Exhibit 99.1
IN TWENTY-TWENTY WE WERE AT THE OF CONNECTIONS WHEN IT MATTERED MOST. NOTICE OF 2021 ANNUAL GENERAL SHAREHOLDER MEETING AND MANAGEMENT PROXY CIRCULAR ANNUAL GENERAL MEETING APRIL 29, 2021
Important information
Change in director nominees
On March 18, 2021, after the printing of the Notice of 2021 annual general shareholder meeting and management proxy circular dated March 4, 2021, BCE Inc. was notified by Mr. Thomas E. Richards that he will not seek re-election to the board of directors at the 2021 annual general shareholder meeting. As a result, 14 directors will be nominated for election at the meeting and Mr. Richards name does not appear as a director nominee on the proxy form or voting instruction form.
Letter from the Chair of the Board
and the President and Chief Executive Officer
Dear fellow shareholders,
As part of our priority to protect the health and safety of the public and our team, BCEs 2021 Annual General Shareholder Meeting will be available via live webcast only at BCE.ca/AGM2021 at 9:30 a.m. on Thursday, April 29, 2021.
As a shareholder, you have the right to vote your shares on all items that come before the meeting. Your vote is important and we facilitate voting by enabling you to vote by proxy at any time prior to the meeting. We encourage you to do so and have enabled voting on the Internet, by phone, by fax or by mail. You can also vote by attending the virtual meeting. Please refer to the instructions in section 2.1, entitled How to vote for further details.
This circular provides details about all the items for consideration at the meeting, such as information about nominated directors and their compensation, the auditors, our corporate governance practices and reports from the standing committees of the Board. The circular also contains detailed information about our philosophy, policies and programs for executive compensation and how your Board receives input from shareholders on these matters.
At the meeting, we will review our strategy, financial position, business operations and the value we deliver to shareholders. We also look forward to responding to your questions at the virtual meeting.
Thank you for your continued confidence in BCE. The Bell team has been front and centre in Canadas response to the COVID-19 crisis, delivering the reliable network connections and innovative services to consumers, businesses and governments necessary to keep our country moving forward, while finding new ways to support our customers and communities throughout the challenges of an exceptional year.
Sincerely,
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Gordon M. Nixon
Mirko Bibic | |||
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Gordon M. Nixon
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Mirko Bibic
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Chair of the Board |
President and CEO | |||
March 4, 2021 |
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Summary
Below are highlights of some of the important information you will find in this management proxy circular. These highlights do not contain all the information that you should consider. You should therefore read the circular in its entirety before voting.
SHAREHOLDER VOTING MATTERS
BOARD VOTE RECOMMENDATION |
PAGE REFERENCE FOR MORE INFORMATION | |||
Election of 15 Directors |
FOR each nominee | 7 and 9 | ||
Appointing Deloitte LLP as Auditors |
FOR | 8 | ||
Advisory Resolution on Executive Compensation |
FOR | 8 and 45 |
OUR DIRECTOR NOMINEES
COMMITTEE MEMBERSHIPS |
BOARD AND COMMITTEE ATTENDANCE 2020 | |||||||||||||||||||||||||||
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OTHER PUBLIC BOARDS | ||||||||||||||||||||||||
NAME AND REGION INDEPENDENT
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AGE | DIRECTOR SINCE |
POSITION | TOP FOUR COMPETENCIES | ||||||||||||||||||||||||
M. Bibic Ontario |
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53 | 2020 | President and CEO BCE and Bell Canada |
100% | |
CEO/Senior Management Government/Regulatory |
Media/Content Telecommunications | ||||||||||||||||||||
D.F. Denison Ontario
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68 | 2012 | Corporate Director | C | ✓ | 100% | 2 |
Accounting & Finance CEO/Senior Management |
Governance Human Resources/ | ||||||||||||||||||
R.P. Dexter Nova Scotia
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69 | 2014 | Chair and CEO Maritime Travel Inc. |
✓ | ✓ | 100% | 2 |
Governance Human Resources/ |
Retail/Customer Risk Management | ||||||||||||||||||
I. Greenberg Québec
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78 | 2013 | Corporate Director | ✓ | ✓ | 100% | |
CEO/Senior Management Government/Regulatory |
Human
Resources/ Media/Content | ||||||||||||||||||
K. Lee Ontario
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57 | 2015 | Corporate Director | ✓ | ✓ | 83% | 1 |
Accounting & Finance CEO/Senior Management |
Governance Risk Management | ||||||||||||||||||
M.F. Leroux Québec
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66 | 2016 | Corporate Director | ✓ | C | 100% | 3 |
Accounting & Finance CEO/Senior Management |
Governance Retail/Customer | ||||||||||||||||||
S.A. Murray Ontario
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65 | 2020 | Corporate Director | ✓ | ✓ | 100% | 3 |
CEO/Senior Management Investment Banking/Mergers |
Governance Human Resources/ | ||||||||||||||||||
G.M. Nixon Ontario
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64 | 2014 | Corporate Director Chair of the Board BCE and Bell Canada |
100% | 2 |
CEO/Senior Management Human Resources/ |
Governance Investment Banking/ | ||||||||||||||||||||
L.P. Pagnutti Ontario
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62 | 2020 | Corporate Director | C | ✓ | 100% | |
Accounting & Finance CEO/Senior Management |
Governance Risk Management | ||||||||||||||||||
T.E. Richards U.S.
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66 | 2020 | Corporate Director | ✓ | ✓ | 60%(1) | 1 |
CEO/Senior Management Human Resources/ |
Technology Telecommunications | ||||||||||||||||||
C. Rovinescu Québec
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65 | 2016 | Corporate Director | ✓ | C | 100% | 1 |
CEO/Senior Management Human Resources/ |
Retail/Customer Risk Management | ||||||||||||||||||
K. Sheriff Ontario
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63 | 2017 | Corporate Director | ✓ | 100% | 1 |
CEO/Senior Management Risk Management |
Technology Telecommunications | |||||||||||||||||||
R.C. Simmonds Ontario
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67 | 2011 | Chair Lenbrook Corporation |
✓ | ✓ | 100% | |
Governance Government/Regulatory |
Technology Telecommunications | ||||||||||||||||||
J. Tory Ontario
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65 | New Nominee | Corporate Director | N/A | 1 |
CEO/Senior Management Governance |
Human
Resources/ Retail/Customer | ||||||||||||||||||||
C. Wright Ontario
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47 | New Nominee | Partner Torys LLP | N/A | |
Governance Government/Regulatory |
Investment Banking/ Risk Management |
(1) Mr. Richards was unable to attend two Board meetings due to serious illness.
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Notice of 2021 annual general shareholder meeting and meeting materials 1
1 | Notice of 2021 annual general shareholder meeting and meeting materials |
YOUR VOTE IS IMPORTANT |
As a shareholder, it is very important that you read this material carefully and then vote your shares, either by proxy or at the virtual meeting.
In this document, you, your and shareholder refer to the common shareholders of BCE. We, us, our, Corporation and BCE refer to BCE Inc., unless otherwise indicated. The information in this document is at March 4, 2021, unless otherwise indicated.
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When | Thursday, April 29, 2021, 9:30 a.m. (Eastern time) | |||
Virtual meeting | Virtual-only meeting via live webcast online at BCE.ca/AGM2021 | |||
What the meeting is about | 1. |
receiving the financial statements for the year ended December 31, 2020, including the auditors reports | ||
2. |
electing 15 directors who will serve until the end of the next annual shareholder meeting | |||
3. |
appointing the auditors who will serve until the end of the next annual shareholder meeting | |||
4. |
considering an advisory (non-binding) resolution on executive compensation | |||
The meeting may also consider other business that properly comes before it. | ||||
You have the right to vote | You are entitled to receive notice of and vote at our meeting, or any adjournment, if you are a holder of common shares of the Corporation on March 15, 2021. | |||
You have the right to vote your shares on items 2 to 4 listed above and any other items that may properly come before the meeting or any adjournment. | ||||
Meeting materials | As permitted by Canadian securities regulators, we are using notice-and-access to deliver this circular and our annual report (meeting materials) to both our registered and non-registered shareholders. This means that the meeting materials are being posted online for you to access rather than being mailed out. Notice-and-access gives shareholders more choice, substantially reduces our printing and mailing costs, and is environmentally friendly as it reduces paper and energy consumption. | |||
You will still receive a form of proxy or a voting instruction form in the mail so you can vote your shares, but, instead of receiving a paper copy of the meeting materials, you will receive a notice with information about how you can access the meeting materials electronically and how to request a paper copy. The meeting materials are available at www.meetingdocuments.com/astca/bce, on our website at BCE.ca, on SEDAR at sedar.com and on EDGAR at sec.gov. | ||||
You may request a paper copy of the meeting materials at no cost up to one year from the date the meeting materials were filed on SEDAR. You may make such a request at any time prior to the meeting on the Web at www.meetingdocuments.com/astca/bce or by contacting our transfer agent, AST Trust Company (Canada) (AST), at 1-800-561-0934 (toll free in Canada and the United States) or 416-682-3861 (other countries) and following the instructions. | ||||
After the meeting, requests may be made by calling 1-800-339-6353. | ||||
Approval of this circular | The Board has approved the content of this circular and authorized it to be sent to shareholders, to each director and to the auditors. | |||
By order of the Board, | ||||
Martin Cossette Vice President, Legal and Corporate Secretary
Montréal, Québec March 4, 2021 |
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2 About voting your shares
2 | About voting your shares |
2.1 | How to vote |
The record date for determining shareholders entitled to vote is March 15, 2021. You have one vote for each common share you hold on that date. As at March 4, 2021, 904,559,124 common shares were outstanding.
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2 About voting your shares
Shareholders can ask questions in advance of the meeting through our website at BCE.ca/AGM2021, under Ask a Question.
For more information, including the rules of procedure and how to ask questions at the meeting, consult BCE.ca/AGM2021.
If you are unsure whether you are a registered or non-registered shareholder, please contact AST by email at
bce@astfinancial.com or by telephone at 1-800-561-0934 (in Canada and the United States) or 416-682-3861 (other countries).
If you are an individual shareholder, you or your authorized attorney must sign the proxy or voting instruction form. If you
are a corporation or other legal entity, an authorized officer or attorney must sign the proxy or voting instruction form.
2.2 | How your shares will be voted |
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3 What the meeting will cover
3.4 | Considering an advisory resolution on executive compensation |
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4 About the nominated directors
3.5 | Other business |
4 | About the nominated directors |
The following pages include a profile of each nominated director, with an explanation of her or his experience, qualifications, top four areas of expertise, attendance at the Board and its committees, ownership, value of equity securities of BCE and extent of fulfillment of the BCE share ownership requirements, previous voting results as well as participation on the boards of other public companies. A tabular summary of our directors skills can be found under the heading Competency requirements and other information in section 6, entitled Corporate governance practices. For current committee memberships and current committee chairpersons, please refer to section 7, entitled Committee reports. For more information on the compensation paid to non-management directors, please refer to section 5, entitled Director compensation.
The following table discloses the total holdings of BCE common shares and deferred share units (DSUs) of the nominated directors as at December 31, 2019 and 2020. The total value of common shares and DSUs held by non-executive director nominees is determined by multiplying the number of common shares and DSUs of BCE held by each director nominee by the closing price of BCEs common shares on the Toronto Stock Exchange as at December 31, 2019 and 2020, being $60.16 and $54.43 respectively.
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4 About the nominated directors
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4 About the nominated directors
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4 About the nominated directors
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4 About the nominated directors
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4 About the nominated directors
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4 About the nominated directors
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4 About the nominated directors
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5 Director compensation
5 | Director compensation |
This section provides information pertaining to the compensation, share ownership and share ownership requirements of our non-management directors.
OUR AIM IS TO ENSURE THAT OUR BOARD MEMBERSHIP IS OF THE HIGHEST QUALITY
AND HAS A SUFFICIENT RANGE OF SKILLS, EXPERTISE AND EXPERIENCE
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5 Director compensation
5.1 | Comparator group |
The comparator group used to benchmark the compensation of non-management directors and the share ownership requirements for 2020 is the same as the comparator group used to benchmark the compensation of executives. See page 52 for details regarding the composition of the comparator group.
5.2 | Compensation levels |
Non-management directors receive an all-inclusive annual flat fee (in lieu of retainers and Board or committee meeting attendance fees), in line with market best practices.
The following table shows the compensation levels for non-management directors in 2020:
COMPENSATION ($) (1) | LEVEL | |
225,000 | Directors | |
235,000 | Chair of the Governance Committee and Chair of the Pension Committee | |
260,000 | Chair of the Audit Committee and Chair of the Compensation Committee | |
460,000 | Chair of the Board |
(1) | Non-management directors do not receive additional retainers or attendance fees in respect of their service as directors and as members of any of the Boards standing committees. Directors are reimbursed for transportation and other expenses incurred for attendance at Board and committee meetings. As disclosed in last years proxy circular, following the 2019 review of non-management director compensation, effective April 1, 2020, the annual flat fee for directors who served on one committee, which was previously $210,000, and directors who served on two or more committees, which was previously $215,000, was combined into a single flat fee of $225,000, irrespective of the number of committees directors sit on, and the fees paid to each of the Chairs of Board committees and the Chair of the Board increased by $10,000. These changes triggered an increase in the five-year share ownership requirement for directors from $630,000 to $675,000 and the ten-year requirement from $1,470,000 to $1,575,000. The Chairs five-year share ownership requirement increased from $1,350,000 to $1,380,000 and the ten-year requirement from $3,150,000 to $3,220,000. |
The directors annual flat fee also compensates non-management directors for their services as directors of subsidiaries whose common shares or units are not publicly traded, including Bell Canada. The directors of the Corporation who sit on boards of directors of subsidiaries whose common shares or units are publicly traded may receive compensation from such publicly traded subsidiaries. At this time, no director of the Corporation sits on any such board.
5.3 | Share ownership requirements |
The Board establishes guidelines for the share ownership requirements of non-management directors. The following share ownership requirements apply to non-management directors, to be held in BCE common shares and/or DSUs.
OWNERSHIP REQUIREMENT FOR DIRECTORS | VALUE ($) | TIME TO MEET REQUIREMENT | ||
Initial requirement of three times the base annual flat fee |
675,000 | Within five years of being appointed to the Board | ||
Additional requirement of seven times the base annual flat fee |
1,575,000 | Within ten years of being appointed to the Board | ||
OWNERSHIP REQUIREMENT FOR THE CHAIR OF THE BOARD | VALUE ($) | TIME TO MEET REQUIREMENT | ||
Initial requirement of three times the Chairs annual flat fee |
1,380,000 | Within five years of being appointed Chair of the Board | ||
Additional requirement of seven times the Chairs annual flat fee |
3,220,000 | Within ten years of being appointed Chair of the Board |
BCES SHARE OWNERSHIP REQUIREMENTS PLACE THE CORPORATION AT THE TOP OF THE COMPARATOR GROUP
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Until the initial minimum share ownership requirement is attained, 100% of the compensation is paid mandatorily in the form of DSUs. Once a director attains the initial minimum share ownership requirement, at least 50% of the compensation is paid mandatorily in DSUs, with the remaining portion to be paid in cash or DSUs, at the discretion of the director.
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5 Director compensation
5.4 | Directors share unit plan |
DSUs MUST BE HELD UNTIL DIRECTORS LEAVE THE BOARD DIRECTORS ARE REQUIRED TO BE PAID 50% OF THEIR COMPENSATION IN THE FORM OF DSUs DURING THEIR TENURE, AND 100% UNTIL THEY ATTAIN THEIR INITIAL SHARE OWNERSHIP REQUIREMENT |
5.5 | Compensation table |
The following table provides details of the compensation earned by the non-management directors of the Corporation who served as directors during the year ended on December 31, 2020. In 2020, as a whole, directors received 89% of their compensation in equity.
