23 How did we get here?

Through open and unremitting commitment from the top. A governance structure that permeates every aspect of the company. Engagement in diversity has spread from the executive level to our grassroots. The six-member Diversity Leadership Council set up in 2005 has since grown to a 300+ strong network of enthusiastic, active subcommittees and regional councils.

+ Diversity Governance

Across North America, 545 employees help run 44 commit- tees or networks supporting our six areas of focus. These networks allow employees to share information; learn about business, community and volunteer activities; and build valuable contacts. Every year we host over 140 networking events from Black History Month employee receptions and Chinese New Year employee celebrations to Women’s Day events and Access Awareness forums.

TD FOCUSES ON SIX DIVERSITY AREAS:

• Women in Leadership • (Visible) Minorities Leadership

• Lesbian, Gay, Bisexual, Transgender & Allies (LGBTA)

• People with Disabilities • Aboriginal Peoples in Canada • Serving Diverse Communities

Dialogue makes a difference

Diversity is very much a topic of conversation at TD today. Our Diversity website is one of the most visited sites on our intranet. Even more telling is the dialogue’s transparency. On our internal social media platform, Connections, employees create communities and share personal stories, tips and insights into where and how barriers still exist. Topics range from LGBT coming-out experiences to the challenges faced by new immigrants.

More than words: Actions

Real change happens when it becomes “the way we do things.” Today diversity is increasingly part of TD’s infrastructure – from Human Resources strategies and programs to marketing policies and initiatives to community support. Some examples:

• In 2012, 595 employees in Canada and the U.S. participated in personal and group mentoring related to their diverse needs.

• Diversity training is now part of management and leadership development programs.

• In 2013, as part of its Healthcare Benefits, TD Bank will be absorbing a U.S. federal tax penalty currently imposed on employees for the employer contribution to health-care benefits for same-sex partners.

• Sponsorships of conferences and recruiting fairs held by and for diverse groups including the Aboriginal Human Resources Council in Canada; the Ascend Canada Conference to promote networking and training for Asians; the Out for Undergraduate Business Conference (OUBC) in the U.S.; the U.S. National Black MBA Association; the National Society of Hispanic MBAs; and RecruitMilitary, the largest military-to-civilian recruiting firm in the U.S.

Being Myself at Work

• TD’s Assistive Technologies team deployed 553 technology solutions to enable employees with disabilities to do their jobs.

• We hosted our 500th Career Edge intern in Canada. The program offers internships to new graduates, internationally qualified professionals seeking a first job in Canada and graduates with disabilities.

• TD Economics continued to publish reports on diversity issues such as Debunking Myths Surrounding Canada’s Aboriginal Population (PDF).

• We were the first major Canadian bank to add its voice to the It Gets Better campaign in 2012 and the only one whose CEO speaks frankly about the issue of bullying and homophobia.

Where do we go from here?

Bharat Masrani, Chair of TD’s Diversity Leadership Council, wants to “make our diversity commitment even more real every day for employees and our customers.”

We know it will take continuous effort to truly embed diversity and inclusion into our DNA. We also know that parts of the bank are not as far ahead as others and that there are many types of diversity we have not yet focused on. But our hope is that our commitment and the employee momentum building behind our efforts will help take us to the ultimate goal of being an organization where a diversity function is no longer needed.

TD 2012 Corporate Responsibility Report