2011 Scorecard

Treat customers fairly, and provide support in tough times.

Improve Customer Experience Index (CEI) and Customer WOW! Index (CWI) scores.

• CEI: TD Canada Trust = 33
• CEI: TD Wealth Management = 10
• CWI: TD Bank = 33.7

2012 Targets:

• TD Canada Trust: 35.1
• TD Bank: 33.7
• TD Wealth Management: 16^†
• TD Insurance: 11^†

^† Due to an adjustment in composite weighting, the 2012 targets are not comparable to previous years reported results.

Resolve customer complaints fairly and quickly.

• Reduce number of complaints referred to the Ombudsman for Banking Services and Investments (OBSI).
• Resolve 80% of customer complaints within three days (U.S.)

• 25% reduction achieved for OBSI
• 97% resolution achieved

Support Canadian customers through TD Helps.

• Offer TD Helps as a permanent part of how we do business.

• 46,235 customers were granted TD Helps financing options

Be the bank of choice for diverse communities.

Improve the accessibility of our customer facing locations and the products and services we offer.

• Assess our universal design review research and customer service legislation to continue to make TD accessible to all customers.

• Work is ongoing. In 2011 we enhanced the accessibility features of TD’s online services.
• We developed training to increase employees’ comfort level when serving customers with disabilities.

Be recognized as the bank of choice by diverse communities.

• Maintain leadership position as the bank of choice for new immigrant, South Asian, Chinese, black and LGBT communities.
• Ensure these groups are well represented in images used in TD’s marketing communications.

• According to latest research studies, TD is positioned as a leader in many diverse communities.
• TD’s marketing materials continued to reflect the diverse populations we serve.

Be an environmental leader.

Create new products and drive innovation.

• Increase market share on financing for renewable energy products.
• Enhance green features of existing product offerings.

• 235% increase in financing for clean technology projects since 2010.
• In Canada, car loans and insurance products expanded to include electric vehicles. In the U.S. online statement accounts grew from 0.5 million to 1.2 million in one year.

Be recognized as an environmentally-responsible bank by customers.

• Enhance environmental initiatives related to customer events, such as branch openings and community sponsorships.

• Sponsored the TD Energy Fair to raise consumer awareness. E-waste recycling offered at new branch openings in Canada.

Engage employees and the community

• Support community-based environmental projects that promote environmental education, energy conservation and biodiversity.
• Develop performance measures and track levels of employee engagement on environmental topics.
• Launch Green Teams in the U.S. operation

• TD Tree Days expanded to U.S. and U.K.
• In Canada and the U.S., we launched “Environment 101” online training and “TD green nation” to encourage employees to pledge and complete green acts.
• Developed employee engagement strategy for the U.S., which includes a network of employees connected through TD’s social media platform. A Green Team pilot is planned for 2012.

Continuously improve our environmental footprint.

Reduce energy use and carbon emissions.

• Reduce GHG emissions by 5% relative to 2006 baseline, by reducing energy use.
• Develop energy and carbon management metrics and targets.
• Maintain TD’s carbon neutral status.

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• 2006 baseline is no longer applicable due to growth in TD’s operation. New targets have been set.
• To reduce TD’s carbon emissions by 1 metric tonne per employee by 2015. (See here for details.)
• TD’s carbon neutral statement will be available online in April 2012.

Improve our environmental management.

• Implement an Environmental Management Information System (EMIS).

• Phase 1 implemented completed with the set up and capture of historical environmental data. Using EMIS as the primary system for gathering environmental data will begin in 2012.

Reduce waste.

• Improve recycling rate of non-paper waste in U.S. above 58%.

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• New targets are currently being reported with comprehensive tracking through the EMIS.

Reduce paper.

• Reduce our annual paper usage by 5% relative to 2009.

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New targets have been set:

• Reduce our overall paper consumption by 20% by 2015 relative to a 2010 baseline.
• TD will be paper-neutral by the end of 2012. (See here for details)

Green our buildings.

• Implement green building standards in our U.S. operation.

• With the opening of a net-zero store in Florida (new build) and the retrofit of a branch in London, Ontario (existing building) we have applied key learnings into our green building standards across North America.

• Develop plan for facilities gained through acquisitions.

• We developed a 5-year enterprise real estate plan which included steps for new acquisitions. Implementation will carry on through 2012.

Manage the social and environmental risks of our lending and investment products.

Identify and assess risks.

• Reduce financing risk through active management of environmental risk.
• Track the number of financing deals referred to TD Environment for review.

