CDP CLIMATE CHANGE CDP WATER SECURITY 2021 SUBMISSIONS MAGNA INTERNATIONAL INC
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CDP CLIMATE CHANGE
&
CDP WATER SECURITY
2021 SUBMISSIONS
MAGNA INTERNATIONAL INC.FORWARD-LOOKING STATEMENTS
Certain statements in this submission constitute "forward-looking information" or "forward-looking statements" (collectively, "forward-looking statements"). Any
such forward-looking statements are intended to provide information about management's current expectations and plans and may not be appropriate for other
purposes. Forward-looking statements may include financial and other projections, as well as statements regarding our future plans, strategic objectives or
economic performance, or the assumptions underlying any of the foregoing, and other statements that are not recitations of historical fact. We use words such as
"may", "would", "could", "should", "will", "likely", "expect", "anticipate", "believe", "intend", "plan", "aim", "forecast", "outlook", "project", "estimate", "target"
and similar expressions suggesting future outcomes or events to identify forward-looking statements. Forward-looking statements in this document include, but
are not limited to, statements relating to: Magna’s future plans and activities regarding to address climate change and water scarcity, including actions potential
financial impacts and response costs to address the climate change and water risks and opportunities.
Forward-looking statements are based on information currently available to us and are based on assumptions and analyses made by us in light of our experience
and our perception of historical trends, current conditions and expected future developments, as well as other factors we believe are appropriate in the
circumstances. While we believe we have a reasonable basis for making any such forward-looking statements, they are not a guarantee of future performance or
outcomes. In addition to the factors in the table above, whether actual results and developments conform to our expectations and predictions is subject to a
number of risks, assumptions and uncertainties, many of which are beyond our control, and the effects of which can be difficult to predict, including, without
limitation:
Risks Related to the Automotive Industry Pricing Risks Acquisition Risks
• economic cyclicality; • pricing risks between time of quote • inherent merger and acquisition risks;
• regional production volume and start of production;
declines, including as a result of • price concessions; acquisition integration risk; Other Business Risks
the COVID-19 pandemic; • commodity cost volatility;
• intense competition; • declines in scrap steel/aluminum • risks related to conducting business through joint
• potential restrictions on free prices; ventures;
trade; • our ability to consistently develop and commercialize
• trade disputes/tariffs; Manufacturing Operational Risks innovative products or processes;
• our changing business risk profile as a result of
• product and new facility launch risks; increased investment in electrification and autonomous
Customer and Supplier Related Risks • operational underperformance; driving, including: higher R&D and engineering costs,
• restructuring costs; and challenges in quoting for profitable returns on
• concentration of sales with six • impairment charges; products for which we may not have significant quoting
customers; • labour disruptions; experience;
• emergence of potentially • COVID-19 shutdowns; • risks of conducting business in foreign markets;
disruptive Electric Vehicle OEMs;
• supply disruptions and applicable • fluctuations in relative currency values;
• OEM consolidation and costs related to supply disruption • tax risks;
cooperation; mitigation initiatives, including as a • reduced financial flexibility as a result of an economic
• shifts in market shares among result of the COVID-19 pandemic; shock;
vehicles or vehicle segments; • climate change risks; • changes in credit ratings assigned to us;
• shifts in consumer "take rates" • attraction/retention of skilled labour;
for products we sell;
• quarterly sales fluctuations; Legal, Regulatory and Other Risks
• potential loss of any material Warranty / Recall Risks
purchase orders; • antitrust risk;
• a deterioration in the financial • costs related to repair or replacement • legal claims and/or regulatory actions against us; and
condition of our supply base, of defective products, including due to • changes in laws and regulations, including those related
including as a result of the a recall; to vehicle emissions.
COVID-19 pandemic; • warranty or recall costs that exceed
warranty provision or insurance
coverage limits;
IT Security/Cybersecurity Risk • product liability claims;
• IT/Cybersecurity breach;
• Product Cybersecurity breach; •
In evaluating forward-looking statements or forward-looking information, we caution readers not to place undue reliance on any forward-looking statement.
Additionally, readers should specifically consider the various factors which could cause actual events or results to differ materially from those indicated by such
forward-looking statements, including the risks, assumptions and uncertainties above which are:
● discussed under the “Industry Trends and Risks” heading of our Management’s Discussion and Analysis; and
● set out in our Annual Information Form filed with securities commissions in Canada, our annual report on Form 40-F filed with the United States
Securities and Exchange Commission, and subsequent filings.
Readers should also consider discussion of our risk mitigation activities with respect to certain risk factors, which can be also found in our Annual Information Form.Magna International Inc. - Climate Change 2021
C0. Introduction
C0.1
(C0.1) Give a general description and introduction to your organization.
Magna is more than one of the world’s largest suppliers in the automotive space. We are a mobility technology company with a global, entrepreneurial-minded team of over
158,000 employees and an organizational structure designed to innovate like a startup. With 60+ years of expertise, and a systems approach to design, engineering and
manufacturing that touches nearly every aspect of the vehicle, we are positioned to support advancing mobility in a transforming industry. Our global network includes 347
manufacturing operations and 84 product development, engineering and sales centres spanning 28 countries. We have complete vehicle engineering and contract
manufacturing expertise, as well as product capabilities which include body, chassis, exterior, seating, powertrain, active driver assistance, vision, closure and roof systems
and have electronic and software capabilities across many of these areas. Our common shares trade on the Toronto Stock Exchange (MG) and the New York Stock
Exchange (MGA). For further information about Magna, visit our website at www.magna.com.
C0.2
(C0.2) State the start and end date of the year for which you are reporting data.
