UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 6-K
Report of Foreign Private Issuer Pursuant to
Rule 13a-16 or 15d-16
under the Securities Exchange Act of 1934
For the month of March 2026
Commission File Number 001-11444
| MAGNA INTERNATIONAL INC. |
| (Exact Name of Registrant as specified in its Charter) |
| 337 Magna Drive, Aurora, Ontario, Canada L4G 7K1 |
| (Address of principal executive office) |
Indicate by check mark whether the registrant files or will file annual reports under cover Form 20-F or Form 40-F.
Form 20-F ¨ Form 40-F x Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
SIGNATURES
| MAGNA INTERNATIONAL INC. | ||
| (Registrant) | ||
| Date: March 27, 2026 | ||
| By: | /s/ “Bassem Shakeel” | |
| Bassem A. Shakeel, | ||
| Vice-President, Associate General Counsel and Corporate Secretary | ||
EXHIBITS
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1
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Receive Magna’s consolidated financial statements and the reports of an independent registered public accounting firm thereon for the fiscal year ended December 31, 2025;
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2
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| | Elect twelve directors; | |
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3
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Reappoint Deloitte LLP as our independent auditor and authorize the Audit Committee to fix the independent auditor’s remuneration;
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4
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Vote, in an advisory, non-binding manner, on Magna’s approach to executive compensation (“Say on Pay”) described in the accompanying Management Information Circular/Proxy Statement (the “Circular”); and
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5
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Transact any other business that may properly come before the Meeting.
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Date
Monday, May 4, 2026
Time
10:00 a.m. (Toronto time)
Place
Virtual-only meeting via live internet webcast online at www. virtualshareholdermeeting.com/
MGA2026 |
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We have opted to hold a virtual-only meeting, conducted via live internet webcast, in which all shareholders will have an equal opportunity to participate online regardless of geographic location.
Shareholders can submit questions or comments ahead of the Meeting via ProxyVote.com. Simply visit www.ProxyVote.com, enter your Control Number, Vote your Shares and ask your Pre-Meeting Questions.
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Via the internet
Visit the website listed on your proxy card
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By telephone
Call the telephone number on your proxy card
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By mail
Sign, date and return your proxy card in the enclosed envelope
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| | Business of the Meeting | | | |
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| | Corporate Governance | | | |
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| | Corporate Governance at Magna | | | | | 65 | | |
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66 | | | |
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67 | | | |
| | Board Independence | | | | | 68 | | |
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74 | | | |
| | Shareholder Democracy and Engagement | | | | | 78 | | |
| | Ethical Conduct | | | | | 80 | | |
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93 | | | |
| | Additional Information | | | |
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95 | | | |
| | Definitions and Interpretation | | | | | 96 | | |
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Board Vote
Recommendation |
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For More
Information |
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1
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Receive the audited consolidated financial statements and the reports of the auditor for the year ended December 31, 2025
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N/A
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2
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Vote to elect twelve directors for a term of approximately one-year, ending on the date of the next annual meeting
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FOR
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3
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Vote to reappoint Deloitte LLP as Magna’s independent auditor and authorize the Audit Committee to set the independent auditor’s remuneration
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FOR
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4
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Vote on the advisory, non-binding resolution on Magna’s approach to executive compensation (“Say on Pay”)
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FOR
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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| | Proxy Summary | | | | | | | | | | | | | | | | | | | |
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Nominee Overview
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Nominee
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Age
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Director
Since |
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Tenure
Limit |
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Principal Occupation
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Independence(1)
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Committee
Memberships(2) |
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Financial
Expertise |
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| | Mary S. Chan | | |
63
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2017
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2029
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| | Managing Partner, VectoIQ LLP and Corporate Director | | |
I
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| | GNSC/TC | | | | |
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Hon. V. Peter Harder, P.C.
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73
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2020
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2029
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| | Canadian Senator and Corporate Director | | |
I
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Jan R. Hauser
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67
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2022
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2034
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Corporate Director
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I
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AC/TC
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| | Seetarama S. Kotagiri | | |
57
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2021
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—
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| | President & Chief Executive Officer of Magna | | |
M
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Jay K. Kunkel
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66
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2023
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2035
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Corporate Director
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I
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AC/TC
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Robert F. MacLellan
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71
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2018
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2030
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Chairman, Northleaf Capital Partners and Corporate Director
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I
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Board Chair/TC
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Mary Lou Maher
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65
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2021
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2033
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Corporate Director
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AC*/TC
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| | William A. Ruh | | |
64
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2017
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2029
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| | Chief Executive Officer, Lifestyle Solutions Real Estate and Corporate Director | | |
I
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Peter Sklar
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68
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2025
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2037
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Corporate Director
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AC/TC
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| | Matthew Tsien | | |
65
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2023
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2035
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| | Corporate Director | | |
I
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| | TOCC/TC | | | | |
| | Dr. Thomas Weber | | |
71
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2022
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2034
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| | President, acatech and Corporate Director | | |
I
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Lisa S. Westlake
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64
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2019
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2031
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Corporate Director
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TOCC/TC
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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| | Proxy Summary | | | | | | | | | | | | | | | | | | | |
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Active Board engagement in, and approval of strategy
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Diverse Nominee skills, expertise and backgrounds
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Strong oversight of management succession planning
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Board Diversity Policy with gender parity target
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Environmental, Social and Governance (ESG) oversight
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Director tenure limit
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Active shareholder engagement
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Limitation on director interlocks
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Advance Notice By-Law
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Independent Board Chair
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Annual director election; no slate ballots
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100% Independent Directors on all Board committees
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Annual Say on Pay vote
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Independent Directors meet without Management
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Mandatory deferral of director fees
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Rigorous annual Board/Director effectiveness evaluation
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Equity maintenance requirement for directors
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Director orientation and continuing education
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Trading blackouts and anti-hedging restrictions
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Controls against overboarding
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Commitment to culture of ethics and compliance
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Majority voting policy; prompt disclosure of vote results
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91%
Audit / Related Fees
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>99%
2025 Votes FOR
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12
Fiscal Yrs as auditor
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| | Deloitte LLP (“Deloitte”), an Independent Registered Public Accounting Firm, was first appointed Magna’s independent auditor on May 8, 2014 and has audited Magna’s consolidated financial statements for the fiscal years ended December 31, 2014 and after. Deloitte reports directly to the Audit Committee, which assesses its independence, oversees its work, evaluates its performance and sets its compensation. | | |||||||||||
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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| | Proxy Summary | | | | | | | | | | | | | | | | | | | |
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Driving Execution of and Accountability for Our Strategic and Business Plans
We seek to reinforce disciplined, effective decision-making by aligning incentives with profitable growth, strong free cash flow generation, and efficient capital allocation that drives the achievement of our business and strategic plans. Short-term incentives are directly tied to business plan metrics that remain largely within the control of Executive Management to promote execution and accountability, while the majority of mid- and long-term incentives are performance-conditioned and vest over multiple years to encourage an ownership mentality.
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Rewarding Superior Performance with Superior Compensation
We operate a complex business in an intensely competitive, global automotive manufacturing industry that continues to rapidly evolve. In this context, we recognize that downside risks are more likely than upside opportunities. Our approach to executive compensation recognizes this reality and is built on a belief that superior performance should be rewarded with superior compensation outcomes.
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Creating Long-Term Shareholder Value
Magna has a proven history of delivering significant value to shareholders over the long-term. Our executive compensation system is designed to enable resilience by rewarding the maintenance of a strong balance sheet and incenting behaviours that drive value-creation throughout market cycles.
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Supporting the Attraction, Motivation and Retention of Top Leadership Talent
We cannot achieve our strategic and business plans, generate superior performance, or harness the power of One Magna to create long-term value without world-class leadership. Accordingly, our compensation system has been structured to support our ability to attract, motivate, and retain top leadership talent.
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Short-Term
(1-year) |
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Mid-Term
(3-years) |
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Long-Term
(7-years) |
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Base Salary
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Performance Cash (STIs)
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Performance Equity (MLTIs)
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Fixed
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Adjusted EBIT
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Free Cash Flow
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ROIC PSUs
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rTSR PSUs
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Stock Options
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Purpose
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Compensation for day-to-day responsibilities.
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Incents profit-focused decision-making and the achievement of our business plan.
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Incents effective working capital and efficient capital expenditure management.
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Incents capital efficient value-creation over the mid-term.
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Rewards mid-term market outperformance relative to peers competing for investment capital.
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Incents absolute share price appreciation.
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Features
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| | At or below-market salaries. Generally not adjusted annually. | | | Fully “at-risk” with payouts ranging from 0-200%. Paid out in cash. | | | Fully “at-risk” with payouts ranging from 0-200% of the number of PSUs granted. Redeemed by delivery of Magna Common Shares. | | | Vest over 3-years. | | ||||||
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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| | Proxy Summary | | | | | | | | | | | | | | | | | | | |
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Proportion of
Target TDC (%) |
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Target TDC
($) |
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Actual/GDFV
($) |
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Performance as of
December 31, 2025 |
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| | Base Salary | | | | | | | | 7 | | | | | | 1,250,000 | | | | | | 1,250,000 | | | | | | | | | |
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| | STIs (Cash) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
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Adj. EBIT (75%)
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| | | | | | | 20 | | | | | | 3,565,000 | | | | | | 4,367,000 | | | | | | Actual | | | |
122.5% payout
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Free Cash Flow (25%)
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| | | | | | | 7 | | | | | | 1,185,000 | | | | | | 2,370,000 | | | |
200.0% payout
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| | MLTIs (Equity) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
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ROIC (40%)
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| | | | | | | 26 | | | | | | 4,600,000 | | | | | | 4,600,000 | | | | | | GDFV(1) | | | |
Tracking above target
Tracking above Target
In the money
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rTSR (20%)
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| | | | | | | 13 | | | | | | 2,300,000 | | | | | | 2,300,000 | | | |||||||||
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Stock Options (40%)
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| | | | | | | 26 | | | | | | 4,600,000 | | | | | | 4,600,000 | | | |||||||||
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Total
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| | | | 100 | | | | | | 17,500,000 | | | | | | 19,487,000 | | | | | | | | | | ||
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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| | Proxy Summary | | | | | | | | | | | | | | | | | | | |
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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Voting Information
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Record Date
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March 16, 2026, is the record date for the Meeting (the “Record Date”). Only holders of our Common Shares as of the close of business on the Record Date are entitled to receive notice of and vote at the Meeting.
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Outstanding Shares, Votes and Quorum
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As of the Record Date, 276,429,106 Magna Common Shares were issued and outstanding. Each Magna Common Share is entitled to one vote. A quorum of shareholders is needed to hold the Meeting and transact business. Under our by-laws, quorum means at least two persons holding, or representing by proxy, at least 25% of our outstanding Common Shares.
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Principal Shareholders
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To our knowledge, the only shareholder that beneficially owns or exercises control or direction, directly or indirectly, of 10% or more of Magna’s Common Shares which were outstanding as at the Record Date is Pzena Investment Management, LLC.
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Shareholder Group
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Number
of Shares |
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Percentage
of Shares |
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| | Public Shareholders | | | | | 232,475,246 | | | | | | 84% | | | |||
| | Pzena Investment Management, LLC(2) | | | | | 29,113,582 | | | | | | 11% | | | |||
| | Magna Directors and Executive Officers (N = 20) | | | | | 516,591 | | | | | | <1% | | | |||
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Magna Employee Deferred Profit Sharing Plans (Canada,
U.S., Europe)(1) |
| | | | 14,323,687 | | | | | | 5% | | | |||
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1
To the best of our knowledge, all of these shares will be voted FOR the election of directors, the re-appointment of the auditor, and the “Say on Pay” advisory resolution.
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2
Information about Pzena Investment Management, LLC (“Pzena”) is based on publicly filed information, as of February 2, 2026, and reflects Common Shares held by Pzena and other companies affiliated with it on behalf of funds and accounts over which it has discretionary trading authority. Pzena is an investment manager, the clients of which have the right to receive and the ultimate power to direct the receipt of dividends from, or the proceeds from the sale of these Common Shares. To the best of our knowledge, no interest of any one of such client relates to more than 5% of Magna’s Common Shares.
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Individual Voting
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At the Meeting, shareholders will vote for each nominee for election to the Board, individually. We do not use slate voting.
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Majority Voting
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We maintain a majority voting policy, which is described under “Corporate Governance”, and each nominee for election to the Board has agreed to abide by such policy.
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Voting Results
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Detailed voting results will be promptly disclosed in a press release issued and filed on the Meeting date.
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| | | You may request a paper copy of the Circular, at no cost, up to one year from the date the Circular was filed on SEDAR+. You may make such a request at any time prior to or following the Meeting by contacting Broadridge at 1-877-907-7643 (Toll Free for Registered Shareholders and Non-Registered/Beneficial Shareholders — North America) or Direct 1-303-562-9305 (English) / 1-303-562-9306 (French) (Other countries) and follow the instructions. Shareholders who have already signed up for electronic delivery of proxy materials will continue to receive them by email. | | |
| | About the Meeting | | |
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Business of the Meeting
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Corporate Governance
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Additional Information
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How To Vote Your Shares
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Your Vote Is Important
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Your vote is important. This Circular tells you who can vote, what you will be voting on and how to vote. Please read the information below to ensure your shares are properly voted.
Since the Meeting is being held as a virtual-only meeting, there are differences in how the Meeting will be conducted compared to an in-person meeting. However, shareholders will have an equal opportunity to participate at the meeting online, regardless of geographic location. This means that shareholders attending online will have the opportunity to ask questions and vote in real-time. All shareholders are encouraged to cast their votes in advance by proxy as described below.
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Registered vs. Non-Registered Shareholder
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How you vote your shares depends on whether you are a registered shareholder or a non-registered shareholder. In either case, there are different ways to vote, but shareholders will not be able to attend the Meeting and vote in person since it will be a virtual-only meeting.
Registered Shareholder: You are a registered shareholder if you hold one or more share certificates that indicate your name and the number of Magna Common Shares that you own. As a registered shareholder, you will receive a form of proxy from Broadridge Investor Communications Corporation representing the shares you hold. If you are a registered shareholder, refer to “How to Vote — Registered Shareholders”.
Non-Registered Shareholder: You are a non-registered shareholder if a securities dealer, broker, bank, trust company or other nominee holds your shares for you, or for someone else on your behalf. As a non-registered shareholder, you will most likely receive a Voting Instruction Form from Broadridge Investor Communications Corporation, although in some cases you may receive a form of proxy from the securities dealer, broker, bank, trust company or other nominee holding your shares. If you are a non-registered shareholder, refer to “How to Vote — Non-Registered Shareholders”.
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Proxies Are Being Solicited by Management
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Management is soliciting your proxy in connection with the matters to be addressed at the Meeting (or any adjournment(s) or postponement(s) thereof) to be held at the time set out in the accompanying Notice of Annual Meeting. We will bear all costs incurred in connection with Management’s solicitation of proxies, including the cost of preparing and delivering this Circular and accompanying materials. In addition to the use of mail and email, some of our officers and employees may (for no additional compensation) also directly solicit proxies by phone, fax or other electronic methods. Banks, brokerage houses and other custodians, nominees or fiduciaries will be requested to forward proxy solicitation material to the persons on whose behalf they hold Magna shares and to obtain authorizations for the execution of proxies. These institutions will be reimbursed for their reasonable expenses in doing so.
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| | About the Meeting | | |
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Business of the Meeting
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Corporate Governance
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Additional Information
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How To Vote Your Shares
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HOW TO VOTE —
REGISTERED SHAREHOLDERS
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HOW TO VOTE —
NON-REGISTERED SHAREHOLDERS
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If you are a registered shareholder, you may vote either by proxy or by completing an online ballot during the Meeting.
Submitting Votes by Proxy
There are four ways to submit your vote by proxy:
The form of proxy contains instructions for each of these methods.
If you are voting by smartphone, internet or telephone, you will need the pre-printed Control Number on your form of proxy.
A proxy submitted by mail must be in writing, dated the date on which you signed it and be signed by you (or your authorized attorney). If such a proxy is being submitted on behalf of a corporate shareholder, the proxy must be signed by an authorized officer or attorney of that corporation. If a proxy submitted by mail is not dated, it will be deemed to bear the date on which it was sent to you.
If you are voting your shares by proxy, you must ensure that your completed, signed and dated proxy form or your smartphone, internet or telephone vote is received by Broadridge Investor Communications not later than 5:00 p.m. (Toronto time) on April 30, 2026. If the Meeting is adjourned or postponed, you must ensure that your completed and signed proxy form or your smartphone, internet or telephone vote is received by Broadridge not later than 48 hours (excluding Saturdays, Sundays and holidays) prior to the time of the Meeting.
Appointment of Proxyholder
Unless you specify otherwise or appoint a proxyholder, the Magna officers whose names are pre-printed on the form of proxy will vote your shares:
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FOR the election to the Magna Board of Directors of all twelve nominees named in this Circular;
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FOR the reappointment of Deloitte LLP as Magna’s independent auditor and the authorization of the Audit Committee to fix the independent auditor’s remuneration;
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FOR the advisory resolution to accept the approach to executive compensation disclosed in this Circular.
You have the right to appoint someone else (who need not be a shareholder) as your proxyholder; however, if you do, that person must vote your shares on your behalf during the Meeting. To appoint someone else as your proxyholder, insert the person’s name in the space provided on the form of proxy and provide an appointee identification number as indicated.
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If you are a non-registered shareholder, the intermediary holding on your behalf (and not Magna) has assumed responsibility for (i) delivering these materials to you and (ii) executing your proper voting instructions.
Submitting Voting Instructions
There are four ways to submit your vote by Voting Instruction Form:
The Voting Instruction Form contains instructions for each of these methods.
If you are a non-registered shareholder and have received a Voting Instruction Form from Broadridge Investor Communications, you must complete and submit your vote by smartphone, internet, mail or telephone, in accordance with the instructions on the form.
Your completed, signed and dated Voting Instruction Form or your smartphone, internet or telephone vote must be received by Broadridge not later than 5:00 p.m. (Toronto time) on April 30, 2026. If the Meeting is adjourned or postponed, you must ensure that your completed, signed and dated Voting Instruction Form or your smartphone, internet or telephone vote is received by Broadridge not later than 48 hours (excluding Saturdays, Sundays and holidays) prior to the time of the Meeting. If a Voting Instruction Form submitted by mail or fax is not dated, it will be deemed to bear the date on which it was sent to you.
Additionally, Magna may use Broadridge’s QuickVote™ service to assist beneficial shareholders with voting their shares. Broadridge will tabulate the results of all the instructions received and then provide the appropriate instructions for such shares to be represented at the Meeting.
In some cases, you may have received a form of proxy instead of a Voting Instruction Form, even though you are a non-registered shareholder. Such a form of proxy will likely be stamped by the securities dealer, broker, bank, trust company or other nominee or intermediary holding your shares and be restricted as to the number of shares to which it relates. In this case, you must complete the form of proxy and submit it to Broadridge as described to the left under “How to Vote — Registered Shareholders — Submitting Votes By Proxy”.
If you choose to vote by proxy, you are giving the person (referred to as a “proxyholder”) or people named on your form of proxy the authority to vote your shares on your behalf at the Meeting (including any adjournment or postponement of the Meeting).
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| | About the Meeting | | |
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Business of the Meeting
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Corporate Governance
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Additional Information
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How To Vote Your Shares
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HOW TO VOTE —
REGISTERED SHAREHOLDERS (cont’d)
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HOW TO VOTE —
NON-REGISTERED SHAREHOLDERS (cont’d)
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Appointment of Proxyholder (cont’d)
You may indicate on the form of proxy how you want your proxyholder to vote your shares, or you can let your proxyholder decide for you. If you do not specify on the form of proxy how you want your shares to be voted, your proxyholder will have the discretion to vote your shares as they see fit.
The form of proxy accompanying this Circular gives the proxyholder discretion with respect to any amendments or changes to matters described in the Notice of Annual Meeting and with respect to any other matters that may properly come before the Meeting (including any adjournment or postponement of the Meeting). As of the date of this Circular, we are not aware of any amendments, changes or other matters to be addressed at the Meeting.
