U.S. Securities and Exchange Commission
Washington, D.C. 20549
Form 40-F/A
Amendment No. 1
o | REGISTRATION STATEMENT PURSUANT TO SECTION 12 OF THE SECURITIES EXCHANGE ACT OF 1934 | |
OR |
||
ý |
ANNUAL REPORT PURSUANT TO SECTION 13(a) OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the fiscal year ended December 31, 2011 |
Commission File Number 1-8887 |
TRANSCANADA PIPELINES LIMITED
(Exact Name of Registrant as specified in its charter)
Canada
(Jurisdiction of incorporation or organization)
4922, 4923, 4924, 5172
(Primary Standard Industrial Classification Code Number (if applicable))
Not Applicable
(I.R.S. Employer Identification Number (if applicable))
TransCanada Tower, 450 - 1 Street S.W.
Calgary, Alberta, Canada, T2P 5H1
(403) 920-2000
(Address and telephone number of Registrant's principal executive offices)
TransCanada PipeLine USA Ltd., 717 Texas Street
Houston, Texas, 77002-2761; (832) 320-5201
(Name, address (including zip code) and telephone number (including area code)
of agent for service in the United States)
Securities registered pursuant to section 12(b) of the Act: None
Securities registered pursuant to Section 12(g) of the Act: None
Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act: Debt Securities
For annual reports, indicate by check mark the information filed with this Form:
ý Annual Information Form |
o Audited annual financial statements |
Indicate the number of outstanding shares of each of the issuer's classes of capital or common stock as of the close of the period covered by the annual report.
At December 31, 2011, 4,000,000 Cumulative Redeemable First Preferred Shares Series U
and 4,000,000 Cumulative Redeemable First Preferred Shares Series Y
were issued and outstanding.
731,998,733 common shares which are all owned by TransCanada Corporation
Indicate by check mark whether the Registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Exchange Act during the preceding 12 months (or such shorter period that the Registrant was required to file such reports) and (2) has been subject to such filing requirements for the past 90 days.
Yes ý |
No o |
Indicate by check mark whether the Registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Date File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the Registrant was required to submit and post such files).
Yes o |
No o |
The documents (or portions thereof) forming part of this Form 40-F are incorporated by reference into the following registration statements under the Securities Act of 1933, as amended:
Form
|
Registration No.
|
|
---|---|---|
F-9 |
333-163641 | |
F-9 |
333-177789 |
TransCanada PipeLines Limited ("TCPL" or "TransCanada") is filing this Form 40-F/A Amendment No. 1 to its Annual Report on Form 40-F for the year ended December 31, 2011 which was filed with the Securities and Exchange Commission on February 17, 2012, to include TCPL's Annual Information Form for the year ended December 31, 2011.
Other than as expressly set forth above, this Form 40-F/A does not, and does not purport to, amend, update, or restate the information in any Item of the Form 40-F or reflect any events that have occurred after the Form 40-F was filed.
The Registrant undertakes to make available, in person or by telephone, representatives to respond to inquiries made by the Commission staff, and to furnish promptly, when requested to do so by the Commission staff, information relating to: the securities registered pursuant to Form 40-F; the securities in relation to which the obligation to file an Annual Report on Form 40-F arises; or transactions in said securities.
This document contains certain information that is forward looking and is subject to important risks and uncertainties. The words "anticipate", "expect", "believe", "may", "should", "estimate", "project", "outlook", "forecast", "intend", "target", "plan" or other similar words are used to identify such forward-looking information. Forward-looking statements in this document are intended to provide TransCanada security holders and potential investors with information regarding TransCanada and its subsidiaries, including management's assessment of TransCanada's and its subsidiaries' future plans and financial outlook. Forward-looking statements in this document may include, but are not limited to, statements regarding:
These forward-looking statements reflect TransCanada's beliefs and assumptions based on information available at the time the statements were made and as such are not guarantees of future performance. By their nature, forward-looking statements are subject to various assumptions, risks and uncertainties which could cause TransCanada's actual results and achievements to differ materially from the anticipated results or expectations expressed or implied in such statements.
Key assumptions on which TransCanada's forward-looking statements are based include, but are not limited to, assumptions about:
The risks and uncertainties that could cause actual results or events to differ materially from current expectations include, but are not limited to:
Additional information on these and other factors is available in the reports filed by TransCanada with Canadian securities regulators and with the U.S. Securities and Exchange Commission (SEC).
Readers are cautioned against placing undue reliance on forward-looking information, which is given as of the date it is expressed in this document or otherwise, and not to use future-oriented information or financial outlooks for anything other than their intended purpose. TransCanada undertakes no obligation to publicly update or revise any forward-looking information in this document or otherwise, whether as a result of new information, future events or otherwise, except as required by law.
Pursuant to the requirements of the Exchange Act, the Registrant certifies that it meets all of the requirements for filing on Form 40-F/A and has duly caused this amendment to the Annual Report to be signed on its behalf by the undersigned, thereto duly authorized, in the City of Calgary, Province of Alberta, Canada.
TRANSCANADA PIPELINES LIMITED |
||||
Per: |
/s/ DONALD R. MARCHAND Donald R. Marchand Executive Vice-President and Chief Financial Officer Date: February 27, 2012 |
DOCUMENTS FILED AS PART OF THIS REPORT
*13.1 |
Management's Discussion and Analysis (included on pages 2 through 90 of the TCPL 2011 Management's Discussion and Analysis and Audited Consolidated Financial Statements). |
|
*13.2 |
2011 Audited Consolidated Financial Statements (included on pages 91 through 149 of the TCPL 2011 Management's Discussion and Analysis and Audited Consolidated Financial Statements), including the auditors' report thereon. |
|
*13.3 |
Independent Auditors' Report of Registered Public Accounting Firm on the 2011 Audited Consolidated Financial Statements. |
|
*13.4 |
Report of Independent Registered Public Accounting Firm on the effectiveness of TCPL's Internal Control Over Financial Reporting, as of December 31, 2011. |
|
13.5 |
TCPL's Annual Information Form for the year ended December 31, 2011. |
EXHIBITS
31.1 |
Certification of Chief Executive Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002. |
|
31.2 |
Certification of Chief Financial Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002. |
TransCanada PipeLines Limited
2011 Annual information form
February 17, 2012
Table of Contents |
1 | ||||
Presentation of information |
3 | ||||
Forward looking information |
3 | ||||
TransCanada PipeLines Limited |
4 | ||||
Corporate structure |
4 | ||||
Intercorporate relationships |
5 | ||||
General development of the business |
6 | ||||
Developments in the Natural Gas Pipelines business |
7 | ||||
Developments in the Oil Pipelines business |
9 | ||||
Developments in the Energy business |
10 | ||||
Business of TCPL |
11 | ||||
Natural Gas Pipelines business |
11 | ||||
Oil Pipelines business |
14 | ||||
Regulation of the Natural Gas and Oil Pipelines businesses |
14 | ||||
Energy business |
15 | ||||
General |
17 | ||||
Employees |
17 | ||||
Social and environmental policies |
17 | ||||
Environmental protection |
18 | ||||
Risk factors |
19 | ||||
Environmental risk factors |
19 | ||||
Other risk factors |
21 | ||||
Dividends |
21 | ||||
Description of capital structure |
22 | ||||
Share capital |
22 | ||||
Debt |
23 | ||||
Credit ratings |
23 | ||||
DBRS Limited (DBRS) |
24 | ||||
Moody's Investors Service, Inc. (Moody's) |
24 | ||||
Standard & Poor's (S&P) |
24 | ||||
Market for securities |
25 | ||||
Common shares |
25 | ||||
Series 1 preferred shares |
25 | ||||
Series 3 preferred shares |
26 | ||||
Series 5 preferred shares |
26 | ||||
Series U Preferred Shares and Series Y Preferred Shares |
26 | ||||
Directors and officers |
27 | ||||
Directors |
27 | ||||
Board committees |
29 | ||||
Officers |
29 | ||||
Conflicts of interest |
31 | ||||
Corporate governance |
32 | ||||
Audit committee |
32 | ||||
Relevant education and experience of members |
32 | ||||
Pre-approval policies and procedures |
33 | ||||
External auditor service fees |
34 | ||||
Loans to directors and executive officers |
34 | ||||
Securities owned by directors |
34 | ||||
Compensation of directors |
34 | ||||
Executive compensation discussion and analysis |
34 | ||||
Legal proceedings and regulatory actions |
35 | ||||
Transfer agent and registrar |
35 | ||||
Interest of experts |
35 | ||||
Additional information |
35 | ||||
|
2011 Annual information form 1
Glossary |
36 | ||||
Schedule A |
39 | ||||
Metric conversion table |
39 | ||||
Schedule B |
40 | ||||
Corporate governance |
40 | ||||
Schedule C |
55 | ||||
Charter of the Audit Committee |
55 | ||||
Schedule D |
62 | ||||
Loans to directors and executive officers |
62 | ||||
Securities owned by directors |
62 | ||||
Compensation of directors |
63 | ||||
Schedule E |
67 | ||||
Compensation governance |
67 | ||||
Schedule F |
73 | ||||
Executive compensation, discussion and analysis (CD&A) |
73 | ||||
Schedule G |
120 | ||||
Charter of the Board of Directors |
120 |
2 TransCanada PipeLines Limited
Presentation of information
Unless the context indicates otherwise, a reference in this Annual Information Form ("AIF") to "TCPL" or the "Company", "we", "us" and "our" includes TCPL's parent, TransCanada Corporation ("TransCanada") and the subsidiaries of TCPL through which its various business operations are conducted and a reference to "TransCanada" includes TransCanada Corporation and the subsidiaries of TransCanada Corporation, including TCPL. Where TCPL is referred to with respect to actions that occurred prior to its 2003 plan of arrangement with TransCanada, which is described below under the heading TransCanada PipeLines Limited Corporate Structure, these actions were taken by TCPL or its subsidiaries. The term "subsidiary", when referred to in this AIF, with reference to TCPL means direct and indirect wholly owned subsidiaries of, and legal entities controlled by, TransCanada or TCPL, as applicable.
Unless otherwise noted, the information contained in this AIF is given at or for the year ended December 31, 2011 ("Year End"). Amounts are expressed in Canadian dollars unless otherwise indicated. Information in relation to metric conversion can be found at Schedule A to this AIF. Terms defined throughout this AIF are listed in the Glossary found at the end of this AIF.
Financial information is presented in accordance with Canadian generally accepted accounting principles.
Certain portions of TCPL's Management's Discussion and Analysis dated February 13, 2012 ("MD&A") are incorporated by reference into this AIF as stated below. The MD&A can be found on SEDAR (www.sedar.com) under TCPL's profile.
Effective January 1, 2012, TCPL adopted U.S. generally accepted accounting principles ("U.S. GAAP") for reporting purposes. For more information regarding TCPL adoption of U.S. GAAP, refer to the MD&A under the headings Accounting Changes Future Accounting Changes.
Forward looking information
This AIF, including the MD&A disclosure incorporated by reference herein, contains certain information that is forward looking and is subject to important risks and uncertainties. The words "anticipate", "expect", "believe", "may", "should", "estimate", "project", "outlook", "forecast", "intend", "target", "plan" or other similar words are used to identify such forward-looking information. Forward-looking statements in this document are intended to provide TCPL holders and potential investors with information regarding TCPL and its subsidiaries, including management's assessment of TCPL's and its subsidiaries' future plans and financial outlook. Forward-looking statements in this document may include, but are not limited to, statements regarding:
These forward-looking statements reflect TCPL's beliefs and assumptions based on information available at the time the statements were made and as such are not guarantees of future performance. By their nature, forward-looking statements are subject to various assumptions, risks and uncertainties which could cause TCPL's actual results and achievements to differ materially from the anticipated results or expectations expressed or implied in such statements.
2011 Annual information form 3
Key assumptions on which TCPL's forward-looking statements are based include, but are not limited to, assumptions about:
The risks and uncertainties that could cause actual results or events to differ materially from current expectations include, but are not limited to:
Additional information on these and other factors is available in the reports filed by TCPL with Canadian securities regulators and with the U.S. Securities and Exchange Commission ("SEC").
Readers are cautioned against placing undue reliance on forward-looking information, which is given as of the date it is expressed in this AIF, or the MD&A disclosure incorporated by reference herein, and not to use future-oriented information or financial outlooks for anything other than their intended purpose. TCPL undertakes no obligation to publicly update or revise any forward-looking information in this AIF or the MD&A disclosure incorporated by reference herein whether as a result of new information, future events or otherwise, except as required by law.
TransCanada PipeLines Limited
Corporate structure
TCPL's head office and registered office are located at 450 - 1st Street S.W., Calgary, Alberta, T2P 5H1.
4 TransCanada PipeLines Limited
TCPL is a Canadian public company. Significant dates and events are set forth below.
Date |
Event |
|
---|---|---|
March 21, 1951 |
Incorporated by Special Act of Parliament as Trans-Canada Pipe Lines Limited. | |
April 19, 1972 |
Continued under the Canada Corporations Act by Letters Patent, which included the alteration of its capital and change of name to TransCanada PipeLines Limited. | |
June 1, 1979 |
Continued under the Canada Business Corporations Act ("CBCA"). | |
July 2, 1998 |
Certificate of Arrangement issued in connection with the Plan of Arrangement with NOVA Corporation under which the companies merged and then split off the commodity chemicals business carried on by NOVA Corporation into a separate public company. | |
January 1, 1999 |
Certificate of Amalgamation issued reflecting TCPL's vertical short form amalgamation with a wholly owned subsidiary, Alberta Natural Gas Company Ltd. | |
January 1, 2000 |
Certificate of Amalgamation issued reflecting TCPL's vertical short form amalgamation with a wholly owned subsidiary, NOVA Gas International Ltd. | |
May 4, 2001 |
Restated TransCanada PipeLines Limited Articles of Incorporation filed. | |
June 20, 2002 |
Restated TransCanada PipeLines Limited By-Laws filed. | |
May 15, 2003 |
Certificate of Arrangement issued in connection with the plan of arrangement with TransCanada. TransCanada was incorporated pursuant to the provisions of the CBCA on February 25, 2003. The arrangement was approved by TCPL common shareholders on April 25, 2003 and following court approval, Articles of Arrangement were filed making the arrangement effective May 15, 2003. The common shareholders of TCPL exchanged each of their common shares of TCPL for one common share of TransCanada. The debt securities and preferred shares of TCPL remained obligations and securities of TCPL. TCPL continues to carry on business as the principal operating subsidiary of the TransCanada group of entities. | |
Intercorporate relationships
The following diagram presents the name and jurisdiction of incorporation, continuance or formation of TCPL's principal subsidiaries as at Year End. Each of the subsidiaries shown has total assets that exceeded 10 per cent of the total consolidated assets of TransCanada or revenues that exceeded 10 per cent of the total consolidated revenues of TransCanada as at Year End. TransCanada beneficially owns, controls or directs, directly or indirectly, 100 per cent of the voting shares in each of these subsidiaries, with the exception of TransCanada Keystone Pipeline, LP in which TransCanada indirectly holds 100 per cent of the partnership interests.
2011 Annual information form 5
The above diagram does not include all of the subsidiaries of TCPL. The assets and revenues of excluded subsidiaries in the aggregate did not exceed 20 per cent of the total consolidated assets or total consolidated revenues of TransCanada as at Year End.
General development of the business
Our reportable business segments are "Natural Gas Pipelines", "Oil Pipelines" and "Energy". Natural Gas Pipelines and Oil Pipelines are principally comprised of the Company's respective natural gas and oil pipelines in Canada, the U.S. and Mexico and our regulated natural gas storage operations in the U.S. Energy includes the Company's power operations and the non-regulated natural gas storage business in Canada. Further information regarding our Natural Gas Pipelines, Oil Pipelines and Energy businesses is available in this AIF under the heading Business of TCPL.
Summarized below are significant developments that have occurred in TCPL's Natural Gas Pipelines, Oil Pipelines and Energy businesses, respectively, and the significant acquisitions, dispositions, events or conditions which have had an influence on that development, during the last three financial years.
6 TransCanada PipeLines Limited
Developments in the Natural Gas Pipelines business
Date |
Description of development |
|
---|---|---|
Canadian Mainline |
||
December 2009 |
The National Energy Board ("NEB") approved TCPL's application for 2010 final tolls for the Canadian Mainline, effective January 1, 2010. The 2010 calculated return on equity was 8.52 per cent. Reduced throughput and greater use of shorter distance transportation contracts resulted in an increase in tolls for 2010 compared to 2009. | |
December 2010 |
TCPL filed an application with the NEB for approval of the interim 2011 tolls for the Canadian Mainline which contained certain changes to the tolling mechanism to reduce long haul tolls. The NEB decided not to approve the tolls as requested in the interim tolls application and set the then current 2010 tolls as interim commencing January 1, 2011. | |
January - February 2011 |
TCPL received approval for revised interim tolls, effective March 1, 2011 which increased interim tolls to more closely align with tolls calculated in accordance with the 2007-2011 settlement with stakeholders and will more closely reflect the Canadian Mainline's costs and throughput for 2011. | |
September - October 2011 |
TCPL filed with the NEB a 2012 Tolls Application and Restructuring Proposal (the "Restructuring Proposal") designed to enhance the long-term economic viability of the Canadian Mainline. The application also seeks approval of tolls for 2012-2013, including an after tax weighted average cost of capital return of 7.0 percent assuming the Restructuring Proposal is approved. The Restructuring Proposal includes toll design and service and pricing modifications, a depreciation proposal, and geographic extension of the Alberta System service by NOVA Gas Transmission Ltd. ("NGTL") acquiring capacity on the Canadian Mainline and Foothills systems. The application has been set down for hearing (proceeding RH-003-2011) in the second to fourth quarters of 2012, and a decision is expected in late 2012 or early 2013. | |
November 2011 |
TCPL refiled a supplemental application with the NEB to construct $130 million of new pipeline infrastructure on the Canadian Mainline, to receive Marcellus shale natural gas from the U.S. at the Niagara Falls receipt point for further transportation to Eastern markets. Subject to regulatory approval, deliveries from Niagara Falls are expected to begin at a rate of 230 million cubic feet per day ("MMcf/d") in November 2012 and then increase to 350 MMcf/d by November 2013. | |
November - December 2011 |
TCPL filed for and received approval to implement interim 2012 tolls on the Canadian Mainline effective January 1, 2012, at the same level as the currently approved 2011 final tolls. The NEB approved TCPL's application for 2011 final tolls for the Canadian Mainline at the level of the tolls that were being charged on an interim basis. Final 2011 tolls were calculated in accordance with previously approved toll methodologies and were based on the principles contained in the 2007-2011 settlement with stakeholders, with adjustments to reduce toll impacts. Certain aspects of the 2011 revenue requirement were rolled into the RH-003-2011 proceeding referred to above. | |
Alberta System |
||
February 2009 |
The NEB approved TCPL's June 2008 application for federal regulation of the Alberta System effective April 29, 2009. | |
February 2009 |
TCPL announced the successful completion of a binding open season, securing support for firm transportation contracts of 378 MMcf/d for the Horn River pipeline. | |
February 2010 |
TCPL filed an application with the NEB for approval to construct and operate the Horn River pipeline. | |
March 2010 |
The North Central Corridor expansion of the Alberta System was completed. | |
March 2010 |
The NEB approved TCPL's application after a public hearing to construct and operate the Groundbirch pipeline project. | |
June 2010 |
TCPL reached a three year settlement agreement with the Alberta System shippers and other interested parties and filed a 2010-2012 Revenue Requirement Settlement Application with the NEB. | |
August 2010 |
The NEB approved TCPL 's November 2009 application for the Alberta System's Rate Design Settlement and the commercial integration of the ATCO Pipelines system with the Alberta System. | |
September 2010 |
The NEB approved the Alberta System's 2010-2012 Revenue Requirement Settlement Application. | |
October 2010 |
The NEB approved final 2010 rates for the Alberta System, which reflect the Alberta System 2010-2012 Revenue Requirement Settlement and Rate Design Settlement. | |
December 2010 |
The NEB approved the interim 2011 tolls for the Alberta System reflecting the 2010-2012 Revenue Requirement Settlement and continuing to transition to the toll methodology approved in the Rate Design Settlement. | |
December 2010 |
Groundbirch pipeline was completed and began transporting natural gas from the Montney shale gas formation into the Alberta System. | |
January 2011 |
TCPL received approval from the NEB to construct the Horn River pipeline. | |
2011 Annual information form 7
Date |
Description of development |
|
---|---|---|
March 2011 |
TCPL commenced construction of the $275 million Horn River project, with a targeted completion date of second quarter 2012. In addition, the Company executed an agreement to extend the Horn River pipeline by approximately 100 kilometer ("km") (62 miles) at an estimated cost of $230 million. An application requesting approval to construct and operate this extension was filed with the NEB in October 2011. The total contracted volumes for Horn River, including the extension, are expected to be approximately 900 MMcf/d by 2020. | |
August 2011 |
The NEB approved construction of a 24 km (15 miles) extension of the Groundbirch pipeline and construction commenced in August, with an expected in service date of April 2012. | |
October 2011 |
Commercial integration of the NGTL and ATCO Pipelines systems commenced. Under an agreement, the facilities of NGTL and ATCO Pipelines are commercially operated as a single transmission system and transportation service is provided to customers by NGTL pursuant to NGTL's tariff and suite of rates and services. The agreement further identifies distinct geographic areas within Alberta for the construction of new facilities by each of NGTL and ATCO Pipelines. | |
October 2011 |
The NEB approved the construction of natural gas pipeline projects for the Alberta System with a capital cost of approximately $910 million. Further pipeline projects with a total capital cost of approximately $810 million are awaiting NEB decision. | |
November - December 2011 |
The regulatory decisions by which commercial integration of the NGTL and ATCO Pipelines systems were authorized are the subject of appeals to the Federal Court of Appeal. The timing of the hearing of the appeals is uncertain, but TCPL expects it to be before the end of 2012. | |
December 2011 |
TCPL filed for interim 2012 tolls on the Alberta System to be effective January 1, 2012. These tolls have been approved on an interim basis pending the outcome of the NEB's decision on the application filed for the Restructuring Proposal. | |
Mackenzie Gas Project |
||
December 2009 |
A Joint Review Panel of the Canadian government released a report on environmental and socio-economic factors in relation to the Mackenzie Gas Project. The report was submitted to the NEB as part of the review process for approval of the project. | |
December 2010 |
The NEB approved the proponents' application to construct the Mackenzie Gas Project subject to numerous conditions. | |
March 2011 |
The NEB issued a Certificate of Public Convenience and Necessity for the Mackenzie Gas Project. | |
Alaska Pipeline Project |
||
June 2009 |
TCPL reached an agreement with ExxonMobil Corporation to jointly advance the Alaska Pipeline Project. A joint project team is developing the engineering, environmental, aboriginal relations and commercial work. | |
April 2010 |
The Alaska Pipeline open season commenced. | |
Third Quarter 2010 |
Interested shippers on the proposed Alaska Pipeline Project submitted conditional commercial bids in the open season that closed in July 2010. The Alaska Pipeline Project team continued to work with shippers to resolve conditional bids received as part of the project's open season in working toward a U.S. Federal Energy Regulatory Commission ("FERC") application deadline of October 2012 for the Alberta option that would extend from Prudhoe Bay to points near Fairbanks and Delta Junction, and then to the Alaska/Canada border where the pipeline would connect with a new pipeline in Canada. | |
January 2012 |
TCPL commenced initial discussions with Alaska North Slope producers regarding an alternative pipeline route, the liquefied natural gas option, that would extend from Prudhoe Bay to liquefied natural gas facilities, to be built by third parties, located in south-central Alaska. | |
Bison |
||
December 2010 |
Construction of Bison pipeline, a 487 km (303 miles) pipeline, was completed. | |
January 2011 |
Bison pipeline was placed into commercial service. | |
May 2011 |
TCPL closed the sale of a 25 per cent interest in each of Gas Transmission Northwest LLC and Bison Pipeline LLC to TC PipeLines, LP for a total transaction value of $605 million, which included U.S. $81 million or 25 percent of Gas Transmission Northwest LLC's debt outstanding. | |
GTN |
||
May 2011 |
TCPL closed the sale of a 25 per cent interest in each of Gas Transmission Northwest LLC and Bison Pipeline LLC to TC PipeLines, LP for a total transaction value of $605 million, which included U.S. $81 million or 25 percent of Gas Transmission Northwest LLC's debt outstanding. | |
November 2011 |
The FERC approved a settlement agreement between GTN and its shippers for new transportation rates to be effective January 2012 through December 2015. This settlement also requires GTN to file for new rates that are to be effective January 2016. | |
Great Lakes |
||
November 2009 |
The FERC initiated an investigation to determine whether rates on Great Lakes were just and reasonable. In response, Great Lakes Gas Transmission Limited Partnership filed a cost and revenue study with the FERC in February 2010. | |
July 2010 |
The FERC approved, without modification, the settlement stipulation agreement reached among Great Lakes Gas Transmission Limited Partnership, active participants and the FERC trial staff. As approved, the stipulation and agreement applies to all current and future shippers on Great Lakes. | |
8 TransCanada PipeLines Limited
Date |
Description of development |
|
---|---|---|
North Baja |
||
July 2009 |
TCPL completed the sale of North Baja Pipeline, LLC to TC PipeLines, LP. | |
Guadalajara |
||
May 2009 |
TCPL announced that it was the successful bidder on a contract to build, own and operate the Guadalajara pipeline. | |
June 2011 |
The Guadalajara pipeline was completed. TCPL and the Comisión Federal de Electricidad, Mexico's federal government owned electrical company have agreed to add a US$60 million compressor station to the pipeline that is expected to be operational early in 2013. | |
Further information about developments in the Natural Gas Pipelines business can be found in the MD&A under the headings TransCanada's Strategy, Natural Gas Pipelines Highlights, Natural Gas Pipelines Financial Analysis and Natural Gas Pipelines Opportunities and Developments.
Developments in the Oil Pipelines business
Date |
Description of development |
|
---|---|---|
Keystone |
||
August 2009 |
TCPL became sole owner of the Keystone project through the purchase of ConocoPhillips' remaining interest for US$553 million and the assumption of US$197 million of short-term debt. | |
March 2010 |
The NEB approved TCPL's application to construct and operate the Canadian portion of the Keystone U.S. Gulf Coast expansion ("Keystone XL"). | |
April 2010 |
The U.S. Department of State issued a Draft Environmental Impact Statement for Keystone XL. | |
June 2010 |
Keystone commenced operating at a reduced maximum operating pressure as the first section of Keystone began delivering oil from Hardisty, Alberta to Wood River and Patoka in Illinois ("Wood River/Patoka"). | |
November 2010 |
The open seasons for the Bakken Marketlink and Cushing Marketlink projects, which commenced in September 2010, closed successfully. | |
December 2010 |
The reduced maximum operating pressure restriction on the Canadian conversion section of the Wood River/Patoka section of Keystone was removed by the NEB following the completion of in-line inspections. | |
Fourth Quarter 2010 |
Construction of the second section of Keystone extending the pipeline from Steele City, Nebraska to Cushing, Oklahoma (the "Cushing Extension") was completed, and line fill commenced in late 2010. | |
January 2011 |
Required operational modifications were completed on the Canadian conversion section of Keystone. As a result, the system was capable of operating at the approved design pressure. | |
February 2011 |
The commercial in service of the Cushing Extension commenced, and the Company also commenced recording earnings for the Wood River/Patoka section. | |
May 2011 |
Revised tolls came into effect for the Wood River/Patoka section. | |
Second Quarter 2011 |
The U.S. Department of Transportation Pipeline and Hazardous Materials Safety Administration issued a corrective action order on Keystone as a result of two above-ground incidents at pump stations in North Dakota and Kansas. TCPL filed a re-start plan with the U.S. Pipeline and Hazardous Material Safety Administration which was approved in June 2011. | |
August 2011 |
TCPL received a Final Environmental Impact Statement regarding the Keystone XL U.S. Presidential Permit application. | |
November 2011 |
The U.S Department of State announced that further analysis of route options for Keystone XL would need to be investigated, with a specific focus on the Sandhills area of Nebraska. The review could be completed as early as the first quarter of 2013. | |
December 2011 |
TCPL announced that it received additional binding commitments in support of Keystone XL following the conclusion of the Keystone Houston Lateral open season, which commenced in August 2011. | |
January 2012 |
The U.S. Department of State denied TCPL's application requesting a Presidential Permit to construct Keystone XL. The Company plans to submit a revised Presidential Permit application for Keystone XL. | |
Further information about developments in the Oil Pipelines business can be found in the MD&A under the headings TCPL's Strategy, Oil Pipelines Highlights, Oil Pipelines Financial Analysis and Oil Pipelines Opportunities and Developments.
