UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
FORM 6-K
REPORT OF FOREIGN PRIVATE ISSUER
Pursuant to Rule 13a-16 or 15d-16 of
the Securities Exchange Act of 1934
For the month of February, 2019. | Commission File Number: 001-14446 | |
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The Toronto-Dominion Bank
(Translation of registrant's name into English) |
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c/o General Counsel's Office
P.O. Box 1, Toronto Dominion Centre, Toronto, Ontario, M5K 1A2 (Address of principal executive offices) |
Indicate by check mark whether the registrant files or will file annual reports under cover of Form 20-F or Form 40-F:
Form 20-F |
o | Form 40-F | ý |
Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(1): o
Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(7): o
This Form 6-K is incorporated by reference into all outstanding Registration Statements of The Toronto-Dominion Bank filed with the U.S. Securities and Exchange Commission.
Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
THE TORONTO-DOMINION BANK | ||||
DATE: February 27, 2019 | ||||
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By: |
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/s/ CAROLINE COOK |
Name: | Caroline Cook | |||
Title: | Associate Vice President, Legal |
Exhibit 99.1
THE TORONTO-DOMINION BANK
Notice of annual meeting of common shareholders and
management proxy circular
Annual meeting April 4, 2019
The Toronto-Dominion Bank
Notice of Annual Meeting of Common Shareholders
WHEN | WHERE | |
Thursday, April 4, 2019 9:30 a.m. (Eastern) |
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Design Exchange TD Centre, 234 Bay Street Toronto, Ontario M5K 1B2 |
BUSINESS OF THE MEETING
At the meeting, shareholders will be asked to:
You can read about each item of business beginning on page 6 of the management proxy circular.
Holders of common shares on February 4, 2019 are eligible to vote on each of the matters to be voted on at the meeting, subject to applicable Bank Act (Canada) restrictions. There were 1,832,861,855 common shares of The Toronto-Dominion Bank outstanding on February 4, 2019.
Your vote is important. If you cannot attend the meeting, you are encouraged to vote your shares. To ensure your vote is counted, proxies must be received by the bank's transfer agent or corporate secretary at least 24 hours prior to the meeting. Detailed voting instructions for registered and non-registered shareholders begin on page 2 of the management proxy circular.
By order of the Board of Directors
Rasha
El Sissi
Vice President and Corporate Secretary
Toronto, Ontario, Canada
February 4, 2019
Dear shareholders,
Please join us at our 163rd annual meeting of common shareholders in Toronto on April 4, 2019.
We look forward to the annual meeting as an opportunity to review the accomplishments and challenges of the past year, discuss the year ahead, and hear directly from our shareholders.
We encourage you to read this management proxy circular and vote your shares, regardless of whether or not you attend the meeting in person. This circular describes the business to be conducted at the meeting and provides you, our shareholders, with information on the bank's approach to executive compensation and to corporate governance. Instructions on the ways you can exercise your voting rights are found starting on page 2 of this circular and also in the enclosed form of proxy or voting instruction form.
If you are able to attend the meeting in person, there will be an opportunity to ask questions as well as to meet your fellow shareholders. If you are unable to attend in person, there are other ways that you can watch the meeting:
We look forward to hearing directly from shareholders at our meeting on April 4 th and hope that you will be able to participate.
Sincerely,
Brian M. Levitt Chairman of the Board |
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Bharat B. Masrani Group President and Chief Executive Officer |
TD is committed to communicating effectively and responsively with shareholders, other interested parties and the public. TD offers shareholders several ways to communicate directly with the independent directors through the chairman of the board, including by email c/o TD Shareholder Relations at tdshinfo@td.com . Emails from shareholders expressing an interest in communicating directly with the independent directors will be provided to the chairman.
MANAGEMENT PROXY CIRCULAR
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WHAT'S INSIDE |
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All information in this management proxy circular (the circular) is as of January 31, 2019, and all dollar amounts are in Canadian dollars, unless otherwise stated. In this circular, the bank and TD refer to The Toronto-Dominion Bank, you and your refer to holders of the bank's common shares, and common shares and shares refer to the bank's common shares.
Financial information about the bank is found in our comparative consolidated financial statements and management's discussion and analysis for the year ended October 31, 2018 (MD&A). Financial information and additional information about the bank are available on the bank's website ( www.td.com ), SEDAR ( www.sedar.com ), and on the U.S. Securities and Exchange Commission (SEC) website ( www.sec.gov ), or can be obtained free of charge on request from TD Shareholder Relations using the contact information on page 86 of this circular.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 1
PROXY SOLICITATION
You received this circular in connection with management's solicitation of proxies for the annual meeting of common shareholders of the bank (the meeting) to be held at the time and place and for the purposes listed in the notice of annual meeting accompanying this circular. The bank is soliciting proxies primarily by mail, and you may also be contacted by telephone, in writing or in person by directors, officers and employees of the bank. The bank has retained D.F. King to help us with this process, at an estimated cost of $34,000. The Bank pays the costs associated with soliciting proxies.
WHO CAN VOTE
On February 4, 2019, the date for determining which shareholders are entitled to vote at the meeting, there were 1,832,861,855 common shares that were eligible to vote on each of the matters to be voted on at the meeting, subject to applicable Bank Act (Canada) (the Bank Act) restrictions. Shares cannot be voted if they are beneficially held by:
In addition, no person or entity may cast votes in respect of any shares beneficially owned by the person, or by any entity controlled by that person, that represent, in the aggregate, more than 20% of the eligible votes.
Management and the board are not aware of any person who beneficially owns, directly or indirectly, or exercises control or direction over, more than 10% of the common shares.
HOW MANY VOTES DO YOU GET
You are entitled to one vote for each common share registered in your name or beneficially owned by you on February 4, 2019, subject to the restrictions described above.
HOW TO VOTE
How you vote depends on whether you are a non-registered (beneficial) or registered shareholder. Most of the bank's shareholders are 'beneficial owners' who are non-registered shareholders.
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Beneficial Owners
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| Registered Shareholders | ||||
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Type of shareholder |
You are a beneficial owner if your common shares are held in the name of an intermediary, such as a bank, trust company, securities broker or trustee, and therefore do not have the shares registered in your own name.
You may
vote in person at the meeting or appoint another person, called a proxyholder, to attend the meeting and vote on your behalf (see "Appointing a Different Proxyholder" below for details).
For your shares to be voted, carefully follow the instructions on the voting instruction form that you have received from your intermediary in the package containing this circular. |
You are a registered shareholder if your name appears on your common share certificate or if you hold your common shares through the Direct Registration System (DRS) in the United States.
You may vote in person at the
meeting or appoint another person, called a proxyholder, to attend the meeting and vote on your behalf (see "Appointing a Different Proxyholder" below for details).
Carefully follow the instructions on the form of proxy that you have received in the package containing this circular. |
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2 THE TORONTO-DOMINION BANK PROXY CIRCULAR
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Beneficial Owners
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| Registered Shareholders | ||||
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To vote in person at the meeting | Either: (a) insert your name in the space provided or mark the appropriate box on the enclosed voting instruction form to appoint yourself as the proxyholder, sign and date the form (do not complete the voting section) and return it in the envelope provided or as otherwise permitted by your intermediary; or (b) if available, go to www.proxyvote.com and enter your control number listed on the enclosed voting instruction form and insert your name in the "Change Appointee" section on the voting site. In some cases, your intermediary may send you additional documentation that must also be completed in order for you to vote in person at the meeting. Please register with the bank's transfer agent, AST Trust Company (Canada) (AST), when you arrive at the meeting. | Do not complete the form of proxy or return it. Please register with the bank's transfer agent, AST, when you arrive at the meeting. | ||||||
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To vote by proxy if you do not wish to attend the meeting | Either: (a) complete the enclosed voting instruction form and return it in the envelope provided or as otherwise permitted by your intermediary; (b) if available, go to www.proxyvote.com and enter your control number listed on the enclosed voting instruction form and follow the instructions on the voting site; or (c) if available, vote by using your mobile data device, or by telephone or facsimile by following the instructions on the enclosed voting instruction form. You can either mark your voting instructions in the voting section of the form or appoint a proxyholder to attend the meeting and vote your shares for you (see "Appointing a Different Proxyholder" below for details) . |
Complete and sign the enclosed form of proxy or another legal form of proxy and return the form in the envelope provided or as otherwise indicated on the form of proxy
(see "Appointing a Different Proxyholder" below for
details).
You also have the option to vote online by either going to: (a) www.astvotemyproxy.com (if you hold a share certificate); or (b) www.investorvote.com/TDM (if you hold your shares via the DRS), and following the instructions on the enclosed form of proxy. If available, you may also vote by email or facsimile by following the instructions on the enclosed form of proxy. |
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Returning the Form | AST must receive your voting instructions from your intermediary at least 24 hours prior to the meeting. Therefore, your intermediary must receive your voting instructions in sufficient time to act on them, generally one day before the proxy deadline. |
You may return your completed form of proxy by mail or hand delivery to the bank's corporate secretary, c/o Legal Department, The Toronto-Dominion Bank, TD Bank Tower, 66 Wellington Street West, 12th Floor, Toronto, Ontario
M5K 1A2.
Proxies must be received at least 24 hours prior to the meeting. |
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Changing your vote | Please contact your intermediary for instructions on how to revoke your voting instructions. |
If you have signed and returned the enclosed form of proxy or another legal form of proxy, you may revoke it by delivering written notification to the bank's corporate secretary in any of the ways indicated on the enclosed form of proxy not later
than 5:00 p.m. (Eastern) on April 3, 2019 or to the chairman of the meeting before the start of the meeting or in any other way permitted by law. Your written notification must state clearly that you wish to revoke the proxy.
If you voted online and you wish to change your voting instructions, please go to either: (a) or (b) below and vote again using your control number. (a) www.astvotemyproxy.com (if you hold a share certificate); or (b) www.investorvote.com/TDM (if you hold your shares via the DRS). |
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THE TORONTO-DOMINION BANK PROXY CIRCULAR 3
APPOINTING A DIFFERENT PROXYHOLDER
You can appoint a different proxyholder if you are a registered shareholder or beneficial owner. The persons named as proxyholders in the enclosed form of proxy or voting instruction form are directors and/or officers of the bank. If you wish to appoint a different person to represent you at the meeting, you may do so in one of the following ways. Proxies must be received by AST or the bank's corporate secretary at least 24 hours before the meeting. Contact information for the bank's transfer agent is provided on page 86 of this circular. Contact information for the corporate secretary is set out above under the heading "Registered Shareholders Returning the Form".
Your proxyholder must attend the meeting in person in order for your vote to be taken.
HOW YOUR PROXY WILL BE VOTED
If you are eligible to vote and you have properly voted, the proxyholder will be required to vote your common shares in accordance with your instructions. For the election of directors and the appointment of the auditor, you may vote FOR or WITHHOLD; for the advisory vote on the approach to executive compensation, you may vote FOR or AGAINST; and for each of the shareholder proposals, you may vote FOR, AGAINST or ABSTAIN. An abstention will be counted as present for quorum purposes but will not be counted as a vote cast in determining whether the requisite majority of votes cast has approved each shareholder proposal.
If you appoint the persons designated in the enclosed form of proxy or voting instruction form as the proxyholder, unless otherwise specified, your shares will be voted at the meeting as follows:
SHAREHOLDER APPROVAL
A simple majority of the votes cast, in person or by proxy, will constitute approval of each matter specified in this circular.
AMENDMENTS TO MATTERS RAISED OR NEW MATTERS BROUGHT BEFORE THE MEETING
The enclosed form of proxy or voting instruction form gives authority to the persons named on it to use their discretion in voting on amendments or variations to matters identified in this circular, or other matters that may properly come before the meeting. As of the time of printing of this circular, management is not aware of any amendment, variation or other matter expected to come before the meeting. If other matters properly come before the meeting, it is intended that the person appointed as proxyholder will vote on them in such manner as the proxyholder considers proper in his or her discretion.
4 THE TORONTO-DOMINION BANK PROXY CIRCULAR
VOTING CONFIDENTIALITY
To keep your vote confidential, proxies are counted and tabulated by AST. Proxies are only submitted to the bank when legally necessary or when a shareholder clearly intends to communicate comments to management or the board. Shareholders wishing to maintain complete confidentiality of their holdings and their voting may register their common shares in the name of a nominee.
VOTING RESULTS
Voting results of the meeting will be available shortly after the meeting on the bank's website ( www.td.com/investor ) and at www.sedar.com and www.sec.gov .
