Customers 2013 Activities
• We converted several classroom courses to virtual training to realize business benefits, including reduced travel costs and time and greater employee accessibility.
• We expanded Build for the Future, our flagship leadership development program, to include new interactive workshops. TD executives also increased their involvement in the program, replacing external trainers to give participants more direct access to current leaders.
Workplace Compliance Training
Anyone working on behalf of TD is required to complete compliance training related to customer protection and responsible business conduct to mitigate the risk of employee misconduct that could lead to customer harm, reputational damage or legal liability.
In 2013, our online compliance training for Canada was overhauled to ensure content was targeted, concise and meaningful for the individual. The benefit was a 65% reduction in time to complete the improved training. We also continued to enhance the bank’s anti-money laundering (AML)/ anti-terrorist financing (AML/ATF) awareness/sanctions and anti-bribery/anti-corruption training to ensure our employees understand current and evolving risks.
Training and Development 2013 Investment in training per employee (dollars)1 Average number of days of training2
Amount employees received through TD’s Tuition Assistance for external learning (millions of dollars)
$1,054 3.53
$24.1
2012 $945 4.15
$27.1
2011 $949 3.14
$19.5
1 Includes the courses available through TD’s Learning Management System, as well as external courses, certificates and accreditations. 2 An average day is considered eight hours for U.S. employees and 7.5 for all other employees.
Average Hours of Training Per Employee Category Canada1
Average hours of training per executive4
Average hours of training per People Manager5
Average hours of training per individual contributor6
1 2 3
20132 8.00
20.89 19.68
2012 20113 14.06
13.99 23.89 24.52 23.29 27.89
2013 22.12
34.92 42.39 U.S.1
20123 17.73
43.85 52.23
2011 –
– –
TD General Insurance and TD Auto Finance (Canada and U.S.) are excluded in 2011 and 2012 because the data is not available and cannot be reasonably estimated.
The 2013 data excludes a portion of training hours that are tracked outside TD’s learning management system. This data is not available and cannot be reasonably estimated.
2011 was the first year of reporting Canadian training hours by employee category; 2012 was the first year of reporting U.S. training hours by employee category.
4 Executive includes TD job levels Assistant Vice President and above. 5 People Manager includes an employee who has one or more direct reports. 6 Individual contributor includes an employee who does not have any direct reports.
Environment
Communities
How We Operate
46 LA10
• The reduction of hours of formal training (e.g., courses and workshops) can be attributed to a greater focus on training and development activities that incorporate more use of informal training methods (such as mentoring relationships, job shadowing, on-the-job experiences, social media, communities of practice, etc.).
• TD now offers more virtual classroom workshops to more effectively reach a geographically dispersed employee population, while also reducing business travel.
• The reduction in training hours for Canadian executives can largely be attributed to a change in the Build for the Future course duration from four to three days.
TD 2013 Corporate Responsibility Report
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