​
[d]
Deferred income taxes have been provided on temporary differences, which consist of the following:

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Tax depreciation in excess of book depreciation

​

​

$

50

​

​

$

7

​

 
​ Tax on undistributed foreign earnings ​ ​ 23 ​ ​ 1 ​  
​ Change in valuation allowance on deferred tax assets ​ ​ 6 ​ ​ 1 ​  
​ Liabilities currently not deductible for tax ​ ​ (2 ) ​ (43 )  
​ Book amortization (in excess of) less than tax amortization ​ ​ (17 ) ​ 43 ​  
​ Net tax losses benefited ​ ​ (38 ) ​ 29 ​  
​ Others ​ ​ (5 ) ​ (31 )  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ $ 17 ​ ​ $ 7 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ 50   ANNUAL REPORT 2020 ​ ​

[e]
Deferred tax assets and liabilities consist of the following temporary differences:

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Assets

​

​

 

​

​

 

​

 
​

Tax benefit of loss carryforwards

​ ​ $ 735 ​ ​ $ 622 ​  
​

Operating lease liabilities

​ ​ 469 ​ ​ 452 ​  
​

Liabilities currently not deductible for tax

​ ​ 259 ​ ​ 234 ​  
​

Unrealized loss on foreign exchange hedges and retirement liabilities

​ ​ 87 ​ ​ 69 ​  
​

Tax credit carryforwards

​ ​ 64 ​ ​ 70 ​  
​

Others

​ ​ 46 ​ ​ 41 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ 1,660 ​ ​ 1,488 ​  
​ Valuation allowance against tax benefit of loss carryforwards ​ ​ (569 ) ​ (515 )  
​ Other valuation allowance ​ ​ (206 ) ​ (170 )  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ $ 885 ​ ​ $ 803 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Liabilities ​ ​   ​ ​   ​  
​

Operating lease right-of-use assets

​ ​ 470 ​ ​ 447 ​  
​

Tax depreciation in excess of book depreciation

​ ​ 239 ​ ​ 242 ​  
​

Tax on undistributed foreign earnings

​ ​ 163 ​ ​ 137 ​  
​

Other assets book value in excess of tax values

​ ​ 65 ​ ​ 66 ​  
​

Unrealized gain on foreign exchange hedges and retirement liabilities

​ ​ 17 ​ ​ 18 ​  
​

Unrealized gain on remeasurement of investments

​ ​ 11 ​ ​ 4 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ 965 ​ ​ 914 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Net deferred tax liabilities ​ ​ $ (80 ) ​ $ (111 )  
​ ​ ​ ​ ​​ ​ ​ ​

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Long-term deferred tax assets

​

​

$

372

​

​

$

308

​

 
​ Long-term deferred tax liabilities ​ ​ (452 ) ​ (419 )  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ $ (80 ) ​ $ (111 )  
​ ​ ​ ​ ​​ ​ ​ ​
[f]
Deferred income taxes have not been provided on approximately $6.15 billion of undistributed earnings of certain foreign subsidiaries, as the Company has concluded that such earnings should not give rise to additional tax liabilities upon repatriation or are indefinitely reinvested. A determination of the amount of the unrecognized tax liability relating to the remittance of such undistributed earnings is not practicable.

[g]
Income taxes paid in cash [net of refunds] were $336 million for the year ended December 31, 2020 [2019 – $484 million].

[h]
As of December 31, 2020, the Company had domestic and foreign operating loss carryforwards of $2.92 billion and tax credit carryforwards of $64 million. Approximately $1.90 billion of the operating losses can be carried forward indefinitely. The remaining operating losses and tax credit carryforwards expire between 2021 and 2040.
​ ​ ​ MAGNA INTERNATIONAL INC.   51

[i]
As at December 31, 2020 and 2019, the Company's gross unrecognized tax benefits were $182 million and $192 million, respectively [excluding interest and penalties], of which $165 million and $174 million, respectively, if recognized, would affect the Company's effective tax rate. The gross unrecognized tax benefits differ from the amount that would affect the Company's effective tax rate due primarily to the impact of the valuation allowance on deferred tax assets. A summary of the changes in gross unrecognized tax benefits is as follows:

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Balance, beginning of year

​

​

$

192

​

​

$

198

​

 
​ Increase based on tax positions related to current year ​ ​ 27 ​ ​ 21 ​  
​ Decrease based on tax positions of prior years ​ ​ – ​ ​ (2 )  
​ Increase related to acquisitions ​ ​ 11 ​ ​ 3 ​  
​ Settlements ​ ​ (1 ) ​ (4 )  
​ Statute expirations ​ ​ (52 ) ​ (21 )  
​ Foreign currency translation ​ ​ 5 ​ ​ (3 )  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ $ 182 ​ ​ $ 192 ​  
​ ​ ​ ​ ​​ ​ ​ ​

11. INTANGIBLE ASSETS

Intangible assets consist of:


 

​

Remaining weighted
average useful
life in years

​

2020



2019

​

 
​ ​ ​ ​ ​ ​​ ​ ​ ​

Cost

​

 

​

​

 

​

​

 

​

 

Customer relationship intangibles

​ 8 ​ ​ $ 348 ​ ​ $ 333 ​  

Computer software

​ 1 ​ ​ 463 ​ ​ 396 ​  

Patents and licenses

​ 10 ​ ​ 282 ​ ​ 264 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​
  ​   ​ ​ 1,093 ​ ​ 993 ​  
Accumulated depreciation ​   ​ ​   ​ ​   ​  

Customer relationship intangibles

​   ​ ​ (150 ) ​ (120 )  

Computer software

​   ​ ​ (361 ) ​ (310 )  

Patents and licenses

​   ​ ​ (101 ) ​ (79 )  
​ ​ ​ ​ ​ ​​ ​ ​ ​
  ​   ​ ​ $ 481 ​ ​ $ 484 ​  
​ ​ ​ ​ ​ ​​ ​ ​ ​

The Company recorded approximately $85 million and $93 million of amortization expense related to finite-lived intangible assets for the years ended December 31, 2020 and 2019, respectively. The Company currently estimates annual amortization expense to be $79 million for 2021, $68 million for 2022, $55 million for 2023, $47 million for 2024 and $44 million for 2025.