Voting Online During the Meeting
The Meeting will be held virtually via internet webcast. As a registered shareholder, you or your duly appointed proxyholder, will be able to cast votes and ask questions during the Meeting. To do so, you or your duly appointed proxyholder can access the Meeting on May 4, 2026, at 10:00 am (Toronto time) by visiting www.virtualshareholdermeeting.com/MGA2026. To participate in the Meeting, registered shareholders will need the control number pre-printed on the form of proxy. Duly appointed proxyholders will need the appointee identification number provided in the form of proxy by the registered holder of the shares being represented.
If you vote online during the Meeting and had previously completed and returned your form of proxy, your proxy will be automatically revoked and any votes you cast on a poll at the Meeting will count.
Revoking a Vote Made by Proxy
You have the right to revoke a proxy by ANY of the following methods:
•
Vote again by phone, internet or smartphone not later than 5:00 p.m. (Toronto time) on April 30, 2026 (or not later than 48 hours (excluding Saturdays, Sundays and holidays) prior to the time of the adjourned or postponed Meeting);
•
Deliver by mail another completed and signed form of proxy, dated later than the first form of proxy, such that it is received by Broadridge not later than 5:00 p.m. (Toronto time) on April 30, 2026 (or not later than 48 hours (excluding Saturdays, Sundays and holidays) prior to the time of the adjourned or postponed Meeting);
•
Deliver to us at the following address a signed written notice revoking the proxy, provided it is received not later than 5:00 p.m. (Toronto time) on May 1, 2026 (or not later than 5:00 p.m. on the last business day prior to the date of the adjourned or postponed Meeting):
Magna International Inc.
337 Magna Drive Aurora, Ontario, Canada L4G 7K1 Attention: Corporate Secretary |
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Voting Online During the Meeting
If you have received a Voting Instruction Form and wish to vote online during the Meeting, you must first appoint yourself as a proxyholder by completing, signing and returning the Voting Instruction Form or completing the equivalent electronic form online, in each case, and returning it to Broadridge not later than 5:00 pm (Toronto time) on April 30, 2026.
If you have received a form of proxy and wish to vote online during the Meeting, you must insert your name in the blank space provided on the form of proxy. If you are voting your shares by proxy, you must ensure that your completed and signed proxy form or your phone or internet or smartphone vote is received by Broadridge not later than 5:00 p.m. (Toronto time) on April 30, 2026.
If the Meeting is adjourned or postponed, you must ensure that your completed and signed Voting Instruction Form (or equivalent electronic form online) is received by Broadridge not later than 48 hours (excluding Saturdays, Sundays and holidays) prior to the time of the adjourned or postponed Meeting.
The Meeting will be held virtually via internet webcast. As a non-registered shareholder who has duly appointed yourself or someone else as proxyholder, you or your duly appointed proxyholder will be able to cast votes and ask questions during the Meeting. To do so, you or your duly appointed proxyholder can access the Meeting on May 4, 2026, at 10:00 am (Toronto time) by visiting www.virtualshareholdermeeting.com/MGA2026. To participate in the Meeting, you will need the appointee identification number provided in the voting instruction form for the shares being represented.
If you have not appointed yourself as a proxyholder in accordance with the instructions on your Voting Instruction Form, you can participate in the Meeting as a guest. Guests will be able to listen to the Meeting proceedings, but will not be able to vote or ask questions.
Revoking a Voting Instruction Form or Proxy
If you wish to revoke a Voting Instruction Form or form of proxy for any matter on which a vote has not already been cast, you must contact your securities dealer, broker, bank, trust company or other nominee or intermediary (for a form of proxy sent to you by such intermediary) and comply with any applicable requirements relating to the revocation of votes made by Voting Instruction Form or proxy.
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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About the Meeting
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Business of the Meeting
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Corporate Governance
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The Board recommends that you vote FOR each of the 12 nominees.
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Nominee Overview
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Nominee
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Age
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Director
Since |
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Tenure
Limit |
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Principal Occupation
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Committee
Memberships(1) |
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Financial
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AC
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GNSC
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TC
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TOCC
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Literacy
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Expertise
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Mary S. Chan
Independent |
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63
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2017
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2029
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Managing Partner, VectoIQ LLP and Corporate Director
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Hon. V. Peter Harder, P.C.
Independent |
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73
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2020
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2029
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Canadian Senator and Corporate Director
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Jan R. Hauser
Independent |
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67
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2022
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2034
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Corporate Director
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Seetarama S. Kotagiri
Non-Independent |
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57
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2021
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—
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President & Chief Executive Officer of Magna
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Jay K. Kunkel
Independent |
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66
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2023
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2035
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Corporate Director
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Robert F. MacLellan
Independent Board Chair |
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71
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2018
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2030
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Chairman, Northleaf Capital Partners and Corporate Director
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Mary Lou Maher
Independent |
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65
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2021
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2033
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Corporate Director
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William A. Ruh
Independent |
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64
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2017
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2029
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Chief Executive Officer, Lifestyle Solutions Real Estate and Corporate Director
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Peter Sklar
Independent |
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68
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2025
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2037
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Corporate Director
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Matthew Tsien
Independent |
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65
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2023
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2035
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Corporate Director
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Dr. Thomas Weber
Independent |
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71
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2022
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2034
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President, acatech and Corporate Director
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Lisa S. Westlake
Independent |
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64
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2019
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2031
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Corporate Director
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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Director Name
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Re-election
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| | Mary S. Chan | | |
Mary Lou Maher
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Hon. V. Peter Harder
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William A. Ruh
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Jan R. Hauser
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Peter Sklar
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Seetarama S. Kotagiri (CEO)
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Matthew Tsien
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Jay K. Kunkel
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Dr. Thomas Weber
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Robert F. MacLellan (Board Chair)
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Lisa S. Westlake
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Retiring
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Dr. Indira V. Samarasekera
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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Nominee
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Independent
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Management
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Basis for
Determination |
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Mary S. Chan
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No material relationship
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Hon. V. Peter Harder
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No material relationship
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Jan R. Hauser
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No material relationship
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Seetarama S. Kotagiri
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President & CEO
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Jay K. Kunkel
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No material relationship
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Robert F. MacLellan
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No material relationship
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Mary Lou Maher
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No material relationship
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William A. Ruh
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No material relationship
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Peter Sklar
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No material relationship
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Matthew Tsien
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No material relationship
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Dr. Thomas Weber
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No material relationship
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Lisa S. Westlake
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No material relationship
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BOARD
(#) |
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AUDIT
(#) |
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GNSC
(#) |
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TOCC
(#) |
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TECH
(#) |
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TOTAL
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Nominee
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(#)
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(%)
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| | Mary S. Chan | | | | | 6/6 | | | | | | — | | | | | | 5/5 | | | | | | — | | | | | | 5/5 | | | | | | 16/16 | | | | | | 100 | | |
| | Hon. V. Peter Harder | | | | | 6/6 | | | | | | — | | | | | | 5/5 | | | | | | 2/2 | | | | | | 5/5 | | | | | | 18/18 | | | | | | 100 | | |
| | Jan R. Hauser | | | | | 6/6 | | | | | | 6/6 | | | | | | — | | | | | | — | | | | | | 5/5 | | | | | | 17/17 | | | | | | 100 | | |
| | Seetarama S. Kotagiri | | | | | 6/6 | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | 6/6 | | | | | | 100 | | |
| | Jay K. Kunkel | | | | | 6/6 | | | | | | 6/6 | | | | | | — | | | | | | — | | | | | | 5/5 | | | | | | 17/17 | | | | | | 100 | | |
| | Robert F. MacLellan | | | | | 5/5 | | | | | | — | | | | | | — | | | | | | — | | | | | | 4/4 | | | | | | 9/9 | | | | | | 100 | | |
| | Mary Lou Maher | | | | | 6/6 | | | | | | 6/6 | | | | | | — | | | | | | — | | | | | | 5/5 | | | | | | 17/17 | | | | | | 100 | | |
| | William A. Ruh | | | | | 6/6 | | | | | | — | | | | | | — | | | | | | 8/8 | | | | | | 5/5 | | | | | | 19/19 | | | | | | 100 | | |
| | Peter Sklar | | | | | 5/5 | | | | | | 5/5 | | | | | | — | | | | | | — | | | | | | 4/4 | | | | | | 14/14 | | | | | | 100 | | |
| | Matthew Tsien | | | | | 6/6 | | | | | | — | | | | | | — | | | | | | 8/8 | | | | | | 5/5 | | | | | | 19/19 | | | | | | 100 | | |
| | Dr. Thomas Weber | | | | | 6/6 | | | | | | — | | | | | | 5/5 | | | | | | — | | | | | | 5/5 | | | | | | 16/16 | | | | | | 100 | | |
| | Lisa S. Westlake | | | | | 6/6 | | | | | | — | | | | | | — | | | | | | 8/8 | | | | | | 5/5 | | | | | | 19/19 | | | | | | 100 | | |
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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| | | | | | | | Election of Directors | | | | | | | | | | | | | |
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Nominee
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2025
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Votes FOR
(%) |
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Votes WITHHELD
(%) |
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| | Mary S. Chan | | | | | 98.0 | | | | | | 2.0 | | |
| | Hon. V. Peter Harder | | | | | 98.6 | | | | | | 1.4 | | |
| | Jan R. Hauser | | | | | 99.5 | | | | | | 0.5 | | |
| | Seetarama S. Kotagiri | | | | | 99.5 | | | | | | 0.5 | | |
| | Jay K. Kunkel | | | | | 99.5 | | | | | | 0.5 | | |
| | Robert F. MacLellan | | | | | 99.1 | | | | | | 0.9 | | |
| | Mary Lou Maher | | | | | 99.6 | | | | | | 0.4 | | |
| | William A. Ruh | | | | | 88.3 | | | | | | 11.7 | | |
| | Peter Sklar | | | | | 99.9 | | | | | | 0.1 | | |
| | Matthew Tsien | | | | | 88.3 | | | | | | 11.7 | | |
| | Dr. Thomas Weber | | | | | 99.0 | | | | | | 1.0 | | |
| | Lisa S. Westlake | | | | | 88.3 | | | | | | 11.7 | | |
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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| | | | | | | | Election of Directors | | | | | | | | | | | | | |
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Nominee
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Common Shares
(#) |
| |
DSUs
(#) |
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Total Equity
“At-Risk”(2) ($) |
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Equity
Maintenance Requirement Status(1) |
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| | Mary S. Chan | | | | | — | | | | | | 49,782 | | | | | | 2,791,000 | | | |
Exceeds
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| | Hon. V. Peter Harder | | | | | — | | | | | | 37,993 | | | | | | 2,130,000 | | | |
Exceeds
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| | Jan R. Hauser | | | | | — | | | | | | 21,384 | | | | | | 1,199,000 | | | |
Exceeds
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| | Seetarama S. Kotagiri | | | | | 285,145 | | | | | | 406,319(3) | | | | | | 38,763,000 | | | |
Exceeds
|
|
| | Jay K. Kunkel | | | | | — | | | | | | 10,968 | | | | | | 615,000 | | | |
Complies
|
|
| | Robert F. MacLellan | | | | | — | | | | | | 66,029 | | | | | | 3,702,000 | | | |
Exceeds
|
|
| | Mary Lou Maher | | | | | 500 | | | | | | 23,388 | | | | | | 1,339,000 | | | |
Exceeds
|
|
| | William A. Ruh | | | | | — | | | | | | 54,794 | | | | | | 3,072,000 | | | |
Exceeds
|
|
| | Peter Sklar | | | | | — | | | | | | 8,023 | | | | | | 450,000 | | | |
Complies
|
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| | Matthew Tsien | | | | | — | | | | | | 10,968 | | | | | | 615,000 | | | |
Complies
|
|
| | Dr. Thomas Weber | | | | | — | | | | | | 26,424 | | | | | | 1,481,000 | | | |
Exceeds
|
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| | Lisa S. Westlake | | | | | 2,000 | | | | | | 22,483 | | | | | | 1,373,000 | | | |
Exceeds
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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| | | | | | | | Election of Directors | | | | | | | | | | | | | |
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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| | | | | | | | Election of Directors | | | | | | | | | | | | | |
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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| | | | | | | | Election of Directors | | | | | | | | | | | | | |
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Mary S. Chan, MSc
Independent
Arizona, U.S.A.
Age: 63
Tenure: ~9 years
Committees:
GNSC, Technology
2025 Meeting Attendance: 100%
2025 Annual Meeting Voting Result: >98%
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Ms. Chan brings to the Board extensive experience in connected cars, autonomous and semi-autonomous vehicles, as well as demonstrated executive leadership success in the mobility communications infrastructure, products and services industry.
Ms. Chan is currently the Managing Partner of VectoIQ LLP (since 2015), an advisory firm in developing transportation and new mobility solutions. Recently, she also served as the Chief Operating Officer of Nikola Corporation (October 2023 – April 2025), a hydrogen truck manufacturer. Ms. Chan served as President, Global Connected Consumer & OnStar Service of General Motors Company (2012 – 2015), where she was responsible for building the next generation of connected vehicle product and services. At GM, Ms. Chan led the industry-first launch of 4G LTE connectivity across GM’s global brands in the U.S., China, Europe and Mexico. Ms. Chan was also previously Senior VP & General Manager, Enterprise Mobility Solutions & Services, Dell Inc. (2009 – 2012), and had progressive executive roles, including Executive VP Wireless Network Business Unit, at Alcatel-Lucent Inc. (1996 – 2009). Ms. Chan holds B.Sc. and M.Sc. degrees in Electrical Engineering (Columbia).
Significant Expertise/Experience
Automotive, High-Growth Markets, Large Cap Company, R&D/Innovation/Technology, Senior/Executive Leadership, Strategy Development, Talent Management/Compensation
Other Current Public Company Boards
SBA Communications Corporation (Compensation,Governance & Nomination)
Ms. Chan was the Chief Operating Officer of Nikola Corporation (“Nikola”) when it filed a voluntary petition for bankruptcy protection under Chapter 11 of the U.S. Bankruptcy Code on February 19, 2025. Ms. Chan completed her position as Chief Operating Officer in April 2025.
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| | Total 2025 Compensation | | |
Equity-at-risk (Record Date)
|
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| | $299,000 | | | $2,791,000 | | | | | | |||||
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Hon. V. Peter Harder,
P.C., LLD
Independent
Ontario, Canada
Age: 73
Tenure: 6+ years
Committees:
GNSC (Chair), TOCC, Technology
2025 Meeting Attendance: 100%
2025 Annual Meeting
Voting Result: >98% |
| | |
Mr. Harder, who previously served on our Board from May 2012 to March 2016, brings to the Board a Canadian-centred, globally aware perspective that draws upon his extensive experience in foreign affairs and international trade.
Mr. Harder currently serves as a member of the Senate of Canada and was the first independent Government Representative in the Senate (2016 – 2020). Prior to his appointment to the Senate, Mr. Harder was a long-serving Deputy Minister in the Government of Canada (1991 – 2007). While Deputy Minister of Foreign Affairs, he served as the Prime Minister’s Personal Representative to the G-8 and as the first co-chair of the Canada-China Strategic Working Group. After leaving the public service in 2007, Mr. Harder served as the President of the Canada-China Business Council (2008 – 2015) and as a director to a number of major Canadian corporations as well as charitable and not-for-profit organizations. He possesses a valuable understanding of the workings of China’s political establishment, as well as its economic drivers, in addition to Canada-China trade and investment issues. Mr. Harder also brings demonstrated expertise regarding compensation issues and corporate governance. Mr. Harder is a member of the King’s Privy Council of Canada.
Significant Expertise/Experience
Environmental, Social and Governance, Governance/Board, High-Growth Markets, Large Cap Company, Legal/Regulatory/Public Policy, Risk Oversight, Senior/Executive Leadership, Strategy Development, Talent Management/Compensation
Other Current Public Company Boards
None
|
| | ||||||
| | Total 2025 Compensation | | |
Equity-at-risk (Record Date)
|
| | ||||||||
| | $332,000 | | | $2,130,000 | | | | | | |||||
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | Election of Directors | | | | | | | | | | | | | |
| | |
Jan R. Hauser, BBA, CPA
Independent
Massachusetts, U.S.A.
Age: 67
Tenure: ~4 years
Committees:
Audit, Technology
2025 Meeting
Attendance: 100%
2025 Annual Meeting
Voting Result: >99% |
| | |
Ms. Hauser brings to the Board global financial leadership, including more than 35 years dealing with financial reporting and complex business transactions.
Ms. Hauser is a corporate director who previously served as the Vice President, Controller and Chief Accounting Officer of General Electric Company (2013 – 2018), prior to which she held various roles at PricewaterhouseCoopers (1981 – 1991 and 1993 – 2013), including Senior Consulting Partner, Accounting Consulting Services, National Professional Services Group. During her time at PricewaterhouseCoopers, she led diversity efforts for the national office and served on the US Partner Admissions Committee. She also served as PricewaterhouseCoopers’ representative on the Financial Accounting Standard Board’s (“FASB”) Emerging Issues Task Force and the Financial Accounting Standards Advisory Council for the FASB. Earlier in her career, she was selected for a fellowship in the Office of the Chief Accountant at the US Securities and Exchange Commission (1991 – 1993). Ms. Hauser previously served on the board of Vonage Holdings Corporation, Proterra Inc. (“Proterra”), and Enfusion Inc. Ms. Hauser has a BBA in Accounting (Wisconsin) and is also a licensed CPA.
Significant Expertise/Experience
Accounting/Audit, Finance/Financial Advisory, Governance/Board, Large Cap Company, Mergers & Acquisitions, Risk Oversight, Senior/Executive Leadership, Strategy Development, Talent Management/Compensation
Other Current Public Company Boards
Sprinklr Inc. (Audit)
Ms. Hauser was a director of Proterra when it filed a voluntary petition for bankruptcy protection under Chapter 11 of the U.S. Bankruptcy Code on August 7, 2023. Ms. Hauser’s term as a director of Proterra ended effective March 13, 2024, when it emerged from bankruptcy protection.
|
| | ||||||
| | Total 2025 Compensation | | |
Equity-at-risk (Record Date)
|
| | | |||||||
| | $307,000 | | | $1,199,000 | | | | | | |||||
| | |
Seetarama S. Kotagiri, MSc
Management — President & CEO
Michigan, U.S.A.
Age: 57
Tenure: 5+ years
2025 Meeting Attendance: 100%
2025 Annual Meeting Voting Results: >99%
|
| | |
Swamy Kotagiri, became Chief Executive Officer and a Director of Magna International effective January 1, 2021. Under his leadership, Magna remains at the forefront of a changing mobility landscape, driving the company’s growth to benefit shareholders, customers and employees.
Mr. Kotagiri has deep experience across the global automotive sector. His leadership has been instrumental in steering Magna through a dynamic and ever-changing automotive industry. Mr. Kotagiri’s operational excellence mindset has been crucial in executing Magna’s strategy characterized by deliberate portfolio management and stringent financial discipline, including purposeful capital allocation.
Mr. Kotagiri joined Magna in 1999, shortly after working for General Motors and receiving his master’s degree in mechanical engineering (Oklahoma State University) with a specialization in materials and structural engineering. He has several patents in automotive product and process design.
His contributions to the industry have been widely recognized. Mr. Kotagiri was featured in Business Insider’s 100 People Transforming Business, an annual list that highlights individuals who are revolutionizing business practices across various industries. He was named to Motor Trend’s Movers and Shakers list for 2022, 2023 and 2024; and was honoured as Automotive News All Star’s top Global Supplier Executive in 2021 and 2024. Additionally, he was included in Macleans Power List for 2023 and 2024. Most recently, he was named to the 2025 MotorTrend Power List (Top 50 Most Influential People in the Industry) and recognized in Automotive News Canada’s 2025 All Stars.
Significant Expertise/Experience
Automotive, High-Growth Markets, Large Cap Company, Mergers & Acquisitions, R&D/Innovation/Technology, Senior/Executive Leadership, Strategy Development, Talent Management/Compensation
Other Current Public Company Board
Johnson Controls International PLC (Audit)
|
| | ||||||
| | Total 2025 Compensation | | |
Equity-at-risk (Record Date)
|
| | | | | |||||
| | $19,487,000 | | | $38,763,000 | | | | | | |||||
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | Election of Directors | | | | | | | | | | | | | |
| | |
Jay K. Kunkel, BBA
Independent
Tokyo Prefecture, Japan
Age: 66
Tenure: ~3 years
Committees:
Audit, Technology
2025 Meeting Attendance: 100%
2025 Annual Meeting Voting Results: >99%
|
| | |
Mr. Kunkel brings to the Board deep knowledge and experience in the global automotive industry from the perspectives of both OEM and supplier, with particular expertise in Asia.
