Canadian Pacific Kansas City Ltd 10-K/A, filed Apr 30, 2021
Canadian Pacific Kansas City Ltd (CP)
10-K/A
2021-04-30
For: 2020-12-31
View Original
Added on
April 11, 2026
About this 10-K/A
Canadian Pacific Kansas City Ltd filed this 10-K/A on April 30, 2021, covering the fiscal year ended December 31, 2020.
Table of Contents
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K/A
| ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the fiscal year ended December 31 , 2020
OR
| TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the transition period from to
Commission File Number 001-01342
(Exact name of registrant as specified in its charter)
| (State or Other Jurisdiction of Incorporation or Organization) |
(IRS Employer Identification No.) | |
(Address of Principal Executive Offices) |
(Zip Code) | |
Registrant’s Telephone Number, Including Area Code: (403) 319-7000
Securities registered pursuant to Section 12(b) of the Act:
| Title of Each Class |
Trading Symbol(s) |
Name of Each Exchange on which Registered | ||
| Toronto Stock Exchange | ||||
| BC87 |
London Stock Exchange | |||
Securities registered pursuant to Section 12(g) of the Act: None
Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act:
Debt securities of Canadian Pacific Railway Company
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ☒ No ☐
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. Yes ☐ No ☒
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes ☒ No ☐
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes ☒ No ☐
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company” and “emerging growth company” in Rule 12b-2 of the Exchange Act. (Check one):
| |
☒ |
Accelerated filer | ☐ | |||
| Non-accelerated filer |
☐ (Do not check if a smaller reporting company) |
Smaller reporting company | ||||
| Emerging growth company |
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ☐
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☒
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes ☐ No ☒
As of June 30, 2020, the last business day of the registrant’s most recently completed second fiscal quarter, the aggregate market value of the voting stock held by non-affiliates of the registrant, in U.S. dollars, was $34,600,245,541 , based on the closing sales price per share as reported by the New York Stock Exchange on such date.
As of the close of business on April 28, 2021, there were 133,321,717 shares of the registrant’s common shares outstanding.
EXPLANATORY NOTE
Canadian Pacific Railway Limited, a corporation incorporated under the Canada Business Corporations Act (the “Company”), qualifies as a foreign private issuer in the U.S. for purposes of the Securities Exchange Act of 1934, as amended (the “Exchange Act”). Although as a foreign private issuer the Company is not required to do so, the Company currently continues to file annual reports on Form 10-K, quarterly reports on Form 10-Q, and current reports on Form 8-K with the Securities and Exchange Commission (“SEC”) instead of filing the reports available to foreign private issuers. The Company prepares and files a management proxy circular and related material under Canadian requirements. As the Company’s management proxy circular is not filed pursuant to Regulation 14A, the Company may not incorporate by reference information required by Part III of its Form 10-K from its management proxy circular.
The Company filed its Annual Report on Form 10-K for the fiscal year ended December 31, 2020 (“2020 Form 10-K”) on February 18, 2021. In reliance upon and as permitted by Instruction G(3) to Form 10-K, the Company is filing this Amendment No. 1 on Form 10-K/A in order to include in the 2020 Form 10-K the Part III information not previously included in the 2020 Form 10-K.
No attempt has been made in this Amendment No. 1 on Form 10-K/A to modify or update the other disclosures presented in the 2020 Form 10-K. This Amendment No. 1 on Form 10-K/A does not reflect events occurring after the filing of the 2020 Form 10-K. Accordingly, this Amendment No. 1 on Form 10-K/A should be read in conjunction with the 2020 Form 10-K and the Company’s other filings with the SEC.
In this Amendment No. 1 on Form 10-K/A, we also refer to Canadian Pacific Railway Limited as “Canadian Pacific,” “CP,” “we,” “us,” “our,” “our corporation,” or “the corporation.” References to “GAAP” mean generally accepted accounting principles in the United States.
All references to our websites and to our Canadian management proxy circular filed with the SEC on March 16, 2021 as Exhibit 99.1 to our Current Report on Form 8-K (the “Circular”) contained herein do not constitute incorporation by reference of information contained on such websites and the Circular and such information should not be considered part of this document.
CANADIAN PACIFIC RAILWAY LIMITED
FORM
10-K/A
TABLE OF CONTENTS
PART III |
| |||||
| Item 10 |
1 |
|||||
| Item 11 |
7 |
|||||
| Item 12 |
52 |
|||||
| Item 13 |
53 |
|||||
| Item 14 |
53 |
|||||
PART IV |
| |||||
| Item 15 |
55 |
|||||
| Item 16 |
55 |
|||||
56 |
||||||
PART III
ITEM 10. DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE
Directors
1
2
3
4
Notes:
Other than as disclosed below, none of the nominated directors is, or has been in the last 10 years:
| (a) | a director, chief executive officer or chief financial officer of a company that: |
| • | was subject to a cease trade or similar order or an order that denied the issuer access to any exemptions under securities legislation for over 30 consecutive days, that was issued while the proposed director was acting in that capacity, or |
| • | was subject to a cease trade or similar order or an order that denied the issuer access to an exemption under securities legislation for over 30 consecutive days, that was issued after the proposed director ceased to be a director, chief executive officer or chief financial officer and which resulted from an event that occurred while that person was acting in that capacity |
| (b) | a director or executive officer of a company that, while that proposed director was acting in that capacity, or within a year of that person ceasing to act in that capacity, became bankrupt, made a proposal under any legislation relating to bankruptcy or insolvency or was subject to or instituted any proceedings, arrangement or compromise with creditors or had a receiver, receiver manager or trustee appointed to hold its assets, |
| (c) | become bankrupt, made a proposal under any legislation relating to bankruptcy or insolvency, or become subject to or instituted any proceedings, arrangement or compromise with creditors, or had a receiver, receiver manager or trustee appointed to hold their assets, or |
| (d) | subject to any penalties or sanctions imposed by a court relating to securities legislation or by a securities regulatory authority or has entered into a settlement agreement with a securities commission. |
Ms. Denham served as a director of Penn West Petroleum Ltd. (now Obsidian Energy Ltd.) from June 2012 to June 2016, which was subject to cease trade orders on its securities following the July 2014 announcement of the review of its accounting practices and restatement of certain of its financial statements. Those cease trade orders ended on September 23, 2014.
Ms. Peverett was a director of Postmedia Network Canada Corp. (Postmedia) from April 2013 to January 2016. On October 5, 2016, Postmedia completed a recapitalization transaction under a court-approved plan of arrangement under the Canada Business Corporations Act, R.S.C., 1985, c.
C-44.
Approximately US$268.6 million of debt was exchanged for shares that represented approximately 98% of the outstanding shares of Postmedia at that time. Postmedia repaid, extended and amended the terms of its outstanding debt obligations. 5
Executive Officers
The information regarding executive officers is included in Part I of our 2020 Form
10-K
under Information about our Executive Officers, following Item 4. Mine Safety Disclosures. Code of Business Ethics
| Code of business ethics and business ethics reporting policy Our code of business ethics (the Code) sets out our expectations for conduct. It covers confidentiality, protecting our assets, avoiding conflicts of interest, fair dealing with third parties, compliance with applicable laws, rules and regulations, as well as reporting any illegal or unethical behaviour, among other things. The Code applies to everyone at CP and our subsidiaries: directors, officers, employees (unionized and non-unionized) and contractors who do work for us.Directors, officers and non-union employees must sign an acknowledgment every year that they have read, understood and agree to comply with the Code. Unionized employees are provided with a copy of the Code every three years. Unionized employees were mailed a copy of the Code in 2019. Directors must also confirm annually that they have complied with the Code. The Code is part of the terms and conditions of employment for non-union employees, and contractors must agree to follow principles of standards of business conduct consistent with those set out in our Code as part of the terms of engagement.We also have a supplemental code of ethics for the CEO and other senior financial officers (including the CFO, the Vice-President of Financial Planning and Accounting and the Assistant Vice-President and Controller) which sets out our longstanding principles of conduct for these senior roles. We also have a business ethics reporting policy that outlines the processes CP has established for CP personnel and others to report concerns regarding conduct within CP, including questionable management and/or corporate practices, the potential violation of any applicable law, or a potential violation of the Code. |
Monitoring compliance and updating the Code The Governance Committee is responsible for monitoring compliance with the Code, reviewing it periodically and recommending changes as appropriate, and promptly disclosing any aspects of the Code that have been waived. The Audit and Finance Committee ensures compliance with the Code. In 2019, 100 percent of non-union employees completed their annual certification of compliance with the Code. For 2020, we modernized our code of ethics training process to enhance employee understanding and have once again reached 100 percent completion. |
The latest version of the Code and the business ethics reporting policy is posted on our website (investor.cpr.ca/governance). Only the Board or Governance Committee (Audit and Finance Committee in the case of the CEO and senior financial officers) can waive an aspect of the Code. Any waivers are posted on our website. No waivers were requested or granted in 2020.
Corporate Governance
CP has a strong governance culture and we have adopted many leading policies and practices. As a U.S. and Canadian listed company, our corporate governance practices comply with or exceed the practices outlined by the Canadian Securities Administrators (CSA) in National Policy and the Toronto Stock Exchange (TSX), the SEC and the New York Stock Exchange (NYSE).
58-201
Corporate Governance Guidelines
We regularly review our policies and practices and make changes as appropriate, so we stay at the forefront of good governance as standards and guidelines continue to evolve in Canada and the United States.
The Board and the Governance Committee are responsible for developing our approach to corporate governance. This includes annual reviews of the corporate governance principles and guidelines which were established by the Board, as well as the terms of reference for the Board and each of the four standing Board committees.
CP’s corporate governance principles and guidelines are available on our website at investor.cpr.ca/governance.
CP’s Audit and Finance Committee has been established in accordance with Section 3(a)(58)(A) the Exchange Act and NYSE standards and CSA National Instrument . The current members of the Audit and Finance Committee are Jane Peverett (chair), Isabelle Courville, Jill Denham, Edward Hamberger and Edward Monser, all of whom are independent. All members of the Audit and Finance Committee are “financially literate” as required by the NYSE and applicable Canadian securities laws. Ms. Peverett, Ms. Courville and Mr. Monser have been determined to be “audit committee financial experts” as defined by the SEC.
52-110
- Audit Committees
If significant corporate governance differences between CP’s corporate governance practices and Item 303A of the NYSE arise, they will be disclosed on our website (investor.cpr.ca/governance).
6
ITEM 11. EXECUTIVE COMPENSATION
As a foreign private issuer in the United States, we are deemed to comply with this Item if we provide information required by Items 6.B and 6.E.2 of Form
20-F,
with more detailed information provided if otherwise made publicly available or required to be disclosed in Canada. We have provided information required by Items 6.B and 6.E.2 of Form 20-F
in the Circular. As a foreign private issuer in the U.S., we are not required to disclose executive compensation according to the requirements of Regulation S-K
that apply to U.S. domestic issuers, and we are otherwise not required to adhere to the U.S. requirements relative to certain other proxy disclosures and requirements. Our executive compensation disclosure complies with Canadian requirements, which are, in most respects, substantially similar to the U.S. rules. We generally attempt to comply with the spirit of the U.S. proxy rules when possible and to the extent that they do not conflict, in whole or in part, with required Canadian corporate or securities requirements or disclosure. All dollar amounts included in this Item 11 are in Canadian dollars, unless otherwise expressly stated to be in U.S. dollars.
Compensation Committee Interlocks and Insider Participation
There were no reportable interlocks or insider participation affecting the Company’s Management Resources and Compensation Committee during the year ended December 31, 2020. None of our executive officers serves as a member of the board of directors or compensation committee of any entity that has one or more executive officers serving as a member of our Board or our Management Resources and Compensation Committee.
Compensation Committee Report
The Management Resources and Compensation Committee has reviewed and discussed the Compensation Discussion and Analysis contained in this Annual Report on Form
10-K/A
with management of the Company and, based on such review and discussion, the Management Resources and Compensation Committee recommended to the Board that the information set forth under “Compensation Discussion and Analysis” below be included in the Circular and this Annual Report on Form 10-K/A.
Respectfully submitted,
Management Resources and Compensation Committee
Matthew Paull (Chair)
Isabelle Courville
Rebecca MacDonald
Edward Monser
Andrea Robertson
7
COMPENSATION DISCUSSION AND ANALYSIS
The Compensation Committee has reviewed and discussed the Compensation Discussion and Analysis with management. Based on its review, the Compensation Committee recommended to the Board that the Compensation Discussion and Analysis be included in the Circular and this Amendment No. 1 on Form
10-K/A.
Our executive compensation program is designed to pay for performance, and to align management’s interests with our business strategy and the interests of our shareholders. This section of this Amendment No. 1 on Form
10-K/A
provides shareholders with descriptions of our compensation programs and 2020 compensation decisions for our Named Executive Officers (NEOs), listed below. 2020 NAMED EXECUTIVE OFFICERS |
| Keith E. Creel President and Chief Executive Officer |
| Nadeem S. Velani Executive Vice-President and Chief Financial Officer |
| John K. Brooks Executive Vice-President and Chief Marketing Officer |
| Mark A. Redd Executive Vice-President Operations |
| Jeffrey J. Ellis Chief Legal Officer and Corporate Secretary |
Where to find it
8
Our approach to executive compensation
Our executive compensation program supports our railway-focused culture, and is linked to the critical metrics that drive the achievement of our strategic plan without taking on undue risk, and is designed to create long-term sustainable value for our shareholders. The key elements of our approach to executive compensation include:
| • | a compensation mix that is incentive-driven with a large proportion that is variable or “at-risk” to support our pay for performance culture |
| • | competitive market pay practices to attract and retain talent |
| • | compensation components paying out over multiple performance periods to link to our short and longer term business strategy |
| • | aligning management’s interests with those of our shareholders through equity-based compensation and share ownership guidelines |
We have five key foundations designed to focus us on our goal of being the best railroad company in North America:
Provide customerswith industry-leadingrail serviceControl costs Optimize our assetsRemain a leader inrail safetyDevelop our people
The Compensation Committee reviewed and approved changes to our executive compensation programs in 2016 for the 2017 program year in response to shareholder feedback. In 2019, we increased the weighting of our safety measures within short-term incentive plan targets from 10 percent to 20 percent. Also, in 2020 a second safety metric was added to our short-term incentive plan (FRA Personal Injury F
requency (see pages 20 and 21)), w
hich reinforces our unwavering commitment to the safety of our employees.
Compensation mix
Attracting and retaining high performing executives is key to our long-term sustainable growth and success. Our executive compensation includes fixed and variable
(at-risk)
pay components. Built into our compensation pay mix is a significant emphasis on incentive-driven pay where the proportion of at-risk
pay increases by level. Executives earn more if we perform well, and less when performance is not as strong. A significant component of executive at-risk
pay is equity-based compensation, which links directly to the value of our shares, ensuring alignment with the interest of shareholders. We also require our executives to own CP equity and our share ownership guidelines increase by executive level (see page 11). | 2020 total target direct compensation mix for our NEOs are shown in the graph. For 2020, 88 percent of our CEO’s total target direct compensation and an average of 77 percent for our other NEOs was at risk. |
 |
9
Benchmarking
We did not make any changes to our comparator group in 2020, as it was extensively reviewed and updated in 2018. Our comparator group consists of companies we compete with for talent. It includes six Class 1 Railroad peers as well as 11 capital-intensive Canadian companies. For certain positions within the organization, we apply a heavier weighting to Class 1 Railroad peers; however, we consistently review alignment and compensation practices against the whole group.
Our 2020 compensation comparator group is as follows:
Class 1 Railroads |
Capital Intensive Companies in Canada | |||
| BNSF Railway Company | Barrick Gold Corporation | Kinross Gold Corporation | ||
| Canadian National Railway Company | BCE Inc. | Rogers Communications Inc. | ||
| CSX Corporation | Cenovus Energy Inc. | Suncor Energy Inc. | ||
| Kansas City Southern | Enbridge Inc. | TC Energy Corporation | ||
| Norfolk Southern Corporation | Fortis Inc. | TELUS Corporation | ||
| Union Pacific Corporation | Imperial Oil Limited | |||
Compensation pays out over time
Compensation pays out over timeSalaryShort-term incentivefixed pay, set annuallycash bonus paid out in Q1 2021 based on2020 corporate and individual performanceLong-term incentive (performance share units)equity-based incentive granted in January 2020,vests December 31, 2022 and pays out in Q12023 based on three-year corporate performanceand our share price2020 2021 2022 2023 2024 2025 2026 2027Long-term incentive(stock options)equity-based incentivegranted in January 2020,vests over four years andexpires after seven yearsand realized value dependson our share price
Variable pay includes short-term and long-term incentive awards which aligns with our annual and longer term performance objectives to support our growth.
Incentive awards are cash and equity-based. Equity-based awards vest at the end of three years for Performance Share Units (PSUs) and over four years for stock options. Stock options expire at the end of seven years.
The Compensation Committee ensures the performance objectives for the incentive plans align directly with our strategic plan, which is reviewed and approved by the Board.
10
Executives are CP shareholders
We require executives and senior management employees to own equity in the Company so they have a stake in our future success. Share ownership requirements are set as a multiple of base salary and increase by level. The ownership requirement must be achieved within five years of being appointed to their position and can be met by holding shares or deferred share units (DSUs). The CEO must maintain the ownership level of six times his base salary for one year after he retires or leaves CP. Once executives have met their initial shareholding requirements, they are required to maintain compliance, which is reported annually to the Compensation Committee.
Executives have the opportunity to participate in the Senior Executive’s Deferred Share Unit Plan (DSU Plan). DSUs are redeemed for cash after the executive retires or leaves the Company, with (i) Canadian-resident executives being entitled to elect a date of payment between the date that is six months following their departure from the Company and December 15
th
of the following calendar year, in compliance with Canadian tax rules; and (ii) U.S. resident executives being paid six months after their departure from the Company, in compliance with U.S. tax regulations. The table below shows the ownership requirement by executive level, applicable to 95 executives and senior management employees in 2020.
Executive level |
Ownership requirement (as a multiple of base salary) |
OUR NEOs Mr. Creel, Mr. Velani, Mr. Brooks and Mr. Ellis have achieved ownership requirements. Mr. Redd is expected to meet ownership requirements within the specified period. | ||||||
| CEO |
6x |
|||||||
| Executive Vice-President |
3x |
|||||||
| Senior Vice-President |
2x |
|||||||
| Vice-President |
1.5 to 2x |
|||||||
| Senior management |
1x |
|||||||
Equity ownership (at February 26, 2021)
Executive |
Requirement (as a multiple of salary) |
Minimum ownership value ($) (1) |
Shares ($) |
Deferred share units ($) |
Total ownership value ($) (2) |
Total ownership (as a multiple of salary) | ||||||||||||||||||||||||
| Keith Creel |
6x | 9,083,824 | 8,326,746 | 14,553,844 | 22,880,590 | 15.11x | ||||||||||||||||||||||||
| Nadeem Velani |
3x | 2,443,008 | 281,153 | 3,265,559 | 3,546,712 | 4.36x | ||||||||||||||||||||||||
| John Brooks |
3x | 2,207,190 | 1,012,038 | 1,191,839 | 2,203,877 | 3.00x | ||||||||||||||||||||||||
| Mark Redd |
3x | 1,997,888 | 472,006 | 1,219,808 | 1,691,814 | 2.54x | ||||||||||||||||||||||||
| Jeffrey Ellis |
2x | 1,120,300 | 466,635 | 1,477,913 | 1,944,548 | 3.47x | ||||||||||||||||||||||||
| (1) | Minimum ownership values for Mr. Creel, Mr. Brooks and Mr. Redd have been converted to Canadian dollars using an exchange rate of 1.2685. |
| (2) | Total ownership values for Mr. Creel, Mr. Brooks and Mr. Redd are based on US$356.06, the closing price of our shares on the NYSE on February 26, 2021 and have been converted to Canadian dollars using an exchange rate of $1.2685. Values for Mr. Velani and Mr. Ellis are based on $453.52, the closing price of our shares on the TSX on February 26, 2021. |
New for 2021 ownership requirement
In support of our commitment to align executive compensation with shareholder interests and market competitive practices, the Board approved a change in share ownership requirement for the Executive Vice-President level from three times to four times annual base salary in 2021.