2011 Annual information form 9
Developments in the Energy business
Date |
Description of development |
|
---|---|---|
Ravenswood |
||
May 2009 |
Ravenswood's 981 MW Unit 30 returned to service. Subsequent to closing the acquisition of Ravenswood in August 2008, TCPL experienced a forced outage event related to the unit. TCPL has filed claims against the insurers to enforce its rights under the insurance policies and litigation proceedings are ongoing. | |
Third and Fourth Quarters 2011 |
Since July 2011, spot prices for capacity sales in the New York Zone J market have been negatively impacted by the manner in which the New York Independent System Operator ("NYISO") has applied pricing rules for a new power plant that recently began service in this market. TCPL believes that this application of pricing rules by the NYISO is in direct contravention of a series of the FERC orders which direct how new entrant capacity is to be treated for the purpose of determining capacity prices. TCPL and other parties have filed formal complaints with the FERC that are currently pending. The outcome of the complaints and longer-term impact that this development may have on Ravenswood is unknown. During third quarter 2011, the demand curve reset process was completed following the FERC's acceptance of the NYISO's September 22, 2011 compliance filing. This resulted in increased demand curve rates that apply going forward to 2014. Until the above noted NYISO actions relative to new unit pricing are resolved, capacity prices are expected to remain volatile | |
Bécancour |
||
June 2011 |
Hydro-Québec Distribution ("Hydro-Québec") notified TCPL it would exercise its option to extend the agreement to suspend all electricity generation from Bécancour throughout 2012. Under the original agreement, Hydro-Québec has the option, to extend the suspension on an annual basis until such time as regional electricity demand levels recover. TCPL continues to receive capacity payments under the agreement similar to those that would have been received under the normal course of operation. | |
Bruce Power |
||
November 2011 |
Bruce Power commenced the approximately six month West Shift Plus outage as part of the life extension strategy for Unit 3. Subject to regulatory approval, Unit 3 is expected to return to service in second quarter 2012. | |
February 2011 |
The Bruce Power Refurbishment Implementation Agreement (the "BPRIA") was amended to extend the suspension date for Bruce A contingent support payments from December 31, 2011 to June 1, 2012. Contingent support payments received from the OPA by Bruce A are equal to the difference between the fixed prices under the BPRIA and spot market prices. As a result of the amendment, all output from Bruce A will be subject to spot prices effective June 1, 2012 until the restart of both Units 1 and 2 is complete. Bruce Power and the OPA had amended certain terms and conditions of the BPRIA in July 2009, which included: amendments to the Bruce B floor price mechanism, the removal of a support payment cap for Bruce A, an amendment to the capital cost-sharing mechanism, and addition of a provision for deemed generation payments to Bruce Power at the contracted prices under circumstances where generation from Bruce A and Bruce B is reduced due to system curtailments on the Independent Electricity System Operator controlled grid in Ontario. Under the original BPRIA, which was signed in 2005, Bruce A committed to refurbish and restart the currently idle Units 1 and 2, extend the operating life of Unit 3 and replace the steam generators on Unit 4. Fuelling of both Unit 2 and Unit 1 has now been completed and the final phases of commissioning for Unit 2 are underway. Subject to regulatory approval, Bruce Power expects to commence commercial operations of Unit 2 in first quarter 2012 and commercial operations of Unit 1 in third quarter 2012. | |
Portlands Energy |
||
April 2009 |
The 550 megawatt ("MW") Portlands Energy power plant was fully commissioned. | |
Oakville Generating Station |
||
September 2009 |
The OPA advised TCPL that it was awarded a 20 year Clean Energy Supply contract to build, own and operate a 900 MW generating station in Oakville, Ontario. | |
October 2010 |
The Government of Ontario announced that it would not proceed with the Oakville generating station. | |
August 2011 |
TCPL, the Government of Ontario and the OPA reached a formal agreement to use arbitration to settle a dispute resulting from termination of the 20 year Clean Energy Supply contract with the OPA referred to above. | |
Cartier Wind |
||
Third Quarter 2009 |
Construction activity began on the Cartier Wind's 212 MW Gros-Morne and 58 MW Montagne-Sèche wind farms. | |
November 2011 |
The Montagne-Sèche project and phase one of the Gros-Morne wind farm were completed. | |
Coolidge |
||
August 2009 |
TCPL began construction of the 575 MW Coolidge power generating station. | |
May 2011 |
Coolidge power generating station was completed and placed in service. | |
10 TransCanada PipeLines Limited
Date |
Description of development |
|
---|---|---|
Kibby Wind |
||
October 2009 |
The 22 turbine, 66 MW first phase of Kibby Wind was completed and placed in service. | |
October 2010 |
The 22 turbine, 66 MW second phase of Kibby Wind was completed and placed in service. | |
Sundance |
||
February 2011 |
TCPL received notice from TransAlta Corporation ("TransAlta") under the Sundance A power purchase arrangement that TransAlta determined that the Sundance 1 and 2 generating units cannot be economically repaired, replaced, rebuilt or restored and that TransAlta therefore seeks to terminate the power purchase arrangement in respect of those units. In December 2010, the Sundance 1 and 2 generating units were withdrawn from service and were subject to a force majeure claim by TransAlta in January 2011. TCPL has disputed both claims under the binding dispute resolution process provided in the power purchase arrangement and both matters will be heard through a single binding arbitration process. The arbitration panel has scheduled a hearing in April 2012 for these claims. | |
Halton Hills |
||
September 2010 |
The 683 MW Halton Hills power plant was completed and placed in service. | |
Ontario Solar |
||
December 2011 |
Subject to a number of conditions precedent, TransCanada agreed to purchase nine Ontario solar power projects from Canadian Solar Solutions Inc. with a combined capacity of 86 MW for approximately $470 million. | |
Further information about developments in the Energy business can be found in the MD&A under the headings TCPL's Strategy, Energy Highlights, Energy Financial Analysis and Energy Opportunities and Developments.
Business of TCPL
We are a leading North American energy infrastructure company focused on Natural Gas Pipelines, Oil Pipelines and Energy. At Year End, Natural Gas Pipelines accounted for approximately 49 per cent of revenues and 48 per cent of TCPL's total assets, Oil Pipelines accounted for approximately 9 per cent of revenues and 19 per cent of TCPL's total assets and Energy accounted for approximately 42 per cent of revenues and 29 per cent of TCPL's total assets. The following table shows TCPL's revenues from operations by segment, classified geographically, for the years ended December 31, 2011 and 2010.
Revenues from operations (millions of dollars) |
2011 | 2010 | ||||||
Natural Gas Pipelines |
||||||||
Canada - Domestic |
$ | 2,187 | $ | 2,125 | ||||
Canada - Export(1) |
787 | 837 | ||||||
United States and other |
1,526 | 1,411 | ||||||
|
4,500 | 4,373 | ||||||
Oil Pipelines |
||||||||
Canada - Domestic |
| | ||||||
Canada - Export(1) |
300 | | ||||||
United States and other |
527 | | ||||||
|
827 | NIL | ||||||
Energy(2) |
||||||||
Canada - Domestic |
2,649 | 2,243 | ||||||
Canada - Export(1) |
| 1 | ||||||
United States and other |
1,163 | 1,447 | ||||||
|
3,812 | 3,691 | ||||||
Total revenues(3) |
$ | 9,139 | $ | 8,064 | ||||
The following is a description of each of TCPL's three main areas of operations.
Natural Gas Pipelines business
TCPL has substantial Canadian and U.S. natural gas pipeline and related holdings, including those listed below. The following natural gas pipelines are owned 100 per cent by TCPL unless otherwise stated.
2011 Annual information form 11
TCPL has the following natural gas pipelines and related holdings in Canada:
TCPL has the following natural gas pipelines and related holdings in the U.S.:
12 TransCanada PipeLines Limited
2011 Annual information form 13
TCPL has the following natural gas pipeline and related holdings in Mexico and South America:
Further information about the Company's pipeline holdings, developments and opportunities and significant regulatory developments which relate to Natural Gas Pipelines can be found in the MD&A under the headings Natural Gas Pipelines, Natural Gas Pipelines Opportunities and Developments and Natural Gas Pipelines Financial Analysis.
Oil Pipelines business
The Company's Keystone pipeline system and other opportunities in TCPL's Oil Pipelines business are described below.
Keystone is a 3,467 km (2,154 miles) crude oil pipeline extending from Hardisty, Alberta, to U.S. markets at Wood River and Patoka in Illinois, and from Steele City, Nebraska to Cushing, Oklahoma. The Wood River/Patoka and Cushing Extension sections commenced commercial operations in June 2010 and February 2011, respectively. In January 2012, the U.S. Department of State denied TCPL's application to construct Keystone XL, a 2,673 km (1,661 miles) extension and expansion of the pipeline to the U.S. Gulf Coast. The Company intends to re-apply for a Presidential Permit for Keystone XL.
Further information about the Company's pipeline holdings, developments and opportunities and significant regulatory developments which relate to Oil Pipelines can be found in the MD&A under the headings Oil Pipelines, Oil Pipelines Opportunities and Developments and Oil Pipelines Financial Analysis.
Regulation of the Natural Gas and Oil Pipelines businesses
Canada
Natural Gas Pipelines
Under the terms of the National Energy Board Act (Canada), the Canadian Mainline, TQM, Foothills, and the Alberta System (collectively the "Systems") are regulated by the NEB. The NEB sets tolls that
provide TCPL the opportunity to recover costs of transporting natural gas, including the return of capital (depreciation) and return on the average investment base for each of the Systems. In
addition, new facilities are approved by the NEB before construction begins and the NEB regulates the operations of
each of the Systems. Net earnings of the Systems may be affected by changes in investment base, the allowed return on equity, and any incentive earnings.
Oil Pipelines
The NEB regulates the terms and conditions of service, including rates, and the physical operation of the Canadian portion of the Keystone system. NEB approval is also required for facility additions.
The rates for
14 TransCanada PipeLines Limited
transportation service on the Keystone system are calculated in accordance with a methodology agreed to in transportation service agreements between Keystone and its shippers, and approved by the NEB.
United States
Natural Gas Pipelines
TCPL's wholly owned and partially owned U.S. pipelines, including the ANR, Bison, GTN, Great Lakes, Iroquois, Portland, Northern Border, North Baja and Tuscarora systems, are
considered "natural gas companies" operating under the provisions of the Natural Gas Act of 1938 and the Natural Gas Policy Act
of 1978, and are subject to the jurisdiction of the FERC. The Natural Gas Act of 1938 grants the FERC authority over the
construction and operation of pipelines and related facilities. The FERC also has authority to regulate rates for natural gas transportation and interstate commerce.
Oil Pipelines
The FERC also regulates the terms and conditions of service, including transportation rates, on the U.S. portion of the Keystone system. Certain states in which Keystone has rights of way also
regulate construction and siting of Keystone.
Energy business
The Energy segment of our business includes the acquisition, development, construction, ownership and operation of electrical power generation plants, the purchase and marketing of electricity, the provision of electricity account services to energy and industrial customers, and the development, construction, ownership and operation of non-regulated natural gas storage in Alberta.
The electrical power generation plants and power supply that TCPL has an interest in, including those under development, in the aggregate, represent more than 10,800 MW of power generation capacity. Power plants and power supply in Canadian power account for approximately 65 per cent of this total, and power plants in U.S. power account for the balance, being approximately 35 per cent.
TCPL owns and operates the following facilities:
2011 Annual information form 15
TCPL has the following long-term power purchase arrangements in place:
TCPL has interests in the following:
Further information about the Company's energy holdings and significant developments and opportunities in relation to Energy can be found in the MD&A under the headings Energy, Energy Highlights, Energy Financial Analysis, and Energy Opportunities and Developments.
16 TransCanada PipeLines Limited
General
Employees
At Year End, TCPL had approximately 4,300 full time active employees, substantially all of whom were employed in Canada and the U.S., as set forth in the following table.
Calgary |
1,955 | |||
Western Canada (excluding Calgary) |
451 | |||
Houston |
467 | |||
U.S. Midwest |
440 | |||
U.S. Northeast |
403 | |||
Eastern Canada |
253 | |||
U.S. Southeast/Gulf Coast |
246 | |||
U.S. West Coast |
79 | |||
Mexico and South America |
5 | |||
Total |
4,299 | |||
Social and environmental policies
Health, safety and environment ("HSE") are top priorities in all of TCPL's operations and business activities. These areas are guided by our HSE Commitment Statement, which outlines guiding principles for a safe and healthy environment for TCPL's employees, contractors and the public, and for our commitment to protect the environment. All employees are responsible for TCPL's HSE performance. We are committed to being an industry leader in conducting our business so that it meets or exceeds all applicable laws and regulations, and minimizes risk to the public, and the environment. We are committed to continually improving our HSE performance, and to promoting safety on and off the job, in the belief that all occupational injuries and illnesses are preventable. We endeavour to do business with companies and contractors that share our perspective and expectation on HSE performance and influence them to improve their collective performance. We are committed to respecting the diverse environments and cultures in which we operate and to support open communication with our stakeholders.
The Health, Safety and Environment Committee of our Board of Directors (the "Board") monitors compliance with the Company's HSE corporate policy through regular reporting. TCPL's integrated HSE management system is modeled after the International Organization for Standardization standard for environmental management systems, ISO 14001; and the Occupational Health and Safety Assessment Series (OHSAS 18001) for occupational health and safety. Our HSE management system conforms to external industry consensus standards and voluntary regulatory programs and complies with applicable legislated requirements and various other internal management systems. Resources are focused on the areas of significant risk to the organization's HSE business activities. Management is informed regularly of all important and/or significant HSE operational issues and initiatives through formal reporting and incident management processes. TCPL's HSE management system and performance are assessed by an independent outside firm every three years. The most recent assessment occurred in 2009 and did not identify any material issues. The HSE management system is subject to ongoing internal and external review to ensure that it remains effective as circumstances change.
As one of TCPL's priorities, safety is an integral part of the way our employees work. In 2011, one of our objectives was to sustain health and safety performance year over year. Overall, TCPL's safety frequency rates in 2011 continued to be better than most industry benchmarks.
The safety and integrity of our existing and newly-developed infrastructure is also a top priority. All new assets are designed, constructed and commissioned with full consideration given to safety and integrity, and are brought in service only after all necessary requirements have been satisfied. We expect to spend approximately $322 million in 2012 for pipeline integrity on pipelines we operate, an increase of approximately
2011 Annual information form 17
$78 million over 2011 primarily due to increased levels of in-line pipeline inspection on all systems. Under the approved regulatory models in Canada, non-capital pipeline integrity expenditures on our NEB-regulated pipelines are treated on a flow-through basis and, as a result, these expenditures have no impact on TCPL's earnings. Under the Keystone transportation contracts, pipeline integrity expenditures are recovered through the tolling mechanism and, as a result, these expenditures have no impact on TCPL's earnings. Our pipeline safety record in 2011 continued to be better than industry benchmarks. We experienced two pipeline breaks in 2011 on pipelines we operate. The first break occurred in a remote part of Northern Ontario on the Canadian Mainline pipeline system. The second break occurred in a remote part of Wyoming on the Bison pipeline system. Spending associated with public safety on the Energy assets is focused primarily on the Company's hydro dams and associated equipment and is slightly higher than previous years due to increased spending to repair damage from the high flow events of 2011 caused by Hurricane Irene.
Environmental controls including physical design, programs, procedures and processes are in place to effectively manage TCPL's environmental risk factors. With respect to physical risks arising from climate change, we have in place a set of procedures to manage our response to natural disasters such as forest fires, tornadoes, earthquakes, floods, volcanic eruptions and hurricanes regardless of cause. These procedures are included in TCPL's Operating Procedures and are part of the Company's Incident Management System. The procedures are in place to protect the health and safety of our employees and to limit the impact to the environment of any operational upsets caused by a natural disaster.
With respect to business opportunities, the Company has well established processes and criteria for assessing new business opportunities including those that may arise as a result of climate change policies. These processes have been and continue to be key contributors to our financial strength and success. Governments in North America are developing long-term plans for limiting greenhouse gas ("GHG") emissions. These plans, combined with a shift in consumer attitude and demand for low-emissions fuels, will require changes in energy supply and infrastructure. With the Company's experience in pipeline transmission and power generation, TCPL is well-positioned to participate in these opportunities.
Aboriginal, Native American and stakeholder engagement
We recognize that an enhanced level of engagement of a wide variety of stakeholders in our business activities can have a significant impact on the Company's ability to obtain approvals for new assets and to maintain our social licenses to operate. TCPL has a number of policies, guiding principles and practices in place to help manage stakeholder engagement. TCPL has adopted a code of business ethics which applies to our employees that is based on the Company's four core values of integrity, collaboration, responsibility and innovation, which guide the interaction between and among the Company's employees and serve as a standard for TCPL in our dealings with all stakeholders. The code may be viewed on our website (www.transcanada.com).
Our approach to stakeholder engagement is based on building relationships, mutual respect and trust while recognizing the unique values, needs and interests of each community. Key principles that guide TCPL's engagement include: the Company's respect for the diversity of Aboriginal/Native American communities and recognition of the importance of the land to these communities; and our belief in engaging stakeholders from the earliest stages of our projects, through the project development process and into operations.
Environmental protection
TCPL's facilities are subject to stringent federal, state, provincial, and local environmental statutes and regulations governing environmental protection, including, but not limited to, air emissions and GHG emissions, water quality, wastewater discharges and waste management. Such laws and regulations generally require facilities to obtain or comply with a wide variety of environmental registrations, licences, permits and other approvals and requirements. Failure to comply with these laws and regulations may result in the assessment of administrative, civil or criminal penalties, the imposition of remedial requirements and/or the issuance of orders respecting future operations. We have ongoing inspection programs designed to keep all of our facilities in compliance with environmental requirements.
18 TransCanada PipeLines Limited
At December 31, 2011, TCPL recorded liabilities of approximately $69 million (2010 $84 million) for remediation obligations and compliance costs associated with certain environmental regulations. We believe that the Company has considered all necessary contingencies and established appropriate reserves for environmental liabilities; however, there is the risk that unforeseen matters may arise requiring us to set aside additional amounts.
TCPL is not aware of any material outstanding orders, claims or lawsuits against it in relation to the release or discharge of any material into the environment or in connection with environmental protection.
The Company owns assets in four regions, Alberta, Québec, B.C., and the Northeastern U.S., where regulations exist to address industrial GHG emissions. We have procedures in place to comply with these regulations. In Alberta, under the Specified Gas Emitters Regulation, industrial facilities emitting GHG emissions over an intensity threshold level are required to reduce the intensity of GHG emissions by 12 per cent below an average baseline. Our Alberta-based facilities are subject to this regulation, as are the Sundance and Sheerness coal-fired power facilities with respect to which TCPL has certain rights under power purchase arrangements. TCPL has a program in place to manage the compliance costs incurred by these assets as a result of the regulation. Compliance costs on the Alberta System are recovered through tolls paid by customers. Some of the compliance costs from the Company's power generation facilities in Alberta are recovered through market pricing and contract flow-through provisions. TCPL has estimated and recorded GHG emissions related costs of $13 million for 2011 (2010 $22 million), after contracted cost recovery.
In Québec, the natural gas distributor collects the hydrocarbon royalty on behalf of the provincial government through a green fund contribution charge on gas consumed. In 2011, the cost pertaining to the Bécancour facility arising from the hydrocarbon royalty was less than $1 million as a result of an agreement between TCPL and Hydro-Québec to temporarily suspend the facility's power generation.
The carbon tax in B.C., which came into effect in mid-2008, applies to carbon dioxide ("CO2") emissions from fossil fuel combustion. Compliance costs for fuel combustion at the Company's compressor and meter stations in B.C. are recovered through tolls paid by customers. Costs related to the carbon tax in 2011 were approximately $3 million (2010 $4 million). The cost per tonne of CO2 will be increased in July 2012 to $30.00 from $25.00.
States in the northeastern U.S. that are members of the Regional Greenhouse Gas Initiative ("RGGI") implemented a CO2 cap-and-trade program for electricity generators effective in January 2009. Under the RGGI, both the Ravenswood and Ocean State Power generation facilities were required to submit allowances following the end of the first compliance period on December 31, 2011. TCPL participated in the quarterly auctions of allowances for the Ravenswood and Ocean State Power generation facilities and incurred related costs of $4 million in 2011 (2010 $5 million). These costs were generally recovered through the power market and the net impact on TCPL was not significant.
Risk factors
Environmental risk factors
Environmental risks
Environmental risks from our operating facilities typically include: air emissions and GHG emissions; potential impacts on land, including land reclamation or restoration following construction; the use, storage and release of hydrocarbons or other chemicals; the generation, handling and disposal of wastes and hazardous wastes; and water impacts such as uncontrolled water discharge.
TCPL 's assets are located throughout North America and the Company's facility design must deal with different geographical areas. In northern regions, changing permafrost distribution due to warmer temperatures have been experienced, however, very few kilometers of our pipeline systems are currently in permafrost regions. If we build new facilities in northern areas, the Company's facility designs will take into account the potential for changing permafrost distribution.
2011 Annual information form 19
As mentioned above, our operations are subject to various environmental laws and regulations that establish compliance and remediation obligations. Compliance obligations can result in significant costs associated with installing and maintaining pollution controls, fines and penalties resulting from any failure to comply, and potential limitations on operations. Remediation obligations can result in significant costs associated with the investigation and remediation of contaminated properties, and with damage claims arising from the contamination of properties. It is not possible for TCPL to estimate the amount and timing of all future expenditures related to environmental matters due to:
Changing legislation and regulations
The impact of new or proposed federal, state, and/or provincial safety and environmental laws, regulations, guidelines and enforcement in Canada and the U.S. on our business is not yet certain. We make assumptions about possible expenditures for safety and environmental matters based on current laws and regulations and interpretations thereof. If the laws or regulations or the interpretation thereof changes, the Company's assumptions may change. Incremental costs may or may not be recoverable under existing rate structures or commercial agreements. Proposed changes in environmental policy, legislation or regulation are routinely monitored by TCPL, and where the risks are potentially large or uncertain, the Company works independently or through industry associations to comment on proposals.
In April 2010, the Environmental Protection Agency ("EPA") published an Advanced Notice of Proposed Rulemaking to solicit comments with respect to EPA reassessment of current regulations under the Toxic Substances Control Act, governing the authorized use of polychlorinated biphenyls in certain equipment. Following a review of comments, the EPA has indicated that the use authorization for pipelines will likely remain in place but that requirements to use the authorization may become more strict. These changes would likely result in increased costs for our impacted pipelines. Proposed EPA rules are expected in 2012.
In Canada, development of the major elements of an Air Quality Management System ("AQMS") continued in 2011 following endorsement of the AQMS in October 2010 by the Canadian Council of Ministers of the Environment. Two key aspects of the AQMS are of particular interest to us: the Base Level Industry Emissions Standards, which assumes that all significant industrial sources of emissions in Canada should be expected to meet, base-level of environmental performance; and air zone management, which is intended to address the sources of air pollution and the actions that are required to ensure that a specified level of air quality is improved or maintained in a specified region. While our Canadian based facilities would likely be impacted by AQMS, the potential financial impact of this initiative is currently unknown.
Regulation of air pollutant emissions under the U.S. Clean Air Act and state regulations continue to evolve. A number of EPA initiatives could lead to impacts ranging from requirements to install enhanced emissions control equipment, to additional administrative and reporting requirements. At this time, there is insufficient detail to accurately determine the potential impacts of these initiatives. While the majority of the proposals are not expected to be material to TCPL, we anticipate additional future costs related to the monitoring and control of air emissions.
20 TransCanada PipeLines Limited
In addition to those climate change policies already in place, there are also federal, regional, state, and provincial initiatives currently in development. While recent political and economic events may significantly affect the scope and timing of new policies, we anticipate that most of the Company's facilities in Canada and the U.S. are or will be subject to federal and/or regional climate change regulations to manage industrial GHG emissions.
In August 2011, the Canadian government published the first sector specific draft regulation that will impact industrial GHG emissions. This proposed regulation is focused on the coal-fired generation of electricity and requires a natural gas performance standard for all coal-fired facilities reaching the end of their economic life. The draft regulation is expected to come into effect in July 2015. This process is not expected to pose a significant risk or financial impact to our existing facilities and may present opportunities for new power generation investment. Additional sectors, including the natural gas-fired generation of electricity and upstream oil and gas facility sectors, are expected to begin consultations with Environment Canada.
The Western Climate Initiative ("WCI") continues to work toward implementing a regional cap-and-trade program. California and Québec are the only WCI members with cap-and-trade regulations. In December 2011, the Government of Québec adopted the "Regulation respecting the cap-and-trade system for greenhouse gas emission allowances". The initial phase of the cap-and-trade system will begin January 1, 2013. The regulation will have a limited impact on TCPL's Bécancour power generation facility and natural gas pipeline assets. With respect to California, the Air Resources Board adopted a cap-and-trade regulation in October 2011. The regulation is divided into two phases: the first, beginning in 2013, will include all major industrial sources and electricity utilities; the second, starting in 2015, will cover distributors of transportation fuels, natural gas and other fuels. The regulation may impact the Company's importation of electricity into the state.
TCPL monitors climate change policy developments and, when warranted, participates in policy discussions in jurisdictions where we have operations. We are also continuing our programs to manage GHG emissions from our facilities and to evaluate new processes and technologies that result in improved efficiencies and lower GHG emission rates. For example, in 2011 TCPL participated in a number of multi-stakeholder expert groups that were established to develop equipment standards in Canada. TCPL participated both independently and through industry associations.
Other risk factors
A discussion of the Company's risk factors can be found in the MD&A under the headings Natural Gas Pipelines Opportunities and Developments,Natural Gas Pipelines Business Risks, Natural Gas Pipelines Outlook,Oil Pipelines Opportunities and Developments,Oil Pipelines Business Risks,Oil Pipelines Outlook, Energy Opportunities and Developments, Energy Business Risks,Energy Outlook and Risk Management and Financial Instruments.
Dividends
All of TCPL's common shares are held by TransCanada and as a result, any dividends declared by TCPL on its common shares are paid to TransCanada. TCPL's Board has not adopted a formal dividend policy. The Board reviews the financial performance of TCPL quarterly and makes a determination of the appropriate level of dividends to be declared in the following quarter. Currently, TransCanada's payment of dividends is primarily funded from dividends it receives as the sole common shareholder of TCPL. Provisions of various trust indentures and credit arrangements to which TCPL is a party restrict TCPL's ability to declare and pay dividends to TransCanada and preferred shareholders under certain circumstances and, if such restrictions apply, they may, in turn, have an impact on TransCanada's ability to declare and pay dividends, on its common and preferred shares. In the opinion of TCPL management, such provisions do not currently restrict or alter TCPL's ability to declare or pay dividends.
The holders of TCPL's cumulative redeemable first preferred shares, series U (the "Series U Preferred Shares") are entitled to receive as and when declared by the Board, fixed cumulative cash dividends at an annual rate of $2.80 per share, payable quarterly. The dividends declared per share on TCPL's respective
2011 Annual information form 21
common shares, Series U Preferred Shares, and cumulative redeemable first preferred shares, series Y (the "Series Y Preferred Shares") during the past three completed financial years are set forth in the following table.
|
2011 |
2010 |
2009 |
|||||||
---|---|---|---|---|---|---|---|---|---|---|
Dividends declared on common shares(1) |
$ | 1.75 | $ | 1.67 | $ | 1.62 | ||||
Dividends declared on Series U Preferred Shares |
$ | 2.80 | $ | 2.80 | $ | 2.80 | ||||
Dividends declared on Series Y Preferred Shares |
$ | 2.80 | $ | 2.80 | $ | 2.80 | ||||
Description of capital structure
Share capital
TCPL's authorized share capital consists of an unlimited number of common shares, of which 703,861,065 were issued and outstanding at Year End, and an unlimited number of first preferred shares and second preferred shares, issuable in series. There were 4,000,000 Series U Preferred Shares and 4,000,000 Series Y Preferred Shares issued and outstanding at Year End. The following is a description of the material characteristics of each of these classes of shares.
Common shares
As the holder of all of TCPL's common shares, TransCanada holds all the voting rights in those common shares.
Series U Preferred Shares
Subject to certain limitations, the Board may, from time to time, issue first preferred shares in one or more series and determine for any such series, its designation, number of shares and respective rights, privileges, restrictions and conditions. The first preferred shares as a class, have, among others, the provisions described below.
The holders of the Series U Preferred Shares are entitled to receive dividends as set out above under Dividends.
The first preferred shares of each series rank on a parity with the first preferred shares of every other series, and are entitled to preference over the common shares and any other shares ranking junior to the first preferred shares with respect to the payment of dividends, the repayment of capital and the distribution of assets of TCPL in the event of a liquidation, dissolution or winding up of TCPL.
TCPL is entitled to purchase for cancellation, some or all of the Series U Preferred Shares outstanding at the lowest price which such shares are obtainable, in the opinion of the Board, but not exceeding $50.00 per share plus costs of purchase. Furthermore, TCPL may redeem, on or after October 15, 2013, some or all of the Series U Preferred Shares upon payment for each share at $50.00 per share.