Mr. Kunkel is a corporate director who most recently held senior executive roles within the Tenneco group (2018 – 2020), including Executive Vice President for Tenneco Federal Mogul Corporation and President for Tenneco’s Asia operations. Prior to joining Tenneco, he served as Senior Vice President and CEO of Asia at Lear Corporation (2013 – 2018); Corporate Senior Vice President and President of Continental for Asia and China, and was on the Management Board in Germany (2005 – 2013); Head, Corporate Finance and M&A Advisory for PricewaterhouseCoopers in Japan (2000 – 2005); Director, Business Operations for Visteon Automotive Systems in Asia Pacific, Japan (1997 – 2000); Vehicle Program Manager for Mitsubishi Motors in Japan (1990 – 1996); Asia Planning and JV Management for Chrysler Tokyo in Japan (1987 – 1990); and Purchasing Manager, Chassis Systems and Manager, Asia Planning for Chrysler Corporation at Chrysler headquarters (1983 – 1986). Mr. Kunkel has a BBA (Western Michigan University).
Significant Expertise/Experience:
Automotive, Finance/Financial Advisory, Governance/Board, High-Growth Markets, Large Cap Company, Legal/Regulatory/Public Policy, Mergers & Acquisitions, R&D/Innovation/Technology, Senior/Executive Leadership, Strategy Development, Talent Management/Compensation
Other Current Public Company Boards
Varex Imaging Corporation (Audit; Nominating and Corporate Governance Committee)
|
| | ||||||
| | Total 2025 Compensation | | |
Equity-at-risk (Record Date)
|
| | | | | |||||
| | $301,000 | | | $615,000 | | | | | | |||||
| | |
Robert F. MacLellan,
CPA, MBA
Independent — Board Chair
Ontario, Canada
Age: 71
Tenure: ~8 years
Committees:
Technology
2025 Meeting Attendance: 100%
2025 Annual Meeting Voting Results: >99%
|
| | |
Mr. MacLellan, who has served as Board Chair since May 2022, brings to the Board significant financial and accounting acumen, a track record of executive leadership success, blue-chip board experience and the perspective of the institutional investment community.
Mr. MacLellan serves as the Chairman of Northleaf Capital Partners, an independent global equity and infrastructure fund manager and advisor (since 2009), prior to which he was the Chief Investment Officer of TD Bank Financial Group (TDBFG) (2003 – 2008) where he was responsible for overseeing the management of investments for its Employee Pension Fund, The Toronto-Dominion Bank, TD Mutual Funds and TD Capital Group. He served in various other capacities with TDBFG (1995 – 2003). Prior boards include WIND Mobile Group, ACE Aviation Holdings Inc., Yellow Pages Group and Maple Leaf Sports and Entertainment Ltd. Mr. MacLellan is a Chartered Accountant and has a B.Comm. (Carleton) and an MBA (Harvard). Mr. MacLellan serves as an independent director of T. Rowe Price Group, Inc., which is one of Magna’s shareholders. As an independent director of T. Rowe Price, Mr. MacLellan has no involvement in portfolio investment decisions at T.Rowe Price.
Significant Expertise/Experience
Accounting/Audit, Environmental, Social and Governance, Finance/Financial Advisory, Governance/Board, Large Cap Company, Mergers & Acquisitions, Risk Oversight, Senior/Executive Leadership, Strategy Development, Talent Management/Compensation
Other Current Public Company Boards
T. Rowe Price Group, Inc. (Compensation (Chair); Audit)
|
| | ||||||
| | Total 2025 Compensation | | |
Equity-at-risk (Record Date)
|
| | ||||||||
| | $526,000 | | | $3,702,000 | | | | | | |||||
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | Election of Directors | | | | | | | | | | | | | |
| | |
Mary Lou Maher, FCPA, FCA
Independent
Ontario, Canada
Age: 65
Tenure: ~5 years
Committees:
Audit (Chair), Technology
2025 Meeting Attendance: 100%
2025 Annual Meeting Voting Result: >99%
|
| | |
Ms. Maher brings to the Board extensive audit and financial experience. She is a highly regarded and widely respected business advisor having advised client CEOs, CFOs and Boards of Directors on a variety of complex issues.
Ms. Maher was concurrently the Canadian Managing Partner, Quality and Risk, KPMG Canada, and Global Head of Inclusion and Diversity, KPMG International from October 2017 to February 2021. Ms. Maher was with KPMG since 1983 and had served in various executive and governance roles, including CFO and CHRO. Ms. Maher also has experience serving on not-for-profit boards, including being Chair of Women’s College Hospital and a member of the CPA Ontario council. In addition, Ms. Maher founded KPMG Canada’s first ever National Diversity Council and was the executive sponsor of pride@kpmg. Ms. Maher has been recognized for her work on inclusion and diversity, receiving the Wayne C. Fox Distinguished Alumni Award from McMaster University and was inducted into the Hall of Fame for the WXN 100 Top Most Powerful Women in Canada. She also received the Lifetime Achievement Award from Out on Bay Street (Proud Strong), as well as the Senior Leadership Award for Diversity from the Canadian Centre for Diversity and Inclusion. Ms. Maher holds a Bachelor of Commerce degree from McMaster University. Ms. Maher serves as an independent director of the Canadian Imperial Bank of Commerce (“CIBC”), which provides routine banking services to Magna. Magna’s fees to CIBC in 2025 represented less than 0.01% of the bank’s 2025 revenues and are not material to Magna or the bank.
Significant Expertise/Experience
Accounting/Audit, Environmental, Social and Governance, Finance/Financial Advisory, Governance/Board, Large Cap Company, Risk Oversight, Senior/Executive Leadership, Strategy Development, Talent Management/Compensation
Other Current Public Company Boards
Canadian Imperial Bank of Commerce (Audit (Chair)), CAE Inc. (Human Resources; Audit)
|
| | ||||||
| | Total 2025 Compensation | | |
Equity-at-risk (Record Date)
|
| | | | | |||||
| | $320,000 | | | $1,339,000 | | | | | | |||||
| | |
William A. Ruh, MSc
Independent
Montana, U.S.A.
Age: 64
Tenure: ~9 years
Committees:
Technology (Chair), TOCC
2025 Meeting Attendance: 100%
2025 Annual Meeting Voting Result: >88%
|
| | |
Mr. Ruh brings over four decades of leadership experience in driving digital transformation for large industrial organizations. His expertise spans a broad range of advanced software and automation solutions, including cloud-based platforms, data analytics, artificial intelligence, and cybersecurity.
Currently, Mr. Ruh serves as the Chief Executive Officer of Lifestyle Solutions Real Estate, a real estate and investment management firm. He also plays an active role in the startup ecosystem, advising or serving on the boards of startup companies, including: Podium.io; Joogi; kscope.ai; Appabite; Zorasafe; and StratifyPro. Other previous executive roles included: Chief Executive Officer, Digital of Lendlease Group, an international property and infrastructure group; and Chief Executive Officer for GE Digital, as well as Senior Vice President and Chief Digital Officer for GE (2011 – 2018). Mr. Ruh’s career included senior roles at: Cisco Systems, Inc. (2004 – 2011) where he held global responsibility for developing advanced services and solutions; Software AG, Inc. (2001 – 2004); and The Advisory Board Company (2000 – 2001). In addition, Mr. Ruh is currently a member of the advisory boards at World/Digital 50 and Research Board for Corporate Directors, and has contributed to numerous startup boards, such as eNTR, Akrometrix, Taleris, Pivotal, and CADMakers. He has also served on the boards of nonprofit organizations, including the American Chamber of Commerce Australia. Mr. Ruh has a B.Sc. and M.Sc in computer science (California State University), and he is a Co-chair for the Innovation Hub initiative at California State University, Fullerton.
Significant Expertise/Experience
Cybersecurity, Governance/Board, Large Cap Company, R&D/Innovation/Technology, Risk Oversight, Senior/Executive Leadership, Strategy Development, Talent Management/Compensation
Other Current Public Company Boards
None
|
| | ||||||
| | Total 2025 Compensation | | |
Equity-at-risk (Record Date)
|
| | | | | |||||
| | $338,000 | | | $3,072,000 | | | | | | |||||
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | Election of Directors | | | | | | | | | | | | | |
| | |
Peter Sklar, CPA, MBA
Independent
Ontario, Canada
Age: 68
Tenure: ~1 year
Committees:
Audit, Technology
2025 Meeting Attendance: 100%
2025 Annual Meeting Voting Result: >99%
|
| | |
Mr. Sklar brings to the Board extensive expertise in the automotive and investment sectors, with nearly three decades of experience as a top-ranked equity research analyst at BMO Capital Markets.
Mr. Sklar most recently served as a Managing Director at BMO Capital Markets where he served as a top-ranked equity research analyst specializing in automotive and consumer stocks (1993 – 2023). Prior to joining BMO Capital Markets’ predecessor, he was a Vice President at the Canada Development Investment Corporation (1990 – 1993), managing a portfolio of Crown corporations and supporting the Canadian federal government’s privatization program. Mr. Sklar started his career in institutional sales and investment banking at Wood Gundy (1984 – 1990), becoming Vice President of Investment Banking (1988). He has received numerous industry recognitions, including rankings from the Brendan Wood International Survey and the StarMine Analyst Awards for his expertise in small cap/special situations, consumer products, and automotive components. Mr. Sklar holds a B.Com in Accounting and Finance (Toronto), an MBA (Wharton), and is also a CPA.
Significant Expertise/Experience
Accounting/Audit, Automotive, Finance/Financial Advisory, Large Cap Company, Strategy Development
Other Current Public Company Boards
None
|
| | ||||||
| | Total 2025 Compensation | | |
Equity-at-risk (Record Date)
|
| | | | | |||||
| | $257,000 | | | $450,000 | | | | |||||||
| | |
Matthew Tsien, MSc
Independent
Washington, U.S.A
Age: 65
Tenure: ~3 years
Committees:
TOCC, Technology
2025 Meeting Attendance: 100%
2025 Annual Meeting Voting Result: >88%
|
| | |
Mr. Tsien brings to the Board extensive technology and engineering experience within the automotive industry, particularly from a large OEM perspective in China.
Mr. Tsien’s career spanned 45 years with General Motors and its group of companies (1976 – 2021), where he built a strong track record in areas such as electrification and connectivity. He held various roles with GM, including Executive Vice President, Chief Technology Officer, and President, General Motors Ventures (2020 – 2021); Executive Vice President and President, GM China (2014 – 2020); Vice President, Planning and Program Management, GM China and GM International, and Strategic Alliances for China (2012 – 2013) where he was responsible for product planning and program management for international markets encompassing Asia, Russia, the Middle East and Africa. Other prior roles include Executive Vice President, SAIC-GM-Wuling Automobile China (2009 – 2011); Executive Director, Global Technology Engineering (2005 – 2008); Executive Director, Vehicle Systems, North America Product Development (2001 – 2005); Electrical Chief Engineer Germany (1999 – 2000), Regional Vehicle Line Executive Australia (1997 – 1998), Chief Technology Officer and Director, Business Planning China (1995 – 1997); and Director, Audio Systems Engineering, Delco Electronics (1992 – 1995). Mr. Tsien has a BS (Kettering), an MS (Stanford) and an MS (MIT).
Significant Expertise/Experience
Automotive, High-Growth Markets, Large Cap Company, R&D/Innovation/Technology, Senior/Executive Leadership, Strategy Development, Talent Management/Compensation
Other Current Public Company Boards
AGCO Corporation (Audit; Talent and Compensation)
Cummins Inc. (Audit; Governance; Safety, Environment & Technology)
|
| | ||||||
| | Total 2025 Compensation | | |
Equity-at-risk (Record Date)
|
| | | | | |||||
| | $315,000 | | | $615,000 | | | ||||||||
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | Election of Directors | | | | | | | | | | | | | |
| | |
Dr. Thomas Weber, PhD
Independent
Baden-Württemberg, Germany
Age: 71
Tenure: 4+ years
Committees:
GNSC, Technology
2025 Meeting
Attendance: 100%
2025 Annual Meeting Voting Result: >99%
|
| | |
Dr. Weber brings to the Board valuable knowledge and experience regarding the global automotive industry, with particular expertise within Europe, as well as the development and production of future-oriented vehicles (including alternative powertrain systems).
Dr. Weber’s career spanned a wide range of demanding functions and responsibilities relating to passenger cars within Daimler AG (1990 – 2016), including serving on the Board of Management, responsible for Group Research & Mercedes-Benz Cars Development (2004 – 2016). Since 2017, he served as a director of the German National Academy of Science and Engineering “acatech” with responsibility for areas related to “mobility of the future” and circular economy. In 2023, he was elected as President of acatech. In addition, he is an Honorary Professor in the field of mechanical engineering and mobility of the future at the University of Stuttgart (since 2010). Dr. Weber previously served as a member of Magna’s Technology Advisory Council (2019 – 2021) and is a Mechanical Engineer (Stuttgart), with a doctorate in production and automation (Fraunhofer Institute).
Significant Expertise/Experience
Automotive, R&D/Innovation/Technology, Risk Oversight, Senior/Executive Leadership, Strategy Development, Talent Management/Compensation
Other Current Public Company Boards
None
|
| | ||||||
| | Total 2025 Compensation | | |
Equity-at-risk (Record Date)
|
| | | | | |||||
| | $307,000 | | | $1,481,000 | | | | | | |||||
| | |
Lisa S. Westlake, MBA
Independent
Florida, U.S.A.
Age: 64
Tenure: ~7 years
Committees:
TOCC, Technology
2025 Meeting Attendance: 100%
2025 Annual Meeting Voting Result: >88%
|
| | |
Ms. Westlake brings to the Board extensive global experience in both human resources and finance, as well as an established reputation for her leadership abilities in organizational transformations, leveraging technology to drive innovation, stakeholder and crisis management, as well as enterprise risk management.
Ms. Westlake most recently served as the Chief Human Resources Officer of global information and analytics services firm, IHS Markit Ltd. (2017 – 2018), prior to which she served in a range of senior human resources and finance roles with Moody’s Corporation, including Chief Human Resources Officer (2008 – 2017), Vice-President, Investor Relations (2006 – 2008) and Managing Director, Finance (2004 – 2006). In a career that spanned nearly 35 years, Ms. Westlake also had a range of Financial Officer and other senior roles at: American Express Company (1996 – 2003); The Dun & Bradstreet Corporation (1989 – 1995); and Lehman Brothers (1984 – 1987). Ms. Westlake has a B.A. in biochemistry (Dartmouth), as well as an MBA (Columbia).
Significant Expertise/Experience
Finance/Financial Advisory, Governance/Board, High-Growth Markets, Large Cap Company, Mergers & Acquisitions, Risk Oversight, Senior/Executive Leadership, Strategy Development, Talent Management/Compensation
Other Current Public Company Boards
None
|
| | ||||||
| | Total 2025 Compensation | | |
Equity-at-risk (Record Date)
|
| | | | | |||||
| | $311,000 | | | $1,373,000 | | | | | | |||||
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | Election of Directors | | | | | | | | | | | | | |
| |
Retainer / Fee Type
|
| |
Amount
($) |
| |
3x Equity Maintenance
($) |
| ||||||
| | Comprehensive Board Chair Annual Retainer | | | | | 500,000 | | | | | | 1,500,000 | | |
| | Comprehensive Committee Chair Annual Retainer | | | | | 300,000 | | | | | | 900,000 | | |
| | Comprehensive Director-At-Large Annual Retainer | | | | | 275,000 | | | | | | 825,000 | | |
| | Per Meeting Fee (applicable solely to meetings in excess of 25 meetings in aggregate) | | |
1,000
|
| |||||||||
| | Travel Time Fee (half day/full day) | | |
2,000 / 4,000
|
| |||||||||
| | Special Committee Chair Retainer | | |
To be set on Committee formation
|
| |||||||||
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | Election of Directors | | | | | | | | | | | | | |
| |
Name
|
| |
Fees
Earned(1) |
| |
Share-Based
Awards(2) |
| |
Option-Based
Awards ($) |
| |
Non-Equity
Incentive Plan Compensation ($) |
| |
Pension
Value ($) |
| |
All
Other ($) |
| |
Total
($) |
| |||||||||||||||||||||||||||||||||
| |
Cash
($) |
| |
% of
Total Fees |
| |
Deferred to
DSUs ($) |
| |
% of
Total Fees |
| |||||||||||||||||||||||||||||||||||||||||||||
| | Mary S. Chan | | | | | NIL | | | | | | — | | | | | | 299,000 | | | | | | 100 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 299,000 | | |
| | Hon V. Peter Harder | | | | | NIL | | | | | | — | | | | | | 332,000 | | | | | | 100 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 332,000 | | |
| | Jan R. Hauser | | | | | NIL | | | | | | — | | | | | | 307,000 | | | | | | 100 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 307,000 | | |
| | Jay K. Kunkel | | | | | 136,000 | | | | | | 45 | | | | | | 165,000 | | | | | | 55 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 301,000 | | |
| | Robert F. MacLellan | | | | | NIL | | | | | | — | | | | | | 526,000 | | | | | | 100 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 526,000 | | |
| | Mary Lou Maher | | | | | 56,000 | | | | | | 18 | | | | | | 264,000 | | | | | | 83 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 320,000 | | |
| | William A. Ruh | | | | | NIL | | | | | | — | | | | | | 338,000 | | | | | | 100 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 338,000 | | |
| |
Dr. Indira V. Samarasekera
|
| | | | 64,000 | | | | | | 19 | | | | | | 268,000 | | | | | | 81 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 332,000 | | |
| | Peter Sklar | | | | | NIL | | | | | | — | | | | | | 257,000 | | | | | | 100 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 257,000 | | |
| | Matthew Tsien | | | | | 150,000 | | | | | | 48 | | | | | | 165,000 | | | | | | 52 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 315,000 | | |
| | Dr. Thomas Weber | | | | | NIL | | | | | | — | | | | | | 307,000 | | | | | | 100 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 307,000 | | |
| | Lisa S. Westlake | | | | | 201,000 | | | | | | 65 | | | | | | 110,000 | | | | | | 35 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 311,000 | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | Election of Directors | | | | | | | | | | | | | |
| |
Name
|
| |
Option-Based Awards
|
| |
Share-Based Awards
|
| ||||||||||||||||||||||||||||||||||||
| |
Number of
Securities Underlying Unexercised Options (#) |
| |
Option
Exercise Price ($) |
| |
Option
Expiration Date (mm/dd/yy) |
| |
Value of
Unexercised In-The- Money Options ($) |
| |
Number
of Shares or Units That Have Not Vested (#) |
| |
Market or
Payout Value of Share- Based Awards That Have Not Vested ($) |
| |
Market or
Payout Value of Vested Share-Based Awards Not Paid Out or Distributed(1) ($) |
| ||||||||||||||||||||||||
| | Mary S. Chan | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 2,562,000 | | |
| | Hon. V. Peter Harder | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 1,933,000 | | |
| | Jan R. Hauser | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 1,062,000 | | |
| | Jay K. Kunkel | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 539,000 | | |
| | Robert F. MacLellan | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 3,365,000 | | |
| | Mary Lou Maher | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 1,233,000 | | |
| | William A. Ruh | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 2,821,000 | | |
| | Dr. Indira V. Samarasekera | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 3,777,000 | | |
| | Peter Sklar | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 356,000 | | |
| | Matthew Tsien | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 539,000 | | |
| | Dr. Thomas Weber | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 1,369,000 | | |
| | Lisa S. Westlake | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 1,267,000 | | |
| |
Name
|
| |
Option-Based Awards —
Value Vested During the Year ($) |
| |
Share-Based Awards —
Value Vested During the Year(1) ($) |
| |
Non-Equity Incentive
Plan Compensation — Value Earned During the Year ($) |
| |||||||||
| | Mary S. Chan | | | | | NIL | | | | | | 384,000 | | | | | | NIL | | |
| | Hon. V. Peter Harder | | | | | NIL | | | | | | 394,000 | | | | | | NIL | | |
| | Jan R. Hauser | | | | | NIL | | | | | | 339,000 | | | | | | NIL | | |
| | Jay K. Kunkel | | | | | NIL | | | | | | 181,000 | | | | | | NIL | | |
| | Robert F. MacLellan | | | | | NIL | | | | | | 636,000 | | | | | | NIL | | |
| | Mary Lou Maher | | | | | NIL | | | | | | 302,000 | | | | | | NIL | | |
| | William A. Ruh | | | | | NIL | | | | | | 432,000 | | | | | | NIL | | |
| | Dr. Indira V. Samarasekera | | | | | NIL | | | | | | 397,000 | | | | | | NIL | | |
| | Peter Sklar | | | | | NIL | | | | | | 264,000 | | | | | | NIL | | |
| | Matthew Tsien | | | | | NIL | | | | | | 181,000 | | | | | | NIL | | |
| | Dr. Thomas Weber | | | | | NIL | | | | | | 350,000 | | | | | | NIL | | |
| | Lisa S. Westlake | | | | | NIL | | | | | | 149,000 | | | | | | NIL | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | Election of Directors | | | | | | | | | | | | | |
| |
Name
|
| |
Dividends on
Aggregate DSUs ($) |
| |
Name
|
| |
Dividends on
Aggregate DSUs ($) |
| ||||||
| | Mary S. Chan | | | | | 85,000 | | | | William A. Ruh | | | | | 94,000 | | |
| | Hon. V. Peter Harder | | | | | 62,000 | | | | Dr. Indira V. Samarasekera | | | | | 129,000 | | |
| | Jan R. Hauser | | | | | 32,000 | | | | Peter Sklar | | | | | 7,000 | | |
| | Jay K. Kunkel | | | | | 16,000 | | | | Matthew Tsien | | | | | 16,000 | | |
| | Robert F. MacLellan | | | | | 110,000 | | | | Dr. Thomas Weber | | | | | 43,000 | | |
| | Mary Lou Maher | | | | | 38,000 | | | | Lisa S. Westlake | | | | | 39,000 | | |
| |
About the Meeting
|
| |
|
|
| | Business of the Meeting | | |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | |
Reappointment of Deloitte
|
| | | | | | | | | | | | |
| |
91%
Audit / Related Fees
|
| | |
>99%
2025 Votes FOR
|
| | |
12
Fiscal Yrs as auditor
|
|
| | |
The Audit Committee recommends that you vote FOR the reappointment of Deloitte.
