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.
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.
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MAGNA INTERNATIONAL INC. | |||
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(Registrant) |
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Date: March 26, 2021 |
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By: |
/s/ "Bassem Shakeel" Bassem A. Shakeel, Vice-President and Corporate Secretary |
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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 |
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Exhibit 22.3 |
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Exhibit 99.1 |
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:
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:
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,
William
L. Young
Chairman
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
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Business of the Meeting |
Board Vote Recommendation |
For More Information |
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|---|---|---|---|---|---|---|
| 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 |
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3 |
Vote on reappointing the auditors and authorizing the Audit Committee to set their remuneration |
FOR |
Page 29 |
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4 |
Vote on the advisory, non-binding resolution on Magna's approach to executive compensation ("Say on Pay") |
FOR |
Page 31 |
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| Selected 2020 Financial Results | ||
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Proxy Summary 1
Election of Directors – 2021 Nominees
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 |
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|---|---|---|
| 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 |
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| 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 |
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| 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 |
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| 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 |
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| 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 |
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| 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.
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) |
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|---|---|---|---|---|---|---|---|---|
| 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 |
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| % 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) |
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| 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) |
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Notes:
6 Proxy Summary
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; |
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3. |
reappoint Deloitte LLP as our independent auditors and authorize the Audit Committee to fix the independent auditors' remuneration; |
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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 |
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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.
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| 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. |
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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. |
| SHAREHOLDER GROUP |
NUMBER OF SHARES |
PERCENTAGE OF SHARES |
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|---|---|---|---|---|
| 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. |
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Individual Voting |
At the Meeting, shareholders will vote for each nominee for election to the Board, individually. We do not use slate voting. |
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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. |
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Voting Results |
Detailed voting results will be promptly disclosed in a press release issued and filed on the Meeting date. |
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| 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. |
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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". |
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Non-Registered Shareholder: You are a non-registered shareholder if a securities dealer, broker, bank, trust company or other nominee holds your shares for you, or for someone else on your behalf. As a non-registered shareholder, you will most likely receive a Voting Instruction Form from Broadridge Investor Communications Corporation, although in some cases you may receive a form of proxy from the securities dealer, broker, bank, trust company or other nominee holding your shares. If you are a non-registered shareholder, refer to "How to Vote – Non-Registered Shareholders". |
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Proxies Are Being Solicited by Management |
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 |
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| 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: 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: 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) |
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Appointment of Proxyholder (cont'd) You may indicate on the form of proxy how you want your proxyholder to vote your shares, or you can let your proxyholder decide for you. If you do not specify on the form of proxy how you want your shares to be voted, your proxyholder will have the discretion to vote your shares as they see fit. The form of proxy accompanying this Circular gives the proxyholder discretion with respect to any amendments or changes to matters described in the Notice of Annual Meeting and with respect to any other matters 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
| 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. |
Business of the Meeting 13
The Board recommends that you vote FOR each of the 12 nominees.
| NOMINEE OVERVIEW |
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| NOMINEE |
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AGE |
DIRECTOR SINCE |
PRINCIPAL OCCUPATION |
INDEPENDENCE(1) |
FINANCIAL LITERACY |
FINANCIAL EXPERTISE |
COMMITTEE MEMBERSHIPS |
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Peter G. Bowie | 74 | May 10, 2012 | Corporate Director | I | ü | ü | Audit | ||||||||
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Mary S. Chan | 58 | August 10, 2017 | Managing Partner of VectoIQ LLP and Corporate Director | I | ü | Technology | |||||||||
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Hon. V. Peter Harder, P.C. | 68 | January 10, 2020 | Senator and Corporate Director | I | ü | CGCNC | |||||||||
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Seetarama S. Kotagiri(2) | 52 | January 1, 2021 | Chief Executive Officer of Magna | M | ü | – | |||||||||
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Dr. Kurt J. Lauk | 74 | May 4, 2011 | Co-Founder & President, Globe CP GmbH | I | ü | ü | Technology (Cmte Chair) |
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Robert F. MacLellan | 66 | May 10, 2018 | Chairman, Northleaf Capital Partners and Corporate Director | I | ü | ü | Audit (Cmte Chair) |
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Mary Lou Maher | 60 | New Nominee | Corporate Director | I | ü | ü | – | ||||||||
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Cynthia A. Niekamp | 61 | May 8, 2014 | Corporate Director | I | ü | ü | Audit | ||||||||
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William A. Ruh | 59 | May 11, 2017 | Chief Executive Officer, Digital Lendlease Group | I | ü | Technology | |||||||||
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Dr. Indira V. Samarasekera | 68 | May 8, 2014 | Senior Advisor, Bennett Jones LLP and Corporate Director | I | ü | CGCNC (Cmte Chair) |
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Lisa S. Westlake | 59 | May 9, 2019 | Corporate Director | I | ü | ü | CGCNC | ||||||||
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William L. Young | 66 | May 4, 2011 | Board Chair and Corporate Director | I | ü | ü | – |
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Notes:
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
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 |
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| 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:
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 (%) |
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| 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) |
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| 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:
18 Business of the Meeting
Biographies of 2021 Nominees
| Peter G. Bowie FCPA, MBA | Independent | Audit Committee | ||||||
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Ontario, Canada Age: 74 Tenure: ~9 |
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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. |
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| 100% | >99% | |||||
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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 | ||||||
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New Jersey, U.S.A. Age: 58 Tenure: 3+ |
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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). |
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| 100% | >99% | |||||
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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 | ||||||
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Ontario, Canada Age: 68 Tenure: 1+ |
* 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.