11
Compensation governance
Disciplined decision-making process
Executive compensation decisions involve management, the Compensation Committee and the Board. The Compensation Committee also receives advice and support from external consultants from time to time, including their advisor FW Cook.
1Management makesrecommendations to theCompensation CommitteeManagement:" reviews market dataPractices" analyzes companyperformance and receivesadvice from its externalconsultant from time totime" proposes corporate andindividual performanceobjectives to theCommittee for thecoming year2The Committee works witha consultant and makescompensation recommendationsto the BoardThe Committee:" recommends thecorporate performancetargets and weightingsfor the incentive plans" reviews the corporateperformance results forthe incentive plans" reviews individualperformance and receivesindependent advice fromits external consultant" recommends the annualand long-term incentiveawards to the Board3The Board has finalapproval on all mattersrelated to executivecompensationThe Board:" reviews corporate andindividual performance" decides whether to usediscretion" approves compensationfor the CEO and otherNEOs" approves all grants ofequity compensationawards" sets performanceobjectives for thefollowing year
The Board has final approval on all matters relating to executive compensation. They can also use discretion to adjust pay decisions as appropriate.
Qualified and experienced Compensation Committee
The Compensation Committee is responsible for our compensation philosophy, strategy and program design. The Compensation Committee consists of five independent directors. The Compensation Committee has the relevant skills, background and experience for carrying out its duties. The table below shows the key skills and experience of each member:
| Human Resources/ compensation/ succession planning |
CEO/senior management |
Governance and policy development |
Transportation industry |
Risk management |
Engagement (shareholders and others) | |||||||
| Matthew Paull (Committee Chair) |
✓ |
✓ |
✓ |
✓ |
✓ | |||||||
| Isabelle Courville (Chair of the Board) |
✓ |
✓ |
✓ |
✓ |
✓ |
✓ | ||||||
| Rebecca MacDonald |
✓ |
✓ |
✓ |
✓ |
✓ | |||||||
| Edward Monser |
✓ |
✓ |
✓ |
✓ |
✓ |
✓ | ||||||
| Andrea Robertson |
✓ |
✓ |
✓ |
✓ |
✓ |
✓ | ||||||
Compensation Committee members also have specific human resources and compensation-related experience, including:
| • | direct responsibility for executive compensation matters |
| • | membership on human resources committees |
| • | compensation plan design, administration, compensation decision-making and understanding the Board’s role in the oversight of these practices |
| • | understanding the principles and practices related to leadership development, talent management, succession planning and employment contracts |
| • | engagement with investors on compensation issues |
| • | oversight of financial analysis related to compensation plan design and practices |
12
| • | pension benefit oversight |
| • | recruitment of senior executives |
The Compensation Committee has no interlocks or insider participation. None of the members were employed by or had any relationship with CP during 2020 requiring disclosure under Item 404 or Item 407(e)(4) of Regulation
S-K
of the Exchange Act. You can read about the background and experience of each member in the director profiles beginning on page 1. Independent advice
The Compensation Committee and management retain separate independent executive compensation advisors to avoid any conflicts of interest:
| Compensation Committee advisor FW Cook |
Management Compensation advisor Willis Towers Watson | |
| • in 2020, the Compensation Committee retained FW Cook to act as an independent compensation advisor • the Compensation Committee retained Kingsdale Advisors (Kingsdale) in 2018 and 2019 to act as an independent compensation advisor • the Compensation Committee approves all compensation-related fees and work performed by the independent compensation advisor |
• management engages Willis Towers Watson to provide market survey data, analysis and advice to management related to compensation. | |
The next table below shows the fees paid to FW Cook, Kingsdale and Willis Towers Watson in 2019 and 2020.
| 2020 |
2019 |
|||||||||||||||||||||||
| Committee advisor |
Management advisor |
Committee advisor |
Management advisor |
|||||||||||||||||||||
| Fees |
FW Cook (1) |
Kingsdale |
Willis Towers Watson |
Kingsdale |
Willis Towers Watson |
|||||||||||||||||||
| Executive compensation-related fees |
$ |
188,473 |
|
$ |
0 |
|
$ |
67,743 |
|
$ |
90,000 |
|
$ |
74,785 |
| |||||||||
| Other fees |
$ |
0 |
|
$ |
120,551 |
|
$ |
2,882,009 |
|
$ |
112,821 |
|
$ |
2,598,193 |
| |||||||||
| Total fees |
$ |
188,473 |
|
$ |
120,551 |
|
$ |
2,949,752 |
|
$ |
202,821 |
|
$ |
2,672,978 |
| |||||||||
| (1) | FW Cook fees have been converted to Canadian dollars using the average exchange rate for 2020 of $1.3415. |
Fees paid
Kingsdale was retained to provide the Compensation Committee independent advisory services related to compensation in 2018 and 2019. In 2020, FW Cook was retained to provide independent advisory services to the Compensation Committee related to compensation. FW Cook fees for advisory services provided in 2020 is $188,473. Kingsdale continues to be retained for services related to governance trends, specific governance items, proxy solicitation and shareholder advisory services.
In 2020, $67,743 was paid to Willis Towers Watson for advisory services provided to management. The total executive compensation fees represent 2.3 percent of the total fees in 2020 paid to Willis Towers Watson for all services provided to management, including actuarial and pension consulting, corporate risk and insurance brokering services.
Compensation risk
Effective risk management is integral to achieving our business strategies and to our long-term success.
The Board believes that our executive compensation program should not increase our risk profile. The Compensation Committee is responsible for overseeing compensation risk. It reviews the executive compensation program, incentive plan design and our policies and practices to ensure they encourage the right decisions and actions to reward performance and align management interests with shareholder interests.
Incentive plan targets are linked to our corporate objectives and our corporate risk profile. The Compensation Committee believes that our approach to goal setting, establishing performance measures and targets and evaluating performance results helps mitigate risk-taking that could reward poor judgment by executives or have a negative effect on shareholder value.
13
All of the Compensation Committee members other than Mr. Paull and Mr. Monser are members of the Governance Committee. In addition, Ms. Courville and Mr. Monser are also members of the Audit and Finance Committee, and Ms. Courville and Mr. Paull are also members of the Risk and Sustainability Committee. This cross-membership provides directors with a broader perspective of risk oversight and a deeper understanding of our enterprise risks, ultimately strengthening overall risk management.
Regular risk review
The Compensation Committee conducts a comprehensive compensation risk review approximately every two years to ensure that we have identified the compensation risks and have appropriate measures in place to mitigate those risks. An independent consultant assists the Compensation Committee with the review, which includes oversight of:
| • | the targets for the short-term incentive plan (STIP) and PSU plan, anticipated payout levels and the risks associated with achieving targeted performance |
| • | the design of the long-term incentive awards, which reward sustainable financial and operating performance |
| • | the compensation program, policies and practices to ensure alignment with our enterprise risk management practices |
In 2019, Management retained Willis Towers Watson to perform a detailed risk assessment of our compensation plans, programs and practices. Willis Towers Watson concluded that there did not appear to be significant risks associated with our compensation programs. The Committee reviewed Willis Towers Watson’s findings and agreed that our compensation policies and programs did not encourage excessive risk-taking that could have material adverse effects on CP. A subsequent risk assessment is expected to be completed in 2021.
14
Managing compensation risk
We mitigate risk in three ways:
1. Plan design |
• we use a mix of fixed and variable (at-risk) compensation and a significant proportion is at-risk pay• short and long-term incentive plans have specific performance measures that are closely aligned with the achievement of our business strategy and performance required to achieve results in accordance with guidance provided to the market • the payout under the STIP is capped and not guaranteed, and the Compensation Committee has discretion to reduce the awards • the payout for the STIP is designed to reflect the stretch targets for the achievement of exceptional performance • the long-term incentive plan has overlapping vesting periods to address longer term risks and maintain executives’ exposure to the risks of their decision-making through unvested share based awards | |
2. Policies |
• we promote an ethical culture and everyone is subject to a code of business ethics • we have share ownership requirements for executives and senior management so they have a stake in our future success • any violations of our code of business ethics can be reported under our business ethics reporting policy • we have a disclosure and insider trading/reporting policy to protect our interests and ensure high business standards and appropriate conduct • our disclosure and insider trading policy contains within it, an anti-hedging policy which prohibits directors, executive officers and employees from buying financial instruments that are designed to hedge or offset a decrease in the market value of equity awards or shares or share based awards • our anti-pledging policy prohibits directors and senior officers from holding our shares in a margin account or otherwise pledging the securities as collateral for a loan • we also have a policy that prohibits employees from forward selling shares that may be delivered on the future exercise of stock options, or otherwise monetizing their option awards, other than through exercising the options and subsequently selling the shares through a public venue or the Company’s cashless exercise option • our clawback policy allows the Board to recoup short and long-term incentive compensation paid to a current or former senior executive if the incentive compensation was calculated on the basis of financial results that were subsequently restated or corrected in whole or in part and/or, the senior executive engaged in gross negligence, fraud or intentional misconduct that caused or contributed to the need for restatement or correction, as admitted by the senior executive or as reasonably determined by the Board, which has sole discretion to determine whether it is in our best interests to pursue reimbursement of all or part of the incentive compensation in these circumstances and the Board’s actions would be separate from actions that may be taken by law enforcement agencies, regulators or other authorities • DSUs held by the President and CEO, executives, and senior management are not settled for cash until at least six months after leaving the Company • our whistleblower policy applies to all employees and prohibits retaliation against anyone who makes a complaint acting in good faith | |
| 3. Mitigation measures |
• senior executives have a significant portion of their compensation deferred • we must achieve a specific threshold of operating income, otherwise no short-term incentive awards are granted • financial performance is verified by our external auditor (completion of annual financial statement audit) before the Board makes any decisions about short-term incentives • the Compensation Committee adopts principles for adjusting payout under the STIP, and provides them to the Board as part of their review of the Compensation Committee’s recommendations and performance overall • the Compensation Committee takes the business landscape and any external factors into account when exercising discretion and determining incentive awards • we regularly benchmark executive compensation against our compensation comparator group • safety is part of individual performance under the STIP for the President and CEO and executives in operations roles in addition to being a specific STIP measure which applies to all employees • all long-term incentive eligible employees are subject to two-year non-compete and non-solicit covenants should they leave CP• different performance scenarios are stress-tested and back-tested to understand possible outcomes • we review and consider risks associated with retention-related compensation | |
15
Key policies
In addition to CP’s code of business ethics and the business ethics reporting policy, a number of other policies act to mitigate compensation risk. You can read more about ethical behaviour at CP and our code of business ethics and other policies beginning on page 6.
Clawbacks
Our clawback policy allows the Board to recoup short and long-term incentive compensation paid to a current or former senior executive if:
| • | the incentive compensation received was calculated based on financial results that were subsequently restated or corrected, in whole or in part; and/or |
| • | the senior executive engaged in gross negligence, fraud or intentional misconduct that caused or contributed to the need for the restatement or correction, as admitted by the senior executive or as reasonably determined by the Board. |
The Board has sole discretion to determine whether it is in our best interests to pursue reimbursement of all or part of the incentive compensation and these actions would be separate from any actions by law enforcement agencies, regulators or other authorities.
Anti-hedging
Our disclosure and insider trading and reporting policy prohibits directors, executive officers and employees from buying financial instruments that are designed to hedge or offset a decrease in the market value of equity awards or shares they hold directly or indirectly.
Anti-pledging
Our anti-pledging policy prohibits directors and executive officers from holding any CP securities in a margin account or otherwise pledging the securities as collateral for a loan.
Non-compete
and Non-solicitation
We are mindful of the demand for experienced and talented railroaders, particularly those with backgrounds in precision scheduled railroading. To manage near-term retention risk, our long-term incentive award agreements contain
non-compete,
non-solicitation
and other restrictive clauses, including non-disclosure
restrictions. 16
Compensation program
Total direct compensation consists of salary, annual short-term incentive and a long-term incentive award that focus executives on driving strong financial, safety, operational and customer satisfaction results while building shareholder value. Executives also receive pension benefits and perquisites as part of their overall compensation.
Element |
Purpose |
Risk mitigating features |
Link to business and talent strategies | |||
| Salary Fixed cash (see page 18) |
• competitive level of fixed pay to reflect scope of responsibilities and market data • reviewed annually |
• benchmarked against our comparator group to ensure market competitiveness |
• attract and retain talent • no automatic or guaranteed increases to promote a performance culture | |||
| Short-term incentive plan (STIP) Variable cash bonus (see page 18) |
• performance-based incentive to reward achievement of annual corporate and individual objectives to attract and retain highly qualified leaders • established target awards based on level of employee |
• year-end performance is measured against predetermined, approved targets• actual payouts are based on the achievement of pre-determined corporate and individual objectives• payouts range from 0% to a maximum of 200% of target awards |
• motivate high corporate and individual performance • performance metrics are aligned to the strategic plan and approved annually • align personal objectives with area of responsibility and role in achieving financial, safety and operating results | |||
| Deferred compensation Deferred share units (see page 46) |
• encourages share ownership while aligning management interests with growth in shareholder value • executives and senior management can elect to receive their short-term incentive and their annual PSU grant in DSUs if they have not yet met their share ownership requirement • company provides a 25% match of the deferral amount in DSUs |
• deferral limited to the amount required to meet the executive’s share ownership guidelines • helps retain key executive talent • company contributions vest after three years |
• sustained alignment of executive and shareholder interests because the value of DSUs is tied directly to our share price • cannot be redeemed for cash until a minimum of six months after the executive leaves CP | |||
| Performance share units (PSUs) Long-term incentive (see page 24) |
• equity-based incentive to align with shareholder interests and focuses on three-year performance • accounts for 60% of an executive’s long-term incentive award • vest after three years |
• use pre-defined market and financial metrics• the number of units that vest is based on a performance multiplier that is capped • no guarantee of a minimum payout |
• focuses the leadership team on achieving challenging medium-term performance goals • payout based on share price and company performance • attract and retain highly qualified leaders | |||
| Stock options Long-term incentive (see page 26) |
• equity-based incentive to align with long term performance and growth in share price • accounts for 40% of an executive’s long-term incentive award • vests over four years, term is seven years |
• focuses on appreciation in our share price, aligning with shareholder interests • only granted to senior management and executives |
• focuses the leadership team on creating sustainable long-term value | |||
| Pension Defined contribution and defined benefit pension plans (see page 45) |
• pension benefit based on pay, age and service and is competitive with the market • supplemental plan for senior management and executives |
• balances risk management of highly performance-focused pay package |
• attract and retain highly qualified leaders | |||
| Perquisites Flexible spending account (see page 40) |
• competitive with the market to support health and well-being |
• restrictions for the CEO and executives |
• attract and retain highly qualified leaders | |||
17
2020 Executive compensation
Salary
We review salaries every year based on the executive’s performance, leadership abilities, responsibilities and experience as well as succession and retention considerations. The Compensation Committee also considers the economic outlook and the median salary and practices of the comparator group before making decisions. The base salaries of all NEOs are set in U.S. dollars consistent with industry practice. As Mr. Ellis was not an NEO in 2019, his 2019 salary has been converted to USD using the 2019 average exchange rate of 1.3269, and his 2020 salary has been converted using the 2020 average exchange rate of 1.3415.
Executive |
2020 (in USD) |
percent change from 2019 |
2019 (in USD) |
|||||||||
| Keith Creel |
1,193,513 | 3.0% | 1,158,750 | |||||||||
| Nadeem Velani |
602,000 | 6.3% | 566,500 | |||||||||
| John Brooks |
551,250 | 5.0% | 525,000 | |||||||||
| Mark Redd |
446,250 | 5.0% | 425,000 | |||||||||
| Jeffrey Ellis |
396,160 | 12.2% | 353,191 | |||||||||
Short-term incentive plan (STIP)
The short-term incentive award is an annual incentive that focuses executives on achieving strong financial, safety, operational and customer satisfaction results.
The table below summarizes the terms of our current short-term incentive plan.
Purpose |
• performance-based incentive for achieving predetermined annual corporate and individual performance goals that are tied directly to our strategy and operational objectives | |
Term |
• measure performance over a one-year period | |
Payout |
• corporate performance is assessed against financial, safety and operational measures • individual performance is assessed against individual performance objectives • awards are pro-rated for eligibility in calendar performance year and can range from 0 to 200 percent of base salary• cash awards are paid out in February following the performance year | |
Restrictions |
• must meet minimum level of corporate and individual performance • must achieve corporate operating income hurdle for any payout on individual or corporate performance to occur • performance multiplier is capped for exceptional performance • actual award is capped as a maximum of 200 percent of target award to limit payout and excessive risk-taking | |
The table below outlines the target STIP opportunities for our NEOs:
| Our STIP target is based on a percentage of base salary and reviewed annually for market competitiveness |
STIP target as a percent of base salary | |||||||
Executive |
Minimum |
Target |
Maximum | |||||
| Keith Creel | 0% | 125% | 250% | |||||
| Nadeem Velani | 0% | 90% | 180% | |||||
| John Brooks | 0% | 90% | 180% | |||||
| Mark Redd | 0% | 80% | 160% | |||||
| Jeffrey Ellis | 0% | 70% | 140% | |||||
18
For executives, their STIP target is weighted at 75 percent for corporate results and 25 percent for individual performance, whereas most other employees have greater emphasis placed on individual and departmental goals with their corporate and individual performance weighted at 50 percent each. This supports our view that the annual bonus should be tied to overall corporate performance and the areas of our business that each employee can influence directly.
We calculate each award by multiplying the executive base salary by their short-term incentive target as well as the corporate and individual performance factors as shown below:
Year EndSalary($)Target Opportunity Performance FactorsX XTargetshort-termincentive(as a % ofbase salary)[Corporateperformancefactor75%(0-200%)+Individualperformancefactor25%(0-200%)] =2020short-termincentive($)
The corporate performance factor consists of financial, operating and safety measures of varying weightings that total 100 percent. The year end results of each measure is assessed against
pre-defined
targets that are set at the beginning of the year (see page 21 for a complete review of the targets and results for the 2020 STIP). The individual performance factor is based on the executive’s performance against annual objectives and other
pre-defined
quantitative and qualitative goals that reflect the strategic and operational priorities critical to each executive’s role, including operational management, safety, financial and other objectives such as customer satisfaction. 2020 STIP awards
The table below shows the calculation of the 2020 STIP awarded to each NEO. All salaries have been converted to Canadian dollars using an average exchange rate of $1.3415 for 2020, with the exception of Mr. Velani, whose salary is set in U.S. dollars, but paid in Canadian dollars, and is subject to a foreign exchange adjustment of $1.3499. Mr. Ellis’ salary was set in Canadian dollars.