​ 52   ANNUAL REPORT 2020 ​ ​

12. OTHER ASSETS

Other assets consist of:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Preproduction costs related to long-term supply agreements

​

​

$

694

​

​

$

683

​

 
Long-term receivables ​ ​ 209 ​ ​ 217 ​  
Unrealized gain on cash flow hedges [note 21] ​ ​ 16 ​ ​ 24 ​  
Pension overfunded status [note 17[a]] ​ ​ 4 ​ ​ 22 ​  
Other, net ​ ​ 40 ​ ​ 50 ​  
​ ​ ​ ​​ ​ ​ ​
  ​ ​ $ 963 ​ ​ $ 996 ​  
​ ​ ​ ​​ ​ ​ ​

13. EMPLOYEE EQUITY AND PROFIT PARTICIPATION PROGRAM

During the year ended December 31, 2020, a trust which exists to make orderly purchases of the Company's shares for employees for transfer to the Employee Equity and Profit Participation Program ["EEPPP"], borrowed up to $38 million [2019 – $37 million] from the Company to facilitate the purchase of Common Shares. At December 31, 2020, the trust's indebtedness to Magna was $38 million [2019 – $37 million]. The Company nets the receivable from the trust with the Company's accrued EEPPP payable in accrued wages and salaries.

14. WARRANTY

The following is a continuity of the Company's warranty accruals:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Balance, beginning of year

​

​

$

252

​

​

$

208

​

 
Expense, net ​ ​ 164 ​ ​ 142 ​  
Settlements ​ ​ (165 ) ​ (105 )  
Business combination [note 5] ​ ​ 21 ​ ​ – ​  
Foreign exchange and other ​ ​ 12 ​ ​ 7 ​  
​ ​ ​ ​​ ​ ​ ​
  ​ ​ $ 284 ​ ​ $ 252 ​  
​ ​ ​ ​​ ​ ​ ​

15. DEBT

[a]
Credit Facilities
[b]
Commercial Paper Program
​ ​ ​ MAGNA INTERNATIONAL INC.   53

Long-term borrowings

[a]
The Company's long-term debt, which is substantially uncollateralized, consists of the following:
​

​ ​   ​ ​   ​  
​

​
2020



2019
​  
​ ​ ​ ​ ​​ ​ ​ ​
​

Senior Notes [note 15 [c]]

​
​

 

​
​
 
​
 
​

Cdn$425 million Senior Notes due 2022 at 3.100%

​ ​ $ 333 ​ ​ $ 327 ​  
​

€550 million Senior Notes due 2023 at 1.900%

​ ​ 671 ​ ​ 615 ​  
​

$750 million Senior Notes due 2024 at 3.625%

​ ​ 748 ​ ​ 747 ​  
​

$650 million Senior Notes due 2025 at 4.150%

​ ​ 646 ​ ​ 645 ​  
​

€600 million Senior Notes due 2027 at 1.500%

​ ​ 730 ​ ​ 670 ​  
​

$750 million Senior Notes due 2030 at 2.450%

​ ​ 741 ​ ​ – ​  
​

Bank term debt at a weighted average interest rate of approximately 4.23% [2019 – 4.97%], denominated primarily in Chinese renminbi, Brazilian real, euro and Indian rupee

​ ​ 189 ​ ​ 105 ​  
​

Government loans at a weighted average interest rate of approximately 1.54% [2019 – 1.63%], denominated primarily in euro, Canadian dollar and Brazilian real

​ ​ 32 ​ ​ 48 ​  
​

Other

​ ​ 12 ​ ​ 11 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​

​ ​ 4,102 ​ ​ 3,168 ​  
​

Less due within one year

​ ​ 129 ​ ​ 106 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​

​ ​ $ 3,973 ​ ​ $ 3,062 ​  
​ ​ ​ ​ ​​ ​ ​ ​
[b]
Future principal repayments on long-term debt are estimated to be as follows:
​ ​ ​ ​ ​ ​

​

2021

​

​

$

129

​

 
​ 2022 ​ ​ 365 ​  
​ 2023 ​ ​ 722 ​  
​ 2024 ​ ​ 760 ​  
​ 2025 ​ ​ 647 ​  
​ Thereafter ​ ​ 1,479 ​  
​ ​ ​ ​ ​ ​
​   ​ ​ $ 4,102 ​  
​ ​ ​ ​ ​ ​
[c]
All of the Senior Notes pay a fixed rate of interest semi-annually except for the €550 million and €600 million Senior Notes which pay a fixed rate of interest annually. The Senior Notes are unsecured obligations and do not include any financial covenants. The Company may redeem the Senior Notes in whole or in part at any time, at specified redemption prices determined in accordance with the terms of each of the respective indentures governing the Senior Notes. All of the Senior Notes were issued for general corporate purposes.


On June 8, 2020, the Company issued $750 million of 2.45% fixed-rate Senior Notes which mature on June 15, 2030.

[d]
The Company's $2.75 billion revolving credit facility matures on June 24, 2024. The facility includes a $200 million Asian tranche, a $150 million Mexican tranche and a tranche for Canada, U.S. and Europe, which is fully transferable between jurisdictions and can be drawn in U.S. dollars, Canadian dollars or euros.

[e]
Interest expense, net includes:

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Interest expense

​

​

 

​

​

 

​

 
​

Current

​ ​ $ 9 ​ ​ $ 17 ​  
​

Long-term

​ ​ 96 ​ ​ 87 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ 105 ​ ​ 104 ​  
​ Interest income ​ ​ (19 ) ​ (22 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Interest expense, net ​ ​ $ 86 ​ ​ $ 82 ​  
​ ​ ​ ​ ​​ ​ ​ ​
[f]
Interest paid in cash was $104 million for the year ended December 31, 2020 [2019 – $103 million].
​ 54   ANNUAL REPORT 2020 ​ ​

16. LEASES

The Company has entered into leases primarily for real estate, manufacturing equipment and vehicles with terms that range from 1 year to 7 years, excluding land use rights which generally extend over 90 years. These leases often include options to extend the term of the lease, most often for a period of 5 years. When it is reasonably certain that the option will be exercised, the impact of the option is included in the lease term for purposes of determining total future lease payments.