Except as provided by the CBCA or as referred to below, the holders of the first preferred shares will not have any voting rights nor will they be entitled to receive notice of or to attend shareholders' meetings unless and until TCPL fails to pay, in the aggregate, six quarterly dividends on the Series U Preferred Shares.
The provisions attaching to the first preferred shares as a class may be modified, amended or varied only with the approval of the holders of the first preferred shares as a class. Any such approval to be given by the holders of the first preferred shares may be given by the affirmative vote of the holders of not less than sixty-six and two-thirds per cent of the first preferred shares represented and voted at a meeting or adjourned meeting of such holders.
22 TransCanada PipeLines Limited
Series Y Preferred Shares
The rights, privileges, restrictions and conditions attaching to the Series Y Preferred Shares are substantially identical to those attaching to the Series U Preferred Shares, except that the Series Y Preferred Shares are redeemable by TCPL after March 5, 2014.
Debt
The following table sets out the issuances by TCPL of senior unsecured notes, medium term unsecured note debentures and junior subordinated notes with terms to maturity in excess of one year, during the 12 months ended December 31, 2011.
Date Issued |
Issue Price per $1,000 Principal Amount of Notes |
Aggregate Issue Price |
|||||
---|---|---|---|---|---|---|---|
November 15, 2011 |
US$998.67(1) | US$500,000,000 | |||||
November 15, 2011 |
US$994.00(1) | US$250,000,000 | |||||
There are no provisions associated with this debt that entitle debt holders to voting rights. From time to time, TCPL issues commercial paper for terms not exceeding nine months.
Credit ratings
The following table sets out the current credit ratings assigned to those outstanding classes of securities of TCPL which have been rated by DBRS Limited ("DBRS"), Moody's Investors Service, Inc. ("Moody's") and Standard & Poor's ("S&P"):
|
DBRS |
Moody's |
S&P |
||||
---|---|---|---|---|---|---|---|
Senior unsecured debt |
|||||||
Debentures |
A | A3 | A- | ||||
Medium-term notes |
A | A3 | A- | ||||
Junior subordinated notes |
BBB (high) | Baa1 | BBB | ||||
Preferred shares |
Pfd-2 (low) | Baa2 | P-2 | ||||
Commercial paper |
R-1 (low) | - | A-2 | ||||
Trending /rating outlook |
Stable | Stable | Stable | ||||
Credit ratings are intended to provide investors with an independent measure of credit quality of an issue of securities. Credit ratings are not recommendations to purchase, hold or sell securities and do not address the market price or suitability of a specific security for a particular investor. There is no assurance that any rating will remain in effect for any given period of time or that any rating will not be revised or withdrawn entirely by a rating agency in the future if, in its judgment, circumstances so warrant.
The Company paid fees to each of DBRS, Moody's and S&P for the credit ratings rendered on each of the outstanding classes of securities noted above. No additional payments were made to DBRS, Moody's and S&P in respect of any other services provided to the Company during the past two years.
The information concerning the Company's credit ratings relates to the Company's financing costs, liquidity and operations. The availability of TCPL's funding options may be affected by certain factors, including the global capital market environment and outlook as well as the Company's financial performance. TCPL's access to capital markets at competitive rates is dependent on its credit rating and rating outlook, as determined by credit rating agencies such as DBRS, Moody's and S&P, and if TCPL's ratings were downgraded the Company's financing costs and future debt issuances could be unfavorably impacted. A description of the rating agencies' credit ratings listed in the table above is set out below.
2011 Annual information form 23
DBRS Limited (DBRS)
DBRS has different rating scales for short- and long-term debt and preferred shares. "High" or "low" grades are used to indicate the relative standing within all rating categories other than AAA and D. The absence of either a "high" or "low" designation indicates the rating is in the "middle" of the category. The R-1 (low) rating assigned to TCPL's short-term debt is in the third highest of ten rating categories and indicates good credit quality. The overall strength is not as favourable as higher rating categories, but any qualifying negative factors that exist are considered manageable. The A rating assigned to TCPL's senior unsecured debt is in the third highest of ten categories for long-term debt. Long-term debt rated A is good credit quality. The capacity for the payment of interest and principal is substantial, but of lesser credit quality than that of AA rated securities. Long-term debt rated A may be vulnerable to future events but qualifying negative factors are considered manageable. The BBB (high) rating assigned to junior subordinated notes is in the fourth highest of the ten categories for long-term debt. Long-term debt rated BBB is of adequate credit quality. The capacity for the payment of interest and principal is considered acceptable, but it may be vulnerable to future events. The Pfd-2 (low) rating assigned to TCPL's and TransCanada's preferred shares is in the second highest of six rating categories for preferred shares. Preferred shares rated Pfd-2 are of satisfactory credit quality. Protection of dividends and principal is still substantial; however, earnings, the balance sheet and coverage ratios are not as strong as Pfd-1 rated companies. In general, Pfd-2 ratings correspond with long-term debt rated in the A category.
Moody's Investors Service, Inc. (Moody's)
Moody's has different rating scales for short- and long-term obligations. Numerical modifiers 1, 2 and 3 are applied to each rating classification from Aa through Caa, with 1 being the highest and 3 being the lowest. The A3 rating assigned to TCPL's senior unsecured debt is in the third highest of nine rating categories for long-term obligations. Obligations rated A are considered upper medium grade and are subject to low credit risk. The Baa 1 and Baa2 ratings assigned to TCPL's junior subordinated debt and preferred shares, respectively, are in the fourth highest of nine rating categories for long-term obligations, with the junior subordinated debt ranking slightly higher within the Baa rating category with a modifier of 1 as opposed to the modifier of 2 on the preferred shares. Obligations rated Baa are subject to moderate credit risk, are considered medium-grade, and as such, may possess certain speculative characteristics.
Standard & Poor's (S&P)
S&P has different rating scales for short- and long-term obligations. Ratings from AA through CCC may be modified by the addition of a plus (+) or minus (-) sign to show the relative standing within a particular rating category. The A- rating assigned to TCPL's senior unsecured debt is in the third highest of ten rating categories for long-term obligations. An A rating indicates the obligor's capacity to meet its financial commitment is strong; however, the obligation is slightly more susceptible to the adverse effects of changes in circumstances and economic conditions than obligations in higher rated categories. As guarantor of a U.S. subsidiary's commercial paper program, TCPL has been assigned a commercial paper rating of A-2 which is the second highest of nine rating categories for short-term debt obligations. A short term debt rated A-2 is somewhat more susceptible to adverse effects of changes in economic conditions than higher rated categories; however, the capacity to meet all financial commitments remains satisfactory. The BBB and P-2 ratings assigned to TCPL's junior subordinated notes and TCPL's and TransCanada's preferred shares exhibits adequate protection parameters. However, adverse economic conditions or changing circumstances are more likely to lead to a weakened capacity of the obligor to meet its financial commitment on the obligation.
24 TransCanada PipeLines Limited
Market for securities
TransCanada holds all of the common shares of TCPL and these are not listed on a public market. During 2011 and 2012 to date, 738,507,894 common shares of TCPL were issued to TransCanada as set out in the following table:
Date |
Number of TCPL Common Shares |
Price per TCPL Common Share |
Aggregate Issuance Price |
|||
---|---|---|---|---|---|---|
December 15, 2011 |
56,324,806 | $41.61 | $2,400,000,000 | |||
January 30, 2012 |
6,509,161 | $41.48 | $270,000,000 | |||
TransCanada's common shares are listed on the Toronto Stock Exchange ("TSX") and the New York Stock Exchange ("NYSE") under the symbol "TRP". TransCanada's cumulative redeemable first preferred shares, series 1, 3 and 5have been listed for trading on the TSX since September 30, 2009, March 11, 2010 and June 29, 2010, under the symbols "TRP.PR.A", "TRP.PR.B", and "TRP.PR.C", respectively. The following tables set forth the reported monthly high, low, and month-end closing trading prices and monthly trading volumes of the common shares of TransCanada on the TSX and the NYSE, and the respective series 1, 3, and 5 preferred shares on the TSX, for the period indicated:
Common shares
|
TSX (TRP) | NYSE (TRP) | |||||||||||||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Month |
High ($) |
Low ($) |
Close ($) |
Volume Traded |
High (US$) |
Low (US$) |
Close (US$) |
Volume Traded |
|||||||||||||||||
December 2011 |
44.74 | 42.03 | 44.53 | 38,155,545 | 43.95 | 40.55 | 43.67 | 10,540,577 | |||||||||||||||||
November 2011 |
42.90 | 39.25 | 42.88 | 40,551,335 | 42.54 | 38.62 | 41.80 | 22,065,841 | |||||||||||||||||
October 2011 |
44.10 | 39.81 | 42.37 | 41,926,225 | 44.38 | 37.58 | 43.04 | 15,887,005 | |||||||||||||||||
September 2011 |
43.23 | 40.27 | 42.54 | 33,171,287 | 43.79 | 39.08 | 40.49 | 16,346,869 | |||||||||||||||||
August 2011 |
42.36 | 37.00 | 42.36 | 41,333,472 | 43.20 | 37.29 | 43.15 | 26,402,340 | |||||||||||||||||
July 2011 |
42.39 | 39.42 | 40.14 | 32,882,839 | 44.08 | 40.66 | 41.95 | 8,871,558 | |||||||||||||||||
June 2011 |
43.72 | 41.07 | 42.35 | 33,597,026 | 45.09 | 41.76 | 43.84 | 8,832,316 | |||||||||||||||||
May 2011 |
43.48 | 40.75 | 43.39 | 27,895,419 | 44.97 | 42.10 | 44.83 | 7,444,917 | |||||||||||||||||
April 2011 |
40.71 | 38.95 | 40.71 | 24,366,705 | 43.02 | 40.37 | 42.94 | 7,523,263 | |||||||||||||||||
March 2011 |
39.64 | 37.73 | 39.31 | 36,681,641 | 40.76 | 37.88 | 40.53 | 12,204,704 | |||||||||||||||||
February 2011 |
39.19 | 36.53 | 39.04 | 37,966,180 | 40.32 | 36.76 | 40.21 | 9,750,606 | |||||||||||||||||
January 2011 |
38.40 | 36.10 | 36.55 | 32,309,382 | 38.61 | 36.12 | 36.54 | 8,313,201 | |||||||||||||||||
Series 1 preferred shares
|
TSX (TRP.PR.A) | ||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Month |
High ($) |
Low ($) |
Close ($) |
Volume Traded |
|||||||||
December 2011 |
26.50 | 25.85 | 26.21 | 154,033 | |||||||||
November 2011 |
26.38 | 25.66 | 26.02 | 215,475 | |||||||||
October 2011 |
26.05 | 25.71 | 25.97 | 305,469 | |||||||||
September 2011 |
26.32 | 25.78 | 25.85 | 221,164 | |||||||||
August 2011 |
26.28 | 25.65 | 25.85 | 156,599 | |||||||||
July 2011 |
26.20 | 25.81 | 26.07 | 226,612 | |||||||||
June 2011 |
26.24 | 25.68 | 25.94 | 278,119 | |||||||||
May 2011 |
26.25 | 25.65 | 25.66 | 1,207,022 | |||||||||
April 2011 |
26.00 | 25.70 | 25.80 | 172,341 | |||||||||
March 2011 |
26.00 | 25.40 | 25.75 | 282,270 | |||||||||
February 2011 |
26.36 | 25.40 | 25.64 | 479,357 | |||||||||
January 2011 |
26.25 | 25.75 | 26.21 | 601,031 | |||||||||
2011 Annual information form 25
Series 3 preferred shares
|
TSX (TRP.PR.B) | ||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Month |
High ($) |
Low ($) |
Close ($) |
Volume Traded |
|||||||||
December 2011 |
25.89 | 24.94 | 25.75 | 165,577 | |||||||||
November 2011 |
25.45 | 24.97 | 25.16 | 359,674 | |||||||||
October 2011 |
25.39 | 24.96 | 25.25 | 350,993 | |||||||||
September 2011 |
25.38 | 25.00 | 25.12 | 221,672 | |||||||||
August 2011 |
25.67 | 24.81 | 25.01 | 278,636 | |||||||||
July 2011 |
25.92 | 25.15 | 25.67 | 501,178 | |||||||||
June 2011 |
25.54 | 24.93 | 25.20 | 343,637 | |||||||||
May 2011 |
25.44 | 24.85 | 24.99 | 326,765 | |||||||||
April 2011 |
25.39 | 24.93 | 25.20 | 328,708 | |||||||||
March 2011 |
25.20 | 24.42 | 24.96 | 389,964 | |||||||||
February 2011 |
25.35 | 24.36 | 24.79 | 336,606 | |||||||||
January 2011 |
25.48 | 24.70 | 25.02 | 499,120 | |||||||||
Series 5 preferred shares
|
TSX (TRP.PR.C) | ||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Month |
High ($) |
Low ($) |
Close ($) |
Volume Traded |
|||||||||
December 2011 |
26.67 | 25.58 | 25.80 | 175,643 | |||||||||
November 2011 |
25.98 | 25.45 | 25.84 | 388,764 | |||||||||
October 2011 |
25.60 | 25.00 | 25.49 | 696,761 | |||||||||
September 2011 |
26.44 | 25.27 | 25.46 | 281,423 | |||||||||
August 2011 |
26.00 | 25.45 | 25.77 | 308,562 | |||||||||
July 2011 |
26.10 | 25.50 | 25.88 | 199,978 | |||||||||
June 2011 |
26.10 | 25.33 | 25.56 | 170,757 | |||||||||
May 2011 |
25.90 | 25.45 | 25.80 | 450,511 | |||||||||
April 2011 |
25.73 | 25.27 | 25.52 | 154,113 | |||||||||
March 2011 |
25.89 | 25.19 | 25.73 | 724,705 | |||||||||
February 2011 |
25.76 | 25.12 | 25.39 | 378,470 | |||||||||
January 2011 |
26.15 | 25.28 | 25.49 | 541,030 | |||||||||
In addition, the Series U Preferred Shares and Series Y Preferred Shares are listed on the TSX under the symbols "TCA.PR.X" and "TCA.PR.Y", respectively. The following table sets forth the reported monthly high and low trading prices and monthly trading volumes of the Series U Preferred Shares and the Series Y Preferred Shares.
Series U Preferred Shares and Series Y Preferred Shares
|
Series U (TCA.PR.X) | Series Y (TCA.PR.Y) | |||||||||||||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Month |
High ($) |
Low ($) |
Close ($) |
Volume Traded |
High ($) |
Low ($) |
Close ($) |
Volume Traded |
|||||||||||||||||
December 2011 |
53.25 | 52.01 | 52.22 | 30,890 | 53.26 | 52.16 | 52.75 | 32,847 | |||||||||||||||||
November 2011 |
53.20 | 50.00 | 52.86 | 37,032 | 53.34 | 52.12 | 52.72 | 47,968 | |||||||||||||||||
October 2011 |
52.49 | 50.65 | 52.33 | 38,222 | 52.59 | 51.01 | 52.16 | 35,562 | |||||||||||||||||
September 2011 |
52.21 | 50.87 | 51.05 | 35,488 | 53.27 | 50.90 | 51.39 | 41,283 | |||||||||||||||||
August 2011 |
51.79 | 50.25 | 51.06 | 64,190 | 51.99 | 50.30 | 51.31 | 72,989 | |||||||||||||||||
July 2011 |
50.65 | 50.04 | 50.42 | 56,925 | 50.74 | 50.01 | 50.12 | 52,823 | |||||||||||||||||
June 2011 |
51.06 | 50.04 | 50.29 | 70,166 | 51.11 | 49.93 | 50.10 | 50,688 | |||||||||||||||||
May 2011 |
50.94 | 50.04 | 50.52 | 44,395 | 50.79 | 49.96 | 50.63 | 69,084 | |||||||||||||||||
April 2011 |
50.35 | 49.95 | 50.24 | 127,788 | 50.44 | 49.95 | 50.25 | 92,921 | |||||||||||||||||
March 2011 |
50.60 | 49.82 | 49.91 | 164,677 | 50.61 | 49.80 | 49.91 | 157,497 | |||||||||||||||||
February 2011 |
50.65 | 50.01 | 50.29 | 157,372 | 51.00 | 50.10 | 50.30 | 187,789 | |||||||||||||||||
January 2011 |
50.60 | 49.78 | 50.38 | 65,989 | 50.80 | 49.50 | 50.60 | 93,867 | |||||||||||||||||
26 TransCanada PipeLines Limited
Directors and officers
As of February 17, 2012, the directors and officers of TransCanada as a group beneficially owned, or exercised control or direction, directly or indirectly, over an aggregate of 551,756 common shares of TransCanada. This constitutes less than one per cent of TransCanada's common shares. The Company collects this information from our directors and officers but otherwise we have no direct knowledge of individual holdings of TransCanada's securities.
Directors
The following table sets forth the names of the 14 directors who serve on the Board as at the date hereof, together with their jurisdictions of residence, all positions and offices held by them with TCPL and the Company's significant affiliates, their principal occupations or employment during the past five years and the year from which each director has continually served as a director of TCPL. Positions and offices held with TransCanada are also held by such person at TCPL. Each director holds office until the next annual meeting or until his or her successor is earlier elected or appointed.
Name and place of residence |
Principal occupation during the five preceding years |
Director since |
||||
---|---|---|---|---|---|---|
Kevin E. Benson Calgary, Alberta Canada |
President and Chief Executive Officer, Laidlaw International, Inc. (transportation services) from June 2003 to October 2007. Director, Calgary Airport Authority. | 2005 | ||||
Derek H. Burney(1), O.C. Ottawa, Ontario Canada |
Senior strategic advisor at Norton Rose Canada LLP (law firm). Chair (not a Director), International Advisory Board for Garda World Consulting and Investigation/Global Risks Group, a division of Garda World Security Corporation since 2008. Chair, Canwest Global Communications Corp. (communications) from August 2006 (director since April 2005) to October 2010 and lead director at Shell Canada Limited (oil and gas) from April 2001 to May 2007. | 2005 | ||||
Wendy K. Dobson Uxbridge, Ontario Canada |
Professor, Rotman School of Management. Director, Institute for International Business, University of Toronto and Director, the Toronto-Dominion Bank. Vice Chair, Canadian Public Accountability Board until February 2010 and Chair of the Audit Committee of the same organization from 2003 to 2009. | 1992 | ||||
E. Linn Draper Lampasas, Texas U.S. |
Director, Alliance Data Systems Corporation (data processing and services) and Director, Alpha Natural Resources, Inc. (mining). Chair, NorthWestern Corporation (conducting business as NorthWestern Energy) (oil and gas). | 2005 | ||||
The Hon. Paule Gauthier, P.C., O.C., O.Q., Q.C. Québec, Québec Canada |
Senior Partner, Stein Monast L.L.P. (law firm). Director, Metro Inc., Royal Bank of Canada, Care Canada and the Fondation du Musée national des beaux-arts du Québec. Director, Institut Québecois des Hautes Études Internationales, Laval University from 2002 until 2009 and RBC Dexia Investors Trust until October 2009. | 2002 | ||||
Russell K. Girling Calgary, Alberta Canada |
President and Chief Executive Officer, TransCanada since July 1, 2010. Chief Operating Officer from July 2009 to June 30, 2010 and President, Pipelines from June 2006 to June 30, 2010. Director, Agrium Inc. | 2010 | ||||
S. Barry Jackson Calgary, Alberta Canada |
Chair of the Board, TransCanada since April 2005. Director, Nexen Inc. (oil and gas) and Director, WestJet Airlines Ltd. Director Cordero Energy Inc. from April 2005 to September 2008. | 2002 | ||||
Paul L. Joskow New York, New York U.S. |
Economist and President of the Alfred P. Sloan Foundation. Professor of Economics, Emeritus, Massachusetts Institute of Technology (MIT) where he has been on the faculty since 1972. Director, Exelon Corporation (energy), and a trustee of Putnam Mutual Funds. Director of the MIT Center for Energy and Environmental Policy Research from 1999 to 2007 and Director of National Grid plc from 2000 to 2007. | 2004 | ||||
2011 Annual information form 27
Name and place of residence |
Principal occupation during the five preceding years |
Director since |
||||
---|---|---|---|---|---|---|
John A. MacNaughton(2), C.M. Toronto, Ontario Canada |
Chair of the Business Development Bank of Canada. Chair of the Independent Nominating Committee of the Canada Employment Insurance Financing Board since 2008. Member of the Prime Minister's Advisory Committee on the Public Service. Chair, CNSX Markets Inc. (formerly the Canadian Trading and Quotation System Inc.) (stock exchange) from 2006 to July 2010. Director, Nortel Networks Corporation and Nortel Networks Limited (the principal operating subsidiary of Nortel Networks Corporation) (technology) from 2005 to September 2010. | 2006 | ||||
David P. O'Brien(4) Calgary, Alberta Canada |
Chair, Encana Corporation (oil and gas) since April 2002 and Chair, Royal Bank of Canada since February 2004. Director, Molson Coors Brewing Company, and Enerplus Corporation. Member of the Science, Technology and Innovation Council of Canada. | 2001 | ||||
Paula Rosput Reynolds Seattle, Washington U.S. |
President and Chief Executive Officer of PreferWest, LLC (business advisory group) since October 2009. Director of Anadarko Petroleum Corporation, Delta Air Lines, Inc. and BAE Systems plc. Vice Chairman and Chief Restructuring Officer of American International Group Inc. (insurance and financial services) from October 2008 to September 2009. President and Chief Executive Officer of Safeco Corporation (insurance) from 2006 to 2008. | 2011 | ||||
W. Thomas Stephens(3) Greenwood Village, Colorado U.S. |
Trustee, Putnam Mutual Funds. Chair and Chief Executive Officer of Boise Cascade, LLC (paper, forest products and timberland assets) from November 2004 to November 2008. Director, Boise Inc. from February 2008 until April 2010. | 2007 | (3) | |||
D. Michael G. Stewart Calgary, Alberta Canada |
Director, Canadian Energy Services & Technology Corp., Pengrowth Energy Corporation and C&C Energia Ltd. Director, Orleans Energy Ltd. from October 2008 to December 2010. Director, Pengrowth Corporation (the administrator of Pengrowth Energy Trust) from October 2006 to December 2010. Director, Canadian Energy Services Inc. (the general partner of Canadian Energy Services L.P.) from January 2006 to December 2009. | 2006 | ||||
Richard E. Waugh Toronto, Ontario Canada |
President and Chief Executive Officer and director of The Bank of Nova Scotia (Scotiabank) since March 2003. Director and President, International Monetary Conference. Vice-Chair, Board of the Institute of International Finance. | 2012 | ||||
28 TransCanada PipeLines Limited
Board committees
TCPL has four committees of the Board: the Audit Committee, the Governance Committee, the Health, Safety and Environment Committee and the Human Resources Committee. The voting members of each of these committees, as of February 13, 2012, are identified below:
Director |
Audit Committee |
Governance Committee |
Health, Safety and Environment Committee |
Human Resources Committee |
||||
---|---|---|---|---|---|---|---|---|
Kevin E. Benson | Chair | ü | ||||||
Derek H. Burney | ü | ü | ||||||
Wendy K. Dobson | ü | ü | ||||||
E. Linn Draper | ü | Chair | ||||||
Paule Gauthier | ü | ü | ||||||
S. Barry Jackson | ü | ü | ||||||
John A. MacNaughton | ü | Chair | ||||||
David P. O'Brien | ü | ü | ||||||
Paula Rosput Reynolds | ü | ü | ||||||
W. Thomas Stephens | ü | Chair | ||||||
D. Michael G. Stewart | ü | ü | ||||||
Richard E. Waugh | ü | |||||||
The charters of the Audit Committee, Governance Committee, the Health, Safety and Environment Committee and the Human Resources Committee can be found on our website (www.transcanada.com) under Corporate Governance Board Committees. Information about the Audit Committee can be found in this AIF under the heading Audit Committee.
Further information about the Board committees and corporate governance can also be found on our website.
Officers
All of the executive officers and corporate officers of TCPL reside in Calgary, Alberta, Canada, with the exception of Mr. Hobbs who resides in Houston, Texas, U.S. References to positions and offices with TCPL prior to May 15, 2003 are references to the positions and offices held with TCPL. Current positions and offices
2011 Annual information form 29
held with TCPL are also held by such person at TCPL. As of the date hereof, the officers of TCPL, their present positions within TCPL and their principal occupations during the five preceding years are as follows:
Executive officers
Name |
Present position held |
Principal occupation during the five preceding years |
||
---|---|---|---|---|
Russell K. Girling |
President and Chief Executive Officer | Prior to July 2010, Chief Operating Officer since July 2009 and President, Pipelines since June 2006. Prior to June 2006, Executive Vice-President and Chief Financial Officer, Corporate Development, since March 2003 and Chief Financial Officer, since August 1999. | ||
Wendy L. Hanrahan(1) |
Executive Vice-President, Corporate Services | Prior to May 2011, Vice-President, Human Resources since January 2005. | ||
Gregory A. Lohnes |
President, Natural Gas Pipelines | Prior to July 2010, Executive Vice-President and Chief Financial Officer since June 2006. | ||
Donald R. Marchand |
Executive Vice-President and Chief Financial Officer | Prior to July 2010, Vice-President, Finance and Treasurer since September 1999. | ||
Dennis J. McConaghy |
Executive Vice-President, Corporate Development | Prior to July 2010, Executive Vice-President, Pipeline Strategy and Development. | ||
Sean McMaster |
Executive Vice-President, General Counsel and Chief Compliance Officer, and Executive Vice-President, Stakeholder Relations | Prior to February 2012, Executive Vice-President, Corporate and General Counsel and Chief Compliance Officer. Prior to January 2007, Executive Vice-President and General Counsel and Chief Compliance Officer. Prior to October 2006, General Counsel and Chief Compliance Officer. | ||
Alexander J. Pourbaix |
President, Energy and Oil Pipelines | President, Energy from July 2006 to July 2010 and Executive Vice-President, Corporate Development from July 2009 to July 2010. | ||
Donald M. Wishart |
Executive Vice-President, Operations and Major Projects | Prior to July 2009, Executive Vice-President, Operations and Engineering since March 2003. | ||
30 TransCanada PipeLines Limited
Corporate officers
Name |
Present position held |
Principal occupation during the five preceding years |
||
---|---|---|---|---|
Sean M. Brett |
Vice-President and Treasurer | Prior to July 2010, Vice-President, Commercial Operations of TC PipeLines GP, Inc., and Director, LP Operations of TCPL. Prior to December 2009, Director, Joint Venture Management, Keystone Pipeline Project of TCPL. Prior to December 2008, Vice-President and Treasurer of TC PipeLines GP, Inc. | ||
Ronald L. Cook |
Vice-President, Taxation | Vice-President, Taxation since April 2002. | ||
Donald J. DeGrandis |
Vice-President and Corporate Secretary | Prior to February 2009, Corporate Secretary since June 2006. | ||
Lee G. Hobbs |
President, U.S. Natural Gas Pipelines | Senior Vice-President and General Manager, U.S. Pipelines, Pipelines Division, TCPL, June 2009 to July 2010. Vice-President and General Manager, U.S. Pipelines Central, Pipelines Division, TCPL, March 2007 to June 2009. President, Great Lakes Gas Transmission Company and Great Lakes Gas Transmission Limited Partnership, September 2006 to March 2007. | ||
Joel E. Hunter |
Vice-President, Finance | Director, Corporate Finance, January 2008 to July 2010. Prior to January 2008, Senior Analyst, Corporate Finance. Prior to January 2007 Mr. Hunter held a number of positions of increasing responsibility with TransCanada's Finance and Treasury Group. | ||
Garry E. Lamb |
Vice-President, Risk Management | Vice-President, Risk Management since October 2001. | ||
G. Glenn Menuz |
Vice-President and Controller | Vice-President and Controller since June 2006. | ||
Conflicts of interest
Directors and officers of TCPL and its subsidiaries are required to disclose the existence of existing or potential conflicts in accordance with TCPL policies governing directors and officers and in accordance with the CBCA. Although some of the directors sit on boards or may be otherwise associated with companies that ship natural gas on TCPL's pipeline systems, TCPL, as a common carrier in Canada, cannot, under our tariff, deny transportation service to a creditworthy shipper. Further, due to the specialized nature of the industry, TCPL believes that it is important for our Board to be composed of qualified and knowledgeable directors, so some of them must come from the oil and gas producer and shipper community; the Governance Committee monitors relationships among directors to ensure that business associations do not affect the Board's performance. In a circumstance where a director declares an interest in any material contract or material transaction being considered at a meeting, the director generally absents himself or herself from the meeting during the consideration of the matter, and does not vote on the matter.
2011 Annual information form 31
Corporate governance
Information about TCPL's corporate governance, including the Company's Board committees and their charters, can be found on our website (www.transcanada.com) under the heading Corporate Governance or at Schedule B to this AIF.