ALL OTHER COMPENSATION |
ALLOCATION OF TOTAL COMPENSATION | |||||||||||||||||||
NAME |
|
FEES EARNED ($) |
(1)
|
|
TOTAL COMPENSATION |
|
|
CASH ($) |
|
|
IN DSUs ($) |
| ||||||||
B.K. Allen |
232,500 | | 232,500 | | 232,500 | |||||||||||||||
S. Brochu (2) |
76,621 | 76,621 | | 76,621 | ||||||||||||||||
R.E. Brown |
257,500 | | 257,500 | 128,750 | 128,750 | |||||||||||||||
D.F. Denison |
232,500 | | 232,500 | | 232,500 | |||||||||||||||
R.P. Dexter |
222,500 | | 222,500 | | 222,500 | |||||||||||||||
I. Greenberg |
222,500 | | 222,500 | | 222,500 | |||||||||||||||
K. Lee |
222,500 | | 222,500 | 111,250 | 111,250 | |||||||||||||||
M.F. Leroux |
222,500 | | 222,500 | | 222,500 | |||||||||||||||
S.A. Murray (3) |
146,497 | 146,497 | | 146,497 | ||||||||||||||||
G.M. Nixon |
457,500 | | 457,500 | | 457,500 | |||||||||||||||
L.P. Pagnutti (4) |
35,462 | 35,462 | | 35,462 | ||||||||||||||||
T.E. Richards (5) |
146,497 | 146,497 | | 146,497 | ||||||||||||||||
C. Rovinescu |
222,500 | | 222,500 | | 222,500 | |||||||||||||||
K. Sheriff |
221,500 | | 221,500 | | 221,500 | |||||||||||||||
R.C. Simmonds |
222,500 | | 222,500 | | 222,500 | |||||||||||||||
P.R. Weiss |
257,500 | | 257,500 | 128,750 | 128,750 |
(1) | Changes in compensation resulting from the 2019 non-management director compensation review, which became effective on April 1, 2020, were pro-rated. |
(2) | Ms. Brochu retired from the Board on May 7. 2020, and earned a pro-rated portion of the annual flat fee. |
(3) | Ms. Murray joined the Board on May 7, 2020, and earned a pro-rated portion of the annual flat fee. |
(4) | Mr. Pagnutti joined the Board on November 4, 2020, and earned a pro-rated portion of the annual flat fee. |
(5) | Mr. Richards joined the Board on May 7, 2020, and earned a pro-rated portion of the annual flat fee. |
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6 Corporate governance practices
6 | Corporate governance practices |
This section provides information pertaining to our Board, the committees of our Board, our environmental, social and governance (ESG) and corporate responsibility practices, our shareholder engagement and our ethical values and policies.
BCES BOARD AND MANAGEMENT BELIEVE THAT STRONG CORPORATE GOVERNANCE PRACTICES CONTRIBUTE TO SUPERIOR RESULTS IN CREATING AND MAINTAINING SHAREHOLDER VALUE. THAT IS WHY WE CONTINUALLY SEEK TO STRENGTHEN OUR LEADERSHIP IN CORPORATE GOVERNANCE AND ETHICAL BUSINESS CONDUCT BY ADOPTING BEST PRACTICES AND PROVIDING FULL TRANSPARENCY AND ACCOUNTABILITY TO OUR SHAREHOLDERS
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6.1 | Board of directors |
ROLE OF THE BOARD OF DIRECTORS
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6 Corporate governance practices
STRATEGIC PLANNING
SUCCESSION PLANNING
RISK OVERSIGHT
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6 Corporate governance practices
COMMITTEES OF THE BOARD OF DIRECTORS
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6 Corporate governance practices
During the year 2020, the composition of the four standing committees of the Board was as follows:
Effective January 1, 2021, the composition of the four standing committees of the Board is as follows:
(1) |
Mr. B.K. Allen, Mr. R.E. Brown and Mr. P.R. Weiss will retire from the Board at the 2021 shareholder meeting. |
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6 Corporate governance practices
AUDIT COMMITTEE | COMPENSATION COMMITTEE | GOVERNANCE COMMITTEE | RISK AND PENSION | |||||||||
The purpose of the Audit Committee is to assist the Board in its oversight of:
the integrity of BCEs financial statements and related information
BCEs compliance with applicable legal and regulatory requirements
the independence, qualifications and appointment of the external auditors
the performance of both the external and internal auditors
managements responsibility for assessing and reporting on the effectiveness of internal controls
the Corporations risks as it relates to financial reporting.
Please refer to section 7.1, entitled Audit Committee report, for a complete description of the committee. |
The purpose of the Compensation Committee is to assist the Board in its oversight responsibilities related to:
compensation, nomination, evaluation and succession of officers and other management personnel
BCEs workplace policies and practices (including health and safety policies, policies ensuring a respectful workplace free from harassment and policies ensuring a diverse and inclusive workplace).
Please refer to section 7.4, entitled Compensation Committee report, for a complete description of the committee and a description of fees paid to external compensation advisors in 2020. |
The purpose of the Governance Committee is to assist the Board to:
develop and implement BCEs corporate governance policies and guidelines
identify individuals qualified to become members of the Board
determine the composition of the Board and its committees
determine the directors remuneration for Board and committee service
develop and oversee a process to assess the Board, committees of the Board, the Chair of the Board, Chairs of committees, and individual directors
review, and recommend for Board approval, BCEs policies concerning business conduct, ethics, public disclosure of material information and other matters
review the Corporations ESG strategy and disclosure.
Please refer to section 7.2, entitled Governance Committee report, for a complete description of the committee. |
FUND COMMITTEE
The purpose of the Risk and Pension Fund Committee is to assist the Board in its oversight responsibilities related to:
BCEs enterprise risk governance framework and the policies, procedures and controls management uses to evaluate and manage key risks to which the Corporation is exposed
BCEs exposure to key risks, except for risks that remain the primary responsibility of another committee of the Board
the administration, funding and investment of BCEs pension plans and funds
the unitized pooled funds sponsored by BCE for the collective investment of the funds and the participant subsidiaries pension funds.
Please refer to section 7.3, entitled Risk and Pension Fund Committee report, for a complete description of the committee. |
CHAIR OF THE BOARD OF DIRECTORS
PRESIDENT AND CEO
BCES PRESIDENT AND CEO HAS PRIMARY RESPONSIBILITY FOR THE MANAGEMENT OF THE BUSINESS AND AFFAIRS OF BCE
|
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6 Corporate governance practices
COMPOSITION AND DIVERSITY OF THE BOARD OF DIRECTORS
NOMINATION OF DIRECTORS AND TENURE
The Governance Committee receives suggestions for Board candidates from individual Board members, the President and CEO, shareholders and professional search organizations. On a regular basis, the Governance Committee reviews the current profile of the Board, including the average age and tenure of directors and the representation of various areas of expertise and experience, geography and general conformity with the Board composition and diversity policy. The Governance Committee also maintains a list of potential Board candidates that it reviews on a regular basis. The Governance Committee, as part of each Board candidate search process and in the list of potential Board candidates maintained by the Governance Committee, will include members of visible minorities, Indigenous peoples and/or persons with disabilities within the pool of candidates considered.
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6 Corporate governance practices
COMPETENCY REQUIREMENTS AND OTHER INFORMATION
We maintain a competency matrix in which directors indicate their expertise level in areas we think are required on the Board for a company like ours. Each director has to indicate the degree to which he or she possesses these competencies. The table below lists the top four competencies of our director nominees together with their age range, tenure on the BCE Board, linguistic background and region of residency.
(1) | Definition of core competencies |
| Accounting & Finance: experience with, or understanding of, financial accounting and reporting, corporate finance and familiarity with financial internal controls, and Canadian GAAP/IFRS |
| CEO/Senior Management: experience as a CEO or senior executive of a major public company or other major organization |
| Governance: experience in corporate governance principles and practices at a major organization |
| Government/Regulatory Affairs: experience in, or understanding of, government, relevant government agencies and/or public policy in Canada |
| Human Resources/Compensation: experience in, or understanding of, compensation plans, leadership development, talent management, succession planning and human resource principles and practices generally |
| Investment Banking/Mergers & Acquisitions: experience in investment banking and/or major transactions involving public companies |
| Media/Content: senior executive experience in the media or content industry |
| Retail/Customer: senior executive experience in a mass consumer industry |
| Risk Management: experience in, or understanding of, internal risk controls, risk assessment, risk management and/or reporting |
| Technology: senior executive experience in the technology industry |
| Telecommunications: senior executive experience in the telecommunications industry. |
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6 Corporate governance practices
AUDIT COMMITTEE MEMBERS FINANCIAL LITERACY, EXPERTISE AND
SIMULTANEOUS SERVICE
BOARD OF DIRECTORS ASSESSMENT
As part of its charter, the Governance Committee develops and oversees a process to enable each director to assess the effectiveness and performance of the Board and its Chair, the Board committees and their respective chairs and himself or herself as a member of the Board. For 2020, the assessment process was conducted as follows:
Each director completed questionnaires aimed at evaluating his or her own performance as a member of the Board, the performance of the Board as a whole and its Chair, as well as the performance of each Board committee on which she or he serves and its respective Chair. |
Each director then had a separate discussion with the Chair of the Board to review the results of the questionnaires and to discuss and assess the performance of the Board and its Chair, the committees and their respective Chairs and their director colleagues. |
Following this process, in camera sessions of the Governance Committee and the Board were held, at which the feedback from the questionnaires and the one-on-one meetings and the appropriateness of any modifications or enhancements were reviewed and discussed. |
Modifications or enhancements resulting from the assessment process are discussed with the President and CEO, as appropriate, and a plan is immediately put in place for implementation.
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6 Corporate governance practices
INDEPENDENCE OF THE BOARD OF DIRECTORS
BOARD INTERLOCKS
The Boards approach to board interlocks is that no more than two Board members may sit on the same public company board. There are currently no members of the Board who sit on the same external public company board.
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6 Corporate governance practices
EXPECTATIONS AND PERSONAL COMMITMENTS OF DIRECTORS
The following table indicates the attendance of our directors at Board and committee meetings during 2020:
NAME | REGULAR BOARDS |
SPECIAL BOARDS (1) |
TOTAL BOARDS |
AUDIT COMMITTEE |
COMPENSATION COMMITTEE |
GOVERNANCE COMMITTEE |
PENSION COMMITTEE |
TOTAL | ||||||||||
B.K. Allen |
5/6 | 3/3 | 8/9 | | 6/7 | 5/6 (Chair) | | 86% | ||||||||||
M. Bibic |
6/6 | 3/3 | 9/9 | | | | | 100% | ||||||||||
R.E. Brown |
6/6 | 3/3 | 9/9 | | 7/7 (Chair) | 6/6 | | 100% | ||||||||||
D.F. Denison |
6/6 | 3/3 | 9/9 | 5/5 | | | 4/4 (Chair) | 100% | ||||||||||
R.P. Dexter |
6/6 | 3/3 | 9/9 | 5/5 | | | 4/4 | 100% | ||||||||||
I. Greenberg |
6/6 | 3/3 | 9/9 | 5/5 | 7/7 | | | 100% | ||||||||||
K. Lee |
5/6 | 3/3 | 8/9 | 4/5 | | | 3/4 | 83% | ||||||||||
M.F. Leroux |
6/6 | 3/3 | 9/9 | 5/5 | | 6/6 | | 100% | ||||||||||
S.A. Murray (2) |
4/4 | 1/1 | 5/5 | | | | | 100% | ||||||||||
G.M. Nixon (3) |
6/6 | 3/3 | 9/9 | | | | | 100% | ||||||||||
L.P. Pagnutti (2) |
2/2 | | 2/2 | | | | | 100% | ||||||||||
T.E. Richards (4) |
2/4 | 1/1 | 3/5 | | | | | 60% | ||||||||||
C. Rovinescu |
6/6 | 3/3 | 9/9 | | 7/7 | | 4/4 | 100% | ||||||||||
K. Sheriff |
6/6 | 3/3 | 9/9 | | | | 4/4 | 100% | ||||||||||
R.C. Simmonds |
6/6 | 3/3 | 9/9 | 5/5 | | 6/6 | | 100% | ||||||||||
P.R. Weiss |
6/6 | 3/3 | 9/9 | 5/5 (Chair) | | | 4/4 | 100% | ||||||||||
Total |
90% | 100% | 97% | 97% | 96% | 96% | 95% | 96% |
(1) | Due to exceptional circumstances, special Board meetings may have to be called on short notice and must, on occasion, be held at a time and date when the largest number of directors is available, but certain members may be unable to attend. |
(2) | Ms. Murray and Mr. Pagnutti joined the Board in May, 2020 and November 2020, respectively. |
(3) | Mr. Nixon, as Chair of the Board, is not a member of any committee of the Board but attends as an ex-officio member on all committees. |
(4) | Mr. Richards was elected to the Board in May 2020 and was unable to attend two Board meetings due to serious illness. |
BCE INC. 2021 PROXY CIRCULAR | 29
6 Corporate governance practices
ORIENTATION AND CONTINUING EDUCATION
30 | BCE INC. 2021 PROXY CIRCULAR
6 Corporate governance practices
6.2 Environmental, social and governance practices
CORPORATE RESPONSIBILITY UNDERPINS OUR 6 STRATEGIC IMPERATIVES
COMMUNITY
WHY MENTAL HEALTH MATTERS
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6 Corporate governance practices
SOCIETY
Being an engaged corporate citizen has been central to our identity for 140 years. Our networks and services are fundamental to the success of the communities we serve, the nations economy and Canadian society as a whole. We work closely with governments, regulators and our customers to maximize these societal benefits.
WHY DIGITAL ACCESS MATTERS
TEAM MEMBERS
To execute on our strategic imperatives, we rely on the engagement and expertise of our team members. We focus on attracting, developing and retaining the best talent, as well as creating a positive team member experience that drives effectiveness, high performance and agility in our evolving business environment. Through workplace wellness initiatives and by celebrating diversity in the workplace, we reinforce our goal of creating a safe and inclusive atmosphere for all team members.
WHY ENGAGEMENT MATTERS
WHY DIVERSITY AND INCLUSION MATTERS
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6 Corporate governance practices
ENVIRONMENT
Our team members, our customers and our investors expect that we regard environmental protection as an integral part of doing business and that we seek to minimize the negative environmental impacts of our operations and create positive impacts where possible. If we fail to take action to reduce our negative impacts on the environment, we risk losing our valuable team members and customers to competitors, we risk increased costs from fines or restoration, and we may lose investors, all of which could impact our business.
We have been implementing and maintaining programs to reduce the environmental impact of our operations for more than 25 years. Our Environmental Policy, first issued in 1993, reflects our team members values, as well as the expectations of customers, investors and society that we regard environmental protection as an integral part of doing business that needs to be managed systematically under a continuous improvement process. We implemented an environmental management system (EMS) to help with this continuous improvement, and it has been certified ISO 14001(1) since 2009, making us the first Canadian telecommunications company to be so designated. We have continuously maintained this certification since then. In addition, Bell Canadas energy management system was certified ISO 50001(2) in 2020, making us the first North American telecommunications company to be so designated.
WHY ENERGY MANAGEMENT AND CLIMATE CHANGE MATTER
WHY RECOVERING E-WASTE MATTERS
(1) | Our ISO 14001 certification covers Bell Canadas oversight of the environmental management system associated with the development of policies and procedures for the delivery of landline, wireless, TV and Internet services, broadband and connectivity services, data hosting, cloud computing, radio broadcasting and digital media services, along with related administrative functions. |
(2) | Our ISO 50001 certification covers Bell Canadas energy management program associated with the activities of real estate management services, fleet services, radio broadcasting and digital media services, landline, wireless, television, Internet services, connectivity, broadband services, data hosting and cloud computing, in addition to related general administrative functions. |
(3) | Operational GHG emissions include scope 1 and scope 2 emissions. Scope 1 GHG emissions are direct emissions from sources that are owned or controlled by Bell. Scope 2 GHG emissions are indirect emissions associated with the consumption of purchased electricity, heat, steam and cooling. |
(4) | Performance is based on energy consumption and network usage data from January 1 to December 31 of calendar years 2014 to 2017. Starting in 2018, performance is based on energy consumption and network usage data from October 1 of the previous year to September 30 of the reporting year. Network usage includes residential and wholesale Internet, business Internet dedicated (BID), VPN, IPTV, Inter-Network Exchange (INX), prepaid and postpaid wireless services, Wireless Home Internet, Voice-over-LTE traffic, IoT, and enterprise usage, both in Canada and on international roaming partners networks. As the methodology for gathering network usage differs from one carrier to another, and because a companys business model directly impacts the amount of GHG it emits and how those GHG emissions are calculated and classified, the ratio itself cannot be used to directly compare carrier performance. This metric excludes our Bell MTS division. |
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6 Corporate governance practices
PRIVACY & INFORMATION SECURITY
Privacy and information security present both potentially significant risks and significant opportunities for any business operating in the digital economy. They are the subject of an expanding range of obligations in new privacy and data protection laws being enacted in Canada and around the world. Our customers, team members and investors increasingly expect us to demonstrate that we collect data appropriately, use it for purposes that advance their interests, and keep it secure.