Costs associated with the Company's operating lease expense were as follows:


 

​

2020

​

 
​ ​ ​ ​ ​

Operating lease expense

​

​

$

320

​

 
Short-term lease expense ​ ​ 24 ​  
Variable lease expense ​ ​ 30 ​  
​ ​ ​ ​ ​
Total lease expense ​ ​ $ 374 ​  
​ ​ ​ ​ ​

Supplemental information related to the Company's operating leases was as follows:


 

​

2020

​

 
​ ​ ​ ​ ​

Operating cash flows – cash paid

​

​

$

355

​

 
New right-of-use assets ​ ​ $ 141 ​  
Weighted-average remaining lease term ​ ​ 10 years ​  
Weighted-average discount rate ​ ​ 4.6% ​  
​ ​ ​ ​ ​

At December 31, 2020, the Company had commitments under operating leases requiring annual payments as follows:


 

​

Total

​

 
​ ​ ​ ​ ​

2021

​

​

$

310

​

 
2022 ​ ​ 286 ​  
2023 ​ ​ 258 ​  
2024 ​ ​ 227 ​  
2025 ​ ​ 205 ​  
2026 and thereafter ​ ​ 1,093 ​  
​ ​ ​ ​ ​
  ​ ​ 2,379 ​  
Less: amount representing interest ​ ​ 482 ​  
​ ​ ​ ​ ​
Total lease liabilities ​ ​ $ 1,897 ​  
​ ​ ​ ​ ​

Current operating liabilities

​

​

$

241

​

 
Non-current operating lease liabilities ​ ​ 1,656 ​  
​ ​ ​ ​ ​
Total lease liabilities ​ ​ $ 1,897 ​  
​ ​ ​ ​ ​

As of December 31, 2020, the Company has additional operating leases, primarily for manufacturing facilities, that have not yet commenced of $12 million. These operating leases will commence during 2021 and have lease terms of 1 to 10 years.

The Company's finance leases were not material for any of the periods presented.

17. LONG-TERM EMPLOYEE BENEFIT LIABILITIES

Long-term employee benefit liabilities consist of:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Defined benefit pension plans and other [a]

​

​

$

216

​

​

$

203

​

 
Termination and long-term service arrangements [b] ​ ​ 468 ​ ​ 437 ​  
Retirement medical benefits plans [c] ​ ​ 29 ​ ​ 27 ​  
Other long-term employee benefits ​ ​ 16 ​ ​ 10 ​  
​ ​ ​ ​​ ​ ​ ​
Long-term employee benefit obligations ​ ​ $ 729 ​ ​ $ 677 ​  
​ ​ ​ ​​ ​ ​ ​
​ ​ ​ MAGNA INTERNATIONAL INC.   55

[a]
Defined benefit pension plans

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Projected benefit obligation

​

​

 

​

​

 

​

 
​

Discount rate

​ ​ 2.1 % ​ 2.5 %  
​

Rate of compensation increase

​ ​ 2.4 % ​ 2.6 %  

​

Net periodic benefit cost

​

​

 

​

​

 

​

 
​

Discount rate

​ ​ 2.8 % ​ 3.2 %  
​

Rate of compensation increase

​ ​ 2.4 % ​ 2.6 %  
​

Expected return on plan assets

​ ​ 4.6 % ​ 4.9 %  
​ ​ ​ ​ ​​ ​ ​ ​

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Projected benefit obligation

​

​

 

​

​

 

​

 
​

Beginning of year

​ ​ $ 659 ​ ​ $ 633 ​  
​

Current service cost

​ ​ 10 ​ ​ 11 ​  
​

Interest cost

​ ​ 17 ​ ​ 20 ​  
​

Actuarial losses and changes in actuarial assumptions

​ ​ 43 ​ ​ 79 ​  
​

Benefits paid

​ ​ (23 ) ​ (21 )  
​

Divestiture

​ ​ – ​ ​ (68 )  
​

Foreign exchange

​ ​ 25 ​ ​ 5 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ End of year ​ ​ 731 ​ ​ 659 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Plan assets at fair value [i] ​ ​   ​ ​   ​  
​

Beginning of year

​ ​ 478 ​ ​ 406 ​  
​

Return on plan assets

​ ​ 42 ​ ​ 78 ​  
​

Employer contributions

​ ​ 9 ​ ​ 11 ​  
​

Benefits paid

​ ​ (18 ) ​ (17 )  
​

Divestiture

​ ​ – ​ ​ (10 )  
​

Foreign exchange

​ ​ 6 ​ ​ 10 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ End of year ​ ​ 517 ​ ​ 478 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Ending funded status – Plan deficit ​ ​ $ 214 ​ ​ $ 181 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Amounts recorded in the consolidated balance sheet ​ ​   ​ ​   ​  
​

Non-current asset [note 12]

​ ​ $ (4 ) ​ $ (23 )  
​

Current liability

​ ​ 2 ​ ​ 1 ​  
​

Non-current liability

​ ​ 216 ​ ​ 203 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Net amount ​ ​ $ 214 ​ ​ $ 181 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Amounts recorded in accumulated other comprehensive income ​ ​   ​ ​   ​  
​

Unrecognized actuarial losses

​ ​ $ (158 ) ​ $ (141 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Net periodic benefit cost ​ ​   ​ ​   ​  
​

Current service cost

​ ​ $ 10 ​ ​ $ 11 ​  
​

Interest cost

​ ​ 17 ​ ​ 20 ​  
​

Return on plan assets

​ ​ (21 ) ​ (19 )  
​

Actuarial losses

​ ​ 5 ​ ​ 4 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Net periodic benefit cost ​ ​ $ 11 ​ ​ $ 16 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ 56   ANNUAL REPORT 2020 ​ ​


​

 

​

2021



2020

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Fixed income securities

​

​

55-75

%

​

58

%

 
​ Equity securities ​ ​ 25-45 % ​ 37 %  
​ Cash and cash equivalents ​ ​ 0-10 % ​ 5 %  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ 100 % ​ 100 %  
​ ​ ​ ​ ​​ ​ ​ ​
[b]
Termination and long-term service arrangements