Target Opportunity Performance FactorsTargetshort-termincentive(as a % ofbase salary)Corporateperformancefactor75%(0-200%)Individualperformancefactor25%(0-200%)2020short-termincentive award($)Year EndBase Salary($)3,442,3591,263,4521,149,741827,327638,0041,601,097812,640739,502598,644531,449125% 172%172%172%172%172%172%175%175%175%170%90%90%80%70%xxxxxx +++++[[[[[ [[[[[ =====xxxxNadeem VelaniJohn BrooksJeffrey Ellis(1)Mark Redd(1)Keith Creel
| (1) | Mr. Redd and Mr. Ellis elected to defer a proportion of their 2020 STIP award to DSUs. |
19
Assessing individual performance
Executives set individual performance objectives before the start of every financial year. The individual performance factor ranges from 0 to 200 percent.
Executive |
2020 individual performance factor |
The individual performance factor for the CEO cannot exceed the corporate performance factor. This ensures the payout factor for the CEO aligns with CP’s overall performance. | ||||||||||||
| Keith Creel |
|
172 |
% |
|
|
|
|
|
| |||||
| Nadeem Velani |
|
175 |
% |
|
|
|
|
|
| |||||
| John Brooks |
|
175 |
% |
|
|
|
|
|
| |||||
| Mark Redd |
|
175 |
% |
|
|
|
|
|
| |||||
| Jeffrey Ellis |
|
170 |
% |
|
|
|
|
|
| |||||
| The Compensation Committee sets the individual performance factor for the CEO. The CEO reviews the performance of his direct reports against their objectives, and recommends their individual performance factors to the Compensation Committee. |
|
|||||||||||||
See the profiles beginning on page 28 to read about each executive’s individual performance in 2020.
Assessing corporate performance
In 2020, we demonstrated the strength, commitment and resiliency of our CP family. In one of the most challenging years we have faced, our performance was remarkable as our precision scheduled railroading operating model enabled us to achieve our lowest-ever operating ratio of 57.1 percent and only saw a 1 percent decrease in our revenues from 2019. Our adjusted diluted earnings per share
(1)
rose 7.5 percent to a record $17.67 from $16.44 in 2019. From a safety perspective, we finished 2020 with our lowest ever Federal Railroad Administration (FRA)-reportable rates for both personal injuries and train accidents. FRA-reportable
personal injuries were down 22 percent from 2019 with a frequency of 1.11 and FRA-reportable
train accident frequency fell by 9 percent from the prior year to 0.96. In addition to the current industry standard FRA train accident frequency metric, an additional safety metric for FRA personal injury frequency was included as a performance factor of the STIP in 2020. Our employees work in an industrial setting where the potential for injury is high. Adding this measure reinforces CP’s commitment to ensure our employees get home safe each day. The STIP weighting for safety will continue to be 20 percent, with 10 percent each allocated to FRA train accident frequency and FRA personal injury frequency.
20
2020 Scorecard results
The table below shows the 2020 scorecard and results. The targets were set with stretch goals to motivate strong performance.
The Board sets a corporate hurdle for operating income at $2 billion. There is no payout if we do not achieve that corporate hurdle. If we achieve the hurdle but corporate performance is below threshold for all measures, then only the individual performance factor is used to calculate the awards. Corporate results between 50 and 200 percent of target are interpolated.
Performance measure (Weighting) |
Why the measure is important |
Threshold (50%) |
Target (100%) |
Exceptional (200%) |
2020 Reported Result |
2020 STIP Result (2) |
Score |
|||||||||||||||||||
| Financial measures |
||||||||||||||||||||||||||
| STIP Operating ratio (35%) Operating expenses divided by total revenues based on an assumed fuel price and foreign exchange rate |
Continues our focus on driving down costs while focusing on growth strategy |
59.9 | % | 59.4 | % | 58.9 | % | 57.1% | 57.2% | 200% |
||||||||||||||||
| STIP Operating income (35%) ($ millions) Total revenues less total operating expenses based on an assumed foreign exchange rate |
Highlights the importance of revenue growth to our corporate strategy |
3,275 | 3,330 | 3,410 | 3,310 | 3,346 | 121% |
|||||||||||||||||||
| Safety measures |
||||||||||||||||||||||||||
| FRA Train Accident Frequency (10%) Number of FRA reportable train accidents which meet FRA reporting thresholds per million train miles |
CP has long been an industry leader in rail safety and we are more focused on it than ever, committed to protecting our people, our communities, our environment and our customers’ goods |
1.10 | 1.06 | 0.99 | 0.96 | 0.96 | 200% |
|||||||||||||||||||
| FRA Personal Injury Frequency (10%) Number of FRA reportable injuries per 200,000 employee hours |
As safety is our top priority, we introduced FRA Personal Injury as an additional safety metric under our STIP for 2020 |
1.40 | 1.35 | 1.25 | 1.11 | 1.11 | 200% |
|||||||||||||||||||
| Operating measure |
||||||||||||||||||||||||||
| Trip Plan Compliance (10%) Calculated as the number of shipments completed on time (less than 12 hours late vs. baseline plan), divided by the total number of shipments completed |
Trip plan compliance is a detailed schedule of performance and the core of CP’s product offering. It balances between customer needs and what we are capable of delivering It is critical to the service we provide customers and to our growth strategy. |
75 | % | 80 | % | 85 | % | 85% | 85% | 200% |
||||||||||||||||
| Corporate performance factor |
172% |
|||||||||||||||||||||||||
| (1) | Adjusted diluted EPS is a non-GAAP measure. Non-GAAP measures are defined and reconciled on pages 61-69 of CP’s Annual Report on Form 10-K for the year ended December 31, 2020. |
| (2) | The Compensation Committee may adjust the results for unusual or non-recurring items that are outside our normal business and do not accurately reflect our ongoing operating results or business trends and affect the comparability of our financial performance year over year. Results used under the STIP could therefore differ from our reported GAAP results. Significant items that were adjusted so that they do not impact, either favourably or unfavourably, the assumptions made when the STIP targets were planned include: foreign exchange rates, fuel price and land sales, all of which were adjusted to reflect the original assumptions made in our 2020 budget. Consequently, Operating Income was adjusted upwards compared to our reported results which increased the bonus payment. |
Compensation committee discretion
The Compensation Committee has developed principles for the use of discretion. Adjustments should not relieve management from the consequences of their decision-making. Adjustments should also neither reward nor penalize management for decisions on discretionary transactions, events outside their control (such as foreign exchange rates and fuel prices that are beyond the assumptions used in the planning process) or transactions outside normal corporate planning and budgeting.
As a result, the Compensation Committee can reduce the corporate performance factor for any executive officer as it deems appropriate, as long as it follows the principles. The Board can also use its discretion to adjust the targets and payouts up or down, following the principles set out by the Compensation Committee. The Compensation Committee did not exercise any discretion for short-term incentive plan and annual long-term incentive plan in 2020.
21
Following a thoughtful review and discussion of overall company performance and shareholder return, the Compensation Committee recommended to the Board that it would be appropriate to exercise positive discretion to the payout and vesting performance factors for a 2018 retention grant for which the performance period ended on December 31, 2020. The grant, consisting of PSUs and performance stock options (PSOs), was awarded to a number of key senior leaders (including Mark Redd prior to him becoming an NEO). See Outstanding share-based awards and option-based awards on page 42 for more details.
(1)
Long-term incentive plan (LTIP)
Our long-term incentive awards focus executives on medium and longer term performance to create sustainable shareholder value.
The table below summarizes the terms of our current long-term incentive plans.
Performance share units (60%) |
Stock options (40%) | |||
Purpose |
• notional share units to align compensation with medium-term financial and market objectives |
• equity-based compensation to align executives with long-term performance of our shares and business | ||
Term |
• three years |
• seven years | ||
Vesting |
• the number of units that vest is based on performance over a three-year period • cliff vest at the end of three years to the extent performance vesting conditions are met and Board approval |
• vest 25% every year beginning on the first anniversary of the grant date | ||
Payout |
• paid out in cash based on units earned and the average closing share price for the 30 trading days prior to the end of the performance period on the TSX or NYSE • includes dividends earned quarterly at the same rate as dividends paid on our shares • no guarantee of a minimum payout • if performance is exceptional on a measure the Board may approve a payout of up to 200% |
• right to buy CP shares at a specified price after vesting • does not attract dividends • only have value if our share price increases above the exercise price | ||
Restrictions |
• must achieve threshold performance level on a measure otherwise the payout factor for that measure is zero and a portion of the award is forfeited |
• no exercises can be made during a blackout period • financial assistance is not provided to facilitate the purchase of shares under the stock option plan | ||
Assignment |
• not permitted other than by operation of law |
• options will continue to vest and expire on the scheduled expiry date if the holder’s employment ends due to permanent disability. If an option holder dies, the options will expire 12 months following the date of death and may be exercised by the holder’s estate. • can only be assigned to the holder’s family trust, holding corporation or retirement trust, or a legal representative of a holder’s estate or a person who acquires the holder’s rights by bequest or inheritance |
(1) |
Although the recommendation to exercise discretion with respect to payout and vesting performance factors was made following the conclusion of the performance period ending December 31, 2020, the July 2018 special retention grants do not vest until July 20, 2021 and are settled based on the average closing price per share on the applicable stock exchange during the immediately preceding 30 days prior to July 20, 2021. |
22
Performance share units (60%) |
Stock options (40%) | |||
Termination Provisions |
||||
Resignation |
• all units cancelled |
• 30 days to exercise any vested options; unvested options are cancelled | ||
Retirement (1) |
• units continue to vest as long as unit holder has a minimum of six months of service in the performance period |
• options continue to vest and expire on the earlier of five years from retirement or the original expiry date | ||
Termination without Cause |
• pro-rated to termination date as long as unit holder has a minimum of six months of service in the performance period |
• six months to exercise vested options; unvested options are cancelled | ||
Termination with Cause |
• all units cancelled |
• all options cancelled | ||
Change of Control (2) |
• pro-rated to change of control date• if unit holder is terminated without cause – pro-rated to termination date |
• all options vest immediately (2) | ||
| (1) | Retirement with three months’ notice required in 2020. For 2021, six months’ notice will be required to allow for business continuity and knowledge transfer. |
| (2) | Stock options have a double trigger clause requiring a change of control and the option holder to be terminated without cause. |
Stock options and PSUs are approved and granted annually in January immediately after the fourth quarter financial statement blackout period, and after the Compensation Committee has reviewed the
year-end
financial results in detail. Grants are also made during the year for special situations such as retention or new hires. Special grants can include PSUs, stock options, Restricted Share Units (RSUs), or DSUs. These grants are made on the first Tuesday of the month following CEO approval as long as the Company is not in a blackout period. If we are in a blackout period, the grant is made after the blackout has been lifted.
In addition, the CEO, the Chair of the Board and the Chair of the Compensation Committee have authority to grant options to certain employees based on defined parameters, such as the position of the employee and the expected value of the option award. In 2020, the Compensation Committee authorized a pool of 50,000 options for allocation by the CEO, who granted 8,297 options to seven employees for retention and to recognize performance.
Non-Compete
and Non-Solicitation
We are mindful of the demand for experienced and talented railroaders, particularly those with backgrounds in precision scheduled railroading. To manage near-term retention risk, our long-term incentive award agreements contain
non-compete,
non-solicitation
and other restrictive clauses, including non-disclosure
restrictions. 23
2020 long-term incentive awards
To determine the appropriate value of long-term incentive grants provided to the NEOs, the Compensation Committee considers the practices of our comparator group and internal factors, including executive retention, dilutive impact and long-term value creation.
Target award levels are set based on a percentage of salary. The table below shows the 2020 long-term incentives targets and grant awarded in 2020 for the NEOs.
| 2020 long-term |
2020 long-term |
|||||||||||||||||||||||||||||||||||
incentive |
incentive |
Allocation |
||||||||||||||||||||||||||||||||||
target |
award |
Performance share units |
Stock options |
|||||||||||||||||||||||||||||||||
Executive |
(as a % of salary) |
|
(grant value) ($) (1) |
|
($) |
(#) |
|
($) |
(#) |
|||||||||||||||||||||||||||
| Keith Creel (2),(3) |
560% | 10,983,025 | 6,826,446 | 19,144 | 4,156,579 | 57,432 | ||||||||||||||||||||||||||||||
| Nadeem Velani (4) |
300% | 2,975,517 | 1,818,076 | 5,172 | 1,157,441 | 17,455 | ||||||||||||||||||||||||||||||
| John Brooks (2) |
275% | 2,491,031 | 1,548,288 | 4,342 | 942,743 | 13,026 | ||||||||||||||||||||||||||||||
| Mark Redd (2),(4) |
250% | 1,833,492 | 1,139,643 | 3,196 | 693,849 | 9,587 | ||||||||||||||||||||||||||||||
| Jeffrey Ellis |
200% | 1,338,239 | 817,705 | 2,326 | 520,534 | 7,850 | ||||||||||||||||||||||||||||||
| (1) | See the summary compensation table on page 39 for details about how we calculated the grant date fair values of the PSUs and stock options. Both were calculated in accordance with FASB ASC Topic 718. |
| (2) | The grant value of the awards based on the NYSE trading price has been converted to Canadian dollars using a 2020 average exchange rate of $1.3415. |
| (3) | Effective January 1, 2020, Mr. Creel’s long-term incentive target was increased to 660 percent of his base salary; however consistent with Mr. Creel’s 2017 employment agreement (as amended January 1, 2019), his LTIP target has been reduced by 100% to fund an upfront performance options grant that he received in 2017. Therefore, his target was 560 percent of his base salary in 2020. |
| (4) | Mr. Velani and Mr. Redd elected to defer a proportion of their 2020 PSU award to DSUs. |
Performance share units (PSUs)
PSUs focus executives on achieving medium-term goals within a three-year performance period. The Board sets performance measures, thresholds and targets at the beginning of the performance period.
The number of units that vest is based on our performance over the three-year period. We must achieve threshold performance on a measure, otherwise the payout factor for that measure is zero and a portion of the award is forfeited. If performance is exceptional on a measure, the Board may approve a payout of 200 percent. PSUs earn additional units as dividend equivalents at the same rate as dividends paid on our shares. The award is paid out in cash on the number of units earned and the average closing share price for 30 trading days prior to end of the performance period on TSX or NYSE. However, PSU awards may also be paid out in shares purchased on the open market, on the CEO’s recommendation, using the
after-tax
value. 24
2020 PSU awards
The performance period for the 2020 PSU awards is January 1, 2020 to December 31, 2022. Performance will be assessed against the measures in the table below. Awards will be interpolated if results fall between threshold and exceptional.
| 2020 PSU performance measures |
Why the measure is important |
Threshold (50%) |
Target (100%) |
Exceptional (200%) |
Weighting |
|||||||||||||
| PSU three-year average return on invested capital (ROIC) Net operating profit after tax divided by average invested capital |
Focuses executives on the effective use of capital as we grow Ensures shareholders’ capital is employed in a value-accretive manner |
15.3% | 16.0% | 16.7% | 70% | |||||||||||||
| Total shareholder return (TSR) Measured over three years. The percentile ranking of CP’s TSX Compound Annual Growth Rate (CAGR) relative to the companies that make up the S&P/TSX 60 |
Compares our TSR on the TSX to the broader S&P/TSX 60 to reflect our progress relative to the Canadian market Aligns long-term incentive compensation with long-term shareholder interests |
|
25th percentile |
|
50th percentile |
|
75th percentile |
15% | ||||||||||
| Total shareholder return (TSR) Measured over three years. The ordinal ranking of CP’s NYSE CAGR relative to the Class 1 Railroads |
Compares our TSR on the NYSE to the publicly traded Class 1 Railroads to ensure we are competitive against our primary competitors. Aligns long-term incentive compensation with long-term shareholder interests |
4th | 3rd | 1st | 15% | |||||||||||||
At the end of the three-year performance period, the starting point for determining relative TSR will be the
10-day
average closing share price of our shares on the appropriate index prior to January 1, 2020 and the closing point will be the 10-day
average closing share price of our shares on the appropriate index prior to January 1, 2023. TSR is adjusted over the period to reflect dividends paid. The payout multiplier is interpolated if our performance falls between 50 and 200 percent. If results are below the threshold level for any of the performance measures, units for that specific measure will be forfeited. We calculated the number of PSUs to be granted to each executive by dividing the grant value by the theoretical value of a PSU (using the Willis Towers Watson binomial lattice model methodology), applied to our
30-day
average closing share price on the TSX or the NYSE prior to the day of the grant. The table below shows the details of the 2020 annual PSU award grant. The grant value of the PSU awards based on the NYSE trading price have been converted to Canadian dollars using a 2020 average exchange rate of $1.3415.
| Executive |
Grant value ($) |
Number of PSUs |
Grant price |
|||||||||
| Keith Creel |
|
6,826,446 |
|
|
19,144 |
|
US$ |
265.81 (NYSE) |
| |||
| Nadeem Velani (1) |
|
1,818,076 |
|
|
5,172 |
|
|
$351.55 (TSX) |
| |||
| John Brooks |
|
1,548,288 |
|
|
4,342 |
|
US$ |
265.81 (NYSE) |
| |||
| Mark Redd (1) |
|
1,139,643 |
|
|
3,196 |
|
US$ |
265.81 (NYSE) |
| |||
| Jeffrey Ellis |
|
817,705 |
|
|
2,326 |
|
|
$351.55 (TSX) |
| |||
| (1) | Mr. Velani and Mr. Redd elected to defer a proportion of their 2020 PSU award to DSUs. |
New for 2021 PSU awards
As we continue to focus on growth and the effective use of capital investments, the Board has approved increasing the maximum payout opportunity for the PSU measure, ROIC from 200 percent to 270 percent. The targets for ROIC have been set with stretch goals to motivate strong performance over the next three years. This will result in an overall maximum payout opportunity of 249 percent for the 2021 PSU awards for all eligible employees. Other PSU performance measures and all weightings from our 2020 PSU awards remain the same.
25
Stock options
Stock options focus executives on longer term performance. The management stock option incentive plan was introduced in October 2001. Stock options granted before 2017 expire 10 years from the date of grant and generally vest 25 percent each year over four years, beginning on the first anniversary of the grant date. Options awarded on or after January 1, 2017 have a seven-year term and vest 25 percent each year beginning on the first anniversary date of the grant. The grant price is the last closing price of our common shares on the TSX or the NYSE on the applicable grant date. Options only have value for the holder if our current share price increases above the grant price before the expiry of the option.
For all grants, if the expiry date falls within a blackout period, the expiry date will be extended to 10 business days following the last date of the blackout period. If a further blackout period is imposed before the end of the extension, the term will be extended another 10 days after the end of the additional blackout period.