|
| |
| |
About the Meeting
|
| |
|
|
| | Business of the Meeting | | |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | |
Reappointment of Deloitte
|
| | | | | | | | | | | | |
| | | | | | | |
2025
|
| |
2024
|
| ||||||||||||||||||
| |
Type of Services
|
| | | | |
Fees
($) |
| |
% of
Total |
| |
Fees
($) |
| |
% of
Total |
| ||||||||||||
| | Audit(1)(5) | | | | | | | | 12,452,000 | | | | | | 55 | | | | | | 12,263,000 | | | | | | 60 | | |
| | Audit-related(2) | | | | | | | | 8,127,000 | | | | | | 36 | | | | | | 6,786,000 | | | | | | 34 | | |
| | Tax(3) | | | | | | | | 1,657,000 | | | | | | 7 | | | | | | 1,114,000 | | | | | | 6 | | |
| | Other Permitted(4) | | | | | | | | 602,000 | | | | | | 2 | | | | | | 10,000 | | | | | | <1 | | |
| | | | |
Total
|
| | | | 22,838,000 | | | | | | 100 | | | | | | 20,173,000 | | | | | | 100 | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | Say on Pay | | | | | | | | | | | | | |
| | Compensation Discussion & Analysis | | | | | 33 | | |
| | | | | | 34 | | | |
| | Summary Compensation Table | | | | | 54 | | |
| | Incentive Plans and Awards | | | | | 56 | | |
| | |
The Board recommends that you vote FOR our Say on Pay resolution
|
| |
| |
81%
2025
Say on Pay |
| | |
At the Meeting, shareholders will again have the opportunity to cast an advisory, non-binding vote on Magna’s approach to executive compensation — this is often referred to as “Say on Pay”. We most recently held a Say on Pay vote at our May 8, 2025, annual meeting of shareholders, which was supported by a majority (81%) of the votes cast on the resolution.
|
|
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| | Adjusted EBIT: | | | the company’s adjusted earnings before interest and taxes(1) | |
| | CD&A: | | | the Compensation Discussion & Analysis section of this Circular | |
| | executive compensation peer group: | | | the group of companies discussed in Section B of this CD&A, against which the compensation of our Executives is compared or benchmarked | |
| | Executive Management: | | | the company’s senior leadership team, including the company’s Named Executive Officers | |
| | Fasken: | | | the Board’s independent legal advisor, Fasken Martineau DuMoulin LLP | |
| | Free Cash Flow: | | | cash from operations plus proceeds from normal course dispositions of fixed and other assets minus fixed asset additions (capital expenditures) and increase in investment in other assets(1) | |
| | GDFV: | | | grant date fair value | |
| | Hugessen: | | | the Board’s independent compensation advisor, Hugessen Consulting Inc. | |
| | MLTIs: | | | mid- and long-term incentives | |
| | Named Executive Officers or NEOs: | | | our five most highly compensated executive officers | |
| | PSUs: | | | performance stock units | |
| | ROIC: | | | the company’s adjusted return on invested capital(1) | |
| | RSUs: | | | restricted stock units | |
| | rTSR: | | | TSR, relative to the rTSR peer group | |
| | rTSR peer group: | | | the group of companies discussed in Section B of this CD&A, against which Magna’s rTSR is measured in connection with the company’s rTSR PSUs | |
| | STIs: | | | short-term incentives in the form of annual cash bonuses based on Magna’s Adjusted EBIT and Free Cash Flow | |
| | TDC: | | | total direct compensation | |
| | TFG PSUs: | | | the special, non-recurring Transformational Grant PSUs granted in September 2022 to incent the long-term, strategic transformation of Magna | |
| | TSR: | | | total shareholder return, a measure of total performance of a company’s shares, combining share price appreciation and dividends paid over a specific period | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| |
Total Sales
$42.0B (▼2% YoY) |
| |
Adjusted Diluted EPS
$5.73 (▲6% YoY) |
| |
Adjusted EBIT / Adjusted EBIT Margin
$2.4B / 5.6% (▲2% YoY / ▲20bps YoY) |
|
| |
Cash from Operating Activities
$3.6B (▼1% YoY) |
| |
Free Cash Flow
$1.9B (▲80% YoY) |
| |
Capital Expenditures
$1.3B (▼40% YoY) |
|
| |
Return of Capital to Shareholders
$681M |
| |
Total Return – NYSE
34% |
| |
Total Return – TSX
28% |
|
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| | | | |
Proportion of
TDC (%) |
| |
Target TDC
($) |
| |
Actual/GDFV
($) |
| | | | | | | |
Performance as of
December 31, 2025 |
| ||||||||||||
| | Base Salary | | | | | | | | 7 | | | | | | 1,250,000 | | | | | | 1,250,000 | | | | | | | | | |
—
|
|
| | STIs (Cash) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| |
Adj. EBIT (75%)
|
| | | | | | | 20 | | | | | | 3,565,000 | | | | | | 4,367,000 | | | | | | Actual | | | |
122.5% payout
|
|
| |
Free Cash Flow (25%)
|
| | | | | | | 7 | | | | | | 1,185,000 | | | | | | 2,370,000 | | | |
200.0% payout
|
| ||||||
| | MLTIs (Equity) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| |
ROIC (40%)
|
| | | | | | | 26 | | | | | | 4,600,000 | | | | | | 4,600,000 | | | | | | GDFV(1) | | | |
Tracking above target
Tracking above Target
In the money
|
|
| |
rTSR (20%)
|
| | | | | | | 13 | | | | | | 2,300,000 | | | | | | 2,300,000 | | | |||||||||
| |
Stock Options (40%)
|
| | | | | | | 26 | | | | | | 4,600,000 | | | | | | 4,600,000 | | | |||||||||
| | | | |
Total
|
| | | | 100 | | | | | | 17,500,000 | | | | | | 19,487,000 | | | | | | | | | | ||
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| |
Dr. Indira V. Samarasekera
(Committee Chair) |
| |
V. Peter Harder
|
| |
William A. Ruh
|
| |
Matthew Tsien
|
| |
Lisa S. Westlake
|
|
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| |
Section
|
| |
Description
|
| |
Page
|
|
| |
A
|
| | Magna’s overall approach to executive compensation | | | | |
| |
B
|
| | Compensation governance practices followed by the Board and TOCC | | | | |
| |
C
|
| | Detailed description of our executive compensation program | | | | |
| |
D
|
| | Compensation risk mitigation practices | | | |
| |
|
| |
Driving Execution of and Accountability for Our Strategic and Business Plans
We seek to reinforce disciplined, effective decision-making by aligning incentives with profitable growth, strong free cash flow generation, and efficient capital allocation that drives the achievement of our business and strategic plans. Short-term incentives are directly tied to business plan metrics that remain largely within the control of Executive Management to promote execution and accountability, while the majority of mid- and long-term incentives are performance-conditioned and vest over multiple years to encourage an ownership mentality.
|
|
| |
|
| |
Rewarding Superior Performance with Superior Compensation
We operate a complex business in an intensely competitive, global automotive manufacturing industry that continues to rapidly evolve. In this context, we recognize that downside risks are more likely than upside opportunities. Our approach to executive compensation recognizes this reality and is built on a belief that superior performance should be rewarded with superior compensation outcomes.
|
|
| |
|
| |
Creating Long-Term Shareholder Value
Magna has a proven history of delivering significant value to shareholders over the long-term. Our executive compensation system is designed to enable resilience by rewarding the maintenance of a strong balance sheet and incenting behaviours that drive value-creation throughout market cycles.
|
|
| |
|
| |
Supporting the Attraction, Motivation and Retention of Top Leadership Talent
We cannot achieve our strategic and business plans, generate superior performance, or harness the power of One Magna to create long-term value without world-class leadership. Accordingly, our compensation system has been structured to support our ability to attract, motivate, and retain top leadership talent.
|
|
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| | | | |
Short-Term
(1-year) |
| |
Mid-Term
(3-years) |
| |
Long-Term
(7-years) |
| |||||||||
| | | | |
Base Salary
|
| |
Performance Cash (STIs)
|
| |
Performance Equity (MLTIs)
|
| |||||||||
| | | | |
Fixed
|
| |
Adjusted EBIT
|
| |
Free Cash Flow
|
| |
ROIC PSUs
|
| |
rTSR PSUs
|
| |
Stock Options
|
|
| |
Purpose
|
| |
Compensation for day-to-day responsibilities.
|
| |
Incents profit-focused decision-making and the achievement of our business plan.
|
| |
Incents effective working capital and efficient capital expenditure management.
|
| |
Incents capital efficient value-creation over the mid-term.
|
| |
Rewards mid-term market outperformance relative to peers competing for investment capital.
|
| |
Incents absolute share price appreciation.
|
|
| |
Features
|
| |
At or below-market salaries. Generally not adjusted annually.
|
| | Fully “at-risk” with payouts ranging from 0-200%. Paid out in cash. | | |
Fully “at-risk” with payouts ranging from 0-200% of the number of PSUs granted. Redeemed by delivery of Magna Common Shares.
|
| | Vest over 3-years. | | ||||||
| | ✓ | | | At or below-market base salaries, emphasis on performance-based, variable compensation which is fully “at-risk” | |
| | ✓ | | | Balanced short- and mid-term incentives tied to core business and strategic metrics | |
| | ✓ | | | Majority of compensation directly impacted by share price | |
| | ✓ | | | Responsible compensation practices — STI/PSU payout caps, share ownership requirements, clawbacks | |
| | ✓ | | | Benefits which are substantially consistent with those of other employees in the same office/jurisdiction | |
| | ✓ | | | Target total direct compensation regularly benchmarked against compensation peer group | |
| | ✓ | | | Board oversight of executive compensation, primarily through the TOCC | |
| | ✓ | | | Annual Say on Pay | |
| | ✘ | | | No defined-benefit pensions | |
| | ✘ | | | No stock option repricing or backdating | |
| | ✘ | | | No stock option grants below fair market value | |
| | ✘ | | | No hedging or other transactions to limit executives’ exposure to loss of value of Magna equity | |
| | ✘ | | | No single-trigger change in control protection | |
| | ✘ | | | No loans to executives or directors | |
| | ✘ | | | No tax gross-ups | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| |
Description of Services
|
| |
2025
|
| |
2024
|
| |||||||||||||||||||||
| |
(C$)
|
| |
(%)
|
| |
(C$)
|
| |
(%)
|
| ||||||||||||||||||
| | Executive compensation advisory services | | | | | | | | 250,000 | | | | | | 100 | | | | | | 145,000 | | | | | | 100 | | |
| | All other services for Magna | | | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| | | | |
Total
|
| | | | 250,000 | | | | | | 100 | | | | | | 145,000 | | | | | | 100 | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| |
Automotive
|
| |
Capital Goods
|
| |
Technology Hardware & Equipment
|
|
| | Adient plc | | | Cummins Inc. | | | Corning Incorporated | |
| | Aptiv plc | | | Eaton Corp. | | | Jabil Inc. | |
| | BorgWarner Inc. | | | Emerson Electric Co. | | | | |
| | Lear Corporation | | | Illinois Tool Works Inc. | | | | |
| | Linamar Corporation | | | Johnson Controls Inc. | | | | |
| | The Goodyear Tire & Rubber Company | | | Parker-Hannifin Corporation | | | | |
| |
rTSR Peer Group
|
| |||
| | Adient plc | | | Gentex Corp. | |
| | American Axle Manufacturing & Holdings Inc. | | | Lear Corp. | |
| | Autoliv, Inc. | | | Linamar Corp. | |
| | BorgWarner Inc. | | | Martinrea International Inc. | |
| | Dana Incorporated | | | Visteon Corp. | |
| | Ford / General Motors (Composite Peer) | | | Continental / Forvia / Valeo (Composite Peer) | |
| |
S&P 500 Index
|
| |||
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| |
Name/Position
|
| |
Description
|
|
| |
Seetarama S. Kotagiri
Chief Executive Officer |
| |
Mr. Kotagiri has served as Magna’s Chief Executive Officer since January 2021, having held various executive roles in technology and operations across the Magna group of companies over the decade prior to his appointment as Chief Executive Officer. Mr. Kotagiri first joined Magna in 1999.
|
|
| |
Philip D. Fracassa
Chief Financial Officer |
| | Mr. Fracassa has served as Magna’s Chief Financial Officer since September 2025. Mr. Fracassa joined Magna after 20 years at The Timken Company, where he served as Executive Vice-President and CFO since 2014. | |
| |
John H. Farrell
Chief Operating Officer |
| |
Mr. Farrell has served as Magna’s Chief Operating Officer since November 2024, prior to which he was President, Body & Exterior Systems and Seating. He has held senior operating roles across multiple operating groups between 1993 and 2010, as well as since 2012.
|
|
| |
Eric J. Wilds
Chief Strategy & Commercial Officer |
| | Mr. Wilds has served as Magna’s Chief Strategy & Commercial Officer since October 2024, having served as Magna’s Chief Sales & Marketing Officer prior to that. He has held various corporate and operating group commercial roles since joining Magna in 1993. | |
| |
Tom Rucker
Chief People & Business Transformation Officer |
| |
Mr. Rucker has served as Magna’s Chief People & Business Transformation Officer since November 2024, prior to which he was President, Power & Vision and Complete Vehicles. He has held various operating roles since joining Magna in 2000.
|
|
| |
Patrick W.D. McCann
Former Chief Financial Officer |
| |
Mr. McCann previously served as Magna’s Chief Financial Officer from January 2022 until September 2025. Mr. McCann remained in an advisory role with Magna until his retirement in March 2026.
|
|
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| |
Name
|
| |
Base Salary
($) |
| |||
| | Seetarama S. Kotagiri | | | | | 1,250,000 | | |
| |
Philip D. Fracassa(1)
|
| | | | 750,000 | | |
| | John H. Farrell | | | | | 750,000 | | |
| | Eric J. Wilds | | | | | 750,000 | | |
| | Tom Rucker | | | | | 750,000 | | |
| | Patrick W.D. McCann(2) | | | |
|
750,000
|
| |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| |
Performance
|
| |
Adjusted EBIT/
Free Cash Flow |
| |
Payout
(% of Target) |
| |||
| | Maximum | | |
Target +25%
|
| | | | 200 | | |
| | Target Range | | |
Business Plan
|
| | | | 100 | | |
| | Threshold | | |
Target -50%
|
| | | | 25 | | |
| | Below Threshold | | |
<Target -50%
|
| | | | 0 | | |
| |
Name
|
| |
Adjusted EBIT
STI ($) |
| |
Free Cash Flow
STI ($) |
| |
Total STI
($) |
| |||||||||
| | Seetarama S. Kotagiri | | | | | 4,367,000 | | | | | | 2,370,000 | | | | | | 6,737,000 | | |
| | Philip D. Fracassa | | | | | NIL | | | | | | NIL | | | | | | 326,000(1) | | |
| | John H. Farrell | | | | | 1,593,000 | | | | | | 860,000 | | | | | | 2,253,000 | | |
| | Eric J. Wilds | | | | | 1,188,000 | | | | | | 640,000 | | | | | | 1,828,000 | | |
| | Tom Rucker | | | | | 1,005,000 | | | | | | 540,000 | | | | | | 1,545,000 | | |
| | Patrick W.D. McCann(2) | | | | | 1,372,000 | | | | | | 740,000 | | | | | | 2,112,000 | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| |
Name
|
| |
ROIC PSUs
($/#) |
| |
rTSR PSUs
($/#) |
| |
Stock Options
($/#) |
| |
RSUs
($/#) |
| |
Aggregate
MLTI ($) |
| |||||||||||||||
| | Seetarama S. Kotagiri | | | | | 4,600,000 | | | | | | 2,300,000 | | | | | | 4,600,000 | | | | | | | | | | | | 11,000,000 | | |
| | | | | | | 117,557 | | | | | | 58,778 | | | | | | 486,258 | | | | | | | | | | | | | | |
| | Philip D. Fracassa | | | | | — | | | | | | — | | | | | | — | | | | | | 837,000(1) | | | | | | 837,000 | | |
| | | | | | | | | | | | | | | | | | | | | | | | | 18,522(1) | | | | | | | | |
| | John H. Farrell | | | | | 1,248,000 | | | | | | 624,000 | | | | | | 1,248,000 | | | | | | | | | | | | 3,120,000 | | |
| | | | | | | 31,894 | | | | | | 15,947 | | | | | | 131,924 | | | | | | | | | | | | | | |
| | Eric J. Wilds | | | | | 984,000 | | | | | | 492,000 | | | | | | 984,000 | | | | | | | | | | | | 2,460,000 | | |
| | | | | | | 25,147 | | | | | | 12,573 | | | | | | 104,017 | | | | | | | | | | | | | | |
| | Tom Rucker | | | | | 864,000 | | | | | | 432,000 | | | | | | 864,000 | | | | | | | | | | | | 2,160,000 | | |
| | | | | | | 22,080 | | | | | | 11,040 | | | | | | 91,332 | | | | | | | | | | | | | | |
| | Patrick W.D. McCann(2) | | | | | 1,104,000 | | | | | | 552,000 | | | | | | 1,104,000 | | | | | | | | | | | | 2,760,000 | | |
| | | | | | | 28,214 | | | | | | 14,107 | | | | | | 116,702 | | | | | | | | | | | | | | |
| | | | |
ROIC PSUs
The ROIC PSUs are intended to incent and reward capital-efficient value creation over a three-year performance period. The performance period for the ROIC PSUs granted in 2025 is January 1, 2025 to December 31, 2027.
The number of ROIC PSUs realized by an NEO following the performance period depends on the target number granted, Magna’s return on invested capital performance and the payout scale approved by the TOCC. The maximum number of ROIC PSUs that can be realized is capped at 200% of target, but ultimately no PSUs may be earned if ROIC performance fails to meet the minimum payout threshold.
The dollar value of compensation realized by an NEO following the performance period will depend on the final number of ROIC PSUs redeemed, as well as the trading price of our Common Shares.