WHY DATA GOVERNANCE MATTERS
WHY INFORMATION SECURITY MATTERS
6.3 Shareholder engagement
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6 Corporate governance practices
6.4 Ethical business conduct
Regular reports are provided to the Audit Committee and the Governance Committee with respect to our ethics program and our oversight of corporate policies across BCE.
BCEs Chief Legal and Regulatory Officer has overall responsibility for (among other things):
| the oversight of BCEs ethics program, including the Code of Business Conduct and ethics training |
| our anonymous 24/7 Business Conduct Help Line that assists employees with any ethical issues and reporting of issues relating to questionable accounting, internal controls, auditing matters or corporate fraud, and |
| the oversight of BCEs corporate policy management framework designed to improve employee awareness of and access to some of the core corporate policies and business unit-specific practices, processes and procedures. |
CORPORATE POLICIES
The most significant corporate-wide policies with respect to business ethics are the Code of Business Conduct, the Complaint Procedures for Accounting and Auditing Matters (whistleblowing procedures), the Disclosure Policy and the Auditor Independence Policy. These policies are available in the governance section of our website at BCE.ca.
CODE OF BUSINESS CONDUCT
BCE INC. 2021 PROXY CIRCULAR | 35
6 Corporate governance practices
COMPLAINT PROCEDURES FOR ACCOUNTING AND AUDITING MATTERS
DISCLOSURE POLICY
The Board periodically approves policies for communicating with our various stakeholders, including shareholders, employees, financial analysts, governments and regulatory authorities, the media and the Canadian and international communities. The Disclosure Policy was adopted to govern our communications with the investment community, the media and the general public. This policy was designed to assist us in seeking to ensure that our communications are timely, accurate and broadly disseminated according to the laws that apply to us. The policy establishes guidelines for the verification of the accuracy and completeness of information disclosed publicly and other guidelines dealing with various matters, including material information, news releases, conference calls and webcasts, electronic communications and rumours.
AUDITOR INDEPENDENCE POLICY
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6 Corporate governance practices
OVERSIGHT AND REPORTS
GOVERNANCE DISCLOSURE
The following documents, to which we have made reference throughout this circular, are available on our website at BCE.ca:
| the charter of the Board, as well as of each of its committees, including the position description of their respective chairs |
| the position description of the President and CEO |
| our director independence standards |
| our key corporate policies, including our Code of Business Conduct |
| a summary of the differences between the NYSE rules and BCEs corporate governance practices |
| this statement of corporate governance practices. |
To obtain a printed version of any of these documents free of charge, please write to the Corporate Secretarys Office at 1 Carrefour Alexander-Graham-Bell, Building A, 7th floor, Verdun, Québec, Canada, H3E 3B3, or call 1-800-339-6353. The charter of the Board is expressly incorporated by reference and is part of this circular. Other documents or websites referred to in this circular are not part of this circular and are not incorporated by reference herein.
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7 Committee reports
This section includes reports from each of the Boards four standing committees and tells you about their current members, responsibilities and activities in the past year.
7.1 Audit Committee report
KEY FUNCTIONS AND HIGHLIGHTS FOR 2020
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7 Committee reports
BCE INC. 2021 PROXY CIRCULAR | 39
7 Committee reports
7.2 Governance Committee report
KEY FUNCTIONS AND HIGHLIGHTS FOR 2020
The Governance Committee held six meetings in 2020. The Governance Committee communicates regularly and directly with management. Time is set aside at each regularly scheduled meeting for the committee members to meet without management.
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7 Committee reports
7.3 Risk and Pension Fund Committee report
KEY FUNCTIONS AND HIGHLIGHTS FOR 2020
The Pension Committee held four meetings in 2020. The Risk and Pension Fund Committee communicates regularly and directly with management. Time is set aside at each regularly scheduled meeting for the committee members to meet without management.
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7 Committee reports
7.4 Compensation Committee report
NAME | CEO/EVP/CHIEF HR OF OTHER CORPORATION |
MEMBER/CHAIR OF HR COMMITTEE |
DRAFTING/ REVIEW OF COMP. CONTRACTS |
LEADERSHIP AND SUCCESSION PLANNING |
DEVELOPMENT/ OVERSIGHT OF INCENTIVES |
FINANCIAL AND MARKET ANALYSIS OF COMPENSATION |
NEGOTIATION OF EMPLOYMENT CONDITIONS | |||||||
D.F. Denison |
● | ● | ● | ● | ● | |||||||||
B.K. Allen |
● | ● | ● | ● | ● | |||||||||
R.E. Brown |
● | ● | ● | ● | ● | |||||||||
R.P. Dexter |
● | ● | ● | ● | ● | |||||||||
I. Greenberg |
● | ● | ● | ● | ● | |||||||||
S.A. Murray |
● | ● | ● | ● | ● | |||||||||
T.E. Richards |
● | ● | ● | ● | ● | |||||||||
C. Rovinescu |
● | ● | ● | ● | ● |
KEY FUNCTIONS AND HIGHLIGHTS FOR 2020
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7 Committee reports
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7 Committee reports
COMPLIANCE AND GOVERNANCE
SERVICES RENDERED BY COMPENSATION CONSULTANTS
Hugessen Consulting Inc. was retained by the Compensation Committee in 2020 to provide independent advice, analysis, and expertise to the Compensation Committee with respect to compensation of executive officers, including evaluation of competitiveness of pay, market insights and compensation trends. Hugessen does not provide any other services to management of the Corporation.
COMPENSATION ADVISORY SERVICES RELATED FEES
The table below summarizes the aggregate fees paid to the compensation advisors for services they provided in 2019 and 2020.
EXECUTIVE COMPENSATION RELATED FEES ($) | ALL OTHER FEES ($) | |||||||||||||||
ADVISOR | 2019 | 2020 | 2019 | 2020 | ||||||||||||
Hugessen |
103,669 | 229,306 | 0 | 0 |
INDEPENDENCE OF COMPENSATION CONSULTANTS
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Executive compensation
This section describes our compensation philosophy, policies and programs and
provides the details on the compensation of our named executive officers (NEOs).
|
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8 The Board of Directors letter to shareholders
8 The Board of Directors letter to shareholders
Dear fellow shareholders:
On behalf of the Compensation Committee and the Board, we are pleased to share with you our approach to executive compensation, including the framework we have used to make our compensation decisions for 2020.
OUR APPROACH TO EXECUTIVE COMPENSATION
FINANCIAL AND OPERATIONAL PERFORMANCE HIGHLIGHTS
FINANCIAL PERFORMANCE HIGHLIGHTS
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8 The Board of Directors letter to shareholders
ORGANIZATIONAL CHANGES IN 2020 AND 2021
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8 The Board of Directors letter to shareholders
OUR 2020 COMPENSATION PROGRAM
KEY COMPENSATION DECISIONS FOR 2020 AND IMPACT OF COVID-19
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8 The Board of Directors letter to shareholders
2020 AND 2021 CEO COMPENSATION
LOOKING AHEAD TO 2021
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8 The Board of Directors letter to shareholders
LONG-TERM INCENTIVE PLAN
CONCLUSION
The responsibility for executive compensation rests with the Board, and we confirm that we fully understand the long-term implications of the executive compensation decisions we make and the programs we approve.
Members of the Compensation Committee will be present at the meeting to answer any questions you may have about executive compensation. Alternatively, shareholders can reach us through the Corporate Secretarys Office or the Investor Relations Group at 1 Carrefour Alexander-Graham-Bell, Building A, 7th floor, Verdun, Québec, Canada, H3E 3B3 or call 1-800-339-6353. Our approach to executive compensation supports the execution of the Corporations strategy, and we remain committed to developing the compensation policies and programs that will continue to produce the results that deliver value to you, our shareholders.
|
| |
Gordon M. Nixon |
David F. Denison | |
Chair of the Board |
Chair of the Compensation Committee | |
March 4, 2021 |
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9 Compensation discussion & analysis
9 Compensation discussion & analysis
9.1 Overall objective of the executive compensation program
Our executive compensation program is based on a pay-for-performance philosophy. The overall goal is to create sustainable value for shareholders by:
| attracting, motivating and retaining the executive officers needed to drive the business strategy, and |
| rewarding them for financial and operating performance and leadership excellence. |
9.2 Setting executive compensation
The following chart illustrates BCEs compensation governance structure and roles and responsibilities in setting and administering executive compensation.
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9 Compensation discussion & analysis
BENCHMARKING AND COMPARATOR GROUP
DESCRIPTION | RATIONALE FOR USE | LIST OF COMPANIES | ||||
Represents a select sample of the largest Canadian companies based on revenues and market capitalization and offers a similar representation of industries | Ensures the competitiveness of our executive compensation by comparing it to that offered at companies that are similar to us in terms of complexity, including size, revenues and market capitalization, and that compete with us for key talent. The balanced representation of industries ensures that our comparator group is representative of the marketplace in which we compete for talent |
● |
Alimentation Couche-Tard Inc. | |||
● |
Barrick Gold Corporation | |||||
● |
Bombardier Inc. | |||||
● |
Canadian National Railway Company | |||||
● |
Canadian Tire Corp. Ltd. | |||||
● |
CGI Group Inc. | |||||
● |
Enbridge Inc. | |||||
● |
Loblaw Companies Ltd. | |||||
● |
Magna International Inc. | |||||
● |
Manulife Financial Corporation | |||||
● |
Nutrien Ltd. | |||||
● |
Quebecor Inc. | |||||
● |
Rogers Communications Inc. | |||||
● |
Royal Bank of Canada | |||||
● |
Suncor Energy Inc. | |||||
● |
Teck Resources Ltd. | |||||
● |
TELUS Corporation | |||||
● |
The Toronto-Dominion Bank | |||||
● |
TC Energy Corporation | |||||
COMPARATIVE FINANCIAL INFORMATION AND INDUSTRY DISTRIBUTION OF COMPARATOR GROUP
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9 Compensation discussion & analysis
OVERVIEW OF COMPENSATION AND RISK GOVERNANCE POLICIES AT BCE
(1) | The main risk mitigation mechanisms include: incorporating a balanced and diversified combination of performance metrics for incentive plans to protect against one particular metric being promoted at the expense of overall health of the business, emphasis on long-term incentives with three-year vesting cycles in the executive pay mix to discourage undue short-term risk taking and curtailing the use of options (which offer the greatest leverage to share price fluctuation) so they represent only 15% of NEO total target direct compensation. |
(2) | The President and CEO as well as all EVPs have a clawback clause in their employment agreement that provides for the Corporation, at its discretion, to clawback a portion of cash and equity compensation awarded to them as well as to obtain reimbursement for a portion of the gains realized on the exercise of options granted to them after their appointment. |
The clawback is enforceable if there is a financial restatement due to gross negligence, intentional misconduct or fraud during the 24 months preceding the restatement, and where it is determined that the cash or equity awards paid would have been lower had the restatement occurred prior to the payment of such awards. New in 2021, the clawback for the CEO is enforceable in the event of conduct that the Board determines would constitute cause to terminate the CEO. |
All stock option holders are subject to a clawback clause if they engage in prohibited behaviours as described in greater detail in section 9.6, entitled 2020 Compensation elements, under the heading Long-term incentive plan. |
In the event of termination for cause, an individual forfeits all vested and unvested options and unvested RSU and PSU grants. |
(3) | The double-trigger CIC policy requires a CIC and termination for reasons other than for cause or resignation for good reason for 18 months post CIC. This prevents the Corporation from being obliged to pay termination benefits during a CIC if an executives employment is not terminated as part of the CIC. More information can be found in section 11.6, entitled Termination and change-in-control benefits. |
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9 Compensation discussion & analysis
9.4 Compensation policy and components
PRIMARY OBJECTIVE | WHAT DOES THE COMPENSATION ELEMENT REWARD? |
HOW DOES THE COMPENSATION ELEMENT FIT INTO THE OVERALL OBJECTIVE? |
FORM OF PAYMENT | |||||
Annual Base Salary | Provides a market-competitive fixed rate of pay | The scope and responsibilities of the position and the specific skills needed to fulfill them | Provides a vehicle to attract and retain skilled executives who can deliver on our overall goal while keeping the emphasis on rewarding actual performance | Cash | ||||
Annual Short-Term Incentive |
Incents performance against our annual corporate and individual objectives | The achievement of our annual objectives | Provides a vehicle to reward actual performance against objectives that are designed to support our overall corporate targets | Choice of cash and/or DSUs
Payment in DSUs further aligns the interests of executives and shareholders as DSUs are payable only upon cessation of employment | ||||
Equity-Based Long-Term Incentive Plan |
Aligns medium- and long-term interests of executives and shareholders | The creation of shareholder value | Provides a vehicle to attract and retain skilled executives while rewarding the achievement of our overall goal of creating sustained shareholder value | RSUs (50%)
Aligns executives interests to share return growth
PSUs (25%)
Aligns executives interests to dividend growth and their compensation to the Corporations performance
Stock Options (25%)
Aligns executives interests with share price growth and their compensation to the Corporations performance
Starting in 2021, Equity-Based LTIP form of payment will be 50% RSUs and 50% PSUs . Please refer to page 50 for more details |
We also offer competitive pension, benefits and perquisites to promote the hiring and retention of qualified executives. These components are evaluated regularly as part of our benchmarking study. They are discussed in section 9.6, entitled 2020 Compensation elements, under the heading Pension, benefits and perquisites.
9.5 2020 Named executive officers target pay at risk
82% |
|
2020 average NEO target pay at risk |
Our commitment to aligning pay to performance leverages a compensation mix that includes short-, medium- and long-term components. The graph below illustrates that we emphasize pay at risk over fixed pay to ensure that executive remuneration is aligned with corporate performance over the short- and long-term. On average, 82% of target NEO compensation is at risk. |
2020 TARGET PAY AT RISK(1)
(1) | Based on 2020 actual base salary. Pay at risk is annual short-term incentive plan, RSU awards, PSU awards and Option-based awards. At-risk components are based on target levels. Excludes pension and other compensation elements. |
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9 Compensation discussion & analysis
6 STRATEGIC IMPERATIVES
Progress on the 6 Strategic Imperatives is evaluated by measuring performance against a set of operating metrics, many of which are commonly used across the industry. Each strategic imperative carries an equal weight. The following ranking scale applies and the total out of 36 possible points is then converted to a result out of 25%:
POINTS | 0 | 1 | 2 | 3 | 4 | 5 | 6 | |||||||||||||||||||||
Results |
Failed | |
Significantly Below |
|
Below | |
Slightly Below |
|
Met | Exceeded | Stretched | |||||||||||||||||
The cumulative total of points earned for the 6 Strategic Imperatives determines the payout according to the following table:
BCES INCENTIVE PLANS ARE STRUCTURED TO MAXIMIZE SHAREHOLDER VALUE, SHARE PRICE AND CAPITAL RETURNS, AS WELL AS DELIVERING ON OUR CORPORATE PURPOSE OF ADVANCING HOW CANADIANS CONNECT WITH EACH OTHER AND THE WORLD, THROUGH THE SUCCESSFUL EXECUTION OF THE CORPORATIONS 6 STRATEGIC IMPERATIVES
|
The following illustration indicates the corporate performance objectives employed for setting annual short-term incentive awards for 2020, and the rationale for their use (1).
ADJUSTED EBITDA(2) 40%
Industry-wide measure of in-year operational profitability. Measures executives operational efficiency and their success in ensuring the value from revenues flows to the enterprise value of the Corporation.
6 STRATEGIC IMPERATIVES 25%
The strategic imperatives focus our efforts on achieving our goal of advancing how Canadians connect with each other and the world. Their assessment includes many operating metrics typically used in the industry. Progress made against the 6 Strategic Imperatives provides a relevant measure of our executives success in executing on the operating plan required to achieve our goal. |
![]() |
REVENUE 20%
A simple measure of the total value of the products and services sold by the Corporation. Revenue provides a relevant measure of our executives ability to design and sell attractive products and services, to compete in the market, to attract customers and to capture value from those products and services.