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Discount rate

​

​

2.1

%

​

2.1

%

 
​ Rate of compensation increase ​ ​ 3.1 % ​ 3.1 %  
​ ​ ​ ​ ​​ ​ ​ ​

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Projected benefit obligation

​

​

 

​

​

 

​

 
​

Beginning of year

​ ​ $ 446 ​ ​ $ 394 ​  
​

Current service cost

​ ​ 32 ​ ​ 29 ​  
​

Interest cost

​ ​ 8 ​ ​ 10 ​  
​

Actuarial (gains) losses and changes in actuarial assumptions

​ ​ (13 ) ​ 39 ​  
​

Benefits paid

​ ​ (27 ) ​ (19 )  
​

Divestiture

​ ​ – ​ ​ (3 )  
​

Foreign exchange

​ ​ 32 ​ ​ (4 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Ending funded status – Plan deficit ​ ​ $ 478 ​ ​ $ 446 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Amounts recorded in the consolidated balance sheet ​ ​   ​ ​   ​  
​

Current liability

​ ​ $ 10 ​ ​ $ 9 ​  
​

Non-current liability

​ ​ 468 ​ ​ 437 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Net amount ​ ​ $ 478 ​ ​ $ 446 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Amounts recorded in accumulated other comprehensive income ​ ​   ​ ​   ​  
​

Unrecognized actuarial losses

​ ​ $ (106 ) ​ $ (124 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Net periodic benefit cost ​ ​   ​ ​   ​  
​

Current service cost

​ ​ $ 32 ​ ​ $ 29 ​  
​

Interest cost

​ ​ 8 ​ ​ 10 ​  
​

Actuarial losses

​ ​ 6 ​ ​ 4 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Net periodic benefit cost ​ ​ $ 46 ​ ​ $ 43 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ ​ ​ MAGNA INTERNATIONAL INC.   57

[c]
Retirement medical benefits plans

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Retirement medical benefit obligations

​

​

2.4

%

​

3.1

%

 
​ Net periodic benefit cost ​ ​ 3.1 % ​ 4.0 %  
​ Health care cost inflation ​ ​ 6.6 % ​ 6.8 %  
​ ​ ​ ​ ​​ ​ ​ ​

Information about the Company's retirement medical benefits plans are as follows:


​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Projected benefit obligation

​

​

 

​

​

 

​

 
​

Beginning of year

​ ​ $ 29 ​ ​ $ 29 ​  
​

Interest cost

​ ​ 1 ​ ​ 1 ​  
​

Actuarial losses and changes in actuarial assumptions

​ ​ 1 ​ ​ – ​  
​

Benefits paid

​ ​ (1 ) ​ (1 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Ending funded status – Plan deficit ​ ​ $ 30 ​ ​ $ 29 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Amounts recorded in the consolidated balance sheet ​ ​   ​ ​   ​  
​

Current liability

​ ​ $ 1 ​ ​ $ 2 ​  
​

Non-current liability

​ ​ 29 ​ ​ 27 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Net amount ​ ​ $ 30 ​ ​ $ 29 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Amounts recorded in accumulated other comprehensive income ​ ​   ​ ​   ​  
​

Unrecognized actuarial gains

​ ​ 6 ​ ​ 11 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Total accumulated other comprehensive income ​ ​ $ 6 ​ ​ $ 11 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Net periodic benefit cost ​ ​   ​ ​   ​  
​

Interest cost

​ ​ $ 1 ​ ​ $ 1 ​  
​

Actuarial gains

​ ​ (1 ) ​ (1 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Net periodic benefit cost ​ ​ $ – ​ ​ $ – ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ 58   ANNUAL REPORT 2020 ​ ​

[d]
Future benefit payments

​

 

​

Defined
benefit
pension plans

​

Termination
and long
service
arrangements

​

Retirement
medical
benefits plans

​

Total

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

Expected employer contributions – 2021

​

​

$

13

​

​

$

10

​

​

$

1

​

​

$

24

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

Expected benefit payments:

​

​

 

​

​

 

​

​

 

​

​

 

​

 
​

2021

​ ​ $ 24 ​ ​ $ 10 ​ ​ $ 1 ​ ​ $ 35 ​  
​

2022

​ ​ 25 ​ ​ 11 ​ ​ 1 ​ ​ 37 ​  
​

2023

​ ​ 25 ​ ​ 13 ​ ​ 1 ​ ​ 39 ​  
​

2024

​ ​ 26 ​ ​ 15 ​ ​ 2 ​ ​ 43 ​  
​

2025

​ ​ 27 ​ ​ 21 ​ ​ 2 ​ ​ 50 ​  
​

Thereafter

​ ​ 151 ​ ​ 124 ​ ​ 8 ​ ​ 283 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
​   ​ ​ $ 278 ​ ​ $ 194 ​ ​ $ 15 ​ ​ $ 487 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

18. OTHER LONG-TERM LIABILITIES

Other long-term liabilities consist of:


 

​

2020



2019

​

 
​ ​ ​ ​​ ​ ​ ​

Long-term portion of income taxes payable

​

​

$

199

​

​

$

234

​

 
Deferred revenue ​ ​ 52 ​ ​ 74 ​  
Asset retirement obligation ​ ​ 39 ​ ​ 34 ​  
Long-term portion of fair value of hedges [note 21] ​ ​ 5 ​ ​ 8 ​  
Other ​ ​ 37 ​ ​ 21 ​  
​ ​ ​ ​​ ​ ​ ​
  ​ ​ $ 332 ​ ​ $ 371 ​  
​ ​ ​ ​​ ​ ​ ​

19. CAPITAL STOCK

[a]
At December 31, 2020, the Company's authorized, issued and outstanding capital stock are as follows:
[b]
On November 11, 2020, the Toronto Stock Exchange ["TSX"] accepted the Company's Notice of Intention to make a Normal Course Issuer Bid relating to the purchase for cancellation, as well as purchases to fund the Company's stock-based compensation awards or programs and/or the Company's obligations to its deferred profit sharing plans, of up to 29.6 million Magna Common Shares [the "2020 Bid"], representing approximately 10% of the Company's public float of Common Shares. The Bid commenced on November 15, 2020 and will terminate no later than November 14, 2021.
​ ​ ​ MAGNA INTERNATIONAL INC.   59