ELECTRONIC DELIVERY OF SHAREHOLDER MATERIALS
The bank offers electronic delivery (e-delivery) of shareholder materials, including this circular for beneficial owners and registered shareholders. Shareholders who have enrolled in e-delivery will be notified via e-mail when documents are made available, at which time they can be viewed and/or downloaded from www.td.com/investor. How you enroll depends on whether you are a beneficial or registered shareholder. The chart below outlines the process by which shareholders can sign-up for e-delivery.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 5
The bank's comparative consolidated financial statements and management's discussion and analysis for the year ended October 31, 2018 (the 2018 MD&A), together with the auditor's report on those statements, will be presented to the bank's shareholders at the meeting. These documents are included in the bank's 2018 annual report, which has been mailed to shareholders with this circular and is available at www.td.com , www.sedar.com , and in the bank's annual report on Form 40-F at www.sec.gov .
The 14 nominees proposed for election as directors were recommended to the board of directors by the corporate governance committee. Information about each nominated director can be found in the "Director Nominees" section of this circular. The bank's majority voting policy is described in Schedule A to this circular.
Unless otherwise instructed, the persons designated in the enclosed form of proxy or voting instruction form intend to vote FOR the nominees listed in the "Director Nominees" section of this circular. If, for any reason at the time of the meeting, any of the nominees are unable to serve, and unless otherwise instructed, the persons designated in the enclosed form of proxy or voting instruction form may vote in their discretion for any substitute nominee(s).
The board recommends that you vote FOR the election as director of each nominee whose name is set out under the heading "Director Nominees".
The audit committee of the board of directors has assessed the performance and independence of Ernst & Young LLP (EY) and the board recommends that EY be reappointed as auditor of the bank (the shareholders' auditor) until the close of the next annual shareholders' meeting. Unless otherwise instructed, the persons designated in the enclosed form of proxy or voting instruction form intend to vote FOR the reappointment of EY as the shareholders' auditor. EY was appointed as the shareholders' auditor for the year ended October 31, 2018, in accordance with the Bank Act and the recommendation by the audit committee, and has been the bank's sole independent external auditor since the beginning of the year ended October 31, 2006. A representative of EY will be in attendance at the meeting and available to answer your questions.
The board recommends that you vote FOR the appointment of Ernst & Young LLP as auditor.
PRE-APPROVAL POLICIES AND SHAREHOLDERS' AUDITOR SERVICE FEES
The bank's audit committee has implemented a policy restricting the services that may be performed by the shareholders' auditor to and for the bank, its subsidiaries and entities over which it has significant influence. Any service to be performed by the shareholders' auditor must be permitted by law and the policy, and must be pre-approved by the audit committee pursuant to the policy, along with the associated fees for those services. For further information on the pre-approval policies and shareholders' auditor service fees, see the bank's 2018 annual information form ( www.td.com/investor/other.jsp or www.sedar.com) .
The fees paid to EY, the current shareholders' auditor, for services performed during the past three fiscal years are detailed in the table below.
6 THE TORONTO-DOMINION BANK PROXY CIRCULAR
ADVISORY VOTE ON APPROACH TO EXECUTIVE COMPENSATION
Shareholders may cast an advisory vote on the approach to executive compensation disclosed in the "Report of the Human Resources Committee" and "Approach to Executive Compensation" sections of this circular. These sections describe the role of the human resources committee of the board of directors (HRC) in overseeing compensation at the bank, as well as the bank's executive compensation principles and the key design features of compensation plans for executives.
Unless otherwise instructed, the persons designated in the enclosed form of proxy or voting instruction form intend to vote FOR the following resolution:
"RESOLVED that, on an advisory basis and not to diminish the role and responsibilities of the board of directors, the shareholders accept the approach to executive compensation disclosed in the Report of the Human Resources Committee and Approach to Executive Compensation sections located on pages 24 to 35 of the management proxy circular."
While the advisory vote is non-binding, the HRC and the board of directors will take the results of the vote into account, as they consider appropriate, when considering future compensation policies, procedures and decisions. If a significant number of the shares represented at the meeting are voted against the advisory resolution, the chairman of the board will oversee a process to better understand opposing shareholders' specific concerns. The HRC will then review the approach to executive compensation in the context of shareholders' specific concerns and may make recommendations to the board of directors. Following the review by the HRC, the bank will aim to disclose a summary of the process undertaken and an explanation of any resulting changes to executive compensation within six months of the shareholders' meeting and, in any case, not later than in the management proxy circular relating to the subsequent annual shareholders' meeting.
The board recommends that you vote FOR the approach to executive compensation.
Shareholder proposals submitted for consideration at the meeting are set out beginning on page 60 of this circular. If these proposals are put forward at the meeting, unless otherwise instructed, the persons designated in the enclosed form of proxy or voting instruction form intend to vote AGAINST each of these proposals.
The board recommends that you vote AGAINST each shareholder proposal set out on pages 60 to 62 of this circular. The board's reasons for opposing each proposal are also set out on pages 60 to 62 of this circular.
In order to be considered at next year's annual shareholders' meeting, proposals, including director nominations under the bank's proxy access policy (which is available on the bank's website), must be received by November 6, 2019. Proposals should be sent to the Corporate Secretary, Legal Department, The Toronto-Dominion Bank, TD Bank Tower, 66 Wellington Street West, 12th Floor, Toronto, Ontario M5K 1A2, or by email to tdshinfo@td.com .
THE TORONTO-DOMINION BANK PROXY CIRCULAR 7
Fourteen director nominees are proposed for election to the board of directors at the meeting.
Independence | Gender | Tenure | |||||||||||||||||||||||
| Independent | | 93% | | | Female | | 36% | | | 0-5 years | | 50% | | |||||||||||
| Non-Independent | | 7% | | | Male | | 64% | | | 6-10 years | | 29% | | |||||||||||
| | | | | | | | | | | 11-15 years | | 21% | |
INDEPENDENCE
Thirteen of the nominees proposed for election, including the chairman of the board, are independent they are not part of management and do not have relationships with the bank that would make them personally beholden to the bank or that would otherwise interfere with the exercise of their independent judgment. Bharat Masrani is not independent because of his role as Group President and Chief Executive Officer of the bank.
TENURE AND GENDER DIVERSITY
The average tenure of our nominees is 7 years as at October 31, 2018. The distribution of tenures shown in the table above provides a balance between fresh perspectives and experience and organizational knowledge acquired over time. You can read more about our Retirement Age and Term Limits on page 77 of this circular.
The board has a goal that women and men each comprise at least 30% of the board's independent directors. Thirty eight percent of the independent nominees are female. You can read more about gender diversity on pages 74 and 75 of this circular.
COMPETENCIES AND SKILLS/EXPERIENCES
The nominees have been selected based on their ability to make a valuable contribution to the board. The bank believes the nominees have the right mix of experience, expertise and personal attributes to enable the board and its committees to carry out their wide-ranging responsibilities. Details regarding the competencies of the independent nominees are described under the heading "Key Areas of Expertise/Experience" below and information regarding the board's approach to its composition, director nominations and board renewal are described in Schedule A to this circular.
DIRECTOR PROFILES
The profiles below provide important information on each director nominee, including information about their experience, expertise, principal place of residence and current bank equity ownership (consisting of common shares beneficially owned, directly or indirectly, or controlled or directed, as well as deferred share units (DSUs) (each equivalent to a common share), as described in greater detail on page 17, credited to each nominee as part of their compensation). The total equity value and amount by which each nominee's bank equity ownership exceeds the nominee's share ownership requirement (SOR) is based on the bank's stock price at the end of the preceding calendar year and is presented in Canadian dollars. SOR is described further under the heading "Director Share Ownership Requirement" in the "Director Compensation" section of this circular.
William E. Bennett
Age: 72
Chicago, IL, USA
Independent
Director since
May 2004
Results
of 2018 vote:
94.7% in favour
Designated Audit
Committee Financial
Expert
(1)
Mr. Bennett is a Corporate Director. He is the former President and Chief Executive Officer of Draper & Kramer, Inc., a Chicago-based financial services and real estate company. Mr. Bennett is the former Chief Credit Officer of First Chicago Corporation and its principal subsidiary First National Bank of Chicago. Mr. Bennett holds an undergraduate degree in economics from Kenyon College and a master's degree in business administration from the University of Chicago.
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Board and Committee Meeting Attendance
for Fiscal 2018 |
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Other Public Company Directorships
(for past five years) |
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Board | 11of 11 | 100% |
Capital Power Corporation (2009 2015) |
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Audit | 9 of 9 | 100% | |||||||
Corporate Governance | 5 of 5 | 100% | |||||||
Risk (chair) | 10 of 10 | 100% | |||||||
Combined Total | 35 of 35 | 100% | |||||||
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Equity Ownership |
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Year (2) |
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Common
Shares |
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DSUs
(3)
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Total
Common Shares and DSUs |
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Total Value of
Common Shares and DSUs (4) |
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Amount
Exceeding SOR |
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Total as a
Multiple of SOR (2) |
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2019 | 500 | 106,710 | 107,210 | $7,275,271 | $6,600,271 | 10.78 | ||||||||||||||
2018 | 500 | 99,671 | 100,171 | $7,377,594 | $6,732,594 | 11.44 |
8 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Amy W. Brinkley
Age: 63
Charlotte, NC, USA
Independent
Director since
September 2010
Results
of 2018 vote:
99.7% in favour
Ms. Brinkley, Consultant, is owner and founder of AWB Consulting, LLC, an executive advising and risk management consulting firm. She is the former Global Risk Executive at Bank of America and was a director of the Institute of International Finance, Inc. Ms. Brinkley holds an undergraduate degree in interdisciplinary studies from the University of North Carolina.
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Board and Committee Meeting Attendance
for Fiscal 2018 |
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Other Public Company Directorships
(for past five years) |
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Board | 11 of 11 | 100% |
Carter's, Inc. (2010 present) |
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Human Resources | 6 of 6 | 100% |
Roper Technologies, Inc. (2015 present) |
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Risk | 10 of 10 | 100% | |||||||
Combined Total | 27 of 27 | 100% | |||||||
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Equity Ownership |
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Year (2) |
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Common
Shares |
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DSUs (3) |
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Total
Common Shares and DSUs |
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Total Value of
Common Shares and DSUs (4) |
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Amount
Exceeding SOR |
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Total as a
Multiple of SOR (2) |
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2019 | 2,400 | 50,040 | 52,440 | $3,558,578 | $2,883,578 | 5.27 | ||||||||||||||
2018 | 2,400 | 42,493 | 44,893 | $3,306,369 | $2,661,369 | 5.13 |
Brian C. Ferguson
Age: 62
Calgary, AB, Canada
Independent
Director since
March 2015
Results
of 2018 vote:
98.7% in favour
Designated Audit
Committee Financial
Expert
(1)
Mr. Ferguson is a Corporate Director. He is the former President & Chief Executive Officer of Cenovus Energy Inc., a Canadian integrated oil company, a position he held from December 2009 to November 2017. Prior to that, Mr. Ferguson was the Executive Vice-President and Chief Financial Officer of Encana Corporation. Mr. Ferguson holds an undergraduate degree in commerce from the University of Alberta. Mr. Ferguson is a Fellow of Chartered Professional Accountants Alberta.
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Board and Committee Meeting Attendance
for Fiscal 2018 |
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Other Public Company Directorships
(for past five years) |
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Board | 11 of 11 | 100% |
Cenovus Energy Inc. (2009 2017) |
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Audit | 9 of 9 | 100% | |||||||
Combined Total | 20 of 20 | 100% | |||||||
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Equity Ownership |
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Year (2) |
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Common
Shares |
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DSUs |
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Total
Common Shares and DSUs |
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Total Value of
Common Shares and DSUs (4) |
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Amount
Exceeding SOR (5) |
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Total as a
Multiple of SOR (2)(5) |
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2019 | 3,731 | 16,194 | 19,925 | $1,352,110 | $677,110 | 2.00 | ||||||||||||||
2018 | 3,566 | 12,351 | 15,917 | $1,172,287 | $527,287 | 1.82 |
THE TORONTO-DOMINION BANK PROXY CIRCULAR 9
Colleen A. Goggins
Age: 64
Princeton, NJ, USA
Independent
Director since
March 2012
Results
of 2018 vote:
99.8% in favour
Ms. Goggins is a Corporate Director. She was the Worldwide Chairman, Consumer Group at Johnson & Johnson and a member of its Executive Committee from 2001 to 2011. Ms. Goggins holds an undergraduate degree in food chemistry from the University of Wisconsin and a master's degree in management from the Kellogg School of Management, Northwestern University.