Start date End date Indicate if you are providing emissions data for past reporting Select the number of past reporting years you will be providing emissions data
years for
Reporting January 1 December 31 No
year 2020 2020
C0.3
(C0.3) Select the countries/areas for which you will be supplying data.
Argentina
Austria
Brazil
Canada
China
Czechia
France
Germany
Hungary
India
Ireland
Italy
Japan
Mexico
Morocco
Poland
Republic of Korea
Romania
Russian Federation
Serbia
Slovakia
Slovenia
Spain
Thailand
Turkey
United Kingdom of Great Britain and Northern Ireland
United States of America
C0.4
(C0.4) Select the currency used for all financial information disclosed throughout your response.
USD
C0.5
CDP Page 1 of 53(C0.5) Select the option that describes the reporting boundary for which climate-related impacts on your business are being reported. Note that this option should
align with your chosen approach for consolidating your GHG inventory.
Operational control
C1. Governance
C1.1
(C1.1) Is there board-level oversight of climate-related issues within your organization?
Yes
C1.1a
(C1.1a) Identify the position(s) (do not include any names) of the individual(s) on the board with responsibility for climate-related issues.
Position of Please explain
individual(s)
Board-level Magna’s Board of Directors is its highest decision making body, except to the extent certain rights have been reserved for shareholders under applicable law or Magna’s articles of incorporation or by-
committee laws. Climate-related and other sustainability issues are typically considered by the Board at least annually through its strategic planning process. Sustainability issues may also arise before the Board
in connection with its oversight of fundamental corporate actions such as review/approval of material acquisitions and divestitures, as well as 3-year business plans and capital expenditures.
Additionally, the Board reviews and approves the company’s material public disclosures, including our Annual Information Form / Annual Report on Form 40-F incorporating Magna's Sustainability
Report. In 2021, we announced our goal to be carbon neutral (Scope 1 & Scope 2) in our European operations by 2025 and globally by 2030. Our progress in achieving these goals will be reported
to the Board. The Board carries out its duties in part through standing committees, composed solely of independent directors. One such committee, the Corporate Governance, Compensation and
Nominating Committee (‘‘CGCNC’’), supports the Board’s oversight of Magna’s approach to sustainability and climate-change issues, including by assessing Magna’s overall approach,
environmental compliance, occupational health and safety, as well as Magna’s actions to identify, monitor and mitigate any material risk exposures relating to such areas. The CGCNC periodically
reviews Magna’s policies, practices and public disclosures relating to sustainability topics and makes recommendations to the Board regarding such items. During 2020, the CGCNC received
updates on Magna’s evolving sustainability strategy. The Committee also reviewed, provided input into and approved the organization’s Sustainability Report and presented its recommendations to
the Board regarding the Board’s approval of the Sustainability Report. Additionally, the CGCNC received semi-annual reporting relating to the performance of Magna’s environmental compliance and
management program.
C1.1b
(C1.1b) Provide further details on the board’s oversight of climate-related issues.
Frequency Governance Scope of Please explain
with mechanisms board-
which into which level
climate- climate- oversight
related related issues
issues are are integrated
a
scheduled
agenda
item
Scheduled Reviewing and sustainability strategy, as well as near-term business plans; • fundamental corporate actions, including acquisitions & divestitures, capital allocation; • material public
Reviewing and disclosures (including the Sustainability Report) and major corporate policies; • enterprise risk management, including sustainability risks; • communication with shareholder
guiding major communications on ESG topics. Typically, Magna’s EVP, Corporate R&D identifies material “megatrends” impacting the automotive industry, including climate-related
plans of action issues. Significant opportunities and risks, including those arising from climate-related considerations, are then addressed by such EVP at the annual Board strategy
Reviewing and meeting, while Operating Group Presidents address the opportunities and risks applicable to their respective business units at the annual business planning meeting.
guiding risk Guidance, feedback and other outputs from the strategy meeting are incorporated and integrated into business unit business plans for the next business planning meeting.
management The Board carries out its duties in part through standing committees, composed solely of independent directors. One such committee, the CGCNC, supports Board
policies oversight of our approach to sustainability. The scope of the CGCNC’s sustainability oversight role includes climate-related issues generally, as well as related elements
Reviewing and such as environmental management and compliance. Another Board committee, the Technology Committee, supports the Board's oversight duties by advising it on
guiding technology trends, related opportunities and risks, R&D & innovation, technology-focused acquisitions, alignment between the organization’s technology and strategic
business plans priorities, and products and processes that seek to realize opportunities created by climate-related challenges. During 2020, the committee continued to evaluate
Overseeing development of our eDrive portfolio, and in particular our joint venture with LG Electronics. The third standing committee, the Audit Committee, supports Board oversight of
major capital financial & audit-related matters, including financial risks and disclosures. If climate-related or other sustainability risks are or could be financially material, the committee
expenditures, would be involved through its consideration of the financial statement or other disclosure of the nature and scale of the risk. One example of this related to the committee’s
acquisitions review, in 2019, of impairments of the company’s equity investment in joint ventures in Europe and China. A Chinese joint venture experienced a decline in demand for one
and of its transmission models due in part to the fact that the transmission would not comply with upcoming stricter fuel emissions standards.
divestitures
Monitoring and
overseeing
progress
against goals
and targets for
addressing
climate-related
issues
Other, please
specify
(Reviewing
innovation/R&D
priorities)
CDP Page 2 of 53C1.2
(C1.2) Provide the highest management-level position(s) or committee(s) with responsibility for climate-related issues.