​

 

​

2020



2019

​

 

​

 

​

Shares
purchased

​

Cash
amount




Shares
purchased




Cash
amount

​

 
​ ​ ​ ​ ​ ​ ​​ ​ ​​ ​ ​ ​

​

2018 Bid

​

–

​

​

$

–

​

23,401,457

​

​

$

1,159

​

 
​ 2019 Bid ​ 5,077,882 ​ ​ 203 ​ 2,367,106 ​ ​ 130 ​  
​ ​ ​ ​ ​ ​ ​​ ​ ​​ ​ ​ ​
​   ​ 5,077,882 ​ ​ $ 203 ​ 25,768,563 ​ ​ $ 1,289 ​  
​ ​ ​ ​ ​ ​ ​​ ​ ​​ ​ ​ ​
[c]
The following table presents the maximum number of shares that would be outstanding if all the dilutive instruments outstanding at March 4, 2021 were exercised or converted:
​ ​ ​ ​ ​ ​

​

Common Shares

​

301,877,555

​

 
​ Stock options [i] ​ 6,968,787 ​  
​ ​ ​ ​ ​ ​
​   ​ 308,846,342 ​  
​ ​ ​ ​ ​ ​

20. ACCUMULATED OTHER COMPREHENSIVE LOSS

The following is a continuity schedule of accumulated other comprehensive loss:


​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Accumulated net unrealized loss on translation of net investment in foreign operations

​

​

 

​

​

 

​

 
​

Balance, beginning of year

​ ​ $ (907 ) ​ $ (917 )  
​

Net unrealized gain (loss)

​ ​ 348 ​ ​ (18 )  
​

Repurchase of shares under normal course issuer bids [note 19]

​ ​ 8 ​ ​ 28 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​

Balance, end of year

​ ​ (551 ) ​ (907 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Accumulated net unrealized gain on cash flow hedges [b] ​ ​   ​ ​   ​  
​

Balance, beginning of year

​ ​ 38 ​ ​ (68 )  
​

Net unrealized (loss) gain

​ ​ (34 ) ​ 102 ​  
​

Reclassification of net loss to net income [a]

​ ​ 38 ​ ​ 4 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​

Balance, end of year

​ ​ 42 ​ ​ 38 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Accumulated net unrealized loss on other long-term liabilities [b] ​ ​   ​ ​   ​  
​

Balance, beginning of year

​ ​ (221 ) ​ (190 )  
​

Net unrealized loss

​ ​ (11 ) ​ (47 )  
​

Reclassification of net loss to net income [a]

​ ​ 8 ​ ​ 8 ​  
​

Sale of business

​ ​ — ​ ​ 8 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​

Balance, end of year

​ ​ (224 ) ​ (221 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Total accumulated other comprehensive loss [c] ​ ​ $ (733 ) ​ $ (1,090 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ 60   ANNUAL REPORT 2020 ​ ​

[a]
The effects on net income of amounts reclassified from AOCL, with presentation location, were as follows:

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​
​ Cash flow hedges ​ ​   ​ ​   ​  
​

Sales

​ ​ $ (30 ) ​ $ (38 )  
​

Cost of sales

​ ​ (21 ) ​ 33 ​  
​

Income tax

​ ​ 13 ​ ​ 1 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Net of tax ​ ​ (38 ) ​ (4 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Other long-term liabilities ​ ​   ​ ​   ​  
​

Cost of sales

​ ​ (9 ) ​ (9 )  
​

Income tax

​ ​ 1 ​ ​ 1 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Net of tax ​ ​ (8 ) ​ (8 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Total loss reclassified to net income ​ ​ $ (46 ) ​ $ (12 )  
​ ​ ​ ​ ​​ ​ ​ ​
[b]
The amount of income tax benefit that has been allocated to each component of other comprehensive loss is as follows:

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​
​ Accumulated net unrealized loss on translation of net investment in foreign operations ​ ​ $ 7 ​ ​ $ 7 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Accumulated net unrealized gain on cash flow hedges ​ ​   ​ ​   ​  
​

Balance, beginning of year

​ ​ (14 ) ​ 23 ​  
​

Net unrealized loss (gain)

​ ​ 12 ​ ​ (36 )  
​

Reclassification of net loss to net income

​ ​ (13 ) ​ (1 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Balance, end of year ​ ​ (15 ) ​ (14 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Accumulated net unrealized loss on other long-term liabilities ​ ​   ​ ​   ​  
​

Balance, beginning of year

​ ​ 35 ​ ​ 21 ​  
​

Net unrealized loss

​ ​ 1 ​ ​ 15 ​  
​

Reclassification of net loss to net income

​ ​ (1 ) ​ (1 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Balance, end of year ​ ​ 35 ​ ​ 35 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Total income tax benefit ​ ​ $ 27 ​ ​ $ 28 ​  
​ ​ ​ ​ ​​ ​ ​ ​
[c]
The amount of other comprehensive loss that is expected to be reclassified to net income during 2021 is $44 million.

21. FINANCIAL INSTRUMENTS

[a]
Foreign exchange contracts
​   ​ For Canadian dollars ​ For U.S. dollars ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

Buy (Sell)

​

U.S. dollar
amount

​

Weighted
average rate

​

Peso
amount

​

Weighted
average rate

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

2021

​

131

​

1.30755

​

4,077

​

0.04523

​

 
​ 2021 ​ (823 ) 0.75821 ​ – ​ – ​  
​ 2022 ​ 12 ​ 1.32628 ​ 1,746 ​ 0.04650 ​  
​ 2022 ​ (339 ) 0.76478 ​ – ​ – ​  
​ 2023 ​ 2 ​ 1.32885 ​ 493 ​ 0.04540 ​  
​ 2023 ​ (71 ) 0.75963 ​ – ​ – ​  
​ 2024 ​ (22 ) 0.75896 ​ – ​ – ​  
​ 2025 ​ (5 ) 0.77039 ​ – ​ – ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
​   ​ (1,115 )   ​ 6,316 ​   ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
​ ​ ​ MAGNA INTERNATIONAL INC.   61