FREE CASH FLOW(3) 15%
Provides an assessment of our executives success in running the business as a whole and in generating cash that may be returned to shareholders or further invested in the business. It is also commonly used as a valuation measure for companies in the industry. |
(1) | Starting in 2021, the weighting of the 6 Strategic Imperatives has been increased from 25% to 40% and financial metrics weightings have decreased from 75% to 60%. |
(2) | The term adjusted EBITDA does not have any standardized meaning under IFRS. Therefore, it is unlikely to be comparable to similar measures presented by other issuers. We define adjusted EBITDA as operating revenues less operating costs, as shown in BCEs consolidated income statements. We use adjusted EBITDA to evaluate the performance of our businesses as it reflects their ongoing profitability. We believe that certain investors and analysts use adjusted EBITDA to measure a companys ability to service debt and to meet other payment obligations or as a common measurement to value companies in the telecommunications industry. We believe that certain investors and analysts also use adjusted EBITDA to evaluate the performance of our businesses. Adjusted EBITDA is also one component in the determination of short-term incentive compensation for all management employees. Adjusted EBITDA has no directly comparable IFRS financial measure. Refer to section 10.2, Non-GAAP financial measures and key performance indicators (KPIs) Adjusted EBITDA and adjusted EBITDA margin of BCEs MD&A dated March 4, 2021, at page 115 of BCEs 2020 Annual Report, for more details, including a reconciliation to the most comparable IFRS financial measure. |
(3) | The term free cash flow does not have any standardized meaning under IFRS. Therefore, it is unlikely to be comparable to similar measures presented by other issuers. We define free cash flow as cash flows from operating activities, excluding cash from discontinued operations, acquisition and other costs paid (which include significant litigation costs) and voluntary pension funding, less capital expenditures, preferred share dividends and dividends paid by subsidiaries to non-controlling interest. We exclude cash from discontinued operations, acquisition and other costs paid and voluntary pension funding because they affect the comparability of our financial results and could potentially distort the analysis of trends in business performance. Excluding these items does not imply they are non-recurring. We consider free cash flow to be an important indicator of the financial strength and performance of our businesses because it shows how much cash is available to pay dividends on common shares, repay debt and reinvest in our Corporation. We believe that certain investors and analysts use free cash flow to value a business and its underlying assets and to evaluate the financial strength and performance of our businesses. The most comparable IFRS financial measure is cash flows from operating activities. Refer to section 10.2, Non-GAAP financial measures and key performance indicators (KPIs) Free cash flow and dividend payout ratio of BCEs MD&A dated March 4, 2021, at page 116 of BCEs 2020 Annual Report, for more details, including a reconciliation to the most comparable IFRS financial measure. |
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9 Compensation discussion & analysis
2020 CORPORATE PERFORMANCE INDEX
25% | |
2020 Corporate performance index
|
The following table outlines the corporate objectives and results achieved for 2020.
COMPONENT | WEIGHTING | CALCULATED PAYOUT | 2020 TARGET | 2020 RESULTS | COMMENTS | |||||
Adjusted EBITDA | 40% | Payout: 0% Min: 0% Max: 60% |
$10,227 million | $9,607 million | BCEs adjusted EBITDA decreased by 4.0% in 2020, compared to 2019, driven by lower revenues, moderated by reduced operating costs, primarily attributable to the adverse impact of the COVID-19 pandemic. Adjusted EBITDA margin of 42.0% in 2020, was relatively stable year over year, declining by 0.1 pts over last year, mainly resulting from lower service revenue flow-through, partly offset by reduced operating expenses. | |||||
Revenue | 20% | Payout: 0% Min: 0% Max: 30% |
$24,269 million | $22,883 million | Total operating revenues at BCE decreased by 3.8% in 2020, compared to 2019, due to declines across all three of our segments, which were adversely affected by the COVID-19 pandemic, with a more pronounced impact on media advertising revenues, as well as wireless product volumes and outbound roaming revenues. | |||||
Free Cash Flow | 15% | Payout: 0% Min: 0% Max: 22.5% |
$3,931 million | $3,348 million | Free cash flow decreased by $390 million in 2020, compared to 2019, mainly due to higher capital expenditures and lower cash flows from operating activities, excluding cash from discontinued operations and acquisition and other costs paid. | |||||
Strategic Imperatives Progress | 25% | Payout: 25% Min: 0% Max: 37.5% |
Various | N/A | The Board approves a scorecard of approximately 30 operating metrics to monitor the progress against the strategic imperatives. Considerable progress was made on many imperatives and expectations were exceeded in many cases. Strong results were achieved in the areas of Build the Best Networks, Operate with Agility and Cost Efficiency, Engage and Invest in Our People, and Champion Customer Service. Further details may be found under section 10 entitled President and CEO Compensation. | |||||
Total |
100% | 25% |
The financial results for 2020, along with the progress made against the 6 Strategic Imperatives, were reviewed by the Compensation Committee against the set of financial and operating objectives used for setting annual short-term incentive awards. Based on their assessment, the Compensation Committee recommended, and the Board approved, a corporate performance index of 25% for the President and CEO and the other NEOs. No discretion was applied to determine this result. Over the last five years, the corporate performance index was 107% in 2019, 95% in 2018, 100% in 2017, 90% in 2016, and 102% in 2015.
INDIVIDUAL PERFORMANCE INDEX
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9 Compensation discussion & analysis
LONG-TERM INCENTIVE PLAN
Below are the key terms that apply to each component of the long-term incentive plan in 2020. As noted earlier, beginning in 2021, the LTIP is comprised of 50% RSUs and 50% PSUs. No stock options will be granted in 2021.
ELEMENT | RSUs | PSUs | STOCK OPTIONS | |||||||
Shareholder interest alignment | RSUs align executives and shareholders interests in share return growth. Time vesting also supports the retention of executives to better enable the Corporation to execute its long-term strategy. | PSUs align executives and shareholders interests in dividend growth and their compensation to the Corporations performance. Multi-year vesting also supports the retention of executives to better enable the Corporation to execute its long-term strategy. | Stock options align executives and shareholders interests in share price growth and their compensation to the Corporations performance.
Multi-year vesting also supports the retention of executives to better enable the Corporation to execute its long-term strategy. | |||||||
Payout range (as a % of the grant award) |
0% to 100% | 0% to 125% | No defined payout range, payouts are dependent on the difference between the grant price and the exercise price. | |||||||
Defined limit on annual grant levels |
Yes | |||||||||
Term (1) | Three years | Ten years (10-year maximum under the plan text) | ||||||||
Vesting type | Three-year cliff vesting | |||||||||
Vesting date for 2020 grants | December 31, 2022 | February 24, 2023 (three years from the date of grant) | ||||||||
Vesting criteria | Being employed by BCE or Bell on the vesting date | Being employed by BCE or Bell on the vesting date.
To achieve 100% vesting, earnings growth must be sufficient to provide the Board with the ability to increase the dividend by a target compound annual dividend growth rate over the three-year performance period while keeping the dividend payout ratio between 65% and 75% of the free cash flow available to common shareholders. Pro-rated payment is made if the target is only partially attained. |
Being employed by BCE or Bell on the vesting date | |||||||
Dividend equivalents | Credited as additional units, at the same rate as dividends declared on BCE common shares | None | ||||||||
Methods of payment (2) |
Cash, BCE common shares | BCE common shares when options are exercised |
BCE INC. 2021 PROXY CIRCULAR | 59
9 Compensation discussion & analysis
ELEMENT | RSUs | PSUs | STOCK OPTIONS | |||||||
Pricing at time of grant |
Conversion from dollar value to units made using the volume weighted average of the trading price per common share for the last five consecutive trading days ending immediately on the last trading day prior to the effective date of the grant and rounded up to the nearest unit. | Higher of the volume weighted average of the trading price per common share of a board lot of common shares traded on the Toronto Stock Exchange: 1) on the trading day immediately prior to the effective date of the grant, or if at least one board lot of common shares has not been traded on such day, then the volume weighted average of the trading price per common share of a board lot of common shares for the next preceding day for which at least one board lot was so traded; and 2) for the last five consecutive trading days ending immediately on the trading day prior to the effective date of the grant. | ||||||||
Clawback | The President & CEO and all EVPs are subject to a clawback clause detailed under section 9.3, entitled Compensation risk management. | Option holders will lose all of their unexercised options if they engage in prohibited behaviours after they leave our Corporation. This includes using our confidential information for the benefit of another employer. In addition, the option holder must reimburse the after-tax profit realized on exercising any options during the six-month period preceding the date on which the prohibited behaviour began. |
(1) | In 2019, BCE extended the term of the stock option grants to 10 years. |
(2) | In 2016, executives had the option to receive their RSU or PSU grant in the form of DSUs. Since 2017, executives have had the option to receive their RSU grants in the form of DSUs. At any time, the Compensation Committee may require that a participant receive a long-term incentive payment in BCE common shares or in DSUs as an interim measure to help the participant reach his/her mandatory share ownership requirement. |
60 | BCE INC. 2021 PROXY CIRCULAR
9 Compensation discussion & analysis
Below is the share ownership status for our NEOs as of December 31, 2020.
OWNERSHIP REQUIREMENT | |
TOTAL BCE EQUITY ($) |
|
MULTIPLE OF | ||||||||||||||||||||||||
NEO |
|
BASE SALARY ($) |
|
YEAR 5 | YEAR 10 | |
PERCENTAGE OF OWNERSHIP IN DSUs |
|
|
5-YEAR TARGET ACHIEVED |
|
|
10-YEAR TARGET ACHIEVED |
| ||||||||||||||
Mirko Bibic |
1,300,000 | 7.5× | 10× | 6,015,434 | 95% | 0.6× | 0.5× | |||||||||||||||||||||
Glen LeBlanc |
675,000 | 3× | 5× | 9,869,207 | 96% | 4.9× | 2.9× | |||||||||||||||||||||
Wade Oosterman |
900,000 | 3× | 5× | 58,748,418 | 88% | 21.8× | 13.1× | |||||||||||||||||||||
John Watson |
750,000 | 3× | 5× | 4,977,997 | 81% | 2.2× | 1.3× | |||||||||||||||||||||
Blaik Kirby |
750,000 | 3× | 5× | 2,236,986 | 80% | 1.0× | 0.6× |
(1) | Calculated using the higher of acquisition cost and market value at year end using closing BCE share price on the Toronto Stock Exchange from December 31, 2020 of $54.43. |
PENSION, BENEFITS AND PERQUISITES
62 | BCE INC. 2021 PROXY CIRCULAR
10 President and CEO compensation
10 President and CEO compensation
Mirko Bibic
President and Chief Executive Officer BCE and Bell Canada |
President and Chief Executive Officer of BCE Inc. and Bell Canada since January 2020, Mirko Bibic leads the Bell group of companies with a strategy to deliver the best networks, champion customer experience, drive service and content innovation, and operate with agility and efficiency.
Mr. Bibic was previously Bells Chief Operating Officer since October 2018, responsible for all operations of Bell Mobility, Bell Business Markets, and Bell Residential and Small Business. He has also served as Executive Vice President, Corporate Development and as Chief Legal and Regulatory Officer.
Mr. Bibic joined Bell in 2004 as Senior Vice President, Regulatory and was named Canadian General Counsel of the Year in 2017. He holds a Bachelor of Commerce degree from McGill University and a Law degree from the University of Toronto. |
2020 KEY ACCOMPLISHMENTS AND DETERMINATION OF ANNUAL SHORT-TERM
INCENTIVE AWARD
BCE INC. 2021 PROXY CIRCULAR | 63
10 President and CEO compensation
64 | BCE INC. 2021 PROXY CIRCULAR
10 President and CEO compensation
2020 ACTUAL PAY MIX
Upon his appointment as President and CEO in January 2020, Mr. Bibics target total direct compensation for 2020 was set at $9.25 million ($9.8 million including pension and other compensation). This represents a decrease of just over 10%, or $1.13 million, from former President and CEO, George Copes 2019 target total direct compensation, reflective of Mr. Bibics tenure as newly appointed CEO, and market positioning below market median. No sign-on bonuses or one-time payments were awarded to Mr. Bibic upon his appointment.
POSITION |
PRESIDENT & CEO | COO | |
CLO & EVP, CORPORATE DEVELOPMENT |
| |||||||
|
2020 ($) |
|
|
2019 ($) |
|
|
2018 ($) |
| ||||
Salary |
1,300,000 | 750,000 | 598,767 | |||||||||
At-Risk Compensation |
||||||||||||
Annual Short-Term Incentive Plan |
1,610,700 | 1,180,500 | 851,016 | |||||||||
RSU-Based Awards |
3,000,000 | 1,250,000 | 1,250,000 | |||||||||
PSU-Based Awards |
1,500,000 | 625,000 | 625,000 | |||||||||
Option-Based Awards |
1,500,000 | 625,000 | 625,000 | |||||||||
Total At-Risk Compensation |
7,610,700 | 3,680,500 | 3,351,016 | |||||||||
Pension & Other Compensation |
566,599 | 340,597 | 204,986 | |||||||||
Total Compensation |
9,477,299 | 4,771,097 | 4,154,769 |
2020 AT-RISK TOTAL DIRECT COMPENSATION
2020 CEO LOOK-BACK TABLE MR. COPE (20162019) AND MR. BIBIC (2020)
The following table compares total direct compensation awarded to the President and CEO and actual value he received from his compensation over the last five years. Following our President and CEO transition in 2020, the table is based on target and actual compensation for Mr. Cope from 2016 to 2019 and for Mr. Bibic for 2020. Actual compensation includes base salary, actual annual short-term incentive award, value of vested units at payout or value of units outstanding at December 31, 2020, value of stock options upon exercise or value of in-the-money stock options outstanding at December 31, 2020. CEO value is compared to value to shareholders, which represents the cumulative value of a $100 investment in BCE common shares made on the first trading day of the period indicated, assuming reinvestment of dividends.
VALUE OF $100 | ||||||||||||||||||
YEAR |
|
TOTAL DIRECT COMPENSATION AWARDED |
(1) |
|
ACTUAL TOTAL DIRECT COMPENSATION VALUE AS OF DECEMBER 31, 2020 |
(2) |
PERIOD | |
PRESIDENT AND CEO |
|
SHAREHOLDER | |||||||
2016 |
$9,858,000 | $10,850,808 | 2016-01-01 to 2020-12-31 | $110 | $132 | |||||||||||||
2017 |
$10,635,000 | $9,536,076 | 2017-01-01 to 2020-12-31 | $90 | $116 | |||||||||||||
2018 |
$11,089,000 | $9,672,340 | 2018-01-01 to 2020-12-31 | $87 | $106 | |||||||||||||
2019 |
$11,737,900 | $10,194,510 | 2019-01-01 to 2020-12-31 | $87 | $113 | |||||||||||||
2020 |
$8,910,700 | $6,859,516 | 2020-01-01 to 2020-12-31 | $77 | $96 | |||||||||||||
Average | $90 | $113 |
(1) | Includes base salary, actual annual short-term incentive paid, and LTIP value at time of grant (RSUs, PSUs and stock options). |
(2) | Includes base salary, actual annual short-term incentive, RSU/PSU value at vesting, exercised stock options (using exercise price) and outstanding units and in-the-money stock options at common share price on the Toronto Stock Exchange from December 31, 2020 of $54.43. |
BCE INC. 2021 PROXY CIRCULAR | 65
11 Compensation of our named executive officers
11 Compensation of our named executive officers
This section examines the compensation provided in 2020 to our President and CEO, our CFO, and our three other most highly compensated executive officers (based on aggregate compensation excluding pension benefits).
For more information regarding our compensation philosophy and policies and a discussion of the elements of our compensation programs, see section 9, entitled Compensation discussion & analysis.
Glen LeBlanc
EVP and Chief Financial Officer BCE and Bell Canada |
Appointed Chief Financial Officer of BCE and Bell Canada in 2015, Glen LeBlanc leads all Finance strategy and operations for the Bell group of companies.
Mr. LeBlanc also serves as Bells Vice Chair, Atlantic, responsible for community and other initiatives across Atlantic Canada. Before his appointment as Bell CFO, he had served in the same role for Bell Aliant since 2006.