Name of the position(s) and/or Reporting line Responsibility Coverage of Frequency of reporting to the board on climate-related
committee(s) responsibility issues
Chief Executive Officer (CEO) opportunities
C1.2a
(C1.2a) Describe where in the organizational structure this/these position(s) and/or committees lie, what their associated responsibilities are, and how climate-
related issues are monitored (do not include the names of individuals).
Climate related issues are part of the CEO’s responsibility. As Magna’s highest- ranking member of management, the CEO guides and directs Executive Management and
Operating Group Presidents with respect to product portfolio and strategic planning, business planning, capital expenditures, innovation/R&D, manufacturing productivity and
efficiency, as well as other critical areas, including the setting of the carbon neutrality goals (Scope 1 & Scope 2) announced by Magna in 2021 . The CEO is also the highest
executive responsible for customer management, shareholder engagement/investor relations, as well as talent management. The criticality of climate sustainability to the
future of the automotive industry generally means that climate-related issues are interwoven through all of the foregoing areas of the CEO’s responsibilities. At the same time,
the importance of making demonstrable progress with climate sustainability goals requires CEO-level engagement and direction to ensure organizational alignment.
Magna has designated one of its Operating Group presidents as an executive ‘‘champion’’ for climate-related sustainability matters (the “Sustainability Champion”). The
Sustainability Champion reports directly to Magna’s CEO on sustainability matters and helps coordinate and align sustainability priorities across the company’s other
Operating Groups. Operating Group management is responsible for development of product strategies to address megatrends, industry trends, business opportunities and
risks, including those which arise due to climate-related challenges.
We also have a bottom-up sustainability structure with representatives at each of our three main management levels (Divisional, Operating Group and Corporate).
Approximately 80% of our manufacturing Divisions have an energy management champion who works with members of our Global Energy Team to identify and implement
high-priority energy management projects. The Global Energy Team functions across all of our Divisions and Operating Groups to share energy efficiency/management case
studies and best practices. Each Operating Group has a sustainability team comprised of a range of product, process and functional skillsets, coordinated through a Group
‘‘lead’’. Operating Group sustainability leads participate in our sustainability steering committee headed by the Sustainability Champion, which consists of cross-functional
corporate leaders representing operational improvement, environmental, purchasing, energy, real estate, R&D, legal/corporate secretarial and finance, with other functions,
as needed. In connection with our evolving sustainability strategy and our commitment to achieving the carbon neutrality targets set in 2021, our energy reduction progress
and initiatives are reported to our Sustainability Champion, helping to increase the visibility of these initiatives across our Operating Groups through the Sustainability
Champion’s regular interaction with other Operating Group Presidents.
Operating Group management is responsible for development of product strategies to address megatrends, industry trends, business opportunities and risks, including those
which arise due to climate-related challenges. Aspects of sustainability beyond climate-change concerns are typically managed through a matrix structure in which corporate-
wide functions support initiatives implemented or managed by Operating Groups and Divisions. Examples of functional areas managed in this manner include: environmental
management and compliance; occupational health and safety; quality and operational improvement; talent management, including diversity and inclusion; cybersecurity; data
privacy; as well as supply chain.
C1.3
(C1.3) Do you provide incentives for the management of climate-related issues, including the attainment of targets?
Provide Comment
incentives
for the
management
of climate-
related
issues
Row Yes Profit-based management compensation system directly links short-term incentive compensation to business unit operational performance, measured by profitability. Profitability is driven by
1 the ability secure new business awards from customers. Compensation is thus driven in part by success achieved by our business units in innovating products to meet the customer climate-
related priorities. Business unit profitability is also driven by manufacturing productivity and efficiency, meaning that cost management and input efficiency are critical. One important input cost
in the manufacturing process is energy (primarily electricity and natural gas), which, when efficiently managed has a positive impact on GHG emissions, as well as profitability and thus
compensation. Adverse climate change impacts can also affect profitability (and profit-based compensation), as occurred for a number of our business units due to the industry-wide supply
chain disruptions caused by the 2021 Texas ice storm.
C1.3a
CDP Page 3 of 53(C1.3a) Provide further details on the incentives provided for the management of climate-related issues (do not include the names of individuals).
Entitled Type of Activity Comment
to incentive inventivized
incentive
Facilities Monetary Energy General Managers, Assistant General Managers & Controllers of each manufacturing Division are eligible to receive a percentage of total profits generated by the facility. While
manager reward reduction decisions relating to the manufacturing location for awarded business are not made by such managers, they do have significant decision-making authority with respect to
project factors that impact the Division’s manufacturing productivity & efficiency. Decisions which maximize productivity & efficiency – including those relating to manufacturing
Efficiency equipment (selection of, run-rates, maintenance, etc.), production scheduling, manufacturing facility/property “envelope’ and environment (HVAC, heat exchange, air loss,
project lighting, etc.) have a direct impact on energy use and thus energy input costs. Cost savings from efficiency projects which seek to minimize energy use will have the effect of
Behavior increasing Divisional profitability and thus facilities managers’ compensation. For example, if implementation of energy efficient measures such as LED lighting saves a facility
change $100 in utility costs, the facility manager is eligible to receive a percentage of these savings as a bonus. (The cost of savings and the profit sharing bonus percentage varies
related across the business.) More importantly, such efficiency projects will reduce GHG emissions from the Division. This alignment between incentive compensation and energy
indicator efficiency/GHG emissions at the Divisional level is an important component of Magna’s overall approach to addressing climate-related issues. One example of an efficiency
project implemented at a Magna Division relates to Polycon Industries, located in Guelph, Canada. The facility includes an 8-megawatt, natural gas-fired heating and power co-
generation project which reduces annual electricity consumption from the grid by nearly 51,000 mWh per year, displaces GHG emissions from purchased energy, and reduces
the Division’s energy costs (resulting in higher profitability and incentive compensation). Numerous Magna Divisions have similarly reduced their energy use and thus GHG
emissions through conversion of metal halide lighting to LED lighting, identifying/repairing compressed air leaks, implementation of equipment start-up/shut-down/idling
procedures, and other energy efficiency actions. Motivated by the incentive compensation system, facilities managers work to pursue such energy-saving initiatives.