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Board and Committee Meeting
Attendance for Fiscal 2018 |
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Other Public Company Directorships
(for past five years) (6) |
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Board | 11 of 11 | 100% |
Bayer AG (2017 present) |
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Risk | 9 of 10 | 90% |
IQVIA (2017 present) (formerly Quintiles IMS |
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Combined Total | 20 of 21 | 96% |
Holdings, Inc.) |
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SIG Combibloc Group AG (2018 present) |
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Valeant Pharmaceuticals International Inc. (2014 2016) |
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Equity Ownership |
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Year (2) |
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Common
Shares |
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DSUs |
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Total
Common Shares and DSUs |
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Total Value of
Common Shares and DSUs (4) |
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Amount
Exceeding SOR |
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Total as a
Multiple of SOR (2) |
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2019 | 6,800 | 32,039 | 38,839 | $2,635,614 | $1,960,614 | 3.90 | ||||||||||||||
2018 | 6,800 | 27,680 | 34,480 | $2,539,452 | $1,894,452 | 3.94 |
Mary Jo Haddad
Age: 63
Oakville, ON, Canada
Independent
Director since
December 2014
Results
of 2018 vote:
99.7% in favour
Ms. Haddad is a Corporate Director. She was the President and Chief Executive Officer of The Hospital for Sick Children, Toronto from November 2004 to December 2013. Ms. Haddad holds an undergraduate degree from the Faculty of Nursing at the University of Windsor; a master's degree in health science from the University of Toronto, and honorary doctorates in law from Ryerson University, the University of Ontario Institute of Technology, and the University of Windsor.
| | | | | | | | | |
Board and Committee Meeting Attendance for Fiscal 2018 |
|
|
Other Public Company Directorships
(for past five years) (7) |
||||||
| | | | | | | | | |
Board | 11 of 11 | 100% |
Telus Corporation (2014 present) |
||||||
Human Resources | 6 of 6 | 100% | |||||||
Combined Total | 17 of 17 | 100% | |||||||
| | | | | | | | | |
|
Equity Ownership |
|
| | | | ||||||||||||||
|
Year (2) |
|
|
Common
Shares |
|
|
DSUs |
|
|
Total
Common Shares and DSUs |
|
|
Total Value of
Common Shares and DSUs (4) |
|
|
Amount
Exceeding SOR (5) |
|
|
Total as a
Multiple of SOR (2)(5) |
|
| | | | | | | | | | | | | | | | | | | | |
2019 | 100 | 14,791 | 14,891 | $1,010,503 | $335,503 | 1.5 | ||||||||||||||
2018 | 100 | 11,861 | 11,961 | $880,928 | $235,928 | 1.37 |
10 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Jean-René Halde
Age: 70
Saint-Laurent, QC,
Canada
Independent
Director since
December 2015
Results
of 2018 vote:
99.7% in favour
Mr. Halde is a Corporate Director. He was the President and Chief Executive Officer of the Business Development Bank of Canada from June 2005 to June 2015. Prior to June 2005, Mr. Halde held chief executive officer positions at several leading companies, including Metro-Richelieu Inc., Culinar Inc., and Livingston Group Inc. Mr. Halde holds an undergraduate degree from the Collège Saint-Marie, a master's degree in Economics from the University of Western Ontario, and a master's degree in business administration from the Harvard Business School.
| | | | | | | | | |
Board and Committee Meeting Attendance
for Fiscal 2018 |
|
|
Other Public Company Directorships
(for past five years) |
||||||
| | | | | | | | | |
Board | 11 of 11 | 100% |
D-BOX Technologies Inc. (2018 present) |
||||||
Audit | 9 of 9 | 100% |
Rona Inc. (2015 2016) |
||||||
Combined Total | 20 of 20 | 100% | |||||||
| | | | | | | | | |
|
Equity Ownership |
|
| | | | ||||||||||||||
|
Year (2) |
|
|
Common
Shares |
|
|
DSUs |
|
|
Total
Common Shares and DSUs |
|
|
Total Value of
Common Shares and DSUs (4) |
|
|
Amount
Exceeding SOR (5) |
|
|
Total as a
Multiple of SOR (2)(5) |
|
| | | | | | | | | | | | | | | | | | | | |
2019 | 2,000 | 12,350 | 14,350 | $973,791 | $298,791 | 1.44 | ||||||||||||||
2018 | 2,000 | 8,772 | 10,772 | $793,358 | $148,358 | 1.23 |
David E. Kepler
Age: 66
Sanford, MI, USA
Independent
Director since
December 2013
Results
of 2018 vote:
99.6% in favour
Mr. Kepler is a Corporate Director. He was an Executive Vice President of The Dow Chemical Company, a chemical, plastics and advanced materials manufacturer, from March 2008 to January 2015. As an Executive Vice President, Mr. Kepler had responsibility for Business Services, and was the Chief Sustainability Officer and Chief Information Officer of The Dow Chemical Company. Mr. Kepler holds an undergraduate degree in chemical engineering from the University of California, Berkeley, and serves as a trustee for the Berkeley Foundation.
| | | | | | | | | |
Board and Committee Meeting Attendance for Fiscal 2018 |
|
|
Other Public Company Directorships
(for past five years) |
||||||
| | | | | | | | | |
Board | 11 of 11 | 100% |
Autoliv Inc. (2015 present) |
||||||
Risk | 10 of 10 | 100% |
Teradata Corporation (2007 present) |
||||||
Combined Total | 21 of 21 | 100% | |||||||
| | | | | | | | | |
|
Equity Ownership |
|
| | | | ||||||||||||||
|
Year (2) |
|
|
Common
Shares |
|
|
DSUs |
|
|
Total
Common Shares and DSUs |
|
|
Total Value of
Common Shares and DSUs (4) |
|
|
Amount
Exceeding SOR |
|
|
Total as a
Multiple of SOR (2) |
|
| | | | | | | | | | | | | | | | | | | | |
2019 | 7,006 | 12,176 | 19,182 | $1,301,691 | $626,691 | 1.93 | ||||||||||||||
2018 | 6,909 | 10,189 | 17,098 | $1,259,268 | $614,268 | 1.95 |
THE TORONTO-DOMINION BANK PROXY CIRCULAR 11
Brian M. Levitt
Age: 71
Lac Brome, QC,
Canada
Independent
Director since
December 2008
(8)
Chairman since
January 2011
Results
of 2018 vote:
98.5% in favour
Mr. Levitt is the chairman of the board of directors of the bank. He is the former President and Chief Executive Officer of Imasco Limited, a Canadian consumer goods and services company. Mr. Levitt also previously served in various executive and non-executive leadership positions at the law firm Osler, Hoskin & Harcourt LLP. Mr. Levitt holds a law degree from the University of Toronto, where he also completed his Bachelor of Applied Science degree in Civil Engineering.
| | | | | | | | | |
Board and Committee Meeting Attendance
for Fiscal 2018 |
|
|
Other Public Company Directorships
(for past five years) |
||||||
| | | | | | | | | |
Board | 11 of 11 | 100% |
Domtar Corporation (2007 present) |
||||||
Corporate Governance (chair) | 5 of 5 | 100% |
Stelco Holdings Inc. (2017 present) |
||||||
Human Resources | 6 of 6 | 100% |
TD Ameritrade Holding Corporation |
||||||
Combined Total | 22 of 22 | 100% |
(2016 present) |
||||||
Talisman Energy Inc. (2013 2015) |
|||||||||
| | | | | | | | | |
|
Equity Ownership |
|
| | | | ||||||||||||||
|
Year (2) |
|
|
Common
Shares |
|
|
DSUs |
|
|
Total
Common Shares and DSUs |
|
|
Total Value of
Common Shares and DSUs (4) |
|
|
Amount
Exceeding SOR |
|
|
Total as a
Multiple of SOR (2) |
|
| | | | | | | | | | | | | | | | | | | | |
2019 | 30,000 | 93,227 | 123,227 | $8,362,184 | $7,027,184 | 6.26 | ||||||||||||||
2018 | 30,000 | 83,962 | 113,962 | $8,393,301 | $7,118,301 | 6.58 |
Alan N. MacGibbon
Age: 62
Oakville, ON, Canada
Independent
Director since
April 2014
Results
of 2018 vote:
99.7% in favour
Designated Audit
Committee Financial
Expert
(1)
Mr. MacGibbon is a Corporate Director. He was Managing Partner and Chief Executive of Deloitte LLP (Canada) prior to June 2012 and also served as Global Managing Director, Quality, Strategy and Communications of Deloitte Touche Tohmatsu Limited from June 2011 to September 2013 and Senior Counsel to Deloitte LLP (Canada) from June 2012 to December 2013. Mr. MacGibbon holds an undergraduate degree in business administration and an honorary doctorate degree from the University of New Brunswick. Mr. MacGibbon is a Chartered Professional Accountant, a Chartered Accountant and a Fellow of the Chartered Professional Accountants Ontario.
| | | | | | | | | |
Board and Committee Meeting Attendance
for Fiscal 2018 |
|
|
Other Public Company Directorships
(for past five years) |
||||||
| | | | | | | | | |
Board | 11 of 11 | 100% |
CAE Inc. (2015 present) |
||||||
Audit (chair) | 9 of 9 | 100% | |||||||
Corporate Governance | 5 of 5 | 100% | |||||||
Risk | 10 of 10 | 100% | |||||||
Combined Total | 35 of 35 | 100% | |||||||
| | | | | | | | | |
|
Equity Ownership |
|
| | | | ||||||||||||||
|
Year (2) |
|
|
Common
Shares |
|
|
DSUs (3) |
|
|
Total
Common Shares and DSUs |
|
|
Total Value of
Common Shares and DSUs (4) |
|
|
Amount
Exceeding SOR (5) |
|
|
Total as a
Multiple of SOR (2)(5) |
|
| | | | | | | | | | | | | | | | | | | | |
2019 | 4,076 | 29,264 | 33,340 | $2,262,452 | $1,587,452 | 3.35 | ||||||||||||||
2018 | 4,044 | 23,490 | 27,534 | $2,027,879 | $1,382,879 | 3.14 |
12 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Karen E. Maidment
Age: 60
Cambridge, ON,
Canada
Independent
Director since
September 2011
Results
of 2018 vote:
99.6% in favour
Ms. Maidment is a Corporate Director. Ms. Maidment was the Chief Financial and Administrative Officer of BMO Financial Group from 2007 to 2009 and also served as the Senior Executive Vice President and Chief Financial Officer of BMO from 2003 to 2007. Prior to that, she held several executive positions, including Chief Financial Officer, with Clarica Life Insurance Company. Ms. Maidment holds an undergraduate degree in commerce from McMaster University. Ms. Maidment is a Chartered Professional Accountant, a Chartered Accountant and a Fellow of the Chartered Professional Accountants Ontario.
| | | | | | | | | |
Board and Committee Meeting Attendance for Fiscal 2018 |
|
|
Other Public Company Directorships
(for past five years) |
||||||
| | | | | | | | | |
Board | 11 of 11 | 100% |
TD Ameritrade Holding Corporation |
||||||
Corporate Governance | 5 of 5 | 100% |
(2010 present) |
||||||
Human Resources (chair) | 6 of 6 | 100% |
TransAlta Corporation (2010 2015) |
||||||
Risk | 10 of 10 | 100% | |||||||
Combined Total | 32 of 32 | 100% | |||||||
| | | | | | | | | |
|
Equity Ownership |
|
| | | | ||||||||||||||
|
Year (2) |
|
|
Common
Shares |
|
|
DSUs |
|
|
Total
Common Shares and DSUs |
|
|
Total Value of
Common Shares and DSUs (4) |
|
|
Amount
Exceeding SOR |
|
|
Total as a
Multiple of SOR (2) |
|
| | | | | | | | | | | | | | | | | | | | |
2019 | 11,590 | 40,382 | 51,972 | $3,526,820 | $2,851,820 | 5.22 | ||||||||||||||
2018 | 11,590 | 35,139 | 46,729 | $3,441,591 | $2,796,591 | 5.34 |
Bharat B. Masrani
Age: 62
Toronto, ON, Canada
Non-Independent (9)
Director since
April 2014
Results
of 2018 vote:
99.6% in favour
Mr. Masrani is the Group President and Chief Executive Officer of the bank. From July 2013 to October 2014, Mr. Masrani was the Chief Operating Officer of the bank. Prior to July 2013, he was Group Head, U.S. Personal and Commercial Banking of the bank and President and Chief Executive Officer, TD Bank US Holding Company and TD Bank, N.A. Mr. Masrani holds an undergraduate degree in administrative studies from York University and a master's degree in business administration from the Schulich School of Business, York University.