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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. |
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| 100% | >99% | |||||
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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 | ||||||
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Michigan, U.S.A. Age: 52 Tenure: <1 |
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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. |
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NEW NOMINEE |
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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 | ||||||
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Baden-Württemberg, Germany Age: 74 Tenure: ~10 |
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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). |
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| 100% | >99% | |||||
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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 | ||||||
|
Ontario, Canada Age: 66 Tenure: ~3 |
|
|
||||||
| |
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 | |||||||
|
Ontario, Canada Age: 60 Tenure: n/a |
|
|
||||||
| |
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 | ||||||
|
Michigan, U.S.A. Age: 61 Tenure: ~7 |
|
|
||||||
| |
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 | ||||||
|
New South Wales, Australia Age: 59 Tenure: ~4 |
|
|
||||||
| |
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 | ||||||
|
British Columbia, Canada Age: 68 Tenure: ~7 |
|
|
||||||
| |
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 | ||||||
|
Florida, U.S.A. Age: 59 Tenure: ~2 |
|
|
||||||
| |
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 | ||||||
|
Massachusetts, U.S.A. Age: 66 Tenure: ~10 |
§ SNC Lavalin
(Chairman of the Board)
* 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.
|
|
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| |
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:
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:
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 ($) |
|||
|---|---|---|---|---|---|---|
| Peter G. Bowie | NIL | 280,000 | NIL | |||
| Mary S. Chan | NIL | 219,000 | NIL | |||
| Hon. V. Peter Harder | NIL | 213,000 | NIL | |||
| Dr. Kurt J. Lauk | NIL | 107,000 | NIL | |||
| Robert F. MacLellan | NIL | 235,000 | NIL | |||
| Cynthia A. Niekamp | NIL | 73,000 | NIL | |||
| William A. Ruh | NIL | 222,000 | NIL | |||
| Dr. Indira V. Samarasekera | NIL | 240,000 | NIL | |||
| Lisa S. Westlake | NIL | 225,000 | NIL | |||
| William L. Young | NIL | 360,000 | NIL | |||
| Scott B. Bonham(2) | NIL | 234,000 | NIL |
|||
Notes:
| |
DIVIDENDS ON AGGREGATE DSUS ($) |
|
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 |
|||||
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
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:
Business of the Meeting 29
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:
| 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:
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
|
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:
"Resolved, on an advisory basis and not to diminish the roles and responsibilities of the board of directors, that the shareholders accept the approach to executive compensation disclosed in the accompanying Management Information Circular/Proxy Statement."
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:
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.
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.
Dr. Indira V. Samarasekera (Committee Chair) |
Hon. V. Peter Harder |
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:
Competitive Wages and Benefits: we are committed to providing our employees with information which enables them to compare their total compensation, including wages and benefits, with those earned by employees of direct competitors and local companies with which our subsidiaries compete for employees. Where an employee's compensation is found not to be competitive, it will be adjusted.