Business Monetary Energy Magna’s manufacturing Divisions are organized into product-based Operating Groups, each of which has an Operating Group President and management team. The profit-
unit reward reduction based incentive compensation structure described in C1.3 applies to the Operating Group President and management team, who are compensated on the aggregate
manager target profitability of all of the Divisions within the Operating Group. As a result, the aggregate benefit of efficiency projects at manufacturing Divisions, such as those described above
Efficiency with respect to Polycon, have a compensation benefit to the Operating Group management team. This creates an inherent incentive to promote such productivity and
project efficiency projects within the Divisions comprising the Operating Group. Additionally, Operating Group management have significant authority with respect to Operating Group
Efficiency product portfolio, strategic planning, business planning, capital priorities, innovation/R&D, manufacturing productivity and efficiency priorities, customer management, as well as
target talent management. Their success in securing new business awards from automotive OEM customers has a direct impact on Operating Group profitability; however, such
Behavior success is dependent on meeting automotive OEM customer needs with respect to products that facilitate improved fuel efficiency, reduced GHG emissions and powertrain
change electrification. Some OEM customers have identified specific climate-related objectives to be met in connection with the award of new business opportunities in the future.
related Examples of such criteria include: CDP climate-change score; renewable energy utilization; and other factors. The increasing engagement of OEMs and suppliers around such
indicator criteria are directly connected to reputation improvement of the automotive industry as a whole, as well as business imperatives centered on evolving consumer expectations,
regulatory changes and increasing expectations of stakeholders such as investors and employees with respect to companies’ climate-change strategies. Magna’s Operating
Group management are not directly compensated on the achievement of these specific criteria, but any decrease in business awards due to the failure to meet such criteria
have the effect of reducing revenues and thus profitability as well as compensation.
Corporate Monetary Energy Climate-related compensation incentives for Magna’s CEO and Executive Management directly parallel those discussed above with respect to Operating Group (business unit)
executive reward reduction management, except that the incentives apply with respect to aggregate profitability of the company as a whole, instead of just one Operating Group. Behavior change
team target considerations apply to Executive Management in a similar manner as Operating Group management, but are amplified since Executive Management has direct interface with
Efficiency investors in Magna. Many such investors have increased their engagement on sustainability issues and articulated criteria that they expect of their investee companies,
project particularly those that may qualify for sustainable investing products/funds. The increasing demand for shares of companies which meet such eligibility criteria can generate
Efficiency growth in market price of the company’s shares, which increases the value of equity compensation (in the form of performance stock units and stock options) granted to
target members of Executive Management. Similarly, a failure to meet such investors’ expectations could result in decreased demand for the company’s shares, which would
Behavior decrease the value of Executive Management’s equity compensation.
change
related
indicator
All Monetary Efficiency Magna operates a formal innovation program called Winning Innovations Network (“WIN”) which runs an annual employee innovation challenge that results in monetary reward
employees reward project for finalists. Additionally, Magna maintains an Employee Equity and Profit Participation Plan (“EEPPP”) through which a portion of Magna’s annual profits are shared among
Behavior participating employees in the form of cash and/or Magna equity. Such profit sharing has the benefit of incenting all employees to identify revenue-generating opportunities for
change new products or product enhancements, as well as cost-saving efficiency projects and opportunities. As such opportunities have climate-related benefits (as discussed above),
related employee incentive compensation is aligned with the company’s climate-change strategy. Magna encourages and supports employees who devote their time, energy and
indicator passion to making a positive contribution to their workplace and communities through direct giving, special events, fundraising and volunteer work. In order to further support
Other and enhance employee fundraising efforts, we maintain a Magna Matching Program, which matches donations by Magna employees to qualified, non-profit initiatives, up to
(please specified amounts. Since the beginning of the matching program in 2017, Magna has matched over $1 million in funds raised by Magna employees for more than 300 projects
specify) globally. Magna’s Employee Disaster Relief Fund provides financial assistance to eligible employees and their families in the event they are victims of a disaster. In 2020, the
(Community program helped 19 employees in China, Mexico, Poland, India, Canada and the United States.
efforts)
All Non- Efficiency Within Magna’s manufacturing Divisions, individual employees may be recognized for superlative efforts in various areas, including product or process innovation,
employees monetary project manufacturing efficiency, sustainability, cost management, community involvement or other. Employee efforts are often featured in employee-focused internal publications, such
reward Behavior as the quarterly “Magna People” newsletter (https://www.magnapeople.com/en/). Recognition may also be given through Magna’s website, including the “Faces of Magna”
change page (https://www.magna.com/company/for-employees/faces-of-magna) which celebrates specific employee achievements and stories, including those with achievements
related specific to sustainability. Within the Sustainability section of our website, we also highlight employee efforts relating to sustainability within their Division/Operating
indicator Group/Corporate Function, as well as in their personal lives, through our "Sustainability Stories" series.
C2. Risks and opportunities
C2.1
(C2.1) Does your organization have a process for identifying, assessing, and responding to climate-related risks and opportunities?
Yes
C2.1a
(C2.1a) How does your organization define short-, medium- and long-term time horizons?