 

​   ​ For euros ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

Buy (Sell)

​

U.S. dollar
amount

​

Weighted
average rate

​

Czech koruna
amount

​

Weighted
average rate

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

2021

​

171

​

0.82728

​

4,053

​

0.03773

​

 
​ 2021 ​ (97 ) 1.18543 ​ – ​ – ​  
​ 2022 ​ 62 ​ 0.81888 ​ 2,099 ​ 0.03770 ​  
​ 2022 ​ (35 ) 1.19120 ​ – ​ – ​  
​ 2023 ​ 32 ​ 0.81565 ​ 330 ​ 0.03714 ​  
​ 2023 ​ (27 ) 1.22051 ​ – ​ – ​  
​ 2024 ​ 10 ​ 0.82558 ​ – ​ – ​  
​ 2024 ​ (6 ) 1.25793 ​ – ​ – ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
​   ​ 110 ​   ​ 6,482 ​   ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
[b]
Financial assets and liabilities

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Financial assets

​

​

 

​

​

 

​

 
​

Cash and cash equivalents

​ ​ $ 3,268 ​ ​ $ 1,276 ​  
​

Restricted cash equivalents

​ ​ 106 ​ ​ 116 ​  
​

Accounts receivable

​ ​ 6,394 ​ ​ 5,927 ​  
​

Private equity investments

​ ​ 267 ​ ​ 95 ​  
​

Severance investments

​ ​ 1 ​ ​ 1 ​  
​

Long-term receivables included in other assets [note 12]

​ ​ 209 ​ ​ 217 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ $ 10,245 ​ ​ $ 7,632 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Financial liabilities ​ ​   ​ ​   ​  
​

Long-term debt (including portion due within one year)

​ ​ $ 4,102 ​ ​ $ 3,168 ​  
​

Accounts payable

​ ​ 6,266 ​ ​ 5,628 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ $ 10,368 ​ ​ $ 8,796 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Foreign currency contracts designated as effective hedges, measured at fair value ​ ​   ​ ​   ​  
​

Prepaid expenses and other

​ ​ $ 52 ​ ​ $ 46 ​  
​

Other assets

​ ​ 16 ​ ​ 24 ​  
​

Other accrued liabilities

​ ​ (11 ) ​ (10 )  
​

Other long-term liabilities

​ ​ (5 ) ​ (8 )  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ $ 52 ​ ​ $ 52 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ 62   ANNUAL REPORT 2020 ​ ​

[c]
Derivatives designated as effective hedges, measured at fair value


​

 

​

Gross
amounts
presented in
consolidated
balance sheets

​

Gross
amounts not
offset in
consolidated
balance sheets

​

Net
amounts

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

December 31, 2020

​

​

 

​

​

 

​

​

 

​

 
​

Assets

​ ​ $ 68 ​ ​ $ 13 ​ ​ $ 55 ​  
​

Liabilities

​ ​ $ (16 ) ​ $ (13 ) ​ $ (3 )  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​
​ December 31, 2019 ​ ​   ​ ​   ​ ​   ​  
​

Assets

​ ​ $ 70 ​ ​ $ 15 ​ ​ $ 55 ​  
​

Liabilities

​ ​ $ (18 ) ​ $ (15 ) ​ $ (3 )  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​
[d]
Fair value
[e]
Credit risk
​ ​ ​ MAGNA INTERNATIONAL INC.   63

[f]
Currency risk
[g]
Interest rate risk

22. CONTINGENCIES

​ 64   ANNUAL REPORT 2020 ​ ​

23. SEGMENTED INFORMATION

[a]
Magna is a global automotive supplier which has complete vehicle engineering and contract manufacturing expertise, as well as product capabilities which include body, chassis, exterior, seating, powertrain, active driver assistance, electronics, mirrors & lighting, mechatronics and roof systems. Magna also has electronic and software capabilities across many of these areas.
[b]
The following tables show segment information for the Company's reporting segments and a reconciliation of Adjusted EBIT to the Company's consolidated income before income taxes:
​   ​ 2020 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

 

​

Total
sales

​

External
sales

​

Adjusted
EBIT

​

Depreciation
and
amortization

​

Equity
income

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

Body Exteriors & Structures

​

​

$

13,550

​

​

$

13,292

​

​

$

817

​

​

$

727

​

​

$

–

​

 
​ Power & Vision ​ ​ 9,722 ​ ​ 9,553 ​ ​ 495 ​ ​ 464 ​ ​ (179 )  
​ Seating Systems ​ ​ 4,455 ​ ​ 4,433 ​ ​ 107 ​ ​ 73 ​ ​ (6 )  
​ Complete Vehicles ​ ​ 5,415 ​ ​ 5,363 ​ ​ 274 ​ ​ 84 ​ ​ (3 )  
​ Corporate & Other [i] ​ ​ (495 ) ​ 6 ​ ​ (17 ) ​ 18 ​ ​ (1 )  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
​ Total Reportable Segments ​ ​ $ 32,647 ​ ​ $ 32,647 ​ ​ $ 1,676 ​ ​ $ 1,366 ​ ​ $ (189 )  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

 

 

​   ​ 2019 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

 

​

Total
sales

​

External
sales

​

Adjusted
EBIT

​

Depreciation
and
amortization

​

Equity
(income)
loss

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

Body Exteriors & Structures

​

​

$

16,458

​

​

$

16,110

​

​

$

1,299

​

​

$

710

​

​

$

(3

)

 
​ Power & Vision ​ ​ 11,312 ​ ​ 11,103 ​ ​ 747 ​ ​ 464 ​ ​ (174 )  
​ Seating Systems ​ ​ 5,577 ​ ​ 5,548 ​ ​ 312 ​ ​ 66 ​ ​ (4 )  
​ Complete Vehicles ​ ​ 6,707 ​ ​ 6,661 ​ ​ 144 ​ ​ 84 ​ ​ (1 )  
​ Corporate & Other [i] ​ ​ (623 ) ​ 9 ​ ​ 43 ​ ​ 21 ​ ​ 4 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
​ Total Reportable Segments ​ ​ $ 39,431 ​ ​ $ 39,431 ​ ​ $ 2,545 ​ ​ $ 1,345 ​ ​ $ (178 )  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

