2010 Scorecard

• Corporate Responsibility

  achieved all goals     achieved most goals     made progress
  What we said we would do:		Progress		What we did:
  Implement indicator protocols to improve the quality of data collection. Conduct external assessments of our reporting practices.				Conducted an internal audit on our 2009 report process to identify opportunities for improvement. Commissioned independent assessments of our 2009 report. Developed indicator protocols for 14 key performance indicators. Ernst & Young LLP performed a limited assurance engagement for certain of TD’s performance indicators and a reasonable assurance engagement for TD’s greenhouse gas emissions schedule and carbon-offset schedule.
  Work with business units to set clear targets for corporate responsibility performance, so that it is easy to determine progress. Increase alignment to the Sustainability Reporting Guidelines (G3) of the Global Reporting Initiative.				Developed Corporate Responsibility Priorities and the performance metrics to support them. made progress in identifying performance targets for TD’s corporate responsibility performance. Identified opportunities to clarify the scope and boundaries of our reporting.
  Increase communication with Non-Governmental Organizations and environmental groups.				Engaged multiple stakeholders and continued our open-door approach with NGOs. Participated in a number of multi-stakeholder forums and working groups.

  
  

  Customers

  What we said we would do:		Progress		What we did:
  Focus on improving Customer Experience Index scores in Canada and the U.S.				TD Canada Trust increased the Customer Experience Index (CEI) by 13%. While TD Bank Customer WOW! Index (CWI) went down 5% in 2010 compared with 2009, it was up 8.8% over its pre-integration (2008) level.
  Continue to deliver convenient banking solutions and services that exceed customer expectations in U.S. Personal and Commercial Banking.				CWI results made a rapid recovery to pre-integration levels in less than six months.
  Integrate elements of the legendary customer experience into all activities in Canadian Personal and Commercial Banking business lines.
  Elevate the client experience in our advice-based channels by improving our service offerings and enhancing advisor tools in our Wealth Management business line.				Wealth Management’s CEI score increased by 191%. Introduced enhanced advisor tools.
  Build the franchise by broadening and deepening corporate client relationships in Wholesale Banking.				TD Securities’ CEI score increased by 0.75%.
  Conduct an audit of initiatives and strategies currently in place to serve diverse communities				Audit of diversity initiatives completed and will form the basis of 2011 planning.
  Continue to build customer awareness of TD’s accessibility features and conduct research to develop plans to enhance the experience of customers with disabilities				Research complete. 2010 marketing initiatives reflected the diversity of our customers.
  Provide a safe and secure banking experience, and protect privacy at all times				TD Canada Trust and TD Bank created privacy and security web pages.
  Design, market and sell all products and services in a responsible manner, and provide transparent product information for customers and clients				TD Canada Trust launched a new Get Saving website to help Canadians manage their finances. TD Economics helped raise public awareness of Canada’s increasing indebtedness through a special report: Canadian Household Debt a Cause for Concern.
  Continue to build our branch network in both Canada and the U.S.				TD Canada Trust opened 21 branches. TD Bank acquired 240 stores in the south eastern United States through the purchase of The South Financial Group.

  
  

  Environment

  What we said we would do:		Progress		What we did:
  Update our Environmental Policy and Environmental Management Framework to reflect integrated North American operation. Strengthen our environmental programs in our U.S. operations. Begin development of an Environmental Management System and Environmental Management Information System. Develop a long-term (3-5 year) carbon management plan to establish objectives and goals.				Updated environmental policy, and gained approval from the Board of Directors. Began development of an Environmental Management System and received proposals for an Environmental Management Information System. Launched environmental program in the U.S. relating to real estate and employee engagement.
  Implement processes and procedures related to our Environmental and Social Risk Credit Management Policy in all lending groups.				Implemented an Environmental and Social Credit Risk assessment throughout our lending business.
  Achieve carbon-neutrality for our global operation. Reduce GHG emissions by 5% relative to 2006 baseline, by reducing energy use. Reduce GHG emissions by 20%, by purchasing renewal energy. Offset remaining emissions by developing and purchasing high-quality carbon offsets. Establish a green IT strategy. Reduce fleet CO2 footprint by 4% over 2009. Reduce GHG emissions by more than 800 tonnes (relative to 2007) through fleet improvements. Move to an integrated North American GHG inventory.				Achieved carbon-neutrality for our global operation. Reduced GHG emissions by 5.5% through energy reduction initiatives. Reduced GHG emissions by 51% through purchase of renewable energy. Purchased high quality carbon offsets. Began implementation of a green IT strategy. Met challenges with fleet data and are working to improve measurement and reporting of fleet information. Completed North American Greenhouse Gas Inventory. Ernst & Young LLP performed a reasonable assurance engagement over TD’s 2009 greenhouse gas emissions schedule as well as TD’s carbon-offset schedule, which was prepared in support of TD’s carbon neutrality commitment.
  Continue annual environmental building audit program. Improve operational efficiency and establish building operations performance metrics. Continue to develop the LEED-Platinum retail prototype. Continue energy reduction initiatives. Calculate and verify the GHG reduction.				Worked with an independent third-party to complete environmental audits of our real estate, both leased and owned. Spent $8 million on operational efficiency initiatives. Opened 11 new stores certified at LEED Silver (or higher) standard. TD’s new “green” building design will be 20% more energy efficient and use 40% less water than our previous design.
  Launch initiatives aimed at reducing paper, including electronic document management and streamlining financial agreement documentation.				Launched non-paper recycling program in U.S. Issued a “Go Paperless Challenge” to Canadian employees, generating hundreds of ideas to reduce paper.
  Introduce additional green retail and investment products and service choices for our customers.				Introduced a full suite of financing products for renewable energy projects, such as roof-top solar panels, into the Canadian market.
  Continue to participate in public policy dialogue, in the environmental committees of international organizations, such as UNEP, the Canadian Bankers Association and the Environmental Bankers Association, and in industry initiatives, such as the Carbon Disclosure Project and the Equator Principles.				Continued our open-door policy with environmental groups. Participated in many stakeholder forums with industry associations, governments, Aboriginal communities and organizations, environmental advocacy groups and academia.
  Execute and sponsor research and analysis aimed at providing a better understanding of the relationship between the environment and the economy.				Sponsored research through the Network for Business Sustainability and participated in an Environmental Policy Institute of Canada (EPIC) initiative to assess the case for a national energy strategy.