From (years) To (years) Comment
Short-term 0 1
Medium-term 2 5
Long-term 6 10
CDP Page 4 of 53C2.1b
(C2.1b) How does your organization define substantive financial or strategic impact on your business?
At the corporate level. Magna approaches the definition of “substantive impact” for climate-related risks in a manner consistent with its approach to other potential risks. A
starting reference point is determination of whether a climate-related risk may be “material” in the context of risk disclosure required for securities law purposes. While
materiality is determined on a subjective basis taking into account a range of factors, one general objective reference point for materiality is 10% of earnings. Where a climate-
related risk is not “material” for securities law purposes, we determine its potential significance by reference to a range of factors, which may include its ability to: impact the
implementation of our strategy; disrupt our manufacturing operations; eliminate or significantly reduce future business prospects for, cash flows expected from or returns
generated by, company assets; impair the company’s ability to secure capital; harm our ability to attract and retain necessary human talent; diminish our reputation;
aggravate other risks faced by the company, as a result of risk interdependencies; or otherwise cause significant destruction of economic value.
At the Division level, we define a substantive strategic impact as a low score on the MAFACT program. Our assessment process, known as the Magna Factory Concept or
‘‘MAFACT’’, is supplemented with elements we view as critical to achieving World Class Manufacturing in accordance with our Operational Principles. Our efforts to reduce
energy consumption and operate facilities on a more energy efficient basis forms part of our formal MAFACT system, which ties in with our goal to be recognized as a leader
in “World Class Manufacturing”. Our global operating units strive toward this goal which aims to achieve ‘‘best in class’’ performance in all areas of manufacturing. Resource
efficiency is a key concept that shapes our business and product strategy, and as part of our sustainability and operational efficiency efforts, we are focused on optimizing
energy use, which may result in savings in overall energy costs. To drive continuous improvement, we monitor our progress in achieving World Class Manufacturing by using
an assessment process that is similar to the method used by our customers in their own plants and to evaluate their suppliers. The MAFACT program establishes minimum
standards for achieving operational efficiencies and allows Divisions to benchmark their activities against other Divisions in Magna. In order to achieve a baseline MAFACT
Energy efficiency ranking, the Division must, at the very least, establish structured energy teams comprised of the Divisional general manager or assistant general manager
and key functional personnel within the Division and also demonstrate that such teams meet at least monthly. In order to achieve a higher ranking, Divisions must
demonstrate progressive actions including evidence that the Division has implemented at least two energy reduction initiatives. The program contains a rating on a scale of 0-
5 and the recommended, minimum score over time is 4.0. This minimum score serves as a benchmark, so any score below this number can be considered a substantive
strategic impact if not achieved within the applicable timeframe. Although there is no formal mechanism to trigger an action plan for low aggregate scores, low scores are
internalized to key in on lacking areas and focus on improvement.
Part of Magna’s Global Environmental Program is to conduct Audits and Inspections to assess all relevant regulatory, corporate environmental and industry best practice
requirements. Any deficiencies identified are assessed for risk on a scale of OFI (Opportunity For Improvement) up to severe or critical. Failure to address severe
environmental issues result in a Red Flag designation that requires senior Operating Group management involvement until resolved. Accountability for closure of red flag
items is managed through regular review of red flags by the CEO with Operating Group management. These red flags can be considered substantive impacts if not properly
mitigated. An quantitative example of a red flag is if Magna were impacted by either an increase or decrease of 1 million USD across our operations.
C2.2
CDP Page 5 of 53(C2.2) Describe your process(es) for identifying, assessing and responding to climate-related risks and opportunities.
Value chain stage(s) covered
Direct operations
Upstream
Downstream
Risk management process
Integrated into multi-disciplinary company-wide risk management process
Frequency of assessment
More than once a year
Time horizon(s) covered
Short-term
Medium-term
Long-term
Description of process
Climate-related risks and opportunities are identified through strategic planning, accounting / financial reporting / securities disclosure, enterprise risk management and
operations management processes. Magna’s Executive Vice-President, Corporate R&D identifies material “megatrends” impacting the automotive industry, including
climate-related issues. Significant opportunities and risks, including those arising from climate-related considerations, are then addressed by such EVP at the annual Board
strategy meeting, while Operating Group Presidents address the opportunities and risks applicable to their respective business units at the annual business planning
meeting. Guidance, feedback and other outputs from the annual strategy meeting are incorporated and integrated into business unit business plans for the next business
planning meeting. As a dual-listed (New York Stock Exchange, Toronto Stock Exchange) public company, Magna is subject to broad accounting, financial and other
disclosure requirements. Given the breadth of applicable disclosure requirements, together with specific guidance from accounting and securities regulators related to
climate risks, Magna regularly assesses and discloses the nature and potential impact of material climate risks on the company and its financial results. One of the
accounting processes which can serve to identify climate-related risks is impairment testing, which must be conducted each year. For example, in 2019 Magna recorded an
impairment charge against the value of one of its joint ventures in China. The joint venture experienced a significant drop in demand for one transmission model supplied to
a Chinese automotive OEM. A factor in the reduced demand was the fact that the transmission would not have met the China VI emissions standards, had such standards
been in effect at the time. The deterioration in the business of the joint venture as a result of the reduced demand was one of the indicators of impairment that ultimately
resulted in impairment charges being recorded. One of the risk management processes Magna employs for identifying and assessing climate-related risks is our Property