A board member of Maple Leaf Sports & Entertainment, Strongest Families Institute and the New Brunswick Business Council, Mr. LeBlanc is a Fellow Chartered Professional Accountant (FCPA) and Fellow Certified Management Accountant (FCMA). He holds an ICD.D designation from Rotman and a Bachelor of Commerce from St. Marys University.
In 2020, Mr. LeBlanc received an increase to his base salary of $25,000 to reflect his tenure in role and to improve market alignment. |
2020 ACTUAL PAY MIX
|
2020 ($) |
|
|
2019 ($) |
|
|
2018 ($) |
| ||||
Salary |
675,000 | 650,000 | 650,000 | |||||||||
At-Risk Compensation |
||||||||||||
Annual Short-Term Incentive Plan |
602,100 | 974,350 | 822,250 | |||||||||
RSU-Based Awards |
825,000 | 825,000 | 750,000 | |||||||||
PSU-Based Awards |
412,500 | 412,500 | 375,000 | |||||||||
Option-Based Awards |
412,500 | 412,500 | 375,000 | |||||||||
Total At-Risk Compensation |
2,252,100 | 2,624,350 | 2,322,250 | |||||||||
Pension & Other Compensation |
504,042 | 1,371,078 | 3,720,430 | |||||||||
Total Compensation |
3,431,142 | 4,645,428 | 6,692,680 |
2020 AT-RISK TOTAL DIRECT COMPENSATION
66 | BCE INC. 2021 PROXY CIRCULAR
11 Compensation of our named executive officers
Wade Oosterman
President, Bell Media and Vice Chair, Bell Canada and BCE |
Guiding Bell Medias strategic focus as Group President since 2015, Wade Oosterman assumed operational leadership of Canadas leading broadcasting, streaming, and content creation company in January 2021.
In this role, Oosterman provides a broad strategic perspective in leveraging Bell platforms to accelerate Bell Medias leadership across TV, radio, digital, and out-of-home, along with new ventures, content, and partnerships. Oosterman also acts in a senior advisory role on the BCE and Bell executive teams as Vice Chair.
Joining Bell in 2006 as President of Bell Mobility and Chief Brand Officer, Oosterman became President of Mobility and Residential Services in 2010, Group President in 2015, and Vice Chair in 2018. Oosterman holds an MBA from the Ivey School at Western University, and serves on the boards of Telephone and Data Systems, MDC Partners Inc. and the Toronto International Film Festival. |
2020 ACTUAL PAY MIX
|
2020 ($) |
|
|
2019 ($) |
|
|
2018 ($) |
| ||||
Salary |
900,000 | 900,000 | 900,000 | |||||||||
At-Risk Compensation |
||||||||||||
Annual Short-Term Incentive Plan |
802,800 | 1,146,600 | 1,138,500 | |||||||||
RSU-Based Awards |
1,250,000 | 2,250,000 | 2,250,000 | |||||||||
PSU-Based Awards |
625,000 | 1,125,000 | 1,125,000 | |||||||||
Option-Based Awards |
625,000 | 1,125,000 | 1,125,000 | |||||||||
Total At-Risk Compensation |
3,302,800 | 5,646,600 | 5,638,500 | |||||||||
Pension & Other Compensation |
346,057 | 338,959 | 326,225 | |||||||||
Total Compensation |
4,548,857 | 6,885,559 | 6,864,725 |
2020 AT-RISK TOTAL DIRECT COMPENSATION
BCE INC. 2021 PROXY CIRCULAR | 67
11 Compensation of our named executive officers
John Watson
Group President, Customer Experience |
John Watson leads Bells Customer Operations, Field Services, Business Intelligence and other service teams as Group President, Customer Experience.
Leveraging industry-leading investments in talent development, big data, analytics and machine learning, Mr. Watson is delivering an improved Bell residential and wireless customer experience. A leader in organizational development, Mr. Watson has lectured on business strategy, customer experience, big data, marketing, leadership and talent development. He holds an MBA from the Schulich School of Business at York University.
In 2020, Mr. Watson received an increase to each his base salary and target annual short-term incentive of $25,000 and an increase to his long-term incentive grant of $1,000,000 to reflect his tenure in role and appointment to Group President. |
2020 ACTUAL PAY MIX
POSITION |
|
GROUP PRESIDENT CUSTOMER EXPERIENCE |
|
|
EVP, CUSTOMER EXPERIENCE |
|
|
EVP, CUSTOMER EXPERIENCE |
| |||
|
2020 ($) |
|
|
2019 ($) |
|
|
2018 ($) |
| ||||
Salary |
750,000 | 725,000 | 700,000 | |||||||||
At-Risk Compensation |
||||||||||||
Annual Short-Term Incentive Plan |
669,000 | 978,025 | 833,000 | |||||||||
RSU-Based Awards |
1,250,000 | 750,000 | 750,000 | |||||||||
PSU-Based Awards |
625,000 | 375,000 | 375,000 | |||||||||
Option-Based Awards |
625,000 | 375,000 | 375,000 | |||||||||
Total At-Risk Compensation |
3,169,000 | 2,478,025 | 2,333,000 | |||||||||
Pension & Other Compensation |
271,856 | 229,689 | 222,372 | |||||||||
Total Compensation |
4,190,856 | 3,432,714 | 3,255,372 |
2020 AT-RISK TOTAL DIRECT COMPENSATION
68 | BCE INC. 2021 PROXY CIRCULAR
11 Compensation of our named executive officers
Blaik Kirby
Group President, Bell Mobility and Bell Residential and Small Business |
As Group President, Blaik Kirby has led Bells Mobility and Residential and Small Business group since January 2020.
Mr. Kirby is a 25-year veteran of the North American telecom industry who began his career as a repair technician for Bell in 1987. He re-joined Bell in 2005 as Vice President, Corporate Strategy, moved to Bell Mobility as Senior Vice President of Marketing and Sales, and was promoted to Chief Marketing Officer before becoming President of Mobility in 2015. He holds a Bachelor of Engineering Science degree from Western University, Master of Engineering degree from the University of Toronto, and an MBA from the Ivey School at Western University.
In 2020, Mr. Kirby received an increase to each his base salary and target annual short-term incentive of $200,000 and an increase to his long-term incentive grant of $750,000 to reflect his appointment to Group President, Bell Mobility and Bell Residential and Small Business. |
2020 ACTUAL PAY MIX
POSITION |
|
GROUP PRESIDENT, BELL MOBILITY & BELL RESIDENTIAL AND SMALL BUSINESS |
|
|
PRESIDENT BELL MOBILITY |
|
|
PRESIDENT BELL MOBILITY |
| |||
|
2020 ($) |
|
|
2019 ($) |
|
|
2018 ($) |
| ||||
Salary |
750,000 | 550,000 | 525,000 | |||||||||
At-Risk Compensation |
||||||||||||
Annual Short-Term Incentive Plan |
669,000 | 741,950 | 506,625 | |||||||||
RSU-Based Awards |
1,000,000 | 625,000 | 625,000 | |||||||||
PSU-Based Awards |
500,000 | 312,500 | 312,500 | |||||||||
Option-Based Awards |
500,000 | 312,500 | 312,500 | |||||||||
Total At-Risk Compensation |
2,669,000 | 1,991,950 | 1,756,625 | |||||||||
Pension & Other Compensation |
230,113 | 169,122 | 95,514 | |||||||||
Total Compensation |
3,649,113 | 2,711,072 | 2,377,139 |
2020 AT-RISK TOTAL DIRECT COMPENSATION
BCE INC. 2021 PROXY CIRCULAR | 69
11 Compensation of our named executive officers
11.1 Shareholder return performance graph
FIVE-YEAR CUMULATIVE TOTAL RETURN ON $100 INVESTMENT AND NEO COMPENSATION
December 31, 2015 December 31, 2020 |
|
FIVE-YEAR CUMULATIVE TOTAL RETURN ON $100 INVESTMENT
2015 | 2016 | 2017 | 2018 | 2019 | 2020 | |||||||||||||||||||
BCE Common Shares |
100 | 114 | 124 | 117 | 138 | 132 | ||||||||||||||||||
S&P/TSX Composite Index |
100 | 121 | 132 | 120 | 148 | 156 | ||||||||||||||||||
NEO COMPENSATION
|
||||||||||||||||||||||||
2015 | 2016 | 2017 | 2018 | 2019 | 2020 | |||||||||||||||||||
NEO total direct compensation ($ millions) |
24.2 | 23.3 | 24.9 | 27.8 | 29.3 | 23.4 |
NEO total direct compensation in 2020 as a percentage of 2020 total revenues is 0.1%. The graph above compares the yearly change in the cumulative annual total shareholder return on BCE common shares against the cumulative annual total return on the S&P/TSX Composite Index for the five-year period ending December 31, 2020, assuming an initial investment of $100 on December 31, 2015, and quarterly reinvestment of all dividends. Also shown is the NEOs compensation over the same period. Compensation is defined as total direct compensation awarded to active NEOs, including salary, annual short-term incentive awards and annualized LTIP grants of RSUs, PSUs and stock options. A large portion of total compensation is awarded in the form of equity, and the actual realized payouts related to those awards are linked more closely to the evolution of the Corporations share price and dividend growth than is reflected in the graph above. 2020 NEO compensation includes lower short-term incentives awarded in connection with lower corporate performance results. In addition, increases in base salary and LTIP awarded relate primarily to organizational changes and to improving market alignment for four NEOs.
70 | BCE INC. 2021 PROXY CIRCULAR
11 Compensation of our named executive officers
11.2 Summary compensation table
The table below summarizes the compensation of our NEOs. The NEOs include our President and CEO, our CFO, and our three most highly compensated executive officers ranked by their total compensation. Also included is our former President and CEO, George Cope, who retired on January 5, 2020.
For more information regarding our compensation philosophy and policies and a discussion of the elements of our compensation programs, see section 9, entitled Compensation discussion & analysis, and the footnotes to the table below.
NAME AND PRINCIPAL POSITION |
YEAR | |
SALARY ($) |
(1) |
|
SHARE-BASED AWARDS ($) |
(2)(3)(5) |
|
OPTION-BASED AWARDS ($) |
(4)(5) |
|
NON-EQUITY INCENTIVE PLAN COMPENSATION (ANNUAL INCENTIVE PLANS) ($) |
(6) |
|
PENSION VALUE ($) |
(7) |
|
ALL OTHER COMPENSATION ($) |
(8) |
|
TOTAL COMPENSATION ($) |
| ||||||||||
Mirko Bibic President and CEO BCE and Bell Canada |
|
2020 |
|
|
1,300,000 |
|
|
4,500,000 |
|
|
1,500,000 |
|
|
1,610,700 |
|
|
356,583 |
|
|
210,016 |
|
|
9,477,299 |
| ||||||||
|
2019 |
|
|
750,000 |
|
|
1,875,000 |
|
|
625,000 |
|
|
1,180,500 |
|
|
146,029 |
|
|
194,568 |
|
|
4,771,097 |
| |||||||||
|
2018 |
|
|
598,767 |
|
|
1,875,000 |
|
|
625,000 |
|
|
851,016 |
|
|
183,436 |
|
|
21,550 |
|
|
4,154,769 |
| |||||||||
Glen LeBlanc EVP and CFO BCE and Bell Canada |
|
2020 |
|
|
675,000 |
|
|
1,237,500 |
|
|
412,500 |
|
|
602,100 |
|
|
470,033 |
|
|
34,009 |
|
|
3,431,142 |
| ||||||||
|
2019 |
|
|
650,000 |
|
|
1,237,500 |
|
|
412,500 |
|
|
974,350 |
|
|
1,287,109 |
|
|
83,969 |
|
|
4,645,428 |
| |||||||||
|
2018 |
|
|
650,000 |
|
|
1,125,000 |
|
|
375,000 |
|
|
822,250 |
|
|
3,697,375 |
|
|
23,055 |
|
|
6,692,680 |
| |||||||||
Wade Oosterman President Bell Media and Vice Chair, Bell Canada and BCE |
|
2020 |
|
|
900,000 |
|
|
1,875,000 |
|
|
625,000 |
|
|
802,800 |
|
|
319,269 |
|
|
26,788 |
|
|
4,548,857 |
| ||||||||
|
2019 |
|
|
900,000 |
|
|
3,375,000 |
|
|
1,125,000 |
|
|
1,146,600 |
|
|
310,967 |
|
|
27,992 |
|
|
6,885,559 |
| |||||||||
|
2018 |
|
|
900,000 |
|
|
3,375,000 |
|
|
1,125,000 |
|
|
1,138,500 |
|
|
298,080 |
|
|
28,145 |
|
|
6,864,725 |
| |||||||||
John Watson Group President Customer Experience |
|
2020 |
|
|
750,000 |
|
|
1,875,000 |
|
|
625,000 |
|
|
669,000 |
|
|
233,257 |
|
|
38,599 |
|
|
4,190,856 |
| ||||||||
|
2019 |
|
|
725,000 |
|
|
1,125,000 |
|
|
375,000 |
|
|
978,025 |
|
|
204,443 |
|
|
25,246 |
|
|
3,432,714 |
| |||||||||
|
2018 |
|
|
700,000 |
|
|
1,125,000 |
|
|
375,000 |
|
|
833,000 |
|
|
198,030 |
|
|
24,342 |
|
|
3,255,372 |
| |||||||||
Blaik Kirby Group President Bell Mobility and Bell Residential and Small Business |
|
2020 |
|
|
750,000 |
|
|
1,500,000 |
|
|
500,000 |
|
|
669,000 |
|
|
205,677 |
|
|
24,436 |
|
|
3,649,113 |
| ||||||||
|
2019 |
|
|
550,000 |
|
|
937,500 |
|
|
312,500 |
|
|
741,950 |
|
|
148,587 |
|
|
20,535 |
|
|
2,711,072 |
| |||||||||
|
2018 |
|
|
525,000 |
|
|
937,500 |
|
|
312,500 |
|
|
506,625 |
|
|
78,599 |
|
|
16,915 |
|
|
2,377,139 |
| |||||||||
George A. Cope Former President and CEO BCE and Bell Canada |
|
2020 |
|
|
26,923 |
|
|
0 |
|
|
0 |
|
|
0 |
|
|
596,759 |
|
|
22,886 |
|
|
646,569 |
| ||||||||
|
2019 |
|
|
1,400,000 |
|
|
5,156,250 |
|
|
1,718,750 |
|
|
3,462,900 |
|
|
704,195 |
|
|
193,666 |
|
|
12,635,761 |
| |||||||||
|
2018 |
|
|
1,400,000 |
|
|
5,156,250 |
|
|
1,718,750 |
|
|
2,814,000 |
|
|
756,840 |
|
|
168,602 |
|
|
12,014,442 |
|
(1) | Mr. Bibics 2020 base salary increased from $750,000 to $1,300,000 upon his appointment to President and CEO on January 6, 2020. Mr. LeBlancs 2020 base salary increased from $650,000 to $675,000 to reflect his tenure in role and to better align his compensation with that of his peers. Mr. Watsons 2020 base salary increased from $725,000 to $750,000 to reflect his tenure in role and to better align his compensation with that of his peers. Mr. Kirbys 2020 base salary increased from $550,000 to $750,000 to reflect his increased scope and responsibilities on appointment to Group President, Bell Mobility & BRSB. Mr. Copes 2020 salary reflects his earnings up to his retirement date on January 5, 2020. |
(2) | The following table compares the grant date fair values used for compensation purposes with the provisions that are recorded to the Corporations financial statements for the NEO share-based awards, assuming vesting result at target. |
2020 | 2019 | 2018 | ||||||||||
FEBRUARY 25, 2020 TO DECEMBER 31, 2022 |
FEBRUARY 26, 2019 TO DECEMBER 31, 2021 |
FEBRUARY 27, 2018 TO DECEMBER 31, 2020 | ||||||||||
GRANT DATE FAIR VALUE (a) |
ACCOUNTING FAIR VALUE (b) |
GRANT DATE FAIR VALUE (a) |
ACCOUNTING FAIR VALUE (b) |
GRANT DATE FAIR VALUE (a) |
ACCOUNTING FAIR VALUE (b) | |||||||
Share Price |
$64.78 | $62.90 | $57.86 | $58.43 | $56.15 | $56.96 | ||||||
Aggregate Difference |
$318,339 | $127,921 | $200,256 | |||||||||
Difference per Share |
$1.88 | $0.57 | $0.81 |
(a) | The share price at time of grant was equal to the volume weighted average of the trading price per BCE common share of a board lot of BCE common shares traded on the Toronto Stock Exchange for the five consecutive trading days ending on the day prior to the day the grant became effective. |