 

​   ​ 2020 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

 

​

Net
assets

​

Investments

​

Goodwill

​

Fixed
asset,
net

​

Fixed
asset
additions

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

Body Exteriors & Structures

​

​

$

7,536

​

​

$

31

​

​

$

483

​

​

$

4,725

​

​

$

581

​

 
​ Power & Vision ​ ​ 5,529 ​ ​ 371 ​ ​ 1,315 ​ ​ 2,666 ​ ​ 440 ​  
​ Seating Systems ​ ​ 1,118 ​ ​ 144 ​ ​ 176 ​ ​ 418 ​ ​ 70 ​  
​ Complete Vehicles ​ ​ 671 ​ ​ 80 ​ ​ 121 ​ ​ 578 ​ ​ 34 ​  
​ Corporate & Other [i] ​ ​ 710 ​ ​ 321 ​ ​ – ​ ​ 88 ​ ​ 20 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
​ Total Reportable Segments ​ ​ $ 15,564 ​ ​ $ 947 ​ ​ $ 2,095 ​ ​ $ 8,475 ​ ​ $ 1,145 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
​ ​ ​ MAGNA INTERNATIONAL INC.   65

 

​   ​ 2019 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

 

​

Net
assets

​

Investments

​

Goodwill

​

Fixed
asset,
net

​

Fixed
asset
additions

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

Body Exteriors & Structures

​

​

$

7,906

​

​

$

31

​

​

$

458

​

​

$

4,827

​

​

$

713

​

 
​ Power & Vision ​ ​ 5,626 ​ ​ 899 ​ ​ 1,238 ​ ​ 2,299 ​ ​ 577 ​  
​ Seating Systems ​ ​ 1,219 ​ ​ 134 ​ ​ 169 ​ ​ 412 ​ ​ 76 ​  
​ Complete Vehicles ​ ​ 735 ​ ​ 2 ​ ​ 111 ​ ​ 593 ​ ​ 69 ​  
​ Corporate & Other [i] ​ ​ 468 ​ ​ 144 ​ ​ – ​ ​ 129 ​ ​ 6 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
​ Total Reportable Segments ​ ​ $ 15,954 ​ ​ $ 1,210 ​ ​ $ 1,976 ​ ​ $ 8,260 ​ ​ $ 1,441 ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​
[c]
The following table reconciles Net income from operations to Adjusted EBIT:

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Net Income

​

​

$

677

​

​

$

1,632

​

 
​

Add:

​ ​   ​ ​   ​  
​

Interest expense, net

​ ​ 86 ​ ​ 82 ​  
​

Other expense, net

​ ​ 584 ​ ​ 240 ​  
​

Income taxes

​ ​ 329 ​ ​ 591 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ Adjusted EBIT ​ ​ $ 1,676 ​ ​ $ 2,545 ​  
​ ​ ​ ​ ​​ ​ ​ ​
[d]
The following table shows Net Assets for the Company's reporting segments:

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

Total Assets

​

​

$

28,605

​

​

$

25,790

​

 
​ Deduct assets not included in segment net assets: ​ ​   ​ ​   ​  
​

Cash and cash equivalents

​ ​ (3,268 ) ​ (1,276 )  
​

Deferred tax assets

​ ​ (372 ) ​ (308 )  
​

Long-term receivables from joint venture partners

​ ​ (66 ) ​ (71 )  
​ Deduct liabilities included in segment net assets: ​ ​   ​ ​   ​  
​

Accounts payable

​ ​ (6,266 ) ​ (5,628 )  
​

Accrued salaries and wages

​ ​ (815 ) ​ (753 )  
​

Other accrued liabilities

​ ​ (2,254 ) ​ (1,800 )  
​ ​ ​ ​ ​​ ​ ​ ​
​ Segment Net Assets ​ ​ $ 15,564 ​ ​ $ 15,954 ​  
​ ​ ​ ​ ​​ ​ ​ ​
[e]
The following table aggregates external revenues by customer as follows:

​

 

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​

​

General Motors

​

​

$

4,921

​

​

$

5,732

​

 
​ BMW ​ ​ 4,714 ​ ​ 5,469 ​  
​ Daimler AG ​ ​ 4,596 ​ ​ 4,887 ​  
​ Ford Motor Company ​ ​ 4,004 ​ ​ 5,270 ​  
​ Fiat Chrysler Automobiles ​ ​ 3,958 ​ ​ 5,173 ​  
​ Volkswagen ​ ​ 3,510 ​ ​ 4,001 ​  
​ Other ​ ​ 6,944 ​ ​ 8,899 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ $ 32,647 ​ ​ $ 39,431 ​  
​ ​ ​ ​ ​​ ​ ​ ​
​ 66   ANNUAL REPORT 2020 ​ ​

[f]
The following table summarizes external revenues and long-lived assets by geographic region:
​   ​ External Sales ​ Fixed Assets, Net ​  
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

​

 

​

​

 

​

​

 

​

​

 

​

​

 

​

 

​

 

​

2020



2019

​

2020



2019

​

 
​ ​ ​ ​ ​​ ​ ​ ​ ​​ ​ ​ ​

​

North America

​

​

 

​

​

 

​

​

 

​

​

 

​

 
​

United States

​ ​ $ 8,210 ​ ​ $ 9,702 ​ ​ $ 1,610 ​ ​ $ 1,661 ​  
​

Canada

​ ​ 4,144 ​ ​ 5,353 ​ ​ 974 ​ ​ 993 ​  
​

Mexico

​ ​ 3,359 ​ ​ 4,294 ​ ​ 1,247 ​ ​ 1,287 ​  
​ ​ ​ ​ ​​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ 15,713 ​ ​ 19,349 ​ ​ 3,831 ​ ​ 3,941 ​  
​ Europe ​ ​   ​ ​   ​ ​   ​ ​   ​  
​