Risk Mitigation (PRM) program. The PRM program, which includes risk engineering with support from a third-party property risk engineering consulting firm, includes, but is
not limited to, the following elements to promote the resiliency of Magna’s facilities and minimize the risk of disruption to operations from extreme weather events: pre-
screening of facility site selection; acquisition risk assessments; periodic facility inspections; facility construction design review and recommendations; and training and
education. In addition, the PRM program extends the risk assessment by identifying and evaluating potential exposures to our direct supply chain (including natural
hazards) which could disrupt business operations. Where such supply chain exposures are identified, a more detailed assessment may be performed to better understand
the supply chain risk, including further on-site assessment, where practicable. Extreme weather events such as floods, windstorms, wildfires, tornados, tsunamis, hailstorms
and other natural weather hazards may cause significant destruction to our or our sub- suppliers’ facilities, which could in turn disrupt our production and/or prevent us from
supplying products to our customers. Physical Risk Case Study: To identify physical risks and opportunities, we used our PRM program to map our global footprint against,
among other things, identified wind exposed/hurricane, flood exposed and wildfire risk zones, in order to assist us with footprint planning, as well as our understanding of,
and efforts to address, potential risks associated with such types of natural catastrophes. In the context of property risk concentrations, the footprint mapping concluded that
there are 12 geographic regions (in Austria, Canada, Czech Republic, Germany, Italy, Mexico and the U.S.) in which we have concentrations of property/asset risk (multiple
locations within a 35 km radius), and comprising 50.3% of the total insured value (‘‘TIV’’) under our property risk program. With respect to such regions: (i) none are exposed
to tropical cyclones; (ii) only 13 Divisions are located 5km or closer to a coastline, and thus at a higher risk from the effects of climate change; and (iii) only 2% of Divisions
(in Argentina, Brazil, Mexico, Serbia and Spain), representing 1% of TIV, are considered as being exposed to "significant" wildfire risk due to reduced precipitation (drought)
conditions. Transitional Risks Case Study: To identify transitional risks and opportunities, we have also utilized our PRM program. This program assesses resiliency to
natural risks. We identified liability risks that can arise based on the location of our facilities, such as an extreme weather event. Such event could damage some of our
manufacturing Divisions, resulting in injuries or fatalities among employees, which could have a material adverse effect on our reputation and could result in legal claims
being brought against us. Climate change considerations may impact the availability of and premiums for insurance coverage in general, and in particular, for properties in
high-risk locations. Additionally, we may need to self-insure a higher level of risk, which could result in a material adverse effect on profitability in the event of an extreme
weather event which causes significant damage to one or more of our facilities. Operations management processes can identify climate-related opportunities through
energy efficiency initiatives. Approximately 80% of our manufacturing Divisions have active energy teams pursuing energy efficiency measures in their respective Divisions.
These teams are supported at the corporate level by a Global Energy Management Team which helps identify and promote energy reduction initiatives. Additionally, energy
efficiency is a factor which is addressed in our MAFACT system, which is the primary operational assessment audit tool used to support our World Class Manufacturing
initiative. Lastly, our strategy development processes and sustainability initiative include regular monitoring of our OEM customers’ climate-related priorities and initiatives,
as well as multi-jurisdictional regulatory changes related to the transition to a low carbon economy. These efforts support us in identifying and evolving product
development, innovation and R&D priorities that could enable us to realize climate-related opportunities. Additionally, such efforts allow us to identify regulatory or market
risks driven by climate- related factors that could impact our business and operations.
C2.2a
(C2.2a) Which risk types are considered in your organization's climate-related risk assessments?
Relevance Please explain
&
inclusion
Current Relevant, Governments in key auto producing regions have set challenging average vehicle fleet emissions or fuel efficiency targets for OEMs, including the E.U. and China examples below. We
regulation always regularly monitor changes in regulation relating to emissions and fuel efficiency as part of our strategic planning processes. E.U. regulations generally require OEMs to achieve E.U. fleet-
included wide average emissions of 95g CO2/km by 2021, corresponding to 4.1 litres/100 km of gas or 3.6 litres/100 km of diesel. Vehicle manufacturers that exceed such targets must pay an
excess emissions penalty for each vehicle registered within the E.U. commencing in 2021. The 2021 average emissions level forms a baseline for a further 15% fleet-wide average
emissions reduction from 2025 onwards; and 37.5% from 2030 onwards. The E.U. recently announced a recommendation to increase such targets to a 55% reduction by 2030 and a
100% reduction by 2035. Penalties levied on non-compliant OEMs may be passed on to vehicle-buying consumers, which could impact demand for such vehicles and thus demand for
Magna products supplied for such programs. Additionally, E.U. regulations contain incentives aimed at promoting the development of zero and low emissions vehicles (‘‘ZLEVs’’), including
a relaxation of targets if an OEMs share of ZLEVs registered within the E.U. in any year exceeds 15% from 2025 onwards, and 35% from 2030 onwards. Effective July 1, 2021 China has
implemented the stringent China VI emissions regulations addressing particulate emissions, which could affect consumer demand for vehicles, or powertrain options for vehicles, that do
not meet the new emissions standard. For example, in 2019, one of our equity-accounted joint ventures in China experienced a significant drop in demand for one transmission model
supplied to a Chinese OEM. One of the factors underlying the drop in demand was the fact that the transmission would not have met the China VI standard, had it been in effect at the
time. The tightening emissions standards in the E.U. and China are intended to promote the transition to ZLEVs. OEMs have been spending significant sums in R&D in order to meet the
higher regulatory standards. To the extent that ZLEVs do not sell at the levels expected, production volumes may need to be cut. Lower than forecast production poses a risk to our ability
to recover pre-production expenses amortized in the piece-price of our product, as discussed above.