Employee Equity and Profit Participation: we believe that our employees should share in our financial success. Accordingly, 10% of our qualifying annual pre-tax profit before profit sharing is shared among participating employees in the form of cash alone or cash plus Magna equity. In addition to rewarding employees for their contribution to our success, this helps create an "owner's mindset" among employees and aligns their interests with those of shareholders. The aggregate number of Magna Common Shares held in the Employee Equity and Profit Participation Plan for our Canadian, U.S. and European employees make participating employees (collectively) one of our single largest shareholding groups. For participating employees in countries where equity participation is not practical, we offer profit sharing in cash. In some countries, employees share in our profits through a statutory profit sharing arrangement rather than our Employee Equity and Profit Participation Plan. Corporate, Operating Group and other managers on management profit sharing programs are not eligible to participate in the Employee Equity and Profit Participation Plan.
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: |
|
|
||
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:
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:
| |
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" | $10.31 | — | — | — |
||||
60 Business of the Meeting
| DESCRIPTION |
2020 ($) |
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 | ||||
| DESCRIPTION |
2020 ($) |
2019 ($) |
2018 ($) |
|||
|---|---|---|---|---|---|---|
| Personal use of corporate aircraft | NIL | 31,000 | NIL | |||
| DESCRIPTION |
2020 ($) |
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 | ||||
| DESCRIPTION |
2020 ($) |
2019 ($) |
2018 ($) |
|||
|---|---|---|---|---|---|---|
| Personal use of corporate aircraft | 6,000 | NIL | 25,000 | |||
| DESCRIPTION |
2020(a) ($) |
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.
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 ($) |
12/31/2020 (#) |
RECORD DATE (#) |
||||||||
| Equity compensation plans approved by securityholders: | |||||||||||||
| 2009 Plan | 7,890,771 | 6,791,287 | 50.21 | 53.48 | 3,406,525 | 2,784,488 |
|||||||
| Option Burn-Rate, Dilution and Overhang | Taking into account the 1,409,433 options granted in calendar 2020, Magna's burn-rate option dilution and overhang were as follows as of December 31, 2020: | |
|
||
Notes: |
||
1. Represents stock options granted in calendar 2020, expressed as a proportion of the number of Magna Common Shares which were outstanding as of December 31, 2020. |
||
2. Represents all stock options previously granted but not exercised as of December 31, 2020, expressed as a proportion of the number of Magna Common Shares which were outstanding as of such date. |
||
3. Represents all stock options available for grant and all stock options previously granted but not exercised as of December 31, 2020, expressed as a proportion of the number of Magna Common Shares which were outstanding as of such date. |
64 Business of the Meeting
| Outstanding Option and Share-Based Awards | Outstanding option-based awards for each of our Named Executive Officers as of December 31, 2020 were as follows: |
| |
OPTION-BASED AWARDS |
SHARE-BASED AWARDS |
||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| |
NUMBER OF SECURITIES UNDERLYING UNEXERCISED OPTIONS(1) (#) |
OPTION EXERCISE PRICE |
OPTION EXPIRATION DATE (MM/DD/YY) |
VALUE OF UNEXERCISED IN-THE- MONEY OPTIONS(2) ($) |
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 | $51.550 | 02/23/27 | 1,176,000 | |||||||||||
| Total | 308,477 | 6,005,000 |
||||||||||||
Notes:
Business of the Meeting 65
| Incentive Plan Awards – Value Vested During the Year | The values of option-based and share-based awards which vested, and non-equity incentive plan compensation earned, during the year ended December 31, 2020, are set forth below: |
| NAME |
OPTION-BASED AWARDS – VALUE VESTED DURING THE YEAR(1) ($) |
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:
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
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.
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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:
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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:
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:
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The Board receives regular updates on Magna's leadership development and succession planning activities, from our Chief Executive Officer and our Chief Human Resources Officer. Additionally, the Board has multiple opportunities each year to meet and engage with key managers and high-performing employees. Overall, the Board is satisfied that Magna has in place appropriate succession plans addressing key positions within the company, including the Chief Executive Officer's, as well as a leadership development system which supports the company's succession planning objectives more generally.
The company's strategy is discussed in the company's Annual Information Form/Annual Report on Form 40-F filed concurrently with this Circular.
The Board maintains risk oversight responsibility for strategic risks and has delegated specific areas of risk oversight to its standing Committees so that the directors on such Committees can bring their
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particular knowledge and expertise to the risks falling within the Committee's authority. The key risks overseen by the Board and each standing Board Committee are as follows:
| 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 |
||
Each Committee's risk mandate is described further in the Committee's Charter.
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:
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:
Detailed voting results are promptly disclosed in a press release issued after each shareholder meeting, so that shareholders can easily understand the level of support for each nominee, as well as each other item of business at the meeting.