  
  

  Employee

  What we said we would do:		Progress		What we did:
  Deliver and be recognized as an extraordinary global workplace				Ranked in the Globe and Mail’s 75 Best Workplaces in Canada for the fourth year in a row. Named one of Aon Hewitt’s 50 Best Employers in Canada for 2011 for the 3rd year in a row. TD’s Employee Engagement Index (EEI) increased from 4.11 to 4.15 year-over-year. Invested almost $6 billion on employee compensation and benefits. Piloted a new flexible approach to work, providing employees with more choice about where and when they work. Launched the Best Doctors Program in Canada, helping employees locate health-care specialists.
  Deliver a diverse and inclusive global workplace.				See Diversity section
  Develop great people and teams for the future.				Invested $73 million on training and development in 2010. Implemented the P3 system, an online performance management tool. 78% of Canadian employees received a mid-year and/or year-end review. Continued to deliver TD’s Build For The Future Pipeline program.
  Enhance our global recruitment capabilities.				Increased North American campus recruitment. Updated external careers website. Offered 250 graduates work experience through our associate programs. Offered 38 Career Edge internships.
  Review and recommend an integrated, enterprise-wide recognition strategy				Developed an enhanced global service recognition program to be launched in 2011.

  
  

  Diversity

  What we said we would do:		Progress		What we did:
  Continue to make TD more inclusive for our employees, customers and community in Canada and the U.S.				See below.
  Continue making networking and group mentoring available to more women through corporate-sponsored initiatives and grassroots events Roll out the Women in Leadership (WIL) “electronic” network Host our fourth WIL Symposium Remain one of the top three banks in Canada in the representation of women at the VP+ level				Added three new Women in Leadership network chapters. More than 1000 women attended networking events. Over 550 people have visited the new Women’s Network site. Replaced the symposium with a strategic planning session.
  Continue to make networking and group mentoring available and more inclusive for visible minority employees at levels 10 and above Increase representation of visible minorities at the VP+ and middle management levels Implement our new immigrant strategy, including developing a mentoring framework to assist this community in acclimatizing to Canadian business culture				Over 4,800 employees participated in networking events. Launched four employee networks for targeted visible minority communities Launched English language skills development training. Sponsored and participated in the TRIEC mentoring initiative across major Canadian cities for skilled immigrants.
  Continue to build customer awareness of TD’s accessibility features Conduct research to enhance the experience of customers with disabilities. Focus on recruitment tools and processes to develop capability of hiring managers and improve the experience of employees with disabilities				Launched video remote interpreting pilot in branch for customers who are deaf. Reviewed the design of TD Canada Trust branches and other service locations. Conducted a comprehensive review of our accommodation policies and practices in Canada and built a development plan to improve workplace accommodation in 2011. Installed a video remote sign language service for deaf employees.
  Continue to strengthen our employee networks, with an emphasis on the lesbian community. Leverage relationships with LGBT business associations/chambers of commerce and LGBT social clubs to build business within the community. Continue to make meaningful contributions to the LGBTA community and create a formal volunteer program for TD’s Employee Pride Network members to give back to the LGBT community				Expanded the Pride Network. Created a Women’s eNetwork chapter for women who identify as lesbian, bisexual or transgender. For the fourth year we conducted a survey with the LGBT community to better understand their needs and communication preferences. Launched volunteer program for employees to work with LGBT community groups.
  Focus on recruitment and ensuring our existing employees are comfortable self-identifying as members of this community. Host focus groups to identify barriers in the employee experience Map out the objectives and the mandate of the newly created Cross-Business Advisory Committee, developed to meet the needs of our existing and new Aboriginal customers. Continue to nurture existing community partnerships and develop new ones as opportunities arise. Continue to be a strategic partner and investor in First Nations Bank of Canada.				Grew the Aboriginal Employee Circle. Held focus groups throughout Canada. Member of Aboriginal Financial Officers Association of Canada (AFOA) task force “Building the Aboriginal Financial Profession.” Established objectives for financial literacy, training and marketing. Donated over $1.5 million for Aboriginal Peoples education initiatives in the past two years. Two TD executives continue to serve on the First Nations Bank of Canada board of directors providing counsel and support.
  Develop tailored product and service offers and messaging to deepen customer relationships in target market segments. Conduct customer research to further understand trends, financial behaviours and attitudes of various customer segments				Major marketing campaigns reflected the diversity of our customers. Launched a Registered Disability Savings Plan (RDSP). Developed a multilingual website to help customers who are new to Canada improve their financial literacy.

