Customers
Workplace CEO’s Message
What does responsibility mean at TD?
Since I took the helm in 2002, TD has gone through some remarkable changes while also weathering the financial crisis. We have doubled the number of employees, customers and retail locations, our market cap has grown from $22 to $88 billion and TD’s brand is now ranked as one of the most valuable of all companies in Canada and in the world.
Throughout all this growth, remaining accountable for our actions has been a key part of staying on course and delivering TD’s business strategy. Our view has always been that if you stand up for your customers and the employees who serve them and stand by your communities, you will fulfill the best interest of shareholders. We’ve done that with programs such as TD Helps, which has enabled more than 230,000 Canadians to regain control of their finances through the economic challenges of the last seven years. In the U.S., our TD Cares program helped 500 federal employees stay financially afloat during the furlough of last fall.
We had bumps of our own in 2013 in the immediate aftermath of the Alberta and Ontario floods. The severe weather events reminded us yet again how important it is to be there for our customers when they need us most. As always, the key is in the recovery. We listened and we learned from these experiences. Can we get better at what we do and how we do it? In all instances, we can – and we will.
TD 2013 Corporate Responsibility Report
Embedding responsibility is a continual process
We continue to embed corporate responsibil- ity practices across our business to guide who we lend to, invest in and purchase from. In 2013, we implemented a Responsible Procurement Policy that improves our ability to select suppliers who demonstrate sound social and environmental practices.
Responsibility means being inclusive
I am proud of the progress we have made to be more inclusive, from our Board of Directors through our leadership teams and at every level of the bank. We see the value in building a diverse workforce, one that will keep TD competitive and relevant to the diverse populations we serve. We have not been shy about this message of inclusion across all of TD’s areas of focus. For example, 10 years ago TD sponsored our first Pride festival. Now sponsoring 25 Pride events across North America, including World Pride in 2014, TD continues to demonstrate support to LGBT employees and customers.
Responsibility means environmental leadership
We continue to drive an environmental perspective into our business strategy. In 2013 our TD Economics team produced a landmark report on the greening of the economy. Through our commitment to
reducing the environmental footprint of our business operations, we have transformed the way we build and operate our facilities – 2013 marked the completion of our 114th LEED-certified green building. Through the TD Forests program, we have helped to protect over 10,000 hectares of critical forest habitat, and in 2013 our employees planted 48,000 trees in urban areas. Through our financing activities, we supported responsible development of North America’s energy resources – including over $3 billion of financing to low-carbon energy initiatives.
Responsibility means strengthening communities
While it’s typically the big numbers that get the attention – the $74 million donated to organizations across North America and the U.K. – let’s not forget the smaller numbers which highlight the true work of strength- ening communities. The five TD volunteers who read books to children in London, Ontario, the 20 volunteers who helped at their community food bank in New Jersey or the 28 volunteers who planted trees in Dartmouth, Nova Scotia. These are the stories, multiplied by the thousands, that generate the real social impact that strengthens our local communities.
Responsibility means leadership
An organization should be stronger than when its leader first took the helm, and we’ve worked hard to build a culture of
leadership and develop capable successors who will continue to deliver on TD’s strategy of long-term, sustainable growth. Great transitions involve change with continuity of the things that matter, and I am confident we will see a continuity of what makes TD great. My successor, Bharat Masrani, has played a central role in key decisions that defined our bank over the years and will continue to foster the things that matter at TD.
We are a vastly different organization – operating in a vastly different world – than we were just 10 years ago. It’s hard to predict the social, environmental and economic challenges that the next 10 years will bring. But TD is up for the task. We will continue to play a key role in our communities and Build The Better Bank.
Environment
Communities
How We Operate
7
Ed Clark Group President and Chief Executive Officer
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