Unless there are exceptional circumstances, the CGCNC and Board must accept the resignation, effective within no more than 90 days after the annual meeting. We will promptly disclose in a press release the determination made by the Board and, in the event they reject a resignation under the majority voting policy, we will disclose the nature of the exceptional circumstances underlying the refusal to accept the resignation.
Where the CGCNC accepts a director's resignation under our majority voting policy, it may recommend and the Independent Directors may accept one of the following three outcomes:
Proposals of shareholders intended to be presented at our Annual Meeting of Shareholders to be held in 2022 must be received by us at our principal executive offices on or before March 7, 2022 in order to be included in our 2022 Management Information Circular/Proxy Statement.
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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:
337
Magna Drive
Aurora, Ontario
Canada
L4G 7K1
Telephone: (905) 726-2462
shareholderengagement@magna.com
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.
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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:
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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.
Robert F. MacLellan (Committee Chair) |
Peter G. Bowie |
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.
Dr. Indira V. Samarasekera (Committee Chair) |
Hon. V. Peter Harder |
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.
Dr. Kurt J. Lauk (Committee Chair) |
Mary S. Chan |
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. |
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 |
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)

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
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
SALES & EARNINGS
CASH & CAPITAL
STRATEGIC UPDATES — ELECTRIFICATION, NEW OEMS AND ADAS
| 2 ANNUAL REPORT 2020 | | |
OTHER
LEADERSHIP
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:
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:
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:
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:
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 | | ||||||||||||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | ||||||||||||||||||
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|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||
|
North America |
Europe |
China |
North America |
|
Europe |
|
China |
|
North America |
|
Europe |
|
China |
|
|||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | ||||||||||||||||||
For the three months ended: |
|
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|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||
| 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
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:
These factors were partially offset by:
| | | MAGNA INTERNATIONAL INC. 7 |
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:
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:
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:
These factors were partially offset by:
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 | | |
| | | | | | | | ||||
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 | | |
| | | | | | | | | ||||
During 2020, an impairment for GJT was recorded based on pricing pressure in the China market as a result of the global economic climate, as well as additional declines in volume and sales projections for the foreseeable future. In the fourth quarter of 2020, the governing documents related to GJT were revised, providing us with a controlling financial interest. As a result, the Company began consolidating GJT on December 29, 2020, the effective date of the amendments. See Note 5, "Business Combinations", to the consolidated financial statements included in this Report.
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 |
During 2019, we recorded net restructuring charges of $31 million [$31 million after tax] in our Body Exteriors & Structures segment and asset impairment charges of $27 million [$20 million after tax] in an Electronics operation which is included in our Power & Vision segment.
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.
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:
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 |
|
|
|
| | | | | | | | ||||||||
|
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
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:
These factors were partially offset by:
RETURN ON INVESTED CAPITAL
| | Adjusted Return on Invested Capital |
| Return on Invested Capital |
| |
|
|
|
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:
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
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
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:
| | | MAGNA INTERNATIONAL INC. 13 |
These factors were partially offset by:
Adjusted EBIT
|
| Adjusted EBIT as a percentage of sales
|
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:
These factors were partially offset by:
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
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:
| 14 ANNUAL REPORT 2020 | | |
These factors were partially offset by:
Adjusted EBIT
|
| Adjusted EBIT as a percentage of sales
|
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:
These factors were partially offset by:
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
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:
| | | MAGNA INTERNATIONAL INC. 15 |
These factors were partially offset by:
Adjusted EBIT
|
| Adjusted EBIT as a percentage of sales
|
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:
These factors were partially offset by:
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 |
% |
||||||
| | | | | | | | | | | | ||||||||
Sales
|
| Complete Vehicle Assembly Volumes (thousands of units)
|
| 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
|
| Adjusted EBIT as a percentage of sales
|
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:
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:
These factors were partially offset by:
| | | MAGNA INTERNATIONAL INC. 17 |
FINANCIAL CONDITION, LIQUIDITY AND CAPITAL RESOURCES
OPERATING ACTIVITIES
Cash provided from operating activities
|
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:
These factors were partially offset by:
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:
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
|
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:
These factors were partially offset by:
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.
| 26 ANNUAL REPORT 2020 | | |
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
CUSTOMER AND SUPPLIER RELATED RISKS
| | | MAGNA INTERNATIONAL INC. 27 |
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
IT SECURITY / CYBERSECURITY RISKS
| 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.