| | | | | | | | | |
Board and Committee Meeting Attendance for Fiscal 2018 |
|
|
Other Public Company Directorships
(for past five years) |
||||||
| | | | | | | | | |
Board | 11 of 11 | 100% |
TD Ameritrade Holding Corporation (2013 present) |
||||||
| | | | | | | | | |
|
Equity Ownership |
|
| |||||||||
|
Year (2) |
|
|
Common Shares |
|
|
DSUs (10) |
|
|
Total
Common Shares and DSUs |
For required and actual share ownership as an executive, see "Share Ownership Requirements" on pages 29-30 and 40. | |
| | | | | | | | | | | | |
2019 | 617,464 | 275,779 | 893,243 | |||||||||
2018 | 617,463 | 266,290 | 883,753 |
THE TORONTO-DOMINION BANK PROXY CIRCULAR 13
Irene R. Miller
Age: 66
New York, NY, USA
Independent
Director since
May 2006
Results
of 2018 vote:
99.7% in favour
Designated Audit
Committee Financial
Expert
(1)
Ms. Miller is the Chief Executive Officer of Akim, Inc., an investment management and consulting firm. Ms. Miller is the former Vice Chairman and Chief Financial Officer of Barnes & Noble, Inc. Ms. Miller previously held senior investment banking and corporate finance positions with Morgan Stanley & Co. and Rothschild Inc., respectively. Ms. Miller holds an undergraduate degree in science from the University of Toronto and a master's of science degree in chemistry and chemical engineering from Cornell University.
| | | | | | | | | |
Board and Committee Meeting Attendance for Fiscal 2018 |
|
|
Other Public Company Directorships
(for past five years) |
||||||
| | | | | | | | | |
Board | 11 of 11 | 100% |
TD Ameritrade Holding Corporation (2015 |
||||||
Audit | 9 of 9 | 100% |
present) |
||||||
Combined Total | 20 of 20 | 100% |
Coach, Inc. (2001 2014) |
||||||
Inditex, S.A. (2001 2016) |
|||||||||
| | | | | | | | | |
|
Equity Ownership |
|
| | | | ||||||||||||||
|
Year (2) |
|
|
Common
Shares |
|
|
DSUs |
|
|
Total
Common Shares and DSUs |
|
|
Total Value of
Common Shares and DSUs (4) |
|
|
Amount
Exceeding SOR |
|
|
Total as a
Multiple of SOR (2) |
|
| | | | | | | | | | | | | | | | | | | | |
2019 | 20,000 | 81,825 | 101,825 | $6,909,845 | $6,234,845 | 10.24 | ||||||||||||||
2018 | 20,000 | 75,707 | 95,707 | $7,048,821 | $6,403,821 | 10.93 |
Nadir H. Mohamed
Age: 62
Toronto, ON, Canada
Independent
Director since
April 2008
Results
of 2018 vote:
99.2% in favour
Mr. Mohamed is a Corporate Director. He was the President and Chief Executive Officer of Rogers Communications Inc., a diversified Canadian communications and media company, from March 2009 to December 2013. Prior to that, Mr. Mohamed was the President and Chief Operating Officer, Communications Group of Rogers Communications Inc. Mr. Mohamed holds an undergraduate degree in commerce from the University of British Columbia. Mr. Mohamed is a Chartered Professional Accountant, a Chartered Accountant and a Fellow of the Chartered Professional Accountants British Columbia.
| | | | | | | | | |
Board and Committee Meeting Attendance for Fiscal 2018 |
|
|
Other Public Company Directorships
(for past five years) |
||||||
| | | | | | | | | |
Board | 11 of 11 | 100% |
Alignvest Acquisition II Corporation (2017 |
||||||
Human Resources | 6 of 6 | 100% |
present) |
||||||
Combined Total | 17 of 17 | 100% |
Cineplex Inc. (2017 present) |
||||||
Trilogy International
Partners Inc. (2015 present)
|
|||||||||
| | | | | | | | | |
|
Equity Ownership |
|
| | | | ||||||||||||||
|
Year (2) |
|
|
Common
Shares |
|
|
DSUs |
|
|
Total
Common Shares and DSUs |
|
|
Total Value of
Common Shares and DSUs (4) |
|
|
Amount
Exceeding SOR |
|
|
Total as a
Multiple of SOR (2) |
|
| | | | | | | | | | | | | | | | | | | | |
2019 | 6,600 | 56,937 | 63,537 | $4,311,621 | $3,636,621 | 6.39 | ||||||||||||||
2018 | 6,600 | 51,979 | 58,579 | $4,314,343 | $3,669,343 | 6.69 |
14 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Claude Mongeau
Age: 57
Montreal, QC,
Canada
Independent
Director since
March 2015
Results
of 2018 vote:
99.5% in favour
Designated Audit
Committee Financial
Expert
(1)
Mr. Mongeau is a Corporate Director. He was the President and Chief Executive Officer of Canadian National Railway Company, a North American railroad and transportation company, from January 2010 to June 2016. Prior to that, Mr. Mongeau was Executive Vice-President and Chief Financial Officer of Canadian National Railway Company. Mr. Mongeau holds an undergraduate degree in psychology from the University of Quebec and a master's degree in business administration from McGill University.
| | | | | | | | | |
Board and Committee Meeting Attendance for Fiscal 2018 |
|
|
Other Public Company Directorships
(for past five years) (7)(11) |
||||||
| | | | | | | | | |
Board | 10 of 11 | 91% |
Cenovus Energy Inc. (2016 present) |
||||||
Audit | 9 of 9 | 100% |
Telus Corporation (2017 present) |
||||||
Combined Total | 19 of 20 | 95% |
Canadian National Railway Company (2009 2016) |
||||||
SNC-Lavalin Group Inc. (2003 2015) |
|||||||||
| | | | | | | | | |
|
Equity Ownership |
|
| | | | ||||||||||||||
|
Year (2) |
|
|
Common
Shares |
|
|
DSUs |
|
|
Total
Common Shares and DSUs |
|
|
Total Value of
Common Shares and DSUs (4) |
|
|
Amount
Exceeding SOR (5) |
|
|
Total as a
Multiple of SOR (2)(5) |
|
| | | | | | | | | | | | | | | | | | | | |
2019 | 36,547 | 15,611 | 52,158 | $3,539,442 | $2,864,442 | 5.24 | ||||||||||||||
2018 | 36,547 | 11,920 | 48,467 | $3,569,595 | $2,924,595 | 5.53 |
THE TORONTO-DOMINION BANK PROXY CIRCULAR 15
Key Areas of Expertise/Experience
All of our directors have broad experience and expertise acquired from senior level involvement in major organizations. As a result, each director has significant expertise in strategic leadership and governance. The following chart identifies the top five additional "key areas of expertise/experience" for each independent director nominee on a consolidated basis.
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
|
Skills/Experience
|
||||||||||||||||||||||||||||||||||||||||||||||||||
|
Director |
|
Audit/Accounting
|
|
|
Capital Markets/
Treasury |
|
|
Corporate Responsibility for
Environmental and Social Matters |
|
|
Financial Services
|
|
|
Government/
Public Affairs |
|
|
Insurance
|
|
|
Legal/Regulatory
|
|
|
Marketing/
Brand Awareness |
|
|
Operational Excellence
|
|
|
Risk Management
|
|
|
Talent Management &
Executive Compensation |
|
|
Technology Management
|
|
|
||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
William E. Bennett |
ü | ü | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
Amy W. Brinkley |
ü | ü | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
Brian C. Ferguson |
ü | ü | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
Colleen A. Goggins |
ü | ü | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
Mary Jo Haddad |
ü | ü | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
Jean-René Halde |
ü | ü | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
David E. Kepler |
ü | ü | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
Brian M. Levitt |
ü | ü | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
Alan N. MacGibbon |
ü | ü | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
Karen E. Maidment |
ü | ü | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
Irene R. Miller |
ü | ü | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
Nadir H. Mohamed |
ü | ü | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
Claude Mongeau |
ü | ü | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Board and Committee Meeting Attendance
During the 12-months ended October 31, 2018, the board held nine regularly scheduled meetings and two special meetings. Special meetings are called on shorter notice than regularly scheduled meetings, which are scheduled a year or more in advance. In addition, directors from time to time attend other committee meetings by invitation. The bank's directors collectively attended 99% of all board and applicable committee meetings during fiscal 2018. All director nominees attended a minimum of 95% of total eligible board and committee meetings during fiscal 2018. Each director nominee's attendance at board and applicable committee meetings during fiscal 2018 is set out in each of the "Director Profiles" in the "Director Nominees" section of this circular.
16 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Director compensation is structured to compensate directors appropriately for their time and effort overseeing the effective operation of the bank and to align directors' interests with those of shareholders. All of the bank's directors devote considerable time to their duties, in light of the size and complexity of the bank and the intensity of regulatory oversight and scrutiny. In addition, the chairman and committee chairs engage regularly with the bank's regulators to engender trust and confidence in the quality of the board's governance and effective oversight of the bank, as well as to clarify expectations, seek guidance, and discuss issues. The bank believes in a simple, easy to understand director compensation structure and, as such, directors are compensated on an annual basis to cover all aspects of their workload and responsibilities as directors of the bank. The board's corporate governance committee is responsible for reviewing all aspects of director compensation to satisfy itself that director compensation remains appropriate within the market, and reviews compensation on a biennial basis. The board determines the form and amount of director compensation based on the recommendation of the corporate governance committee.
ELEMENTS OF DIRECTOR COMPENSATION
The following table provides an outline of the different elements of director compensation for non-management directors for fiscal 2018. Mr. Masrani does not receive any compensation for serving as a director because he is compensated in his role as Group President and Chief Executive Officer of the bank.
| | | | |
Annual Cash Retainer |
|
2018 | ||
| | | | |
Chairman of the board (1) |
$ | 212,500 | ||
| | | | |
Other directors (2) |
$ | 107,500 | ||
| | | | |
Equity Award (3) |
| |||
| | | | |
Chairman of the board |
$ | 212,500 | ||
| | | | |
Other directors |
$ | 107,500 | ||
| | | | |
Additional Committee Membership Fees |
| |||
| | | | |
Chair of a board committee (4) |
$ | 50,000 | ||
| | | | |
Additional committee memberships (5) |
$ | 15,000 | ||
| | | | |
Special board and committee meeting fee (6) |
$ | 1,500 | ||
| | | | |
In addition to the fees listed above, certain directors are entitled to annual travel fees in recognition of time spent travelling to board and committee meetings, which are typically held at the bank's head office in Toronto: $10,000 for directors with a principal residence in Quebec, $20,000 for directors with a principal residence outside Ontario or Quebec, and an additional $15,000 for any director for whom there are no direct flights departing near the location of his or her city of principal residence.
In addition, for acting as the audit committee of the bank's Canadian federally regulated financial institution subsidiaries and insurance subsidiaries, the audit committee chair annually receives an additional $5,000 and all other audit committee members annually receive an additional $2,500.
Under the bank's Outside Director Share Plan, a non-employee director may elect to receive all or a portion of his or her annual cash fees in the form of cash, common shares and/or DSUs, in all cases paid quarterly. Common shares are valued using an average cost per common share on the TSX on the purchase date. DSUs are phantom share units that track the price of the common shares, receive additional DSUs when dividends are paid on common shares and have no voting rights. DSUs are valued using the closing price for common shares on the TSX on the trading day prior to the purchase date or grant date. DSUs vest immediately and may be redeemed in cash after the director leaves the service of the board.
The bank does not issue stock options as part of director compensation.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 17
DIRECTOR SHARE OWNERSHIP REQUIREMENT
Under the bank's director share ownership requirement, non-employee directors are expected to acquire common shares with a value equivalent to at least six times their annual cash retainer. DSUs are considered the equivalent of common shares for the purposes of the directors' share ownership requirement.