Audit committee
The Audit Committee is responsible for assisting the Board in overseeing the integrity of our financial statements and our compliance with legal and regulatory requirements. It is also responsible for overseeing and monitoring the internal accounting and reporting process and the process, performance and independence of our internal and external auditors. The charter of the Audit Committee can be found in Schedule C of this AIF and on our website (www.transcanada.com) under the Corporate Governance Board Committees page.
Relevant education and experience of members
The members of the Audit Committee as of February 13, 2012 are Kevin E. Benson (Chair), Derek H. Burney, E. Linn Draper, Paul L. Joskow, John A. MacNaughton, and D. Michael G. Stewart.
The Board believes that the composition of the Audit Committee reflects a high level of financial literacy and expertise. Each member of the Audit Committee has been determined by the Board to be "independent" and "financially literate" within the meaning of the definitions under Canadian and U.S. securities laws and the NYSE rules. In addition, the Board has determined that Mr. Benson is an "Audit Committee Financial Expert" as that term is defined under U.S. securities laws. The Board has made these determinations based on the education and breadth and depth of experience of each member of the Audit Committee. The following is a description of the education and experience, apart from their respective roles as directors of TransCanada, of each member of the Audit Committee that is relevant to the performance of his responsibilities as a member of the Audit Committee.
Kevin E. Benson
Mr. Benson earned a Bachelor of Accounting from the University of Witwatersrand (South Africa) and was a member of the South African Society of Chartered Accountants. Mr. Benson was the President and Chief Executive Officer of Laidlaw International, Inc. until October 2007. In prior years, he has held several executive positions including one as President and Chief Executive Officer of The Insurance Corporation of British Columbia and has served on other public company boards and on the audit committees of certain of those boards.
Derek H. Burney
Mr. Burney earned a Bachelor of Arts (Honours) and Master of Arts from Queen's University. He is currently a senior strategic advisor at Norton Rose Canada LLP. Mr. Burney previously served as President and Chief Executive Officer of CAE Inc. and as Chair and Chief Executive Officer of Bell Canada International Inc. Mr. Burney was the lead director at Shell Canada Limited until May 2007 and was the Chair of Canwest Global Communications Corp. until October 2010. He has served on one other organization's audit committee, and has participated in Financial Reporting Standards Training offered by KPMG.
E. Linn Draper
Dr. Draper holds a Bachelor of Science in Chemical Engineering from Rice University and a Ph.D. in Nuclear Science and Engineering from Cornell University. Dr. Draper was Chair, President and Chief Executive Officer of American Electric Power Co., Inc. until 2004. He previously served as Chair, President and Chief Executive Officer of Gulf States Utilities Company. Dr. Draper has served and continues to serve on several other public company boards.
32 TransCanada PipeLines Limited
Paul L. Joskow
Mr. Joskow earned a Bachelor of Arts with Distinction in Economics from Cornell University, a Masters of Philosophy in Economics from Yale University, and a Ph.D. in Economics from Yale University. He is currently the President of the Alfred P. Sloan Foundation and a Professor of Economics, Emeritus, at MIT. He has served on the boards of several public companies and other organizations and on the audit committees of certain of those boards.
John A. MacNaughton
Mr. MacNaughton earned a Bachelor of Arts in Economics from the University of Western Ontario. Mr. MacNaughton is currently the Chair of the Business Development Bank of Canada, and was Chair of CNSX Markets Inc. (formerly Canadian Trading and Quotation System Inc.) until July 2010. In prior years, he has held several executive positions including founding President and Chief Executive Officer of the Canadian Pension Plan Investment Board and President of Nesbitt Burns Inc. He has served on the audit committee of other public companies.
D. Michael G. Stewart
Mr. Stewart earned a Bachelor of Science (Honours) in Geological Science from Queen's University. Mr. Stewart has served and continues to serve on the boards of several public companies and other organizations and on the audit committees of certain of those boards. Mr. Stewart held a number of senior executive positions with Westcoast Energy Inc. including Executive Vice-President, Business Development. He has been active in the Canadian energy industry for over 38 years.
Pre-approval policies and procedures
TCPL's Audit Committee has adopted a pre-approval policy with respect to permitted non-audit services. Under the policy, the Audit Committee has granted pre-approval for specified non-audit services. For engagements of $25,000 or less which are not within the annual pre-approved limit, approval by the Audit Committee is not required, and for engagements between $25,000 and $100,000, approval of the Audit Committee Chair is required, and the Audit Committee is to be informed of the engagement at the next scheduled Audit Committee meeting. For all engagements of $100,000 or more, pre-approval of the Audit Committee is required. In all cases, regardless of the dollar amount involved, where there is a potential for conflict of interest involving the external auditor to arise on an engagement, the Audit Committee Chair must pre-approve the assignment.
To date, TCPL has not approved any non-audit services on the basis of the de-minimus exemptions. All non-audit services have been pre-approved by the Audit Committee in accordance with the pre-approval policy described above.
2011 Annual information form 33
External auditor service fees
The following table provides information about the fees paid by the Company to KPMG LLP, the external auditor of the TransCanada group of companies, for professional services rendered for the 2011 and 2010 fiscal years.
($ millions) |
2011 |
2010 |
|||||
---|---|---|---|---|---|---|---|
Audit fees |
$ | 6.9 | $ | 6.5 | |||
Audit-related fees |
0.2 | 0.2 | |||||
Tax fees |
0.4 | 1.0 | |||||
All other fees |
0.1 | 0.2 | |||||
Total fees |
$ | 7.6 | $ | 7.9 | |||
Loans to directors and executive officers
Information relating to the indebtedness of directors and executive offices to TCPL and its subsidiaries is provided in Schedule D to this AIF under the heading Loans to directors and executive officers.
Securities owned by directors
Information relating to the securities of TCPL and its subsidiaries owned by directors is provided in the attached Schedule D to this AIF under the heading Securities owned by directors.
Compensation of directors
Information relating to the compensation of directors, including information regarding compensation paid by TCPL to directors in 2011, the Company's minimum share ownership guidelines and TCPL's share unit plan for non-employee directors, is provided in Schedule D to this AIF under the heading Compensation of directors.
Executive compensation discussion and analysis
Information relating to TCPL's compensation governance is provided in Schedule E to this AIF. Information relating to TCPL's executive compensation is provided in Schedule F to this AIF under the heading Executive compensation discussion and analysis, which is excerpted from TransCanada's Management Information Circular dated February 13, 2012 ("Information Circular"). Board and committee meetings of TransCanada and TCPL run concurrently. TCPL is the principal operating subsidiary of TransCanada.
Executive officers of TCPL also serve as executive officers of TransCanada. An aggregate remuneration is paid for serving as an executive of TCPL and for service as an executive officer of TransCanada. Since TransCanada does not hold any material assets directly other than the common shares of TCPL and receivables from certain of TransCanada's subsidiaries, all executive employee costs are assumed by TCPL according to a management services agreement between the two companies.
34 TransCanada PipeLines Limited
Legal proceedings and regulatory actions
TCPL and its subsidiaries are subject to various legal proceedings and regulatory actions arising in the normal course of business. While the final outcome of such legal proceedings and regulatory actions cannot be predicted with certainty and there can be no assurance that such matters will be resolved in TCPL's favour, it is the opinion of TCPL's management that the resolution of such proceedings and regulatory actions will not have a material impact on TransCanada's consolidated financial position, results of operations or liquidity.
The Company believes that TransAlta's claims with respect to Sundance A do not meet the test of force majeure or destruction as specified in the power purchase arrangement and has therefore recorded revenues and costs throughout 2011 under the power purchase arrangement as though this event was an interruption of supply. While the outcome of any arbitration process is not certain, TCPL believes the matter will be resolved in its favour.
Further information about the Sundance arbitration can be found in this AIF under the heading Developments in the Energy Business and in the MD&A under the heading Energy Opportunities and Developments.
Transfer agent and registrar
TCPL's transfer agent and registrar is Computershare Trust Company of Canada with its Canadian transfer facilities in the cities of Vancouver, Calgary, Toronto, and Montréal.
Interest of experts
TCPL's auditors, KPMG LLP, have confirmed that they are independent within the meaning of the Rules of Professional Conduct of the Institute of Chartered Accountants of Alberta.
Additional information
2011 Annual information form 35
Glossary
AIF |
Annual Information Form of TransCanada PipeLines Limited dated February 17, 2012 | |
Alaska Pipeline |
A proposed natural gas pipeline extending from Prudhoe Bay, Alaska to either Alberta or Valdez, Alaska |
|
Alberta System |
A natural gas transmission system in Alberta and B.C. |
|
ANR |
A natural gas transmission system extending from producing fields located primarily in Texas, Oklahoma, the Gulf of Mexico and U.S. midcontinent region to markets located primarily in Wisconsin, Michigan, Illinois, Indiana and Ohio, and regulated underground natural gas storage facilities in Michigan |
|
AQMS |
Air Quality Management System |
|
B.C. |
British Columbia |
|
BPRIA |
Bruce Power Refurbishment Implementation Agreement |
|
Bcf |
Billion cubic feet |
|
Bécancour |
A natural gas-fired cogeneration plant near Trois-Rivières, Québec |
|
Bison |
A natural gas pipeline extending from the Powder River Basin in Wyoming to Northern Border in North Dakota |
|
Board |
TransCanada's Board of Directors |
|
Bruce A |
A partnership interest in a nuclear power generation facility consisting of Units 1 to 4 of Bruce Power (Bruce Power A L.P.) |
|
Bruce B |
A partnership interest in a nuclear power generation facility consisting of Units 5 to 8 of Bruce Power (Bruce Power L.P.) |
|
Bruce Power |
A nuclear power generating facility located northwest of Toronto, Ontario (Bruce A and Bruce B, collectively) |
|
Canadian Mainline |
A natural gas transmission system extending from the Alberta/Saskatchewan border east into Québec |
|
Canwest |
Canwest Global Communications Corp. |
|
Cartier Wind |
Five wind farms in Gaspé, Québec, four plus the first phase of the fifth which are operational and phase two of the fifth under construction |
|
CBCA |
Canada Business Corporations Act |
|
CCAA |
Companies' Creditors Arrangement Act |
|
CEO |
Chief Executive Officer |
|
CFO |
Chief Financial Officer |
|
CO2 |
Carbon dioxide |
|
Coolidge |
A simple-cycle, natural gas-fired peaking power generation station in Coolidge, Arizona |
|
CSA |
Canadian Securities Administrators |
|
Cushing Extension |
A crude oil pipeline extending from Steele City, Nebraska to Cushing, Oklahoma |
|
DBRS |
DBRS Limited |
|
DSU(s) |
Deferred share unit(s) |
|
Energy |
As defined in this AIF under the heading General development of the business |
|
EPA |
Environmental Protection Agency (U.S.) |
|
ESU(s) |
Executive share unit(s) executive leadership team TCPL's CEO and executive vice-presidents |
|
executive leadership team |
TCPL's President and CEO and executive vice-presidents |
|
FERC |
Federal Energy Regulatory Commission (U.S.) |
36 TransCanada PipeLines Limited
Foothills |
A natural gas transmission system extending from central Alberta to the B.C./U.S. border and to the Saskatchewan/U.S. border |
|
GHG |
Greenhouse gas |
|
Great Lakes |
A natural gas transmission system that connects to the Canadian Mainline and serves markets in Eastern Canada and the northeastern and midwestern U.S. |
|
GTN |
A natural gas transmission system extending from the B.C./Idaho border to the Oregon/California border, traversing Idaho, Washington and Oregon |
|
Guadalajara |
A natural gas pipeline in Mexico extending from Manzanillo, Colima to Guadalajara, Jalisco |
|
Halton Hills |
A natural gas-fired, combined-cycle power plant in Halton Hills, Ontario |
|
HSE |
Health, safety and environment |
|
Hydro-Québec |
Hydro-Québec Distribution |
|
Information Circular |
TransCanada's Management Information Circular dated February 13, 2012 |
|
Iroquois |
A natural gas transmission system that connects with the Canadian Mainline near Waddington, New York, and delivers natural gas to the northeastern U.S. |
|
JHSEC |
Joint Health, Safety and Environment Committee |
|
Keystone |
A crude oil pipeline system which extends from Hardisty, Alberta to the U.S. markets and includes Wood River/Patoka and the Cushing Extension |
|
Keystone XL |
Keystone XL includes the construction of a new crude oil pipeline from Cushing, Oklahoma to the U.S. Gulf Coast, the expansion of existing facilities at Hardisty, Alberta and the construction of a new crude oil pipeline from Hardisty to Steele City, Nebraska |
|
Kibby Wind |
A wind farm located in Kibby and Skinner townships in northwestern Franklin County, Maine |
|
km |
Kilometer(s) |
|
Mackenzie Gas Project |
A proposed natural gas pipeline extending from a point near Inuvik, Northwest Territories to the northern border of Alberta |
|
MD&A |
TCPL's Management's Discussion and Analysis dated February 13, 2012 |
|
MMcf/d |
Million cubic feet per day |
|
Moody's |
Moody's Investors Service, Inc. |
|
MW |
Megawatt(s) |
|
Natural Gas Pipelines |
As defined in this AIF under the heading General development of the business |
|
NEB |
National Energy Board |
|
NI 58-101 |
National Instrument 58-101, Disclosure of Corporate Governance Practices |
|
North Baja |
A natural gas transmission system extending from Arizona to the Baja California, Mexico/California border |
|
Northern Border |
A natural gas transmission system extending from a point near Monchy, Saskatchewan to the U.S. Midwest |
|
NGTL |
Nova Gas Transmission Ltd. |
|
Nortel |
Nortel Networks Limited and Nortel Networks Corporation, collectively |
|
NYISO |
New York Independent System Operator |
|
NYSE |
New York Stock Exchange |
|
Ocean State Power |
A natural gas-fired, combined-cycle plant in Burrillville, Rhode Island |
|
Oil Pipelines |
As defined in this AIF under the heading General Development of the Business |
|
OPA |
Ontario Power Authority |
|
OSC |
Ontario Securities Commission |
|
Portland |
A natural gas transmission system extending from a point near East Hereford, Québec to the northeastern U.S. |
2011 Annual information form 37
Portlands Energy |
A natural gas-fired, combined-cycle power plant in Toronto, Ontario |
|
Ravenswood |
A natural gas-and oil-fired generating facility consisting of multiple units employing steam turbine, combined-cycle and combustion turbine technology located in Queens, New York |
|
Restructuring Proposal |
Canadian Mainline 2012 Tolls Application and Restructuring Proposal |
|
RGGI |
Regional Greenhouse Gas Initiative |
|
S&P |
Standard & Poor's |
|
SEC |
U.S. Securities and Exchange Commission |
|
Series U Preferred Shares |
TCPL's cumulative, redeemable, first preferred shares, series U |
|
Series Y Preferred Shares |
TCPL's cumulative, redeemable, first preferred shares, series Y |
|
Sheerness |
A coal-fired power generating facility near Hanna, Alberta |
|
subsidiary |
As defined in this AIF under the heading Presentation of information |
|
Sundance |
Two coal-fired power generating facilities near Wabamun, Alberta (Sundance A and Sundance B, collectively) |
|
Systems |
As defined in this AIF under the heading Regulation of the Natural Gas and Oil Pipelines businesses |
|
TCPL |
TransCanada PipeLines Limited |
|
TQM |
A natural gas transmission system that connects with the Canadian Mainline near the Québec/Ontario border and transports natural gas to markets in Québec, and connects with Portland |
|
TransCanada or the Company |
TransCanada Corporation |
|
TransAlta |
TransAlta Corporation |
|
TSX |
Toronto Stock Exchange |
|
Tuscarora |
A natural gas transmission system extending from Malin, Oregon to Wadsworth, Nevada |
|
U.S. or US |
United States |
|
U.S. GAAP |
U.S. generally accepted accounting principles |
|
WCI |
Western Climate Initiative |
|
Wood River/Patoka |
A crude oil pipeline extending from Hardisty, Alberta to U.S. Markets at Wood River and Patoka in Illinois |
|
Year End |
December 31, 2011 |
38 TransCanada PipeLines Limited
Metric Conversion Table
The conversion factors set out below are approximate factors. To convert from Metric to Imperial multiply by the factor indicated. To convert from Imperial to Metric divide by the factor indicated.
Metric |
Imperial |
Factor |
||
---|---|---|---|---|
Kilometres (km) | Miles | 0.62 | ||
Millimetres | Inches | 0.04 | ||
Gigajoules | Million British thermal units | 0.95 | ||
Cubic metres* | Cubic feet | 35.3 | ||
Kilopascals | Pounds per square inch | 0.15 | ||
Degrees Celsius | Degrees Fahrenheit | to convert to Fahrenheit multiply by 1.8, then add 32 degrees; to convert to Celsius subtract 32 degrees, then divide by 1.8 |
||
2011 Annual information form 39
Corporate Governance
About our governance practices
Our Board and management are committed to the highest standards of ethical conduct and corporate governance.
TCPL is a public company listed on the TSX and the NYSE, and we recognize and respect rules and regulations in both Canada and the U.S.
Our corporate governance practices comply with the Canadian governance guidelines, which include the governance rules of the CSA:
We also comply with the governance listing standards of the NYSE and the governance rules of the SEC that apply to foreign private issuers.
Our governance practices comply with the NYSE standards for U.S. companies in all significant respects, except as summarized on our website (www.transcanada.com). As a non-U.S. company, we are not required to comply with most of the governance listing standards of the NYSE. As a foreign private issuer, however, we must disclose how our governance practices differ from those followed by U.S. companies that are subject to the NYSE standards.
We benchmark our policies and procedures against major North American companies to assess our standards and we adopt best practices as appropriate. Some of our best practices are derived from the NYSE rules and comply with applicable rules adopted by the SEC to meet the requirements of the Sarbanes-Oxley Act of 2002 and the Dodd-Frank Wall Street Reform and Consumer Protection Act.
Board characteristics
The characteristics of our Board and its members exemplify strong principles of corporate governance:
Size and composition
TCPL's articles state that the Board must have 10 to 20 directors.
We believe our Board must consist of qualified and knowledgeable directors. This includes directors with direct experience in the oil and gas, pipelines and power sectors.
Independence
An independent board is a fundamental principle of governance. We believe that the majority of our directors must be independent within the meaning of "independence" in NI 58-101, and consistent with the independence criteria of the regulations of the SEC and rules of the NYSE.
40 TransCanada PipeLines Limited
The Governance Committee and the Board review the independence of every board member and nominated director against these criteria once a year. It also reviews family relationships and possible associations with companies that have relationships with TCPL when it reviews director independence.
The Board has determined that all of the nominated directors are independent, except for Mr. Girling because of his role as President and Chief Executive Officer ("CEO"). None of the directors have a direct or indirect material relationship with TCPL that could reasonably be expected to interfere with the exercise of their independent judgment.
Independent Chair
The Chair is appointed by the Board, and serves in a non-executive capacity. We have had separate Chair and CEO positions since our incorporation in 2003 and at our predecessor company since 1994. Mr. Jackson has served as the independent non-executive Chair since April 30, 2005.
In 2011, the independent directors met separately before and after every regularly scheduled Board meeting. All of the directors are available to meet with management as required.
Independent advice
The Board and each of its four standing committees can retain independent advisors to assist it in carrying out its duties and responsibilities.
Serving on other boards
As of 2012, our directors are limited to serving on a total of six public company boards to ensure we do not have overboarding or interlocking relationships that would conflict with a director's independence or interfere with fulfilling duties and responsibilities for our Board. We discuss the time commitment and duties and responsibilities with every candidate so they have a full understanding of the role and our expectations of directors. The Governance Committee monitors director relationships to ensure their business associations do not hinder their role as a director of TCPL or Board performance overall.
The Board believes that it is important for it to be composed of qualified and knowledgeable directors. As a result, due to the specialized nature of the industry, some of the nominated directors are associated with or sit on the boards of companies that ship natural gas or crude oil through our pipeline systems. Since we are a regulated carrier in Canada and the U.S., we cannot deny transportation service to a creditworthy shipper. The Governance Committee monitors relationships among directors to ensure that business associations do not affect the Board's performance.
If a director declares that they have an interest in a material contract or transaction that is being considered by the Board, the director leaves the meeting when the matter is being discussed and voted on.
See the director profiles in the Business of the meeting The nominated directors section of the Information Circular for the other public company boards each nominated director serves on.
Governance philosophy
TCPL believes that effective corporate governance improves corporate performance and benefits all shareholders. We believe that honesty and integrity are vital to ensuring good corporate governance.
The Board has formally adopted the corporate governance guidelines recommended by the Governance Committee. These guidelines address the structure and composition of the Board and its committees, and clarify the responsibilities of the Board and management.
Ethical business conduct
Our codes of business ethics incorporate principles of good conduct and ethical and responsible behaviour to guide our decisions and actions and the way we conduct business.
2011 Annual information form 41
We have a code for employees (including our CEO, Chief Financial Officer ("CFO") and Controller) and a separate one for directors. The codes apply to both TransCanada and TCPL and are certified every year by all employees and directors.
Employees are required to report any unusual behaviour or suspected violations of the code immediately. They can report a concern to their supervisor, Compliance, Internal Audit, their Compliance Coordinator, the next level of management, or to our Ethics Help-Line. The Help-Line allows employees, contractors, consultants and the public to report a concern about any perceived accounting irregularities, legal or ethical violations or other suspected breaches of the code of business ethics, confidentially and anonymously. We publish the telephone number on our website and our employee intranet and in our Annual Report available on our website (www.transcanada.com) and under TCPL's profile on SEDAR (www.sedar.com).
Internal Audit handles most investigations, including any concerns about directors and senior management. Human Resources professionals handle any concerns relating to human resources such as harassment.
Our policy strictly prohibits reprisals or retaliation against anyone who files an ethics concern or complaint in good faith. The Audit Committee monitors compliance with the codes and reports any violations to the Board.
The Audit Committee has procedures for receiving complaints, reviewing them, determining a course of action and retaining the information on file. It also oversees the operation of the Ethics Help-Line as part of its responsibilities.
Any waiver of the codes by our executives or directors must be approved by the Board, or the appropriate Board committee, and disclosed. There were no material departures from the codes in 2011.
The codes are posted on our website (www.transcanada.com).
Conflicts of interest
The codes of business ethics cover many potential conflicts of interest. In 2011, the Board looked specifically at corporate conflicts that could arise as a result of serving on non-profit organizations and the operations of our affiliates.
Serving on other boards
The Board considered whether directors serving on the boards of non-profit organizations pose any potential conflict. The Board reviewed these relationships and determined that they do not interfere with a director's ability to act in our best interests.
Affiliates
The Board closely oversees relationships between TCPL and any affiliates to avoid any potential conflicts of interest. This includes our relationship with TC PipeLines, LP, a master limited partnership listed on the NYSE.
The employee code of business ethics was amended in 2011 to require employees to receive consent before accepting a directorship with an entity that is not an affiliate. The CEO and executive vice-presidents (our "executive leadership team") must receive the consent of the Governance Committee. All other employees must receive the consent of their immediate supervisor.
Majority voting
We have a majority voting policy for electing a new board when the number of nominated directors is the same as the number of director positions available. If a nominated director receives "withheld" proxy votes before the meeting that total more than 5 per cent of the total votes cast by proxy, we will hold a vote by ballot for all directors. If a director receives more "withheld" than "for" votes cast by ballot, the director must tender his or her resignation to the Board. We expect the Board to accept the resignation within 90 days, unless there are extenuating circumstances.
This policy does not apply if there is a proxy contest over the election of directors.
The Board may fill the vacancy, as described in our by-laws and according to the terms of the CBCA.
42 TransCanada PipeLines Limited
Share ownership
We have share ownership requirements for our directors and executives to align their interests with those of our shareholders. Ownership levels are significant, and both directors and executives must meet the requirements within five years of assuming the position.
See the Compensation of directors Minimum share ownership guidelines section of the attached Schedule D and the Director compensation and analysis section of the Information Circular for more information.
Role and responsibilities of the Board
The primary responsibilities of the Board are to foster TCPL's long-term success and oversee our business affairs and management, and act honestly and in good faith and in the best interests of the Company.
The Board's main objective is to promote our best interests in order to maximize long-term shareholder value and enhance stakeholder returns.
The Board retains key duties and responsibilities and attends to them, delegates some duties to its four standing committees and discharges others to management for managing the day-to-day affairs of the business.
Charters and position descriptions
The Board and each Board committee have adopted a charter that outlines its principal responsibilities.
They review the charters every year to ensure they reflect current developments in corporate governance and corporate practices, and approve any necessary changes.
The Board has also developed position descriptions for the Chair of the Board, each committee Chair and the CEO.
The Board Charter describes the:
See Schedule G attached to this AIF for a copy of the Board charter, and Schedule C to this AIF for a copy of the Audit Committee charter. The Board charter, committee charters and position descriptions for the Chair of the Board, each committee Chair and the CEO are posted on our website (www.transcanada.com).
Strategic planning
We have a multi-year strategic plan that balances risk and reward.
The Board provides oversight and direction in the strategic planning process to ensure management develops corporate strategies that support our vision to be the leading energy infrastructure company in North America. We set annual corporate objectives to support our core strategies for achieving growth and creating value for shareholders. These are established with the Board, and the Board approves our corporate objectives every year.
2011 Annual information form 43
The Board monitors management's progress toward achieving the strategic plan, and discusses a broad range of issues related to our strategy and business interests at each regularly scheduled meeting. Management also reports regularly on our operational and financial performance.
The Board generally holds a full day session on strategic planning every year and sessions on strategic issues throughout the year. See the Meeting attendance section of the Information Circular for more information about the meetings held in 2011.
Risk oversight
The Governance Committee oversees our risk management activities as part of its duties. It monitors the identified business risks using a risk matrix which categorizes the risks and shows the Board committee and executives responsible for specific oversight of each risk. The committee reviews the risk matrix with management at each committee meeting to ensure there is proper Board and committee oversight according to the terms of their charters, and that we have management programs in place to mitigate those risks. It also recommends any enhancements to our risk management program and policies to the Board.
We manage risk by identifying the key business risks and categorizing them under six main areas:
All of our executives are involved in the process and are accountable for developing plans and actions to the risks from occurring and to minimize any associated costs.
The Audit Committee, Human Resources Committee and the Health, Safety and Environment Committee provide oversight on financial, human resources and compensation, and operational safety and environmental risks.
The Audit Committee oversees management's role in monitoring compliance with risk management policies and procedures and reviewing the adequacy of our financial risk management. Our financial risk management strategies, policies and limits are designed to ensure TCPL's risks and related exposures are in line with our business objectives and risk tolerance. Risks are managed within limits that are ultimately established by the Board, implemented by senior management and monitored by risk management and internal audit personnel.
The Health, Safety and Environment Committee monitors compliance with our HSE corporate policy through regular reporting from management. We have an integrated HSE management system that establishes a framework for managing HSE issues and is used to capture, organize and document our related policies, programs and procedures.
Our management system for HSE is modeled after international standards for environmental management systems, conforms to external industry consensus standards and voluntary regulatory programs, and complies with applicable legislative requirements and various other internal management systems. It follows a continuous improvement cycle organized into four key areas:
The committee reviews HSE performance quarterly compared to targets, incidents and highlights, and reviews program plans and performance targets for subsequent years. It receives detailed reports on our operational risk management, including governance of these risks, operational performance and preventive maintenance, pipeline integrity, operational risk issues and applicable legislative developments. The
44 TransCanada PipeLines Limited
committee also receives updates on any specific areas of operational risk management review currently being conducted by management.
See the CD&A in the attached Schedule F for more information about how we manage our compensation risk.
Succession planning for management
The committee oversees succession planning for management, and is directly responsible for developing the CEO succession plan and presenting it to the Board for discussion. Succession planning for the CEO position occurs over several years so potential candidates can grow into the role. This includes ongoing analysis of each potential candidate's performance, skills and experience, and an assessment of the personal attributes and characteristics that the committee and the Board believe are necessary for the role.
The CEO prepares an overview of the executive vice-president roles, noting the required skills and expertise for each position and the individual's areas of strength. He also prepares development plans for each of the executives to ensure his or her ongoing performance is satisfactory, and presents them to the committee.
The committee identifies potential future candidates for the executive vice-president positions, with input from the CEO and Human Resources. Each candidate is assessed based on his or her skills and experience and the competencies that are required for promotion to the senior executive level. Development opportunities are also identified so each candidate can receive additional or varied management experience, training, development and educational opportunities.
The Committee reviews each position and the performance assessment and competencies of potential successors at least once a year.
Access to management
The Board has complete access to management, but gives reasonable advance notice to avoid disrupting the business and operations.
The Board encourages the executive leadership team to include key managers in Board meetings so they can share their expertise on specific matters. This gives the Board an opportunity to meet individuals who have the potential to assume more senior positions in the future, and for these individuals to gain exposure with the Board.
