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HOW WE OPERATE RESPONSIBLE BANKING WORKPLACE ENVIRONMENT COMMUNITY GOVERNANCE


Diversity & Inclusion (continued) 2015 Performance


We continued to achieve positive results in 2015. For example: • Over 90% of employees said that TD values diversity in the workplace. • We had 36% women in VP levels and above, up from 30% in 2007. • Minorities held 13% of VP levels and above, up from 7% in 2007. • There was a high level of engagement in diversity and inclusion forums and initiatives.


• Survey results show women and men share equally high confidence in meeting career objectives with TD.


• TD continued to be externally regarded as a leader in diversity and inclusion, garnering numerous awards across North America.


Examples of our activities last year for diverse communities are highlighted in the table on the next page.


TD continues to innovate and evolve when it comes to diversity and inclusion. This past year we launched our 2015–2017 Strategic Plan with five new priorities to reinforce and enhance diversity and inclusion at TD (see chart). To date we have made progress on all five priorities, which have helped us maintain high levels of employee awareness and engagement around diversity and inclusion. Representation numbers remain a focus and we continue to measure and track progress.


DIVERSITY & INCLUSION: 2015–2017 STRATEGIC PRIORITIES Priority


Accountability: reinforce business leader accountability for diversity and inclusion outcomes


TD has contributed $1.2 million to further the work of Equitas on human rights in Canada. + Read the case study


Go Deeper Diversity Website


Diversity & Inclusion at TD: 10 Years and Counting


Employment Equity Report Women in Leadership


Talent: recruit, develop promote diverse talent


Progress Made in 2015


Set three-year goals for each business and are tracking progress with quarterly reporting


Delivered Unconscious Bias training to executives and instituted a requirement for diversity in candidates for all AVP and vacancies


Inclusive Leadership: improve capability and accountability at all levels to create an inclusive employee experience


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TD and Aboriginal Communities in Canada + LGBTA Report – Building Pride


+ Page 27


Winning in the Marketplace: maintain leadership or increase market share in priority communities


Organization: drive accountability with the right people doing the right work


Defined inclusive leadership behaviors for TD


Created targeted initiatives to support and drive business in each market of focus


By early 2016 the enterprise Diversity leadership council, and each of it’s subcommittees, will be expanded and realigned to ensure accountability and representation across all businesses.


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