2020 stock option awards
We calculated the number of options to be granted to each executive by dividing the grant value by the theoretical value of an option (using the Willis Towers Watson binomial option pricing methodology), applied to our
30-day
average closing share price on the TSX or the NYSE prior to the day of the grant, as applicable. The table below shows the details of the 2020 annual stock option award grant.
| Executive |
Grant value ($) (1) |
# of options |
Grant price |
|||||||||
| Keith Creel |
|
4,156,579 |
|
|
57,432 |
|
US$ |
265.81 (NYSE) |
| |||
| Nadeem Velani |
|
1,157,441 |
|
|
17,455 |
|
|
$351.55 (TSX) |
| |||
| John Brooks |
|
942,743 |
|
|
13,026 |
|
US$ |
265.81 (NYSE) |
| |||
| Mark Redd |
|
693,849 |
|
|
9,587 |
|
US$ |
265.81 (NYSE) |
| |||
| Jeffrey Ellis |
|
520,534 |
|
|
7,850 |
|
|
$351.55 (TSX) |
| |||
| (1) | The grant value of the stock option awards based on the NYSE trading price have been converted to Canadian dollars using a 2020 average exchange rate of $1.3415. |
About the stock option plan
The table below sets out the limits for issuing options under the plan:
| As a percent of the number of shares outstanding | ||
| Maximum number of shares that may be reserved for issuance to insiders as options |
10% | |
| Maximum number of options that may be granted to insiders in a one-year period |
10% | |
| Maximum number of options that may be granted to any insider in a one-year period |
5% | |
| As a percent of the number of shares outstanding at the time the shares were reserved | ||
| Maximum number of options that may be granted to any person |
5% |
We measure dilution by determining the number of options available for issuance and the number of options outstanding as a percentage of outstanding shares. Our potential dilution at the end of 2020 was 1.7 percent. Notwithstanding the limits noted above, the dilution level, measured by the number of options available for issuance as a percentage of outstanding shares continues to be capped, at the discretion of the Board, at 7 percent.
The table below shows the burn rate for the last three fiscal years, calculated by dividing the number of stock options granted in the fiscal year by the weighted average number of outstanding shares for the year.
| as at December 31 |
2018 |
2019 |
2020 |
|||||||||
| Number of options granted |
|
282,125 |
|
|
224,730 |
|
|
217,240 |
| |||
| Weighted number of shares outstanding |
|
142,885,817 |
|
|
138,771,939 |
|
|
135,438,610 |
| |||
| Burn rate |
|
0.20% |
|
|
0.16% |
|
|
0.16% |
| |||
26
The table below shows the options outstanding and available for grant from the stock option plan as at December 31, 2020.
| Number of options/shares |
Percent of outstanding shares |
|||||||
| Options outstanding (as at December 31, 2020) |
|
1,387,366 |
|
|
1.04 |
% | ||
| Options available to grant (as at December 31, 2020) |
|
895,969 |
|
|
0.67 |
% | ||
| Shares issued on exercise of options in 2020 |
|
285,068 |
|
|
0.21 |
% | ||
| Options granted in 2020 |
|
217,240 |
|
|
0.16 |
% | ||
Since the launch of the stock option plan in October 2001, a total of 18,078,642 shares have been available for issuance under the plan and 15,795,307 shares have been issued through the exercise of options.
Making changes to the stock option plan
The Board can make the following changes to the stock option plan without shareholder approval:
| • | changes to clarify information or to correct an error or omission |
| • | changes of an administrative or a housekeeping nature |
| • | changes to eligibility to participate in the stock option plan |
| • | terms, conditions and mechanics of granting stock option awards |
| • | changes to vesting, exercise, early expiry or cancellation |
| • | amendments that are designed to comply with the law or regulatory requirements |
The Board must receive shareholder approval to make other changes, including the following, among other things:
| • | an increase to the maximum number of shares that may be issued under the plan |
| • | a decrease in the exercise price |
| • | a grant of options in exchange for, or related to, options being cancelled or surrendered |
The Board has made two amendments to the stock option plan since it was introduced in 2001:
| • | on February 28, 2012, the stock option plan was amended so that a change of control would not trigger accelerated vesting of options held by a participant, unless the person is terminated without cause or constructively dismissed; and |
| • | on November 19, 2015, the stock option plan was amended to provide net stock settlement |
Payout of 2018 PSU award
On December 31, 2020, the 2018 PSU grant for the performance period of January 1, 2018 to December 31, 2020 vested and was paid out on February 5, 2021.
The NEOs and all other eligible employees received a total payout of 200 percent on the award. The table below shows the difference between the actual payout value and the target grant value for each NEO.
2018 targetgrant value($)(1)2018 PSUaward(# of units)Dividendequivalents(# of units)2018 PSUperformancefactor(0-200%)Market shareprice(2)PSU value($)(3)4,369,7571,199,385424,798406,650384,53118,300 5,2121,7791,7031,671540154525049200%US$335.39$432.25US$335.39US$335.39$432.2516,089,9674,639,0311,564,1561,497,3341,487,303 [ + ] X = Keith Creel Nadeem Velani John Brooks Mark Redd Jeffrey Ellis
| (1) | The grant value for Mr. Creel, Mr. Brooks and Mr. Redd was converted to Canadian dollars using an exchange rate of $1.2957 for 2018. |
| (2) | Reflects the 30-day average closing share price prior to December 31, 2020 on the TSX ($432.25) and NYSE (US$335.39) when both markets were open. |
| (3) | The PSU payout value for Mr. Creel, Mr. Brooks and Mr. Redd was converted using a 2020 year-end exchange rate of $1.2732. |
27
How we calculated the 2018 PSU performance factor
The PSU performance factor for the three-year period from January 1, 2018 to December 31, 2020 is 200 percent, as shown in the table below. The payout value has been calculated in accordance with the terms of the PSU plan and the 2018 award agreement.
| PSU performance measures |
Threshold (50%) |
Target (100%) |
Maximum (200%) |
PSU result |
Weighting |
PSU performance factor |
||||||||||||||||||
| 3 Year Average Adjusted Return on Invested Capital (1) |
|
14.5% |
|
|
15.0% |
|
|
15.5% |
|
|
16.6% |
|
|
60% |
|
|
200% |
| ||||||
| TSR to S&P/TSX Capped Industrial Index |
|
25th percentile |
|
|
50th percentile |
|
|
75th percentile |
|
|
85th percentile |
|
|
20% |
|
|
200% |
| ||||||
| TSR to S&P 1500 Road and Rail Index |
|
25th percentile |
|
|
50th percentile |
|
|
75th percentile |
|
|
88th percentile |
|
|
20% |
|
|
200% |
| ||||||
| PSU performance factor |
|
200% |
| |||||||||||||||||||||
| (1) | Adjusted Return on Invested Capital is a non-GAAP measure. Non-GAAP measures are defined and reconciled on pages 61-69 of CP’s Annual Report on Form 10-K for the year ended December 31, 2020. |
KEITH E. CREEL
 |
Mr. Creel has been President and Chief Executive Officer (CEO) since his appointment on January 31, 2017. He joined CP in February 2013 as President and Chief Operating Officer (COO). Prior to joining CP, Mr. Creel had a very successful operating career that began in 1992 at Burlington Northern as a management trainee in operations, which later led to his appointment to EVP and COO at CN in 2010. Mr. Creel obtained a Bachelor of Science in marketing from Jacksonville State University and completed the Advanced Management Program at the Harvard Business School. He served as a commissioned officer in the U.S. Army and is a Persian Gulf War veteran. At CP, our purpose is to deliver transportation solutions that connect North America to the world. By doing this safely and efficiently, we create long-term, sustainable value for our employees, shareholders and the broader economy. From our multi-year strategic business plans to our daily operations and sales and marketing playbooks, everything we do is driven by, and tested against, our purpose and our values of accountability, diversity and pride. | |
Accomplishments in 2020
This past year, we could not have anticipated the impact of the
COVID-19
pandemic. We took measures to protect our employees, our customers and the communities in which we operate. Through collaboration, adaptability, accountability and partnership with union leadership and CP employees, our heroic front-line essential workers rose to the challenge to support the North American economy and continue to provide goods and services at a critical time in the world’s history. Under Mr. Creel’s leadership, our world-class railroaders took the global pandemic as an opportunity to demonstrate our resilient, industry-leading culture which will continue to propel us into the future. To acknowledge these extraordinary efforts, we provided each of our union employees who worked or were laid off in 2020 with a one-time
gross payment of $1,500. Despite the pandemic, our employees continued to serve our customers, neighbours and communities. We continued to focus on our five foundations designed to achieve our goal of being the best railroad in North America by providing service, controlling costs, optimizing assets, operating safely and developing people. In 2020, we dedicated further focus on environmental, social, and governance (ESG) objectives including diversity and inclusion initiatives, innovative technology and driving safety improvements which further enable long-term sustainable, profitable growth.
Led by Mr. Creel, we were able to achieve our lowest-ever yearly operating ratio in 2020 of 57.1 percent. This is a result of the company’s disciplined approach to precision scheduled railroading. Despite challenging macroeconomic conditions, including the
COVID-19
pandemic, revenues only decreased by 1 percent to $7.71 billion from $7.79 billion in 2019. Diluted earnings per share (EPS) increased 3 percent to a record $17.97 from $17.52 and adjusted diluted EPS(1)
rose 7.5 percent to a record $17.67 from $16.44.(1) |
Adjusted diluted EPS is a non-GAAP measure. Non-GAAP measures are defined and reconciled on pages 61-69 of CP’s Annual Report on Form 10-K for the year ended December 31, 2020. |
28
Throughout 2020, we continued to invest in our people by progressing our focus on diversity and inclusion with the establishment of our Diversity Commitment. Our Indigenous, racial and gender diversity councils work to ensure we create a feedback rich environment which supports our corporate direction and provides education to facilitate a deeper understanding of one another. We continue to invest in our employees through our foundational leadership programs as well as new leadership initiatives. In 2020, we launched a new program aimed at front line leaders, as well as introducing CP’s new leadership competency framework designed to drive results, provide thought leadership, lead by example and coach and develop talent. CP’s veteran program was recognized by Canada’s Best Diversity Employers
®
of 2020 and we were named in the top 10 Military Friendly®
employers in the United States for 2021. We accelerated key safety initiatives this year which include: leveraging 10 analytics to develop the train inspection portal, the first to be approved by Transport Canada, implementing cold wheel technology to proactively monitor the heat imprint on wheel braking systems and implementing a broken rail detection system at a fraction of the cost of the traditional centralized traffic control method.
By using the train inspection portal, we can detect 87 percent more defects than manual inspection, which achieves safety improvements and better asset management. To proactively address the working activity of the braking system, our cold wheel technology monitors the wheel temperature instead of air temperature. Currently in use for coal and potash trains, we anticipate further use cases with grain, sulphur and intermodal trains. The broken rail detection system was implemented in
non-signal
dark territory which allows notification of a broken rail before a derailment occurs. The result is improved safety and performance creating better outcomes for our customers and the communities in which we operate. Our commitment to the Home Safe program is unwavering, as it empowers all employees to begin a safety conversation, regardless of seniority or position, in the workplace and at home. This program, along with a personal commitment from each of our employees, has resulted in industry-leading 0.96 Federal Railroad Administration (FRA) train accidents per million train miles and 22 percent improvement in FRA Personal Injury frequency ending the year at 1.11. Operating safely is a constant journey evidenced by CP hosting its second Safety Awards for Excellence, celebrating outstanding employee safety leadership.
We recognize that long-term sustainable growth requires ambitious vision. Led by Mr. Creel, we continued the next stages of our growth, building on our culture of innovation to adapt our business and continue to work with all stakeholders to position CP for a sustainability driven future. Looking ahead, we continue to confront the challenge of climate change. We released our first climate statement in July 2020 to underscore our commitment to being a leader in the North American transition to a low carbon future. At CP, we have improved our fuel efficiency by 43 percent since 1990 and currently, CP is 13.8 percent better than the North American Class 1 freight railway average.
We acknowledge that fuel efficiency alone is not enough and we are leveraging emerging technologies, renewable fuels, partnerships and innovative ways of running our business. Our commitment includes: setting a science-based target to reduce our emissions in line with the Paris Agreement, conducting scenario analysis to understand the range of possible impacts from climate change as they relate to our business and we plan to formalize the integration of climate-related risks into our enterprise risk-management mitigation strategies.
Mr. Creel has led our operational excellence by driving actionable results, including, developing one of the largest private solar operations in the province of Alberta to come online in early 2021 generating up to five megawatts of electricity while avoiding an estimated 2,600 tonnes of carbon emissions a year, equal to taking 570 cars off the road. Through our fleet modernization program, economic efficiency continues to progress with: high-efficiency product grain trains moving 40 percent more grain than the standard traditional grain trains; and trip optimizers to be installed on 85 percent of our high-powered line locomotives by 2025. We are adapting our business and operations to changing conditions in order to fight against climate change including a pilot project for a hydrogen-powered locomotive, which supports the decarbonization of the freight transportation sector.
CP was recognized for our leadership in sustainability by being named to the 2020 Dow Jones Sustainability Index North America. We are proud to have achieved a leadership level score of
A-
for our 2020 climate change disclosure reporting as evaluated by CDP, an internationally recognized non-profit
organization that assesses companies on their climate-related performance and transparency. CP’s progress was featured as a “Story of Change” by CDP, intended to inspire other companies. 29
Mr. Creel spearheaded our efforts to extend our reach through various initiatives in 2020 including a strategic multi-year agreement with A.P. Moller-Maersk benefiting North American customers and the environment, and the Hapag-Lloyd AG extension of our long-term rail service agreement. We joined the TradeLens blockchain shipping platform, opened a new multi-commodity transload facility in Montréal, Québec and expanded our reach to the Port of Saint John, New Brunswick. In 2020, we also successfully completed the acquisition and commercial integration of Central Maine and Québec Railway (CMQ) and acquired full ownership of the Detroit River Rail Tunnel resulting in reduced operating costs for CP.
Even with the challenges presented by the
COVID-19
pandemic, Mr. Creel held town hall meetings to connect with employees, and met regularly with external stakeholders, including investors, industry associations, government, regulators, customers and policy makers. We are proud to share that Mr. Creel was named Railway Age 2021 Railroader of the Year. Institutional Investor’s 2020 All-Canada
Executive Team named CP top-ranked
in capital goods/industrial sector, recognizing Mr. Creel as the top CEO. 2020 compensation
The table below shows the compensation awarded to Mr. Creel for 2020. The assessment was reviewed by the Compensation Committee, and reviewed and approved by the Board.
 |
Compensation (in CAD $‘000) |
2020 |
||||
| Fixed |
||||||
| Salary |
|
1,601 |
| |||
| At-risk |
||||||
| Short-term incentive |
|
3,442 |
| |||
| Long-term incentive |
||||||
| - PSUs |
|
6,826 |
| |||
| - Stock options |
|
4,157 |
| |||
| Total direct compensation |
|
16,026 |
| |||
| Total target direct compensation |
|
12,569 |
| |||
| Note: All values above are derived from the Summary Compensation Table on page 39 Total direct compensation includes base salary, actual short-term paid and actual long-term incentive grants Total target direct compensation includes base salary, target short-term and target long-term incentives |
||||||
2021 compensation
The Compensation Committee, in collaboration with FW Cook, conducted a comprehensive review of Mr. Creel’s compensation in conjunction with competitive market information as well as corporate and individual performance. In order to align Mr. Creel’s 2021 compensation with CP performance levels and Class 1 Railroad CEOs, we have increased his 2021 target LTIP award by US$1 million (C$1.34 million). No changes were made to Mr. Creel’s base salary or target STIP percentage.
Realized and realizable pay
The value of Mr. Creel’s incentive compensation is based on our performance over the period and, for the long-term incentive, our share price when the awards vest. The graph below shows the three-year average of Mr. Creel’s granted and realized and realizable pay from 2018 to 2020.
30
 |
Summary compensation table. Realized and realizable. • the value of vested 2018 PSUs paid in February 2021 was calculated using the 30-day average trading price of our shares prior to December 31, 2020 of US$335.39 on the NYSE with a performance multiplier of 2.0 and includes reinvested dividends up to the payment date• the value of unvested 2019 and 2020 PSUs are based on the closing price of our shares on December 31, 2020 of US$346.69 on the NYSE with a performance multiplier of 1.0 and includes reinvested dividends • the value of unvested/unexercised stock options is based on the closing price of our shares on December 31, 2020 of US$346.69 on the NYSE • the values for salary earned and actual cash bonus are as disclosed in the summary compensation table on page 39 • the value of any realized and realizable PSUs and stock options have been converted into Canadian dollars using the 2020 year-end exchange rate of $1.2732 |
Pay linked to shareholder value
The table below shows Mr. Creel’s total direct compensation in Canadian dollars in each of the last three years, compared to its realized and realizable value as at December 31, 2020. We also compare the realized and realizable value of $100 awarded in total direct compensation to Mr. Creel in each year to the value of $100 invested in shares on the first trading day of the period, assuming reinvestment of dividends, to show a meaningful comparison of shareholder value.
| (in CAD $‘000) |
Value of $100 |
|||||||||||||||||||
| Compensation awarded ($) |
Realized and realizable value of compensation as at December 31, 2020 ($) |
Period |
Keith Creel ($) |
Shareholder ($) |
||||||||||||||||
| 2018 |
|
11,491,066 |
|
|
29,528,025 |
|
|
Jan 1, 2018 to Dec 31, 2020 |
|
|
257 |
|
|
199 |
| |||||
| 2019 |
|
14,029,129 |
|
|
24,107,429 |
|
|
Jan 1, 2019 to Dec 31, 2020 |
|
|
172 |
|
|
187 |
| |||||
| 2020 |
|
16,026,481 |
|
|
19,467,579 |
|
|
Jan 1, 2020 to Dec 31, 2020 |
|
|
121 |
|
|
135 |
| |||||
Mr. Creel’s compensation awarded values are as disclosed in the summary compensation table. Mr. Creel’s realized and realizable value for salary earned and actual bonus received have been converted to Canadian dollars using the following average exchange rates: $1.2957 for 2018, $1.3269 for 2019 and for $1.3415 for 2020. The value of any realized and realizable long-term incentive is converted into Canadian dollars using the 2020
year-end
exchange rate of $1.2732. 31
NADEEM S. VELANI
 |
Mr. Velani has been Executive Vice-President and Chief Financial Officer since October 17, 2017. Mr. Velani joined CP in March 2013 after spending approximately 15 years with CN where he held a variety of leadership positions in financial planning, sales and marketing, investor relations and the Office of the President and CEO. Mr. Velani is a key member of the CP senior management team responsible for the long-term strategic direction of the Company. Responsibilities include financial planning, investor relations, reporting and accounting systems, as well as pension, tax, treasury and internal audit functions. Mr. Velani obtained a Bachelor of Economics from Western University and an MBA in Finance/International Business from McGill. |
Accomplishments in 2020
In 2020, Mr. Velani executed the Company’s strategic multi-year plan to drive sustainable profitable growth, and despite the challenging economic environment due to the
COVID-19
pandemic, we were able to achieve our lowest-ever yearly operating ratio in 2020. We achieved an operating ratio in 2020 of 57.1 percent, an improvement of 280 bps year over year. With Mr. Velani’s leadership, CP was recognized for our leadership in sustainability, being named to the 2020 Dow Jones Sustainability Index (DJSI) North America. The index measures corporate sustainability leaders’ performance through a comprehensive assessment of economic, environmental and social criteria. The top companies were selected this year from a record number of participants in the 2020 Corporate Sustainability Assessment.
