Customer Service (continued) SPOTLIGHT Meet the Ombudsman

Kerry Robbins is the TD Ombudsman in Canada. The Ombuds office acts as an independent complaint investigation and resolution body to help customers.

Q: How is the Ombudsman role evolving at TD? Historically this has been a “react and respond” role. Today this role is becoming more strategic. For example, how can we provide information to the rest of the bank and use customer complaints to make TD better? What important insights will help the bank

reduce risk? Our focus has broadened beyond complaint resolution to what we can learn from our resolution efforts to help TD adapt, innovate and avoid similar issues from impacting other customers.

Q: What was the top issue your office dealt with in 2015? The top issue is always errors – errors in processing a transaction or missteps in how the bank handles a complaint. Alongside errors, we dealt with escalations related to claims decisions in the insurance business, as well as fraud-related matters where we see a lot of opportunity to educate customers on common scams.

Q: Is the ultimate goal “zero” complaints? Certainly we want to see complaints kept to a minimum, but zero complaints is more of a goal to strive for than one that can realistically be reached. In an organization where hundreds of thousands of customer interactions occur daily, mistakes are going to happen and customers are going to feel let down. Having a fair and responsive complaint-resolution system for customers to turn to in these moments of frustration is a valuable part of the service we provide as a bank. Furthermore, we want to make sure customers are comfortable voicing complaints and that we continue to improve. Companies that are considered the best at customer service are the ones that listen to, acknowledge and deal with complaints, quickly and efficiently.

+ Details on TD’s complaint resolution performance are available in the Appendix.

Access to Banking WHY IT’S MATERIAL TO TD

We recognize that access to banking is a critical element for social and economic progress. We continue to remove barriers and make banking more accessible and inclusive, particularly for vulnerable and underserved populations in the financial system. Our investments in this area are a win- win – benefiting both consumers and our company in terms of business growth and deeper customer relationships.

Management Approach

TD serves a broad diversity of customers across 2,500 communities in North America, and access to our services is a key management priority. We have strategies in place to ensure that products, services and marketing initiatives reflect the communities and cultures that are part of our operational footprint.

In Canada, TD opens personal accounts regardless of whether a person is unemployed, is or has been bankrupt or is unable to make an initial deposit, as long as required conditions are met. TD is involved in many innovative programs to help remove social barriers and increase access, including TD’s financial education initiatives, which are discussed in other sections. Our investments in mobile technology, discussed previously, have improved and expanded our customers’ ability to access financial services and enabled them to participate in a digital-driven economy.

The fundamental values of diversity and inclusion are ingrained and promoted through our Strategic Framework and Guiding Principles, supported by our Corporate Diversity Office and, at the highest levels, by TD’s Diversity Leadership Council (DLC), which reports to the Group President and CEO.

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