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• Implementation of TD’s Environmental and Social Risk Policy for Non-Retail Credit Business Lines will be completed in 2012 with adoption in the U.S.
• We did not find this to be a useful metric. See here for an explanation.

Engage with key stakeholders.

• Continue open-door policy.

• Active engagements continue with many environmental stakeholder groups. See Environmental Dialogue.

Build a fair, diverse and inclusive workplace that reflects the communities we serve.

Deliver a diverse and inclusive workplace that supports existing employees and attracts new employees.

• Expand mentoring and networking programs to diverse groups and their allies.
• Continue to integrate diversity and inclusion focus into recruitment, resource planning, performance management, and personal career management.
• Increase employee representation for each area of focus.
• Complete the 2011 TD Diversity Inclusiveness Survey

• Over 6,000 employees participate in networks. Over 50 networking events held in 2011.
• Work is ongoing. See Diversity Recruitment for a description of programs and initiatives.
• Slight increase in representation of visible minorities in leadership, women in leadership and people with disabilities. Slight decrease in overall representation of Aboriginal Peoples.
• 89% of employees surveyed agreed that TD was an inclusive workplace.

Attract and retain great people and create opportunities for continued development.

Develop great people and teams for the future.

• Increase employee engagement score (EEI).
• Improve employee retention.
• Launch diversity and inclusion training for all employees in North America.

• 2011 EEI results increased. Overall improvement on all 22 questions in the TD Pulse survey.
• Slight improvement in U.S retention and a marginal decrease in Canadian retention.
• Over 24,000 employees have completed the course so far.

Enhance our global recruitment capabilities.

• Launch an enhanced global service recognition program in 2011.
• Continue targeted recruitment efforts to diverse groups.
• Ensure appropriate tools are in place to support recruitment efforts from diverse groups.

• Employees can opt to receive TD shares at significant milestones.
• Participated in many forums. See Diversity Recruitment for details.
• Added ASL/LSQ capabilities to td.com/careers. Continued to support TRIEC Mentoring program and the Career Bridge and Career Edge programs.

Contribute to the economic and social development of the diverse communities we serve.

Make a positive impact in our communities.

• Maintain our charitable giving at or above standards such as the Imagine Canada target and the Giving USA Foundation target.
• Grow the number of volunteering opportunities available to employees.
• Increase participation in our Employee Grants Program (Canada) and our Employee Volunteer Donation Program (U.S.)
• Implement an employee volunteer management system in Canada and U.S.
• Increase support of financial literacy programs and initiatives particularly for low- to moderate-income communities (U.S.)
• Develop an environmental program with a national non-profit partner (U.S.)

• Achieved 1.3% in Canada (Imagine Canada target is 1%). Achieved 0.95% in U.S. (Giving USA Foundation target is 1%).
• We saw a moderate increase in volunteer opportunities through our existing program.
• Participation decreased due to reduced program promotion with the launch of our TD employee volunteer management system in 2012.
• In progress. Launch scheduled for 2012.
• 14% increase in financial literacy programs offered in U.S.
• TD Tree Days was set up in collaboration with Alliance for Community Trees (ACTrees).

Maintain support for entrepreneurs and small business.

• Continue to participate in the federal government’s Canada Small Business Financing Act Loan Program and the Canadian Agricultural Loans Act Program.
• Continue to participate in the Agriculture and Agri-Food Canada AgriInvest Program, a government sponsored investment account.
• Continue to advise customers during tough times
• Continue to provide renewable energy financing.

• More than $164 million funded.
• More than $113 million funded.
• In 2011, we continued to offer TD Helps financing options for small business customers.
• $32 million provided to small businesses and commercial operations in renewable energy financing.

Be transparent about the way we conduct our business.

Continue to report on TD’s conduct and compliance.

• Continue reporting the total number of legal actions for anti-competitive behaviour, anti-trust and monopoly practices.

• No significant incidents reported in 2011.

• Continue reporting the total number of incidents of non-compliance with regulations and voluntary codes and any significant fines.

• One incident reported in connection with voluntary marketing codes in Canada. We will explore expanding reporting scope in 2012.

Use suppliers who demonstrate socially and environmentally responsible practices.

Continue to report on TD’s conduct and compliance.

• Continue Supply Chain Working Committee meetings.
• Implement the agreed upon recommendations from the supplier diversity review.
• Continue work with our office product supplier to deliver an office product sustainability index.
• Develop metric to measure our supply chain performance against corporate responsibility criteria.

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• Newly assigned team took over committee mandate.
• Supply Diversity Program launched in 2011.
• Program withdrawn by supplier due to its complex nature.
• The procurement sustainability project will be completed in 2012 and will provide measurement criteria moving forward.