  
  

  Community

  Aspect		What we said we would do:		Progress		What we did:
  Global		Develop alignment for U.S. and Canadian community relations programs				Developed a Community Framework to align our corporate giving priorities across Canada, the U.S. and the U.K.
  In Canada		Implement new metrics and reporting of our community programs. Identify opportunities for employees to get involved in delivering Financial Literacy Education. Continue to develop innovative diversity-related community relations activities. Continue to achieve the Imagine Canada target.				Began work with London Benchmarking Group – Canada (LBG) to calculate TD’s community giving in Canada using the LBG methodology. In 2010, 726 TD employee volunteers were involved in delivering 725 school- and community-based financial literacy sessions to 18,129 students and newcomers through partnerships with Junior Achievement Canada, United Way of Toronto, and the Canadian Banker's Association. Directed 18.6% of our community funding to diversity-related organizations. Exceeded the Imagine Canada target of 1% in 2010.
  In the U.S.		Launch a formal Employee Volunteer Program. Continue to focus on safe and affordable housing for low-and moderate-income families through our loan and investment products and services. Continue to expand our support of financial literacy programs and initiatives. Add the environment as a new area of focus, creating programs and initiatives within this area that increase employee and customer involvement in environmental activities.				Completed. The program recognizes employee volunteer hours by donating funds to the non-profit organizations they support. Made investment commitments in Low-Income Housing Tax Credits totaling USD$240 million. Provided USD$195 million in lending for affordable housing community development loans. Directed 27% of our community funding to education and financial literacy programs. Expanded the TD Bank WOW! Zone financial literacy program to Northern New England markets and Upstate New York. Increased employee involvement in community service project focused on environmental sustainability.
  In the U.K.		Make positive contributions to communities, while maintaining a focus on key areas such as literacy, environment and well-being. Raise more than £50,000 for our charities including TD Waterhouse International matched donations. Provide support for employees’ community involvement and fundraising efforts through time off for volunteering, flexible work arrangements and new volunteering opportunities that allow employees to make a difference. Increase employee involvement by 20%.				TD Waterhouse was named Business in the Community, North West community Impact Company of the Year 2010, for the commitment, skills and time used to make a sustainable impact on the local community. TD Waterhouse in the U.K. raised over £84,000 to support local charities. TD Securities in the U.K. raised over £45,000 to support local charities. More than 50% of TD Waterhouse employees in the UK were involved in one or more volunteering opportunity.

  
  

  Economy

  What we said we would do:		Progress		What we did:
  Contribute to local, regional and national economic development wherever TD operates.				In 2010, lending in Canada increased by 9%, lending in the U.S. increased by 8%. Financed approximately $195 billion in business loans across Canada.
  Maintain support for entrepreneurs and small business.				Continued to participate in the federal government’s Canada Small Business Financing Act Loan Program and the Canadian Agricultural Loans Act Program. Provided financing for renewable energy projects for small business owners and entrepreneurs. Supported small business owners during tough times through the TD Helps program.
  Continue to research key societal issues and sharing our findings and ideas with the broader community.				TD Economics published 40 special reports.
  Continue to develop a North American capability for supplier relationships and practices. Enhance corporate responsibility criteria in our supplier evaluations. We will review supplier diversity in 2010.				Enhanced North American Supplier Risk Management platform to track both supplier risk and performance information. Set up a Supply Chain Working Committee to review corporate responsibility criteria. Review of supplier diversity is underway.
  Focus on greening our general office supplies by developing a “sustainability index” to support green office product spending and implementing a demand management system				Pilot project with Sustainability Rating Agency to view and monitor supplier sustainability ratings. Developed a monitoring process to track green office spend. Added controls to our office supply order system to restrict purchases to our standard of 30% FSC certified paper.