Austria

​ ​ 6,817 ​ ​ 8,279 ​ ​ 867 ​ ​ 872 ​  
​

Germany

​ ​ 4,366 ​ ​ 4,878 ​ ​ 1,095 ​ ​ 1,090 ​  
​

Czech Republic

​ ​ 912 ​ ​ 899 ​ ​ 293 ​ ​ 276 ​  
​

Poland

​ ​ 535 ​ ​ 689 ​ ​ 221 ​ ​ 201 ​  
​

Russia

​ ​ 345 ​ ​ 434 ​ ​ 120 ​ ​ 134 ​  
​

Spain

​ ​ 323 ​ ​ 431 ​ ​ 82 ​ ​ 79 ​  
​

United Kingdom

​ ​ 292 ​ ​ 422 ​ ​ 214 ​ ​ 209 ​  
​

Italy

​ ​ 256 ​ ​ 527 ​ ​ 265 ​ ​ 244 ​  
​

Turkey

​ ​ 247 ​ ​ 293 ​ ​ 9 ​ ​ 10 ​  
​

France

​ ​ 142 ​ ​ 201 ​ ​ 62 ​ ​ 55 ​  
​

Slovakia

​ ​ 126 ​ ​ 139 ​ ​ 283 ​ ​ 223 ​  
​

Other Europe

​ ​ 111 ​ ​ 139 ​ ​ 222 ​ ​ 215 ​  
​ ​ ​ ​ ​​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ 14,472 ​ ​ 17,331 ​ ​ 3,733 ​ ​ 3,608 ​  
​ Asia Pacific ​ ​   ​ ​   ​ ​   ​ ​   ​  
​

China

​ ​ 1,921 ​ ​ 1,947 ​ ​ 758 ​ ​ 528 ​  
​

India

​ ​ 79 ​ ​ 144 ​ ​ 89 ​ ​ 98 ​  
​

Other Asia Pacific

​ ​ 31 ​ ​ 73 ​ ​ 6 ​ ​ 5 ​  
​ ​ ​ ​ ​​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ 2,031 ​ ​ 2,164 ​ ​ 853 ​ ​ 631 ​  
​ Rest of World ​ ​ 431 ​ ​ 587 ​ ​ 58 ​ ​ 80 ​  
​ ​ ​ ​ ​​ ​ ​ ​ ​​ ​ ​ ​
​   ​ ​ $ 32,647 ​ ​ $ 39,431 ​ ​ $ 8,475 ​ ​ $ 8,260 ​  
​ ​ ​ ​ ​​ ​ ​ ​ ​​ ​ ​ ​

24. SUBSEQUENT EVENT

Normal Course Issuer Bid

Subsequent to December 31, 2020, the Company purchased 350,000 Common Shares for cancellation and 138,027 Common Shares to satisfy stock-based compensation awards, each under an existing normal course issuer bid for cash consideration of $42 million.

​ ​ ​ MAGNA INTERNATIONAL INC.   67

MAGNA INTERNATIONAL INC.
Share Information

Share Information

The Common Shares are listed and traded in Canada on the Toronto Stock Exchange ("TSX") under the stock symbol "MG" and in the United States on the New York Stock Exchange ("NYSE") under the stock symbol "MGA". As of February 28, 2021, there were 1,268 registered holders of Common Shares.

Distribution of Shares held by Registered Shareholders


 

​

Common Shares

​

 
​ ​ ​ ​ ​

Canada

​

74.89

%

 
United States ​ 25.09 %  
Other ​ 0.02 %  
​ ​ ​ ​ ​

Dividends

Dividends for 2020 on Magna's Common Shares were paid on each of March 20, June 5, September 4 and December 4 at a rate of U.S.$0.40 per Common Share. Magna's dividends have been designated as "eligible dividends" as defined in subsection 89(1) of the Income Tax Act (Canada) and, accordingly, are eligible for an enhanced tax credit. Additional details are found on Magna's website (www.magna.com), under "Company – Investors – Shareholder Information – Dividends".

Price Range of Shares

The following table sets forth, for the years indicated, the high and low sales prices and volumes of Common Shares traded in each case as reported by the TSX and NYSE, respectively.


Common Shares (TSX) (Cdn$)

​

Stock Symbol "MG"

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

 

​

 

​

 

​

 

​

 

​

 

​

 

​

 
  ​ Year ended December 31, 2020

Year ended December 31, 2019 ​  

Quarter

​

Volume



High



Low



Volume

​

High

​

Low

​

 
​ ​ ​ ​​ ​ ​​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

1st

​

71,270,881

​

72.18

​

33.22

​

54,122,123

​

72.63

​

59.48

​

 
2nd ​ 58,598,177 ​ 64.70 ​ 40.76 ​ 60,117,270 ​ 76.11 ​ 57.34 ​  
3rd ​ 56,377,558 ​ 71.55 ​ 57.42 ​ 52,521,128 ​ 72.30 ​ 60.57 ​  
4th ​ 68,080,351 ​ 96.11 ​ 60.82 ​ 46,709,827 ​ 75.25 ​ 65.25 ​  
​ ​ ​ ​​ ​ ​​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

 


Common Shares (NYSE) (US$)

​

Stock Symbol "MGA"

​

 
​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​

 

​

 

​

 

​

 

​

 

​

 

​

 

​

 
  ​ Year ended December 31, 2020

Year ended December 31, 2019 ​  

Quarter

​

Volume



High



Low



Volume

​

High

​

Low

​

 
​ ​ ​ ​​ ​ ​​ ​ ​​ ​ ​ ​ ​ ​ ​ ​

1st

​

74,876,717

​

55.67

​

22.75

​

67,660,484

​

55.09

​

44.02

​

 
2nd ​ 69,450,820 ​ 48.34 ​ 28.82 ​ 76,106,212 ​ 56.92 ​ 42.51 ​  
3rd ​ 52,717,363 ​ 53.89 ​ 43.08 ​ 59,411,273 ​ 54.65 ​ 46.27 ​  
4th ​ 70,204,429 ​ 75.65 ​ 45.64 ​ 47,590,914 ​ 57.09 ​ 48.97 ​  
​ ​ ​ ​​ ​ ​​ ​ ​​ ​ ​ ​ ​ ​ ​ ​
​ 68   ANNUAL REPORT 2020 ​ ​

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