Orientation and education
New directors participate in an orientation program that includes sessions on corporate strategy, our main business issues, and historical and financial information about TCPL. They also have an opportunity to visit our facilities and project sites and meet with the executive leadership team and other directors.
We tailor the sessions for each director based on his or her needs and specific areas of interest. New directors also meet with the Vice-President, Corporate Development and Strategy for an overview of the different areas of our business and operations and a discussion of key areas of interest. Briefing sessions are also held for new committee members, as appropriate.
Directors receive a reference manual with:
The Governance Committee reviews the orientation program and manual every year, to ensure it continues to meet our needs and those of new directors.
Continuing education helps strengthen a director's knowledge and understanding of the business, industry, governance and other issues. Senior management and external experts make presentations to the Board and committees from time to time on various topics related to the business, including changes to legal, regulatory
2011 Annual information form 45
and industry requirements. Directors also have an opportunity to tour our operating facilities and project sites twice a year.
Our 2011 program included:
The Governance Committee develops the program every year based on current and emerging issues, our corporate objectives and input from other members of the Board.
We also suggest seminars and education programs that may be relevant, and pay the registration fee and travel expenses as appropriate.
The table below lists the details of our 2011 director education program:
2011 |
Topic |
Presented/hosted by |
Attended by |
|||
---|---|---|---|---|---|---|
February 14 |
Strategic Issues Session - Operational Risk Review: Keystone Update | Executive Vice-President, Operations and Major Projects Vice-President, Keystone Pipeline |
All directors | |||
June 13 - 14 |
Strategic Planning Session - Strategy to Maximize Shareholder Returns, Energy Infrastructure Strategic Outlook (Canada, US), Power Business Strategic Outlook | Vice-President, Corporate Development and Strategy | All directors | |||
September 12 |
Strategic Issues Session - U.S. GAAP | Chief Financial Officer KPMG |
All directors, except Mr. Jackson and Mr. O'Brien |
|||
September 13 |
Site visit to Hydropower facility in Vernon, Vermont | Executive Vice-President, Operations and Major Projects | All directors, except Mr. Burney and Mr. O'Brien |
|||
October 4-6 |
Site visit to ANR Natural Gas Storage Facilities in Michigan | Executive Vice-President, Operations and Major Projects Vice-President, Community, Safety and Environment |
Health, Safety and Environment Committee | |||
October 4-6 |
Annual Meeting of TCPL's Joint Health, Safety and Environment Committee ("JHSEC") | Executive Vice-President, Operations and Major Projects Vice-President, Community, Safety and Environment JHSEC employee representatives from Canada and the U.S. |
Health, Safety and Environment Committee | |||
November 30 |
Strategic Issues Session - Keystone XL Pipeline | Executive Vice-President, Operations and Major Projects Vice-President, Keystone Pipeline |
All directors | |||
46 TransCanada PipeLines Limited
Ensuring effectiveness
The Governance Committee assesses the performance of the Board, Board committees and individual directors every year and reports the results to the Board. The Chair of the Board conducts one-on-one interviews with each director, and each committee also conducts a self-assessment led by its committee Chair.
Assessments focus on the effectiveness of the Board and each committee and solicit director input about areas of potential improvement. Interviews include questions about personal and individual peer performance. The Chair of the Board summarizes the interview responses and reports them to the Governance Committee and the Board.
The Chair of the Governance Committee interviews each director about the performance of the Chair of the Board, and presents the results to the Board for discussion.
The Chair of the Board also conducts interviews with each member of the executive leadership team every year and reports the results to the Board.
The Governance Committee believes the interview process is the most effective way for directors to give feedback that can be reviewed by the entire Board. The committee also monitors developments in board governance and evolving best practices in corporate governance.
Financial literacy
The Board has determined that all members of the Audit Committee are "financially literate", which means each member can read and understand a set of financial statements that are similar to ours in terms of breadth and complexity of accounting issues. You can find more information about their education and financial experience in the director profiles in the Business of the meeting The nominated directors section of the Information Circular and the Audit Committee section of this AIF.
Board renewal
The Governance Committee regularly assesses the skill set of each director, and reviews them against the director retirement schedule, their ages and the composition of each Board committee.
The Board is responsible for identifying suitable director candidates, while the Governance Committee is responsible for assessing the individuals and proposing the strongest candidates for nomination to the Board.
The committee looks for a mix of skills and experience required for overseeing our affairs. Candidates are nominated as directors based on their background and ability to contribute to the Board and committee meetings.
The committee ensures that the Board includes members with expertise in 10 key areas:
Candidates who are being nominated for the first time must have experience in industries similar to ours, or experience in general business management or with corporations that are similar in size and scope. Candidates must also be willing to serve on the Board, able to devote the necessary time to fulfill their duties and responsibilities and be under 70 years old.
2011 Annual information form 47
The committee recommends potential candidates based on their qualifications and independence and how these qualities balance with the skill set of the current Board, the structure and composition of the committees and the director retirement schedule. This assessment helps the Board determine the best mix of skills and experience to guide our long-term strategy and ongoing business operations.
Director tenure
The Governance Committee reviews events or matters that may trigger the resignation or retirement of a director such as age, changes in principal occupation or other relevant circumstances.
Once a director turns 70 and has served at least seven consecutive years, he or she must retire either on or before the date of the next annual meeting to elect directors. If a director has turned 70 before serving the full, seven consecutive years, the Board may recommend that a director stand for re-election each year until he or she has served a full seven-year term. The Board may, in exceptional circumstances and depending on its needs, recommend that a director stand for re-election after a director has turned 70 or served the full, seven consecutive years because of the specific skills and experience he or she brings to the Board.
The graphs below show the composition of our Board by years of service as of the date of this circular and after the annual meeting, assuming all of the nominated directors are elected:
Current composition | Post-meeting composition | |
The table below lists the likely retirement dates of the current non-executive directors, the Board committees they serve on, their education and their particular areas of expertise. The Governance Committee considers
48 TransCanada PipeLines Limited
these factors and others when discussing Board renewal. Ms. Dobson and Mr. O'Brien will retire on April 27, 2012 prior to the annual meeting.
Retirement year |
Director |
Board committees |
Education |
Skills and experience |
||||
---|---|---|---|---|---|---|---|---|
2012 | Wendy K. Dobson | Human Resources Health, Safety & Environment |
Ph.D. Economics Masters in Public Administration S.M. Hyg., BSN |
Accounting & Finance (Audit) Governance Government International Economics |
||||
David P. O'Brien | Governance Human Resources |
LL.B. B.A. Economics |
Governance Law Oil & Gas/Utilities Operations & HSE Organization & Leadership Transportation |
|||||
2013 | Derek H. Burney | Audit Governance |
M.A. Political Science B.A. Political Science |
Civil Aviation and Defence Government (Regulatory & Law) Power/Utilities Telecommunications |
||||
E. Linn Draper | Audit Health, Safety & Environment (Chair) |
Ph.D. Nuclear Science B.Sc. Chemical Engineering |
Engineering Operations & HSE Organization & Leadership Power/Utilities |
|||||
W. Thomas Stephens | Human Resources (Chair) Health, Safety & Environment |
M.Sc. Industrial Engineering | Building & Commercial Products Engineering Forestry Operations & HSE Organization & Leadership |
|||||
2011 Annual information form 49
Retirement year |
Director |
Board committees |
Education |
Skills and experience |
||||
---|---|---|---|---|---|---|---|---|
2014 | Paule Gauthier | Health, Safety & Environment Human Resources |
LL.M. LL.B. B.A. |
Law Governance Government (Regulatory) |
||||
2015 | John A. MacNaughton |
Governance (Chair) Audit |
B.A. Economics | Accounting & Finance Investment Banking/Management Organization & Leadership |
||||
2017 | Kevin E. Benson | Audit (Chair) Governance |
B.A. Accounting | Accounting & Finance Economics Organization & Leadership Transportation |
||||
2018 | Paul L. Joskow | Audit Governance |
Ph.D. Economics M.A. Economics B.A. Economics |
Accounting & Finance Economics Governance (Law) Government (Regulatory) Power/Utilities |
||||
Richard E. Waugh | Governance | MBA B.Comm. |
Banking International Markets Organization & Leadership |
|||||
2022 | D. Michael G. Stewart | Audit Health, Safety & Environment |
B.Sc. Geological Sciences | Geology Oil & Gas/Utilities Operations & HSE Organization & Leadership |
||||
2023 | Barry Jackson | Board Chair Governance Human Resources |
B.Sc. Engineering | Engineering Oil & Gas/Utilities Operations & HSE Organization & Leadership |
||||
2027 | Paula Rosput Reynolds | Health, Safety & Environment Human Resources |
B.A. Economics | Economics Insurance Organization & Leadership Power/Utilities Risk Management |
||||
Communicating with the Board
Shareholder engagement allows us to hear first hand from shareholders and other important stakeholders.
Shareholders, employees and others can communicate directly with the Board by writing to:
Chair
of the Board of Directors
TransCanada PipeLines Limited
450 First Street S.W.
Calgary, Alberta T2P 5H1
Board committees
The Board has four standing committees:
Each Board committee must consist entirely of independent directors, except for the Health, Safety and Environment Committee, which must have a majority of independent directors. Each committee has the authority to retain advisors to help it carry out its responsibilities. The Board does not have an executive committee.
50 TransCanada PipeLines Limited
Each committee reviews its charter at least once a year, and recommends any changes to the Governance Committee and the Board. You can find the committee charters on our website (www.transcanada.com). Each committee also conducts a performance self-assessment every year (see the Corporate Governance Ensuring effectiveness section above for details).
The Audit and the Human Resources Committees hold simultaneous meetings as do the Governance and Health, Safety and Environment Committees to ensure each committee has sufficient time to focus on its responsibilities. As a result, Mr. Jackson, the independent non-executive Chair of the Board, is a voting member of the Governance Committee and the Human Resources Committee, and is not a member of the Audit Committee or the Health, Safety and Environment Committee.
The committees will be reconstituted after the annual meeting to take into account the retirement of Ms. Dobson and Mr. O'Brien, and the new board members, Ms. Reynolds and Mr. Waugh.
All meetings have scheduled periods when members can discuss the committee operations and responsibilities without management present.
Audit Committee
Members | Kevin E. Benson (Chair) Derek H. Burney E. Linn Draper |
Paul L. Joskow John A. MacNaughton D. Michael G. Stewart |
||
Meetings in 2011 | 5 regularly scheduled meetings (February, April, July, October, November) 2 special meetings (June, September) |
|||
Independent | 6 independent directors, 100% independent and financially literate Mr. Benson, Chair of the Audit Committee, is an "audit committee financial expert" as defined by the SEC in the U.S., and has the accounting or related financial management experience required under the NYSE rules. |
|||
Mandate | The Audit Committee is responsible for assisting the Board in overseeing the integrity of our financial statements and our compliance with legal and regulatory requirements. It is also responsible for overseeing and monitoring the internal accounting and reporting process, and the process, performance and independence of our internal and external auditors. |
|||
The Audit Committee meets in-camera with the CFO at the beginning of each meeting, and also meets separately with the external and internal auditors and management. Additionally, the committee meets in-camera at the end of each meeting.
2011 highlights
2011 Annual information form 51
The Audit Committee section of this AIF includes more information about the Audit Committee, including oversight responsibilities, each member's education and experience, and policies and procedures for pre-approving services. The charter of the Audit Committee can be found at Schedule C to this AIF and on our website (www.transcanada.com) under the Corporate Governance Board Committees page.
Governance Committee
Members | John A. MacNaughton (Chair) Kevin E. Benson Derek H. Burney S. Barry Jackson |
Paul L. Joskow David P. O'Brien Richard E. Waugh |
||
Meetings in 2011 | 3 regularly scheduled meetings (February, April, October) | |||
Independent | 7 independent directors, 100% independent | |||
Mandate | The Governance Committee is responsible for assisting the Board with maintaining strong governance policies and practices at TCPL, reviewing the independence and financial literary of directors, managing director compensation and the board assessment process, and overseeing our strategic planning process and risk management activities. | |||
It monitors the relationship between management and the Board, directors' share ownership levels, governance developments and emerging best practices. It is also responsible for identifying qualified candidates for the Board to consider as potential directors. | ||||
It also recommends the meeting schedule for Board and committee meetings, site visits, and oversees matters related to the timing of our annual meeting. | ||||
The Governance Committee meets in-camera at the beginning and end of each meeting.
2011 highlights
52 TransCanada PipeLines Limited
Health, Safety and Environment Committee
Members | E. Linn Draper (Chair) Wendy K. Dobson Paule Gauthier |
W. Thomas Stephens D. Michael G. Stewart Paula Rosput Reynolds |
||
Meetings in 2011 | 3 regularly scheduled meetings (February, April and October) | |||
Independent | 6 independent directors, 100% independent | |||
Mandate | The Health, Safety and Environment Committee is responsible for overseeing our health, safety, security and environmental practices and procedures. | |||
It monitors our compliance with applicable legislation and meeting industry standards, and oversees our policies and procedures to prevent or mitigate losses and to protect our assets, network and infrastructure from malicious acts, natural disasters or other crisis situations. | ||||
The Health, Safety and Environment Committee meets in-camera with the Vice-President, Community, Safety and Environment and separately at the end of each meeting. The committee also meets in-camera at the beginning of each meeting if determined necessary.
2011 highlights
2011 Annual information form 53
Human Resources Committee
W. Thomas Stephens (Chair) Wendy K. Dobson Paule Gauthier |
Paula Rosput Reynolds S. Barry Jackson David P. O'Brien |
|||
Meetings in 2011 | 3 regularly scheduled meetings (February, October, November) 2 special meetings (January, September) |
|||
Independent | 6 independent directors, 100% independent | |||
Mandate | The Human Resources Committee is responsible for assisting the Board with developing strong human resources policies and plans and succession planning, overseeing the compensation programs, and assessing the performance of the CEO and other members of the executive leadership team against pre-established objectives and recommending their compensation. | |||
It approves all long-term incentive awards, including stock options, and any major changes to the compensation program and benefits plans for employees. It is also responsible for the benefits under our Canadian pension plans and reviewing our share ownership requirements for executives. | ||||
The Human Resources Committee meets in-camera at the beginning and end of each meeting.
2011 highlights
The committee also undertook a number of other activities during the year, and these go into effect beginning in 2012:
54 TransCanada PipeLines Limited
Schedule C
Charter of the Audit Committee
1. Purpose
The Audit Committee shall assist the Board of Directors (the "Board") in overseeing and monitoring, among other things, the:
To fulfill its purpose, the Audit Committee has been delegated certain authorities by the Board of Directors that it may exercise on behalf of the Board.
2. Roles and Responsibilities
Subject to confirmation by the external auditors of their compliance with Canadian and U.S. regulatory registration requirements, the Audit Committee shall recommend to the Board the appointment of the external auditors, such appointment to be confirmed by the Company's shareholders at each annual meeting. The Audit Committee shall also recommend to the Board the compensation to be paid to the external auditors for audit services and shall pre-approve the retention of the external auditors for any permitted non-audit service and the fees for such service. The Audit Committee shall also be directly responsible for the oversight of the work of the external auditor (including resolution of disagreements between management and the external auditor regarding financial reporting) for the purpose of preparing or issuing an audit report or related work. The external auditor shall report directly to the Audit Committee
The Audit Committee shall also receive periodic reports from the external auditors regarding the auditors' independence, discuss such reports with the auditors, consider whether the provision of non-audit services is compatible with maintaining the auditors' independence and the Audit Committee shall take appropriate action to satisfy itself of the independence of the external auditors.
The Audit Committee, to the extent it deems it necessary or appropriate, shall:
2011 Annual information form 55
56 TransCanada PipeLines Limited
and to report to the Board on such meetings;
and to report to the Board on such meetings;
2011 Annual information form 57
58 TransCanada PipeLines Limited
While the Audit Committee has the responsibilities and powers set forth in this Charter, it is not the duty of the Audit Committee to plan or conduct audits or to determine that the Company's financial statements and disclosures are complete and accurate or are in accordance with generally accepted accounting principles and applicable rules and regulations. These are the responsibilities of management and the external auditors. The Audit Committee, its Chair and any of its members who have accounting or related financial management experience or expertise, are members of the Board, appointed to the Audit Committee to provide broad oversight of the financial disclosure, financial risk and control related activities of the Company, and are specifically not accountable nor responsible for the day to day operation of such activities. Although designation of a member or members as an "audit committee financial expert" is based on that individual's education and experience, which that individual will bring to bear in carrying out his or her duties on the Audit Committee, designation as an "audit committee financial expert" does not impose on such person any duties, obligations or liability that are greater than the duties, obligations and liability imposed on such person as a member of the Audit Committee and Board in the absence of such designation. Rather, the role of any audit committee financial expert, like the role of all Audit Committee members, is to oversee the process and not to certify or guarantee the internal or external audit of the Company's financial information or public disclosure.
3. Composition of Audit Committee
The Audit Committee shall consist of three or more Directors, a majority of whom are resident Canadians (as defined in the Canada Business Corporations Act), and all of whom are unrelated and/or independent for the purposes of applicable Canadian and United States securities law and applicable rules of any stock exchange on which the Company's shares are listed. Each member of the Audit Committee shall be financially literate and at least one member shall have accounting or related financial management expertise (as those terms are defined from time to time under the requirements or guidelines for audit committee service under securities laws and the applicable rules of any stock exchange on which the Company's securities are listed for trading or, if it is not so defined as that term is interpreted by the Board in its business judgment).
4. Appointment of Audit Committee Members
The members of the Audit Committee shall be appointed by the Board from time to time, on the recommendation of the Governance Committee and shall hold office until the next annual meeting of shareholders or until their successors are earlier appointed or until they cease to be Directors of the Company.
5. Vacancies
Where a vacancy occurs at any time in the membership of the Audit Committee, it may be filled by the Board on the recommendation of the Governance Committee.
2011 Annual information form 59
6. Audit Committee Chair
The Board shall appoint a Chair of the Audit Committee who shall:
7. Absence of Audit Committee Chair
If the Chair of the Audit Committee is not present at any meeting of the Audit Committee, one of the other members of the Audit Committee present at the meeting shall be chosen by the Audit Committee to preside at the meeting.
8. Secretary of Audit Committee
The Corporate Secretary shall act as Secretary to the Audit Committee.
9. Meetings
The Chair, or any two members of the Audit Committee, or the internal auditor, or the external auditors, may call a meeting of the Audit Committee. The Audit Committee shall meet at least quarterly. The Audit Committee shall meet periodically with management, the internal auditors and the external auditors in separate executive sessions.
10. Quorum
A majority of the members of the Audit Committee, present in person or by telephone or other telecommunication device that permit all persons participating in the meeting to speak to each other, shall constitute a quorum.
11. Notice of Meetings
Notice of the time and place of every meeting shall be given in writing or facsimile communication to each member of the Audit Committee at least 24 hours prior to the time fixed for such meeting; provided, however, that a member may in any manner waive a notice of a meeting. Attendance of a member at a meeting is a waiver of notice of the meeting, except where a member attends a meeting for the express purpose of objecting to the transaction of any business on the grounds that the meeting is not lawfully called.
12. Attendance of Company Officers and Employees at Meeting
At the invitation of the Chair of the Audit Committee, one or more officers or employees of the Company may attend any meeting of the Audit Committee.
60 TransCanada PipeLines Limited
13. Procedure, Records and Reporting
The Audit Committee shall fix its own procedure at meetings, keep records of its proceedings and report to the Board when the Audit Committee may deem appropriate but not later than the next meeting of the Board.
14. Review of Charter and Evaluation of Audit Committee
The Audit Committee shall review its Charter annually or otherwise, as it deems appropriate, and if necessary propose changes to the Governance Committee and the Board. The Audit Committee shall annually review the Audit Committee's own performance.
15. Outside Experts and Advisors
The Audit Committee is authorized, when deemed necessary or desirable, to retain and set and pay the compensation for independent counsel, outside experts and other advisors, at the Company's expense, to advise the Audit Committee or its members independently on any matter.
16. Reliance
Absent actual knowledge to the contrary (which shall be promptly reported to the Board), each member of the Audit Committee shall be entitled to rely on (i) the integrity of those persons or organizations within and outside the Company from which it receives information, (ii) the accuracy of the financial and other information provided to the Audit Committee by such persons or organizations and (iii) representations made by Management and the external auditors, as to any information technology, internal audit and other non-audit services provided by the external auditors to the Company and its subsidiaries.
2011 Annual information form 61
Loans to directors and executive officers
As of the date of this AIF, none of our directors and executives had any loans from TCPL or any of our subsidiaries. This is also true for:
None of the above owe money to another entity that is the subject of a guarantee, support agreement, letter of credit or other similar arrangement or understanding provided by TCPL or any of our subsidiaries.
Securities owned by directors
The table below shows the total value as of February 13, 2012 of each director's shares and deferred share units ("DSUs") or shares of our affiliates outstanding at the end of 2011, including the DSUs credited as dividend equivalents until January 31, 2012.
None of the nominated directors (or all of our directors and executives as a group) own more than 1% of TransCanada shares, or any class of shares of its subsidiaries and affiliates.
Director |
TransCanada Common Shares |
Deferred Share Units |
|||||
K. Benson |
13,000 | 40,483 | |||||
D. Burney |
4,606 | 34,770 | |||||
W. Dobson |
6,000 | 49,149 | |||||
E.L. Draper |
N/A | 41,413 | |||||
P. Gauthier |
2,000 | 44,854 | |||||
R. Girling |
673,487 | N/A | |||||
S.B. Jackson |
39,000 | 76,964 | |||||
P.L. Joskow |
5,000 | 25,956 | |||||
J. MacNaughton |
50,000 | 29,912 | |||||
D. O'Brien |
54,549 | 48,185 | |||||
P. Rosput Reynolds (joined November 30, 2011) |
2,500 | 334 | |||||
W. T. Stephens |
1,800 | 14,673 | |||||
D.M.G. Stewart |
13,801 | 16,249 | |||||
R.E. Waugh (joined February 1, 2012) |
19,370 | N/A | |||||
Notes
62 TransCanada PipeLines Limited
Compensation of directors
Approach
Our director compensation program reflects our size and complexity, and reinforces the importance we place on shareholder value. Director compensation includes annual retainers and meeting fees that are paid in cash and DSUs to link a significant portion of their compensation to the value of our common shares.
Director compensation is not based on corporate performance, but the Board follows a formal performance assessment process to ensure director effectiveness and encourage director engagement.
The Governance Committee reviews director compensation at least once a year, and makes its compensation recommendations to the Board for review and approval. Recommendations take into consideration the time commitment, duties and responsibilities of the directors, and director compensation practices at comparable companies.
Directors of TransCanada also serve as directors of TCPL. Board and committee meetings of TransCanada and TCPL run concurrently, and the director compensation described below is for serving on both Boards. TransCanada does not hold any material assets directly, other than TCPL common shares and receivables from some of our subsidiaries. As a result, TCPL assumes all directors' costs according to a management services agreement between the two companies.
Benchmarking
Director compensation is benchmarked against two comparator groups. Total compensation is determined with reference to median levels in our comparator groups, so we can attract and retain qualified directors.
Towers Watson conducts an independent review of director compensation every year, and prepares a report on compensation paid by our comparator companies. The Governance Committee refers to the report when conducting its compensation review.
Minimum share ownership guidelines
The Board believes that directors can represent the interests of shareholders more effectively if they have a significant investment in TransCanada. Directors must now hold at least six times their annual cash retainer in common shares or DSUs within five years of joining the Board. The minimum was increased from five times in October 2011, to reinforce the importance of share ownership and more closely align directors' interests with those of shareholders.
Directors can meet the requirements by purchasing TransCanada shares, participating in our dividend reinvestment plan or by directing all or a portion of their compensation to be paid in DSUs. We recalibrate the ownership values if the cash retainer is increased.
If their holdings fall below the minimum level because of fluctuations in our share price, we expect the director to attain the minimum threshold within a reasonable amount of time set by the Governance Committee.
As President and CEO, Mr. Girling must meet our CEO share ownership requirements under the executive share ownership guidelines. Mr. Girling meets these ownership requirements (see the Aligning the interest of executives and Shareholders of the CD&A for details).
As of February 13, 2012, all of our directors had met the share ownership requirements, except for Ms. Reynolds who was appointed to the Board on November 30, 2011 and has five years from her appointment date to meet the requirements.
Share unit plan for non-employee directors
DSUs are notional shares that have the same value as TransCanada shares. DSUs earn dividend equivalents as additional units, at the same rate as dividends paid on our shares.
2011 Annual information form 63
We introduced a DSU plan for directors in 1998 that allows them to choose to receive a portion of their retainers, meeting fees and travel fees in DSUs instead of cash. The plan also allows the Governance Committee to use discretion to grant DSUs to directors as additional compensation (excluding employee directors such as our President and CEO). No discretionary grants of DSUs were made to directors in 2011.
Directors redeem their DSUs when they retire from the Board. Canadian directors can redeem their DSUs for cash or shares at the market price. U.S. resident directors can only redeem their DSUs for cash.
Further information regarding director compensation can be found in the Director compensation discussion and analysis section of the Information Circular.
Director compensation table
The following table sets forth the total compensation paid by TCPL to directors in 2011.
Name | Fees Earned(1) ($) |
Share-based Awards(2) ($) |
All Other Compensation ($) |
Total ($) |
|||||||||
K.E. Benson | 123,000 | 85,000 | | 208,000 | |||||||||
D.H. Burney | 115,500 | 85,000 | | 200,500 | |||||||||
W.K. Dobson | 112,500 | 85,000 | | 197,500 | |||||||||
E.L. Draper | 129,000 | 85,000 | | 214,000 | |||||||||
P. Gauthier | 117,000 | 85,000 | | 202,000 | |||||||||
K. Hawkins (retired April 29, 2011) | 52,500 | 42,500 | | 95,000 | |||||||||
S.B. Jackson(3) | 202,500 | 230,000 | 37,240 | 469,740 | |||||||||
P.L. Joskow | 114,000 | 85,000 | | 199,000 | |||||||||
J.A. MacNaughton | 129,000 | 85,000 | | 214,000 | |||||||||
D.P. O'Brien | 106,500 | 85,000 | | 191,500 | |||||||||
Paula Rosput Reynolds (joined November 30, 2011) | 9,087 | 6,261 | | 15,348 | |||||||||
W.T. Stephens | 129,000 | 85,000 | | 214,000 | |||||||||
D.M.G. Stewart | 109,500 | 85,000 | | 194,500 | |||||||||
R.E. Waugh (joined February 1, 2012) | | | | | |||||||||
Notes
64 TransCanada PipeLines Limited
Retainers and fees paid to directors
Directors receive annual retainers, meeting fees and, in some cases, travel fees. They are also reimbursed for out-of-pocket expenses they incur while attending meetings, and are paid a per diem for Board and committee activities outside of our meeting schedule. Directors who are U.S. residents receive the same amounts in U.S. dollars. Mr. Girling is an employee of TransCanada and is compensated in his role as President and CEO, and does not receive any director compensation.
Both the annual board retainer and the separate retainer for the Chair of the Board are paid in cash and DSUs according to the fee schedule below:
Board Chair retainer |
$410,000 per annum ($180,000 in cash + $230,000 value of DSUs)(1)(2) | |
Board Chair meeting fee |
$3,000 per Chaired Board meeting(1) | |
Board retainer |
$155,000 per annum ($70,000 cash + $85,000 value of DSUs)(2) | |
Committee retainer |
$5,500 per annum | |
Committee Chair retainer |
$12,000 per annum | |
Board and Committee meeting fee |
$1,500 per meeting | |
Committee Chair meeting fee |
$3,000 per meeting | |
DSUs are credited quarterly, in arrears, using the closing price of TransCanada shares on the TSX at the end of each quarter.
In 2011, three directors chose to receive 100% of their retainer and meeting and travel fees in DSUs:
2011 retainers and fees
The following table sets out the total fees paid in cash and the value of the DSUs awarded or credited for each non-employee director in 2011 as at the date of the grant, unless otherwise stated. Mr. Girling, as an employee of TCPL, receives no cash fees or DSUs as a director.