Throughout 2020, we have delivered strong financial results and operational performance. Mr. Velani leveraged the accounting and planning function to provide insights to drive business results and work collaboratively with the operations and sales and marketing teams. We aligned budgeted expense and resources to support growth at low incremental costs while not compromising service or safety excellence, and continued to implement our pension asset management strategy. Mr. Velani delivered on the capital allocation strategy, adjusting to the market while continuing to drive long-term shareholder return, resulting in a diluted earnings per share (EPS) increased 3 percent to $17.97 from $17.52 and adjusted diluted EPS
(1)
rose 7.5 percent to $17.67 from $16.44. In addition, Mr. Velani championed company-wide leadership development programs as co-chair
of CP’s Diversity and Leadership Steering Committee. Financial Executives International Canada, PwC Canada and Robert Half recognized Mr. Velani as Canada’s CFO of the Year for 2020 as a result of significant contributions to business in Canada. Institutional Investor’s 2020
All-Canada
Executive Team named Mr. Velani as the top CFO in the capital goods/industrials sector. In addition, Mr. Velani was recognized as one of the inaugural Canada’s 50 Best Executives 2020 by the Globe and Mail’s Report on Business. 2020 compensation
The table below is a summary of the compensation awarded to Mr. Velani for 2020. The assessment was reviewed by the Compensation Committee, and reviewed and approved by the Board.
 |
Compensation (in CAD $’000) |
2020 |
||||
| Fixed |
||||||
| Salary |
|
790 |
| |||
| At-risk |
||||||
| Short-term incentive |
|
1,263 |
| |||
| Long-term incentive |
||||||
| - PSUs |
|
1,818 |
| |||
| - Stock options |
|
1,157 |
| |||
| Total direct compensation |
|
5,028 |
| |||
| Total target direct compensation |
|
3,982 |
| |||
| Note: All values above are derived from the summary compensation table on page 39 Mr. Velani elected to defer a proportion of his 2020 PSUs to DSUs Total direct compensation includes base salary, actual short-term paid and actual long-term incentive grants Total target direct compensation includes base salary, target short-term and target long-term incentives |
| |||||
| (1) | Adjusted diluted EPS is a non-GAAP measure. Non-GAAP measures are defined and reconciled on pages 61-69 of CP’s Annual Report on Form 10-K for the year ended December 31, 2020. |
32
JOHN K. BROOKS
 |
Mr. Brooks has been Executive Vice-President and Chief Marketing Officer (CMO) since February 14, 2019 after having served as Senior Vice-President and Chief Marketing Officer from February 2017. Mr. Brooks started his railroading career with Union Pacific and later helped start I&M Rail Link, LLC, which was purchased by the Dakota, Minnesota and Eastern Railroad (DM&E) in 2002. When CP acquired the DM&E in 2007, Mr Brooks was Vice-President of Marketing. With more than 26 years in the railroading business, Mr. Brooks has held senior responsibilities in all lines of business, including coal, chemicals, merchandise products, grain and intermodal. Mr. Brooks is responsible for strengthening relationships with existing customers, generating new opportunities for growth, enhancing the value of the Company’s service offerings and developing strategies to optimize CP’s business. |
Accomplishments in 2020
Throughout 2020, Mr. Brooks was focused on proactive customer engagement and adapting to rapid market changes due to the
COVID-19
pandemic. This included measuring customer experience, which in turn resulted in record customer experience levels, and hosting virtual customer advisory council meetings, where Mr. Brooks engaged directly with key customers. These discussions allow us to better understand how we can further strengthen our service offering and enhance customer communications by leveraging technology and innovation to support sustainable growth. Leading the sales and marketing team we were able to secure a multi-year rail agreement with A.P. Moller-Maersk to move freight through the ports of Vancouver and Montréal. This aligns with our commitment to sustainability, and this project will help reduce carbon emissions as a result of traffic being diverted to rail instead of truck. In addition, Hapag-Lloyd AG will begin regular service to the Port of Saint John, New Brunswick starting in 2021. In 2020, Mr. Brooks led ESG-related
training for the sales and marketing organization and embedded ESG reviews, including a sustainability measure into business cases and customer communications. Additional accomplishments included commercially completing the onboarding of the recently acquired Central Maine & Québec Railway (CMQ) which creates the opportunity to move products for every line of business in our portfolio, the ongoing development of the sales and marketing team, revenue growth, improving the quality of revenue, customer relationships and network development by expanding our reach through new market offerings, transloads and short lines and enhancing our product offering.
Mr. Brooks continues to lead and champion the expansion of our footprint and network upgrades to increase capacity, growth for our shareholders and customers, while sustaining industry-leading performance and efficiency. In 2020, CP realized gains in intermodal, automotive, forest products, energy, chemicals and plastics. Across all lines of business, there were key contract wins throughout the year that set us up well for 2020 and beyond.
Mr. Brooks lives by our values of accountability, diversity and pride. We are accountable to our customers to drive sustainable profitable growth and deliver for their supply chain to the market. We leverage our different backgrounds, experiences and perspectives to achieve creative supply chain solutions for our customers. For Mr. Brooks, pride is about professionalism and passion. By leveraging our values, CP is able to deliver for our customers, neighbours and communities. Mr. Brooks brings a breadth of experience to the CMO role that will continue to be pivotal to our continued growth and future success.
33
2020 compensation
The table below is summary of the compensation awarded to Mr. Brooks for 2020. The assessment was reviewed by the Compensation Committee, and reviewed and approved by the Board.
 |
Compensation (in CAD $’000) |
2020 |
||||
| Fixed |
||||||
| Salary |
|
735 |
| |||
| At-risk |
||||||
| Short-term incentive |
|
1,150 |
| |||
| Long-term incentive |
||||||
| - PSUs |
|
1,548 |
| |||
| - Stock options |
|
943 |
| |||
| Total direct compensation |
|
4,376 |
| |||
| Total target direct compensation |
|
3,439 |
| |||
| Note: All values above are derived from the summary compensation table on page 39 Total direct compensation includes base salary, actual short-term paid and actual long-term incentive grants Total target direct compensation includes base salary, target short-term and target long-term incentives |
| |||||
34
MARK A. REDD
 |
Mr. Redd has been Executive Vice-President Operations since September 1, 2019, bringing to his role considerable leadership experience in rail operations and safety excellence. He joined CP in October 2013 as General Manager Operations U.S. West and has held various leadership positions. In February 2017, he became Senior Vice-President Operations Western Region. Mr. Redd was proudly named CP’s 2016 Railroader of the Year. He leads the 24/7 operations of our network, which includes responsibility for network transportation, operations, mechanical, engineering, procurement and labour relations. Mr. Redd began his railroading career at Midsouth Rail in Jackson, Mississippi, and then moved to Kansas City Southern (KCS) as an engineer and was eventually appointed Vice-President Transportation. He is also a former Chairman of the operating board for the Port Terminal Railroad Association in Houston, Texas. Mr. Redd holds a Bachelor and Master of Science in Management from University of Phoenix and Executive MBA from the University of Missouri – Kansas City. |
Accomplishments in 2020
With the challenges presented by the
COVID-19
pandemic in 2020, Mr. Redd embraced the opportunity to partner with union leadership to support our front-line essential workers in delivering goods and services when the North American economy needed us most. The operations team also continued to focus on progressing safety excellence with 2020 marking the 15th
consecutive year that CP led the industry by achieving its lowest ever Federal Railroad Administration (FRA)-reportable rates for both personal injuries and train accidents. 2020 saw FRA-reportable
personal injuries down 22 percent from 2019 with a frequency of 1.11, and FRA-reportable
train accident frequency improved by 9 percent from the previous year to 0.96. Leveraging our five foundations, precision scheduled railroading model, proactively engaging with employees and managing the operations efficiently, Mr. Redd’s team continues to deliver world-class service to our customers as evidenced by exceeding trip plan goals, achieving on time train departure and network fluidity. Under Mr. Redd’s leadership, we had record setting operational performance in average train weights and train lengths in 2020, which improved operating efficiencies throughout our network and reinforced our commitment to sustainable growth and fighting climate change. Our Fuel Trip Optimizer (FTO) is one of the ways we are improving our overall fuel efficiency. We are nearly 75 percent complete in our subdivision rollout of new FTO enhancements, which allow us to increase FTO miles and, in turn, improve efficiency and reduce emissions.
We reached another milestone in our
10-year
journey towards the full activation of our Positive Train Control (PTC) system. We have successfully deployed our PTC system throughout all of our required U.S. subdivisions and met the mandated FRA criteria on December 31, 2020. We continue to work with our industry partners on system improvements. The Railway Association of Canada (RAC) recognized CP with a 2020 Safety Award for our wheel inspection technology. The system uses an array of 30 electromagnetic sensors embedded into the head of the rail, which proactively senses wheels with subsurface conditions that could lead to a broken wheel. We are the first in North America at practical operational implementation capacity. Mr. Redd leads and fosters the development of a diverse and inclusive operations team by continuing to spearhead our Home Safe program, leadership training, mentoring emerging leaders and providing ongoing operations updates with frequent visits to the field throughout the pandemic to support the operating team. Mr. Redd is proud to
co-chair
our Diversity and Leadership Steering Committee. In addition, we recognize the tremendous commitment and the outstanding efforts of our employees through CP’s Safety Awards. Employees provide thoughtful feedback on our safety walkabouts making us a safer CP family and ensuring we go home safe. 35
2020 compensation
The table below is a summary of the compensation awarded to Mr. Redd for 2020. The assessment was reviewed by the Compensation Committee and reviewed and approved by the Board.
 |
Compensation (in CAD $’000) |
2020 |
||||
| Fixed |
||||||
| Salary |
|
595 |
| |||
| At-risk |
||||||
| Short-term incentive |
|
827 |
| |||
| Long-term incentive |
||||||
| - PSUs |
|
1,140 |
| |||
| - DSUs |
|
15 |
| |||
| - Stock options |
|
694 |
| |||
| Total direct compensation |
|
3,271 |
| |||
| Total target direct compensation |
|
2,574 |
| |||
| Note: All values above are derived from the summary compensation table on page 39 Total direct compensation includes base salary, actual short-term paid and actual long-term incentive grants Total target direct compensation includes base salary, target short-term and target long-term incentives |
| |||||
36
JEFFREY J. ELLIS
 |
Mr. Ellis has been Chief Legal Officer and Corporate Secretary since November 23, 2015. Mr. Ellis is accountable for the overall strategic leadership, and has oversight for the performance of the legal, corporate secretarial, government relations and public affairs functions at CP. Prior to joining CP in 2015, Mr. Ellis was the U.S. General Counsel at BMO Financial Group. Before joining BMO in 2006, Mr. Ellis was in private practice in Ontario. Mr. Ellis holds a BA and MA from the University of Toronto, JD and LLM degrees from Osgoode Hall Law School as well as an MBA from Western University. Mr. Ellis is a member of the bars of New York, Illinois, Ontario and Alberta. |
Accomplishments in 2020
Mr. Ellis and his team provide strategic guidance and have accountability for legal, communications and government affairs matters. Mr. Ellis’ team has been instrumental in facilitating communications and providing legal advice and support to the CP pandemic team during this unprecedented time of the
COVID-19
pandemic. His team also contributed to the execution of a strategic multi-year agreement with A.P. Moller-Maersk utilizing CP’s multi-commodity transload facility on the west coast. This strategic initiative will convert truck traffic to rail in the Vancouver market, thus reducing greenhouse gas emissions. In addition, Mr. Ellis’ team provided important support to facilitate the completion of CP’s purchase of the Central Maine & Québec Railway (CMQ) network, as well as the acquisition of the Detroit River Rail Tunnel resulting in future reduced operating costs for CP related to the movement of goods through the tunnel. Mr. Ellis has built a high-performing legal, corporate secretarial, government affairs and communications team to facilitate CP’s achievement of our business objectives, providing advice and strategic thinking to various internal stakeholders. Mr. Ellis’ Corporate Secretary responsibilities include corporate governance practices, compliance with CP’s Code of Business Ethics and providing strategic guidance to CP’s senior management and its Board of Directors.
As a strong advocate for diversity and inclusion, Mr. Ellis is the chair of CP’s Indigenous Diversity Council founded in 2020, and is a member of the Executive Committee for Legal Leaders for Diversity and Inclusion. Mr. Ellis was a member of the Association of Canadian General Counsel (ACGC) Executive Committee (2018 to 2020), and is a former President of the ACGC. In 2020, with Mr. Ellis’ guidance, the Globe and Mail’s Board Games annual survey of corporate boards in Canada ranked CP second out of 221 S&P/TSX Composite companies based on its governance and executive compensation practices. Mr. Ellis is currently a Board member of the Railway Association of Canada.
2020 compensation
The table below is summary of the compensation awarded to Mr. Ellis for 2020. The assessment was reviewed by the Compensation Committee, and reviewed and approved by the Board.
 |
Compensation (in CAD $’000) |
2020 |
||||
| Fixed |
||||||
| Salary |
|
521 |
| |||
| At-risk |
||||||
| Short-term incentive |
|
638 |
| |||
| Long-term incentive |
||||||
| - PSUs |
|
817 |
| |||
| - DSUs |
|
137 |
| |||
| - Stock options |
|
521 |
| |||
| Total direct compensation |
|
2,634 |
| |||
| Total target direct compensation |
|
1,966 |
| |||
| Note: All values above are derived from the summary compensation table on page 39 Total direct compensation includes base salary, actual short-term paid and actual long-term incentive grants Total target direct compensation includes base salary, target short-term and target long-term incentives |
| |||||
37
Share performance
The graph below shows the total shareholder return of $100 invested in CP shares compared to the two major market indices over the last five years ending December 31, 2020 assuming reinvestment of dividends. The graph also shows the total compensation awarded to our NEOs for each of the past five years.
The graphs show that CP shares have outperformed the S&P/TSX Composite Index and the S&P 500 index while our NEOs’ total compensation has increased by a lesser rate in recent years. We have delivered significant shareholder value as our cumulative total return for the five-year period ending December 31, 2020 was 163 percent on the TSX and 186 percent on the NYSE.
The total compensation value for NEOs as disclosed in the summary compensation table is 0.4 percent of our total revenues of $7.71 billion for 2020.
Shareholder performance ($) NEO total compensation (CAD $000) at December 31 CP TSR (C$) CP TSR (US$) S&P/TSX Composite Index (C$) S&P 500 Index (US$) TDC ($ thousands) 2016 2017 2018 2019 2020 110 133 141 195 263 113 146 144 208 286 121 133 123 150 158 112 136 130 171 203 31,796 27,471 22,210 27,352 31,855
Note:
| • | Total direct compensation (TDC) is the total compensation awarded to the NEOs, as reported in the summary compensation table in prior years. |
| • | In years where there were |
| • | 2020: Keith Creel, Nadeem Velani, John Brooks, Mark Redd and Jeffrey Ellis |
| • | 2019: Keith Creel, Nadeem Velani, John Brooks, Laird Pitz and Mark Redd |
| • | 2018: Keith Creel, Nadeem Velani, Robert Johnson, Laird Pitz and John Brooks |
| • | 2017: Keith Creel, Nadeem Velani, Robert Johnson, Laird Pitz and Jeffrey Ellis |
| • | 2016: Hunter Harrison, Nadeem Velani, Keith Creel, Robert Johnson and Laird Pitz |
| • | Mr. Harrison, Mr. Creel, Mr. Brooks, Mr. Pitz, Mr. Redd and Mr. Johnson were paid in U.S. dollars and their amounts have been converted using the following average exchange rates: $1.3415 for 2020, $1.3269 for 2019, $1.2957 for 2018, 1.2986 for 2017 and $1.3248 for 2016. |
38
EXECUTIVE COMPENSATION DETAILS
Summary compensation table
The table below shows annual compensation in Canadian dollars for our five NEOs for the three fiscal years ended December 31, 2020. Mr. Creel, Mr. Brooks and Mr. Redd were paid in U.S. dollars and their compensation has been converted to Canadian dollars using the average exchange rates for the year: $1.3415 for 2020, $1.3269 for 2019 and $1.2957 for 2018. Mr. Velani and Mr. Ellis were paid in Canadian dollars.
| Executive and principal position |
Year |
Salary ($) (1) |
Share-based awards ($) (2) |
Option-based awards ($) (3) |
Non-equity incentive plan compensation - annual incentive plan ($) (4) |
Pension Values ($) (5) |
All other compensation ($) (6) |
Total Compensation ($) |
||||||||||||||||||||||||
| Keith E. Creel |
2020 | 1,601,097 | 6,826,446 | 4,156,579 | 3,442,359 | 546,767 | 242,948 | 16,816,196 | ||||||||||||||||||||||||
| President and Chief |
2019 | 1,537,866 | 5,870,208 | 3,642,061 | 2,978,994 | 566,343 | 554,930 | 15,150,402 | ||||||||||||||||||||||||
| Executive Officer |
|
2018 |
|
|
1,453,595 |
|
|
4,369,757 |
|
|
2,519,163 |
|
|
3,148,551 |
|
|
452,209 |
|
|
543,332 |
|
|
12,486,607 |
| ||||||||
| Nadeem S. Velani |
2020 | 790,366 | 1,818,076 | 1,157,441 | 1,263,452 | 226,331 | 66,336 | 5,322,002 | ||||||||||||||||||||||||
| Executive Vice-President |
2019 | 751,099 | 1,623,980 | 978,943 | 1,095,729 | 214,043 | 59,250 | 4,723,044 | ||||||||||||||||||||||||
| and Chief Financial Officer |
|
2018 |
|
|
666,946 |
|
|
1,199,385 |
|
|
688,327 |
|
|
1,032,596 |
|
|
138,925 |
|
|
57,680 |
|
|
3,783,859 |
| ||||||||
| John K. Brooks |
2020 | 735,100 | 1,548,288 | 942,743 | 1,149,741 | 588,088 | 83,767 | 5,047,727 | ||||||||||||||||||||||||
| Executive Vice-President |
2019 | 670,235 | 1,240,804 | 697,030 | 829,259 | 254,186 | 66,651 | 3,758,165 | ||||||||||||||||||||||||
| and Chief Marketing Officer |
|
2018 |
|
|
499,384 |
|
|
424,798 |
|
|
244,922 |
|
|
602,177 |
|
|
166,898 |
|
|
61,456 |
|
|
1,999,635 |
| ||||||||
| Mark A. Redd |
2020 | 595,081 | 1,155,272 | 693,849 | 827,327 | 93,038 | 79,781 | 3,444,348 | ||||||||||||||||||||||||
| Executive Vice-President |
2019 | 491,307 | 642,177 | 355,053 | 592,539 | 96,231 | 214,626 | 2,391,933 | ||||||||||||||||||||||||
| Operations |
|
2018 |
|
|
440,209 |
|
|
832,824 |
|
|
562,059 |
|
|
510,812 |
|
|
78,942 |
|
|
283,124 |
|
|
2,707,970 |
| ||||||||
| Jeffrey J. Ellis |
2020 | 520,967 | 954,825 | 520,534 | 638,004 | 125,011 | 44,457 | 2,803,798 | ||||||||||||||||||||||||
| Chief Legal Officer |
2019 | 463,071 | 695,339 | 438,493 | 520,787 | 112,898 | 54,844 | 2,285,432 | ||||||||||||||||||||||||
| and Corporate Secretary |
|
2018 |
|
|
450,531 |
|
|
384,531 |
|
|
220,669 |
|
|
477,750 |
|
|
99,240 |
|
|
54,963 |
|
|
1,687,684 |
| ||||||||
| (1) | Salary. |
| (2) | Share-based awards. 10-K filed with the SEC and securities regulatory authorities in Canada on February 18, 2021 for more details. |
To calculate the number of PSUs our NEOs receive, we use the Willis Towers Watson binomial lattice model. Using this valuation model, the grant date expected fair value on January 31, 2020 was $284.76 on the TSX and US$215.31 on the NYSE, based on the following assumptions:
Assumptions |
Willis Towers Watson Expected Life Binomial Valuation |
|||
TSX / NYSE |
||||
| Term |
3 years | |||
| Vesting Schedule |
3 year cliff | |||
| Payout Range % (threshold-target-max) |
50-100-200 | |||
| Risk of Forfeiture |
5% | |||
| PSU Value (as a % of grant price) |
81% |
|||
Mr. Velani’s, Mr. Redd’s and Mr. Ellis’ amounts include the value of DSUs granted on January 31, 2020. See the About deferred compensation section on page 46 for more details.
| (3) | Option-based awards. 10-K filed with the SEC and securities regulatory authorities in Canada on February 18, 2021 for more details. |
To calculate the number of options that an executive receives, we use Willis Towers Watson’s expected life binomial methodology which is fundamentally similar to the methodology used to determine the accounting fair value; however, some of the underlying assumptions are different. For example, the binomial methodology assumes a slightly lower historical volatility, a higher risk-free rate and includes a discount to account for vesting restrictions.