PRICING RISKS
WARRANTY / RECALL RISKS
| | | MAGNA INTERNATIONAL INC. 29 |
ACQUISITION RISKS
OTHER BUSINESS RISKS
| 30 ANNUAL REPORT 2020 | | |
LEGAL, REGULATORY AND OTHER RISKS
| | | MAGNA INTERNATIONAL INC. 31 |
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:
| 32 ANNUAL REPORT 2020 | | |
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.
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:
|
|
|
| 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 | | ||
| | | | | | | | | | | | | | | | | | ||||||||||||||
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 | | |
| | | | | | | | ||||
The following table summarizes the impairment charges and loss on sale recorded for certain investments in the Company's 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 | | |
| | | | | | | | | ||||
During 2020, an impairment for GJT was recorded based on pricing pressure in the China market as a result of the global economic climate, as well as additional declines in volume and sales projections for the foreseeable future. In the fourth quarter of 2020, the governing documents related to GJT were revised, providing the Company with a controlling financial interest. As a result, the Company began consolidating GJT on December 29, 2020, the effective date of the amendments [note 5].
| 44 ANNUAL REPORT 2020 | | |
The following table summarizes the restructuring and fixed asset impairment charges recorded by segment for the year ended December 31, 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 | | ||
| | | | | | | | | | | | | | | ||||||||||
During 2019, the Company recorded net restructuring costs of $31 million [$31 million after tax] for its Body Exteriors & Structures' operations and asset impairment charges of $27 million [$20 million after tax] for its Electronics' operations which are included in the Company's Power & Vision segment.
During 2020, the Company recorded unrealized gains of $34 million [$29 million after tax] on the revaluation of its 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 the Corporate segment.
During 2019, the Company recorded net losses on investments of $6 million [$5 million after tax]. This includes net unrealized gains of $17 million [$15 million after tax] related to the revaluation of its private equity investments and net losses of $23 million [$20 million after tax] related to its investment in Lyft, Inc. ["Lyft"].
During 2019, the Company sold 5.4 million shares of its publicly traded equity securities in Lyft for proceeds of $231 million.
During 2019, the Company completed the sale of its global Fluid Pressure & Controls business ["FP&C business"] which was included in the Power & Vision segment. Total consideration was $1.23 billion, and the Company recognized a gain on the sale of $524 million [$447 million after tax].
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 | | |
| | | | | | | | ||||
| | | MAGNA INTERNATIONAL INC. 45 |
4. DETAILS OF CASH FROM OPERATING ACTIVITIES
|
|
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 | | ||
| | | | | | | | | ||||
|
|
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 | | ||
| | | | | | | | | ||||
|
|
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 |
|
|
|
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 | | ||
| | | | | | | | | | | ||||||
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
| | | | | ||||||
|
|
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 |
|
|
2020 |
2019 |
|
|||||||
| | | | | | | | | ||||
|
Canadian |
|
|
$ |
93 |
|
|
$ |
583 |
|
|
| | Foreign | | | 913 | | | 1,640 | | |||
| | | | | | | | | ||||
| | | | $ | 1,006 | | | $ | 2,223 | | ||
| | | | | | | | | ||||
|
|
2020 |
2019 |
|
|||||||
| | | | | | | | | ||||
|
Current |
|
|
|
|
|
|||||
| | Canadian | | | $ | 10 | | | $ | 117 | | |
| | Foreign | | | 302 | | | 467 | | |||
| | | | | | | | | ||||
| | | | 312 | | | 584 | | ||||
| | | | | | | | | ||||
|
Deferred |
|
|
|
|
|
|||||
| | Canadian | | | 17 | | | 3 | | |||
| | Foreign | | | – | | | 4 | | |||
| | | | | | | | | ||||
| | | | 17 | | | 7 | | ||||
| | | | | | | | | ||||
| | | | $ | 329 | | | $ | 591 | | ||
| | | | | | | | | ||||
|
|
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 | | |
|
|
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 | ) | |
| | | | | | | | | ||||
The net deferred tax liabilities are presented on the consolidated balance sheet in the following categories:
|
|
2020 |
2019 |
|
|||||||
| | | | | | | | | ||||
|
Long-term deferred tax assets |
|
|
$ |
372 |
|
|
$ |
308 |
|
|
| | Long-term deferred tax liabilities | | | (452 | ) | | (419 | ) | |||
| | | | | | | | | ||||
| | | | $ | (80 | ) | | $ | (111 | ) | ||
| | | | | | | | | ||||
| | | MAGNA INTERNATIONAL INC. 51 |
|
|
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 | | ||
| | | | | | | | | ||||
As at December 31, 2020 and 2019, the Company had recorded interest and penalties on the unrecognized tax benefits of $43 million and $46 million, respectively, which reflects a decrease of $3 million and an increase of $7 million in expenses related to changes in its reserves for interest and penalties in 2020 and 2019, respectively.