Name |
Board Retainer ($) |
Committee Retainer ($) |
Committee Chair Retainer ($) |
Board Meeting Fee ($) |
Committee Meeting Fee(1) ($) |
Travel Fee ($) |
Strategic Planning Sessions ($) |
Total Fees Paid in Cash ($) |
Total Value of DSUs Credited(2) ($) |
Total Cash & Value of DSUs Credited(3) ($) |
|||||||||||||||||||||
K.E. Benson |
70,000 | 11,000 | 12,000 | 12,000 | 15,000 | 1,500 | 1,500 | | 208,000 | 208,000 | |||||||||||||||||||||
D.H. Burney |
70,000 | 11,000 | | 10,500 | 15,000 | 7,500 | 1,500 | 115,500 | 85,000 | 200,500 | |||||||||||||||||||||
W.K. Dobson |
70,000 | 11,000 | | 10,500 | 12,000 | 7,500 | 1,500 | 112,500 | 85,000 | 197,500 | |||||||||||||||||||||
E.L. Draper |
70,000 | 11,000 | 12,000 | 10,500 | 15,000 | 9,000 | 1,500 | | 214,000 | 214,000 | |||||||||||||||||||||
P. Gauthier |
70,000 | 11,000 | | 10,500 | 15,000 | 9,000 | 1,500 | 82,000 | 120,000 | 202,000 | |||||||||||||||||||||
K. Hawkins |
35,000 | 5,000 | | 3,000 | 6,000 | 3,000 | | | 95,000 | 95,000 | |||||||||||||||||||||
S.B. Jackson |
180,000 | | | | | 1,500 | 3,000 | | 432,500 | 432,500 | |||||||||||||||||||||
P.L. Joskow |
70,000 | 11,000 | | | 15,000 | 6,000 | 1,500 | 114,000 | 85,000 | 199,000 | |||||||||||||||||||||
J.A. MacNaughton |
70,000 | 11,000 | 12,000 | 12,00 | 15,000 | 9,000 | 1,500 | 129,000 | 85,000 | 214,000 | |||||||||||||||||||||
D.P. O'Brien |
70,000 | 11,000 | | | 12,000 | 1,500 | 1,500 | 36,500 | 155,000 | 191,500 | |||||||||||||||||||||
P. Rosput Reynolds |
6,087 | | | | | 1,500 | | 1,500 | 13,848 | 15,348 | |||||||||||||||||||||
W.T. Stephens |
70,000 | 11,000 | 12,000 | | 15,000 | 9,000 | 1,500 | 103,200 | 110,800 | 214,000 | |||||||||||||||||||||
D.M.G. Stewart |
70,000 | 11,000 | | | 15,000 | 1,500 | 1,500 | 109,500 | 85,000 | 194,500 | |||||||||||||||||||||
R.E. Waugh |
| | | | | | | | | | |||||||||||||||||||||
Notes
2011 Annual information form 65
66 TransCanada PipeLines Limited
Compensation governance
The Board, the Human Resources Committee and the Governance Committee are responsible for the integrity of our compensation governance practices.
Human Resources Committee | Governance Committee | |
W. Thomas Stephens (Chair) | John A. MacNaughton (Chair) | |
Wendy K. Dobson (retires April 27, 2012) | Kevin E. Benson | |
Paule Gauthier | Derek H. Burney | |
S. Barry Jackson | S. Barry Jackson | |
David P. O'Brien (retires April 27, 2012) | Paul L. Joskow | |
Paula Rosput Reynolds | David P. O'Brien (retires April 27, 2012) | |
Richard E. Waugh |
The Board approves all matters related to executive and director compensation. The committees are responsible for the review and analysis of compensation matters and for making any recommendations. Both committees are 100% independent.
2011 Annual information form 67
Expertise
Human resources and executive compensation
The Human Resources Committee is responsible for executive
compensation. It consists of six independent directors who have an appropriate
mix of skills and experience in management, business, industry, human resources and public accountability for carrying out their responsibilities.
All of the members (including the committee Chair) have experience as members of human resources or compensation committees of other public companies. Mr. Stephens, the committee Chair, has served as Chair of the compensation committee of two other public companies in addition to TCPL. Mr. Jackson has also served as the Chair of the compensation committee for several public companies.
Four members bring additional insight to the role and performance of the chief executive officer because of their own experience in that role at various companies in the oil and gas, forest and paper products and insurance industries.
As a former chief executive officer of four public companies, Mr. Stephens has experience working with boards and compensation consultants to design appropriate compensation programs. Mr. O'Brien has also directly handled compensation matters as a former chief executive officer of two public companies. Ms. Reynolds was the chief executive officer of two U.S. public companies and was responsible for overseeing compensation plans and their implementation, and has direct experience in designing detailed performance-based goals for executives. As a former chief executive officer of a public oil and gas company, Mr. Jackson has experience in overseeing executive compensation programs and working closely with compensation consultants, and has been involved in all aspects of the design, implementation and administration of compensation programs as a senior executive and director.
Ms. Gauthier has legal expertise and experience in overseeing executive compensation programs as a member of compensation committees of public companies in banking and other industries.
Ms. Dobson was a member of the 1994 TSX Committee on Corporate Governance in Canada (also known as the Dey Commission), which pioneered corporate governance in Canada and produced best practice guidelines including compensation policies and practices.
In addition to the committee's collective experience in compensation matters, all of the members stay actively informed of trends and developments in compensation matters and the applicable legal and regulatory frameworks.
Governance
The Governance Committee is responsible for director compensation
and risk oversight. It consists of seven independent directors who have
a mix of skills and experience in business, risk, governance, human resources and compensation. Five of the members are currently or have been members of human
resources or compensation committees of other public companies. Each of these five members also has experience as chief executive officer of one or more public
companies which has provided each of them with experience in oversight of and direct involvement in compensation matters.
You can find specific details about each director's background and experience in the director profiles in the Business of the Meeting The nominated directors section of the Information Circular and in the Audit Committee section of this AIF. More information about the committees is available in Schedule B to this AIF under the heading Board Committees.
68 TransCanada PipeLines Limited
Compensation Oversight
Compensation oversight includes ensuring executives and directors are compensated fairly, without incurring undue risk to
TCPL's business and
operations.
The Board reviews our compensation policies and practices every year and considers the related risks, and makes any adjustments it deems necessary to ensure that our compensation policies are not reasonably likely to have a material adverse effect on TransCanada. It carries out this work directly or through the Human Resources Committee and the Governance Committee.
The compensation policies and practices implemented by the Board to effectively identify and mitigate compensation risks and discourage members of the executive leadership team or others from taking inappropriate or excessive risks are highlighted below.
Multi-year strategic plan
We have a multi-year, corporate strategic plan that identifies our core
strategies to help us achieve our vision of being the
leading energy infrastructure company in North America:
Executive compensation is closely linked to the strategic plan. Our annual corporate objectives support the strategic plan and are used when making compensation decisions. At the end of each year, the Board assesses our performance against the corporate objectives to determine the adjustment factor to be used in calculating short-term incentive awards for the executive leadership team and all other employees. The Board also ensures that the annual individual performance objectives for each member of the executive leadership align with our corporate objectives and reflect performance areas that are specific to each role when it determines his or her total direct compensation.
Compensation philosophy
We have a formal compensation philosophy to guide compensation
program design and decisions. Our approach to compensation is structured to meet
four key objectives: pay for performance, be market competitive, align executives' interests with those of our shareholders and customers and engage and retain our
executives. In setting target compensation levels, each component base salary, short-term incentive and
long-term incentives as well as total direct compensation are determined with reference to median levels in our
comparator group (see the CD&A attached to this AIF at Schedule F for details).
Our executive compensation is also designed to minimize risk as a significant portion of total direct compensation is delivered as variable or at-risk compensation. See the CD&A attached to this AIF at Schedule F for the pay mix for each named executive.
2011 Annual information form 69
Executive compensation structured to manage risk
The Human Resources Committee and the Board have structured the executive compensation program to ensure that executives are compensated fairly,
and in a way that does not incur undue risk to TCPL or encourage executives to take inappropriate risks.
70 TransCanada PipeLines Limited
Policies and guidelines to manage risk
The Governance Committee, the Human Resources Committee and the
Board have instituted several policies to ensure that compensation risk is
appropriately managed and that the interests of both directors and executives are aligned with those of our shareholders. These policies are derived from best practices
in governance and legal requirements.
After
considering the implications associated with our compensation policies and practices and completing a review of our policies and practices described above, the
Board believes that:
In addition to our compensation policies and practices, our corporate values Integrity, Collaboration, Responsibility and Innovation also guide director, officer and employee behaviour, underpin our company culture and define the character of the organization we share and work in every day.
2011 Annual information form 71
External Consultant
TCPL first retained Towers Watson in 2002 to provide human resources consulting services to management.
In 2006, the Human Resources Committee retained an individual consultant from Towers Watson as its advisor on human resource matters. This consultant provides independent advice to the committee to support its compensation review and decision-making, but the committee is responsible for making its own decisions and recommendations to the Board. The committee chose this individual because it believed it would receive candid, direct, independent and quality advice, based on her reputation in the marketplace. Given the quality of the executive compensation advisory services provided by the consultant, the committee has chosen to renew the consultant's engagement each year.
TCPL
and Towers Watson have taken several steps to maintain the independence of the external consultant. This includes ensuring that the consultant's pay is not
directly affected by any change in services provided to management or the Board committees. The consultant:
The
Human Resources Committee created a mandate for the consultant that includes:
The Human Resources Committee reviews the consultant's mandate and the overall relationship with Towers Watson every year, including all projects and the fees charged. The table below shows the fees paid to Towers Watson in 2010 and 2011.
Executive compensation-related fees
|
||||
Towers Watson | 2011 | 2010 | ||
|
||||
Consultant services to the Human Resources Committee |
$164,003 | $125,000 | ||
Consulting to Human Resources management | ||||
compensation market data on executives and non-executives | 197,000 | 220,000 | ||
benefit and pension actuarial consulting services for our Canadian and U.S. operations | 2,278,358 | 1,850,000 | ||
Consulting to the Governance Committee | ||||
preparing an annual report on director compensation | 32,000 | 30,000 | ||
All other fees | | | ||
Total fees | $2,671,361 | $2,225,000 | ||
72 TransCanada PipeLines Limited
Executive compensation discussion and analysis (CD&A)
EXECUTIVE SUMMARY
TransCanada's vision is to be the leading energy infrastructure company in North America, with a strong focus on pipelines and power generation opportunities
located in regions
where we have or can develop significant competitive advantages.
TransCanada's
strategy for growth and value creation has four key elements:
We have focused on steady and consistent implementation of our strategy since establishing it in 2000. The fundamentals of that strategy remain the same.
Our compensation package 'pays for performance' by rewarding executives for delivering strong results that meet our corporate objectives and support our overall strategy.
This
Compensation discussion and analysis (CD&A) explains our executive compensation program, our 2011 performance, the performance assessment by the Human Resources Committee and the Board, and their
compensation decisions for our named executives:
The named executives and three other executive vice-presidents make up our executive leadership team.
Performance highlights
We performed well in 2011 with an increase in comparable earnings per share of 13% compared with 2010 and a 10% year-over-year increase in funds
generated from operations. We continued to execute our significant capital program, bringing into service large capital projects including the Wood River/Patoka and Cushing Extension sections of the
Keystone oil pipeline system, the Guadalajara and Bison natural gas pipelines, the Coolidge generating station, and the Montagne-Sèche and phase one of the Gros-Morne
wind farms.
We advanced the $4.8 billion refurbishment and restart of two reactors at the Bruce Power nuclear facility in Ontario. Our expected net capital cost of the project is $2.4 billion. Subject to regulatory approval, Unit 2 and Unit 1 are expected to begin commercial operations in the first quarter and the third quarter of 2012, respectively.
We continued to enhance the value of our natural gas pipeline business by advancing projects that will transport natural gas supply from shale basins in northeastern British Columbia and Alberta. In our oil pipeline business, we secured commercial support for extensions and expansions of Keystone XL to transport crude oil from Hardisty, Alberta to Houston, Texas. We also have customer support to provide service for U.S. produced crude oil sourced from the Bakken shale play in Montana and North Dakota (Bakken Marketlink), and from Cushing, Oklahoma (Cushing Marketlink).
In our power business, we executed an agreement for the purchase of nine Ontario solar projects, with a combined capacity of 86 MW, for approximately $470 million that are expected to come into service between late 2012 and mid-2013.
The year was not without challenges with the denial of our Keystone XL Presidential Permit, operational start-up issues on several projects, uncertainty regarding the outcome of the decision of the National Energy Board (NEB) on our comprehensive toll restructuring application for the Canadian Mainline, uncertainty regarding the ultimate resolution of the capacity pricing issues in New York, and the Sundance A power purchase arrangement (PPA) arbitration.
2011 Annual information form 73
Delivery of strong financial results and a disciplined approach to quality and cost schedule as well as capital investment, however were recognized in record share performance. Our total shareholder return for 2011, including dividends paid, was 22%. We believe we are well positioned to build on our track record of strong and sustainable earnings, cash flow and dividends to deliver attractive and sustainable returns to shareholders over the long-term.
Compensation highlights
The Human Resources Committee and Board made the following executive compensation decisions in 2012:
See compensation decisions in 2012 for more information.
74 TransCanada PipeLines Limited
Compensation vs. financial performance
The chart below compares the results of our key financial metrics for the last five fiscal years, to total direct compensation awarded to the
named executives for the same
period. Total direct compensation includes base salary, the short-term incentive award (paid in the first quarter following the performance year) and the grant value of ESUs and stock options.
Note
The table below shows total direct compensation awarded to our named executives as a percentage of our comparable earnings for the last five fiscal years:
|
||||||||||
2007 | 2008 | 2009 | 2010 | 2011 | ||||||
|
||||||||||
Total direct compensation awarded to the named executives (as a percentage of comparable earnings) | 1.4% | 1.4% | 1.4% | 1.1% | 1.1% | |||||
2011 Annual information form 75
Compensation vs. total shareholder
return
Our total shareholder return (TSR) has tracked favourably against the S&P/TSX Composite Index over the last five years, delivering an annual compound
return of 6.1% compared to 1.3% for the Index.
The chart below illustrates TSR as the change in value of an initial investment of $100 in TransCanada shares on December 31, 2006, assuming reinvestment of dividends, and compares it to the return of the S&P/TSX Composite Index and the trend in total direct compensation awarded to our named executives over the same period.
TSR is only one of the performance measures the Board considers when assessing performance and determining compensation for our named executives, so we do not necessarily expect there to be a direct correlation between TSR and total direct compensation awarded in a given period. In addition, the long-term compensation awarded in any given year is not guaranteed. A portion of it is equity-based, and its value will be directly affected by any change in the price of our common shares.
We experienced record share price levels in 2011 and expect to continue to deliver superior returns to our shareholders.
|
||||||||||||||
At Dec. 31 |
2006 | 2007 | 2008 | 2009 | 2010 | 2011 | Compound annual growth |
|||||||
|
||||||||||||||
TRP | $100 | $103.30 | $87.70 | $100.30 | $110.00 | $134.40 | 6.1% | |||||||
TSX | $100 | $109.80 | $73.60 | $99.40 | $116.90 | $106.70 | 1.3% | |||||||
76 TransCanada PipeLines Limited
Program changes
In 2011, the Board approved and implemented a number of changes to the executive compensation program:
In
2012, the Board approved four changes to the long-term incentives which go into effect beginning this year. The Board:
The
Board reviewed the measures under the ESU plan and decided to adopt relative TSR as the single performance measure because it:
The Board believes these changes ensure the executive compensation program continues to align with the interests of shareholders and customers, strengthen the link between pay and performance, align with market practices in executive compensation and engage and retain executives. These changes went into effect for the long-term incentive awards granted to the named executives in early 2012.
2011 Annual information form 77
APPROACH
TransCanada's executive compensation program is structured to meet four key objectives:
Compensation is also aligned with our risk management processes to ensure there is an appropriate balance between risk and reward.
Decision-making process
We follow a comprehensive decision-making process that involves management, the Human Resources Committee and the Board, and takes into account market
data, input from the CEO and independent advice from an external consultant to the committee.
The Board makes all decisions affecting executive compensation based on the committee's recommendations.
78 TransCanada PipeLines Limited
Management analysis
Assessing the market
The committee and the Board recognize the importance of retaining
executive talent for business continuity, managing stakeholder relationships,
succession planning and achieving desired short and long-term corporate performance.
With the assistance of its external consultant, management analyzes and provides relevant market data and other information to the committee and the Board. This process includes benchmarking executive compensation against a comparator group of companies to stay competitive with the market (see Benchmarking, below).
In addition to considering external market data when determining compensation levels, the committee and Board also consider compensation relative to other executives. This is especially important in situations where the market data for a particular role does not reflect the relative scope of the role at TransCanada.
Determining performance objectives
The Board approves annual corporate objectives to support our core
strategies for achieving growth and creating value for shareholders. Our corporate
performance scorecard incorporates these objectives, which include a combination of financial measures and operational, growth and other business considerations in weightings
approved by the Board.
The Board establishes annual performance objectives and relative weightings for the CEO and the other named executives. Objectives are aligned with the annual corporate objectives and reflect key performance areas of the role. The CEO's objectives include a corporate performance scorecard, personal objectives and leadership priorities. Objectives for the other named executives include a functional area or business scorecard for their role, as well as personal objectives and leadership priorities.
Recommendation
The committee and the Board assess the performance of
the CEO. The CEO assesses the performance of his direct reports, including the other four named
executives, and makes compensation recommendations to the committee.
The committee recommends compensation awards for the CEO and the other named executives to the Board. The committee seeks independent advice from its external consultant and other advisors, but is responsible for making its own decisions and recommendations to the Board.
The committee bases its recommendations on the relevant performance period, and not on the number, term or current value of any outstanding compensation previously awarded or gains an executive may have realized in prior years. This includes ESUs, stock options or other forms of compensation. The committee believes that reducing or limiting grants or awards based on prior gains would unfairly penalize the executive and could detract from the incentive to continue to deliver strong performance. Similarly, it does not take into account the value of long-term incentive awards it grants in a given year to offset less-than-expected returns from awards granted in prior years.
Approval
The Board reviews the recommendations by the committee,
and approves all executive compensation decisions.
2011 Annual information form 79
Benchmarking
We benchmark our compensation for named executives against a comparator group of companies to stay competitive with the market. Management reviews the
comparator group
with its external consultant every year. The committee reviews and approves the comparator group every year.
Our 2011 comparator group consists of 25 Canadian companies representing two industry sectors:
|
||
Oil & Gas | Pipeline & Utility | |
|
||
BP Canada Energy Company | Alliance Pipeline Ltd. | |
Canadian Natural Resources Ltd. | ATCO Ltd. | |
Cenovus Energy Inc. | Capital Power Corporation | |
Chevron Canada Resources | Enbridge Inc. | |
ConocoPhillips Canada | EPCOR Utilities Inc. | |
Devon Canada Corporation | FortisAlberta Inc. | |
Encana Corporation | FortisBC Energy Inc. | |
ExxonMobil Canada | Kinder Morgan Canada Inc. | |
Husky Energy Inc. | Spectra Energy Corporation (Canada) | |
Imperial Oil Ltd. | TransAlta Corporation | |
Nexen Inc. | ||
Shell Canada Ltd. | ||
Suncor Energy Inc. | ||
Syncrude Canada Ltd. | ||
Talisman Energy Inc. | ||
These Canadian-based energy companies are generally similar to us in size and scope and we compete with them for executive talent. All of these companies have capital intensive, long cycle businesses that operate either in the Canadian oil and gas industry or the North American pipeline, power and utility industry.
|
||||||
Profiles At December 31, 2010 |
TransCanada | Comparator group | ||||
|
||||||
Industry | North American pipelines, | North American pipelines, power, utilities | ||||
power | Canadian oil and gas | |||||
Location | Calgary, Alberta | Mainly Alberta | ||||
|
|
|||||
Median | 75th percentile | |||||
|
|
|||||
Revenue | $8.1 billion | $6.1 billion | $14.3 billion | |||
Market capitalization at December 31, 2011 (Monthly closing price of common shares × common shares outstanding for the most recent quarter) | $31.3 billion | $18.7 billion | $36.3 billion | |||
Assets | $46.8 billion | $13.1 billion | $26.7 billion | |||
Employees | 4,209 | 2,433 | 4,675 | |||
80 TransCanada PipeLines Limited
We benchmark each named executive position against similar positions in the comparator group. Competitive market data on the comparator group gives the committee and the Board an initial reference point for determining executive compensation.
Total direct compensation is generally set according to the following guidelines:
See Components for more information about total direct compensation.
2011 Annual information form 81
Aligning the interests of executives and
shareholders
We have share ownership requirements for executives to align their interests with those of our shareholders. The minimum requirements are
significant and vary by executive level:
|
||
Executive level | Required ownership (multiple of base salary) |
|
|
||
Chief Executive Officer | 4x | |
Executive Vice Presidents | 2x | |
Senior Vice Presidents | 1x | |
Certain Vice Presidents | 1x | |
Executives have five years to meet the requirement, and can accumulate eligible shares and unvested ESUs to meet the requirements within the limits set out below:
|
||
% of executive's total share ownership |
||
|
||
Eligible shares TransCanada shares Units of any TransCanada sponsored limited partnership |
50% or more | |
Unvested ESUs | up to 50% | |
The committee reviews share ownership levels every year. It may use its discretion when assessing compliance if ownership levels fall below the minimum because of fluctuations in share price.
In 2010, the committee increased the minimum requirement for the CEO from three times to four times base salary, and introduced a requirement for executives to 'buy and hold' 50% of all stock options they exercise until they meet their share ownership requirement.
All of the named executives met their share ownership requirements in 2011. See the executive profiles for their current ownership.
82 TransCanada PipeLines Limited
COMPONENTS
Total direct compensation includes fixed and variable pay. Base salary is the only form of fixed compensation we offer. Variable compensation
includes our short and long-term incentive plans.
|
||||||
Element | Form | Performance period | Objective | |||
|
||||||
base salary (fixed) | cash | one year | provide a certain level of steady income attract and retain executives |
|||
short-term incentive (variable) |
cash | one year | motivate executives to achieve key annual business objectives reward executives for relative contribution to the company align interests of executives and shareholders attract and retain executives |
|||
long-term incentive (variable) | ESUs | three-year term vesting at the end of the term if performance conditions are met |
motivate executives to achieve medium-term business objectives align interests of executives and shareholders attract and retain executives |
|||
stock options | seven-year term one-third vest each year beginning on the first anniversary of the grant date |
motivate executives to achieve long-term sustainable business objectives align interests of executives and shareholders attract and retain executives |
||||
We also offer indirect compensation which includes retirement benefits, other benefits and perquisites.
2011 Annual information form 83
Fixed compensation
Base salary
Base salaries for executive positions are managed within a
range where guideposts are aligned with reference to median base salary levels in our
comparator group. Management conducts a competitive market compensation review with its external consultant every year to align the base salary structure with the market and
ensure that guideposts are generally aligned with market median pay levels.
Actual base salaries are determined on a sliding scale of ±10% around the guidepost. Increases in base salary for the named executives are based on their performance, the competitive market data and compensation relative to other executives. Base salary adjustments typically go into effect on March 1.
Variable or at-risk
compensation
Variable compensation accounts for a significant portion of executive pay, and increases by executive level. Market data is used to establish short
and long-term incentive targets for each executive role. Target awards are expressed as a percentage of base salary and are determined with reference to median
market levels. While targets are reviewed annually against the competitive market data, they are not expected to change year-to-year unless the role
changes or is reassessed against market conditions.
The table below shows the short-term incentive target and the long-term incentive target range for each named executive:
|
||||||||
Short-term incentive target |
Long-term incentive target range (% of base salary) |
|||||||
(% of base salary) |
minimum | target | maximum | |||||
|
||||||||
President & Chief Executive Officer (Russell K. Girling) |
100% | 225% | 275% | 325% | ||||
Executive Vice-President & Chief Financial Officer (Donald R. Marchand) |
65% | 150% | 200% | 250% | ||||
President, Energy & Oil Pipelines (Alexander J. Pourbaix) |
75% | 200% | 250% | 300% | ||||
President, Natural Gas Pipelines (Gregory A. Lohnes) |
65% |
150% |
200% |
250% |
||||
Executive Vice-President, Operations & Major Projects (Donald M. Wishart) |
65% | 150% | 200% | 250% | ||||
84 TransCanada PipeLines Limited
Short-term incentive
The short-term incentive plan is designed to attract and retain executives, and
motivate them to achieve key annual business objectives. The
plan provides annual cash payments to our named executives based on a formula that takes into account:
Short-term incentive awards are provided in a single lump sum cash payment in March following the performance year.
Individual performance
Each named executive's annual performance is assessed relative to
performance standards and objectives established at the beginning of each year. An
individual PAF between 0 and 2.0 is approved by the Board. An individual PAF between 2.0 and 2.5 may be approved in exceptional circumstances where the executive
made a very significant contribution to a transformational corporate achievement. Awards are calculated based on the named executive's base salary in effect on December 15
of the performance year. The committee and Board can use discretion to adjust the calculated amounts where circumstances warrant.
|
||||
Performance level | Individual PAF range |
Description | ||
|
||||
Exceeds most or all standards plus transformational event | 2.1 - 2.5 | Awarded in exceptional circumstances Reflects extraordinary achievement with a significant transformational impact on the company |
||
Exceeds most or all standards | 1.8 - 2.0 | Tangible contributions to the business with several examples that had a significant impact beyond normal expectations | ||
Exceeds some standards | 1.4 - 1.7 | Fully satisfactory effort with contributions beyond normal expectations | ||
Meets standards | 0.9 - 1.3 | Fully satisfactory effort and met all performance expectations | ||
Standards not met | 0 - 0.8 | Future success depends on improving level of performance no payout | ||
Corporate performance
A CAF of 0 to 1.2 is approved by the Board based on corporate performance against
objectives established at the beginning of each year. We expect
the CAF to fall between 0.8 and 1.2 in most years. The assessment is based 50% on our financial performance, and 50% on operational, growth and other business
considerations.
|
||||
Performance level | CAF range | Description | ||
|
||||
Exceeds most or all standards and/or a transformational corporate event is achieved | 1.11 - 1.20 | Exceptional business results with several examples that had a significant impact beyond normal expectations and/or a corporate event that had a transformational impact | ||
Exceeds some standards | 1.01 - 1.10 | Fully satisfactory results Met or exceeded all material performance standards, with several examples of significant positive business outcomes |
||
Meets standards | 1.00 | Fully satisfactory results, and met all performance expectations | ||
Some standards not met | 0.50 - 0.99 | Did not meet some expectations Satisfactory performance but partial payout is appropriate |
||
Standards not met | Below 0.50 | Unacceptable performance no payout | ||
2011 Annual information form 85
Long-term incentive
Each executive role is assigned a target and an associated range for the long-term
incentive award, expressed as a percentage of base salary.
Each year, the committee and the Board grant long-term incentive awards to the named executives based on their assessment of individual performance and potential to
contribute to TransCanada's future success. Starting in 2012, the long-term incentive award to our executive leadership team is allocated 50% each to ESUs and stock
options. It was previously allocated 75% to ESUs and 25% to stock options.
Executive share units
These are notional share units granted under the ESU plan.
ESUs accrue dividend equivalents and vest on December 31 at the end of the three-year performance period, depending on how well we perform against targets that are established at the beginning of the performance period.
ESU awards are paid out in a lump sum cash payment in the first quarter following the end of the performance period.
Notes
Starting in 2012, the committee and the Board approved a change to the ESU plan to adopt relative TSR as the single performance measure and adjust the vesting range to introduce a floor of 50% of target, while keeping the maximum award at 150% of target.
The performance multiplier is determined based on the guidelines in the table below. Relative TSR is calculated using the 20-day volume weighted average share price at the end of the three-year performance period.
|
||||
If TransCanada's relative TSR is | Then the following ESUs vest for payment | |||
|
||||
At or below the 25th percentile of the ESU peer group (threshold) | 50% of ESUs vest | We calculate the number of ESUs that vest using a straight-line interpolation if performance is between: | ||
At the 50th percentile of the ESU peer group (target) | 100% of ESUs vest | threshold and target, or target and maximum |
||
At or above the 75th percentile of the ESU peer group (maximum) | 150% of ESUs vest | |||
Prior to 2012, ESU awards were granted with multiple measures and relative weightings (see Payout of 2009 executive Share unit award for more information).
The Board may use its discretion to adjust the performance multiplier if it deems it appropriate based on market factors or other extenuating circumstances.
In 2011, the committee and Board also amended the retirement provision under the plan. Starting with the 2012 grant, unvested units will continue to mature according to the terms of the plan rather than be paid out on a pro-rated basis at the time of retirement. The final award will be prorated for the period of employment up to the retirement date.
86 TransCanada PipeLines Limited
Stock options
Shareholders first approved our stock option plan in 1995, and the plan was
last approved in 2010. We are required by the TSX to bring the plan to
shareholders for approval every three years.
Under the terms of the plan, no participant can be awarded more than 20% of the total number of stock options granted in a given year. See Equity compensation plans for the restrictions on granting stock options to insiders.
Vesting
The vesting schedule and term depend on when the options were
granted.
|
||||
Stock options granted | Term | Vesting | ||
|
||||
After January 1, 2003 | 7 years | One third each year, beginning on the first anniversary of the grant date | ||
Before January 1, 2003 (last grant expires in 2012) |
10 years | One quarter immediately on the grant date, then one quarter each year, beginning on the first anniversary of the grant date | ||
Certain executives are limited to trading TransCanada shares and stock options in four approved annual windows known as "open trading windows". If the expiry date of a stock option does not fall during an open trading window, or falls during the first five days of an open trading window, the expiry date is extended to 10 business days after the next window opens.