39
The grant price on January 31, 2020 is $351.55 on the TSX and US$265.81 on the NYSE. Using the binomial valuation model, the grant date expected fair value on January 31, 2020 was $56.25 on the TSX and US$47.85 on the NYSE, based on the following assumptions:
Assumptions |
Willis Towers Watson Expected Life Binomial Valuation |
|||||||||
NYSE |
TSX |
|||||||||
| Option Term |
7 years |
7 years |
||||||||
| Vesting Schedule |
4 year pro-rated |
4 year pro-rated |
||||||||
| Expected Life |
4.75 years |
4.75 years |
||||||||
| Dividend Yield (1-year historical) |
1.07% |
1.08% |
||||||||
| Volatility (3-year daily) |
19.5% |
18.5% |
||||||||
| Risk-free Rate (yield curve) |
2.5 - 2.8% |
1.8 - 1.9% |
||||||||
| Risk of Forfeiture |
5% |
5% |
||||||||
| Stock Option Value (as a % of grant price) |
18% |
16% |
||||||||
| (4) | Non-equity annual incentive. |
| (5) | Pension. |
| (6) | All other compensation. |
Perquisites |
Other compensation |
|||||||||||||||||||||||||||||||||||
Executive |
Personal use of company aircraft ($) (a) |
Auto benefits ($) (b) |
Housing allowance ($) (c) |
Financial and tax planning ($) (d) |
Additional medical ($) (e) |
Club benefits ($) (f) |
401K match ($) (g) |
Employer share purchase plan match ($) (h) |
Total ($) |
|||||||||||||||||||||||||||
| Keith Creel |
109,953 | 28,072 | 2,404 | 30,743 | 1,148 | 31,723 | 7,244 | 31,661 | 242,948 | |||||||||||||||||||||||||||
| Nadeem Velani |
- | 39,487 | - | - | - | 11,200 | - | 15,649 | 66,336 | |||||||||||||||||||||||||||
| John Brooks |
- | 39,183 | - | 3,420 | 1,548 | 15,025 | 10,036 | 14,555 | 83,767 | |||||||||||||||||||||||||||
| Mark Redd |
- | 41,147 | - | - | - | 15,025 | 11,826 | 11,783 | 79,781 | |||||||||||||||||||||||||||
| Jeffrey Ellis |
- | 19,879 | 2,816 | - | - | 11,200 | - | 10,562 | 44,457 | |||||||||||||||||||||||||||
| (a) | Calculated by multiplying the variable cost per air hour by the number of hours used for travel and includes costs for fuel, maintenance, landing fees and other miscellaneous costs. As an executive of a Calgary-based company, enabling the CEO to visit his family in the United States is an important retention tool. Non-corporate use of the corporate jet has been limited to family visits and limited to the CEO only. |
| (b) | Reflects the cost of a company-leased vehicle and reimbursement of related operating costs. A taxable reimbursement of auto benefits is provided for executives with vehicles that meets a CFCR (Combined Fuel Consumption Ratio from the Canadian federal government) of 11.8L per 100KM or less. |
| (c) | Reflects total costs pro-rated for the days Mr. Creel is in Calgary to provide reasonable accommodation. For Mr. Ellis, the value reflects the housing subsidy that is included in relocation package and will end in June 2021. |
| (d) | Executive financial counselling was added to the flexible perquisite program effective August 1, 2020. |
| (e) | Under the U.S. medical benefits plan, available to all U.S. employees, the majority of the cost of a medical examination is covered by the plan. Only additional services for the executive medical are paid for by CP. In Canada, executive medicals are not covered under any general benefit plan. |
| (f) | Included in the perquisites program available to all senior executives. Value of CEO’s club membership of $31,723 reflects the Canadian dollar conversion of US$23,647. |
| (g) | Reflects matching company contributions to the 401k plan for Mr. Creel, Mr. Brooks and Mr. Redd. |
| (h) | Reflects company contributions to the employee share purchase plan (ESPP). Our NEOs participate in the ESPP on the same terms and using the same formulas as other participants. See page 44 to read more about the ESPP. |
Employment agreements
Except for Mr. Creel, employment agreements for executive officers are set out in a standard offer letter template. The letters contain the standard terms as described in the compensation discussion and analysis and include an annual salary, participation in the short and long-term incentive plans as approved annually by the Compensation Committee, participation in the benefit plans or programs generally available to management employees and perquisites.
40
As of the date of this Amendment No. 1 on Form
10-K/A,
all of our NEOs have a two-year
non-compete,
non-solicitation
agreement tied to their CP employment. Mr. Creel’s employment agreement includes:
| • | reasonable living accommodation in Calgary |
| • | use of the corporate jet for business commuting and family visits within North America |
| • | non-disclosure, non-solicitation and confidentiality covenants |
| • | severance provisions as described on page 48 |
| • | reimbursement for club memberships of up to US$25,000 annually |
| • | reimbursement for financial services of up to US$25,000 annually |
Mr. Ellis has an offer letter that also includes a severance package for a termination without cause. The letter also includes a agreement.
non-compete/non-solicit
41
Incentive plan awards
Outstanding share-based awards and option-based awards
The table below shows all vested and unvested equity incentive awards that were outstanding as of December 31, 2020. See Long-term incentive plan (LTIP) beginning on page 22 for more information about our stock option and share-based awards.
Option-based awards (1) |
Share-based awards (2) |
|||||||||||||||||||||||||||||||||||
Executive |
Grant date |
Number of securities underlying unexercised options (#) |
Option exercise price ($) |
Option expiration date |
Value of unexercised in-the-money options ($) (1) |
Grant type |
Number of shares or units of shares that have not vested (#) |
Market or payout value of share-based awards that have not vested ($) |
Market or payout value of vested share-based awards not paid out or distributed ($) |
|||||||||||||||||||||||||||
| Keith Creel (3) |
|
31-Jan-14 |
|
|
39,900 |
|
|
168.84 |
|
|
31-Jan-24 |
|
|
10,880,331 |
|
|||||||||||||||||||||
| |
24-Jul-14 |
|
|
47,940 |
|
|
210.32 |
|
|
24-Jul-24 |
|
|
11,084,207 |
|
||||||||||||||||||||||
| |
22-Jan-16 |
|
|
55,250 |
|
|
116.80 |
|
|
22-Jan-26 |
|
|
16,171,451 |
|
||||||||||||||||||||||
| |
20-Jan-17 |
|
|
8,471 |
|
|
150.99 |
|
|
20-Jan-24 |
|
|
2,110,679 |
|
||||||||||||||||||||||
| |
1-Feb-17 |
|
|
18,762 |
|
|
151.14 |
|
|
1-Feb-24 |
|
|
4,671,255 |
|
||||||||||||||||||||||
| |
1-Feb-17 |
|
|
177,225 |
|
|
151.14 |
|
|
1-Feb-24 |
|
|
44,124,463 |
|
||||||||||||||||||||||
| |
22-Jan-18 |
|
|
43,148 |
|
|
185.85 |
|
|
22-Jan-25 |
|
|
8,835,912 |
|
||||||||||||||||||||||
| |
25-Jan-19 |
|
|
54,202 |
|
|
205.31 |
|
|
25-Jan-26 |
|
|
9,756,632 |
|
||||||||||||||||||||||
| |
31-Jan-20 |
|
|
57,432 |
|
|
265.81 |
|
|
31-Jan-27 |
|
|
5,914,142 |
|
||||||||||||||||||||||
| |
6-Feb-13 |
|
|
DSU |
|
|
14,192,611 |
| ||||||||||||||||||||||||||||
| |
15-Feb-18 |
|
|
PSU |
|
|
16,089,967 |
| ||||||||||||||||||||||||||||
| |
14-Feb-19 |
|
|
PSU |
|
|
22,279 |
|
|
9,833,937 |
|
|||||||||||||||||||||||||
| |
31-Jan-20 |
|
|
PSU |
|
|
19,279 |
|
|
8,509,982 |
|
|||||||||||||||||||||||||
| Total |
|
502,330 |
|
|
113,549,072 |
|
|
41,558 |
|
|
18,343,919 |
|
|
30,282,578 |
| |||||||||||||||||||||
| Nadeem Velani |
|
23-Jan-15 |
|
|
1,539 |
|
|
218.78 |
|
|
23-Jan-25 |
|
|
342,812 |
|
|||||||||||||||||||||
| |
22-Jan-16 |
|
|
2,927 |
|
|
165.74 |
|
|
22-Jan-26 |
|
|
807,237 |
|
||||||||||||||||||||||
| |
20-Jan-17 |
|
|
3,644 |
|
|
201.49 |
|
|
20-Jan-24 |
|
|
874,706 |
|
||||||||||||||||||||||
| |
22-Jan-18 |
|
|
13,260 |
|
|
231.66 |
|
|
22-Jan-25 |
|
|
2,782,876 |
|
||||||||||||||||||||||
| |
25-Jan-19 |
|
|
16,313 |
|
|
271.50 |
|
|
25-Jan-26 |
|
|
2,773,699 |
|
||||||||||||||||||||||
| |
31-Jan-20 |
|
|
17,455 |
|
|
351.55 |
|
|
31-Jan-27 |
|
|
1,570,601 |
|
||||||||||||||||||||||
| |
26-Feb-14 |
|
|
DSU |
|
|
301,353 |
| ||||||||||||||||||||||||||||
| |
19-Feb-15 |
|
|
DSU |
|
|
152,466 |
| ||||||||||||||||||||||||||||
| |
24-Feb-17 |
|
|
DSU |
|
|
276,621 |
| ||||||||||||||||||||||||||||
| |
22-Feb-19 |
|
|
DSU |
|
|
273 |
|
|
120,393 |
|
|
481,571 |
| ||||||||||||||||||||||
| |
31-Jan-20 |
|
|
DSU |
|
|
4,167 |
|
|
1,839,950 |
|
|||||||||||||||||||||||||
| |
15-Feb-18 |
|
|
PSU |
|
|
4,639,031 |
| ||||||||||||||||||||||||||||
| |
14-Feb-19 |
|
|
PSU |
|
|
5,888 |
|
|
2,599,662 |
|
|||||||||||||||||||||||||
| |
31-Jan-20 |
|
|
PSU |
|
|
1,041 |
|
|
459,775 |
|
|||||||||||||||||||||||||
| Total |
|
55,138 |
|
|
9,151,931 |
|
|
11,369 |
|
|
5,019,780 |
|
|
5,851,042 |
| |||||||||||||||||||||
| John Brooks |
|
23-Jan-15 |
|
|
2,506 |
|
|
175.92 |
|
|
23-Jan-25 |
|
|
544,865 |
|
|||||||||||||||||||||
| |
22-Jan-16 |
|
|
4,340 |
|
|
116.80 |
|
|
22-Jan-26 |
|
|
1,270,300 |
|
||||||||||||||||||||||
| |
20-Jan-17 |
|
|
2,610 |
|
|
150.99 |
|
|
20-Jan-24 |
|
|
650,321 |
|
||||||||||||||||||||||
| |
22-Jan-18 |
|
|
4,195 |
|
|
185.85 |
|
|
22-Jan-25 |
|
|
859,058 |
|
||||||||||||||||||||||
| |
25-Jan-19 |
|
|
7,484 |
|
|
205.31 |
|
|
25-Jan-26 |
|
|
1,347,158 |
|
||||||||||||||||||||||
| |
14-Feb-19 |
|
|
2,969 |
|
|
202.00 |
|
|
14-Feb-26 |
|
|
546,947 |
|
||||||||||||||||||||||
| |
31-Jan-20 |
|
|
13,026 |
|
|
265.81 |
|
|
31-Jan-27 |
|
|
1,341,371 |
|
||||||||||||||||||||||
| |
6-Sep-12 |
|
|
DSU |
|
|
449,584 |
| ||||||||||||||||||||||||||||
| |
22-Feb-19 |
|
|
DSU |
|
|
167 |
|
|
73,770 |
|
|
295,079 |
| ||||||||||||||||||||||
| |
15-Feb-18 |
|
|
PSU |
|
|
1,564,156 |
| ||||||||||||||||||||||||||||
| |
14-Feb-19 |
|
|
PSU |
|
|
4,542 |
|
|
2,004,864 |
|
|||||||||||||||||||||||||
| |
31-Jan-20 |
|
|
PSU |
|
|
4,373 |
|
|
1,930,126 |
|
|||||||||||||||||||||||||
| Total |
|
37,130 |
|
|
6,560,020 |
|
|
9,082 |
|
|
4,008,760 |
|
|
2,308,819 |
| |||||||||||||||||||||
| Mark Redd (4) |
|
1-Apr-14 |
|
|
1,380 |
|
|
166.16 |
|
|
1-Apr-24 |
|
|
380,011 |
|
|||||||||||||||||||||
| |
23-Jan-15 |
|
|
1,256 |
|
|
175.92 |
|
|
23-Jan-25 |
|
|
273,085 |
|
||||||||||||||||||||||
| |
20-Jan-17 |
|
|
933 |
|
|
150.99 |
|
|
20-Jan-24 |
|
|
232,471 |
|
||||||||||||||||||||||
| |
22-Jan-18 |
|
|
4,015 |
|
|
185.85 |
|
|
22-Jan-25 |
|
|
822,198 |
|
||||||||||||||||||||||
| |
20-Jul-18 |
|
|
3,960 |
|
|
194.97 |
|
|
20-Jul-25 |
|
|
764,953 |
|
||||||||||||||||||||||
| |
25-Jan-19 |
|
|
3,996 |
|
|
205.31 |
|
|
25-Jan-26 |
|
|
719,300 |
|
||||||||||||||||||||||
| |
3-Sep-19 |
|
|
1,297 |
|
|
234.76 |
|
|
3-Sep-26 |
|
|
184,835 |
|
||||||||||||||||||||||
| |
31-Jan-20 |
|
|
9,587 |
|
|
265.81 |
|
|
31-Jan-27 |
|
|
987,235 |
|
||||||||||||||||||||||
| |
19-Feb-15 |
|
|
DSU |
|
|
194,980 |
| ||||||||||||||||||||||||||||
| |
22-Feb-19 |
|
|
DSU |
|
|
142 |
|
|
62,577 |
|
|
250,309 |
| ||||||||||||||||||||||
| |
31-Jan-20 |
|
|
DSU |
|
|
849 |
|
|
374,659 |
|
|
77,934 |
| ||||||||||||||||||||||
| |
15-Feb-18 |
|
|
PSU |
|
|
1,497,334 |
| ||||||||||||||||||||||||||||
| |
20-Jul-18 |
|
|
PSU |
|
|
1,725 |
|
|
951,781 |
|
|||||||||||||||||||||||||
| |
14-Feb-19 |
|
|
PSU |
|
|
1,643 |
|
|
725,164 |
|
|||||||||||||||||||||||||
| |
3-Sep-19 |
|
|
PSU |
|
|
559 |
|
|
246,664 |
|
|||||||||||||||||||||||||
| |
31-Jan-20 |
|
|
PSU |
|
|
2,414 |
|
|
1,065,526 |
|
|||||||||||||||||||||||||
| Total |
|
26,424 |
|
|
4,364,088 |
|
|
7,332 |
|
|
3,426,371 |
|
|
2,020,557 |
| |||||||||||||||||||||
42
Option-based awards (1) |
Share-based awards (2) |
|||||||||||||||||||||||||||||||||||
Executive |
Grant date |
Number of securities underlying unexercised options (#) |
Option exercise price ($) |
Option expiration date |
Value of unexercised in-the-money options ($) (1) |
Grant type |
Number of shares or units of shares that have not vested (#) |
Market or payout value of share-based awards that have not vested ($) |
Market or payout value of vested share-based awards not paid out or distributed ($) |
|||||||||||||||||||||||||||
| Jeffrey Ellis |
|
22-Jan-16 |
|
|
2,097 |
|
|
165.74 |
|
|
22-Jan-26 |
|
|
578,332 |
|
|||||||||||||||||||||
| |
20-Jan-17 |
|
|
4,980 |
|
|
201.49 |
|
|
20-Jan-24 |
|
|
1,195,399 |
|
||||||||||||||||||||||
| |
22-Jan-18 |
|
|
4,251 |
|
|
231.66 |
|
|
22-Jan-25 |
|
|
892,157 |
|
||||||||||||||||||||||
| |
25-Jan-19 |
|
|
7,307 |
|
|
271.50 |
|
|
25-Jan-26 |
|
|
1,242,409 |
|
||||||||||||||||||||||
| |
31-Jan-20 |
|
|
7,850 |
|
|
351.55 |
|
|
31-Jan-27 |
|
|
706,343 |
|
||||||||||||||||||||||
| |
22-Jan-16 |
|
|
DSU |
|
|
167,538 |
| ||||||||||||||||||||||||||||
| |
31-Jan-20 |
|
|
DSU |
|
|
393 |
|
|
173,449 |
|
|
693,795 |
| ||||||||||||||||||||||
| |
15-Feb-18 |
|
|
PSU |
|
|
1,487,303 |
| ||||||||||||||||||||||||||||
| |
14-Feb-19 |
|
|
PSU |
|
|
2,638 |
|
|
1,164,638 |
|
|||||||||||||||||||||||||
| |
31-Jan-20 |
|
|
PSU |
|
|
2,342 |
|
|
1,034,273 |
|
|||||||||||||||||||||||||
| Total |
|
26,485 |
|
|
4,614,640 |
|
|
5,373 |
|
|
2,372,360 |
|
|
2,348,636 |
| |||||||||||||||||||||
| (1) | Option-based awards. |
Value of unexercised options.
in-the-money
in-the-money
year-end
is based on $441.53, the closing share price on the TSX on December 31, 2020. For NEOs with U.S. dollar stock option grants, the value of unexercised in-the-money
| (2) | Share-based awards. year-end exchange rate of $1.2732. |
Vested and unvested DSU awards are deferred and cannot be redeemed until the NEO leaves the Company.