Directors have five years from their first election date to meet the share ownership requirement. A minimum of 60% of the annual fees (excluding any equity grant) payable to a director must be received in the form of DSUs or common shares until the share ownership requirement has been achieved. Directors who are also officers of the bank are subject to separate share ownership requirements, as described in the "Approach to Executive Compensation" section of this circular.
The share ownership requirements for non-employee directors are:
Each of the bank's non-employee directors has satisfied the share ownership requirement. Each director's share ownership is set out in the "Director Nominees" section of this circular.
The following table summarizes compensation paid to non-employee directors during 2018.
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| Fees Earned |
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Name (1) |
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Annual
Cash Retainer ($) |
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Additional
Committee ($) |
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Special
Meetings (2) ($) |
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Committee
Chair ($) |
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Travel
Allowance ($) |
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Total
Annual Fees (3) ($) |
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Share-based
Awards (4) ($) |
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All Other
Compensation (5) ($) |
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Total
(6)
($) |
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William E. Bennett (7) |
| 107,500 | | | 15,000 | | | | 2,500 | | | | 50,000 | | | | 20,000 | | | 195,000 | | | 112,500 | | | | 321,595 | | | 629,095 | | |||||||||
Amy W. Brinkley (7) |
| 107,500 | | | 15,000 | | | | | | | | | | | | 20,000 | | | 142,500 | | | 112,500 | | | | 163,667 | | | 418,667 | | |||||||||
Brian C. Ferguson |
| 107,500 | | | | | | | 2,500 | | | | | | | | 20,000 | | | 130,000 | | | 112,500 | | | | | | | 242,500 | | |||||||||
Colleen A. Goggins |
| 107,500 | | | | | | | | | | | | | | | 20,000 | | | 127,500 | | | 112,500 | | | | | | | 240,000 | | |||||||||
Mary Jo Haddad |
| 107,500 | | | | | | | | | | | | | | | | | | 107,500 | | | 112,500 | | | | | | | 220,000 | | |||||||||
Jean-René Halde |
| 107,500 | | | | | | | 2,500 | | | | | | | | 10,000 | | | 120,000 | | | 112,500 | | | | | | | 232,500 | | |||||||||
David E. Kepler |
| 107,500 | | | | | | | | | | | | | | | 20,000 | | | 127,500 | | | 112,500 | | | | | | | 240,000 | | |||||||||
Brian M. Levitt |
| 212,500 | | | | | | | | | | | | | | | 10,000 | | | 222,500 | | | 222,500 | | | | | | | 445,000 | | |||||||||
Alan N. MacGibbon (7) |
| 107,500 | | | 15,000 | | | | 5,000 | | | | 50,000 | | | | | | | 177,500 | | | 112,500 | | | | 317,732 | | | 607,732 | | |||||||||
Karen E. Maidment |
| 107,500 | | | 15,000 | | | | | | | | 50,000 | | | | | | | 172,500 | | | 112,500 | | | | | | | 285,000 | | |||||||||
Irene R. Miller |
| 107,500 | | | | | | | 2,500 | | | | | | | | 20,000 | | | 130,000 | | | 112,500 | | | | | | | 242,500 | | |||||||||
Nadir H. Mohamed |
| 107,500 | | | | | | | | | | | | | | | | | | 107,500 | | | 112,500 | | | | | | | 220,000 | | |||||||||
Claude Mongeau |
| 107,500 | | | | | | | 2,500 | | | | | | | | 10,000 | | | 120,000 | | | 112,500 | | | | | | | 232,500 | | |||||||||
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18 THE TORONTO-DOMINION BANK PROXY CIRCULAR
In reviewing the compensation paid to directors, compensation is benchmarked against a peer group of large banks and, for reference purposes, is also reviewed against a group of large Canadian publicly-traded companies, both of which are listed below.
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Peer Group |
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Reference Group
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Bank of Montreal |
BCE Inc. |
Manulife Financial Corporation |
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Canadian Imperial Bank of Commerce |
Canadian National Railway Company |
National Bank of Canada |
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Royal Bank of Canada |
Canadian Natural Resources Limited |
Sun Life Financial Inc. |
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The Bank of Nova Scotia |
Enbridge Inc. |
Suncor Energy Inc. |
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Imperial Oil Limited |
TransCanada Corporation |
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Following a comprehensive review of director compensation in 2018, the corporate governance committee recommended, and the board approved, certain changes to the director compensation arrangements for fiscal 2019. The changes include an increase in the combined value of the annual cash retainer and equity award of 4.7% for directors (from $215,000 to $225,000) and chairman of the board (from $425,000 to $445,000), as well as an increase to the committee chair fee of 5.0% (from $50,000 to $52,500). The last changes to director compensation were made following the completion of a similar review in 2016.
In recommending these changes, the corporate governance committee considered the workload and responsibilities of the directors as well as compensation at the peer group of companies outlined above. In addition, the committee considered the average change in compensation for the bank's general employee population over the same two year period, and recommended an increase to director compensation similar to the increase in compensation for the general employee population. There are no changes to special meeting or travel fees.
The share ownership requirements for non-employee directors, incorporating the changes made for fiscal 2019, are:
THE TORONTO-DOMINION BANK PROXY CIRCULAR 19
HUMAN RESOURCES COMMITTEE
LETTER TO SHAREHOLDERS
Dear Shareholder,
On behalf of the board of directors, the HRC oversees the bank's approach to executive compensation, including the compensation decisions for the Chief Executive Officer (CEO) and members of the Senior Executive Team (SET). These executives participate in the Executive Compensation Plan, which is designed to reward executives for successfully executing the bank's strategy, and for delivering long-term value to shareholders. Our aim is to provide clear and comprehensive disclosure of the bank's compensation arrangements and approach to allow you to make an informed decision when you cast your advisory vote on executive compensation (say-on-pay) at the meeting.
2018 BANK PERFORMANCE
2018 was a strong year for the bank and its shareholders, with the bank delivering record earnings reflecting the strength of our diverse business mix, brand, and growth strategy. Key highlights include:
2018 COMPENSATION FUNDING
When determining year-end funding under the Executive Compensation Plan, the committee considers bank performance against a number of key measures and targets that are established at the beginning of the year, as well as performance against the bank's risk appetite and consideration of discretionary adjustments. The final result for 2018 was funding of 10.0% above target. The table below provides a summary of the key measures used to determine the funding for the year (full details can be found starting on page 37 of the circular):
20 THE TORONTO-DOMINION BANK PROXY CIRCULAR
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Internal Measures (5) | |
2018
Target |
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2018
Adjusted Result (1) |
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Comment
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| Impact on Funding | |||||
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Net Income After Tax (NIAT) | $11,100 | $12,183 | Results above target |
+13.7%
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Customer Experience (6) | 61.9% | 63.8% | Results above target |
+1.9%
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Return on Tangible Common Equity (ROTCE) (7) | 22.1% | 23.9% | Results above target |
+1.3%
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Risk Measure | |
Comment
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| Impact on Funding | |||||||||||
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Chief risk officer (CRO) review of performance against the risk appetite of the bank during the year with results presented to a joint session of the risk and human resources committees | TD was found to be in alignment with the risk appetite in 2018 |
No adjustment
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Relative Measures (8) | |
Comment
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| Impact on Funding | |||||||||||
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The bank assesses performance relative to peers on a comprehensive scorecard of adjusted metrics (1) , including revenue growth, expense growth, efficiency ratio, NIAT growth, EPS growth (1 and 3 year), Return on Equity (1 and 5 year), provisions for credit losses, operating leverage, and non-adjusted metrics, including TSR (1 and 3 year) |
Results were above median on 8 of 12 metrics reviewed, including:
NIAT growth of 15% EPS growth of 17% (top bank) |
+1%
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Strategic Initiatives | |
Comment
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| Impact on Funding | |||||||||||
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Performance against enterprise priorities that are critical to the long-term success of the bank | The committee determined that management met expectations |
No adjustment
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Discretionary Adjustments | |
Comment
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| Impact on Funding | |||||||||||
| | | | | | | | | | | | | | | | |
HRC review of material unanticipated or unexpected events that occurred during the year | Primary driver of negative discretion was to adjust for the impact of major U.S. tax reform in 2018 as this was not considered when NIAT targets for the year were established |
7.9%
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Final Funding Factor | |
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| +10.0% | |||||||||||
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2018 CEO PERFORMANCE AND COMPENSATION
When determining the compensation for the CEO, we consider the target compensation that was established at the beginning of the year, the funding under the bank's Executive Compensation Plan (as described above), as well as the overall performance of the bank and the CEO. In assessing the CEO's performance, the committee considered the results of a comprehensive 360 degree assessment process that incorporated feedback from all board and SET members. The assessment included consideration of performance against the goals and short- and medium-term objectives that were agreed to by Mr. Masrani and the board at the beginning of the year, as well as performance on a range of key indicators including financial, operational, customer experience, risk, colleague, and environmental, social, and governance (ESG) measures. The board noted Mr. Masrani's strong performance during the year on objectives and key indicators, including material progress on a range of multi-year initiatives aimed at strengthening the bank's capabilities and competitive position while achieving above median current year performance relative to peer banks. After considering the funding under the Executive Compensation Plan, together with his personal performance and the performance of the bank during the year, the board approved total direct compensation for Mr. Masrani of $11,745,000, $945,000 above his target of $10,800,000. Incentive compensation was awarded at 10% above target, equal to the funding available under the Executive Compensation Plan.
In addition, as part of the annual review process completed for all executives, the committee reviewed the CEO's total direct compensation target. Following the review, the committee recommended and the board approved an increase in the CEO's total direct compensation target to $11.75 million for 2019, which we believe is appropriate given market compensation levels, the scope and complexity of the role, and the performance of the bank under Mr. Masrani's leadership.
LOOKING FORWARD
The Board has been very pleased with Mr. Masrani's leadership and the performance of the bank during his tenure as Group President and CEO. Given his strong performance, and significant medium-term transformation initiatives that are underway, the board has requested, and Mr. Masrani has agreed, to be available to serve as CEO beyond 2020, the year in which his existing compensation arrangements anticipate retirement and when he would cease to accrue additional pension benefits.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 21
In this regard, the following changes to Mr. Masrani's compensation arrangements have been implemented:
EMPLOYEE ENGAGEMENT AND COMPENSATION
Over the past several years, there has been interest by some shareholders in the degree to which the HRC is involved in and considers compensation issues for the broader employee population. The committee has formal accountabilities for certain aspects of employee total rewards, including overseeing material employee incentive plans, and pension and benefits related programs, both of which are important parts of the total rewards offering for all employees.
Leadership and differentiation in customer experience is core to the bank's business strategy, and a key source of competitive advantage. The board and senior management recognize that the performance and engagement of all the bank's employees, whether in customer facing or support roles, will continue to be a key determinant of the bank's competitive position. Special attention will be required to maintain high levels of employee performance and engagement as the bank transforms its operations and processes to meet the challenges of the rapidly evolving competitive environment. Accordingly, the HRC is regularly updated on the incentive, training and other talent management programs which have been established to motivate employees and support their development as the bank evolves. This includes periodic updates on key total reward initiatives for front line employees, how the bank is preparing employees for future opportunities as part of major transformation initiatives, and the key processes and practices that have been established to deliver on the bank's total rewards philosophy, which includes providing programs for all employees and executives that are competitive within the market and are aligned with business and individual performance. We are comfortable that the programs deliver appropriate outcomes for employees in accordance with the bank's philosophy. Additional information on the bank's approach to employee compensation can be found on page 50.
SHAREHOLDER ENGAGEMENT
We are committed to effectively engaging with shareholders and other stakeholders on the topic of executive compensation on an ongoing basis. Supporting this commitment, each year we reach out to the bank's largest institutional investors offering to discuss TD's approach to executive compensation. We also respond to shareholder queries regarding compensation that are received throughout the year, and periodically meet with other organizations such as proxy advisory firms to engage in dialogue regarding the bank's approach. We value the feedback that we receive through these interactions, and over the years have made a number of changes to the executive compensation disclosure within the circular in response to feedback received.
We continue to welcome your feedback on the bank's approach to compensation and invite you to write to us c/o TD Shareholder Relations at the following email address: tdshinfo@td.com should you have any questions. Emails from shareholders that are addressed to the chairman of the board and express an interest to communicate directly with the independent directors on this topic will be provided to us.