The Company operates in multiple jurisdictions, and its tax returns are periodically audited or subject to review by both domestic and foreign tax authorities. During the next twelve months, it is reasonably possible that, as a result of audit settlements, the conclusion of current examinations or the expiration of the statute of limitations in several jurisdictions, the Company may decrease the amount of its gross unrecognized tax benefits [including interest and penalties] by approximately $66 million, of which $58 million, if recognized, would affect its effective tax rate.
The Company considers its significant tax jurisdictions to include Canada, the United States, Austria, Germany and Mexico. With few exceptions, the Company remains subject to income tax examination in Germany for years after 2007, Mexico for years after 2014, Canada, U.S. federal jurisdiction and Austria for years after 2015.
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
The Company has an agreement for a credit facility that is drawn in euros that is secured with a USD cash deposit of 105% of the outstanding balance. As at December 31, 2020, the amount drawn was $101 million [2019 – $110 million] and the related restricted cash equivalent deposit was $106 million [2019 – $116 million]. Given that the credit agreement includes a netting arrangement that provides for the legal right of setoff, the remaining net deposit of $5 million [2019 – $6 million] is included in prepaid expenses and other [note 4].
On April 13, 2020, the Company amended its 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, the Company 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, the Company has not borrowed any funds under this credit facility.
The Company has a U.S. commercial paper program [the "U.S. Program"] and a euro-commercial paper program [the "euro-Program"]. Under the U.S. Program, the Company may issue U.S. commercial paper notes up to a maximum aggregate amount of U.S. $1 billion. The U.S. Program is guaranteed by the Company's existing global credit facility. There were no amounts outstanding as at December 31, 2020 and 2019.
Under the euro-Program, the Company may issue euro-commercial paper notes [the "euro notes"] up to a maximum aggregate amount of €500 million or its equivalent in alternative currencies. The euro notes issued are guaranteed by the Company's existing global credit facility. There were no amounts outstanding as at December 31, 2020 and 2019.
| | | MAGNA INTERNATIONAL INC. 53 |
Long-term borrowings
| |
|
| | | | | |||||
| |
|
| 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 | | |
| | | | | | | | | ||||
| | | | | | | ||
|
2021 |
|
|
$ |
129 |
|
|
| | 2022 | | | 365 | | ||
| | 2023 | | | 722 | | ||
| | 2024 | | | 760 | | ||
| | 2025 | | | 647 | | ||
| | Thereafter | | | 1,479 | | ||
| | | | | | | ||
| | | | $ | 4,102 | | ||
| | | | | | | ||
|
|
2020 |
2019 |
|
|||||||
| | | | | | | | | ||||
|
Interest expense |
|
|
|
|
|
|||||
| | Current |
| | $ | 9 | | | $ | 17 | | |
| | Long-term |
| | 96 | | | 87 | | |||
| | | | | | | | | ||||
| | | | 105 | | | 104 | | ||||
| | Interest income | | | (19 | ) | | (22 | ) | |||
| | | | | | | | | ||||
| | Interest expense, net | | | $ | 86 | | | $ | 82 | | |
| | | | | | | | | ||||
| 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 |
The Company sponsors a number of defined benefit pension plans and similar arrangements for its employees. All pension plans are funded to at least the minimum legal funding requirements, while European defined benefit pension plans are unfunded.
The weighted average significant actuarial assumptions adopted in measuring the Company's obligations and costs are as follows:
|
|
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 | % | |||
| | | | | | | | | ||||
Information about the Company's defined benefit pension plans is as follows:
|
|
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 | % | ||||
| | | | | | | | | ||||
Substantially all of the plan assets' fair value has been determined using significant observable inputs [level 2] from indirect market prices on regulated financial exchanges.
The expected rate of return on plan assets was determined by considering the Company's current investment mix, the historic performance of these investment categories and expected future performance of these investment categories.