When the 2025 ROIC PSUs are redeemed following the performance period, we will deliver Common Shares acquired on the market under our share repurchase program, with dividends credited in the form of additional units based on the final number of ROIC PSUs.
|
|
| | | | |
The TOCC may exercise its informed judgement to address various situations in order to ensure consistency and comparability in ROIC goal-setting and measurement.
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|
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| | | | |
The table below sets forth the payout scale for the ROIC PSUs (interpolation applies for points between the payout levels). Target performance levels for the 2025 ROIC PSUs were set with reference to Magna’s 2025 business plan.
|
|
| |
Performance Level
|
| |
ROIC
|
| |
Payout
(% of Target) |
| |||
| | Maximum | | |
Target +25%
|
| | | | 200 | | |
| | Target | | |
Business Plan +/-10%
|
| | | | 100 | | |
| | Threshold | | |
Target -50%
|
| | | | 25 | | |
| | Below Threshold | | |
<Target -50%
|
| | | | 0 | | |
| | | | |
Other than what is described above, the company does not disclose the specific individual ROIC target levels included within the company’s business plan. Such business plan targets are based on confidential internal forecasts and projections that would negatively impact our competitive position and would seriously prejudice the company’s interest if disclosed.
|
|
| | | | |
Since Magna operates in a cyclical industry, we average the implied payout for each of the three individual years of the performance period to determine the actual ROIC PSU payout. This means that a year of ROIC performance that is below the threshold level will count as 0% in the payout calculation, but cannot be a negative percentage. The effect of this is that the ROIC PSU payout will not directly correspond to our three-year average ROIC. By calculating ROIC PSU payout based on the average implied payouts for each of the years in the performance period, extreme outlier years cannot have a disproportionate impact on the payout calculation. The feature also operates to place a cap on ROIC performance above the maximum level, thus preventing positive outlier years from having a disproportionate impact on the payout calculation.
|
|
| | | | |
rTSR PSUs
The rTSR PSUs are intended to incent and reward creation of shareholder value, relative to the companies in our rTSR peer group. The performance period for the rTSR PSUs granted in 2025 is January 1, 2025 to December 31, 2027.
|
|
| | | | |
The number of rTSR PSUs realized by an NEO following the performance period depends on the target number granted, Magna’s three-year rTSR performance and the payout scale approved by the TOCC. The number of rTSR PSUs that can be realized is capped at 200% of target, and no rTSR PSUs would be paid for rTSR performance below the 25th percentile of the rTSR peer group. The dollar value of compensation realized by an NEO following the performance period will depend on the final number of rTSR PSUs paid out, as well as the trading price of our Common Shares. When the 2025 rTSR PSUs are redeemed following the performance period, we will deliver Common Shares acquired on the market under our share repurchase program, with dividends credited in the form of additional units based on the final number of rTSR PSUs.
|
|
| | | | |
The table below sets forth the payout scale for the rTSR PSUs (interpolation applies for points between the payout levels).
|
|
| |
Performance Level
|
| |
Three-year
rTSR (Percentile) |
| |
Payout
(% of Target) |
| ||||||
| | Maximum | | | | | >75th | | | | | | 200 | | |
| | Above Target | | | | | 65th | | | | | | 150 | | |
| | Target | | | | | 50th | | | | | | 100 | | |
| | Below Target | | | | | 35th | | | | | | 50 | | |
| | Threshold | | | | | <25th | | | | | | 0 | | |
| | | | |
As an exception to the foregoing payout scale, if the company’s three-year rTSR is greater than the target level, thus demonstrating value creation, but absolute three-year TSR is negative, the number of rTSR PSUs paid out will be capped at the target level. This feature recognizes that payouts should not exceed target where shareholders have experienced a deterioration in the absolute value of their holdings.
|
|
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| | | | |
Stock Options
Stock options serve as a tool to incent absolute share price returns over the long-term (seven years). Magna’s stock options vest in equal one-third tranches on the first three anniversaries of the grant date and expire on the seventh anniversary of the grant date. The TOCC is committed to responsible option granting practices, including by maintaining annual option grants to all participants below 1% of our issued and outstanding Common Shares. Options are not priced during trading blackouts and are granted at an exercise price equal to the market price on the NYSE.
|
|
| | | | |
Stock options are typically granted in late February or early March of the year. Stock options in respect of 2025 compensation were granted on February 18, 2025, at an exercise price of $37.85, under our 2025 Stock Option Plan which is discussed in further detail under “Incentive Plans and Awards”.
|
|
| | | | |
If an NEO ceases to be employed by Magna (including any of its affiliates) within one year following the date of a stock option exercise, they must hold Magna Common Shares with a market value (at the exercise date) equal to the net after-tax gain until the one-year anniversary of the exercise date.
|
|
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| |
Name
|
| |
Equity
Maintenance Requirement ($) |
| |
Qualifying
Equity (#) |
| |
Value of
Qualifying Equity(1) ($) |
| |
Equity
Maintenance Requirement Status |
| ||||||||||||
| | Seetarama S. Kotagiri | | | | | 8,000,000 | | | | | | 1,171,177 | | | | | | 62,424,000 | | | | | | Exceeds | | |
| | Philip D. Fracassa | | | | | 1,800,000 | | | | | | 118,349 | | | | | | 6,308,000 | | | | | | Exceeds | | |
| | John H. Farrell | | | | | 2,250,000 | | | | | | 248,931 | | | | | | 13,268,000 | | | | | | Exceeds | | |
| | Eric J. Wilds | | | | | 1,800,000 | | | | | | 224,753 | | | | | | 11,979,000 | | | | | | Exceeds | | |
| | Tom Rucker | | | | | 1,600,000 | | | | | | 201,091 | | | | | | 10,718,000 | | | | | | Exceeds | | |
| | Patrick W.D. McCann | | | | | 2,000,000 | | | | | | 227,375 | | | | | | 12,119,000 | | | | | | Exceeds | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| |
Element of
Compensation |
| |
Resignation
|
| |
Retirement
|
| |
Termination —
Cause |
| |
Termination —
No Cause |
| |
Termination
Without Cause on Change in Control(1) |
|
| |
Fixed Compensation — Base Salary and Performance Cash — STIs
|
| |
Prorated to effective
date |
| |
Prorated to effective
date |
| |
Prorated to effective
date |
| |
Average of compensation excluding MLTIs for up to the last two completed fiscal years paid out over severance period (up to 24 months) as salary continuation.
|
| |
Average of compensation excluding MLTIs for up to the last two completed fiscal years paid out over severance period (up to 24 months) as salary continuation
|
|
| | | | | | | | | | |||||||||
| | Performance Equity — ROIC PSUs and rTSR PSUs | | |
Forfeiture of unredeemed PSUs
|
| | PSUs granted in complete years prior to the termination date are redeemed on the regular payout date, subject to performance conditions established at time of grant. PSUs granted in year of retirement are redeemed on regular payout date, subject to performance conditions established at time of grant and proration to reflect the proportion of the year worked. | | |
Forfeiture of unredeemed PSUs
|
| | PSUs granted in complete years prior to the termination date are redeemed on the regular payout date, subject to performance conditions established at time of grant. PSUs granted in year of termination are redeemed on regular payout date, subject to payout conditions established at time of grant and proration to reflect the proportion of the year worked. | | |
Plan administrator can take such steps as necessary to convert or exchange the outstanding PSUs into securities of substantially equivalent value in any entity participating in or resulting from a change in control.
|
|
| | Stock Options | | | Unvested options forfeited; unexercised options expire on earlier of option expiry date and three months after effective date of resignation. | | | Unvested options accelerate; unexercised options expire on earlier of option expiry date and three years after effective date of retirement. | | | All unexercised options are forfeited on effective date of termination. | | | Unvested options forfeited; unexercised options expire on earlier of option expiry date and three months after effective date of termination. | | | Unvested options accelerate; unexercised options expire on earlier of option expiry date and 12 months after Notice Period (as defined above). | |
| | TFG PSUs | | | Forfeiture of unredeemed PSUs | | | PSUs associated with a hurdle that has been achieved will be paid out in accordance with terms established at time of grant, subject to proration to reflect the proportion of the performance period worked. | | | Forfeiture of unredeemed PSUs | | | Forfeiture of unredeemed PSUs | | | The Plan administrator may accelerate the vesting of TFG PSUs associated with a hurdle that had been achieved prior to announcement of the change in control. | |
| | Benefits & Perks | | | ESL Minimum(2) | | | ESL Minimum(2) | | | ESL Minimum(2) | | | ESL Minimum(2) | | | ESL Minimum(2) | |
| | Pension | | | None | | | None | | | None | | | None | | | None | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | CD&A | | | | | | | | | | | | | |
| | | | |
Resignation
|
| |
Retirement
|
| |
Termination —
Cause |
| |
Termination
Without Cause ($) |
| |
Termination Without
Cause on Change in Control ($) |
| ||||||||||||||||||
| | Seetarama S. Kotagiri | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| |
Severance
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 13,910,000 | | | | | | 13,910,000 | | |
| |
ROIC PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
rTSR PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
TFG PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
Stock Options
|
| | | | | | | NIL | | | | | | 7,755,000 | | | | | | NIL | | | | | | NIL | | | | | | 7,755,000(1) | | |
| |
Benefits & Perks
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
Pension
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| | | | |
Total
|
| | | | NIL | | | | | | 7,755,000 | | | | | | NIL | | | | | | 13,910,000 | | | | | | 21,665,000 | | |
| |
Philip D. Fracassa
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| |
Severance
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 1,076,000 | | | | | | 1,076,000 | | |
| |
ROIC PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
rTSR PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
TFG PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
Stock Options
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
Benefits & Perks
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
Pension
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| | | | |
Total
|
| | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 1,076,000 | | | | | | 1,076,000 | | |
| | John H. Farrell | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| |
Severance
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 5,374,000 | | | | | | 5,374,000 | | |
| |
ROIC PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
rTSR PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
TFG PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
Stock Options
|
| | | | | | | NIL | | | | | | 2,093,000 | | | | | | NIL | | | | | | NIL | | | | | | 2,093,000(1) | | |
| |
Benefits & Perks
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
Pension
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| | | | |
Total
|
| | | | NIL | | | | | | 2,093,000 | | | | | | NIL | | | | | | 5,374,000 | | | | | | 7,467,000 | | |
| | Eric J. Wilds | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| |
Severance
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 4,496,000 | | | | | | 4,496,000 | | |
| |
ROIC PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
rTSR PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
TFG PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
Stock Options
|
| | | | | | | NIL | | | | | | 1,675,000 | | | | | | NIL | | | | | | NIL | | | | | | 1,675,000(1) | | |
| |
Benefits & Perks
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
Pension
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| | | | |
Total
|
| | | | NIL | | | | | | 1,675,000 | | | | | | NIL | | | | | | 4,496,000 | | | | | | 6,171,000 | | |
| | Tom Rucker | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| |
Severance
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 4,016,000 | | | | | | 4,016,000 | | |
| |
ROIC PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
rTSR PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
TFG PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
Stock Options
|
| | | | | | | NIL | | | | | | 1,452,000 | | | | | | NIL | | | | | | NIL | | | | | | 1,452,000(1) | | |
| |
Benefits & Perks
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
Pension
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| | | | |
Total
|
| | | | NIL | | | | | | 1,452,000 | | | | | | NIL | | | | | | 4,016,000 | | | | | | 5,468,000 | | |
| | Patrick W.D. McCann(2) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| |
Severance
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 4,375,000 | | | | | | 4,375,000 | | |
| |
ROIC PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
rTSR PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
TFG PSUs
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
Stock Options
|
| | | | | | | NIL | | | | | | 1,823,000 | | | | | | NIL | | | | | | NIL | | | | | | 1,823,000(1) | | |
| |
Benefits & Perks
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| |
Pension
|
| | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| | | | |
Total
|
| | | | NIL | | | | | | 1,823,000 | | | | | | NIL | | | | | | 4,375,000 | | | | | | 6,198,000 | | |
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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| | | | | | | | CD&A | | | | | | | | | | | | | |
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Overall Level of Compensation Risk is Reasonable in Light of Nature of Magna’s Business and Industry
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The TOCC has considered whether Magna’s executive compensation system may encourage excessive risk taking. The TOCC concluded that the potential risks created by any particular element of the system are appropriately mitigated by other elements and that the overall level of risk is reasonable in light of the nature of Magna’s business and the automotive industry. In reaching this conclusion, the TOCC considered the methods described below, which are employed to help establish an appropriate balance between risk and reward, as well as to encourage responsible decision-making:
•
Board/TOCC oversight of executive compensation generally;
•
independent advice and recommendations on compensation matters provided by compensation consultants and legal advisors directly selected and retained by the TOCC;
•
Board/TOCC discretion to determine target total compensation;
•
complete Board/TOCC discretion over the form of STIs and LTIs;
•
mix of compensation vehicles and metrics;
•
links between executive compensation and consequences of management decision-making;
•
the 200% cap on STIs relative to the target opportunity;
•
the 200% cap on the maximum number of ROIC and rTSR PSUs that can be realized relative to the target opportunity;
•
compensation clawback policy consistent with the requirements set out in Section 303A.14 of The New York Stock Exchange Listed Company Manual;
•
forfeiture risk applicable to PSUs and stock options in certain circumstances;
•
significant levels of personal wealth “at risk” due to equity maintenance requirements;
•
post-retirement holdback of option shares resulting from option exercises occurring within one-year prior to retirement; and
•
anti-hedging restrictions.
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| | | | |
Beyond the compensation-specific features which help mitigate risk, the TOCC also assesses the broader context of Board oversight and controls which serve to mitigate the potential for excessive risk taking by Executive Management. These controls include:
•
Annual Board approval of rolling three-year business plans and seven-year strategic plans;
•
Board approval of annual capital expenditures budget;
•
Board control over return of capital to shareholders through dividends and annual share repurchase budgets; and
•
Board approval of all acquisitions or dispositions with an enterprise value in excess of $250 million, as well as joint ventures or partnerships requiring an investment of such amount.
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When these controls are considered along with the compensation features above, the TOCC is satisfied that the theoretical potential for excessive risk taking by Executive Management is sufficiently moderated by adequate Board oversight and compensation disincentives.
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About the Meeting
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|
|
| | Business of the Meeting | | |
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Corporate Governance
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| |
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Additional Information
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| | | | | | | |
Summary Compensation Table
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| | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Non-equity
incentive plan compensation ($) |
| | | | | | | | | | | | | | | | | | | |||||||||
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Name and
Principal position |
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Year
|
| |
Salary
($) |
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Share-
based awards(1) ($) |
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Option-
based awards(3) ($) |
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Annual(4)
($) |
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Long-
term ($) |
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Pension
Value ($) |
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All other
Compensation ($) |
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Total
Compensation ($) |
| |||||||||||||||||||||||||||
| |
Seetarama S. Kotagiri
President and Chief Executive Officer |
| | | | 2025 | | | | | | 1,250,000 | | | | | | 6,900,000 | | | | | | 4,600,000 | | | | | | 6,737,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 19,487,000 | | |
| | | | 2024 | | | | | | 1,250,000 | | | | | | 6,600,000 | | | | | | 4,400,000 | | | | | | 4,673,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 16,923,000 | | | |||
| | | | 2023 | | | | | | 325,000 | | | | | | 6,600,000 | | | | | | 4,400,000 | | | | | | 5,633,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 16,958,000 | | | |||
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Philip D. Fracassa
Chief Financial Officer |
| | | | 2025 | | | | | | 232,000 | | | | | | 5,337,000(2) | | | | | | NIL | | | | | | 826,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 6,395,000 | | |
| | | | 2024 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | |||
| | | | 2023 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | |||
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John H. Farrell
Chief Operating Officer |
| | | | 2025 | | | | | | 750,000 | | | | | | 1,872,000 | | | | | | 1,248,000 | | | | | | 2,253,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 6,123,000 | | |
| | | | 2024 | | | | | | 750,000 | | | | | | 1,800,000 | | | | | | 1,200,000 | | | | | | 1,621,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 5,371,000 | | | |||
| | | | 2023 | | | | | | 325,000 | | | | | | 1,080,000 | | | | | | 720,000 | | | | | | 2,862,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 4,987,000 | | | |||
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Eric J. Wilds
Chief Strategy & Commercial Officer |
| | | | 2025 | | | | | | 750,000 | | | | | | 1,476,000 | | | | | | 984,000 | | | | | | 1,828,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 5,038,000 | | |
| | | | 2024 | | | | | | 750,000 | | | | | | 1,386,000 | | | | | | 924,000 | | | | | | 1,168,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 4,228,000 | | | |||
| | | | 2023 | | | | | | 325,000 | | | | | | 960,000 | | | | | | 640,000 | | | | | | 1,898,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 3,823,000 | | | |||
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Tom Rucker
Chief People and Business Transformation Officer |
| | | | 2025 | | | | | | 750,000 | | | | | | 1,296,000 | | | | | | 864,000 | | | | | | 1,545,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 4,455,000 | | |
| | | | 2024 | | | | | | 750,000 | | | | | | 1,206,000 | | | | | | 804,000 | | | | | | 971,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 3,731,000 | | | |||
| | | | 2023 | | | | | | 325,000 | | | | | | 960,000 | | | | | | 640,000 | | | | | | 1,898,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 3,823,000 | | | |||
| |
Patrick W.D. McCann
Former Chief Financial Officer |
| | | | 2025 | | | | | | 750,000 | | | | | | 1,656,000 | | | | | | 1,104,000 | | | | | | 2,112,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 5,622,000 | | |
| | | | 2024 | | | | | | 750,000 | | | | | | 1,584,000 | | | | | | 1,056,000 | | | | | | 1,385,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 4,775,000 | | | |||
| | | | 2023 | | | | | | 325,000 | | | | | | 960,000 | | | | | | 640,000 | | | | | | 1,898,000 | | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | 3,823,000 | | | |||
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About the Meeting
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| |
|
|
| | Business of the Meeting | | |
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| |
Corporate Governance
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Additional Information
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|
| | | | | | | |
Summary Compensation Table
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| | | | | | | | | | | | |
| | | | |
2025
|
| |
2024
|
| |
2023
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| |||||||||
| | Grant date stock price (NYSE) | | |
$39.13
|
| | | $ | 54.69 | | | | | $ | 56.12 | | | |||
| | Expected time until exercise | | |
5.0 yrs
|
| |
5.0 yrs
|
| |
5.0 yrs
|
| |||||||||
| | Expected volatility | | |
30.3%
|
| |
37.8%
|
| |
38.0%
|
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| | Risk Free Rate | | |
4.33%
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| |
4.14%
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| |
4.30%
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| | Expected dividend yield | | |
2.0%
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| |
2.0%
|
| |
2.0%
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| |||||||||
| | Grant Date Fair Value per option (rounded) | | | | $ | 10.58 | | | | | $ | 18.03 | | | | | $ | 19.00 | | |
| | Actual Black-Scholes ratio | | |
28.0%
|
| |
32.9%
|
| |
33.9%
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| |||||||||
| | Applied Cap / Floor | | |
25%
|
| |
25%
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—
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| | | | |
December 31,
2020 |
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December 31,
2021 |
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December 31,
2022 |
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December 31,
2023 |
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December 31,
2024 |
| |
December 31,
2025 |
| ||||||||||||||||||
| | Magna Common Shares (TSX) | | | | C$ | 100.00 | | | | | C$ | 115.87 | | | | | C$ | 88.57 | | | | | C$ | 94.31 | | | | | C$ | 75.39 | | | | | C$ | 96.24 | | |
| | S&P/TSX Total Return | | | | C$ | 100.00 | | | | | C$ | 125.09 | | | | | C$ | 117.78 | | | | | C$ | 131.62 | | | | | C$ | 160.12 | | | | | C$ | 210.84 | | |
| | Magna Common Shares (NYSE) | | | | $ | 100.00 | | | | | $ | 116.62 | | | | | $ | 83.26 | | | | | $ | 90.58 | | | | | $ | 66.74 | | | | | $ | 89.23 | | |
| | S&P500 Total Return | | | | $ | 100.00 | | | | | $ | 128.71 | | | | | $ | 105.40 | | | | | $ | 133.10 | | | | | $ | 166.40 | | | | | $ | 196.16 | | |
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About the Meeting
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|
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| | Business of the Meeting | | |
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Corporate Governance
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Additional Information
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Incentive Plans and Awards
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2025 Stock Option Plan
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Stock options granted in 2025 and onwards are made under the 2025 Incentive Stock Option Plan (“2025 Stock Option Plan”), which was approved by shareholders on May 8, 2025. The 2025 Stock Option Plan is administered by the TOCC and is summarized below.