(b) | Expensed over the vesting period of the awards. |
BCE INC. 2021 PROXY CIRCULAR | 71
11 Compensation of our named executive officers
(3) | The value shown under this column was allocated as per our compensation plan policy: 50% of the total long-term incentive plan value in RSUs and 25% of the total long-term incentive plan value in PSUs. The following table details the amounts awarded under both plans: |
2020 | 2019 | 2018 | ||||||||||||||||||||||
NAME |
|
RSUs ($) |
|
|
PSUs ($) |
|
|
RSUs ($) |
|
|
PSUs ($) |
|
|
RSUs ($) |
|
|
PSUs ($) |
| ||||||
M. Bibic |
3,000,000 | 1,500,000 | 1,250,000 | 625,000 | 1,250,000 | 625,000 | ||||||||||||||||||
G. LeBlanc |
825,000 | 412,500 | 825,000 | 412,500 | 750,000 | 375,000 | ||||||||||||||||||
W. Oosterman |
1,250,000 | 625,000 | 2,250,000 | 1,125,000 | 2,250,000 | 1,125,000 | ||||||||||||||||||
J. Watson |
1,250,000 | 625,000 | 750,000 | 375,000 | 750,000 | 375,000 | ||||||||||||||||||
B. Kirby |
1,000,000 | 500,000 | 625,000 | 312,500 | 625,000 | 312,500 |
(4) | BCE started to use the binomial valuation method for the evaluation of compensation in 2007. The binomial model provides flexibility in the determination of the theoretical value of options for assumptions regarding parameters such as dividends, vesting period and exercise before expiry. The binomial model is a recognized method for the valuation of stock options of a company that has a high dividend yield. The accounting fair value for the purposes of the financial statements is also calculated using a binomial methodology, which meets requirements under International Financial Reporting Standards, but uses slightly different assumptions. Most important, the dividend is calculated assuming a dividend growth commensurate with the Corporations dividend growth strategy instead of a fixed dividend yield. The main assumptions used in determining compensation fair value and financial statements value are described in the following table: |
2020 | 2019 | 2018 | ||||||||||||||||||||||
KEY ASSUMPTIONS |
FAIR VALUE | |
FINANCIAL STATEMENTS |
|
FAIR VALUE | |
FINANCIAL STATEMENTS |
|
FAIR VALUE | |
FINANCIAL STATEMENTS |
| ||||||||||||
Vesting Period |
3 years | 3 years | 3 years | 3 years | 3 years | 3 years | ||||||||||||||||||
Dividend Yield |
5.05% | 5.00% | 5.26% | 5.00% | 5.14% | 5.00% | ||||||||||||||||||
Expected Volatility |
13.02% | 12.00% | 13.40% | 14.00% | 12.30% | 12.30% | ||||||||||||||||||
Risk-Free Interest Rate |
1.31% | 1.00% | 1.95% | 2.00% | 2.28% | 1.99% | ||||||||||||||||||
Total Exercise Period |
10 years | 10 years | 10 years | 10 years | 7 years | 7 years | ||||||||||||||||||
Expected Life |
10 years | 4 years | 10 years | 4 years | 7 years | 4 years | ||||||||||||||||||
Binomial Value |
$3.81 | $1.55 | $3.95 | $2.34 | $3.42 | $2.13 |
The difference between the grant date fair value used for compensation purposes and the fair value used for accounting purposes for the options granted during the year ended December 31, 2020, is approximately $2.26 less per option, or $2,172,509, for the 961,287 stock options awarded to the NEOs during fiscal year 2020. In 2019, the difference between the grant date fair value for compensation purposes and the fair value used for accounting purposes for the options granted during the year ended December 31, 2019, was approximately $1.61 less per option, or $1,161,649, for the 721,521 stock options awarded to the NEOs during fiscal year 2019. In 2018, the difference between the stock option award grant date fair value and the accounting fair value of the stock option award as at December 31, 2018, was approximately $1.29 less per option, or $1,060,861, for the 822,373 stock options awarded to the NEOs during fiscal year 2018. The accounting fair value is expensed over the vesting period of the awards. |
(5) | Actual Total Direct Compensation of our NEOs was lower than awarded as of December 31, 2020 due to the value of share- and option-based awards at year-end. The table below shows the change in value to Total Direct Compensation awarded and Actual Total Direct Compensation value calculated using the closing price of a board lot of common shares of BCE on the Toronto Stock Exchange on December 31, 2020 of $54.43. |
VALUE OF $100 | ||||||||||||||||
NAME | TOTAL DIRECT COMPENSATION AWARDED (a) |
ACTUAL TOTAL DIRECT COMPENSATION VALUE AS OF DECEMBER 31, 2020 (b) |
PERIOD | NEO | SHAREHOLDER | |||||||||||
M. Bibic |
$8,910,700 | $6,859,516 | 2020-01-01 to 2020-12-31 | $77 | ||||||||||||
G. LeBlanc |
$2,927,100 | $2,363,151 | 2020-01-01 to 2020-12-31 | $81 | ||||||||||||
W. Oosterman |
$4,202,800 | $3,348,364 | 2020-01-01 to 2020-12-31 | $80 | $96 | |||||||||||
J. Watson |
$3,919,000 | $3,064,564 | 2020-01-01 to 2020-12-31 | $78 | ||||||||||||
B. Kirby |
$3,419,000 | $2,735,462 | 2020-01-01 to 2020-12-31 | $80 | ||||||||||||
Average | $79 | $96 |
(a) | Base salary, actual AIP awarded and target LTIP awarded. |
(b) | Base salary, actual AIP awarded and LTIP market value using closing price of the BCE shares on December 31, 2020 of $54.43. |
(6) | This column includes only the annual short-term incentive awards paid to the NEOs. |
(7) | As described under section 11.5, entitled Pension arrangements, for all NEOs, this represents the employer contribution for each of the three most recently completed years for the different defined contribution arrangements and related effects on the value of the executive officers SERP account when applicable. In addition, for Mr. LeBlanc in 2018, it includes the impact of attaining criteria to be eligible for an unreduced pension at age 55 under the Bell Aliant Defined Benefit arrangement and the impact of his average pensionable earnings increase under the Bell Aliant Defined Benefit arrangements. |
(8) | For Mr. Bibic, 2020 amount includes perquisite allowance ($120,000) and relocation costs in connection with his COO and CEO appointments. Mr. Bibics 2019 amount includes relocation costs in connection with his COO and CEO appointments ($120,000). For Mr. LeBlanc, 2019 amount includes taxable benefits relating to his role as a Board member of Maple Leaf Sports & Entertainment and perquisite allowance ($33,500). For Mr. Cope, 2019 amount includes taxable benefits relating to his role as a Board member of Maple Leaf Sports & Entertainment and, for 2018 and 2019, amounts include perquisite allowance ($120,000). For all NEOs, All Other Compensation also includes Corporation contributions under the Employees Savings Plan and company-paid life insurance premiums and gross-up payments. Perquisites and other personal benefits that do not exceed in aggregate $50,000 or 10% of the fiscal years salary are not included. |
72 | BCE INC. 2021 PROXY CIRCULAR
11 Compensation of our named executive officers
11.3 | Incentive plan awards |
OUTSTANDING UNEXERCISED OPTION-BASED AWARDS AND UNVESTED SHARE-BASED AWARDS
The following table includes all unexercised option-based awards and all share-based awards outstanding at the end of the financial year ended December 31, 2020. Refer to section 9.6, entitled 2020 Compensation elements, under the heading Long-term incentive plan, for key features of the plans.
OPTION-BASED AWARDS | SHARE-BASED AWARDS | |||||||||||||||||||||||||||||||||||||||
NUMBER OF SECURITIES UNDERLYING UNEXERCISED OPTIONS |
||||||||||||||||||||||||||||||||||||||||
NAME |
GRANT DATE | VESTED | NOT VESTED | |
TOTAL OPTIONS |
|
|
OPTION EXERCISE PRICE ($) |
(1)
|
|
OPTION EXPIRATION DATE |
(2) |
|
VALUE OF UNEXERCISED IN-THE-MONEY OPTIONS ($) |
(3)
|
|
NUMBER OF SHARES OR UNITS OF SHARES |
|
|
MARKET OR PAYOUT SHARE-BASED AWARDS THAT HAVE NOT VESTED ($) |
(4)
|
|
MARKET OR PAYOUT DISTRIBUTED ($) |
(4)
| ||||||||||||||||
M. Bibic |
2020-02-25 | 0 | 393,701 | 393,701 | 64.78 | 2030-02-24 | 0 | 108,175 | 5,887,972 | 7,682,393 | ||||||||||||||||||||||||||||||
2019-02-26 | 0 | 158,228 | 158,228 | 58.35 | 2029-02-25 | 0 | ||||||||||||||||||||||||||||||||||
2018-11-12 | 0 | 84,065 | 84,065 | 54.05 | 2025-02-26 | 31,945 | ||||||||||||||||||||||||||||||||||
2018-02-27 | 0 | 98,685 | 98,685 | 56.62 | 2025-02-26 | 0 | ||||||||||||||||||||||||||||||||||
2017-02-28 | 81,593 | 0 | 81,593 | 58.62 | 2024-02-27 | 0 | ||||||||||||||||||||||||||||||||||
2016-02-29 | 79,924 | 0 | 79,924 | 58.39 | 2023-02-28 | 0 | ||||||||||||||||||||||||||||||||||
2015-02-24 | 35,112 | 0 | 35,112 | 56.05 | 2022-02-23 | 0 | ||||||||||||||||||||||||||||||||||
G. LeBlanc |
2020-02-25 | 0 | 108,268 | 108,268 | 64.78 | 2030-02-24 | 0 | 43,463 | 2,365,693 | 10,698,352 | ||||||||||||||||||||||||||||||
2019-02-26 | 0 | 104,431 | 104,431 | 58.35 | 2029-02-25 | 0 | ||||||||||||||||||||||||||||||||||
2018-02-27 | 0 | 109,650 | 109,650 | 56.62 | 2025-02-26 | 0 | ||||||||||||||||||||||||||||||||||
2017-02-28 | 81,593 | 0 | 81,593 | 58.62 | 2024-02-27 | 0 | ||||||||||||||||||||||||||||||||||
W. Oosterman |
2020-02-25 | 0 | 164,042 | 164,042 | 64.78 | 2030-02-24 | 0 | 94,349 | 5,135,397 | 55,389,941 | ||||||||||||||||||||||||||||||
2019-02-26 | 0 | 284,811 | 284,811 | 58.35 | 2029-02-25 | 0 | ||||||||||||||||||||||||||||||||||
2018-11-12 | 0 | 146,199 | 146,199 | 54.05 | 2025-02-26 | 55,556 | ||||||||||||||||||||||||||||||||||
2018-02-27 | 0 | 182,749 | 182,749 | 56.62 | 2025-02-26 | 0 | ||||||||||||||||||||||||||||||||||
2017-02-28 | 163,186 | 0 | 163,186 | 58.62 | 2024-02-27 | 0 | ||||||||||||||||||||||||||||||||||
2016-02-29 | 127,878 | 0 | 127,878 | 58.39 | 2023-02-28 | 0 | ||||||||||||||||||||||||||||||||||
J. Watson |
2020-02-25 | 0 | 164,042 | 164,042 | 64.78 | 2030-02-24 | 0 | 51,606 | 2,808,901 | 5,229,689 | ||||||||||||||||||||||||||||||
2019-02-26 | 0 | 94,937 | 94,937 | 58.35 | 2029-02-25 | 0 | ||||||||||||||||||||||||||||||||||
2018-02-27 | 0 | 109,650 | 109,650 | 56.62 | 2025-02-26 | 0 | ||||||||||||||||||||||||||||||||||
2017-02-28 | 97,912 | 0 | 97,912 | 58.62 | 2024-02-27 | 0 | ||||||||||||||||||||||||||||||||||
B. Kirby |
2020-02-25 | 0 | 131,234 | 131,234 | 64.78 | 2030-02-24 | 0 | 41,996 | 2,285,840 | 2,783,482 | ||||||||||||||||||||||||||||||
2019-02-26 | 0 | 79,114 | 79,114 | 58.35 | 2029-02-25 | 0 | ||||||||||||||||||||||||||||||||||
2018-02-27 | 0 | 91,375 | 91,375 | 56.62 | 2025-02-26 | 0 | ||||||||||||||||||||||||||||||||||
2017-02-28 | 65,275 | 0 | 65,275 | 58.62 | 2024-02-27 | 0 | ||||||||||||||||||||||||||||||||||
2016-02-29 | 63,939 | 0 | 63,939 | 58.39 | 2023-02-28 | 0 | ||||||||||||||||||||||||||||||||||
2015-05-11 | 8,220 | 0 | 8,220 | 53.58 | 2022-02-23 | 6,987 | ||||||||||||||||||||||||||||||||||
2015-02-24 | 44,944 | 0 | 44,944 | 56.05 | 2022-02-23 | 0 | ||||||||||||||||||||||||||||||||||
2014-02-26 | 43,630 | 0 | 43,630 | 47.90 | 2021-02-25 | 284,904 | ||||||||||||||||||||||||||||||||||
G.A. Cope |
2019-02-26 | 0 | 435,127 | 435,127 | 58.35 | 2029-02-25 | 0 | 97,954 | 5,331,610 | 51,138,245 | ||||||||||||||||||||||||||||||
2018-02-27 | 0 | 502,559 | 502,559 | 56.62 | 2025-02-26 | 0 | ||||||||||||||||||||||||||||||||||
2017-02-28 | 383,486 | 0 | 383,486 | 58.62 | 2024-02-27 | 0 |
BCE INC. 2021 PROXY CIRCULAR | 73
11 Compensation of our named executive officers
(1) | The exercise price is the price at which a common share may be purchased when an option is exercised. Effective June 6, 2007, shareholders approved that the exercise price be the higher of the volume weighted average of the trading price per BCE common share of a board lot of BCE common shares on the Toronto Stock Exchange: (i) on the trading day prior to the day the grant becomes effective or, if at least one board lot of BCE common shares has not been traded on such day, then the volume weighted average for the next preceding day for which at least one board lot was so traded; and (ii) for the five consecutive trading days ending on the trading day prior to the day the grant becomes effective. For options granted prior to June 6, 2007, the exercise price was equal to the closing price of a board lot of common shares of BCE on the last trading day before the grant came into effect. |
(2) | The term of any option may not exceed ten years from the effective date of the grant. From 2011 to 2018, options were granted with a seven-year term. Starting in 2019, options were granted with a ten-year term. The Compensation Committee can always recommend and the Board approve another option term at the time of grant as long as the maximum ten-year expiry date is respected. |
(3) | The value of unexercised in-the-money options is calculated using the closing price of a board lot of common shares of BCE on the Toronto Stock Exchange on December 31, 2020, i.e. $54.43, less the exercise price of those options. Options with exercise price above closing price are considered to be out-of-the-money. |
(4) | The value of the outstanding share units is calculated using the closing price of a board lot of common shares of BCE on the Toronto Stock Exchange on December 31, 2020, i.e. $54.43, times the number of share units held by the employee in the RSU, PSU, DSU and DSP plans, as applicable, on December 31, 2020, with PSUs vesting at 82% of target. |
INCENTIVE PLAN AWARDS VALUE VESTED OR EARNED DURING THE YEAR
The following table summarizes option-based awards and share-based awards that vested during 2020 as well as annual short-term incentive awards earned during 2020. Refer to section 9.6, entitled 2020 Compensation elements, under the headings Long-term incentive plan, and Annual short-term incentive, for the key features of the plans.
