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Responsible Banking


Building The Better Bank Material Issues How We Operate Responsible Banking


Economic Value Customer Service Privacy and Data Security Access to Banking Products and Services


Extraordinary Workplace Environmental Leadership Strengthening Communities Reporting


Customer Service


WHY IT’S MATERIAL TO TD +


Building a Better Bank starts with building strong and lasting relationships with customers. In 2014, we continued to focus on legendary customer service and convenience across our business.


MANAGEMENT APPROACH


Legendary customer experience is at the heart of TD’s business strategy. We look for opportunities in our operations and processes and products and services to make banking simple, fast and easy for our customers.


TD continued to deliver on its convenience and comfort strategy, actively responding to our customers’ growing preference for mobile banking and a totally seamless customer experience – wherever, whenever and however they chose to connect with us.


2014 PERFORMANCE


TD’s strong Customer Experience (CE) strategy has long been a competitive differentiator. It is supported by continuous measurement which began with only a few programs in 1996 and has grown substantially over the years.


During the past year, we continued to refresh our understanding of our customers and further strengthen our relationships by:


n Conducting 600,000 customer calls


n Engaging with over 67,000 followers on Twitter n


Generating more than 546,000 ‘likes’ on Facebook


n


Launching “Social Customer Service”, and answering more than 6,000 questions a month through social media


In 2015, we will begin measuring overall customer experience through a new Legendary Experience Index (LEI) that will continue to raise the bar in terms of exceptional experience delivery.


PROBLEM RESOLUTION GO DEEPER


CODE OF CONDUCT AND PUBLIC COMMITMENTS


RESOLVING YOUR CONCERN


TD OMBUDSMAN ANNUAL REPORT APPENDIX: PERFORMANCE DATA


TD 2014 Corporate Responsibility Report Page 18


+ + + +


Effective handling of customer complaints is another essential element of good customer service. We appreciate customers taking the time to tell us what went wrong, so that we have an opportunity to improve. Employees are encouraged to take ownership and resolve the issues, ideally at the first point of contact. When problems do arise, we strive to respond quickly, get the problem fixed and address the root cause.


Common Complaints in 2014


Level of service Credit decisions and holds on funds Processing errors Mortgage fees (interest rate differential) Processing delays


When the issue is more complex, TD provides an escalation process that is also communicated on our website. The Problem Resolution framework enables customers to file a complaint regarding a potential violation of a code or commitment through the TD Office of the Ombudsman (Canada) or the Chairman’s Service Center (U.S.).


Notable improvements in Problem Resolution included:


n


12% fewer complaints required investigation by TD Office of the Ombudsman (Canada)


n


4% fewer complaints escalated to Chairman’s Service Center (U.S.)


Watch one amazing day in 2014 when we turned our ATMs into Automated Thanking Machines.


#TDTHANKSYOU





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