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Eligible Participants:
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Current, actively employed employees of Magna or any of Magna’s subsidiaries are eligible for grants under the 2025 Stock Option Plan. While we expect that options will primarily be granted to members of Magna’s Executive Management and other senior leaders, eligibility is not limited to such leaders. Independent consultants are not eligible participants. However, if an eligible participant transitions from an employment relationship to a consulting relationship, this is not treated as a termination of service for purposes of vesting and exercisability of prior option grants.
Non-executive directors are not eligible participants under the 2025 Stock Option Plan.
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Plan Administrator:
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Magna’s Board is the Plan Administrator, except to the extent it has delegated responsibilities to the TOCC. The Board has delegated general responsibility to the TOCC to make recommendations related to executive and incentive compensation and has delegated to the TOCC specific responsibility for:
•
determining the employees to whom option grants will be made;
•
establishing the terms applying to any grant of options;
•
making determinations related to cancellation, amendment, adjustment, acceleration, termination, waiver of termination or any other changes to any grant of options under the 2025 Stock Option Plan;
•
interpreting the 2025 Stock Option Plan and any option grant thereunder, as well as adopting, amending, prescribing and rescinding administrative guidelines and other rules and regulations relating to the plan and any option grant thereunder; and
•
making all other determinations and taking all other actions necessary or advisable for the implementation and administration of the plan and any grant agreement thereunder.
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Limits on Insider Participation:
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The maximum number of Common Shares:
(a)
issued to Magna “insiders” within any one-year period; and
(b)
issuable to Magna “insiders” at any time,
under the 2025 Stock Option Plan, the 2022 Treasury Performance Stock Unit Plan, the 2009 Plan and any other “security-based compensation arrangement” (as defined in the TSX Company Manual), shall not exceed 10% of Magna’s total issued and outstanding Common Shares. Other than this limit, the 2025 Stock Option Plan does not provide for a maximum number of Common Shares that may be issued to one participant.
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Method of Determining Exercise Price:
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The exercise price applicable to any option will be established at the time of grant but cannot be less than the closing price of a Common Share on the trading day immediately prior to the date of grant on the NYSE.
The exercise price must be paid at the time options are exercised. We will not provide any financial assistance to Participants in order to facilitate the exercise of options.
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About the Meeting
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| | Business of the Meeting | | |
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Corporate Governance
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Additional Information
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Incentive Plans and Awards
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Vesting Terms:
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Options granted to Participants vest and are exercisable as to 1/3 on each of the first three anniversaries of the date of grant, unless otherwise determined by the Plan Administrator.
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Option Term:
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Options expire on the seventh anniversary of the date of grant, unless:
•
expiry is accelerated as set forth in the 2025 Stock Option Plan; or
•
the Plan Administrator determines otherwise at the time of grant.
Options due to expire within, or within two business days after the end of, a blackout period established by the Corporation, expire instead on the tenth business day following the expiry of the blackout period.
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Accelerated Expiry:
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Where a Participant’s employment terminates by reason of death, disability or retirement, all options granted to the Participant under the 2025 Stock Option Plan (whether or not vested and exercisable) may be exercised by the Participant until the earlier of the date on which the exercise period otherwise would have expired and:
•
one year from a Participant’s death;
•
three years from a Participant’s disability or retirement, in the case of employee Participants; or
•
one year from the date of a consultant Participant’s disability or completion of service under the applicable consulting agreement or arrangement.
Where an employee Participant is terminated without cause or voluntarily resigns, all vested options which are exercisable by the Participant on the effective date of termination (the “Termination Date”) remain exercisable until the earlier of the date:
•
on which the exercise period of the option otherwise would have expired; and
•
that is three months after the Termination Date.
Where an employee Participant is terminated for cause, all options held by such Participant (whether or not exercisable) immediately expire and are cancelled.
Where a consultant Participant’s consulting agreement or arrangement is terminated other than as a result of a breach, or voluntarily terminated by the consultant Participant, vested options which are exercisable by such Participant on the Termination Date remain exercisable until the earlier of the date:
•
on which the exercise period for the option otherwise would have expired; and
•
that is three months after the Termination Date.
Where a consultant Participant’s consulting agreement or arrangement is terminated for breach, all options held by such Participant (whether or not vested and exercisable) immediately expire and are cancelled.
Where an employee Participant is employed within a business unit or subsidiary that is sold or disposed, all vested options which are exercisable by the Participant on the completion of such sale or disposition (the “Disposition Date”) remain exercisable until the earlier of the date:
•
on which the exercise period of the option otherwise would have expired; and
•
that is one year after the Disposition Date.
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Under the 2025 Stock Option Plan, the Plan Administrator has discretion to permit the exercise of any or all options held by a Participant (whether or not vested and exercisable) up to, but not beyond, the original option expiry date in situations where the expiry would otherwise have been accelerated.
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About the Meeting
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| | Business of the Meeting | | |
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Corporate Governance
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Additional Information
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Incentive Plans and Awards
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Participants cease to be eligible to receive further grants of options following their death, disability or retirement, or upon written notification that their employment, term of office, consulting agreement or arrangement has been terminated.
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| | Effect of Expiry, Surrender or Cancellation of Options: | | |
Common Shares underlying options which expire, or are surrendered or cancelled, are added back to the number of Common Shares reserved for issuance under the 2025 Stock Option Plan and are available for re-grant under the 2025 Stock Option Plan.
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Assignability:
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Subject to certain exceptions with respect to the death of a Participant and applicable TSX rules and policies and applicable law, options granted under the 2025 Stock Option Plan may only be exercised during the lifetime of the Participant and must be exercised personally. Except as permitted by the Plan Administrator, optionees may not assign or transfer options except to certain permitted assigns.
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Change in Control:
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A “Change in Control” means:
•
completion of a transaction in which all of our Common Shares are acquired;
•
completion of a transaction in which all or substantially all of our assets are sold, other than to a “related party”; or
•
the dissolution or liquidation of Magna, except in connection with the distribution of assets to a “related party”.
If Magna becomes aware of or enters into a transaction which would be a Change in Control, the Plan Administrator has discretion to, among other things, accelerate vesting of stock options so that they may be exercised on or prior to the completion of the Change in Control transaction. The Plan Administrator may also convert or exchange options under the 2025 Stock Option Plan into options, rights or other securities of any entity participating in or resulting from the Change in Control.
The 2025 Stock Option Plan will terminate on completion of a “Change in Control” in which the Plan Administrator has accelerated vesting of options under the 2025 Stock Option Plan.
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Plan Amendment Procedure:
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The 2025 Stock Option Plan may generally be amended, suspended or discontinued by the Board, without having to obtain shareholder approval. However, shareholder approval is required for the following amendments:
•
an increase in the number of Common Shares reserved for issuance under the 2025 Stock Option Plan, except for adjustments resulting from a reorganization, recapitalization or other event specified in Section 5.2 of the 2025 Stock Option Plan (a “Share Adjustment Event”);
•
a reduction in the exercise price of an option held by an insider of the Corporation, except for the purpose of maintaining option value in connection with a Share Adjustment Event;
•
an extension of the term of an option held by an insider (other than an extension to 10 business days after the end of a blackout period if the expiry date would otherwise fall within or within 2 days after the end of a blackout period);
•
any increase to the 10% insider limit or the elimination of the 10% insider limit altogether;
•
any amendment to eligible participants to permit the introduction of non-employee directors on a discretionary basis;
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| | | | |
•
any amendment to permit options granted under the 2025 Stock Option Plan to be transferrable or assignable other than for normal estate settlement purposes; and
•
any amendment to the list of matters requiring shareholder approval other than the addition of matters to be subject to shareholder approval.
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About the Meeting
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| |
|
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| | Business of the Meeting | | |
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| |
Corporate Governance
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| |
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Additional Information
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| | | | | | | |
Incentive Plans and Awards
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| | | | | | | | | | | | |
| | | | |
The Plan Administrator may, subject to regulatory approval, where required, in its sole discretion and without shareholder approval, make all other amendments to the 2025 Stock Option Plan that are not contemplated above. Some examples of amendments which could be made without shareholder approval include:
•
amendments of a “house-keeping nature” or clerical nature, including those required to clarify any ambiguity or rectify any inconsistency in the 2025 Stock Option Plan;
•
amendments required to comply with mandatory provisions of applicable law, including the rules and regulations of the TSX or NYSE;
•
amendments which are advisable to accommodate changes in tax laws;
•
amendments to the vesting provisions of any grant under the 2025 Stock Option Plan; and
•
amendments to the terms of an option grant in order to maintain option value in connection with a Share Adjustment Event.
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| | 2025 Option Plan Available on Magna.com | | |
The full text of the 2025 Stock Option Plan is available on our website (www.magna.com).
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| |
2009 Plan
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| |
Stock options granted prior to 2025 were made under the Amended and Restated Incentive Stock Option Plan (“2009 Plan”), which was approved by shareholders on May 6, 2010. The 2009 Plan is administered by the TOCC and is summarized below.
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Eligible Participants Under 2009 Plan
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| |
Under the 2009 Plan, stock options were granted to employees of and consultants to Magna and its subsidiaries. Following the approval of the 2025 Stock Option Plan on May 8, 2025, no further stock option grants are permissible under the 2009 Plan.
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Limits on Insider Participation
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| |
The maximum number of Common Shares:
•
issued to Magna “insiders” within any one-year period; and
•
issuable to Magna insiders at any time,
|
|
| | | | |
under the 2009 Plan, 2022 Treasury PSU Plan, 2025 Stock Option Plan and any other security-based compensation arrangement (as defined in the TSX Company Manual) shall not exceed 10% of Magna’s total issued and outstanding Common Shares. Other than this limit, the 2009 Plan does not provide for a maximum number of Common Shares that may be issued to one participant.
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| |
Option Exercise Prices Are at or Above Market Price on Date of Grant
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| |
Exercise prices were determined at the time of grant, but could not be less than the closing price of a Common Share on the NYSE on the trading day immediately prior to the date of grant.
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| |
3-Year Option Vesting; 7-Year Option Life
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| |
Time-vested options granted under the 2009 Plan vest in equal proportions on each of the first three anniversaries of the grant date, unless otherwise determined by the TOCC. Subject to accelerated expiry of time-vested options in certain circumstances, options granted under the 2009 Plan expire seven years after grant, unless otherwise determined by the TOCC.
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| |
Amending the 2009 Plan
|
| |
The 2009 Plan gives the Board the power to amend the plan, except for the following types of amendments, which require shareholder approval:
•
increases to the number of shares reserved for issuance under the plan (excluding an equitable increase in connection with certain capital reorganizations);
•
a reduction in the exercise price of an option;
•
an extension of an option term (excluding certain limited extensions to allow the exercise of options that expire during or within two business days after the end of a trading blackout);
•
an increase in the 10% limit on option shares issuable to insiders, as described above under “Limits on Insider Participation”; and
•
amendment of the amending provision of the plan.
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| |
About the Meeting
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| |
|
|
| | Business of the Meeting | | |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | |
Incentive Plans and Awards
|
| | | | | | | | | | | | |
| | | | |
During 2025, the 2009 Plan was amended to:
1)
prohibit any further grants under the plan; and
2)
bring certain definitions pertaining to eligibility and retirement into conformance with the 2025 Stock Option Plan.
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|
| | 2009 Option Plan Available on Magna.com | | |
The full text of the 2009 Plan is available on our website (www.magna.com).
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| |
2022 Treasury PSU Plan
|
| |
PSUs settled in shares issued from treasury may be granted under the 2022 Treasury PSU Plan, which was approved by shareholders on May 3, 2022 and is administered by the TOCC.
|
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| |
Eligible Participants Under 2022 Treasury PSU Plan
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| |
Current, actively employed employees of Magna or any of Magna’s subsidiaries are eligible for grants under the 2022 Treasury PSU Plan. Members of Magna’s Board of Directors and independent consultants are not eligible participants. However, if an eligible participant transitions from an employment relationship to a consulting relationship, this change is not treated as a termination for purposes of awards made under the Plan.
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| |
Limits on Insider Participation
|
| |
The maximum number of Common Shares:
•
issued to all Magna “insiders” within any one-year period; and
•
issuable to all Magna “insiders” at any time,
|
|
| | | | |
under the 2022 Treasury PSU Plan, 2009 Plan, 2025 Stock Option Plan and any other “security-based compensation arrangement” (as defined in the TSX Company Manual) shall not exceed 10% of Magna’s total issued and outstanding Common Shares. Other than this limit, the 2022 Treasury PSU Plan does not provide for a maximum number of Common Shares that may be issued to one participant.
|
|
| |
Vesting Terms
|
| |
Unless otherwise specified at the time of grant, following completion of the performance period applicable to PSUs granted under the 2022 Treasury PSU Plan will assess Magna’s actual performance in relation to the applicable performance goals and determine the number of PSUs that vest.
|
|
| |
Performance Period
|
| |
The TOCC will determine the duration of the PSU performance period applicable to any grant of PSUs, which shall not be less than three years, nor more than seven years.
|
|
| |
Plan Amendment
|
| |
The 2022 Treasury PSU Plan permits the Board to amend the plan, except for the following types of amendments, which require shareholder approval:
•
an increase in the number of Common Shares reserved for issuance under the 2022 Treasury PSU Plan, except as a result of a reorganization of Magna’s capital;
•
an amendment to remove or exceed the 10% limit on insider participation described above under “Limits on Insider Participation”;
•
an amendment to the definition of “eligible participants” to permit participation by non-employee directors;
•
an amendment that permits a PSU grant to be transferred to a person other than a Permitted Assign (as defined in National Instrument 45-106 of the Canadian Securities Administrators), or for normal estate settlement purposes; and
•
an amendment to the section of the 2022 Treasury PSU Plan specifying matters requiring shareholder approval, except where such an amendment adds matters to be subject to shareholder approval.
|
|
| | | | |
There have been no amendments to the 2022 Treasury PSU Plan since its ratification by shareholders on May 3, 2022.
|
|
| | Treasury PSU Plan Available on Magna.com | | |
The full text of the 2022 Treasury PSU Plan is available on our website (www.magna.com).
