41 2012 Highlights:

• The Learning Management System was extended into the U.S. All employees in our operations now have access to personal development resources online.

• The Learning Management System was integrated with our online People Planning and Performance (P3) tool, making it easier for all employees to add formal learning activities directly into their development plans.

• In response to feedback from managers asking for support to prepare them for managing a diverse workforce, we extended our micro-inequities training to Canada. The course addresses unconscious biases and their impact on behaviour. Since 2009, 893 leaders have participated in the program.

Leadership development

It’s important that we prepare current and future leaders with the cultural understanding, skills and experience to successfully navigate new and emerging challenges. TD leaders at all levels are accountable for identifying and developing their successors and pipeline candidates.

At the 2012 Human Resources Professional Association (HRPA) Summit, TD received the overall talent management award for our focus on talent and leadership development.

Our CEO and Senior Executive Team help facilitate leadership programs specifically designed to impart TD’s values, business strategy and culture to the next generation of leaders.

• In 2012 we began to phase in a TD Pipeline Leadership 360° survey to people managers and individuals across the bank. The aim is to develop leadership skills at all levels. The survey provides objective, balanced, comprehensive feedback on participants’ interactions with their manager, peers, employees and other stakeholders with whom they work regularly.

• 6,907 current and future leaders participated in one or more of our leadership programs in 2012.

+ Summary of Leadership Programs

Knocking Down Barriers Faced by New Immigrants to Canada

Statistics Canada projects immigration will account for 90% of Canada’s population growth by 2055. Many of these new Canadians are highly qualified yet find it difficult to secure an appropriate first job in their new country.

With 20 years of experience in Venezuela, Emiro Rotundo’s biggest challenge on his arrival in Canada was that he had no local contacts. No one knew his work or could link him to suitable opportunities. That changed when he took part in the ACCES IT Connections mentoring program, which TD sponsors. In speed mentoring sessions with TD executives, he learned about the bank’s culture and job opportunities. This knowledge helped him effectively present the skills he could bring to the bank.

He was hired as a Project Manager at TD in 2010 and has since participated in several support programs, including a group mentoring program for new immigrants, a workplace communication program and language skills training called the Talk English Café. He found his new colleagues both welcoming and supportive. “All this support has made it easier for me to become successful by helping me overcome challenges I’ve met along the way,” Rotundo says.

Build an Extraordinary Workplace

Emiro Rotundo, TD employee

Personal development conversations and coaching, monthly team meetings and town halls with Senior Executives proved to him that TD is committed to developing its employees. “The inclusion, respect and consideration that TD gives to new immigrants speak well about how TD values and embraces people coming from other countries, with different cultures and traditions,” he says.

TD 2012 Corporate Responsibility Report