Employee Engagement WHY IT’S MATERIAL TO TD

TD’s goal is to engage our people so they feel inspired and supported. It’s an important part of our entire business strategy and one of the ways we strive to differentiate TD as a best employer. We want to create a unique and inclusive environment where employees can do work that matters, have opportunities to grow and feel inspired by our leaders.

Management Approach

To cultivate a highly engaged workforce, we: • Work closely with our employees to understand and respond to what matters to them • Give them wide-ranging opportunities to learn and develop so they can reach their full potential

• Engage our managers and leaders, helping to design and deliver a positive, inclusive work environment

• Communicate openly and regularly about TD’s mission, values and culture – encouraging dialogue across the organization

2015 Performance

Global engagement survey In 2015, 86% of our employees participated in our annual company-wide engagement survey called TD Pulse, which gauges attitudes about working at TD so that we better understand both our strengths and challenges.

• Eighty-one per cent of our employees reported being engaged compared to 82% the previous year (the actual engagement score on a five-point rating scale was 4.17 in 2015 versus 4.20 in 2014). While results remain strong, employee feedback reflected concerns related to organizational change, improving processes and technology and providing support for managers in their day-to-day management tasks.

• Employees told us that TD is doing the right things to make a positive impact on the communities in which it does business and that they see a clear link between their work and TD’s priorities.

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Management teams across the company use the survey results, which are analyzed by business area, region and demographic groups, to drive ongoing improvements in our workplace practices.

Organizational review In 2015, we made a dedicated effort to optimize our operations and undertook a comprehensive review of our organizational structure. Given the significant growth TD has experienced over the last decade, including a number of acquisitions, we took measures to become a more productive and responsive company and make it easier for our customers to do business with us. The restructuring was part of TD’s ongoing focus to adapt to our current environment, while building for the future by advancing our digital and mobile capabilities. This review resulted in some roles being changed or eliminated. For those employees affected, we focused on treating them fairly and with respect through the process.

Retention TD’s average global turnover (voluntary and involuntary) increased to 21.34% from 18.40% in 2014. Voluntary turnover was 10.95% in Canada and 22.61% in the U.S. Voluntary turnover rates are higher in the U.S. banking industry, including TD’s U.S. operations. Reducing voluntary turnover there remains a priority. Major efforts underway include improving our new-hire processes to better match skills for key roles, focusing on part-time/temporary employees and their unique needs, and for all employees, increasing awareness of career development, coaching and mentoring opportunities.

More Than Just Work


of our new hires tell us they are excited about their personal and professional opportunities at TD


of employees say they are proud to work for TD


of employees agree that TD supports their ambitions to get involved in corporate responsibility initiatives

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