Pursuant to labour laws and national labour agreements in certain European countries and Mexico, the Company is obligated to provide lump sum termination payments to employees on retirement or involuntary termination, and long service payments contingent upon persons reaching a predefined number of years of service.
The weighted average significant actuarial assumptions adopted in measuring the Company's projected termination and long-term service benefit obligations and net periodic benefit cost are as follows:
|
|
2020 |
2019 |
|
|||||||
| | | | | | | | | ||||
|
Discount rate |
|
|
2.1 |
% |
|
2.1 |
% |
|||
| | Rate of compensation increase | | | 3.1 | % | | 3.1 | % | |||
| | | | | | | | | ||||
Information about the Company's termination and long-term service arrangements is as follows:
|
|
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 |
The Company sponsors a number of retirement medical plans which were assumed on certain acquisitions in prior years. These plans are frozen to new employees and incur no current service costs.
In addition, the Company sponsors a retirement medical benefits plan that was amended during 2009 such that substantially all employees retiring on or after August 1, 2009 no longer participate in the plan.
The weighted average discount rates used in measuring the Company's projected retirement medical benefit obligations and net periodic benefit cost are as follows:
|
|
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 | | |
|
|
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
Preference shares – issuable in series –
The Company's authorized capital stock includes 99,760,000 preference shares, issuable in series. None of these shares are currently issued or outstanding.
Common Shares –
Common Shares without par value [unlimited amount authorized] have the following attributes:
Previously, the Company had Normal Course Issuer Bids in place for the 12 month periods beginning in November 2019 and 2018.
| | | MAGNA INTERNATIONAL INC. 59 |
The following is a summary of the Normal Course Issuer Bids [number of shares in the table below are expressed in whole numbers]:
|
|
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 | | ||
| | | | | | | | | | | | | ||||
| | | | | | |
|
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 | | |
|
|
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 | ) | |
| | | | | | | | | ||||
|
|
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 | | |
| | | | | | | | | ||||
21. FINANCIAL INSTRUMENTS
At December 31, 2020, the Company had outstanding foreign exchange forward contracts representing commitments to buy and sell various foreign currencies. Significant commitments are as follows:
| | | 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 | | | ||||
| | | | | | | | | | | | |
Based on forward foreign exchange rates as at December 31, 2020 for contracts with similar remaining terms to maturity, the gains and losses relating to the Company's foreign exchange forward contracts recognized in other comprehensive income are approximately $68 million and $16 million, respectively [note 20].
The Company does not enter into foreign exchange forward contracts for speculative purposes.
The Company's financial assets and liabilities consist of the following:
|
|
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 | | |
The Company presents derivatives that are designated as effective hedges at gross fair values in the consolidated balance sheets. However, master netting and other similar arrangements allow net settlements under certain conditions. The following table shows the Company's derivative foreign currency contracts at gross fair value as reflected in the consolidated balance sheets and the unrecognized impacts of master netting arrangements:
|
|
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 | ) | |
| | | | | | | | | | | ||||||
The Company determined the estimated fair values of its financial instruments based on valuation methodologies it believes are appropriate; however, considerable judgment is required to develop these estimates. Accordingly, these estimated fair values are not necessarily indicative of the amounts the Company could realize in a current market exchange. The estimated fair value amounts can be materially affected by the use of different assumptions or methodologies. The methods and assumptions used to estimate the fair value of financial instruments are described below:
Cash and cash equivalents, restricted cash equivalents, accounts receivable, and accounts payable.
Due to the short period to maturity of the instruments, the carrying values as presented in the consolidated balance sheets are reasonable estimates of fair values.
Private equity securities
The Company estimates the value of its private equity securities based on valuation methods using the observable transaction price at the transaction date and other observable inputs including rights and obligations of the securities held by the Company. [Level 3 inputs based on the GAAP fair value hierarchy.]
Term debt
The Company's term debt includes $129 million due within one year. Due to the short period to maturity of this debt, the carrying value as presented in the consolidated balance sheet is a reasonable estimate of its fair value.
Senior Notes
The fair value of our Senior Notes are classified as Level 1 when we use quoted prices in active markets and Level 2 when the quoted prices are from less active markets or when other observable inputs are used to determine fair value. At December 31, 2020, the net book value of the Company's Senior Notes was $3.89 billion and the estimated fair value was $4.23 billion.
The Company's financial assets that are exposed to credit risk consist primarily of cash and cash equivalents, restricted cash equivalents [net of the euro drawn amount], accounts receivable, and foreign exchange and commodity forward contracts with positive fair values.