Brian Levitt Chairman of the Board |
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Karen Maidment Chair of the Human Resources Committee |
22 THE TORONTO-DOMINION BANK PROXY CIRCULAR
THE TORONTO-DOMINION BANK PROXY CIRCULAR 23
REPORT OF THE HUMAN RESOURCES COMMITTEE (HRC)
Committee Members (at fiscal year-end)
Karen E. Maidment (chair); Amy W. Brinkley; Mary Jo Haddad; Brian M. Levitt; and Nadir H. Mohamed
Independence
The committee is composed entirely of independent directors |
Meetings
6 during fiscal 2018, including 1 joint session with the risk committee |
Charter Review
The HRC reviewed its charter and is satisfied that it has fulfilled its responsibilities for fiscal 2018 |
The committee's oversight of the bank's compensation, retirement and benefit programs is supplemented in certain jurisdictions by local committees that operate within the global governance framework established by the HRC. The primary role of the local committees is to provide enhanced oversight at a local level and to maintain alignment with the regulatory requirements in the jurisdictions in which the bank operates.
TD has established robust retirement and benefits plan governance models for appropriate strategic and ongoing oversight of all retirement and benefits plans. The HRC has delegated ongoing governance of the bank's non-executive retirement plans to three senior management governance committees with the skills and expertise to fulfill their mandates, which include investment strategies and performance oversight in addition to the non-investment aspects of plan management. Each management governance committee is expected to effectively address the risks and issues inherent in the management of the plans and the HRC annually reviews a comprehensive Annual Retirement Report from each management governance committee that includes information such as the activities performed by the committee and the funded status of all defined benefit pension plans. In addition, the HRC receives an Annual Benefits Report that provides an update on key plan changes, as well as the impact of regulatory and legislative changes on the bank's benefit programs.
In 2018, the HRC's work included:
CEO and Senior
Officers |
|
reviewing and
recommending performance objectives for the CEO, evaluating performance against these objectives, and recommending compensation for the CEO, including changes to the CEO's go-forward compensation, to the board of directors for approval
discussing the performance of
members of the SET, and approving their compensation
overseeing the talent management and succession planning process for the CEO and other senior executives, and approving the succession plans for members of the SET and heads of key control functions |
Compensation
|
approving changes to
material incentive plan governance, including enhancing the risk-based approach to the categorization of all incentive plans and the criteria used to establish material incentive plans
participating in a joint
session with the risk committee to obtain information required to appropriately consider risk when determining year-end compensation pools
reviewing and approving changes to the bank's material incentive
plans, and approving the aggregate compensation awards under the bank's pool-based material incentive plans
reviewing changes to the methodology and tools used to measure, report, and act on customer experience feedback, and the impact of those changes on incentive compensation programs at the bank |
24 THE TORONTO-DOMINION BANK PROXY CIRCULAR
HR Strategy,
Plans, and Workforce Requirements |
|
overseeing the total
rewards philosophy, approach, and related practices that are applied throughout the organization
monitoring changes to total rewards programs, including the implementation of changes to Canadian retirement and U.S. benefits programs
monitoring the impact of
business transformation on the bank's people strategy and related talent management practices
monitoring the results from the annual survey used to measure employee experience, including key findings and actions
discussing key compensation and broader total rewards initiatives
impacting the employee population, including increases to entry level wages in Canada and the U.S.
education and discussion of emerging and other trends and the application to the bank, including pay equity, vertical metrics, and human resources practices related to the bank's review of conduct risk and sales practices |
Independent Advisors
To assist in executing its responsibilities, the committee hires an independent compensation advisor that reports solely to the committee and does not provide any services to management. Hugessen Consulting Inc. (Hugessen) is an independent executive compensation advisory firm that works with a wide range of public and private companies across all sizes and industry sectors, and was engaged as the committee's independent compensation advisor effective June 2017. The committee had engaged Frederic W. Cook & Co. Inc. (FWC) as its independent advisor until June 2017.
Hugessen provides independent compensation advice and counsel on meeting content, management's recommendations, governance trends, and other items as requested by the committee. In addition, Hugessen assists the committee in developing compensation recommendations for the CEO. The committee has sole authority to approve the amount of the independent advisor's fees, and Hugessen has not performed any services for, or received any fees from, management.
The total fees paid to both Hugessen and FWC represent less than 5% of their respective firms' revenue. The table below shows the fees paid to Hugessen for services provided to the HRC over the past two fiscal years, and to FWC for 2017.
Committee Composition
In keeping with governance best practices, the committee is composed entirely of independent directors who are knowledgeable about issues related to human resources, leadership, talent management, compensation, governance, and risk management. Understanding of such issues may be gained by being a current or former chief executive officer or other senior officer with oversight of human resources functions, and may be enhanced by participating in educational programs conducted by the bank or an outside consultant.
For more information on the experiences of each committee member, as well as their occupations and education, please see the individual profiles in the "Director Nominees" section of this circular. In addition, please refer to Schedule A Corporate Governance of this circular for information on the continuing education of the bank's directors.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 25
COMPENSATION DISCUSSION AND ANALYSIS
At the meeting, shareholders will be casting an advisory vote on the bank's approach to executive compensation as outlined in the "Report of the Human Resources Committee" section on page 24 and "Approach to Executive Compensation" section on page 26 of this circular. To facilitate the vote, the executive compensation disclosure in this circular has been organized to present this section separately from other compensation-related information. We encourage you to read the disclosure, and to participate in the advisory vote.
Disclosure is presented in the following sections of this circular:
APPROACH TO EXECUTIVE COMPENSATION
EXECUTIVE COMPENSATION PRINCIPLES
The objective of the bank's executive compensation strategy is to attract, retain and motivate high-performing executives to create sustainable value for shareholders over the long term. To achieve this objective, the executive compensation program is based on the following principles, which are reviewed by the HRC on a periodic basis so that they continue to remain appropriate and aligned with the bank's strategy:
26 THE TORONTO-DOMINION BANK PROXY CIRCULAR
OVERVIEW OF EXECUTIVE COMPENSATION
Throughout the circular, executive compensation is discussed in terms of total rewards, which at TD includes the four components outlined below:
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Element | | Description | ||
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Base Salary |
Fixed component of total compensation to provide a base level of earnings throughout the year. |
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Considers a number of factors, including position accountabilities, experience, internal equity, and market pay. |
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| | | | |
Variable Compensation |
Significant portion of total compensation for all executives, consisting of cash incentive and equity-based deferred compensation. |
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Amounts awarded (both cash and equity) are determined after an assessment of business and individual performance over the year, to align compensation with performance. |
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A detailed description of how variable compensation awards are determined is provided under the heading "Determining Variable Compensation How the Executive Compensation Plan Works" starting on page 30 of this circular. |
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| | | | |
Benefits and |
Provided to support the health and wellness of executives and their families. |
|||
Perquisites |
Executives participate in the same flexible benefit program as employees with a range of coverage, including medical, dental, life and income protection. |
|||
Certain executives are eligible to receive an allowance to pay for a variety of expenses, including wellness and transportation-related expenses, and are eligible for an annual health assessment. |
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Retirement |
Provided to support the financial well-being of executives in retirement. |
|||
Arrangements |
Executives participate in the same base pension arrangements as employees, and certain Canadian executives are eligible to participate in a supplemental executive retirement plan. |
|||
Additional details regarding the pension plans can be found starting on page 52 of this circular. |
||||
| | | | |
ALIGNMENT TO FINANCIAL STABILITY BOARD PRINCIPLES AND RISK MANAGEMENT PRACTICES
In 2009, the Financial Stability Board (FSB), an international body that plays a key role in compensation reform initiatives for financial institutions, published the FSB Guidelines. These FSB Guidelines are intended to protect against excessive risk taking and enhance the stability and soundness of the international financial system, and have been endorsed by many regulators and governments around the world, including Canada.
The bank's compensation programs and practices align with the FSB Guidelines, and other regulatory expectations as appropriate. A focus of the FSB Guidelines is ensuring that compensation programs are aligned with and incent prudent risk taking. The next section of this circular (pages 27 to 30) provides a description of how compensation is aligned with risk management practices at the bank, and provides an overview of certain other policies and practices that are aligned with the FSB Guidelines.
Annual Independent Review of Alignment with FSB Guidelines
Each year the bank's internal audit division assesses the controls that have been put in place that are designed to align compensation practices with the FSB Guidelines and, where applicable, other jurisdiction specific regulations. In each of the past six years, the conclusion of the review has been a satisfactory rating.
ALIGNMENT OF COMPENSATION WITH RISK APPETITE
The bank has a comprehensive risk management program involving a set of tools and key processes to communicate its risk appetite, and to identify, assess, measure, control, monitor and report on performance against the risk appetite during the year. A detailed explanation of how the bank manages risk can be found beginning on page 71 of the 2018 annual report. This program is aligned with the bank's risk culture, and reinforced through compensation practices and policies that are designed such that risk is a key consideration through the various stages of the compensation cycle.
RISK APPETITE
The Risk Appetite Statement (RAS) is the primary means used to communicate how TD views risk and determines the type and amount of risk the bank is willing to take to deliver on its strategy. In defining the risk appetite, the bank's vision, purpose, strategy, shared commitments, risk philosophy, capacity to bear risk, and risk culture are all taken into account.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 27
The core risk principles for TD's RAS are as follows:
The bank takes risks required to build its business, but only if those risks:
To make meaning of the RAS guiding principles, qualitative and quantitative measures with key indicators, thresholds, and limits (as applicable) are established for each of the major risk categories below:
Strategic Risk |
Credit Risk |
|||
Market Risk |
Operational Risk |
|||
Model Risk |
Insurance Risk |
|||
Liquidity Risk |
Capital Adequacy Risk |
|||
Legal, Regulatory
Compliance and
|
Reputational Risk |
These measures are established for the enterprise and for each business segment as appropriate. Examples of measures include pre-approved thresholds and limits for loan loss ratios, asset concentration and quality, liquidity and capital ratios, internal audit findings, value-at-risk, operational risk, including technology and cyber security risk indicators, as well as employee-focused measures such as employee engagement and turnover.
Performance relative to the RAS measures is reported regularly to senior management, the risk committee and the board. Annually, a consolidated assessment of performance against the RAS is prepared by risk management and is presented by the CRO to a joint session of the risk and human resources committees. This assessment is then used by the HRC as an important input to year-end compensation decisions.
RISK CULTURE
The bank's risk culture starts with the "tone at the top" set by the board, CEO, and members of the SET, and is supported by the bank's vision, purpose, and shared commitments, impacting a range of processes including objective setting and performance management. The risk culture promotes the attitudes and behaviours the bank seeks to foster where the only risks taken are those that can be understood and managed.
Ethical behaviour is a key component of the bank's risk culture. The bank's Code of Conduct and Ethics (the Code), which is reviewed and attested to by every board member and eligible employee on an annual basis, guides employees to make decisions that meet the highest standards of integrity, professionalism, and ethical behaviour. To reinforce the importance of ethical behaviour, all incentive awards are subject to continued compliance with the Code.
To support the desired risk culture, risk is a key consideration throughout the compensation cycle as outlined below.
INCENTIVE PLAN DESIGN
A key executive compensation principle is to design incentive plans that do not encourage risk taking behaviour beyond the bank's ability to manage it. This includes incorporating appropriate risk balancing mechanisms in incentive plans (e.g. deferrals, risk adjustments, use of discretion) to mitigate the potential for excessive risk taking.
To verify there is appropriate consideration of risk, the incentive plan design process for all material incentive plans (including the Executive Compensation Plan), involves having revisions reviewed by a challenge committee, and subsequently by the CRO, who review and endorse revisions confirming the proposed design does not create an incentive for risk taking beyond the bank's risk appetite. Once endorsed by the CRO, material changes to these plans are also subject to review and approval by the HRC.
Aggregate Award Pool
As discussed in the section titled "Determining Variable Compensation How the Executive Compensation Plan Works" on page 30, the aggregate award pool available each year for plan participants is based on internal measures and other discretionary measures, including risk adjustments. Under the design, risk adjustments may only be used to reduce the incentive pool, and there is no limit on potential reductions. Thus, year-end incentive awards (both cash and equity) for all participants may be reduced to zero.
28 THE TORONTO-DOMINION BANK PROXY CIRCULAR
The committee makes decisions regarding risk adjustments and final award pools following a joint session with the risk committee, at which the CRO provides his assessment of performance relative to the risk appetite for the year. This process allows the committee to align the variable compensation pool for executives to the bank's risk-adjusted performance, as appropriate.