Exercising options
The exercise price of an option is the closing market price of
TransCanada shares on the TSX on the last trading day immediately preceding the
grant date. Option holders only benefit if the market value of our common shares exceeds the exercise price at the time they exercise the options.
2011 Annual information form 87
More about the stock option plan
Options cannot be transferred or assigned to another person. A
personal representative can exercise options on behalf of the holder if he or she
dies or is unable to manage their affairs.
The
committee has the authority to suspend or discontinue the plan at any time without shareholder approval. Management does not have this right, and cannot make changes
to the plan. The committee can recommend to the Board for approval certain amendments to the plan, or any stock option grant without shareholder approval, provided they
are to:
In 2011, the committee and Board amended the retirement provision under the plan. Starting with the 2012 grant, outstanding stock options will continue to vest beyond the retirement date rather than vest immediately on the date of retirement. These stock options will expire on the original expiry date set by the committee or three years from the date of retirement (whichever is earlier). If there is less than six months between the vesting date and the expiry date, the expiry date is extended for six months from the final vesting date of the options.
We did not obtain shareholder approval for this amendment because it did not constitute an amendment under the plan or the rules of the TSX that required shareholder approval.
The committee cannot make any amendments to the plan that adversely affect the holder's rights relating to any previously granted options without their consent.
According
to the rules of the TSX, the plan requires certain amendments to be approved by shareholders, including:
88 TransCanada PipeLines Limited
Retirement benefits
Defined benefit plan
Our Canadian defined benefit (DB) plan includes a registered
pension plan and a supplemental pension plan for eligible employees.
Participation in the DB plan is mandatory once an employee has 10 years of service. All of the named executives participate in the DB plan.
Participants can normally retire when they turn 60, or between 55 and 60 if their age and years of continuous service add up to 85 points. The retirement benefit is calculated as follows:
Notes
maximum,
expressed as a percentage of base salary. This is 100% for the CEO and 60% for the other named executives, as determined by TransCanada. Pensionable earnings do
not include any other forms of compensation.
Participants can retire between 55 and 60, but the benefit is reduced by 4.8% per year for each year until they reach age 60 or 85 points, whichever is earlier. They can retire 10 years prior to normal retirement age, however the benefit is reduced by an actuarial equivalent from age 55.
Although our DB plan is non-contributory, participants can decide to make pension contributions to an enhancement account for buying ancillary or 'add on' benefits within the registered pension plan. The DB plan is integrated with the Canada/Québec Pension Plan benefits.
2011 Annual information form 89
Supplemental pension plan
The DB pension plan uses a hold harmless approach, where the
maximum amount allowed under the Income Tax Act is paid from the registered
pension plan and the remainder is paid from the supplemental pension plan. The supplemental pension plan is funded through a retirement compensation arrangement under the
Income Tax Act. Currently there are approximately 500 participants in the supplemental pension plan (with pensionable earnings exceeding approximately
$166,000 per year) including the named executives.
Contributions to the fund are subject to Board approval, and are based on an actuarial valuation of the supplemental pension plan obligations each year, calculated as though the plan were terminating at the beginning of the calendar year.
The DB plan does not generally recognize past service, but the committee has used its discretion in the past to grant additional years of credited service to senior executives under the supplemental pension plan. See the Defined benefit pension plan table and footnotes for details.
All
pension plan participants, including our named executives, receive the normal form of pension when they retire:
Participants
can choose a different form of payment, but must complete waivers, as required by law. Options include:
Other benefits
All employees, including the named executives, receive other benefits such as traditional health and welfare programs that are based on competitive
market practices and help to attract and retain talent.
Perquisites
Named executives receive a limited number of perquisites, including:
All perquisites provided to the named executives have a direct cost to TransCanada and are valued on this basis.
The committee also reviews the named executives' expenses and use of the corporate aircraft every year. The named executives can only use the corporate aircraft when it is integral to, and directly related to, performing their job.
90 TransCanada PipeLines Limited
COMPENSATION DECISIONS IN 2012
The Board made a number of compensation decisions in 2012: base salary adjustments, short-term incentive awards for performance in 2011
and long-term incentive awards to recognize potential contributions to TransCanada's future success. You can find more details in the executive profiles
starting on page 80.
The Board also determined the performance multiplier for the 2009 ESU awards to calculate the number of units that would vest for payment for the three-year performance period ended December 31, 2011 (see Payout of 2009 Executive Share unit award for details).
Base salary
Every year, management conducts a market compensation review with its external consultant to align the guideposts with reference to market median
levels. To ensure continued alignment with the market and recognize proficiency in their role, the committee and Board awarded moderate base salary increases in 2012 to
Mr. Pourbaix and Mr. Lohnes. Their average increase was 3%. Mr. Girling and Mr. Marchand, who are relatively new to their roles, received an
average increase of 15% to reflect progression relative to the guideposts. Base salary adjustments go into effect on March 1, 2012.
Short-term incentive
Short-term incentives were determined in February 2012 for performance in 2011, based on individual and corporate performance.
The Board also approved our 2012 annual corporate objectives, which continue to focus on financial, growth and operational results that support our core strategies.
The Board viewed 2011 as a transition year for Mr. Girling considering his appointment to President and CEO in 2010. The Board determined that his total short-term incentive award would reflect his excellent progression and performance in his position in the context of the overall corporate performance as well as relevant market data and that an individual PAF and the CAF would not apply.
Individual performance
Each named executive's individual PAF was determined based on
performance against targets established at the beginning of the year. You can find
more details in the executive profiles that follow.
Corporate performance
The 2011 CAF was based 50% on our financial performance, and
50% on operational, growth and other business considerations. The tables below show our
objectives and results for 2011.
After considering these performance results, the Board assigned a CAF of 1.05, which is above target. This rating provided context for the 2011 short-term incentive award for all employees.
2011 Annual information form 91
Financial (50% weighting)
You can find definitions of these terms and more information about our
financial and business performance in our 2011 MD&A
(on www.transcanada.com and www.sedar.com).
|
||||||||
Key financial measures ($Cdn, in millions) | objectives | 2011 results |
2010 results |
2009 results |
||||
|
||||||||
Comparable earnings | 1,440 | 1,565 | 1,361 | 1,325 | ||||
Funds generated from operations | 3,226 | 3,663 | 3,115 | 3,080 | ||||
Comparable earnings before interest and taxes | 2,984 | 3,278 | | | ||||
|
||||||||
Key per share measures ($Cdn) | ||||||||
|
||||||||
Comparable earnings per share Basic | 2.05 | 2.23 | 1.97 | 2.03 | ||||
Funds generated from operations per share Basic | 4.60 | 5.22 | 4.51 | 4.72 | ||||
Notes
We exceeded all financial objectives that were set at the beginning of 2011. Higher power prices in Alberta were the primary driver for increased net income and earnings per share against objectives. Higher funds generated from operations and funds generated from operations per share are a result of higher earnings. These increases were partially offset by lower revenues for the Ravenswood generating station as a result of the treatment of capacity market orders in New York.
The Board took into consideration in its determination that the financial results included amounts related to the Sundance A PPA arbitration and Keystone XL that are subject to continuing uncertainty. The Board determined that TransCanada's 2011 financial performance exceeded expectations.
92 TransCanada PipeLines Limited
Operational, growth and other business considerations (50% weighting)
|
||
Core strategies | Results in 2011 | |
|
||
Maximize the full-life value of TransCanada's infrastructure assets and commercial positions | Continued to advance pipeline development projects on the Alberta System to transport new natural gas supply from the Horn River and Montney shale basins in northeastern British Columbia as well as the Deep Basin in Alberta. | |
Achieved a settlement with GTN customers in lieu of filing a rate case. | ||
Challenges: | ||
filed a comprehensive application with the National Energy Board (NEB) to change the business structure and the terms and conditions of service for the Canadian Mainline to address tolls for 2012 and 2013. The NEB decision is not expected until late in 2012 or early in 2013. | ||
uncertainty regarding the ultimate resolution of the capacity pricing issues in New York and the Sundance A power purchase arrangement (PPA) arbitration. | ||
Commercially develop and physically execute new asset investment programs | Achieved full commercial operations of the Keystone oil pipeline system. Placed in service: the Keystone oil pipeline system from Wood River and Patoka in Illinois and Steele City, Nebraska to Cushing, Oklahoma the US$360 million Guadalajara pipeline, which transports natural gas from Manzanillo to Guadalajara in Mexico the US$630 million Bison pipeline which delivers natural gas from the Powder River Basin in Wyoming the US$500 million Coolidge generating station capable of producing 575 MW, and the Montagne-Sèche and phase one of the Gros-Morne wind farms, capable of producing 159 MW of renewable energy. Continued to progress the $4.8 billion refurbishment and restart of two reactors at the Bruce Power nuclear facility in Ontario. Our expected net capital cost of the project is $2.4 billion. Subject to regulatory approvals, Unit 2 and Unit 1 are expected to begin normal commercial operations in the first quarter and third quarter of 2012, respectively. Challenges: experienced operational startup issues on Keystone, Bison and Cartier. |
|
Cultivate a focused portfolio of high quality development options | Secured commercial support: for an extension and expansion of Keystone XL to provide crude oil transportation service from Hardisty, Alberta to Houston, Texas, and for projects to provide crude oil transportation service for U.S. crude oil sourced from the Bakken shale play in Montana and North Dakota to Cushing, Oklahoma (Bakken Marketlink), and from Cushing to Port Arthur and Houston, Texas (Cushing Marketlink). Executed an agreement for the purchase of nine Ontario solar projects, with a combined capacity of 86 MW, for approximately $470 million that are expected to come into service between late 2012 and mid-2013. Reached a formal agreement to use an arbitration process to settle the dispute arising from the Ontario government cancellation of the Oakville generating station project. Pursuant to this agreement TransCanada expects to be appropriately compensated for the economic consequences associated with cancellation of the project. Challenges: denial of Keystone XL Presidential Permit will require TransCanada to submit a revised application. |
|
Maximize TransCanada's competitive strengths | Met or exceeded safety targets. Met or exceeded all asset reliability targets. Managed non-flow through costs to below budget. Maintained 'A' grade credit rating and a strong balance sheet. |
|
2011 Annual information form 93
Long-term
incentive
Long-term incentives were awarded in 2012 based on the Board's and committee's assessment of each named executive's individual
performance and potential to contribute to TransCanada's future success. With the exception of Mr. Girling, actual long-term incentive awards granted to
our named executives were all within the target award range. Mr. Girling's actual long-term incentive award was above the target award range, in recognition of his
performance and contributions to delivering on our long-term strategy, and to reflect the continued progression of this total direct compensation to align with the
competitive market.
Long-term incentives awarded in 2012 to our executive leadership team were allocated 50% each to ESUs and stock options. The long-term incentive mix for Mr. Girling in 2012 was allocated 55% to ESUs and 45% to stock options in order to meet the limit under the terms of the stock option plan that no one participant can be awarded more than 20% of the total numbers of options granted in a given year (see Mr. Girling's profile on page 81).
Executive share units
The committee and the Board approved a 2012 ESU grant as
follows:
|
||||
Performance measure | Weighting | Measurement period | ||
|
||||
Relative TSR | 100% | January 1, 2012 to December 31, 2014 | ||
You can find more information about our ESU plan on page 69.
Stock options
Starting in 2012, the committee and Board approved a new
valuation methodology to determine stock option grants. We will use TransCanada's
accounting value calculated using the Binomial valuation model, which is a generally-accepted valuation method for stock options. This value will be used for both
compensation and financial reporting purposes.
The
committee and Board approved a grant of stock options on February 17, 2012 at an exercise price of $41.95. They reviewed the valuation prepared by management's
external consultant when determining the number of stock options to grant to our named executives and used the following key assumptions to determine the option fair
value:
94 TransCanada PipeLines Limited
PAYOUT OF 2009 EXECUTIVE SHARE UNIT
AWARD
The ESU award granted in 2009 vested on December 31, 2011, and will be paid in March 2012. This award provided for vesting from
0 to 150% of units based on the Board's assessment of how well we performed against pre-established performance measures over the course of the
three-year period.
The
Board considered the following results as the basis for determining the value at vesting:
share'
targets were set.
|
||||||||||||
Performance level targets for 2009 ESU award | ||||||||||||
|
||||||||||||
Measure | Period | Threshold | Target | Maximum | Actual performance |
Actual adjusted performance |
||||||
|
||||||||||||
Absolute TSR | January 2009 to December 2011 | 11% | 27% | 40% | 53.24% | | ||||||
Relative TSR against the peer group (see below) (based on $44.53, the closing price of TransCanada shares on the TSX at December 31, 2011) | January 2009 to December 2011 | at least the 25th percentile | at least the 50th percentile | at least the 75th percentile | P35 | | ||||||
Earnings per share (comparable) |
Cumulative annual results (2009 to 2011) |
$6.21 |
$6.61 |
$7.02 |
$6.23 |
$6.57 |
||||||
Funds generated from operations per share (proportionate consolidation method) | Cumulative annual results (2009 to 2011) | $13.68 | $14.77 | $15.39 | $14.76 | $15.57 | ||||||
Notes
2011 Annual information form 95
96 TransCanada PipeLines Limited
Peer group for relative TSR
|
||||
Canadian Utilities Ltd. | Enbridge Inc. | Southern Union Company | ||
Dominion Resources Inc. | Entergy Corporation | Spectra Energy Corporation | ||
DTE Energy Company | Exelon Corporation | TransAlta Corporation | ||
Duke Energy Corporation | Fortis Inc. | Williams Companies, Inc. (The) | ||
El Paso Corporation | Sempra Energy | Xcel Energy Inc. | ||
Emera Inc. | Southern Company | |||
|
The Board also considered operational, growth and other business considerations over the three-year period. In addition to the 2011 results outlined above in Compensation decisions in 2012, the Board noted the following results in 2009 and 2010:
|
||
Core Strategies | Results in 2009 and 2010 | |
|
||
Maximize the full-life value of TransCanada's infrastructure assets and commercial positions | Negotiated settlements with shippers on Alberta System, Foothills, Great Lakes, TQM favourable for TransCanada compared to uncertainty of litigation outcomes. Secured additional supply and market connections on gas and oil pipelines. Consolidated commercial functions of our U.S. pipelines division in Houston in order to gain operational efficiencies and create a stronger and more effective presence in the U.S. pipelines business. |
|
Commercially develop and physically execute new asset development programs | Successfully executed largest capital program in our history. Most projects on time and at or under budget. completion of Portlands Energy Centre, Kibby Wind Phases 1 and 2, Alberta System North Central Corridor, Bison pipeline, Halton Hills and Groundbirch |
|
Cultivate a focused portfolio of high quality development options |
Acquired 100% of Keystone oil pipeline project from ConocoPhillips. Agreement to work with ExxonMobil Corporation to develop Alaska pipeline/LNG project. |
|
Maximize TransCanada's competitive strengths | Strong stakeholder relationships under difficult circumstances (customers, media, government). Breakthrough operational performance on several assets resulting in increased availability and lower costs. All safety and reliability targets were met or exceeded and operating costs were managed to below plan. Raised approximately $5.72 billion of debt financing, $1.8 billion of preferred shares and $1.3 billion of equity in a challenging financial market. |
|
2011 Annual information form 97
Performance multiplier
ESU payouts were calculated using a performance multiplier of 1.10 (adjusted from 1.09 by the Board). The 2009 grant did not include specific weightings
for the performance measures, however the Board took into consideration the weightings approved for the 2010 grant as shown below:
|
||||||
Performance measure | Weighting | Performance relative to target |
Performance multiplier |
|||
|
||||||
Total shareholder return (TSR) Absolute TSR exceeded the maximum performance level Relative TSR was between the threshold and target performance levels |
60% | 1.10 | 0.66 | |||
Financial measures Comparable earnings per share was at the threshold performance level Funds generated from operations per share met the target performance level Decisions were made in 2009 to issue equity to fund the balance of our extensive capital program and to purchase a larger interest in the Keystone oil pipeline project. On an equity-adjusted basis, comparable earnings per share met the target performance level. Funds generated from operations per share exceeded the maximum performance level. On an absolute basis, comparable earnings were between the target and maximum performance levels. Funds generated from operations exceeded the maximum performance level. |
25% | 1.08 | 0.26 | |||
Operational, growth and other business considerations The Board determined that overall operational, growth and other business considerations was between the target and maximum performance levels. |
15% | 1.10 | 0.17 | |||
Performance multiplier | 1.09 | |||||
98 TransCanada PipeLines Limited
Awards to named executives
The table below is a summary of the details of the original 2009 ESU award and the amount paid to each named executive when the award vested at
the end of 2011:
|
||||||||||||
2009 ESU award | 2009 ESU payout | |||||||||||
|
||||||||||||
Number of ESUs granted |
Value of ESU award ($) |
Number of ESUs at vesting (includes dividend equivalents to Dec. 31, 2011) |
Performance multiplier |
Value of ESU payout ($) |
% of original award |
|||||||
|
||||||||||||
Russell K. Girling | 46,088.539 | 1,520,000 | 52,637.885 | 2,560,991 | 168% | |||||||
Donald R. Marchand | 7,349.909 | 242,400 | 8,394.364 | 408,411 | 168% | |||||||
Alexander J. Pourbaix | 46,088.539 | 1,520,000 | 52,637.885 | 110% | 2,560,991 | 168% | ||||||
Gregory A. Lohnes | 17,707.702 | 584,000 | 20,224.036 | 983,960 | 168% | |||||||
Donald M. Wishart | 30,745.907 | 1,014,000 | 35,115.019 | 1,708,451 | 168% | |||||||
Notes
EXECUTIVE PROFILES
This next section profiles each of the named executives, including their key accomplishments in 2011, details of their compensation for 2011 and the two
previous fiscal years, their share ownership as at December 31, 2011, and base salary and long-term incentive awards for 2012.
2011 Annual information form 99
Russell K. Girling PRESIDENT AND CHIEF EXECUTIVE OFFICER As President and Chief Executive Officer, Mr. Girling is responsible for TransCanada's overall leadership and vision in developing with our Board of Directors our strategic direction, values and business plans. This includes managing the overall business of TransCanada while managing risk to create long-term sustainable value for our shareholders. |
2011 Key accomplishments
|
|||||||
Compensation (as at December 31) | 2011 | 2010 | 2009 | ||||
|
|||||||
Fixed | |||||||
Base salary | $1,100,000 | $1,000,000 | $800,000 | ||||
Variable | |||||||
Short-term incentive | 1,350,000 | 1,100,000 | 900,000 | ||||
Long-term incentive | |||||||
ESUs | 2,700,000 | 2,100,000 | 1,520,000 | ||||
Stock options | 900,000 | 1,254,000 | 959,000 | ||||
Total direct compensation | $6,050,000 | $5,454,000 | $4,179,000 | ||||
Change from last year | 11% | 31% | | ||||
2011 Pay mix
Share ownership
|
||||||
Minimum level of ownership |
Minimum value |
Total ownership under the guidelines |
Total ownership as a multiple of base salary |
|||
|
||||||
4x | $4,400,000 | $5,971,209 | 5.4x | |||
2012 Compensation (as at March 1)
|
||||||
Fixed | ||||||
Base salary | $1,300,000 | |||||
Variable (Long-term incentive) | LTI mix | |||||
ESUs | $2,530,000 | 55% | ||||
Stock options | $2,070,000 | 45% | ||||
Mr. Girling's LTI mix was allocated 55% to ESUs and 45% to stock options to meet the limit under the terms of the stock option plan that no one participant can be awarded more than 20% of the total number of options granted in a given year.
Short-term incentive is attributed to the noted financial year, and is paid by March 15 of the following year.
Share ownership is based on the 20-day volume-weighted average closing price on the TSX of $43.07 for TransCanada shares, and $47.42 for units of TC PipeLines, LP on the NYSE as at December 31, 2011.
100 TransCanada PipeLines Limited
Donald R. Marchand EXECUTIVE VICE-PRESIDENT AND CHIEF FINANCIAL OFFICER As Executive Vice-President and Chief Financial Officer, Mr. Marchand is responsible for financial reporting, taxation, finance, treasury, risk management and investor relations for TransCanada. |
2011 Key accomplishments
|
|||||||
Compensation (as at December 31) | 2011 | 2010 | 2009 | ||||
|
|||||||
Fixed | |||||||
Base salary | $410,000 | $370,000 | $270,000 | ||||
Variable | |||||||
Short-term incentive | 450,000 | 299,250 | 270,000 | ||||
Long-term incentive | |||||||
ESUs | 525,000 | 248,000 | 242,400 | ||||
Stock options | 175,000 | 320,400 | 57,600 | ||||
Total direct compensation | $1,560,000 | $1,237,650 | $840,000 | ||||
Change from last year | 26% | 47% | | ||||
2011 Pay mix
Share ownership
|
||||||
Minimum level of ownership |
Minimum value |
Total ownership under the guidelines |
Total ownership as a multiple of base salary |
|||
|
||||||
2x | $820,000 | $885,967 | 2.2x | |||
2012 Compensation (as at March 1)
|
||||||
Fixed | ||||||
Base salary | $460,000 | |||||
Variable (Long-term incentive) | LTI mix | |||||
ESUs | $517,500 | 50% | ||||
Stock options | $517,500 | 50% | ||||
Short-term incentive is attributed to the noted financial year, and is paid by March 15 of the following year.
Share ownership is based on the 20-day volume-weighted average closing price on the TSX of $43.07 for TransCanada shares as at December 31, 2011.
2011 Annual information form 101
Alexander J. Pourbaix PRESIDENT, ENERGY AND OIL PIPELINES As President, Energy and Oil Pipelines, Mr. Pourbaix is responsible for TransCanada's power, non-regulated gas storage and oil pipeline businesses. |
2011 Key accomplishments
|
|||||||
Compensation (as at December 31) | 2011 | 2010 | 2009 | ||||
|
|||||||
Fixed | |||||||
Base salary | $740,000 | $700,000 | $700,000 | ||||
Variable | |||||||
Short-term incentive | 1,050,000 | 798,000 | 740,000 | ||||
Long-term incentive | |||||||
ESUs | 1,665,000 | 1,500,000 | 1,520,000 | ||||
Stock options | 555,000 | 649,600 | 480,000 | ||||
Total direct compensation | $4,010,000 | $3,647,600 | $3,440,000 | ||||
Change from last year | 10% | 6% | | ||||
2011 Pay mix
Share ownership
|
||||||
Minimum level of ownership |
Minimum value |
Total ownership under the guidelines |
Total ownership as a multiple of base salary |
|||
|
||||||
2x | $1,480,000 | $1,970,768 | 2.7x | |||
2012 Compensation (as at March 1)
|
||||||
Fixed | ||||||
Base salary | $765,000 | |||||
Variable (Long-term incentive) | LTI mix | |||||
ESUs | $1,147,500 | 50% | ||||
Stock options | $1,147,500 | 50% | ||||
Short-term incentive is attributed to the noted financial year, and is paid by March 15 of the following year.
Share ownership is based on the 20-day volume-weighted average closing price on the TSX of $43.07 for TransCanada shares as at December 31, 2011.
102 TransCanada PipeLines Limited
Gregory A. Lohnes PRESIDENT, NATURAL GAS PIPELINES As President, Natural Gas Pipelines, Mr. Lohnes is responsible for TransCanada's natural gas pipeline and regulated natural gas storage businesses in Canada, the United States and Mexico. |
2011 Key accomplishments
|
|||||||
Compensation (as at December 31) | 2011 | 2010 | 2009 | ||||
|
|||||||
Fixed | |||||||
Base salary | $510,000 | $500,000 | $430,000 | ||||
Variable | |||||||
Short-term incentive | 550,000 | 570,000 | 600,000 | ||||
Long-term incentive | |||||||
ESUs | 822,375 | 615,000 | 584,000 | ||||
Stock options | 274,125 | 354,600 | 216,000 | ||||
Total direct compensation | $2,156,500 | $2,039,600 | $1,830,000 | ||||
Change from last year | 6% | 11% | | ||||
2011 Pay mix
Share ownership
|
||||||
Minimum level of ownership |
Minimum value |
Total ownership under the guidelines |
Total ownership as a multiple of base salary |
|||
|
||||||
2x | $1,020,000 | $1,372,735 | 2.7x | |||
2012 Compensation (as at March 1)
|
||||||
Fixed | ||||||
Base salary | $525,000 | |||||
Variable (Long-term incentive) | LTI mix | |||||
ESUs | $562,500 | 50% | ||||
Stock options | $562,500 | 50% | ||||
Short-term incentive is attributed to the noted financial year, and is paid by March 15 of the following year.
Share ownership is based on the 20-day volume-weighted average closing price of $43.07 on the TSX for TransCanada shares as at December 31, 2011.
2011 Annual information form 103
Donald M. Wishart EXECUTIVE VICE-PRESIDENT, OPERATIONS & MAJOR PROJECTS As Executive Vice-President, Operations & Major Projects, Mr. Wishart is responsible for designing, building, operating and maintaining all facilities and infrastructure. These responsibilities include engineering and technical services, project management, construction, field operations, community, safety and environment, and procurement and shared services. |
2011 Key accomplishments
|
|||||||
Compensation (as at December 31) | 2011 | 2010 | 2009 | ||||
|
|||||||
Fixed | |||||||
Base salary | $600,000 | $600,000 | $550,000 | ||||
Variable | |||||||
Short-term incentive | 660,000 | 641,250 | 650,000 | ||||
Long-term incentive | |||||||
ESUs | 1,125,000 | 1,087,500 | 1,014,000 | ||||
Stock options | 375,000 | 362,500 | 336,000 | ||||
Total direct compensation | $2,760,000 | $2,691,250 | $2,550,000 | ||||
Change from last year | 3% | 6% | | ||||
2011 Pay mix
Share ownership
|
||||||
Minimum level of ownership |
Minimum value |
Total ownership under the guidelines |
Total ownership as a multiple of base salary |
|||
|
||||||
2x | $1,200,000 | $4,466,997 | 7.4x | |||
2012 Compensation (as at March 1)
|
||||||
Fixed | ||||||
Base salary | $600,000 | |||||
Variable (Long-term incentive) | LTI mix | |||||
ESUs | $750,000 | 50% | ||||
Stock options |
$750,000 |
50% |
||||
Short-term incentive is attributed to the noted financial year, and is paid by March 15 of the following year.
Share ownership is based on the 20-day volume-weighted average closing price of $43.07 for TransCanada shares as at December 31, 2011.
104 TransCanada PipeLines Limited
Executive compensation 2011 details
All amounts are in Canadian dollars, unless otherwise indicated.
SUMMARY COMPENSATION TABLE
The table below is a summary of the compensation received by our named executives for the last three fiscal years ended December 31, 2011, 2010
and 2009.
|
||||||||||||||||||
Non-equity incentive plan compensation |
||||||||||||||||||
|
||||||||||||||||||
Name and principal position |
Year |
Salary ($) |
Share- based awards ($) |
Option- based awards ($) |
Annual incentive plans ($) |
Long-term incentive plans ($) |
Pension value ($) |
All other compen- sation ($) |
Total compen- sation ($) |
|||||||||
|
||||||||||||||||||
Russell K. Girling | 2011 | 1,083,338 | 2,700,000 | 900,000 | 1,350,000 | 109,200 | 722,000 | 10,833 | 6,875,371 | |||||||||
President & | 2010 | 900,006 | 2,100,000 | 1,254,000 | 1,100,000 | 59,650 | 1,451,000 | 76,693 | 6,941,349 | |||||||||
Chief Executive Officer | 2009 | 750,006 | 1,520,000 | 959,000 | 900,000 | 322,500 | 653,000 | 7,250 | 5,111,756 | |||||||||
Donald R. Marchand | 2011 | 403,338 | 525,000 | 175,000 | 450,000 | 31,080 | 241,000 | 4,033 | 1,829,451 | |||||||||
Executive Vice-President & |
2010 |
320,004 |
248,000 |
320,400 |
299,250 |
30,560 |
639,000 |
3,075 |
1,860,289 |
|||||||||
Chief Financial Officer | 2009 | 270,000 | 242,400 | 57,600 | 270,000 | 101,910 | | 8,412 | 950,322 | |||||||||
Alexander J. Pourbaix | 2011 | 733,338 | 1,665,000 | 555,000 | 1,050,000 | 109,200 | 250,000 | 55,333 | 4,417,871 | |||||||||
President, Energy & | 2010 | 700,008 | 1,500,000 | 649,600 | 798,000 | 81,200 | 62,000 | 60,000 | 3,850,808 | |||||||||
Oil Pipelines | 2009 | 700,008 | 1,520,000 | 480,000 | 740,000 | 206,400 | 11,000 | 58,458 | 3,715,866 | |||||||||
Gregory A. Lohnes | 2011 | 508,334 | 822,375 | 274,125 | 550,000 | 33,600 | 119,000 | 5,083 | 2,312,517 | |||||||||
President, | 2010 | 465,006 | 615,000 | 354,600 | 570,000 | 40,125 | 414,000 | 4,563 | 2,463,294 | |||||||||
Natural Gas Pipelines |
2009 |
430,008 |
584,000 |
216,000 |
600,000 |
70,950 |
7,000 |
4,300 |
1,912,258 |
|||||||||
Donald M. Wishart | 2011 | 600,000 | 1,125,000 | 375,000 | 660,000 | 50,400 | 76,000 | 48,000 | 2,934,400 | |||||||||
Executive Vice-President, | 2010 | 587,502 | 1,087,500 | 362,500 | 641,250 | 43,750 | 280,000 | 26,875 | 3,029,377 | |||||||||
Operations & Major Projects | 2009 | 550,008 | 1,014,000 | 336,000 | 650,000 | 161,250 | 43,000 | 26,500 | 2,780,758 | |||||||||
Notes
Previous position | ||
Mr. Girling | Chief Operating Officer | |
Mr. Marchand | Vice-President, Finance & Treasurer | |
Mr. Pourbaix | President, Energy & Executive Vice-President, Corporate Development | |
Mr. Lohnes | Executive Vice-President & Chief Financial Officer | |
To recognize Mr. Girling's promotion to President and CEO on July 1, 2010, the Board awarded him a special grant of 100,000 stock options on June 16, 2010, valued at $554,000 with an exercise price of $36.90.