OPTION-BASED AWARDS | SHARE-BASED AWARDS | NON-EQUITY INCENTIVE
PLAN COMPENSATION |
||||||||||||||||||
NAME |
VESTING DATE |
|
VALUE VESTED DURING THE YEAR ($) |
(1)
|
|
VALUE ON VESTING DATE ($) |
(2)
|
|
VALUE VESTED DURING THE YEAR ($) |
(2)
|
|
VALUE EARNED DURING THE YEAR ($) |
(3)
| |||||||
M. Bibic |
2020-02-27 | 247,227 | 1,991,356 | 1,991,356 | 1,610,700 | |||||||||||||||
G. LeBlanc |
2020-02-27 | 247,227 | 1,190,992 | 1,190,992 | 602,100 | |||||||||||||||
W. Oosterman |
2020-02-27 | 494,454 | 3,584,022 | 3,584,022 | 802,800 | |||||||||||||||
J. Watson |
2020-02-27 | 296,673 | 1,190,992 | 1,190,992 | 669,000 | |||||||||||||||
B. Kirby |
2020-02-27 | 197,783 | 992,460 | 992,460 | 669,000 | |||||||||||||||
G.A. Cope |
2020-02-27 | 1,161,963 | 5,458,340 | 5,458,340 | |
(1) | The options granted on February 28, 2017 vested in full on February 27, 2020. On the vesting date, the closing price of a board lot of common shares of BCE Inc. on the Toronto Stock Exchange was $61.65. |
(2) | The RSUs and PSUs granted on February 27, 2018 vested in full on December 31, 2020, with PSUs vesting at 82% of target. On the vesting date, the closing price of a board lot of common shares of BCE Inc. on the Toronto Stock Exchange was $54.43. |
(3) | These amounts are the same as those included in the Summary Compensation Table under the column Non-Equity Incentive Plan Compensation (Annual Incentive Plans) and include the entire 2020 annual short-term incentive awards paid in cash and/or in DSUs. |
STOCK OPTION PLAN
74 | BCE INC. 2021 PROXY CIRCULAR
11 Compensation of our named executive officers
There were no amendments to the stock option plan in 2020. Additional information regarding the stock option plan can be found in section 9.6, entitled 2020 Compensation elements, under the heading Long-term incentive plan, and in section 11.6, entitled Termination and change-in-control benefits, under the heading Stock options.
SECURITIES AUTHORIZED FOR ISSUANCE UNDER EQUITY COMPENSATION PLANS
NAME |
|
NUMBER OF SECURITIES TO BE ISSUED UPON EXERCISE OF OUTSTANDING OPTIONS, WARRANTS AND RIGHTS (A) |
|
|
WEIGHTED AVERAGE EXERCISE PRICE OF OUTSTANDING OPTIONS, WARRANTS AND RIGHTS ($) (B) |
|
|
NUMBER OF SECURITIES REMAINING AVAILABLE FOR FUTURE ISSUANCE UNDER EQUITY (C) |
| |||
Equity compensation plans approved by security holders |
| | | |||||||||
Equity compensation plans not approved by security holders (1) |
15,997,459 | (2) | 59 | (3) | 9,472,228 | (4) | ||||||
Total |
15,997,459 | 59 | 9,472,228 |
(1) | The key features of the stock option plan are provided in section 9.6, entitled 2020 Compensation elements, under the heading Long-term incentive plan. |
(2) | This number includes 347,225 BCE common shares issuable under the DSP. |
(3) | Weighted average exercise price does not include DSP units. |
(4) | This number includes 4,360,087 BCE common shares issuable pursuant to employee subscriptions under the BCE Inc. ESPs (1970) and (2000). |
The following table sets out the number of securities issued and issuable under each of the Corporations security-based compensation arrangements and the number of BCE common shares underlying outstanding options and percentages represented by each calculated over the number of BCE common shares outstanding as at December 31, 2020.
COMMON SHARES ISSUABLE (1) |
COMMON SHARES ISSUED TO DATE |
COMMON SHARES UNDER OUTSTANDING OPTIONS |
||||||||||||||||||||||||
NUMBER | % (2) | NUMBER | % (2) | NUMBER | % (2) | |||||||||||||||||||||
BCE Inc. Stock Option Plan (1999) |
|
19,843,604 (3) | 2.2 | 29,850,301 | 3.3 | 15,650,234 | 1.7 | |||||||||||||||||||
Employees Savings Plans (1970) and (2000) |
4,360,087 (4) | 0.5 | 25,728,662 | 2.8 | N/A | N/A | ||||||||||||||||||||
Bell Aliant Inc. Deferred Share Plan (DSP) |
1,265,996 (5) | 0.1 | 65,415 (5) | 0.0 | N/A | N/A |
(1) | This number excludes BCE common shares issued to date and represents the aggregate of BCE common shares underlying outstanding options, deferred shares and BCE common shares remaining available for future grants of options and subscriptions under the ESPs. |
(2) | Outstanding BCE common shares as at December 31, 2020 = 904,415,010. |
(3) | Out of a maximum number of issuable BCE common shares of 50,000,000 under the Stock Option Program (1999) after deduction of 306,095 common shares transferred to and issued or issuable under the BCE Inc. Replacement Stock Option Plan (Plan of Arrangement 2000). |
(4) | Out of an aggregate maximum number of issuable BCE common shares of 20,000,000 under the ESPs (1970) and (2000). |
(5) | 1,331,411 BCE common shares were listed and reserved for issuance under the Bell Aliant Inc. Deferred Share Plan (DSP), established in 2006 and assumed by BCE on the acquisition of Bell Aliant in 2014. Deferred shares track the BCE common share price, with dividend reinvestment, and can be settled in either BCE common shares or cash equivalent. Common shares issued to date represents the number of common shares issued under the plan since the date of acquisition of Bell Aliant Inc. The DSP is a closed plan and, as of December 31, 2020, all units held under the DSP are vested. Vested deferred shares granted under the DSP must be exercised by the second anniversary of the participants departure from the company. |
The table below summarizes the dilution, overhang and burn rates for the stock option plan as of December 31 of each year.
2020 | 2019 | 2018 | ||||||||||
Dilution (1) |
1.7% | 1.4% | 1.6% | |||||||||
Overhang (2) |
2.2% | 2.3% | 2.8% | |||||||||
Burn Rate (3) |
0.4% | 0.4% | 0.4% |
(1) | (Total options outstanding) ÷ (total common shares outstanding). |
(2) | (Total options available for issue + options outstanding) ÷ (total common shares outstanding). |
(3) | (Total options granted during the fiscal year) ÷ (weighted average number of common shares outstanding during the fiscal year). |
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11 Compensation of our named executive officers
DEFINED CONTRIBUTION SUPPLEMENTARY EXECUTIVE RETIREMENT PLAN (DC SERP)
The following table shows amounts from all the Corporations DC arrangements for the NEOs.
NAME |
|
NAME OF THE ARRANGEMENT |
|
|
BALANCE AS OF DECEMBER 31, 2019 ($) |
|
|
COMPENSATORY ($) |
(1)
|
|
NON- COMPENSATORY ($) |
(2)
|
|
BALANCE AS OF DECEMBER 31, 2020 ($) |
| |||||
M. Bibic |
DC Basic Plan | (5) | 1,290,124 | 148,576 | 137,087 | 1,575,787 | ||||||||||||||
DC SERP | (6) | 1,068,775 | 208,007 | 249,499 | 1,526,281 | |||||||||||||||
Total | 2,358,899 | 356,583 | 386,586 | 3,102,068 | ||||||||||||||||
G. LeBlanc |
DC Basic Plan | (5) | 519,321 | 98,949 | 85,723 | 703,993 | ||||||||||||||
DC SERP | (6) | | 188,004 | 1,109,054 | 1,297,058 | |||||||||||||||
Total | 519,321 | 286,953 | 1,194,777 | 2,001,051 | ||||||||||||||||
W. Oosterman |
DC Basic Plan | (5) | 2,531,189 | 122,796 | 421,819 | 3,075,804 | ||||||||||||||
DC SERP | (6) | 3,809,309 | 196,473 | 914,496 | 4,920,278 | |||||||||||||||
Total | 6,340,498 | 319,269 | 1,336,315 | 7,996,082 | ||||||||||||||||
J. Watson |
DC Basic Plan | (5) | 1,209,289 | 103,670 | 147,621 | 1,460,580 | ||||||||||||||
DC SERP | (6) | 1,392,970 | 129,587 | 287,724 | 1,810,281 | |||||||||||||||
Total | 2,602,259 | 233,257 | 435,345 | 3,270,861 | ||||||||||||||||
B. Kirby |
DC Basic Plan | (5) | 1,676,027 | 89,425 | 246,195 | 2,011,647 | ||||||||||||||
DC SERP | (6) | 1,004,577 | 116,252 | 351,819 | 1,472,648 | |||||||||||||||
Total | 2,680,604 | 205,677 | 598,014 | 3,484,295 | ||||||||||||||||
G.A. Cope (3) (4) |
DC Basic Plan | (5) | 5,828,063 | 209,389 | 2,535 | 6,039,987 | ||||||||||||||
DC SERP | (6) | 10,150,207 | 387,370 | 2,540 | 10,540,117 | |||||||||||||||
Total | 15,978,270 | 596,759 | 5,075 | 16,580,104 |
(1) | Employer contribution in 2020 for the different DC arrangements. |
(2) | Employee contribution and investment return for the DC Basic Plan, and investment return plus accumulated benefits upon reaching eligibility for the DC SERP. |
(3) | In conjunction with his appointment as President and COO of Bell Canada in January of 2006 and to recognize the level of seniority at which he joined the Corporation, Mr. Cope was credited five years of service and $180,000 of notional employer contributions in his DC notional account (included under DC Basic Plan in the above table) through a special arrangement. |
(4) | Amounts provided for Mr. Cope are as of and for the period ending January 5, 2020. |
(5) | DC Basic Plan includes the registered DC plan arrangement and the DC notional account. |
(6) | As of December 31, 2020, these NEOs were eligible for the following SERP multipliers: |
NAME |
AGE | SERVICE | POINTS | MULTIPLIER | ||||||||||||
M. Bibic |
53.5 | 17.0 | 70.5 | 2.50× | ||||||||||||
G. LeBlanc |
53.4 | 27.3 | 80.7 | 3.00× | ||||||||||||
W. Oosterman |
60.2 | 14.4 | 74.6 | 2.70× | ||||||||||||
J. Watson |
56.9 | 10.6 | 67.5 | 2.35× | ||||||||||||
B. Kirby |
53.0 | 15.9 | 68.9 | 2.40× |
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11 Compensation of our named executive officers
DEFINED BENEFIT ARRANGEMENTS
The following table shows information from these defined benefit arrangements.
NUMBER OF |
|
ANNUAL BENEFITS PAYABLE
|
|
ACCRUED | NON- | ACCRUED | ||||||||||||||||||||||
FROZEN YEARS | OBLIGATION AT | COMPENSATORY | COMPENSATORY | OBLIGATION AT | ||||||||||||||||||||||||
CREDITED | AT YEAR END | (2) | AT AGE 65 | (3) | START OF YEAR | (4) | CHANGE | (5) | CHANGE | (6) | YEAR END | (7) | ||||||||||||||||
NAME |
SERVICE | (1) | ($) | ($) | ($) | ($) | ($) | ($) | ||||||||||||||||||||
G. LeBlanc |
21.3 | 492,300 | 488,500 | 13,441,907 | 183,080 | 1,829,890 | 15,454,877 |
(1) | Frozen years of credited service up to December 31, 2014 excludes an additional four years of service recognized only for pension eligibility purposes under the Bell Aliant DB supplemental arrangement. |
(2) | Annual pension accrued at year end is based on unreduced deferred pension payable at age 55 based on frozen credited service as of December 31, 2014, and average pensionable earnings as of December 31, 2020. Benefits that commence prior to retirement age in the registered pension plan may be subject to reduction according to the provisions of the plan and any amounts not paid by the registered pension plan will be paid by the company. |
(3) | Annual pension payable at age 65 is based on frozen credited service as at December 31, 2014, and average pensionable earnings as of December 31, 2020. |
(4) | Accrued obligation at start of year is calculated using the following key assumptions: discount rate of 3.1% and indexation of 2.0% annually. |
(5) | The compensatory change for 2020 represents the changes to the average pensionable earnings as at December 31, 2020. |
(6) | The non-compensatory change represents the impact of the discount rate (decline from 3.1% to 2.6%) and the change of YMPE (established and revised annually for the purposes of the Canada/ Quebec Pension Plan) on the accrued obligation. |
(7) | Accrued obligation at year end is calculated using the following key assumptions: discount rate of 2.6% and indexation of 2.0% annually. |
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11 Compensation of our named executive officers
11.6 | Termination and change-in-control benefits |
This section describes the standard provisions applicable to our different equity-based plans in the event of a termination of a NEOs employment or a change-in-control. The Compensation Committee has the authority to depart from these standard provisions at the time a stock option, an RSU or a PSU is granted.
STOCK OPTIONS
EVENT | ||
Voluntary resignation |
All non-vested options are forfeited on the event date. Vested options can be exercised for one year following the event date (without exceeding the original expiry date). At the end of the one-year period, all outstanding options are forfeited. | |
Termination for cause |
All vested and unvested options are forfeited on the event date. | |
Termination without cause (other than following a change-in-control) |
Continued vesting and right to exercise the stock options conditional to the employee conforming to non-competition non-solicitation and confidentiality covenants for the duration of the vesting and exercise period. | |
Retirement (1) |
Continued vesting and right to exercise the stock options conditional to the employee conforming to non-competition non-solicitation and confidentiality covenants for the duration of the vesting and exercise period. | |
Death |
All non-vested options vest on the event date. Vested options can be exercised by the estate for one year following the event date (without exceeding the original expiry date). After the one-year period, all outstanding options are forfeited. | |
Change-in-control |
If the employment of an option holder is terminated by the Corporation (as determined by the Board) other than for cause or by the option holder for good reason within 18 months of a change-in-control, unvested options can be exercised for a period of 90 days from the date of termination. | |
(1) Retirement is defined as an employee retiring from the Corporation with at least 55 years of age and 10 years of service, or at least 60 years of age. |
RSUs AND PSUs
EVENT | RSUs | PSUs | ||
Voluntary resignation |
All outstanding unvested grants are forfeited on the event date. | |||
Termination for cause |
All outstanding unvested grants are forfeited on the event date. | |||
Termination without cause (other than following a change-in-control) (1) |
Continued vesting until the end of the vesting period conditional on the employee conforming to non-competition, non-solicitation and confidentiality covenants for the duration of the period. | Continued vesting until the end of the performance period conditional to the employee conforming to non-competition, non-solicitation and confidentiality covenants for the duration of the period.
To be paid on actual performance criteria results achieved by the Corporation at the end of the performance period. | ||
Retirement (1) (2) |
Continued vesting until the end of the vesting period conditional on the employee conforming to non-competition, non-solicitation and confidentiality covenants for the duration of the period. | Continued vesting until the end of the performance period conditional to the employee conforming to non-competition, non-solicitation and confidentiality covenants for the duration of the period.
To be paid on actual performance criteria results achieved by the Corporation at the end of the performance period. | ||
Death |
Immediate vesting and payment of outstanding grants. | Immediate vesting of outstanding grants using, for determination of the vesting percentage, period-to-date results and results at target for the remainder of the period. | ||
Change-in-control |
If employment is terminated by the Corporation other than for cause or by the employee for good reason within 18 months of a change-in-control (as determined by the Board), unvested RSUs and PSUs will become fully vested and payable within 90 days from the date of termination. |
(1) | In the event a participant elected to receive 2018, 2019 or 2020 RSUs in the form of DSUs, unvested DSUs will be paid by December 31 of the year after the year of departure in accordance with Income Tax Act requirements, but the employee will remain subject to non-competition, non-solicitation and confidentiality covenants for the duration of the period. |
(2) | Retirement is defined as an employee retiring from the Corporation with at least 55 years of age and 10 years of service, or at least 60 years of age. |
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11 Compensation of our named executive officers
ESTIMATED PAYMENTS FOR NAMED EXECUTIVE OFFICERS UPON TERMINATION
OF EMPLOYMENT OR CHANGE-IN-CONTROL
The two tables below show the incremental payments that would be made to our President and CEO and other NEOs in the event of termination of their employment or a change-in-control. Amounts were calculated as if termination had occurred on December 31, 2020.
MIRKO BIBIC
The terms applicable in the event of different termination scenarios, which were agreed upon on Mr. Bibics appointment as President and CEO, are described in the table below.