Individual Awards
To promote the awareness of, and hold executives accountable for, acting in accordance with the RAS and the Code, the performance assessment and compensation decision process for executives includes consideration of performance against a standard set of risk and control accountabilities. The standard accountabilities are important non-financial measures evaluated prior to performance assessments being completed and compensation decisions being made. The assessment is completed on an individual by individual basis and is supported by a comprehensive enterprise-wide process under which risk and control related events that meet certain criteria are identified. For each event identified, the facts and circumstances are investigated, and adjustments to performance assessments and/or incentive compensation are made as appropriate.
As part of the process, a summary of the events identified is reviewed with the group head responsible for HR, the group head and general counsel, and the CRO to verify that all significant issues are considered. Upon completion, the HRC receives a report detailing adjustments made to performance assessments and compensation decisions as a result of risk or control issues identified during the year.
Reduction, Forfeiture, and Clawback of Incentive Compensation
After incentive compensation is awarded, it continues to be subject to a number of reduction, forfeiture, and clawback provisions, and there are a number of mechanisms that align incentive compensation with risk adjusted performance over time.
A significant portion of incentive compensation for executives is deferred into share units and/or stock options that cliff vest at the end of a minimum of three years. Under these plans, the committee has the ability to reduce the value of maturing share units and/or unvested stock options in a range of circumstances, and each year the committee assesses whether or not any reductions are appropriate.
Supporting this process, each year the CRO completes a look-back analysis of performance over the past three years to determine if there were any material risk events or material weaknesses in TD's control infrastructure that, if known at the time of award, would have resulted in non-compliance with the RAS. The conclusions of this review are discussed at the joint session of the board's risk and human resources committees, and support the HRC in determining if equity awards should be reduced in value or forfeited at maturity.
In addition to the discretionary reduction or forfeiture of deferred compensation that can be applied by the committee, the deferred compensation plans include forfeiture provisions that result in partial forfeiture of awards if an individual is terminated without cause, and full forfeiture of awards if an individual resigns or is terminated for cause.
All variable compensation awards under the Executive Compensation Plan are subject to clawback in the event of a material misrepresentation resulting in the restatement of financial results, or in the event of a material error. In those circumstances, the HRC would have the right to apply clawback to some or all of any variable compensation awarded or paid within a 36 month look-back period.
In addition, for awards made after December 1, 2017, the HRC has the discretion to apply clawback to any award granted or paid in the event of employee conduct constituting cause for discipline or dismissal, including, but not limited to:
In the situations above, the HRC has the discretion to apply clawback to some or all of the variable compensation awarded or paid to groups of individuals or to specific individuals as appropriate after a comprehensive investigation of the circumstances.
OTHER KEY POLICIES AND PRACTICES ALIGNED WITH FSB GUIDELINES
Share Ownership Requirements
In order to support the alignment of interests between the bank's executives and long-term shareholders, senior executives are subject to share ownership requirements (SOR). Requirements are typically determined as a multiple of base salary, with the multiple increasing to reflect the level and responsibility of the executive.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 29
Executives at the executive vice president level and above continue to be subject to the SOR for a period of time following retirement, including two years post-retirement for the CEO and one year for the other NEOs, to encourage proper succession and to leave the bank in a position to continue to grow long-term value for shareholders following their departure.
Refer to pages 40 to 44 for details on the SOR and the value of share and share equivalents held by the CEO and the other NEOs.
Anti-Hedging/Anti-Pledging
To maintain the intended risk alignment with shareholder interests, all employees and directors of TD are prohibited under the bank's trading policies from the following:
In addition, all equity compensation plans include a general prohibition against entering into any transaction, which includes any derivative such as a swap, forward or futures contract, that is designed to, or has the effect of, hedging, pledging or offsetting a decrease in the market value of equity awards granted as compensation.
Independence of Control Functions
To avoid potential conflicts of interest, the business performance factor for all executives in risk and control functions considers only enterprise-wide performance and is not linked to the performance of a specific business unit.
DETERMINING VARIABLE COMPENSATION HOW THE EXECUTIVE COMPENSATION PLAN WORKS
The CEO, CFO and other NEOs, as well as approximately 2,000 of the bank's most senior executives, participate in the Executive Compensation Plan. There are four key steps in determining variable compensation awards under the Executive Compensation Plan:
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| Establishing Target Total Direct Compensation | |
Under the Executive Compensation Plan, a total direct compensation target is determined for each individual at or near the start of the year or upon hire. Individual target total direct compensation consists of an individual executive's base salary plus variable compensation, which includes a cash incentive target and an equity compensation target. |
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30 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Target total direct compensation is reviewed annually for all executives, as well as at the time of any material change in role. The bank's philosophy is to set the target total direct compensation to reflect the median of the competitive market, on average. Targets for an individual executive may be positioned above or below the median to reflect the experience, potential, performance, or other factors specific to the executive or role.
Benchmark Companies
The companies and positions considered as part of the competitive market reflect operational and geographical responsibilities that are similar to that of each executive, where available. The following companies, unchanged from fiscal 2017, were considered when determining target compensation for fiscal 2018 for the NEOs:
The equity compensation target is established such that a meaningful portion of total variable compensation is awarded in equity which vests after a minimum of three years. The target cash/equity mix is generally based on the seniority of the role, with the portion awarded as equity increasing with the level of the executive. This practice, combined with share ownership requirements (which are extended post-retirement for the bank's most senior executives), encourages retention and focuses the bank's executives on executing business strategies, sustaining performance and growing value for shareholders over the long term.
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| Evaluating Business Performance | |
Under the Executive Compensation Plan, the pool of funds available for allocation as incentive awards is determined based on a combination of internal measures and other discretionary factors, including a risk adjustment. A business performance factor is calculated for each of the bank's business units that can range from 0% to 130% of target. The following diagram outlines the elements considered when determining a business performance factor: |
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How We Assess Business Performance Internal Measures
At the start of each fiscal year, the HRC establishes the NIAT, customer experience, and ROTCE targets that are used to evaluate business performance at the end of the performance year.
NIAT (Net Income After Tax) The bank is focused on delivering profitable growth to shareholders, as we believe that consistently growing earnings in a sustainable way is a key driver of shareholder value over the long-term. Consistent with this objective, NIAT is the most heavily weighted business performance metric used in the Executive Compensation Plan, representing 70% of the weighting for internal measures. The bank calculates results, including NIAT, in two ways "reported" results, which are prepared in accordance with IFRS, the current generally accepted accounting principles (GAAP), and "adjusted" results, which are non-GAAP financial measures where the bank removes "items of note" from reported results. The items of note relate to items which management does not believe are indicative of underlying business performance. The HRC believes that adjusted results provide a better understanding of performance, and as a result, adjusted NIAT results are used as the starting point for calculations in the Executive Compensation Plan to evaluate business performance.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 31
How We Set NIAT Targets
For fiscal 2018, the committee established NIAT targets for the bank and for each business unit after consideration of expectations regarding the external environment (e.g. gross domestic product growth) and other internal factors, such as the expected impact of merger and acquisition activity and expectations regarding organic growth. This approach allows for thoughtful consideration of investments that are medium-term in nature, one-time items, and other differences in expectations from year to year.
Critical to the bank's approach is a review at year-end of key drivers of business performance as well as any material unanticipated events that occurred during the year (e.g. major U.S. tax reform in 2018). This process is used to assist the committee in making discretionary adjustments to the calculated business performance factors such that final factors appropriately reflect performance during the year.
Customer Experience TD strives to be a leader in customer experience, believing that this is a key differentiator and source of competitive advantage in today's marketplace. To assess customer experience, the bank uses measurement tools focused on feedback received directly from customers following an interaction with TD. The final score is the result of more than 1 million customer inputs ensuring regular feedback for the customer-facing colleagues that deliver on the bank's strategy.
The bank is committed to continually enhancing the measurement tools and methodology for the assessment of customer experience. For 2018, customer experience in the bank's various businesses was evaluated using the Legendary Experience Index (LEI). This measure of customer experience is one of the key metrics in both the bank's ESG scorecard and in the Executive Compensation Plan. LEI asks customers to rate their perception of experience, whether it was exceptional, and if it influenced their likelihood to increase business with TD should they have future financial needs. Customers are asked to rate their experience and future business intention on a 10 point scale (1 being the lowest and 10 being the highest). LEI is a weighted average score of results on the experience and future business questions, in each case where the result reflects the percentage of customers who gave a score of 9 or 10.
Within the Executive Compensation Plan, customer experience results for SET members, including the CEO and other NEOs, and executives in risk and control functions, are evaluated against a bank-wide composite that incorporates the LEI results from the different business segments.
Return on Tangible Common Equity (ROTCE) To recognize the importance of effective management of capital on the long-term performance of the bank, ROTCE was introduced in 2018 as one of the key annual business metrics, with a weighting of 10%. ROTCE performance is evaluated relative to the median of the large Canadian banks (including TD).
How We Assess Business Performance Other Discretionary Factors
The Executive Compensation Plan is designed to incorporate committee judgment to achieve appropriate pay for performance outcomes at the end of the year. The HRC believes that the use of judgment when determining final compensation pools and individual awards is critical so that final awards appropriately reflect risk and any unexpected circumstances that arise during the year, as well as to eliminate the possibility of unintended awards determined by a formula.
In determining whether or not to apply discretion, the committee formally assesses business performance during the year against the bank's risk appetite, performance relative to peers, performance against strategic initiatives, and any other material unexpected events that occurred during the year (other discretion). The following provides a description of each of these components.
Risk Appetite The bank's strategy incorporates a disciplined approach to risk management which is detailed beginning on page 27 of this circular.
Relative Performance Assessing overall business performance relative to peers provides the committee with important context when assessing the performance of the bank. To complete the review, the committee considers TD and peer performance on a comprehensive scorecard of adjusted metrics, including EPS growth (1 and 3 year), revenue growth, expense growth, efficiency ratio, Return on Equity (1 and 5 year), NIAT growth, provisions for credit losses (PCL), operating leverage, and non-adjusted metrics, including TSR (1 and 3 year). The scorecard allows the committee to complete a holistic assessment of performance, both during the year, and over the medium-term as appropriate. When assessing business performance at the end of the year, there is no formal weighting of the metrics, and the impact of relative performance is limited to no more than +/ 10%, with the final impact aligned with the overall assessment of performance during the year.
32 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Benchmark Companies
For 2018, ROTCE and relative performance were assessed against the four other large Canadian banks that are most similar to the bank in size and scope of operations.
The table compares the bank and the peer companies on key size metrics including assets, revenue and market capitalization.
Note: Revenue is for the 2018 fiscal year, assets and market capitalization are as of October 31, 2018.
Strategic Initiatives At the beginning of the year the committee and the CEO agree on strategic initiatives/enterprise priorities that are critical to the long-term success of the bank. For each priority, quantitative and qualitative objectives are established and used to evaluate performance. At the end of the year, the committee reviews a comprehensive assessment of progress against each of the priorities, including the quantitative and qualitative objectives, and uses this information to determine if performance was aligned with expectations. The committee has the ability to apply positive or negative discretion to align the impact with the assessment of performance during the year.
2018 Strategic Initiatives/Enterprise Priorities
For fiscal 2018, the HRC approved the following four enterprise priorities:
Other Discretion The committee's objective is to appropriately align pay and performance after a comprehensive assessment of performance (incorporating all of the elements outlined above), and to apply discretion as appropriate to achieve this result. As noted above, the year-end process includes a look-back review of key drivers of performance during the year, including material unexpected events that occurred during the year. For example, negative discretion was applied over the past several years, reducing awards to account for a number of items including: major U.S. tax reform in 2018, unanticipated acquisitions, unanticipated private equity gains, changes in foreign exchange rates, and the impact of divestitures and litigation reserves.
In the event the bank were to experience significant losses or other negative outcomes, the committee would have the ability to exercise negative discretion to achieve appropriate outcomes, irrespective of the +/ 20% impact associated with the internal measures in the plan. Under the plan design, there is no limit to the amount of negative discretion the committee can apply, so if circumstances warrant, incentive awards (including cash and equity) may be reduced to zero.
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| Determining Funds Available to Allocate | |
At the end of the fiscal year, the aggregate funds available for allocation as year-end incentive awards are determined by the HRC by multiplying the variable compensation targets for all executives in the plan by the appropriate business performance factor: |
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THE TORONTO-DOMINION BANK PROXY CIRCULAR 33
Thus, all variable compensation awarded is subject to the committee's assessment of business performance during the year (i.e., there are no separate pre-grant performance conditions for the different components of compensation).
