37 A diverse and inclusive workforce

In 2012 we began a new three-year diversity plan that addresses specific gaps and needs identified through employee feedback.

• Employees have asked for more local leadership and visible role models, clarity on what it takes to advance within the organization and support to develop the necessary capabilities.

• Managers want more tools, training and cultural competence to prepare them for managing an increasingly diverse workforce.

How we are responding to these gaps and needs is described throughout this section and in the article “Building Diversity Into TD’s Cultural DNA.”

We continue to look for ways to make our workplace more accessible for employees with disabilities, improving retention and overall hiring. While TD hired more Aboriginal Peoples in 2011, the increase is relatively small given TD’s general growth in employee population. Due to the size of this designated group, which was 528 employees in 2011, small changes will have a great impact on the representational numbers.

2012 Highlights

• 150 TD executives, senior managers and diversity representatives in Canada attended a presentation by diversity, assessment, development and well-being specialist professor Binna Kandola on unconscious bias.

• In the U.S. we are testing two new assistive technologies for introduction in 2013. These will offer employees with fine motor challenges, limited use of their upper limbs and/or chronic pain new ways to navigate computer software and programs.

• By the end of 2012 all employees in Canada had participated in a Diversity and Inclusion e-learning program.

+ 2011 Employment Equity Report (PDF) 1

People With Disabilities7

Visible Minorities7

What has been TD’s biggest lesson about Diversity and Inclusion?

“TD’s commitment to diversity is not only the right thing, it’s critical to achieving our mission to be a leading North American bank. Our success depends on reflecting the communities and cultures where we do business.” Ed Clark, President and CEO, TD Bank Group

Trends in Employment Equity at TD1,2,3 (Canada) %

Women Overall Senior Management5

Middle & Other Management6

Overall Senior Management5

Middle & Other Management6

Aboriginal Peoples7

Overall Senior Management5

Middle & Other Management6

Overall Senior Management5

Middle & Other Management6

2 Includes all Canadian businesses except TD General Insurance as this entity is provincially regulated. 3

Includes full-time and part-time employees.

4 2008 Workforce Availability data is taken from the Labour Pool Availability based on the 2006 Census of Canada. 5 Senior Management includes TD job levels Vice President and above who have signing authority. See glossary for definition of Middle and Other Management. Data is voluntarily disclosed by employees.

6 7

8 Refer to challenges regarding self-identification and recruitment. 4.61 1.74 21.29

Labour Market Availability4

57.89 2011

63.38 34.46 46.83

27.49 9.14

20.79 1.09

0.51 0.78

3.55

3.34 3.06

2010

64.18 34.43 46.57

26.74 9.29

19.61 1.068

0.55 0.80

3.688

3.83 3.25

Represents the amounts reported to the Canadian federal government as at December 31, 2011. Statistics for 2012 will be compiled and reported to the Canadian federal government by June 2013.

2009

65.60 33.13 46.63

26.14 8.59

18.18 1.07

0.61 0.86

3.61

2.45 3.32

Build an Extraordinary Workplace

TD 2012 Corporate Responsibility Report