| (3) | Mr. Creel was awarded a performance stock option grant on February 1, 2017. These options will vest on February 1, 2022 upon the achievement of predetermined performance measures. |
| (4) | Prior to becoming an NEO, Mr. Redd was one of a number of key senior leaders who received a retention grant on July 20, 2018, consisting of PSOs and PSUs. Upon the achievement of revenue and diluted earnings per share (EPS) targets on December 31, 2020 and a share price hurdle 10 days prior to the vest date for PSUs, the grant will vest on July 20, 2021. Diluted EPS results exceeded the target. The revenue target was achieved based on reported results, however, after defined adjustments, it was not met by less than 1 percent. While our overall company performance and shareholder return was favourable, the COVID-19 pandemic impacted our volumes due to lower consumer demand, resulting in the adjusted revenue not being achieved. Absent these impacts, the adjusted revenue goal would have been met in full. To provide an equitable outcome for all award participants, the Board approved the application of positive discretion for the PSOs to vest at 75 percent (without discretion would vest at 50 percent) and the PSUs will payout at 125 percent (without discretion would payout at 100 percent) based upon the EPS target having been exceeded, contingent upon the achievement of the share price hurdle. If the share price hurdle is not achieved it will result in a zero payout for PSUs regardless of performance. For Mr. Redd, 3,960 PSOs will vest and become exercisable on the vest date. Mr. Redd’s 1,725 PSUs with 125 percent discretion applied based on the December 31, 2020 closing share price on the NYSE and the year-end exchange rate of 1.2732 will result in an estimated payout of $951,781, if the share price hurdle is achieved. See Compensation Committee Discretion on page 21 for details on the use of discretion. |
Incentive plan awards – value vested or earned during the year
The table below shows the amount of incentive compensation that vested or was earned in 2020.
| Executive |
Option-based awards - value vested during the year ($) (1) |
Share-based awards - value vested during the year ($) (2) |
Non-equity incentive plan compensation - value earned during the year ($) |
|||||||||
| Keith Creel |
|
6,409,932 |
|
|
16,089,967 |
|
|
3,442,359 |
| |||
| Nadeem Velani |
|
922,774 |
|
|
4,682,621 |
|
|
1,263,452 |
| |||
| John Brooks |
|
587,742 |
|
|
1,564,156 |
|
|
1,149,741 |
| |||
| Mark Redd |
|
413,684 |
|
|
1,497,334 |
|
|
827,327 |
| |||
| Jeffrey Ellis |
|
794,423 |
|
|
1,487,303 |
|
|
638,004 |
| |||
| (1) | Option-based awards – value vested during the year. |
| (2) | Share-based awards – value vested during the year. 30-day trading price of our shares prior to December 31, 2020 on the TSX for Mr. Velani and Mr. Ellis, and US$335.39 on the NYSE for Mr. Creel, Mr. Brooks and Mr. Redd, converted to Canadian dollars using the year-end exchange rate of $1.2732 and by multiplying that product by the achieved performance factor. |
43
Option exercises and vested stock awards
The table below shows the options exercised and sold by the NEOs in 2020.
| Executive |
Number of options exercised and sold |
Option exercise price ($) |
Value realized ($) (1) |
|||||||||
| Keith Creel |
25,413 | 150.99 | 6,030,244 | |||||||||
| |
33,910 |
|
|
175.92 |
|
|
6,915,646 |
| ||||
| Nadeem Velani |
2,310 | 126.34 | 721,002 | |||||||||
| 1,000 | 201.49 | 241,160 | ||||||||||
| |
1,820 |
|
|
168.84 |
|
|
495,375 |
| ||||
| John Brooks |
2,345 | 97.70 | 790,911 | |||||||||
| 2,850 | 75.71 | 1,029,770 | ||||||||||
| 1,900 | 119.18 | 596,498 | ||||||||||
| |
1,440 |
|
|
168.84 |
|
|
381,658 |
| ||||
| Mark Redd |
2,801 | 150.99 | 427,260 | |||||||||
| |
2,042 |
|
|
116.80 |
|
|
404,562 |
| ||||
| Jeffrey Ellis |
900 | 165.74 | 174,294 | |||||||||
| |
3,600 |
|
|
165.74 |
|
|
672,182 |
| ||||
| (1) | Based on the market price of shares less the option exercise price on the date of exercise. The values for exercised options granted on the NYSE were converted to Canadian dollars using the exchange rate on the exercise date. |
Equity compensation plan information
The table below shows the securities authorized for issuance under equity compensation plans at December 31, 2020. These include the issuance of securities upon exercise of options outstanding under the stock option plan and the director stock option plan.
The table also shows the remaining number of shares available for issuance and includes 340,000 shares under the director stock option plan. On July 21, 2003, the Board suspended any additional grants of options under the director stock option plan and there are no outstanding options under that plan.
| Plan Category |
Number of securities to be issued upon exercise of outstanding options, warrants and rights |
Weighted-average exercise price of outstanding options, warrants and rights ($) |
Number of securities remaining available for future issuance under equity compensation plans (excluding securities reflected in the first column) |
|||||||||
| Equity compensation plans approved by security holders |
|
1,387,366 |
|
|
225.20 |
|
|
1,235,969 |
| |||
| Equity compensation plans not approved by security holders |
|
- |
|
|
- |
|
|
- |
| |||
| Total |
1,387,366 |
225.20 |
1,235,969 |
|||||||||
See page 26 to read more about the stock option plan. You can also read about the two equity compensation plans in our audited consolidated financial statements for the year ended December 31, 2020, available on our website (investor.cpr.ca/financials), and on SEDAR (www.sedar.com) and EDGAR (www.sec.gov).
Employee Share Purchase Plan (ESPP)
CP’s ESPP is available to all employees and provides the opportunity to purchase shares on the open market through payroll deductions which aligns employees’ interests with those of shareholders. Employees may contribute between one percent and ten percent of their base salary to the ESPP every pay period. CP provides a 33 percent match on the first 6 percent of
non-unionized
and specified unionized employees’ contributions which vest at the end of the four consecutive quarters. Employees must remain participants of the ESPP at the time of vesting in order to receive the CP match. As of December 31, 2020, approximately 53 percent of our employees participated in the ESPP.
44
Retirement plans
Canadian pension plans
Mr. Creel, Mr. Velani and Mr. Ellis participated in our DC plan in 2020.
Participants contribute between 4 and 6 percent of their earnings depending on their age and years of service, and the Company contributes between 4 and 8 percent of earnings on a participant’s base salary and annual bonus. For executives, CP contributes an additional 6 percent contribution on base salary and annual bonus. Total contributions are limited to the maximum allowed under the Income Tax Act (Canada) ($27,830 for 2020).
Defined contribution plan
| Executive |
Accumulated value at start of year ($) |
Compensatory ($) |
Accumulated value at year end ($) |
|||||||||
| Keith Creel |
|
2,041,957 |
|
|
523,827 |
|
|
2,801,563 |
| |||
| Nadeem Velani |
|
774,411 |
|
|
226,331 |
|
|
1,108,415 |
| |||
| Jeffrey Ellis |
|
454,091 |
|
|
125,011 |
|
|
633,286 |
| |||
Mr. Creel, Mr. Velani and Mr. Ellis also participate in the DC SERP, a
non-registered
plan that provides notional contributions in excess of the Income Tax Act (Canada) limits for the DC Plan at the same employer contribution in the DC Plan. Company contributions vest after two years of employment. Employees do not contribute to the DC SERP. U.S. retirement plans
Our U.S. retirement program has five elements:
| • | a qualified defined benefit pension plan which provides automatic employer contributions (closed plan); |
| • | a non-qualified defined benefit pension plan (closed plan) for certain employees whose compensation exceeds the U.S. Internal Revenue Code limits (US$230,000 for 2020); |
| • | a voluntary qualified 401(k) plan with employer match; |
| • | a qualified defined contribution plan which provides automatic employer contributions; and |
| • | a non-qualified defined contribution plan for certain employees whose compensation exceeds the U.S. Internal Revenue Code limit (US$285,000 for 2020). |
CP pension plan for U.S. management employees (closed plan)
CP sponsors a defined benefit pension plan comprised of a Basic Defined Benefit Pension Plan (Basic DB Plan) and a supplemental pension for earnings in excess of the Internal Revenue Service (IRS) compensation limits in the Basic DB Plan, which provides retirement benefits in excess of the benefits payable from the Basic DB Plan. The benefit is based on age, service and a percentage of final average compensation.
The pension formula uses the final average monthly earnings and calculates a benefit of 0.5 percent up to the Tier 1 Railroad Retirement Board limit and 1.25 percent in excess of that limit, and multiplies that by the years of service to a maximum of 30 years. An unreduced pension is available for all employees under the Basic DB Plan and the supplemental pension plan as early as age 62 with 30 years of service with the normal retirement benefit payable at age 65.
The table below summarizes Mr. Brooks’ participation in the Basic DB Plan and supplemental pension plan in 2020. The values in the table have been converted to Canadian dollars using the 2020 average exchange rate of $1.3415.
Years of credited service |
Annual benefits payable |
Opening present value of defined benefit obligation ($) |
Compensatory change ($) |
Non-compensatory change ($) |
Closing present value of defined benefit obligation ($) |
|||||||||||||||||||||||||||
Executive |
At December 31, 2019 |
At age 65 |
At year end ($) |
At age 65 ($) |
||||||||||||||||||||||||||||
| John Brooks |
12.17 | 27.25 | 165,803 | 371,252 | 1,084,323 | 588,088 | 430,786 | 2,103,197 | ||||||||||||||||||||||||
The closing present value of the defined benefit obligation is based on Mr. Brooks’ $165,803 accrued benefit assumed to be paid at 65. The present value was determined using a discount rate of 2.26 percent and mortality adjusted actuarial assumptions.
45
401(k) plan
Individuals can make
pre-tax
or post-tax
(Roth) contributions to the 401(k) plan subject to limitations imposed by the IRS in the U.S. The Company provides a matching contribution of 50 percent on the first 6 percent of eligible earnings. All contributions vest immediately. U.S. salaried retirement income plan
The U.S. Salaried Retirement Income Plan is employer-funded with an annual contribution amount equal to 3.5 percent of eligible earnings, which include base salary and annual bonus. These earnings are subject to compensation limitations imposed by the IRS in the U.S. These amounts are included in the summary compensation table under .
All other compensation
Supplemental defined contribution plan (U.S. DC SERP)
The U.S. DC SERP is an unfunded,
non-qualified
defined contribution plan that provides an additional company contribution equal to 6 percent of eligible earnings without regard to the limitations imposed by the IRS. In the U.S., eligible earnings include base salary and annual bonus. In addition, for earnings in excess of the limitations imposed by the U.S. Internal Revenue Code, an additional 3.5 percent contribution is made. Company contributions cliff vest at the end of three years. Mr. Creel and Mr. Redd participated in the U.S. DC SERP in 2020. The table below shows the U.S. Salaried Retirement Income Plan and U.S. DC SERP account information as at December 31, 2020 and values have been converted to Canadian dollars using the 2020 average exchange rate of $1.3415.
| Executive |
Accumulated value at start of year ($) |
Compensatory ($) |
Accumulated value at year end ($) |
|||||||||
| Keith Creel |
|
1,045,509 |
|
22,940 |
1,227,046 |
|||||||
| Mark Redd |
|
246,286 |
|
93,038 |
415,177 |
|||||||
About deferred compensation
Executive officers and members of senior management who have not met their share ownership requirement can choose to defer all or a portion of their short-term incentive or PSU grant as DSUs.
The short-term incentive DSUs are granted in the year the bonus is actually paid and may receive a 25 percent match. The deferred amount, including the match, cannot exceed the amount needed to meet the ownership requirement. The amount is converted to bonus DSUs using the average market price of a CP common share for the 10 trading days immediately before December 31 of the applicable performance year. The matching units vest after three years.
Eligible executives can elect to defer a portion of their PSU grant prior to start of the performance period. These performance DSUs are subject to the same performance and vesting conditions as the corresponding PSU grant. To align with the granting practice of the PSU plan, the elected amount converted to performance DSUs is based on the market closing price of a CP common share for the 30 trading days prior to the grant date. The performance DSUs may receive a 25 percent match upon vesting, three years from the grant date.
To defer any compensation, elections must be made by June 30
th
of the calendar year prior to the new fiscal year. Matching DSUs cannot exceed 20 percent of the executives total ownership requirement. The table below shows the number of DSUs outstanding and their value based on our closing share price on December 31, 2020.
| Executive |
Unvested DSUs (#) |
Vested DSUs (#) |
Total Units (#) |
Value as at December 31, 2020 ($) (1) |
||||||||||||
| Keith Creel |
|
0 |
|
|
32,153 |
|
|
32,153 |
|
|
14,192,611 |
| ||||
| Nadeem Velani |
|
4,440 |
|
|
2,745 |
|
|
7,185 |
|
|
3,172,354 |
| ||||
| John Brooks |
|
167 |
|
|
1,687 |
|
|
1,854 |
|
|
818,433 |
| ||||
| Mark Redd |
|
991 |
|
|
1,185 |
|
|
2,176 |
|
|
960,459 |
| ||||
| Jeffrey Ellis |
|
393 |
|
|
1,951 |
|
|
2,344 |
|
|
1,034,782 |
| ||||
| (1) | We valued the outstanding DSUs using $441.53, our closing share price on the TSX on December 31, 2020 for Mr. Velani and Mr. Ellis, and US$346.69, our closing share price on the NYSE and converted to Canadian dollars using a year-end exchange rate of $1.2732 for Mr. Creel, Mr. Brooks and Mr. Redd. |
46
DSUs are redeemed for cash after the executive retires or leaves the Company, with: (i) Canadian-resident executives being entitled to elect a date of payment between the date that is six months following their departure from the Company and December 15
th
of the following calendar year, in compliance with Canadian tax rules; and (ii) U.S.-resident executives being paid six months after their departure from the Company, in compliance with U.S. tax regulations. We used the average market price of a share for the 10 trading days immediately before the payment date to calculate the amount, which the participant receives in a lump sum. 47
Termination and change in control
Termination of employment
We have policies to cover different kinds of termination of employment.
Mr. Creel is covered under the terms of his employment agreement effective January 31, 2017, as amended December 18, 2018, that includes
non-competition,
non-solicitation
and confidentiality restrictions. Mr. Ellis has a severance agreement for termination without cause. Mr. Velani, Mr. Brooks and Mr. Redd are subject to the same terms as all other employees for resignation, retirement, termination with cause, termination without cause and change in control. Mr. Velani, Mr. Brooks, Mr. Redd and Mr. Ellis signed non-competition,
non-solicitation
agreements in 2018, 2019 and 2020 that also had confidentiality restrictions. | Resignation |
Retirement |
Termination with cause |
Termination without cause |
Change in control | ||||||
| Severance |
None |
None |
None |
Mr. Creel: 24 months of base salary Mr. Ellis: 12 months of salary Other NEOs: per legislative requirements |
None | |||||
| Short-term incentive |
Forfeited |
Award for current year is pro-rated to retirement date |
Forfeited |
Equal to the target award for severance period for Mr. Creel Other NEOs: award for current year is pro-rated to termination date as per plan |
None | |||||
| DSUs |
Unvested DSUs are forfeited |
Unvested DSUs are forfeited |
Unvested DSUs are forfeited |
Unvested DSUs are forfeited |
Unvested units vest early if the holder is terminated following change in control | |||||
| Performance share units |
Forfeited |
Award continues to vest based on performance factors and executive is entitled to receive the full value as long as they have worked for six months of the performance period, otherwise the award is forfeited |
Forfeited |
Pro-rated based on active service within the performance period |
Only vest if the executive is terminated following a change in control PSUs vest at target, pro-rated based on active service within the performance period | |||||
| Stock options |
Vested options are exercisable for 30 days or until the expiry date, whichever comes first Unvested options are forfeited Performance stock options are forfeited |
Options continue to vest Award expires five years after the retirement date or the normal expiry date, whichever is earlier Performance stock options are forfeited |
Forfeited |
Vested options are exercisable for six months following termination as well as any options that vest during the six-month periodPerformance stock options are forfeited |
Options only vest early if the option holder is terminated following the change in control Performance stock options are forfeited | |||||
| Pension |
No additional value |
No additional value |
No additional value |
No additional value |
No additional value | |||||
| ESPP shares |
Unvested shares are forfeited |
Unvested shares vest |
Unvested shares are forfeited |
Unvested shares vest |
Unvested shares vest | |||||
| Benefits |
End on resignation |
Post-retirement life insurance of $50,000 and a health spending account based on years of service (same for all employees) |
End on resignation |
None |
None | |||||
| Perquisites |
Any unused flex perquisite dollars are forfeited |
Any unused flex perquisite dollars are forfeited |
Any unused flex perquisite dollars are forfeited |
Any unused flex perquisite dollars are forfeited |
Any unused flex perquisite dollars are forfeited |
48
The table below shows the estimated incremental amounts that would be paid to Mr. Creel and Mr. Ellis, if their employment had been terminated without cause on December 31, 2020. There is no extra tax
gross-up
provision for any termination benefit. | Severance payment |
||||||||||||||||||||||||||||
| Name |
Severance period (# of months) |
Base pay ($) |
Short-term incentive ($) |
Additional retirement benefits ($) |
Other benefits ($) (1) |
Value of vesting of options and equity-based awards (2) |
Payable on termination without cause ($) |
|||||||||||||||||||||
| Keith Creel |
|
24 |
|
|
3,039,160 |
|
|
3,798,950 |
|
|
- |
|
|
48,418 |
|
|
18,797,782 |
|
|
25,684,311 |
| |||||||
| Jeffrey Ellis |
|
12 |
|
|
531,449 |
|
|
372,014 |
|
|
- |
|
|
26,603 |
|
|
2,130,260 |
|
|
3,060,326 |
| |||||||
| Total |
|
3,570,609 |
|
|
4,170,964 |
|
|
- |
|
|
75,021 |
|
|
20,928,042 |
|
|
28,744,637 |
| ||||||||||
| (1) | Reflects the value of accelerated vesting of shares purchased under the ESPP for Mr. Creel and Mr. Ellis. Also includes the cost of group benefits for Mr. Ellis for the severance period. |
| (2) | Reflects the value of stock options and equity-based awards vesting within six months following termination in accordance with our stock option plan, and the pro-rated value as of the termination date of PSU awards. Mr. Creel’s calculation is based on US$346.69, our closing share price on the NYSE on December 31, 2020, converted to Canadian dollars using a year-end exchange rate of $1.2732. Mr. Ellis’ calculation is based on $441.53, our closing share price on the TSX on December 31, 2020. |
Director compensation
| Our director compensation program shares the same objective as our executive compensation program: to attract and retain qualified directors and to align the interests of directors and shareholders. Flat fee retainer We pay directors a flat fee retainer, which reflects the director’s ongoing oversight and responsibilities throughout the year and attendance at Board and committee meetings. |
Aligning director and shareholder interests Directors receive their annual retainer in deferred share units so they have an ongoing stake in our future success, aligning their interests with those of our shareholders. About DDSUs DDSUs are granted to directors under the director deferred share unit plan. Only non-employee directors participate in the plan.A DDSU is a bookkeeping entry that has the same value as one CP common share. DDSUs earn additional units as dividend equivalents at the same rate as dividends paid on our shares. DDSUs vest immediately. The DDSU Plan was amended effective in April 2020 to allow for directors to elect to receive their DDSUs in cash after leaving the Board instead of waiting for a six or twelve month period. These changes to the DDSU plans are subject to tax rules in the country of the director’s residence and in the case of U.S. directors, this election is only possible on DDSUs awarded after April 2020. | |||||||
| Directors receive 100 percent of their annual retainer in DDSUs until they have met their share ownership requirements. After that they must receive at least 50 percent of their retainer in DDSUs, and can receive the balance in cash. Directors must make their election before the beginning of each calendar year. Directors must meet their share ownership requirements within five years of joining the Board, and must hold their DDSUs for one year after they retire from the Board. The table below shows the flat fee retainers for 2020. In 2020, Canadian directors’ fees were converted to Canadian dollars and the number of DDSUs received was based on the trading price of our shares on the TSX. U.S. directors were paid in U.S. dollars and the number of DDSUs they received was based on the trading price of our shares on the NYSE. |
||||||||
Annual Retainer |
||||||||
| Board Chair retainer |
US$395,000 |
|||||||
| Director retainer |
US$200,000 |
|||||||
| Committee chair retainer |
US$30,000 |
|||||||
49
We reimburse directors for travel and expenses related to attending their Board and committee meetings and other business on behalf of CP.
out-of-pocket
Mr. Creel does not receive any director compensation because he is compensated in his role as President and CEO.