2011 Annual information form 105
The Board also awarded special grants of stock options on July 29, 2010 with an exercise price of $36.26 to three of the named
executives to recognize their appointments on July 1, 2010:
The Board awarded a special grant of 100,000 stock options valued at $479,000 with an exercise price of $31.93 on
September 14, 2009, to recognize Mr. Girling's appointment to Chief Operating Officer. This grant was in addition to the grant of 100,000 stock options
valued at $480,000 that he received earlier in the year during the annual stock option granting process.
See Non-equity long-term incentive plan, below for more
information about the plan.
2011 | 2010 | 2009 | ||||
Mr. Pourbaix | $48,000 | $60,000 | $57,000 | |||
Mr. Wishart | 42,000 | 21,000 | 21,000 | |||
2011 | 2010 | 2009 | ||||
Mr. Girling | $10,833 | $9,000 | $7,250 | |||
Mr. Marchand | 4,033 | 3,075 | 2,700 | |||
Mr. Pourbaix | 7,333 | | 1,458 | |||
Mr. Lohnes | 5,083 | 4,563 | 4,300 | |||
Mr. Wishart | 6,000 | 5,875 | 5,500 | |||
2011 | 2010 | 2009 | ||||
Mr. Girling | $ | $67,693 | $ | |||
Mr. Marchand | | | 5,712 | |||
106 TransCanada PipeLines Limited
Additional notes to the Summary compensation table
Stock option valuation
The amount under Option-based
awards is calculated using the grant date fair value of the stock
option award, as determined by the committee.
For stock option grants prior to 2012, management's external consultant calculated a compensation value for TransCanada using the Binomial valuation model. The committee and Board used the higher of this compensation value or a 'floor-value' of 15% of the exercise price to determine the fair value of each stock option.
For 2012, the committee and Board approved the Binomial valuation model as the methodology to determine stock option grants. The Binomial valuation model is a generally-accepted valuation method for stock options and will be used to calculate TransCanada's accounting value, which we will use for both compensation and financial reporting purposes.
Each year, the committee and Board will review the valuation as prepared by management's external consultant. The value takes into account the historic and implied volatility of the underlying shares, dividend yield, risk-free interest rate, option term, vesting period, and expected life based on historical option exercise data.
The table below is a summary of the binomial value, floor value and the final compensation value of the stock option grants in 2011, 2010 and 2009:
|
||||||||
Grant date | Exercise price ($) | Binomial value ($) | Floor value ($) | Compensation value of each stock option ($) |
||||
|
||||||||
February 18, 2011 | $37.93 | $2.30 | $5.69 | $5.69 | ||||
July 29, 2010 | 36.26 | 2.61 | 5.44 | 5.44 | ||||
June 16, 2010 | 36.90 | 2.66 | 5.54 | 5.54 | ||||
February 26, 2010 | 35.08 | 2.32 | 5.26 | 5.26 | ||||
September 14, 2009 | 31.93 | | 4.79 | 4.79 | ||||
February 23, 2009 | 31.97 | 3.29 | 4.80 | 4.80 | ||||
The committee did not request a valuation from Towers Watson for the special grant of options to Mr. Girling on September 14, 2009, and applied the 15% floor value to determine the value of each stock option.
For accounting purposes, the grant date fair values determined for the annual stock option awards using the Black-Scholes model were $2.93 per stock option for 2011, $6.04 per stock option for 2010 and $5.48 per stock option for 2009. The fair value for the special stock option grant on July 29, 2010 was $4.04, $4.63 for the grant on June 16, 2010 and $5.65 for the grant on September 14, 2009.
2011 Annual information form 107
Total option exercises in 2011 (Supplemental table)
The table below shows for each named executive:
|
||||
Total stock options exercised (#) | Total value realized ($) | |||
|
||||
Russell K. Girling | 125,000 | $2,191,172 | ||
Donald R. Marchand | | | ||
Alexander J. Pourbaix |
160,000 |
1,500,201 |
||
Gregory A. Lohnes | 10,500 | 132,986 | ||
Donald M. Wishart | 70,000 | 1,140,850 | ||
Non-equity long-term incentive plan
The amounts under Long-term incentive plans in the
Summary compensation table reflect
the value awarded from a grandfathered dividend-value plan. While grants have not been made under the plan since 2003, annual awards continue to be made on the outstanding
units.
Under the plan, one unit from the dividend-value plan was granted in tandem with each stock option granted. The units had a term of 10 years from the date of the grant.
Each unit gives the holder the right to receive an annual unit value, as determined by the Board, in its discretion. The maximum annual unit value is equal to the dividend declared on one TransCanada share in any year, and payments are made in the first quarter of the following year, generally by March 15. The last outstanding grant under this plan was eligible for the 2011 dividend accrual. The Board determined that $1.68 per unit (or 100% of the total declared dividend value in 2011) would be awarded for 2011. Payments for this final accrual will be made in the first quarter of 2012.
The dividend-value plan was discontinued on December 31, 2011.
108 TransCanada PipeLines Limited
INCENTIVE PLAN AWARDS
Outstanding option-based and share-based
awards
The table below shows all outstanding option-based and share-based awards previously granted to the named executives that were still outstanding at
the end of 2011. Year-end values are based on $44.53, the closing price of TransCanada shares on the TSX at December 31, 2011.
|
||||||||||||||
Option-based awards | Share-based awards | |||||||||||||
|
||||||||||||||
Name | Number of securities underlying unexercised options (#) |
Option exercise price ($) |
Option expiration date |
Value of unexercised in-the-money options ($) |
Number of shares or units of shares that have not vested (#) |
Market or payout value of share-based awards that have not vested ($) |
Market or payout value of vested share-based awards not paid out or distributed ($) |
|||||||
|
||||||||||||||
Russell K. Girling |
90,000 |
35.23 |
27-Feb-2013 |
837,000 |
137,161 |
3,053,884 |
|
|||||||
100,000 | 33.08 | 12-Jun-2013 | 1,145,000 | |||||||||||
107,326 | 38.10 | 22-Feb-2014 | 690,106 | |||||||||||
83,857 | 39.75 | 25-Feb-2015 | 400,836 | |||||||||||
100,000 | 31.97 | 23-Feb-2016 | 1,256,000 | |||||||||||
100,000 | 31.93 | 14-Sep-2016 | 1,260,000 | |||||||||||
133,080 | 35.08 | 26-Feb-2017 | 1,257,606 | |||||||||||
100,000 | 36.90 | 16-Jun-2017 | 763,000 | |||||||||||
158,172 | 37.93 | 18-Feb-2018 | 1,043,935 | |||||||||||
Donald R. Marchand | 20,000 | 30.09 | 28-Feb-2012 | 288,800 | 21,795 | 485,258 | | |||||||
14,000 | 35.23 | 27-Feb-2013 | 130,200 | |||||||||||
15,000 | 33.08 | 12-Jun-2013 | 171,750 | |||||||||||
13,368 | 38.10 | 22-Feb-2014 | 85,956 | |||||||||||
10,063 | 39.75 | 25-Feb-2015 | 48,101 | |||||||||||
12,000 |
31.97 |
23-Feb-2016 |
150,720 |
|||||||||||
11,787 | 35.08 | 26-Feb-2017 | 111,387 | |||||||||||
47,500 | 36.26 | 29-Jul-2017 | 392,825 | |||||||||||
30,756 | 37.93 | 18-Feb-2018 | 202,990 | |||||||||||
Alexander J. Pourbaix | 90,000 | 35.23 | 27-Feb-2013 | 837,000 | 90,816 | 2,022,023 | | |||||||
107,326 | 38.10 | 22-Feb-2014 | 690,106 | |||||||||||
83,857 | 39.75 | 25-Feb-2015 | 400,836 | |||||||||||
100,000 | 31.97 | 23-Feb-2016 | 1,256,000 | |||||||||||
95,057 | 35.08 | 26-Feb-2017 | 898,289 | |||||||||||
27,500 | 36.26 | 29-Jul-2017 | 227,425 | |||||||||||
97,540 | 37.93 | 18-Feb-2018 | 643,764 | |||||||||||
Gregory A. Lohnes | 14,000 | 35.23 | 27-Feb-2013 | 130,200 | 41,028 | 913,490 | | |||||||
50,000 |
33.08 |
12-Jun-2013 |
572,500 |
|||||||||||
35,990 | 38.10 | 22-Feb-2014 | 231,416 | |||||||||||
30,608 | 39.75 | 25-Feb-2015 | 146,306 | |||||||||||
45,000 | 31.97 | 23-Feb-2016 | 565,200 | |||||||||||
38,973 | 35.08 | 26-Feb-2017 | 368,295 | |||||||||||
27,500 | 36.26 | 29-Jul-2017 | 227,425 | |||||||||||
48,177 | 37.93 | 18-Feb-2018 | 317,968 | |||||||||||
Donald M. Wishart | 55,000 | 35.23 | 27-Feb-2013 | 511,500 | 63,612 | 1,416,324 | | |||||||
64,267 | 38.10 | 22-Feb-2014 | 413,237 | |||||||||||
50,314 | 39.75 | 25-Feb-2015 | 240,501 | |||||||||||
70,000 | 31.97 | 23-Feb-2016 | 879,200 | |||||||||||
68,916 | 35.08 | 26-Feb-2017 | 651,256 | |||||||||||
65,905 | 37.93 | 18-Feb-2018 | 434,973 | |||||||||||
2011 Annual information form 109
Notes
Incentive plan awards Value vested during the year
The table below shows the total value of all option-based and share-based awards previously granted
to the named executives that vested in 2011. It
also shows the total amount they earned from non-equity incentive plan awards in 2011.
|
||||||
Name | Option-based awards Value vested during the year ($) |
Share-based awards Value vested during the year ($) |
Non-equity incentive plan compensation Value earned during the year ($) |
|||
Russell K. Girling | 836,944 | 2,560,991 | 1,459,200 | |||
Donald R. Marchand | 100,870 | 408,411 | 481,080 | |||
Alexander J. Pourbaix | 360,622 | 2,560,991 | 1,159,200 | |||
Gregory A. Lohnes | 177,517 | 983,960 | 583,600 | |||
Donald M. Wishart | 230,239 | 1,708,451 | 710,400 | |||
Notes
110 TransCanada PipeLines Limited
Value of outstanding options at vesting (supplemental table)
The next table shows the details by grant for calculating the total value of
the option-based awards in the table above.
Stock options vest one-third each year, beginning on the first anniversary of the grant date. The share price on vesting date is the closing price for TransCanada shares on the TSX on the vesting date or the first trading day following that date. No value is shown where the exercise price is higher than the share price on the vesting date.
|
||||||||||||
Name | Grant date | Total number of securities under options granted (#) |
Option exercise price ($) |
Number of options that vested in 2011 (#) |
Share price on vesting date ($) |
Value at vesting ($) |
||||||
|
||||||||||||
Russell K. Girling | 16-Jun-10 | 100,000 | 36.90 | 33,333 | 41.19 | 142,999 | ||||||
26-Feb-10 | 133,080 | 35.08 | 44,360 | 38.49 | 151,268 | |||||||
14-Sep-09 | 100,000 | 31.93 | 33,334 | 41.70 | 325,673 | |||||||
23-Feb-09 |
100,000 |
31.97 |
33,334 |
38.48 |
217,004 |
|||||||
25-Feb-08 | 83,857 | 39.75 | 27,952 | 38.49 | | |||||||
Donald R. Marchand | 29-Jul-10 | 47,500 | 36.26 | 15,833 | 40.14 | 61,432 | ||||||
26-Feb-10 | 11,787 | 35.08 | 3,929 | 38.49 | 13,398 | |||||||
23-Feb-09 | 12,000 | 31.97 | 4,000 | 38.48 | 26,040 | |||||||
25-Feb-08 | 10,063 | 39.75 | 3,354 | 38.49 | | |||||||
Alexander J. Pourbaix | 29-Jul-10 | 27,500 | 36.26 | 9,167 | 40.14 | 35,568 | ||||||
26-Feb-10 | 95,057 | 35.08 | 31,686 | 38.49 | 108,049 | |||||||
23-Feb-09 | 100,00 | 31.97 | 33,334 | 38.48 | 217,004 | |||||||
25-Feb-08 | 83,857 | 39.75 | 27,952 | 38.49 | | |||||||
Gregory A. Lohnes |
29-Jul-10 |
27,500 |
36.26 |
9,167 |
40.14 |
35,568 |
||||||
26-Feb-10 | 38,973 | 35.08 | 12,991 | 38.49 | 44,299 | |||||||
23-Feb-09 | 45,000 | 31.97 | 15,000 | 38.48 | 97,650 | |||||||
25-Feb-08 | 30,608 | 39.75 | 10,203 | 38.49 | | |||||||
Donald M. Wishart | 26-Feb-10 | 68,916 | 35.08 | 22,972 | 38.49 | 78,335 | ||||||
23-Feb-09 | 70,000 | 31.97 | 23,334 | 38.48 | 151,904 | |||||||
25-Feb-08 | 50,314 | 39.75 | 16,771 | 38.49 | | |||||||
2011 Annual information form 111
EQUITY COMPENSATION PLANS
Securities authorized for issue under equity
compensation plans
The table below shows:
|
||||||
at December 31, 2011 Plan category |
Number of securities to be issued upon exercise of outstanding options (#) |
Weighted-average exercise price of outstanding options ($) |
Number of securities remaining available for future issuance under equity compensation plans (excluding securities reflected in the first column) (#) |
|||
|
||||||
Equity compensation plans approved by security holders | 7,093,124 | $35.44 | 4,388,112 | |||
Equity compensation plans not approved by security holders | | | | |||
Total |
7,093,124 |
$35.44 |
4,388,112 |
|||
Our stock option plan is the only compensation arrangement under which our equity securities have been authorized for issue.
A total of 34,000,000 TransCanada shares have been reserved for issue under the plan since its inception in 1995. This represents 4.83% of our issued and outstanding shares as at February 17, 2012. The table below shows the status of the share reserve:
|
||||
at February 17, 2012 |
Number of common shares |
% of issued and outstanding common shares |
||
|
||||
Number of common shares that may be issued when outstanding stock options are exercised | 8,782,248 | 1.25% | ||
Number of remaining common shares available for issue | 2,458,104 | 0.35% | ||
Number of common shares already issued when stock options were exercised | 22,717,898 | 3.23% | ||
Stock option grants as a percentage of
outstanding shares
Under the terms of the stock option plan, no participant can be awarded more than 20% of the total number of options granted in a given year.
In addition, the total number of shares that can be reserved for issue to insiders, or to insiders within any one-year period, is limited to 10% or less of our issued and outstanding shares.
There are no other restrictions to the number of options that may be granted to insiders.
|
||||||||||
Effective date | Total number of shares outstanding (A) |
Total number of options outstanding (B) |
Options out- standing as a % of shares outstanding (B / A) |
Total options granted during year (C) |
Grant as a % of shares outstanding (C / A) |
|||||
|
||||||||||
Dec. 31, 2009 | 684,359,000 | 8,287,499 | 1.21% | 1,190,925 | 0.17% | |||||
Dec. 31, 2010 | 696,229,000 | 8,409,695 | 1.21% | 1,366,872 | 0.20% | |||||
Dec. 31, 2011 | 703,861,065 | 7,093,124 | 1.01% | 970,018 | 0.14% | |||||
Feb. 17, 2012 |
704,101,949 |
8,782,248 |
1.25% |
1,930,008 |
0.27% |
|||||
112 TransCanada PipeLines Limited
RETIREMENT BENEFITS
All of the named executives participate in our DB plan. The table below shows their benefits under the DB plan.
Defined benefit pension plan
|
||||||||||||||
at December 31, 2011 | Annual benefits payable | Opening | Closing | |||||||||||
|
||||||||||||||
Name |
Number of years of credited service |
At year end ($) |
At age 65 ($) |
present value of defined benefit obligation ($) |
Compensatory change ($) |
Non- compensatory change ($) |
present value of defined benefit obligation ($) |
|||||||
|
||||||||||||||
Russell K. Girling | 16.00 | 435,000 | 864,000 | 5,432,000 | 722,000 | 1,096,000 | 7,250,000 | |||||||
Donald R. Marchand | 17.92 | 142,000 | 266,000 | 1,896,000 | 241,000 | 378,000 | 2,515,000 | |||||||
Alexander J. Pourbaix | 16.00 | 304,000 | 667,000 | 2,906,000 | 250,000 | 803,000 | 3,959,000 | |||||||
Gregory A. Lohnes | 18.33 | 232,000 | 353,000 | 2,893,000 | 119,000 | 573,000 | 3,585,000 | |||||||
Donald M. Wishart | 14.59 | 231,000 | 356,000 | 2,962,000 | 76,000 | 539,000 | 3,577,000 | |||||||
Notes
Accrued pension
obligations
Our accrued obligation for the supplemental pension plan was approximately $244 million at December 31, 2011. The current service costs
were approximately $4 million and the interest costs were approximately $12 million for a total of $16 million.
The accrued pension obligation is calculated using the method prescribed by the Canadian Institute of Chartered Accountants and is based on management's best estimate of future events that affect the cost of pensions, including assumptions about future base salary adjustments and bonuses.
You can find more information about the accrued obligations and assumptions in Note 20 Employee future benefits to our 2011 consolidated financial statements, which are available on our website (www.transcanada.com) and on SEDAR (www.sedar.com).
2011 Annual information form 113
TERMINATION AND CHANGE OF CONTROL
Termination
We have an employment agreement with each named executive that outlines the terms and conditions that apply if the executive leaves TransCanada. The
table on the following page is a summary of the material terms and provisions if the executive resigns, is terminated, retires or dies. These do not apply when there is a
change of control. The general terms and provisions of ESUs are discussed under each event, however the committee can use its discretion to decide how to treat unvested ESUs
for executives who have an employment agreement.
Each employment agreement includes a non-competition provision that applies for 12 months following the executive's separation date. If we require the named executive to comply with the provision, we will pay him an amount equal to the base salary as of the separation date plus the average bonus paid to him for the three years preceding the separation date.
The
named executives, like all other employees, are eligible for retiree benefits if they are 55 or older with 10 or more years of continuous service on the separation date.
Retiree benefits include:
The employee stock plan, spousal and dependent life insurance, accident insurance, disability and payment of provincial health care premiums end at the separation date.
114 TransCanada PipeLines Limited
Compensation on termination
The table below shows how each named executive's
compensation is treated if he leaves TransCanada.
|
||||
Base salary | Resignation | Payments end | ||
Termination without cause | Severance allowance includes a lump-sum payment of the base salary as of the separation date multiplied by the notice period | |||
Termination with cause | ||||
Retirement | Payments end | |||
Death | ||||
Short-term incentive | Resignation | Not paid | ||
Termination without cause | Year of separation: Equals the average bonus pro-rated by the number of months in the current year prior to the separation date | |||
Years after separation: Equals the average bonus multiplied by the notice period |
||||
Termination with cause | Not paid | |||
Retirement | Year of separation: Equals the average bonus pro-rated by the | |||
Death | number of months in the current year prior to the separation date | |||
ESUs | Resignation | Vested units are paid out, unvested units are forfeited | ||
Termination without cause | Vested units are paid out | |||
Unvested units are forfeited, however the original grant value is generally paid out on a pro rata basis |
||||
Termination with cause | Vested units are paid out, unvested units are forfeited | |||
Retirement | Grants after January 1, 2012 | |||
Vested units are paid out. Unvested units continue to vest and the value is assessed at the end of the term. The award is pro-rated for the period of employment up to the retirement date | ||||
Grants before 2012 |
||||
Vested units are paid out. Unvested units are forfeited, however the original grant value is generally paid out on a pro rata basis. | ||||
Death | Vested units are paid out | |||
Unvested units are forfeited, however the original grant value is generally paid out on a pro rata basis |
||||
Stock options | Resignation | Grants after January 1, 2010 | ||
Vested stock options must be exercised by their expiry date or six months from the separation date (whichever is earlier) | ||||
No stock options vest after the last day of employment |
||||
Grants before 2010 |
||||
Outstanding stock options continue to vest for six months from the separation date and must be exercised by their expiry date or six months from the separation date (whichever is earlier) | ||||
Termination without cause | Grants after January 1, 2007 Vested stock options must be exercised by their expiry date or six months from the separation date (whichever is earlier) |
|||
No stock options vest after the last day of employment |
||||
Grants before 2007 Outstanding stock options continue to vest during the notice period and must be exercised by their expiry date or the end of the notice period (whichever is earlier) |
||||
Termination with cause | Grants after January 1, 2010 | |||
Vested stock options must be exercised by their expiry date or six months from the separation date (whichever is earlier) | ||||
No stock options vest after the last day of employment |
||||
Grants before 2010 |
||||
Outstanding stock options continue to vest for six months from the separation date and must be exercised by their expiry date or six months from the separation date (whichever is earlier) | ||||
2011 Annual information form 115
|
||||
Stock options (cont'd) | Retirement | Grants after January 1, 2012 Outstanding stock options continue to vest and must be exercised by their expiry date or three years from the separation date (whichever is earlier). If there is less than six months between the vesting date and the expiry date, the expiry date is extended for six months from the final vesting date of the options. |
||
Grants between 2003 and 2011 Outstanding stock options vest immediately and must be exercised by their expiry date or three years from the separation date (whichever is earlier) |
||||
Grants before 2003 Outstanding stock options vest immediately and must be exercised by their expiry date. |
||||
Death | Grants after January 1, 2003 Outstanding stock options vest immediately and must be exercised by their expiry date or the first anniversary of death (whichever is earlier) |
|||
Grants before 2003 Outstanding stock options vest immediately and must be exercised by their expiry date |
||||
Pension | Resignation | |||
Termination without cause | ||||
Termination with cause | Paid as a commuted value or monthly benefit according to the DB Plan, the supplemental plan, or both, as applicable |
|||
Retirement | For termination without cause, credited service is provided for the applicable notice period | |||
Death | ||||
Benefits | Resignation | Coverage ends, or retiree benefits begin if eligible | ||
Termination without cause | Coverage continues during the notice period (or an equivalent lump-sum payout is made) and, if eligible, service credit for the notice period for retiree benefits | |||
Termination with cause | Coverage ends, or retiree benefits begin if eligible | |||
Retirement | Retiree benefits begin | |||
Death | Coverage ends, or retiree benefits begin for a designated beneficiary if eligible | |||
Perquisites | Resignation | Payments end | ||
Termination without cause | A lump-sum cash payment equal to the corporate cost of the perquisite package in the one-year period preceding the separation date multiplied by the notice period | |||
Termination with cause | ||||
Retirement | Payments end | |||
Death | ||||
Other | Resignation | | ||
Termination without cause | Outplacement services | |||
Termination with cause | | |||
Retirement | | |||
Death | | |||
Notes
116 TransCanada PipeLines Limited
Change of control
Under the terms of the employment agreements, a change of control includes an event where another
entity becomes the beneficial owner of:
Other events can also constitute a change of control.
The following is a summary of the terms and provisions that apply to the compensation of the named executives if there is a change of control:
Notice period
The notice period for each named executive is normally two
years. If there is a change of control and the CEO is terminated by TransCanada within two
years, his notice period is three years.
ESUs
All unvested ESUs are deemed vested and are paid out as a
single, lump-sum cash payment if the named executive is terminated without cause
and his separation date is within two years of a change of control.
Stock options
There is an accelerated vesting of stock options following
a change of control.
The committee can use its discretion to accept or reject an agreement relating to the unvested stock options with the acquiring entity. If the committee rejects an agreement, there is accelerated vesting of any outstanding unvested stock options.
If, for any reason, we are unable to implement accelerated vesting (for example, our shares stop trading), we will pay the named executive a cash amount. This would be equal to the net amount of the compensation the named executive would have received if, on the date of a change of control, he had exercised all vested options and unvested options that would have had accelerated vesting.
Pension
A pensionable service credit for the applicable notice
period is provided at the separation date rather than at the end of the notice period if the
named executive's separation date is within two years of a change of control.
2011 Annual information form 117
Separation payments
The table below is a summary of the incremental payments that would have been made to each named executive under the different separation events, with
and without a deemed change of control. All payments have been calculated using December 31, 2011 as the separation date and the date of the change of control as if
it applies.
These
amounts would be paid under the terms of the employment agreements. They do not include certain amounts that would be provided under normal course, such as the
value of:
|
||||||||
Without a change of control | With a change of control | |||||||
|
||||||||
Name |
Termination with cause ($) |
Termination without cause ($) |
Retirement or death ($) |
Termination without cause following a change of control ($) |
||||
|
||||||||
Russell K. Girling | | 10,721,189 | 9,073,991 | 20,144,769 | ||||
Donald R. Marchand | | 2,644,712 | 1,617,868 | 3,857,705 | ||||
Alexander J. Pourbaix | | 8,487,069 | 6,741,554 | 12,761,665 | ||||
Gregory A. Lohnes | | 4,803,995 | 3,144,930 | 6,875,007 | ||||
Donald M. Wishart | | 6,370,891 | 4,601,074 | 9,335,590 | ||||
Notes
Mr. Girling | $2,083,337 | |
Mr. Marchand | $689,754 | |
Mr. Pourbaix | $1,552,671 | |
Mr. Lohnes | $1,083,333 | |
Mr. Wishart | $1,230,417 | |
Payouts of outstanding 2009 ESU awards
Accelerated vesting of stock options
Every year the committee reviews the severance amounts calculated for each named executive under his employment agreement. The data represents the total value to be paid to the executive if he is terminated without cause, with and without a deemed change of control, and the additional payment for the non-competition provision.
118 TransCanada PipeLines Limited
In our circular, we disclose the following non-GAAP measures as certain key financial metrics and performance goals:
Non-GAAP measures do not have a standardized meaning under Canadian generally accepted accounting principles (GAAP) as defined in Part V of the Canadian Institute of Chartered Accountants (CICA) Handbook and may therefore not be comparable to similar measures used by other companies.
We adjust these non-GAAP measures for specific items that are significant but do not reflect our operations in the year. In calculating these non-GAAP measures, we use our judgement and make informed decisions to identify specific items to exclude, some of which may occur again. Specific items include but are not limited to certain fair value adjustments relating to risk management activities, income tax refunds and adjustments, gains or losses on sales of assets, legal and bankruptcy settlements, and write-downs of assets and investments.
USING NON-GAAP MEASURES
We use these and other non-GAAP measures to improve our ability to compare financial results between reporting periods and to enhance our understanding of
operating
performance, liquidity and ability to generate funds to finance operations. We provide these non-GAAP measures as additional information on our operating performance, liquidity and ability
to generate funds to finance operations.
See
our 2011 MD&A for:
CALCULATING THE MEASURES
2011 Annual information form 119
Schedule G
Charter of the Board of Directors
I. INTRODUCTION
II. COMPOSITION AND BOARD ORGANIZATION
III. DUTIES AND RESPONSIBILITIES
A. Managing the Affairs of the Board
The Board operates by delegating certain of its authorities, including spending authorizations, to management and by reserving certain powers to itself. Certain of the legal obligations of the Board are described in detail in Section IV. Subject to these legal obligations and to the Articles and By-laws of the Company, the Board retains the responsibility for managing its own affairs, including:
B. Management and Human Resources
The Board has the responsibility for:
120 TransCanada PipeLines Limited