Cash and cash equivalents and restricted cash equivalents, which consist of short-term investments, are only invested in bank term deposits and bank commercial paper with an investment grade credit rating. Credit risk is further reduced by limiting the amount which is invested in certain major financial institutions.
The Company is also exposed to credit risk from the potential default by any of its counterparties on its foreign exchange forward contracts. The Company mitigates this credit risk by dealing with counterparties who are major financial institutions that the Company anticipates will satisfy their obligations under the contracts.
In the normal course of business, the Company is exposed to credit risk from its customers, substantially all of which are in the automotive industry and are subject to credit risks associated with the automotive industry. For the year ended December 31, 2020, sales to the Company's six largest customers represented 78% [2019 – 77%] of the Company's total sales; and substantially all of its sales are to customers in which the Company
| | | MAGNA INTERNATIONAL INC. 63 |
has ongoing contractual relationships. The Company continues to closely monitor its customers as a result of the current economic uncertainty. In determining the allowance for expected credit losses, the Company considers changes in customer's credit ratings, liquidity, customer's historical payments and loss experience, current economic conditions and the Company's expectations of future economic conditions.
The Company is exposed to fluctuations in foreign exchange rates when manufacturing facilities have committed to the delivery of products for which the selling price has been quoted in currencies other than the facilities' functional currency, and when materials and equipment are purchased in currencies other than the facilities' functional currency. In an effort to manage this net foreign exchange exposure, the Company employs hedging programs, primarily through the use of foreign exchange forward contracts [note 21[a]].
The Company is not exposed to significant interest rate risk due to the short-term maturity of its monetary current assets and current liabilities. In particular, the amount of interest income earned on cash and cash equivalents is impacted more by investment decisions made and the demands to have available cash on hand, than by movements in interest rates over a given period.
In addition, the Company is not exposed to interest rate risk on its term debt and Senior Notes as the interest rates on these instruments are fixed.
22. CONTINGENCIES
From time to time, the Company 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. On an ongoing basis, the Company attempts to assess the likelihood of any adverse judgments or outcomes to these proceedings or claims, together with potential ranges of probable costs and losses. A determination of the provision required, if any, for these contingencies is made after analysis of each individual issue. The required provision may change in the future due to new developments in each matter or changes in approach such as a change in settlement strategy in dealing with these matters.
In May 2019, CADE informed the Company that it completed its preliminary investigation and, based on a review of the evidence, had commenced a formal administrative proceeding into alleged anticompetitive behaviour relating to access mechanisms involving the Company.
Administrative proceedings of this nature can often continue for several years. At this time, management is unable to predict the duration or outcome of the Brazilian administrative proceeding, including whether any operating divisions of the Company will be found liable for any violation of law or the extent or magnitude of any liability, if any. In the event that wrongful conduct is found, CADE may impose administrative penalties or fines taking into account several mitigating and aggravating factors. Administrative fines are tied to the sales in Brazil of the applicable Magna companies in the fiscal year prior to the commencement of the formal administrative proceeding.
The Company's policy is to comply with all applicable laws, including antitrust and competition laws. The Company has completed its previously announced global review focused on antitrust risk. While Magna does not currently anticipate any material liabilities in connection with the review, we could be subject to restitution settlements, civil proceedings, reputational damage and other consequences, including as a result of the matters specifically referred to above.
| 64 ANNUAL REPORT 2020 | | |
23. SEGMENTED INFORMATION
The Company is organized under four operating segments: Body Exteriors & Structures, Power & Vision, Seating Systems and Complete Vehicles. These segments have been determined on the basis of technological opportunities, product similarities, and market and operating factors, and are also the Company's reportable segments.
The Company's chief operating decision maker uses Adjusted Earnings before Interest and Income Taxes ["Adjusted EBIT"] as the measure of segment profit or loss, since management believes Adjusted EBIT is the most appropriate measure of operational profitability or loss for its reporting segments. Adjusted EBIT is calculated by taking Net income from operations and adding back Income taxes, Interest expense, net, and Other expense, net.
The accounting policies of each segment are the same as those set out under "Significant Accounting Policies" [note 1]. All intersegment sales and transfers are accounted for at fair market value.
| | | 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 | | |
| | | | | | | | | | | | | | | ||||||||||
|
|
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 | | |
| | | | | | | | | ||||
|
|
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 | | |
| | | | | | | | | ||||
|
|
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 | | |
| | | 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 | | |