EVENT |
|
NOTICE PERIOD ($) |
(1)
|
|
SEVERANCE ($) |
(2)
|
|
2020 SHORT-TERM ($) |
|
|
ADDITIONAL PENSION BENEFITS ($) |
(3)
|
|
PERQUISITES ($) |
(4)
|
|
RSUs ($) |
(5) (6)
|
|
PSUs ($) |
(5)
|
|
STOCK OPTIONS ($) |
(7)
|
|
TOTAL ($) |
|
BENEFITS | (4) | |||||||||||
Termination without cause (other than following a change-in-control) |
| 4,631,516 | | (8) | 953,810 | | 789,866 | | | 6,375,192 | |
24-month extension |
| |||||||||||||||||||||||||||
Termination for cause | | | | | | | | | | | ||||||||||||||||||||||||||||||
Voluntary resignation | 433,333 | | | | 40,000 | | | | 473,333 | 4-month | ||||||||||||||||||||||||||||||
extension | ||||||||||||||||||||||||||||||||||||||||
Long-term disability (LTD) (9) | | 4,631,516 | | (8) | 953,810 | | 789,866 | | | 6,375,192 | Until age 65 | |||||||||||||||||||||||||||||
Death | | | | (8) | | | 3,925,315 | 1,962,657 | 31,945 | 5,919,917 | | |||||||||||||||||||||||||||||
Retirement (10) | | | | | | 789,866 | | | 789,866 | | ||||||||||||||||||||||||||||||
Termination without cause following a change-in-control (11) | | 4,631,516 | | (8) | 953,810 | | 3,925,315 | 1,962,657 | 31,945 | 11,505,243 | |
24-month extension |
|
(1) | In case of voluntary resignation, Mr. Bibic must provide the Corporation with written notice of four months. The Corporation may waive such period but remains responsible for paying Mr. Bibics base salary and maintaining his benefits coverage and perquisite allowance during the four-month period. |
(2) | The 24-month severance is calculated using Mr. Bibics annual base salary in effect at time of termination and average annual short-term incentive award for the two years preceding the year of termination. Mr. Bibics average annual short-term incentive award for 2018 and 2019 was $1,015,758. Severance is payable in equal instalments over a 24-month period. |
(3) | Amount includes 24 months of employer contributions (6%, corresponding to the contribution level in effect prior to termination) under the DC arrangement of the pension plan using base salary in effect upon termination of employment and average annual short-term incentive award for the two years preceding the year of termination. The additional pension value will be credited to Mr. Bibics DC notional account. Amount also includes additional pension value for the recognition of two years of age and service (total of 4 points impacting the SERP multiplier), as if Mr. Bibic had remained employed during such 24-month period, such amount being payable in accordance with the terms of the plans. Refer to section 11.5, entitled Pension arrangements for more information on the DC arrangement of the pension plan. In case of LTD, Mr. Bibic will cease participation in the Corporations pension plan and SERP as of the date of deemed resignation. |
(4) | Upon a termination event other than termination for cause, voluntary resignation, death and retirement, healthcare benefits (medical, dental and vision coverage), including the use of the Health Reimbursement Account (HRA) will be maintained for 24 months. The following benefits will cease as of termination date: remaining benefits (including short- and long-term disability plans), perquisite allowance, executive health assessment, concierge medicine program, vacation, parking and security system. Outplacement services will also be provided as per the policy for senior executives. In the event of alternate employment, with substantially similar benefits within the 24-month period, healthcare benefits including the use of the HRA will cease immediately. Upon LTD, Mr. Bibic will receive LTD benefits and the Corporations medical, dental and vision plans in accordance with the Corporations LTD plan up to age 65 or until he is no longer considered as totally disabled under the LTD plan. |
(5) | If Mr. Bibic conforms to the Corporations non-competition, non-solicitation and confidentiality restrictive covenants until the end of the respective performance periods, he will be eligible for continued vesting on his RSUs and his PSUs. As of December 31, 2020, Mr. Bibic had the following holdings under both plans, evaluated using the closing price of a board lot of common shares of BCE on the Toronto Stock Exchange on December 31, 2020 of $54.43. Accelerated vesting in case of death was also calculated using the same price. |
PLAN | NUMBER OF UNITS HELD |
VALUE AS
OF DECEMBER 31, 2020 |
||||||
RSUs |
57,605 | 3,135,449 | ||||||
PSUs |
36,058 | 1,962,657 |
(6) | In compliance with Income Tax Act requirements, the company will pay unvested 2020 RSUs elected in DSUs by December 31 of the year after the year of departure, but the participant will remain subject to the Conditions for Continued Vesting for the remainder of the Performance Period. If departure occurs on or after January 1, 2021, DSU payout will occur at time of vesting (December 31, 2022). As of December 31, 2020, Mr. Bibic had the following holdings, evaluated using the closing price of a board lot of common shares of BCE on the Toronto Stock Exchange on December 31, 2020, of $54.43, in unvested DSUs: |
PLAN | NUMBER OF UNITS HELD |
VALUE AS OF DECEMBER 31, 2020 |
||||||
RSUs |
14,512 | 789,866 |
(7) | If Mr. Bibic conforms to the Corporations non-competition, non-solicitation and confidentiality restrictive covenants until the expiry date, he will be eligible for continued vesting and will have the right to exercise his stock options granted in 2018, 2019 and 2020 until their expiry date. In case of death, resignation for good reason or termination following a change-in-control, the value of the accelerated options is calculated using the closing price of a board lot of common shares of BCE on the Toronto Stock Exchange on December 31, 2020 of $54.43. Refer to section 11.3, entitled Incentive plan awards, for complete details on outstanding stock options for Mr. Bibic. |
(8) | Annual short-term incentive award for the year of termination to be prorated for the period worked and paid as if individual and corporate results were met at 100%. The actual amount of annual short-term incentive awarded for 2020 is disclosed in section 11.2, entitled Summary compensation table. |
(9) | 30 days after becoming totally disabled, Mr. Bibic is deemed to have resigned from his position and becomes eligible to receive termination payments identical to those applicable in case of termination without cause. He will receive benefits and payments under the Corporations LTD plan until age 65 or until he is no longer considered as totally disabled under the LTD plan (continuation of health care benefits and payment of two-thirds of base salary). Stock options, RSUs and PSUs will be treated in accordance with the terms of the plan applicable to LTD, which provides for continued participation. |
(10) | Excludes pension entitlement; please refer to section 11.5, entitled Pension arrangements for pension amounts. |
(11) | Under Mr. Bibics agreement, resignation for good reason may only take place during the 18 months following a change-in-control (defined as acquisition of more than 50% of the common shares of BCE Inc. or Bell Canada by takeover bid, merger, amalgamation, sale of business or otherwise) if (i) Mr. Bibic is assigned duties inconsistent with a CEO position or (ii) there is a material reduction in Mr. Bibics compensation. |
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11 Compensation of our named executive officers
The payments and benefits described in the table on the previous page are subject to Mr. Bibics compliance with the 12-month non-competition (in Canada), the 24-month non-solicitation and the non-disparagement provisions of his agreement and to the confidentiality provisions of his agreement, which are not limited in time. A breach of these contractual provisions will not only result in the cancellation of the above payments and benefits but also in a reimbursement by Mr. Bibic to the Corporation of the payments and benefits already received. Furthermore, all of his vested and unvested stock options will be forfeited and any option gain made within 12 months following his termination will also have to be reimbursed to the Corporation.
Upon termination, Mr. Bibics stock options, PSUs and RSUs will be treated in accordance with the terms of the plans under which they have been granted. If he becomes totally disabled, his stock options, PSUs and RSUs will be treated in accordance with the terms of the plans applicable to LTD rather than those applicable upon resignation.
OTHER NAMED EXECUTIVE OFFICERS
The table below shows the incremental payments that would be made to our NEOs other than our President and CEO in the event of different termination events. Amounts were calculated as if termination had occurred on December 31, 2020.
NAME |
EVENT | |
SEVERANCE ($) |
(1) |
|
RSUs ($) |
(2) (3)
|
|
PSUs ($) |
(4)
|
|
STOCK OPTIONS ($) |
(5)
|
|
TOTAL ($) |
| ||||||
G. LeBlanc (6) |
Termination without cause (other than following a change-in-control) |
2,700,000 | 724,034 | | | 3,424,034 | ||||||||||||||||
Termination for cause | | | | | | |||||||||||||||||
Voluntary resignation | | | | | | |||||||||||||||||
Death | | 1,577,108 | 788,584 | | 2,365,692 | |||||||||||||||||
Retirement (11) | | 724,034 | | | 724,034 | |||||||||||||||||
Termination without cause in the 18 months following a change-in-control | 2,700,000 | 1,577,108 | 788,584 | | 5,065,692 | |||||||||||||||||
W. Oosterman (7) (8) |
Termination without cause (other than following a change-in-control) |
2,700,000 | | | | 2,700,000 | ||||||||||||||||
Termination for cause | | | | | | |||||||||||||||||
Voluntary resignation | | | | | | |||||||||||||||||
Death | | 3,423,579 | 1,711,818 | 55,556 | 5,190,953 | |||||||||||||||||
Retirement (11) | | | | | | |||||||||||||||||
Termination without cause in the 18 months following a change-in-control | 2,700,000 | 3,423,579 | 1,711,818 | 55,556 | 7,890,953 | |||||||||||||||||
J. Watson (9) |
Termination without cause (other than following a change-in-control) |
2,250,000 | | | | 2,250,000 | ||||||||||||||||
Termination for cause | | | | | | |||||||||||||||||
Voluntary resignation | | | | | | |||||||||||||||||
Death | | 1,872,562 | 936,339 | | 2,808,901 | |||||||||||||||||
Retirement (11) | | | | | | |||||||||||||||||
Termination without cause in the 18 months following a change-in-control | 2,250,000 | 1,872,562 | 936,339 | | 5,058,901 | |||||||||||||||||
B. Kirby (10) |
Termination without cause (other than following a change-in-control) |
2,875,000 | 219,439 | | | 3,094,439 | ||||||||||||||||
Termination for cause | | | | | | |||||||||||||||||
Voluntary resignation | | | | | | |||||||||||||||||
Death | | 1,523,894 | 761,947 | | 2,285,841 | |||||||||||||||||
Retirement (11) | | 219,439 | | | 219,439 | |||||||||||||||||
Termination without cause in the 18 months following a change-in-control | 2,875,000 | 1,523,894 | 761,947 | | 5,160,841 |
(1) | For Messrs. LeBlanc, Oosterman, Watson and Kirby, this represents the severance indemnity payable in accordance with their respective employment agreements, as detailed in footnotes (6), (7), (8), (9) and (10) below. There are no special severance provisions in the event of a termination without cause following a change-in-control for Messrs. LeBlanc, Oosterman, Watson and Kirby, and such termination would therefore trigger the provisions set forth for termination without cause, if any. |
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11 Compensation of our named executive officers
(2) | Conforming to the Corporations non-competition, non-solicitation and confidentiality restrictive covenants until the end of the vesting period will render the individual eligible for continued vesting of RSUs. As of December 31, 2020, our NEOs had the following holdings, evaluated using the closing price of a board lot of common shares of BCE on the Toronto Stock Exchange on December 31, 2020, of $54.43, under the RSU plan. Accelerated vesting resulting from death was also calculated using the same price: |
NAME | NUMBER OF UNITS HELD |
VALUE AS
OF DECEMBER 31, 2020 |
||||||
G. LeBlanc |
15,673 | $853,074 | ||||||
W. Oosterman |
62,899 | $3,423,579 | ||||||
J. Watson |
34,403 | $1,872,562 | ||||||
B. Kirby |
23,966 | $1,304,455 |
(3) | In compliance with Income Tax Act requirements, the company will pay unvested 2020 RSUs elected in DSUs by December 31 of the year after the year of departure, but the participant will remain subject to the Conditions for Continued Vesting for the remainder of the Performance Period. If departure occurs on or after January 1, 2021, DSU payout will occur at time of vesting (December 31, 2022). As of December 31, 2020, our NEOs had the following holdings evaluated using the closing price of a board lot of common shares of BCE on the Toronto Stock Exchange on December 31, 2020, of $54.43, in unvested DSUs: |
NAME | NUMBER OF UNITS HELD |
VALUE AS OF DECEMBER 31, 2020 |
||||||
G. LeBlanc |
13,302 | $724,034 | ||||||
B. Kirby |
4,032 | $219,439 |
(4) | Conforming to the Corporations non-competition, non-solicitation and confidentiality restrictive covenants until the end of the performance period will render the individual eligible for continued vesting of PSUs. As of December 31, 2020, our NEOs had the following holdings, evaluated using the closing price of a board lot of common shares of BCE on the Toronto Stock Exchange on December 31, 2020, of $54.43, under the PSU plan. Accelerated vesting resulting from death was also calculated using the same price: |
NAME | NUMBER OF UNITS HELD |
VALUE AS
OF DECEMBER 31, 2020 |
||||||
G. LeBlanc |
14,488 | $788,584 | ||||||
W. Oosterman |
31,450 | $1,711,818 | ||||||
J. Watson |
17,203 | $936,339 | ||||||
B. Kirby |
13,999 | $761,947 |
(5) | Conforming to the Corporations non-competition, non-solicitation and confidentiality restrictive covenants until the stock option expiry date will render the individual eligible for continued vesting and rights to exercise the stock options granted between 2014 and 2020 until their expiry. In case of death or termination following a change-in-control, the value of the accelerated options is calculated using the closing price of a board lot of common shares of BCE on the Toronto Stock exchange on December 31, 2020 of $54.43. Refer to section 11.3, entitled Incentive plan awards, for complete details on outstanding stock options for our NEOs. |
(6) | Mr. LeBlancs employment agreement provides for the payment of a severance indemnity equal to 24 months of his base salary and annual short-term incentive award at target in effect at the time of termination if his employment is terminated by the Corporation other than for cause. This payment is subject to Mr. LeBlancs compliance with the 12-month non-competition (in Canada) and release provisions of his employment agreement. |
(7) | Mr. Oostermans employment agreement provides for the payment of a severance indemnity equal to 18 months of his base salary and annual short-term incentive award at target in effect at the time of termination if his employment is terminated by the Corporation other than for cause. This payment is subject to Mr. Oostermans compliance with the 12-month non-competition (in Canada) and release provisions of his employment agreement. |
(8) | Under the terms of Mr. Oostermans 2019 additional grants, retirement before January 1, 2021 is not considered a qualified retirement and treatment upon resignation would apply. |
(9) | Mr. Watsons employment agreement provides for the payment of a severance indemnity equal to 18 months of his base salary and annual short-term incentive award at target in effect at the time of termination if his employment is terminated by the Corporation other than for cause. This payment is subject to Mr. Watsons compliance with the 12-month non-competition (in Canada) and release provisions of his employment agreement. |
(10) | Even though there is no formal agreement between Mr. Kirby and the Corporation with respect to severance in the event of termination without cause, a severance indemnity equal to 23 months of his base salary and annual short-term incentive award at target has been estimated based on his seniority and years of service. |
(11) | Excludes pension entitlement; please refer to section 11.5, entitled Pension arrangements for pension amounts. |
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12 Other important information
12 Other important information
12.1 Interest of informed persons in material transactions
To the best of our knowledge, there have been no current or nominated directors or executive officers or any associate or affiliate of a current or nominated director or executive officer with a material interest in any transaction since the commencement of our most recently completed financial year or in any proposed transaction that has materially affected us or would materially affect us or any of our subsidiaries.
12.2 Personal loans to directors and officers
The Corporation and its subsidiaries have not granted loans or extended credit to any current or nominated directors or executive officers or to individuals who have held these positions during the last fiscal year, or to any of their associates, and to this extent we are compliant with the prohibition under the Sarbanes-Oxley Act.
12.3 Canadian ownership and control regulations
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12 Other important information
12.4 How to request more information
12.5 Shareholder proposals for our 2022 annual meeting
We will consider proposals from shareholders to include as items in the management proxy circular for our 2022 annual shareholder meeting.
Your proposals must be received by us by December 6, 2021.
84 | BCE INC. 2021 PROXY CIRCULAR
13 Schedule A Withdrawn shareholder proposal
13 Schedule A Withdrawn shareholder proposal
One shareholder proposal has been submitted by the Mouvement déducation et de défense des actionnaires (MÉDAC) for consideration at the meeting and was withdrawn after discussion with management. The full text of the withdrawn proposal and supporting comments are set out below (translation of the original proposal submitted by MÉDAC in French).
WITHDRAWN PROPOSAL PURPOSE AND UNDERTAKING
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BCE.CA