CDP Page 6 of 53Relevance Please explain
&
inclusion
Emerging Relevant, Municipal governments in a number of cities around the world have introduced restrictions on personal-use vehicles in congested urban centres, in an effort to reduce CO2 emissions and
regulation sometimes improve urban air quality. Examples of the types of restrictions include: car-free zones; toll charges; and use restrictions by license plate. Continued expansion of such initiatives could
included reduce the demand for personal-use vehicles, which could affect our profitability. As a result of measurable air quality improvements in many cities during the COVID-19-related stay at
home orders, and expansion of restrictions in personal-use vehicles in urban centres is likely. In an effort to accelerate the transition to ZLEVs, a number of countries and cities globally
have proposed bans or restrictions on new gasoline and diesel vehicles commencing on dates from as early as 2025 (in the case of the Netherlands), including many markets in which we
operate such as Canada, Germany and the U.K. In Europe, one of Magna’s primary markets, the E.U. recently announced a recommendation to further strengthen its CO2 emissions
targets, proposing a 55% reduction in average emissions levels by 2030 versus 2021 levels (current E.U. regulations require a 37.5% by 2030), with a 100% reduction in CO2 emissions by
2035, effectively banning the sale of new gasoline/diesel fueled vehicles in the E.U. by such date. Similarly Canada recently accelerated its mandatory phaseout of ICE and diesel
powered vehicles through introduction of a new regulation that requires all new sales of vehicles and light-duty trucks by 2035 to be zero-emission. Canada intends to develop interim
targets for 2025 and 2030. Given the long lead times for vehicle development, such proposals/emerging regulation will increasingly impact automotive OEM and automotive supplier
product planning and development this decade. In terms of direct policy actions affecting our operations, we anticipate continued strengthening of environmental regulations related to
discharge of pollutants to air, water and ground. We currently face strict environmental regulations in the countries where we operate and have developed a global environmental
management program in order to comply with or exceed regulatory standards.
Technology Relevant, Investments in automotive technologies that support the transition to ZLEVs (zero- and low-emission vehicles) can be significant, particularly in product areas such as battery systems for
always hybrid and electric vehicles. While our product strategy does not currently include battery systems or other components which generate or store energy for ZLEVs, we were recently
included awarded our first battery enclosure program and currently offer a range of electrified drivetrain products, hybrid dual-clutch transmissions (‘‘HDTs’’), dedicated hybrid transmissions
(‘‘DHTs’’), as well as complete electric drive (‘‘e-Drive’’) systems. We have also expanded our product offering into other areas relevant to ZLEVs, - for example, in conjunction with a joint
venture partner, we can offer customers a complete EV platform. Our R&D spending for electrification solutions has been significant over the last few years and could continue to be in
coming years as electrification-related technologies continue to evolve. Additionally, our OEM customers are making significant investments in the development of ZLEVs, which is
impacting their profitability and could lead to increased pricing pressure on us. As ZLEVs increase their proportion of the overall vehicle market over the medium- to long-term, we expect
our sales of manual transmission (“MTs”) and traditional dual-clutch transmissions (“DCTs”) to decline, and sales of HDTs, DHTs and e-Drive systems to increase. For example, we
experienced a more rapid than expected deterioration in sales of MTs by equity accounted joint ventures in Europe and China, which was one of the factors that led to the impairment
charges recorded against the company’s investment in such joint ventures in 2019. The increasing adoption of electrified drivetrain solutions also adversely impacts our AWD and 4WD
businesses over the long-term, since it is possible to achieve AWD through the use of electric motors in hybrid or fully-electrified drivetrains. However, OEM product plans show mechanical
AWD and 4WD programs extending out for approximately the next decade. We seek to offset displacement of mechanical AWD and 4WD systems through increased sales of electrified
product offerings such as e-Drive systems. In addition, the assets and expertise associated with these products remains relevant to, and can be redeployed for, growing product areas
aligned with the Car of the Future.
Legal Relevant, Municipal governments in a number of cities around the world have introduced restrictions on personal-use vehicles in congested urban centres, in an effort to reduce CO2 emissions and
always improve urban air quality. Examples of the types of restrictions include: car-free zones; toll charges; and use restrictions by license plate. Continued expansion of such initiatives could
included reduce the demand for personal-use vehicles, which could affect our profitability. As a result of measurable air quality improvements in many cities during the COVID-19-related stay at
home orders, and expansion of restrictions in personal-use vehicles in urban centres is likely. In terms of direct policy actions affecting our operations, we anticipate continued
strengthening of environmental regulations related to discharge of pollutants to air, water and ground. We currently face strict environmental regulations in the countries where we operate
and have developed a global environmental management program in order to comply with or exceed regulatory standards.
Market Relevant, Some of the risks impacting the market for our products in the transition to a lower carbon economy include intense competition in the automotive industry, market shifts and potential
always supply constraints on key commodities. The competitive landscape of the automotive industry is changing due to a number of established electronics & semiconductor companies that are
included becoming direct competitors of Tier 1 automotive suppliers, including us; as well as the development of high-value product & service offerings (particularly in areas related to vehicle
electrification, vehicle autonomy, new mobility and connectivity) by disruptive technology innovators. Failure to successfully compete with existing or new competitors, including failure to
grow our electronics or EV content, could affect our ability to fully implement our corporate strategy. While we supply parts for a wide variety of vehicles produced globally, we do not supply
parts for all vehicles produced, nor is the number or value of parts evenly distributed among the vehicles for which we do supply parts. Shifts in market shares away from vehicles on which
we have significant content, as well as vehicle segments in which our sales may be more heavily concentrated, could have a material adverse effect on our profitability. We do not currently
anticipate long-term supply constraints on key commodities required by us. However, production processes for steel & aluminum are carbon intensive, with relatively scarce supply of low-
carbon alternatives. As the entire industry’s carbon-neutrality efforts increase, the price of low-carbon steel and aluminum may increase in the near- and medium-terms until the supply of
low-carbon product is sufficient to meet growing demand. In the near- and medium-term, the increasing production of ZLEVs may also strain supplies of the rare earth minerals required for
vehicle battery systems, which we do not supply. However, such supply constraints could help spur development of alternative battery technologies or low carbon fuels and/or promote
technological breakthroughs that could facilitate market penetration of hydrogen fuel cell or other technologies. We intend to continue developing and offering solutions such as e-Drive
systems which are neutral as to electric power source (battery or hydrogen fuel cell stack) in order to mitigate potential risks related to supply constraints of rare earth minerals or other
commodities needed for current ZLEV power source technologies.