|
|
| |
About the Meeting
|
| |
|
|
| | Business of the Meeting | | |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | |
Incentive Plans and Awards
|
| | | | | | | | | | | | |
| | | | |
Common Shares
Reserved Under Equity Compensation Plan |
| |
Common Shares
to be Issued Upon Exercise of Outstanding Options, Warrants and Rights |
| |
Common Shares
Remaining Available for Future Issuance Under Equity Compensation Plan |
| |
Weighted Average
Exercise Price of Outstanding Options, Warrants and Rights |
| ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| |
As at:
|
| |
Dec. 31, 2025
|
| |
Record Date
|
| |
Dec. 31, 2025
|
| |
Record Date
|
| |
Dec. 31, 2025
|
| |
Record Date
|
| |
Dec. 31, 2025
|
| |
Record Date
|
| ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| |
Name of Plan
|
| |
(#)
|
| |
(%)
|
| |
(#)
|
| |
(%)
|
| |
(#)
|
| |
(%)
|
| |
(#)
|
| |
(%)
|
| |
(#)
|
| |
(%)
|
| |
(#)
|
| |
(%)
|
| |
($)
|
| |
($)
|
| ||||||||||||||||||||||||||||||||||||||||||
| | 2025 Incentive Stock Option Plan | | | | | 9,000,000 | | | | | | 3.2 | | | | | | 8,957,400 | | | | | | 3.2 | | | | | | 1,272,168 | | | | | | 0.5 | | | | | | 1,707,414 | | | | | | 0.6 | | | | | | 7,727,832 | | | | | | 2.8 | | | | | | 7,207,386 | | | | | | 2.6 | | | | | | 37.85 | | | | | | 46.49 | | |
| |
2022 Treasury PSU Plan
|
| | | | 3,000,000 | | | | | | 1.1 | | | | | | 3,000,000 | | | | | | 1.1 | | | | | | 1,536,773(1) | | | | | | 0.6 | | | | | | 1,536,773(1) | | | | | | 0.6 | | | | | | 1,463,227 | | | | | | 0.5 | | | | | | 1,463,227 | | | | | | 0.5 | | | | | | —(2) | | | | | | —(2) | | |
| |
2009 Incentive Stock Option Plan(3)
|
| | | | 4,666,234 | | | | | | 1.7 | | | | | | 3,102,307 | | | | | | 1.1 | | | | | | 4,666,234 | | | | | | 1.7 | | | | | | 3,102,307 | | | | | | 1.1 | | | | | | 0 | | | | | | 0.0 | | | | | | 0 | | | | | | 0.0 | | | | | | 60.28 | | | | | | 63.57 | | |
| |
Hurdle / % Increase vs. Baseline Stock Price ($57.07)
|
| |
Share Price Hurdle
($) |
| |
Aggregate Number of
Common Shares Associated with Hurdle (#) |
| ||||||
| | 1 / +50% | | | | | 85.61 | | | | | | 307,355 | | |
| | 2 / +100% | | | | | 114.14 | | | | | | 461,032 | | |
| | 3 / +150% | | | | | 142.68 | | | | | | 461,031 | | |
| | 4 / +200% | | | | | 171.28 | | | | | | 307,355 | | |
| | Total | | | | | | | | | | | 1,536,773 | | |
| |
Option Burn-Rate, Dilution and Overhang
|
| |
Taking into account the 1,288,658 options granted in calendar 2025, Magna’s burn-rate, option dilution and overhang were as follows as of December 31, 2025:
|
|
| |
0.5%
Burn-Rate(1)
|
| |
2.1%
Option Dilution(2)
|
| |
4.9%
Option Overhang(3)
|
|
| |
About the Meeting
|
| |
|
|
| | Business of the Meeting | | |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | |
Incentive Plans and Awards
|
| | | | | | | | | | | | |
| |
Treasury PSU Plan Burn-Rate, Dilution and Overhang
|
| |
Magna’s Treasury PSU burn-rate, dilution and overhang were as follows as of December 31, 2025:
|
|
| |
0%
Burn-Rate(1)
|
| |
0.6%
Dilution(2)
|
| |
1.1%
Overhang(3)
|
|
| | | | | | | |
Option-Based Awards
|
| |
Share-Based Awards
|
| ||||||||||||||||||||||||||||||||||||
| | | | |
Number of
Securities Underlying Unexercised Options(1) (#) |
| |
Option
Exercise Price ($) |
| |
Option
Expiration Date (mm/dd/yy) |
| |
Value of
Unexercised In-The- Money Options(2) ($) |
| |
Number of
Share-Based Awards That Have Not Vested(3) (#) |
| |
Market or
Payout Value of Share-Based Awards That Have Not Vested ($) |
| |
Market
or Payout Value of Vested Share-Based Awards Not Paid Out or Distributed ($) |
| ||||||||||||||||||||||||
| |
Seetarama S. Kotagiri
|
| | | | | | | 71,367 | | | | | | 54.44 | | | | | | 02/24/26 | | | | | | — | | | | | | 956,287 | | | | | | 50,970,097 | | | | | | NIL | | |
| | | | | | | 138,700 | | | | | | 51.55 | | | | | | 02/23/27 | | | | | | 243,000 | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 172,931 | | | | | | 83.27 | | | | | | 02/21/28 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 190,614 | | | | | | 75.71 | | | | | | 02/13/29 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 231,579 | | | | | | 56.12 | | | | | | 03/01/30 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 321,873 | | | | | | 54.69 | | | | | | 02/22/31 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 486,258 | | | | | | 37.85 | | | | | | 02/17/32 | | | | | | 7,513,000 | | | | | | | | | | | | | | | | | | | | | |||
| | | | |
Total
|
| | | | 1,613,322 | | | | | | — | | | | | | — | | | | | | 7,756,000 | | | | | | | | | | | | | | | | | | | | |
| | Philip D. Fracassa | | | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | 118,000 | | | | | | 6,295,000 | | | | | | NIL | | |
| | | | |
Total
|
| | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | | | | | | | | | | | | | | | |
| |
John H. Farrell
|
| | | | | | | 9,315 | | | | | | 54.44 | | | | | | 02/24/26 | | | | | | — | | | | | | 208,000 | | | | | | 11,099,000 | | | | | | NIL | | |
| | | | | | | 31,523 | | | | | | 51.55 | | | | | | 02/23/27 | | | | | | 55,000 | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 19,515 | | | | | | 83.27 | | | | | | 02/21/28 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 51,797 | | | | | | 75.71 | | | | | | 02/13/29 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 37,895 | | | | | | 56.12 | | | | | | 03/01/30 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 87,783 | | | | | | 54.69 | | | | | | 02/22/31 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 131,924 | | | | | | 37.85 | | | | | | 02/17/32 | | | | | | 2,038,000 | | | | | | | | | | | | | | | | | | | | | |||
| | | | |
Total
|
| | | | 369,752 | | | | | | — | | | | | | — | | | | | | 2,093,000 | | | | | | | | | | | | | | | | | | | | |
| |
Eric J. Wilds
|
| | | | | | | 13,758 | | | | | | 54.44 | | | | | | 02/24/26 | | | | | | — | | | | | | 189,000 | | | | | | 10,057,000 | | | | | | NIL | | |
| | | | | | | 38,797 | | | | | | 51.55 | | | | | | 02/23/27 | | | | | | 68,000 | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 30,023 | | | | | | 83.27 | | | | | | 02/21/28 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 25,899 | | | | | | 75.71 | | | | | | 02/13/29 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 33,684 | | | | | | 56.12 | | | | | | 03/01/30 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 67,593 | | | | | | 54.69 | | | | | | 02/22/31 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 104,017 | | | | | | 37.85 | | | | | | 02/17/32 | | | | | | 1,607,000 | | | | | | | | | | | | | | | | | | | | | |||
| | | | |
Total
|
| | | | 313,771 | | | | | | — | | | | | | — | | | | | | 1,675,000 | | | | | | | | | | | | | | | | | | | | |
| |
About the Meeting
|
| |
|
|
| | Business of the Meeting | | |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | |
Incentive Plans and Awards
|
| | | | | | | | | | | | |
| | | | | | | |
Option-Based Awards
|
| |
Share-Based Awards
|
| ||||||||||||||||||||||||||||||||||||
| | | | |
Number of
Securities Underlying Unexercised Options(1) (#) |
| |
Option
Exercise Price ($) |
| |
Option
Expiration Date (mm/dd/yy) |
| |
Value of
Unexercised In-The- Money Options(2) ($) |
| |
Number of
Share-Based Awards That Have Not Vested(3) (#) |
| |
Market or
Payout Value of Share-Based Awards That Have Not Vested ($) |
| |
Market
or Payout Value of Vested Share-Based Awards Not Paid Out or Distributed ($) |
| ||||||||||||||||||||||||
| |
Tom Rucker
|
| | | | | | | 7,309 | | | | | | 54.44 | | | | | | 02/24/26 | | | | | | — | | | | | | 181,000 | | | | | | 9,641,000 | | | | | | NIL | | |
| | | | | | | 23,278 | | | | | | 51.55 | | | | | | 02/23/27 | | | | | | 41,000 | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 8,406 | | | | | | 83.27 | | | | | | 02/21/28 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 11,654 | | | | | | 75.71 | | | | | | 02/13/29 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 33,684 | | | | | | 56.12 | | | | | | 03/01/30 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 58,815 | | | | | | 54.69 | | | | | | 02/22/31 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 91,332 | | | | | | 37.85 | | | | | | 02/17/32 | | | | | | 1,411,000 | | | | | | | | | | | | | | | | | | | | | |||
| | | | |
Total
|
| | | | 234,478 | | | | | | — | | | | | | — | | | | | | 1,452,000 | | | | | | | | | | | | | | | | | | | | |
| |
Patrick W.D. McCann
|
| | | | | | | 8,598 | | | | | | 54.44 | | | | | | 02/24/26 | | | | | | — | | | | | | 197,000 | | | | | | 10,490,000 | | | | | | NIL | | |
| | | | | | | 8,598 | | | | | | 54.44 | | | | | | 05/12/26 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 11,639 | | | | | | 51.55 | | | | | | 02/23/27 | | | | | | 20,000 | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 7,205 | | | | | | 83.27 | | | | | | 02/21/28 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 25,899 | | | | | | 75.71 | | | | | | 02/13/29 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 33,684 | | | | | | 56.12 | | | | | | 03/01/30 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 77,249 | | | | | | 54.69 | | | | | | 02/22/31 | | | | | | — | | | | | | | | | | | | | | | | | | | | | |||
| | | | | | | 116,702 | | | | | | 37.85 | | | | | | 02/17/32 | | | | | | 1,803,000 | | | | | | | | | | | | | | | | | | | | | |||
| | | | |
Total
|
| | | | 289,574 | | | | | | — | | | | | | — | | | | | | 1,823,000 | | | | | | | | | | | | | | | | | | | | |
| |
Name
|
| |
Option-Based Awards — Value
Vested During the Year(1) ($) |
| |
Share-Based Awards — Value
Vested During the Year(2) ($) |
| |
Non-Equity Incentive Plan Compensation —
Value Earned During the Year(3) ($) |
| |||||||||
| | Seetarama S. Kotagiri | | | | | NIL | | | | | | 2,166,000 | | | | | | 6,737,000 | | |
| | Philip D. Fracassa | | | | | NIL | | | | | | 94,000 | | | | | | 826,000 | | |
| | John H. Farrell | | | | | NIL | | | | | | 484,000 | | | | | | 2,253,000 | | |
| | Eric J. Wilds | | | | | NIL | | | | | | 295,000 | | | | | | 1,828,000 | | |
| | Tom Rucker | | | | | NIL | | | | | | 254,000 | | | | | | 1,545,000 | | |
| | Patrick W.D. McCann | | | | | NIL | | | | | | 295,000 | | | | | | 2,112,000 | | |
| |
About the Meeting
|
| |
|
|
| | Business of the Meeting | | |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | |
Incentive Plans and Awards
|
| | | | | | | | | | | | |
| | | | |
2022
|
| |
2023
|
| |
2024
|
| |||||||||
| | Adjusted ROIC Performance | | | | | 11.6% | | | | | | 14.2% | | | | | | 14.0% | | |
| | Payout Level | | | | | 79% | | | | | | 100% | | | | | | 100% | | |
| | 3-yr Avg. Payout | | | | | | | | | | | 93% | | | | | | | | |
| |
rTSR Peer
|
| |
TSR (%)
|
| |
Rank
|
| ||||||
| | S&P 500 | | | | | 34 | | | | | | 1 | | |
| | Autoliv | | | | | 4 | | | | | | 2 | | |
| | Gentex | | | | | -9 | | | | | | 3 | | |
| | BorgWarner Inc. | | | | | -11 | | | | | | 4 | | |
| | Visteon | | | | | -17 | | | | | | 5 | | |
| | Martinrea International Inc. | | | | | -18 | | | | | | 6 | | |
| | Fiat/Ford/GM | | | | | -23 | | | | | | 7 | | |
| |
rTSR Peer
|
| |
TSR (%)
|
| |
Rank
|
| ||||||
| | Linamar | | | | | -24 | | | | | | 8 | | |
| | American Axle Mfg. Holdings | | | | | -32 | | | | | | 9 | | |
| | Magna | | | | | -38 | | | | | | 10 | | |
| | Dana Incorporated | | | | | -40 | | | | | | 11 | | |
| | Lear Corporation | | | | | -42 | | | | | | 12 | | |
| | Continental/Forvia/Valeo | | | | | -58 | | | | | | 13 | | |
| | Adient plc | | | | | -60 | | | | | | 14 | | |
| |
Name
|
| |
Adj. ROIC PSUs
At Target (#) |
| |
Adj. ROIC PSUs
Realized (#) |
| |
rTSR PSUs At
Target (#) |
| |
rTSR PSUs
Realized (#) |
| ||||||||||||
| | Seetarama S. Kotagiri | | | | | 44,997 | | | | | | 41,847 | | | | | | 22,499 | | | | | | 6,749 | | |
| | Philip D. Fracassa | | | | | NIL | | | | | | NIL | | | | | | NIL | | | | | | NIL | | |
| | John H. Farrell(1) | | | | | 8,254 | | | | | | 4,127 | | | | | | NIL | | | | | | NIL | | |
| | Eric J. Wilds | | | | | 6,114 | | | | | | 5,686 | | | | | | 3,057 | | | | | | 917 | | |
| | Tom Rucker(1) | | | | | 3,057 | | | | | | 2,629 | | | | | | NIL | | | | | | NIL | | |
| | Patrick W.D. McCann | | | | | 6,114 | | | | | | 5,686 | | | | | | 3,057 | | | | | | 917 | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | |
Corporate Governance
|
| | | | | | |
| | Corporate Governance at Magna | | | | |
| | Governance Environment | | | | |
| | About the Board | | | | |
| | Board Independence | | | | |
| | Board Effectiveness | | | | |
| | Shareholder Democracy and Engagement | | | | |
| | Ethical Conduct | | | | |
| | Sustainability at Magna | | | |
| |
Corporate Governance Overview
|
| |||
| |
•
Active Board engagement in, and approval of strategy
|
| |
•
Diverse Nominee skills, expertise and backgrounds
|
|
| |
•
Strong oversight of management succession planning
|
| |
•
Board Diversity Policy with gender parity target
|
|
| |
•
Environmental, Social and Governance (ESG) oversight
|
| |
•
Director tenure limit
|
|
| |
•
Active shareholder engagement
|
| |
•
Limitation on director interlocks
|
|
| |
•
Advance Notice By-Law
|
| |
•
Independent Board Chair
|
|
| |
•
Annual director election; no slate ballots
|
| |
•
100% Independent Directors on all Board committees
|
|
| |
•
Annual Say on Pay vote
|
| |
•
Independent Directors meet without Management
|
|
| |
•
Mandatory deferral of director fees
|
| |
•
Rigorous annual Board/Director effectiveness evaluation
|
|
| |
•
Equity maintenance requirement for directors
|
| |
•
Director orientation and continuing education
|
|
| |
•
Trading blackouts and anti-hedging restrictions
|
| |
•
Controls against overboarding
|
|
| |
•
Commitment to culture of ethics and compliance
|
| |
•
Majority voting policy; prompt disclosure of vote results
|
|
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| | Corporate Governance | | |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | |
Governance Environment
|
| | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | | About the Board | | | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | | Board Independence | | | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | | Board Independence | | | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | | Board Independence | | | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | | Board Independence | | | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | | Board Independence | | | | | | | |
| | |
Board
|
| |
| | |
•
Strategic risks including CEO selection and succession, operations, capital structure, product portfolio, impact of megatrends and changes in technologies, as well as customer-related risks
•
AI Governance, including review and oversight of Magna’s Global AI Policy covering AI use and development across operations, products and business processes
•
Cybersecurity across all Domains (Domain 1 (Enterprise), Domain 2 (Manufacturing) and Domain 3 (Product and Solutions))
|
| |
| | |
Audit Committee
|
| | | | | | |
GNSC
|
| | | | | | |
Technology
Committee |
| | | | | | |
TOCC
|
| |
| | |
•
Internal controls and IT general controls
•
Financial reporting
•
Disclosure controls
•
Taxation
•
Material litigation/regulatory risk
•
Ethics and legal compliance
•
Sustainability-related financial reporting
|
| | | | | | |
•
Corporate governance
•
Enterprise risk management process
•
Board succession planning
•
Sustainability, including environmental compliance
|
| | | | | | |
•
Technology, R&D/innovation risks
|
| | | | | | |
•
Executive compensation
•
Talent management
•
Leadership development and succession planning
•
Occupational health and safety compliance
|
| |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | | Board Independence | | | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | | Board Effectiveness | | | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | | Board Effectiveness | | | | | | | |
| |
Name
|
| |
Retirement Year
|
| |||
| | Dr. Indira V. Samarasekera | | | | | 2026 | | |
| | William A. Ruh | | | | | 2029 | | |
| | Mary S. Chan | | | | | 2029 | | |
| | Hon. V. Peter Harder | | | | | 2029 | | |
| | Robert F. MacLellan | | | | | 2030 | | |
| | Lisa S. Westlake | | | | | 2031 | | |
| | Mary Lou Maher | | | | | 2033 | | |
| | Dr. Thomas Weber | | | | | 2034 | | |
| | Jan R. Hauser | | | | | 2034 | | |
| | Jay K. Kunkel | | | | | 2035 | | |
| | Matthew Tsien | | | | | 2035 | | |
| | Peter Sklar | | | | | 2037 | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | | Board Effectiveness | | | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | | Board Effectiveness | | | | | | | |
| |
Topic
|
| |
Presenter
|
| |
Attended By
|
|
| | Global Macroeconomic Update | | | External | | | Full Board | |
| | Important Trends in Automotive | | | External | | | Full Board | |
| | AI and Gen AI: Current and Future Impacts on the Industry | | | External | | | Full Board | |
| | Cybersecurity Update and Table Top Exercise | | | External | | | Full Board | |
| | HR Strategy | | | Management | | | Full Board | |
| | IR/Investor Communication Update | | | Management | | | Full Board | |
| | Magna and OEM Plant Tours — USA and China | | | External/Management | | | Full Board | |
| | Executive Succession Planning | | | Management | | | Full Board & TOCC | |
| | Canadian Modern Slavery Reporting | | | Management | | | Full Board & GNSC | |
| | Face to Face: Top Talent Employee Engagement | | | Management | | | Full Board | |
| | EOS/ Employee Engagement | | | Management | | | TOCC | |
| | Leadership Development | | | Management | | | TOCC | |
| | Cybersecurity & IT | | | Management | | | Audit Committee | |
| | Ethics & Legal Compliance | | | Management | | | Audit Committee | |
| | Finance Transformation Update | | | Management | | | Audit Committee | |
| | Internal Controls Update | | | Management | | | Audit Committee | |
| | Tax Update | | | Management | | | Audit Committee | |
| | Insurance Update | | | Management | | | Audit Committee | |
| | Treasury Update | | | Management | | | Audit Committee | |
| | SOX Annual Plan | | | Management | | | Audit Committee | |
| | ERM Update | | | Management | | | GNSC | |
| | Review of Corporate Governance Developments | | | External | | | GNSC | |
| | Recent ESG Developments | | | Management | | | GNSC | |
| | Supply Chain Reporting | | | Management | | | GNSC | |
| | ESG Ratings (Supplier and External) | | | Management | | | GNSC | |
| | Generative Artificial Intelligence Governance | | | Management | | | GNSC | |
| | Sustainability — Net Zero Update | | | Management | | | GNSC | |
| | Automation and Smart Factory/Factory of the Future Initiatives | | | Management | | | Technology Committee | |
| | Powertrain Electrification | | | Management | | | Technology Committee | |
| | ADAS: Technology & Trends | | | Management | | | Technology Committee | |
| | Highly Integrated (Automotive) Systems | | | Management | | | Technology Committee | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | |
Shareholder Democracy
and Engagement |
| | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | |
Shareholder Democracy
and Engagement |
| | | | | | |
| |
Type of Engagement
|
| |
Frequency
|
| |
Who Engages
|
| |
Who We Engage With, What We Talk About
|
|
| |
Earnings
conference calls |
| | Quarterly | | | CEO, CFO and Investor Relations | | | With the investment community to discuss the company’s most recently released financial and operating results. | |
| |
Bank-sponsored
investor conferences |
| | Continuous | | | Executive Management | | |
With existing and potential institutional shareholders to discuss the company’s business and operations. Typically includes a webcasted investor fireside chat with Executive Management and the conference host’s sell-side analyst as moderator.
|
|
| | Investor Days | | |
As needed,
typically every 2 – 3 years |
| | Executive Management | | |
Presentations on our long-term outlook and strategy as well as new products and innovations. Includes sell-side analysts and institutional investors. Live events include product demonstrations and often a media press conference.
|
|
| |
Annual Meeting
of Shareholders |
| | Annually | | |
Board of Directors and
Executive Management |
| |
Holders of our common shares are invited to attend the Annual Meeting of Shareholders and are entitled to vote on the business of the meeting including the annual say-on-pay vote on executive compensation. They also have the opportunity to ask questions relating to the business of the meeting or any other matters from the Board and Executive Management.
|
|
| | News releases | | | As required | | | Executive Management | | | Released to the media throughout the year to disclose material information or newsworthy topics. | |
| |
Non-deal investor
road shows |
| | Continuous | | | Executive Management | | | Meetings with existing and potential institutional shareholders to discuss the company’s business and operations, answer questions and obtain feedback. | |
| | Other Conferences | | | Continuous | | | Executive Management | | |
Participate in industry conferences through product demonstrations, press conferences, panel discussions and other speaking engagements. Audience includes investment community, media, industry participants.
|
|
| | Meetings, calls and discussions | | | Continuous | | | CEO, CFO and Investor Relations | | |
With existing and potential shareholders as well as sell-side analysts to discuss the company’s business and operations, address any shareholder-related concerns and provide public information.
|
|
| | Meetings, calls and discussions | | | As needed | | | Board of Directors | | | With existing shareholders to discuss the company’s business and address any shareholder related concerns. | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | | Ethical Conduct | | | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | |
Sustainability at Magna
|
| | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | |
Sustainability at Magna
|
| | | | | | |
| |
Metric
|
| |
2025
|
| |
2024
|
| |
2023
|
| |
2021
Baseline |
| |
CHANGE
FROM 2021 BASELINE(3) |
| |||||||||
| |
Scope 1 Emissions
|
| |
415,416*
|
| |
418,963*
|
| | |
|
424,561*
|
| | | |
|
436,267*
|
| | | |
|
▼4.8%
|
| |
| |
Scope 2 (Market-
Based) Emissions |
| |
889,810*
|
| |
1,158,866*
|
| | |
|
1,150,656*
|
| | | |
|
1,089,730*
|
| | | |
|
▼18.3%
|
| |
| |
Scope 3 Emissions
|
| |
Not available(1)
|
| |
55,969,512(2)
|
| | |
|
57,842,606
|
| | | |
|
58,655,441
|
| | | |
|
▼4.6%(4)
|
| |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | |
Sustainability at Magna
|
| | | | | | |
| |
Scope 3 Emissions by Category(5)
|
| |
2024
|
| |
2023
|
| |
2021
Baseline |
| |
CHANGE
FROM 2021 BASELINE(4) |
| ||||||||||||
| | 1 Purchased Goods & Services | | | | | 28,870,543 | | | | | | 30,165,695 | | | | | | 22,762,020 | | | | |
|
▲26.8%
|
| |
| | 2 Capital Goods | | | | | 577,943 | | | | | | 533,363 | | | | | | 372,331 | | | | |
|
▲55.2%
|
| |
| | 3 Fuel- and Energy-Related Activities | | | | | 313,898* | | | | | | 319,890* | | | | | | 318,366 | | | | |
|
▼1.4%
|
| |
| | 4 Upstream Transportation & Distribution | | | | | 736,426 | | | | | | 959,848 | | | | | | 791,049 | | | | |
|
▼6.9%
|
| |
| | 5 Waste Generated in Operations | | | | | 358,930* | | | | | | 318,272* | | | | | | 306,063 | | | | |
|
▲17.3%
|
| |
| | 6 Business Travel | | | | | 42,947 | | | | | | 43,955 | | | | | | 26,924 | | | | |
|
▲59.5%
|
| |
| | 7 Employee Commuting | | | | | 161,552 | | | | | | 136,815 | | | | | | 132,015 | | | | |
|
▲22.4%
|
| |
| |
8 Upstream Leased Assets
|
| |
Not relevant to Magna
|
| |||||||||||||||||||||
| | 9 Downstream Transportation & Distribution | | | | | 640,569 | | | | | | 771,287 | | | | | | 910,907 | | | | |
|
▼6.9%
|
| |
| | 10 Processing of Sold Products | | | | | 707,057 | | | | | | 759,782 | | | | | | 1,047,424 | | | | |
|
▼32.5%
|
| |
| | 11 Use of Sold Products | | | | | 22,830,834 | | | | | | 23,160,992 | | | | | | 31,362,035 | | | | |
|
▼27.2%
|
| |
| | 12 End-of-Life Treatment of Sold Products | | | | | 591,503 | | | | | | 585,007 | | | | | | 529,872 | | | | |
|
▲11.6%
|
| |
| |
13 Downstream Leased Assets
|
| |
Not relevant to Magna
|
| |||||||||||||||||||||
| |
14 Franchises
|
| |
Not relevant to Magna
|
| |||||||||||||||||||||
| | 15 Investments | | | | | 137,310 | | | | | | 87,700 | | | | | | 96,435 | | | | |
|
▲42.4%
|
| |
| | Total | | | | | 55,969,512 | | | | | | 57,842,606 | | | | | | 58,655,441 | | | | |
|
▼4.6%
|
| |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | |
Sustainability at Magna
|
| | | | | | |
| |
TOPIC
|
| |
METRIC
|
| |
UNIT OF MEASURE
|
| |
2025(1)
|
| |
CHANGE FROM
2019 BASELINE(2) |
|
| |
Energy Management
|
| |
Aggregate amount of energy consumed
|
| |
Gigajoules (GJ)
MegaWatt hours (MWh) |
| |
19,854,065 GJ /
5,515,018 MWh |
| |
▼13.8%
|
|
| |
% of energy consumed supplied from electrical grid
|
| |
Percentage (%)
|
| |
58.2%
|
| |
▲320 bps
|
| |||
| | % of energy consumed that is renewable energy | | |
Percentage (%)
|
| |
23%
|
| |
—
|
| |||
| | Energy intensity | | |
MegaWatt hours (MWh) /
Sales (USDm) |
| |
133 MWh / USDm
|
| |
▼17.9%
|
| |||
| | Energy intensity reduction | | |
MegaWatt hours (MWh) /
Sales (USDm) |
| |
No Material
Change (YoY) |
| |
—
|
| |||
| |
Waste Management
|
| |
Aggregate amount of waste generated from manufacturing operations
|
| |
Metric Tons (t)
|
| |
1,211,227 t
|
| |
—
|
|
| | % of waste generated that is hazardous | | |
Percentage (%)
|
| |
4.6%
|
| |
—
|
| |||
| | % of waste generated that was recycled | | |
Percentage (%)
|
| |
89.7%
|
| |
—
|
| |||
| | % hazardous waste diverted from landfill | | |
Percentage (%)
|
| |
92.4%
|
| |
—
|
| |||
| | Waste diversion from landfill | | |
Percentage (%)
|
| |
Target: ≥95% p.a.