Benchmarking
We did not make any changes to our comparator group in 2020. The comparator group was extensively reviewed and updated in 2018. Our comparator group consists of companies we compete with for talent. It includes six Class 1 Railroad peers as well as 11 capital-intensive Canadian companies. For certain positions within the organization, we apply a heavier weighting to Class 1 Railroad peers; however, we consistently review alignment and compensation practices against the whole group.
The 2020 compensation comparator group can be seen on page 10.
Independent advice
The Governance Committee may engage an independent consultant with respect to director compensation. The Governance Committee makes its own decisions, which may reflect factors and considerations other than the information and recommendations provided by its external consultant. The Governance Committee did not retain a compensation consultant in 2020 with respect to director compensation. The Governance Committee did not make changes to its compensation in 2020.
2020 director compensation
The Governance Committee reviews director compensation every two to three years based on the directors’ responsibilities, time commitment and the compensation provided by comparable companies. Each director is paid an annual retainer of US$200,000. Committee chairs receive an additional US$30,000 per year and the Board Chair receives an annual retainer of US$395,000. No changes were made to the director compensation program in 2020.
We paid directors a total of approximately $3,125,160 in 2020 as detailed in the table below. Directors receive a flat fee retainer to cover their ongoing oversight and responsibilities throughout the year and their attendance at Board and committee meetings.
Directors receive 100 percent of their annual retainer in director deferred share units (DDSUs) until they have met their share ownership requirements. After that, directors are required to receive at least 50 percent of their compensation in DDSUs. The total represents the approximate dollar value of DDSUs credited to each director’s DDSU account in 2020, based on the closing fair market value of our shares on the grant date plus the cash portion paid if a director elected to receive a portion of compensation in cash.
Mr. Creel does not receive director compensation because he is compensated in his role as President and CEO (see pages 30 and 31 for details).
Name |
Share-based awards (1)(3) ($) |
All other compensation (2)(3) ($) |
Total ($) |
|||||||||
| John Baird |
|
269,430 |
|
|
1,000 |
|
|
270,430 |
| |||
| Isabelle Courville |
|
532,124 |
|
|
1,000 |
|
|
533,124 |
| |||
| Jill Denham |
|
269,430 |
|
|
1,000 |
|
|
270,430 |
| |||
| Edward Hamberger |
|
268,300 |
|
|
1,342 |
|
|
269,642 |
| |||
| Rebecca MacDonald |
|
309,844 |
|
|
1,000 |
|
|
310,844 |
| |||
| Edward Monser |
|
268,300 |
|
|
1,342 |
|
|
269,642 |
| |||
| Matthew Paull |
|
308,545 |
|
|
1,342 |
|
|
309,887 |
| |||
| Jane Peverett |
|
309,844 |
|
|
1,000 |
|
|
310,844 |
| |||
| Andrea Robertson |
|
269,430 |
|
|
1,000 |
|
|
270,430 |
| |||
| Gordon Trafton |
|
308,545 |
|
|
1,342 |
|
|
309,887 |
| |||
| (1) | The value of the share-based awards has been calculated in accordance with Financial Accounting Standards Board Accounting Standards Codification Topic 718 (FASB ASC 718) using the grant date fair value, which is prescribed by the DDSU Plan. |
| (2) | Each director was provided with a $1,000 donation, in local currency, to the charity of their choice in December 2020 in gratitude for their year of service. This amount appears under All other compensation. |
| (3) | All directors were paid in U.S. dollars and the value of their share-based awards, and cash and other payments, as applicable, have been converted to Canadian dollars using the 2020 average exchange rate of $1.3415. |
You can read more about our director compensation program beginning on page 49.
50
Incentive plan awards
Outstanding share-based awards and option-based awards
The table below shows all vested and unvested equity incentive awards that are outstanding as of December 31, 2020.
On July 21, 2003, the Board suspended any additional grants of options under the director stock option plan and there are no outstanding options under that plan.
Non-employee
directors are not granted stock options under the stock option plan. Share-based awards |
||||||||||||
Name |
Number of shares or units of shares that have not vested (#) |
Market or payout value of share-based awards that have not vested ($) |
Market or payout value of vested share-based awards not paid out or distributed ($) (1) |
|||||||||
| John Baird |
|
- |
|
|
- |
|
|
2,692,891 |
| |||
| Isabelle Courville |
|
- |
|
|
- |
|
|
4,475,348 |
| |||
| Jill Denham |
|
- |
|
|
- |
|
|
1,897,254 |
| |||
| Edward Hamberger |
|
- |
|
|
- |
|
|
506,292 |
| |||
| Rebecca MacDonald |
|
- |
|
|
- |
|
|
5,606,547 |
| |||
| Edward Monser |
|
- |
|
|
- |
|
|
746,858 |
| |||
| Matthew Paull |
|
- |
|
|
- |
|
|
2,926,961 |
| |||
| Jane Peverett |
|
- |
|
|
- |
|
|
1,970,990 |
| |||
| Andrea Robertson |
|
- |
|
|
- |
|
|
504,669 |
| |||
| Gordon Trafton |
|
- |
|
|
- |
|
|
1,951,896 |
| |||
| (1) | Calculated based on the closing price of our shares on December 31, 2020 on the TSX ($441.53), in the case of directors resident in Canada, and on the NYSE (US$346.69) which was converted to Canadian dollars using the year-end exchange rate of $1.2732, in the case of the directors resident in the U.S. |
51
ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED STOCKHOLDER MATTERS
Equity Compensation Plan Information
See Item 11 – “Executive Compensation—Equity Compensation Plan Information” for information regarding our equity compensation plans on page 44.
Beneficial Ownership Table
The table below sets forth the number and percentage of outstanding common shares beneficially owned by each person, or group of persons, known by Canadian Pacific based on publicly available information as of April 28, 2021, to own beneficially more than five percent of our common shares, each of our directors, each of our NEOs and all directors and executive officers as a group.
Name of beneficial owner 1 |
Common shares beneficially owned |
Percent of common shares outstanding |
||||||
| John Baird (a) |
0 | — | ||||||
| Isabelle Courville (a) |
900 | * | ||||||
| Jill Denham (a) |
0 | — | ||||||
| Edward Hamberger (a) |
0 | — | ||||||
| Rebecca MacDonald (a) |
0 | — | ||||||
| Edward Monser (a) |
0 | — | ||||||
| Matthew Paull (a) |
3,000 | * | ||||||
| Jane Peverett (a) |
0 | — | ||||||
| Andrea Robertson (a) |
0 | — | ||||||
| Gordon T. Trafton (a) |
0 | — | ||||||
| Keith E. Creel (b)(c) |
262,622 | * | ||||||
| Nadeem Velani (b)(d) |
31,218 | * | ||||||
| John Brooks (b)(e) |
23,348 | * | ||||||
| Mark A. Redd (b)(f) |
12,373 | * | ||||||
| Jeffrey J. Ellis (b)(g) |
16,932 | * | ||||||
| TCI Fund Management Limited (h) |
11,172,077 | 8.31 | % | |||||
| All current executive officers and directors as a group |
422,454 | * | ||||||
| * | Represents less than one percent of the outstanding common shares. |
| (a) | See Directors’ Profiles in “Item 10. Directors, Executive Officers and Corporate Governance” above for disclosure with respect to DDSUs. The address of each director is c/o Canadian Pacific, 7550 Ogden Dale Road S.E., Calgary, Alberta, T2C 4X9. |
| (b) | See “Compensation Details – Deferred Compensation Plans” in Item 11. Executive Compensation, for disclosure with respect to NEO DSUs. The address of each executive officer is c/o Canadian Pacific, 7550 Ogden Dale Road S.E., Calgary, Alberta, T2C 4X9. |
| (c) | The common shares owned by Mr. Creel comprise (i) 244,144 shares issuable upon the exercise of stock options that have vested or will vest within the next 60 days and (ii) 18,478 shares held by Mr. Creel directly. |
| (d) | The common shares owned by Mr. Velani comprise (i) 30,576 shares issuable upon the exercise of stock options that have vested or will vest within the next 60 days and (ii) 642 shares held by Mr. Velani directly. |
| (e) | The common shares owned by Mr. Brooks comprise (i) 21,087 shares issuable upon the exercise of stock options that have vested or will vest within the next 60 days and (ii) 2,261 shares held by Mr. Brooks directly. |
| (f) | The common shares owned by Mr. Redd comprise (i) 11,301 shares issuable upon the exercise of stock options that have vested or will vest within the next 60 days and (ii) 1,072 shares held by Mr. Redd directly. |
| (g) | The common shares owned by Mr. Ellis comprise (i) 15,883 shares issuable upon the exercise of stock options that have vested or will vest within the next 60 days and (ii) 1,049 shares held by Mr. Ellis directly. |
| (h) | Based upon statements in the Schedule 13G/A filed by TCI Fund Management Limited (TCI Fund) and Christopher Hohn on February 16, 2021, TCI Fund and Mr. Hohn have (i) shared voting power over 11,172,077 common shares; and (ii) shared dispositive power of 11,172,077 common shares. The Children’s Investment Master Fund (TCIF) is the investment manager of TCI Fund and CIFF Capital UK LP (CIFF). Mr. Hohn, as managing director of TCIF, may be deemed to beneficially own the shares held by the TCI Fund and CIFF. The address of each of TCI Fund and Mr. Hohn is 7 Clifford Street, London W1S 2FT, United Kingdom. |
52
ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE
Related party transactions
Directors, officers and employees are required to report any related party transactions to comply with the Code. CP considers its related party transactions obligation seriously and reviews related party transactions for all employees at the level of General Manager and above. Our accounting and legal departments work together to review any related party transactions reported by officers and employees. Our internal audit department validates the work done.
In 2020, there were no transactions between CP and a related person as described in Item 404 of Regulation as:
S-K,
which defines a related person
| • | a director, nominated director or executive officer of CP, |
| • | an immediate family member of a director, nominated director or executive officer, or |
| • | someone who beneficially owns more than five percent of our shares or a member of their immediate family. |
Any director who has a material interest in a transaction or agreement involving CP must disclose the interest to the CEO and the Chair of the Board immediately, and does not participate in any discussions or votes on the matter.
The Board reviews related party transactions when it does its annual review of director independence.
Independence
The Board has adopted standards for director independence based on the criteria of the NYSE, SEC and CSA.
The Board reviews director independence continually and annually using director questionnaires as well as by reviewing updated biographical information, meeting with directors individually, and conducting a comprehensive assessment of all business and other relationships and interests of each director with respect to CP and our subsidiaries. In 2020 and 2021, the Board confirmed that each director, except for Mr. Creel, is independent in accordance with the standards for independence established by the NYSE and the CSA. Mr. Creel is not independent because of his position as President and CEO.
The Board has also confirmed that each member of the Audit and Finance Committee meets the additional independence standards for audit committee members under Section 10A(m)(3) and Rule . In addition, three of the five members of the currently constituted Audit and Finance Committee meet the definition of Audit Committee financial expert, as defined by the SEC.
10A-3(b)(1)
of the Exchange Act, and Section 1.5 of National Instrument 52-110
Audit Committees
ITEM 14. PRINCIPAL ACCOUNTING FEES AND SERVICES
The table below shows the fees we paid to Deloitte in 2020 and 2019 for audit and
non-audit
services. For the year ended December 31 |
2020 |
2019 |
||||||
| Audit fees for audit of our annual financial statements, reviews of quarterly reports and services relating to statutory and regulatory filings or engagements (including attestation services and audit or interim review of financial statements of certain subsidiaries and certain pension and benefits plans, and advice on accounting and/or disclosure matters) |
$ | 3,842,100 | $ | 3,576,300 | ||||
| Audit-related fees for services related to the audit but not included in the audit fees above, including securities filings |
$ | 269,500 | $ | 169,700 | ||||
| Tax fees for services relating to tax compliance, tax planning and tax advice |
$ | 5,800 | $ | 35,500 | ||||
| All other fees for services provided relating to training programs |
$ | — | $ | 90,500 | ||||
Total |
$ | 4,117,400 | $ | 3,872,000 | ||||
53
Pre-approval
of audit services and fees The Audit and Finance Committee has a written policy for
pre-approving
audit and non-audit
services by the external auditor and their fees, in accordance with the applicable laws and requirements of stock exchanges and securities regulatory authorities. The policy sets out the following governance procedures:
| • | The Audit and Finance Committee pre-approves the terms of the annual engagement of the external auditor. |
| • | The Audit and Finance Committee is responsible for pre-approving annual audit and non-audit services, as well as preapproving the external auditor’s compensation for audit and non-audit services. |
| • | The Vice-President, Financial Planning and Accounting submits reports at least quarterly to the Audit and Finance Committee listing the services that were performed or planned to be performed by the external auditor. |
| • | Any additional services to be provided by the external auditor that were not included in the list of pre-approved services or exceed the budgeted amount by more than 10 percent must each be pre-approved by the Audit and Finance Committee or the committee chair. The committee chair must report any additional pre-approvals at the next committee meeting. |
| • | The Audit and Finance Committee reviews the policy as necessary to make sure it continues to reflect our needs. |
| • | Our chief internal auditor monitors compliance with the policy. |
The Audit and Finance Committee or committee chair must be satisfied that any services it
pre-approves
will not compromise the independence of the external auditor. The committee pre-approved
all services performed by the external auditor in 2020, in accordance with the policy. 54
PART IV
ITEM 15. |
EXHIBITS, FINANCIAL STATEMENT SCHEDULE |
Part IV (Item 15) of the 2020 Form
10-K
is hereby amended solely to add the following exhibits required to be filed in connection with this Amendment No. 1. (b) Exhibits
Exhibits are listed in the exhibit index below.
| Exhibit |
Description | |
| 31.1* | CEO Rule 13a-14(a) Certifications relating to this Amendment No. 1 on Form 10-K/A | |
| 31.2* | CFO Rule 13a-14(a) Certifications relating to this Amendment No. 1 on Form 10-K/A | |
| 104* | Cover Page Interactive Data File (formatted as Inline XBRL and contained in Exhibit 101) | |
| * | Filed with this Amendment No. 1 on Form 10-K/A |
ITEM 16. |
FORM 10-K SUMMARY |
Not applicable.
SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the Company has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
| CANADIAN PACIFIC RAILWAY LIMITED | ||
| (Registrant) | ||
| By: | /s/ KEITH CREEL | |
| Keith Creel | ||
| President and Chief Executive Officer | ||
Dated: April 30, 2021
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the Company and in the capacities indicated on April 30, 2021.
Signature |
Title | |
| * Keith Creel |
President, Chief Executive Officer and Director (Principal Executive Officer) | |
| /s/ NADEEM VELANI Nadeem Velani |
Executive Vice-President and Chief Financial Officer (Principal Financial Officer) | |
| * Isabelle Courville |
Chair of the Board of Directors | |
| * John R. Baird |
Director | |
| * Gillian H. Denham |
Director | |
| * Edward R. Hamberger |
Director | |
| * |
Director | |
| Rebecca MacDonald | ||
| * Edward Monser |
Director | |
| * Matthew H. Paull |
Director | |
| * Jane L. Peverett |
Director | |
| * Andrea Robertson |
Director | |
| * Gordon T. Trafton |
Director | |
| *By: | /s/ NADEEM VELANI | |
| Nadeem Velani | ||
Attorney-in-Fact | ||
Exhibit 31.1
Certification by the Chief Executive Officer of the Registrant filed pursuant to Rule 13a-14(a) of the Exchange Act.
Canadian Pacific Railway Limited
I, Keith Creel, certify that:
| 1. | I have reviewed this Amendment No. 1 to the Annual Report on Form 10-K/A of Canadian Pacific Railway Limited; |
| 2. | Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered by this report; |
| 3. | Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all material respects the financial condition, results of operations and cash flows of the registrant as of, and for, the periods presented in this report; |
| 4. | The registrant’s other certifying officer and I are responsible for establishing and maintaining disclosure controls and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have: |
| a) | Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed under our supervision, to ensure that material information relating to the registrant, including its consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in which this report is being prepared; |
| b) | Designed such internal control over financial reporting, or caused such internal control over financial reporting to be designed under our supervision, 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; |
| c) | Evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report our conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period covered by this report based on such evaluation; and |
| d) | Disclosed in this report any change in the registrant’s internal control over financial reporting that occurred during the registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual report) that has materially affected, or is reasonably likely to materially affect, the registrant’s internal control over financial reporting; and |
| 5. | The registrant’s other certifying officer and I have disclosed, based on our most recent evaluation of internal control over financial reporting, to the registrant’s auditors and the audit committee of the registrant’s board of directors (or persons performing the equivalent functions): |
| a) | All significant deficiencies and material weaknesses in the design or operation of internal control over financial reporting which are reasonably likely to adversely affect the registrant’s ability to record, process, summarize and report financial information; and |
| b) | Any fraud, whether or not material, that involves management or other employees who have a significant role in the registrant’s internal control over financial reporting. |
| Date: April 30, 2021 | /s/ KEITH CREEL | |
| Keith Creel | ||
| President and Chief Executive Officer |
Exhibit 31.2
Certification by the Chief Financial Officer of the Registrant filed pursuant to Rule 13a-14(a) of the Exchange Act.
Canadian Pacific Railway Limited
I, Nadeem Velani, certify that:
| 1. | I have reviewed this Amendment No. 1 to the Annual Report on Form 10-K/A of Canadian Pacific Railway Limited; |
| 2. | Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered by this report; |
| 3. | Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all material respects the financial condition, results of operations and cash flows of the registrant as of, and for, the periods presented in this report; |
| 4. | The registrant’s other certifying officer and I are responsible for establishing and maintaining disclosure controls and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have: |
| a) | Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed under our supervision, to ensure that material information relating to the registrant, including its consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in which this report is being prepared; |
| b) | Designed such internal control over financial reporting, or caused such internal control over financial reporting to be designed under our supervision, 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; |
| c) | Evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report our conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period covered by this report based on such evaluation; and |
| d) | Disclosed in this report any change in the registrant’s internal control over financial reporting that occurred during the registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual report) that has materially affected, or is reasonably likely to materially affect, the registrant’s internal control over financial reporting; and |
| 5. | The registrant’s other certifying officer and I have disclosed, based on our most recent evaluation of internal control over financial reporting, to the registrant’s auditors and the audit committee of the registrant’s board of directors (or persons performing the equivalent functions): |
| a) | All significant deficiencies and material weaknesses in the design or operation of internal control over financial reporting which are reasonably likely to adversely affect the registrant’s ability to record, process, summarize and report financial information; and |
| b) | Any fraud, whether or not material, that involves management or other employees who have a significant role in the registrant’s internal control over financial reporting. |
| Date: April 30, 2021 | /s/ NADEEM VELANI | |
| Nadeem Velani | ||
| Executive Vice-President and Chief Financial Officer |