Reputation Relevant, Since light vehicles are a contributor to global GHG emissions, Tier 1 Suppliers like Magna may face reputational risk from participation in the automotive industry. Examples of risk types
sometimes associated with this include potential loss of business from sustainability-focused customers, reduced investor demand for Magna shares, and challenges attracting talent. A number of
included Magna’s customers are embedding sustainability criteria in their sourcing decisions and could reduce purchases from Magna if such customers perceive Magna to lag other suppliers with
respect to sustainability. While the growth of sustainable investment creates opportunities for companies perceived as sustainable, it could result in reduced demand for the shares of
companies not perceived as sustainable. Increasingly, millennial and other components of the workforce want to work in companies they perceive as sustainable, making it difficult for
companies to attract such talent if the company is perceived as lagging in sustainability. However, OEMs and Tier 1 Suppliers have been proactively adapting to climate change and
transitioning to a lower carbon economy, as evidenced by the significant spending on R&D and technological innovation to reduce CO2 emissions, particularly through electrification and
powertrain efficiency, as well as the setting of carbon neutrality targets in their own operations. At the same time, particular OEMs may be viewed as more or less sustainable based on
their sustainability strategies and commitment to transitioning to a lower-carbon economy. Equally, particular vehicle models or even entire vehicle segments may be perceived to be more
or less sustainable. As a supplier of a broad range of systems to all major OEMs, we do not anticipate any negative consequences to our reputation by virtue of the fact that we supply to
any particular automotive OEM, vehicle or vehicle segment. In any event, we believe that our R&D and technological innovation, which is focused on lightweighting, improved fuel economy
and lower emissions, together with our sustainability strategy serve to mitigate potential reputational risks.
Acute Relevant, An example of this risk type is the possibility of increased frequency and severity of extreme weather events. Such events could, from time to time, significantly disrupt supply chains and/or
physical sometimes cause significant damage to our or our sub-suppliers’ facilities. While the potential for property damage and business interruption would be a concern in such an acute climate event, our
included primary concern would be for the safety and well-being of our employees. A rare and extreme storm impacted the U.S. state of Texas in February 2021 disrupting oil production and thus
supplies of resins and materials required for automotive seating. Such events can cause shortages of critical materials, driving prices higher. Efforts to mitigate the impact of such events
often result in higher near-term costs until disruption of the affected material has been resolved, such as premium freight costs for substitute materials. As the frequency of such events
increases, we may be forced to maintain higher inventories of materials and components required for production, to minimize potential disruptions. We maintain a global property risk
control program to support our efforts to mitigate risks to our employees’ safety, physical property risks and potential for business interruption due to extreme weather events, including
hurricanes, tornadoes, and flooding. The program, which includes support from a third party property risk engineering consulting firm, includes the following elements to promote the
physical resiliency of our facilities and minimize the risk of disruption to our operations: pre- screening of facility site selection; acquisition risk assessments; periodic facility inspections;
facility construction design review and recommendations; and training and education. An example of a chronic physical risk as a result of climate change: increasing temperatures have
the potential to negatively impact our business. Currently, it is difficult to assess how future temperature changes will correlate to our customers’ demands for vehicle parts and systems.
However, temperature rise could impact coastal sea levels, which could pose flooding risks for our properties located within a five km radius of these at risk zones.13 of our Divisions are
located five km or closer to a coastline and thus may be at higher risk from the effects of climate-change related sea rise. We perform risk assessments for both of current and future sites
to enable proper planning and management.
Chronic Relevant, As an example of chronic physical risk type as a result of climate change, increasing temperatures have the potential to bring negative consequences for our business. Currently, it is
physical sometimes difficult to assess how future temperature changes will correlate to our customers’ demands for vehicle parts and systems. However, temperature rise does have the potential to impact
included coastal sea levels. Increasing sea levels pose coastal flooding risks for our properties located within a five kilometer radius of these at risk zones. 13 of our Divisions are located five km or
closer to a coastline and thus may be at higher risk from the effects of climate-change related sea rise. We perform risk assessments for both of current and future sites to enable proper
planning and management. The threat of temperature change anticipates more frequent and intense storms, drought, heat waves, changing sea levels, melting glaciers and warming
oceans which may result in more frequent or severe weather events. These threats could have a material impact on our operations globally over time and increase current natural hazard
risks facing our operations. As part of our property risk management program, we evaluated over 430 of our locations with respect to temperature change risk. The mapping was based on
the 50th percentile of the distribution of the CMIP5 ensemble, and includes both natural variability and inter-model spread, based on IPCC AR5, Annex 1 (Atlas of Global and Regional
Climate Projections). The exercise showed that less than 1% of all Magna locations (all located in Russia and representing less than 1% of Magna's total insured value) are expected to
experience greater than 1.5 degree celsius temperature change by 2035.
C2.3
(C2.3) Have you identified any inherent climate-related risks with the potential to have a substantive financial or strategic impact on your business?
Yes
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