Actual: 96.7% |
| |
—
|
| |||
| |
Water Management
|
| |
Annual water withdrawals
|
| |
Megalitres (ML)
|
| |
6,236 ML*
|
| |
▼18.2%
|
|
| |
Water reduction
|
| |
Percentage (%)
|
| |
Target: 1.5% p.a.
15% by 2030 (vs. 2019) Actual: 2.7% (YoY) |
| | | | |||
| |
Annual remediation expenses
|
| |
Reporting Currency (USD)
|
| |
<$1.5m
|
| |
No Material Change
|
| |||
| |
Aggregate remediation balance for known events
|
| |
Reporting Currency (USD)
|
| |
$21.2m
|
| |
No Material Change
|
| |||
| | Environmental violations > $10,000 USD | | |
Number
|
| |
0
|
| |
—
|
| |||
| | Amount paid as a result of such environmental violations | | |
Reporting Currency (USD)
|
| |
0
|
| |
—
|
| |||
| |
Health and Safety
|
| |
Accident frequency rate
|
| |
1.0 = 1 lost time injury / illness per
100 employees working 40 hours/week, 50 weeks/year |
| |
0.40
|
| |
▼61.5%
|
|
| | Accident severity rate | | |
10.0 = 10 lost work days /
100 employees working 40 hours/week, 50 weeks/year |
| |
8.82
|
| |
▼28.6%
|
| |||
| |
Environmental & Health and Safety Certifications
|
| |
ISO 14001 Certified Divisions
|
| |
Number
|
| |
280(3)
|
| |
—
|
|
| | ISO 50001 Certified Divisions | | |
Number
|
| |
26(3)
|
| |
—
|
| |||
| | ISO 45001 Certified Divisions | | |
Number
|
| |
201(3)
|
| |
—
|
| |||
| |
Competitive Behaviour
|
| | Total amount of monetary losses incurred as a result of legal proceedings associated with anti-competitive behaviour regulations | | |
Reporting Currency (USD)
|
| |
100,000(4)
|
| |
—
|
|
| |
Gender Diversity
|
| |
% of employees who are women(4)
|
| |
Percentage (%)
|
| |
29.4%(5)
|
| |
—
|
|
| | % Women in Critical Positions | | |
Percentage (%)
|
| |
21.5%
|
| |
—
|
| |||
| | % Women on the Board of Magna | | |
Percentage (%)
|
| |
38%(6)
|
| |
▲ • bps
|
|
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| |
Corporate Governance
|
| |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | |
Board Committees
and Committee Reports |
| | | | | | |
| |
Director
|
| |
AC(1)
|
| |
GNSC
|
| |
TOCC
|
| |
TC
|
|
| |
Mary S. Chan
|
| | | | |
|
| | | | |
|
|
| |
Hon. V. Peter Harder
|
| | | | |
Chair
|
| |
|
| |
|
|
| |
Jan R. Hauser(1)
|
| |
|
| | | | | | | |
|
|
| |
Jay K. Kunkel(1)
|
| |
|
| | | | | | | |
|
|
| |
Robert F. MacLellan(1) (Board Chair)
|
| | | | | | | | | | |
|
|
| |
Mary Lou Maher(1)
|
| |
Chair
|
| | | | | | | |
|
|
| |
William A. Ruh
|
| | | | | | | |
|
| |
Chair
|
|
| |
Dr. Indira V. Samarasekera
|
| | | | | | | |
Chair
|
| |
|
|
| |
Peter Sklar(1)
|
| |
|
| | | | | | | |
|
|
| |
Matthew Tsien
|
| | | | | | | |
|
| |
|
|
| |
Dr. Thomas Weber
|
| | | | |
|
| | | | |
|
|
| |
Lisa S. Westlake(1)
|
| | | | | | | |
|
| |
|
|
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| | Corporate Governance | | |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | |
Report of the Audit Committee
|
| | | | | | |
| |
Report of the Audit Committee
|
| | |
Mary Lou Maher (Chair)
Jan R. Hauser Jay K. Kunkel Peter Sklar |
|
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| | Corporate Governance | | |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | |
Report of the Audit Committee
|
| | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| | Corporate Governance | | |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | |
Report of the Audit Committee
|
| | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| | Corporate Governance | | |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | |
GNSC Committee Report
|
| | | | | | |
| |
Report of the
Governance, Nominating and Sustainability Committee |
| | |
Hon. V. Peter Harder (Chair)
Mary S. Chan Dr. Thomas Weber |
|
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| | Corporate Governance | | |
|
|
| |
Additional Information
|
|
| | | | | | | | | | | | | |
GNSC Committee Report
|
| | | | | | |
| |
About the Meeting
|
| |
|
|
| |
Business of the Meeting
|
| |
|
|
| | Corporate Governance | | |
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Additional Information
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TOCC Committee Report
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Report of the Talent Oversight and Compensation Committee
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Dr. Indira V. Samarasekera (Chair)
Hon. V. Peter Harder William A. Ruh Matthew Tsien Lisa S. Westlake |
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About the Meeting
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Business of the Meeting
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Additional Information
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TOCC Committee Report
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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Tech Committee Report
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Report of the Technology Committee
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William A. Ruh (Chair)
Mary S. Chan Hon V. Peter Harder Jan R. Hauser Jay K. Kunkel Robert F. MacLellan Mary Lou Maher Dr. Indira V. Samarasekera Peter Sklar Matthew Tsien Dr. Thomas Weber Lisa S. Westlake |
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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Tech Committee Report
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Additional Information
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Interests of
Management and Other Insiders in Material Transactions |
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None of Magna’s executive officers, directors, nominees for election at the Meeting, or any of their associates or affiliates, had any direct or indirect material interest in any transaction or proposed transaction during 2025 or to date in 2026, which has materially affected or would materially affect Magna or any of its subsidiaries.
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Indebtedness of
Directors, Executive Officers and Employees |
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None of Magna’s present or former directors or executive officers (including any of their associates) were indebted at any time during 2025 to Magna or its subsidiaries. As at the Record Date, no present nor former employees of Magna or its subsidiaries were indebted to Magna or its subsidiaries.
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Directors’ and
Officers’ Insurance |
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Effective September 1, 2025, Magna renewed its directors’ and officers’ liability insurance for a one-year renewal period. This insurance provides, among other coverages, coverage of up to $330 million (in the aggregate for all claims made during the policy year) for officers and directors of Magna and its subsidiaries, subject to a self-insured retention of $5.0 million. This policy does not provide coverage for losses arising from the intentional breach of fiduciary responsibilities under statutory or common law or from violations of or the enforcement of pollutant laws and regulations. The aggregate premium payable in respect of the policy year September 1, 2025 to September 1, 2026 for the directors’ and officers’ liability portion of this insurance policy was $3.0 million.
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Contacting the
Board |
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Shareholders wishing to communicate with the Board Chair or any other director may do so through the office of the Corporate Secretary at 337 Magna Drive, Aurora, Ontario, Canada, L4G 7K1, or by email shareholderengagement@magna.com.
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Approval of Circular
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The Board has approved the contents and mailing of this Circular.
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About the Meeting
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Business of the Meeting
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Corporate Governance
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Definitions and Interpretation
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Certain Defined Terms
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In this document, referred to as this “Circular”, the terms “you” and “your” refer to the shareholder, while “we”, “us”, “our”, the “company” and “Magna” refer to Magna International Inc. and, where applicable, its subsidiaries. In this Circular, a reference to “fiscal year” is a reference to the fiscal or financial year from January 1 to December 31 of the year stated.
We also use the following defined terms throughout this Circular:
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AC:
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the Audit Committee of our Board.
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Board:
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our Board of Directors.
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C$:
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Deloitte:
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Deloitte LLP
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DSUs:
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deferred share units.
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GNSC:
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the Governance, Nominating and Sustainability Committee of our Board.
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Independent
Directors: |
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our directors or nominees who have been determined to be independent on the basis described under “Nominees for Election to the Board — Nominee Independence”.
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NYSE:
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The New York Stock Exchange.
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OBCA:
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TC:
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the Technology Committee of our Board.
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TOCC:
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the Talent Oversight and Compensation Committee of our Board.
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TSX:
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the Toronto Stock Exchange.
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Currency, Exchange Rates and Share Prices:
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Dollar amounts in this Circular are stated in U.S. dollars, unless otherwise indicated, and have been rounded to the nearest thousand. In a number of instances in this Circular, information based on our share price has been calculated on the basis of the closing price of our Common Shares on the NYSE.
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Reference Date
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NYSE Share
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| | December 31, 2025 | | | | | 53.30 | | |
| | March 16, 2026 (Record Date) | | | | | 56.06 | | |
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Information Currency:
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The information in this Circular is current as of March 26, 2026, unless otherwise
stated. |
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| | Websites Not Incorporated by Reference: | | |
Information contained on or otherwise accessible through Magna’s website and other websites, though referenced herein, does not form part of and is not incorporated by reference into this Circular.
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The control number has been assigned to you to identify your shares for voting. You must keep your control number confidential and not disclose it to others other than when you vote using one of the voting options set out on this form. Should you send this form or provide your control number to others, you are responsible for any subsequent voting of, or subsequent inability to vote, your shares. INSTRUCTIONS: 1. This Form of Proxy is solicited by and on behalf of Management of the Corporation. 2. You have the right to appoint a person, who need not be a shareholder, other than the person(s) specified on the other side of this form to attend and act on your behalf at the virtual Annual Meeting of Magna International Inc. (the "Meeting"). If you wish to appoint a person: • Write the name of your designate on the “Appointee” line and provide a unique APPOINTEE IDENTIFICATION NUMBER for your Appointee to access the Meeting in the space provided on the other side of this form, sign and date the form, and return it by mail, or • Go to ProxyVote.com and insert the name of your designate in the “Change Appointee(s)” section and provide a unique APPOINTEE IDENTIFICATION NUMBER on the voting site for your Appointee to access the Meeting. You MUST provide your Appointee the EXACT NAME and EIGHT CHARACTER APPOINTEE IDENTIFICATION NUMBER to access the Meeting. Appointees can only be validated at the Meeting using the EXACT NAME and EIGHT CHARACTER APPOINTEE IDENTIFICATION NUMBER you enter. IF YOU DO NOT CREATE AN EIGHT CHARACTER APPOINTEE IDENTIFICATION NUMBER AND PROVIDE IT TO YOUR APPOINTEE, YOUR APPOINTEE WILL NOT BE ABLE TO ACCESS THE MEETING. 3. This Form of Proxy confers discretionary authority to vote on amendments or variations to the matters identified in the Notice of the Meeting and with respect to other matters that may properly be brought before the Meeting or any adjournment or postponement thereof. This Form of Proxy will not be valid and not be acted upon or voted unless it is completed and delivered as outlined herein. 4. If the Common Shares are registered in the name of more than one owner (for example, joint ownership, trustees, executors, etc.), then all those registered should sign this Form of Proxy. If you are voting on behalf of a corporation or another individual, documentation evidencing your power to sign this Form of Proxy with signing capacity stated may be required. 5. In order to expedite your vote, you may use the Internet or a touch-tone telephone, and entering the control number noted above. The Internet or telephone voting service is not available on the day of the Meeting. The telephone system cannot be used if you designate another person to attend on your behalf. If you vote by Internet or telephone, do not mail back this Form of Proxy. 6. If the Form of Proxy is not dated, it will be deemed to bear the date on which it was mailed to the shareholder. 7. This Form of Proxy will be voted as directed by the shareholder. If no voting preferences are indicated on the reverse, this Form of Proxy will be voted as recommended on the reverse of this form or as stated in the management proxy circular, except in the case of your appointment of an Appointee. 8. Unless prohibited by law or you instruct otherwise, your Appointee(s) will have full authority to attend and otherwise act at, and present matters to the Meeting and any adjournment or postponement thereof, and vote on all matters that are brought before the Meeting or any adjournment or postponement thereof, even if these matters are not set out in this form or in the management proxy circular. 9. If these voting instructions are given on behalf of a body corporate, set out the full legal name of the body corporate, and the name and position of the person giving voting instructions on behalf of the body corporate. 10. If the items listed in the management proxy circular are different from the items listed on the other side of this form, the management proxy circular will be considered correct. 11. This Form of Proxy should be read in conjunction with the accompanying management proxy circular. PROXY FORM CONTROL NO.:➔ SCAN TO VIEW MATERIAL AND VOTE NOW STEP 1 REVIEW YOUR VOTING OPTIONS BY TELEPHONE: YOU MAY ENTER YOUR VOTING INSTRUCTIONS BY TELEPHONE AT: ENGLISH: 1-800-474-7493 OR FRENCH: 1-800-474-7501 BY MAIL: THIS PROXY FORM MAY BE RETURNED BY MAIL IN THE ENVELOPE PROVIDED. REMINDER: PLEASE REVIEW THE ACCOMPANYING MANAGEMENT PROXY CIRCULAR BEFORE VOTING. ONLINE: VOTE AT PROXYVOTE.COM USING YOUR COMPUTER OR MOBILE DATA DEVICE. YOUR CONTROL NUMBER IS LOCATED BELOW. G-V502122020 PLEASE SEE OVER Annual Meeting Magna International Inc. (the “Corporation”) WHEN: WHERE: PROXY DEPOSIT DATE: Thursday, April 30, 2026 by 5:00 pm EDT Monday, May 4, 2026 at 10:00 am EDT www.virtualshareholdermeeting.com/MGA2026 BROKER ADDRESS 123 ANY STREET ANY CITY/PROVINCE A1A 1A1 JOHN A. SAMPLE 123 ANY STREET ANYCITY PR A1A 1A1 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX 1 OF 2 S91970−81 010 E: C S:3 E:2 1/1 M A:A V: 1 |
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STEP 4 THIS DOCUMENT MUST BE SIGNED AND DATED SIGNATURE(S) *INVALID IF NOT SIGNED* MMD D Y Y STEP 3 COMPLETE YOUR VOTING DIRECTIONS CONTROL NO.: ➔ ACCOUNT NO: CUSIP: CUID: RECORD DATE: PROXY DEPOSIT DATE: MEETING DATE: MEETING TYPE: STEP 2 APPOINT A PROXY (OPTIONAL) APPOINTEE(S): E-R1 MAXIMUM 22 CHARACTERS - PLEASE PRINT CLEARLY PLEASE PRINT APPOINTEE NAME INSIDE THE BOX CREATE AN EIGHT (8) CHARACTER IDENTIFICATION NUMBER FOR YOUR APPOINTEE ➔ ➔ MUST BE EIGHT CHARACTERS IN LENGTH - PLEASE PRINT CLEARLY Change Appointee If you wish to designate another person to attend, vote and act on your behalf at the Meeting, or any adjournment or postponement thereof, other than the person(s) specified above, go to www.proxyvote.com or print your name or the name of the other person attending the Meeting in the space provided herein and provide a unique APPOINTEE IDENTIFICATION NUMBER USING ALL BOXES for your Appointee to access the Meeting. You may choose to direct how your Appointee shall vote on matters that may come before the Meeting or any adjournment or postponement thereof. Unless you instruct otherwise your Appointee will have full authority to attend, vote, and otherwise act in respect of all matters that may come before the Meeting or any adjournment or postponement thereof, even if these matters are not set out in the proxy form or the circular for the Meeting. You can also change your Appointee online at www.proxyvote.com. You MUST provide your Appointee the EXACT NAME and an EIGHT (8) CHARACTER APPOINTEE IDENTIFICATION NUMBER to access the Meeting. Appointees can only be validated at the Meeting using the EXACT NAME and EIGHT (8) CHARACTER APPOINTEE IDENTIFICATION NUMBER you enter below. PROXY FORM FOR FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD FOR WITHHOLD WITHHOLD FOR Election of Director: Mary S. Chan 1B Election of Director: Hon. V. Peter Harder 1C Election of Director: Jan R. Hauser 1D 1E 1F 1G 1H 1I 1J 1A 1K Election of Director: Dr. Thomas Weber 1L 02 03 Robert F. MacLellan (Chairman), or failing him, Seetarama S. Kotagiri (CEO), or failing him, Bassem A. Shakeel, Corporate Secretary Monday, March 16, 2026 Thursday, April 30, 2026 by 5:00 pm EDT Monday, May 4, 2026 at 10:00 am EDT Annual Meeting Magna International Inc. (the “Corporation”) ELECTION OF DIRECTORS: Election of Director: Lisa S. Westlake Reappointment of Deloitte LLP as the independent auditor of the Corporation and authorization of the Audit Committee to fix the independent auditor's remuneration. Resolved, on an advisory basis and not to diminish the roles and responsibilities of the Board of Directors, that the shareholders accept the approach to executive compensation disclosed in the accompanying management information circular/proxy statement. Election of Director: Seetarama S. Kotagiri (CEO) Election of Director: Jay K. Kunkel Election of Director: Robert F. MacLellan Election of Director: Mary Lou Maher Election of Director: William A. Ruh Election of Director: Matthew Tsien Election of Director: Peter Sklar ITEM(S): VOTING RECOMMENDATIONS ARE INDICATED BY OVER THE BOXES HIGHLIGHTED TEXT (FILL IN ONLY ONE BOX “ ” PER ITEM IN BLACK OR BLUE INK) AGAINST 90 * TO RECEIVE PAPER COPIES OF ANNUAL AND/OR INTERIM FINANCIAL STATEMENTS AND ACCOMPANYING MANAGEMENT'S DISCUSSION AND ANALYSIS, PLEASE MARK THE APPLICABLE BOX. ANNUAL INTERIM |
Exhibit 22.3
Consent of Independent Registered Public Accounting Firm
We consent to the incorporation by reference in Registration Statement Nos. 333-277377 on Form F-10, and 333-289239, 333-271114, 333-210449, and 333-128257 on Form S-8, of our reports dated February 25, 2026, relating to the consolidated financial statements of Magna International Inc. (the “Company”) and the effectiveness of the Company’s internal control over financial reporting, appearing in this Current Report on Form 6-K for the year ended December 31, 2025.
/s/ Deloitte LLP
Chartered Professional Accountants
Licensed Public Accountants
Toronto, Canada
March 27, 2026