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| Evaluating Individual Performance to Determine Individual Awards | |
Once the aggregate funds available for allocation are determined, variable compensation awards for each executive may be adjusted to reflect individual performance based on consideration of relevant factors. |
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The sum of individual awards may not exceed the aggregate funds available under the plan. In practice, awards to individual executives are typically within a narrow range of approximately +/20% of calculated funds available (i.e., individual variable compensation target multiplied by the applicable business performance factor). Generally speaking, the realizable value of previous compensation awards is not taken into account when determining compensation awards under the plan.
An important consideration in the allocation of awards is individual performance as evaluated against objectives that were established at the beginning of the year. Individual objectives are aligned with organizational goals, business targets, scorecards, and principles important to TD, including financial, operational, customer experience, risk, colleague and environmental, social, and governance (ESG) objectives as appropriate for the role. All executives are assessed against risk and control accountabilities, including operating in a manner consistent with the Risk Appetite, and with the cultural and behavioural standards and guidelines embodied in the bank's Code of Conduct and Ethics and Shared Commitments. The Shared Commitments include environmental, social, and governance related elements that are foundational to the bank's vision, purpose, and strategy, including contributing to communities, developing colleagues and embracing diversity.
Pay Mix
Once final compensation for the year is determined, variable incentive awards are separated into cash and equity incentives in accordance with minimum deferral levels established by the bank. These deferral levels are based on title for the majority of executives, with the amount deferred increasing based on the seniority of the role. Certain roles outside of Canada are subject to specific regulatory expectations regarding deferral and compensation mix, and for these individuals the mix of compensation is aligned with regulatory expectations.
Equity incentives for senior executives are awarded as a combination of performance share units (PSUs) and stock options. The following graph provides a summary of average target pay mix by level for participants in the Executive Compensation Plan.
As outlined in the graph above, a significant portion of each executive's total direct compensation is variable or "at risk". This "at risk" portion of total direct compensation includes the cash incentive, PSUs, and stock options awarded on an annual basis. The value awarded is linked to performance during the year and may be reduced or even eliminated entirely if either the individual's or the bank's performance is below expectations.
34 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Deferred compensation, delivered in the form of PSUs or stock options, represents the most significant component of compensation for the NEOs and other senior executives. The following table provides additional details on these awards.
In addition to PSUs and stock options granted as part of deferred compensation, executives may elect to defer some or all of the cash incentive received into deferred share units (DSUs). DSUs are phantom units that track the price of common shares, receive additional DSUs when dividends are paid on common shares, and have no voting rights. DSUs are valued using the closing price for common shares on the TSX on the trading day prior to the purchase or grant date, vest immediately, and may be redeemed in cash only after the executive departs the bank. Certain executives may also receive vesting share units (VSUs) which are comparable to DSUs except that they vest over a period of time, and are subject to forfeiture in certain circumstances, including in the event of a termination with cause. Additional details on DSUs and VSUs can be found on page 56.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 35
2018 PERFORMANCE AND COMPENSATION
This section of the circular highlights bank performance during the year, outlines how that performance translated into the pool of funds available under the Executive Compensation Plan, and then describes key performance highlights considered when the committee determined the final total direct compensation for the year. This section also contains the Summary Compensation Table and other tables that provide details on compensation awarded to the NEOs as required by the form set forth by the Canadian Securities Administrators.
2018 PAY FOR PERFORMANCE UNDER THE EXECUTIVE COMPENSATION PLAN
For details regarding the following four steps used to determine annual compensation awards under the Executive Compensation Plan refer to the "Determining Variable Compensation How the Executive Compensation Plan Works" section on page 30 of this circular.
Steps two through four occur at the end of the year and are designed to align final compensation awards with the risk-adjusted performance of the bank.
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| Evaluating Business Performance in 2018 | |
The following diagram summarizes the calculation of the business performance factor for the CEO, other NEOs, and other members of the SET for 2018. |
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36 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Additional details on the business performance factor calculations are provided in the following table.
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Measures | | Description of 2018 Performance | ||||||||||
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The following table summarizes the results against the targets that were established for the internal measures of performance during 2018 for the NEOs and other members of the SET: |
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Target |
2018
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vs.
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Impact on
Factor (2) |
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NIAT ($ in millions) | $11,100 | $12,183 | 9.8% | 13.7% | ||||||||
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Customer Experience (3) | 61.9% | 63.8% | 1.9% | 1.9% | ||||||||
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ROTCE (4) | 22.1% | 23.9% | 1.8% | 1.3% | ||||||||
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Total | 16.9% | |||||||||||
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The NIAT targets were
approved by the committee at the beginning of the year after considering the outlook for 2018, including expectations regarding the external environment (e.g. gross domestic product growth) and other internal factors, such as the expected impact
of merger and acquisition activity and expectations regarding organic growth. The committee believed that the targets that were established included an appropriate level of challenge based on assumptions regarding the external factors that the bank
would encounter during the year.
Customer experience
results are a composite of a number of different calculations in the bank's different businesses. Each year, the weighting of the composite is reviewed and refined as appropriate to reflect business changes and to align the underlying measures with
appropriate behaviours in the bank's employees. For 2018, changes to the methodology used to evaluate customer experience means that the results are not comparable on a year-over-year basis.
ROTCE is evaluated in comparison to the median ROTCE of the five
major Canadian banks (including TD).
At the end of the year,
the final adjusted NIAT, customer experience, and ROTCE results were compared to the targets that were established, and the impact on the business performance was calculated as outlined above.
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Risk Adjustment |
A discussion of how the
committee considers risk adjustments in the determination of the business performance factor is provided beginning on page 27.
Following consideration of the assessment of performance relative to the risk appetite by the CRO, the committee did not make any
risk adjustments for 2018 awards.
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Relative Performance |
The bank assesses
performance relative to peers on a comprehensive scorecard of adjusted metrics
(1)
, including revenue growth, expense growth, efficiency ratio, NIAT growth, EPS growth (1 and 3 year), Return on Equity (1 and 5 year),
provisions for credit losses, operating leverage, and non-adjusted metrics, including TSR (1 and 3 year).
Results were above median
on 8 of 12 metrics reviewed, including:
The bank also assesses each of the significant business units relative to peers and determined that the majority performed comparably to peers during the year.
At an enterprise
level TD outperformed its peer group (as reflected in the metrics above) due to its strong performance across its diversified businesses and geographic mix.
Management recommended
and the committee agreed that rather than only those in the Office of the CEO benefiting from the enterprise outperformance, a smaller lift of 1% would be shared across the broader executive team.
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Strategic Initiatives |
At the beginning of the
year, the committee approved the following four enterprise priorities: distribution transformation, customer journeys, process simplification, and project delivery excellence. Additional details on the priorities for 2018 can be found on page 33
of this circular.
After considering a comprehensive assessment of progress during the year, including performance against qualitative and quantitative objectives that were established for each of the priorities, the committee determined that management had met
expectations and that it was appropriate to make no adjustments related to the strategic objectives for 2018.
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Other
Discretionary Adjustments |
At year-end, the
committee considers any other relevant factors when determining the final business performance factors to apply.
In 2018, after
completing a comprehensive assessment, including the impact of major U.S. tax reform and changes to the customer experience methodology that impacted target setting for 2018, the committee applied a negative adjustment of 7.9%.
The primary driver was to adjust for
the impact of major U.S. tax reform in 2018, which was not considered at the beginning of the year when the NIAT targets were established.
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Final Business
Performance Factor |
The end result after
combining the factors above was a business performance factor of 110.0% for the SET, which the committee determined was appropriate given performance during the year.
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THE TORONTO-DOMINION BANK PROXY CIRCULAR 37
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| Determining Funds Available for 2018 | |
A business performance factor of 110.0% meant that the committee could allocate aggregate variable compensation awards to the various members of the SET, including the CEO, equal to 110.0% of aggregate target variable compensation for those individuals. Awards to individual executives can be higher or lower than their individual variable compensation target multiplied by the business performance factor. |
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| Evaluating Individual Performance to Determine Individual Awards CEO | |
The last step in determining year-end awards is an evaluation of the executive's individual performance that is used to allocate final variable compensation from the pool of funds available under the Executive Compensation Plan. The individual performance of the bank's CEO, Bharat Masrani, was assessed at the end of the fiscal year through a comprehensive process led by the chairman of the board and the chair of the HRC. The assessment incorporated feedback from all board members and included consideration of performance against the goals and objectives that were agreed to by Mr. Masrani and the board at the beginning of the year as well as performance of the bank on a scorecard of key performance metrics, including financial, operational, customer experience, risk, colleague and environmental, social, and governance objectives. |
After considering the results of this annual assessment, and with the benefit of advice from its independent advisor, the committee recommended to the board the total direct compensation for the CEO, including base salary and the annual cash incentive and equity compensation awards for 2018.
Bharat Masrani
Group President and Chief Executive Officer, TD Bank Group Mr. Masrani is responsible for the overall financial performance of TD and accountable for the leadership and management of TD in achieving its strategic objectives. As CEO, Mr. Masrani establishes the strategic direction for the bank and allocates the bank's financial and human capital. Mr. Masrani is also responsible for fostering a culture of integrity throughout TD and setting the tone for the standards and guiding principles that determine how the bank conducts its businesses. |
CEO Performance
Under Mr. Masrani's leadership, the bank delivered strong results in 2018. Key highlights include:
In addition to the financial and operational results outlined above, the bank continued to focus on customer, employee and community objectives. Results during the year included:
38 THE TORONTO-DOMINION BANK PROXY CIRCULAR
CEO Compensation
When determining the compensation for the CEO, the committee considers the target compensation that was established at the beginning of the year, the funding under the bank's Executive Compensation Plan (as described above), as well as the overall performance of the bank and the CEO. In assessing the CEO's performance, the committee considered the results of a comprehensive 360 degree assessment process that incorporated feedback from all board and SET members. The assessment included consideration of performance against the goals and short- and medium-term objectives that were agreed to by Mr. Masrani and the board at the beginning of the year, as well as performance on a range of key indicators including financial, operational, customer experience, risk, colleague, and environmental, social, and governance measures. The board noted Mr. Masrani's strong performance during the year on objectives and key indicators, including material progress on a range of multi-year initiatives aimed at strengthening the bank's capabilities and competitive position while achieving above median current year performance relative to peer banks.
After considering the funding under the Executive Compensation Plan, together with his personal performance and the performance of the bank during the year, the board approved total direct compensation for Mr. Masrani of $11,745,000, a year over year increase of 8% and $945,000 above his target of $10,800,000. Incentive compensation was awarded at 10% above target, equal to the funding available under the Executive Compensation Plan.
In addition to the total direct compensation outlined above, Mr. Masrani received a special one-time stock option award of $1,900,000. Additional details are provided in the Letter to Shareholders on page 22.
CEO Target Compensation for 2019
During 2018, the committee worked with its independent advisor Hugessen to complete a review of the CEO's total direct compensation target. Following the review, the committee recommended and the board approved a 9% increase in the CEO's total direct compensation target to $11,750,000 for 2019, in recognition of market compensation levels, the scope and complexity of the role, and the performance of the bank under Mr. Masrani's leadership.
CEO Compensation Over Time
The following table compares the grant date value of compensation awarded to the bank's prior CEO, Mr. Clark (for 2014) and current CEO, Mr. Masrani (from 2015 2018) in respect of performance as CEO with the actual value received from compensation awards.
The actual total direct compensation value for the fiscal years noted represents the total of realized pay (the sum of base salary, cash incentive, the payout value of share units granted during the period, the dividend equivalents paid, and the value at exercise for options granted during the period) and realizable pay (the sum
THE TORONTO-DOMINION BANK PROXY CIRCULAR 39
of the current value of unvested units granted during the period and the in-the-money value of vested and unvested options granted during the period that are still outstanding) as of December 31, 2018.
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Total Direct
Compensation Awarded |
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Realized Pay |
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Realizable Pay |
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Actual Total Direct Compensation Value as of December 31, 2018 |
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Year | | CEO | | (000s) (1) |
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(000s) (3) |
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2014 | | Clark | | | $ | 11,325 | | | | $ | 13,203 | | | | $ | 3,526 | | | | $ | 16,729 | | | 10/31/13 to 12/31/18 | | | $ | 148 | | | | $ | 170 | | |
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2015 | | Masrani | | | $ | 9,000 | | | | $ | 2,700 | | | | $ | 10,153 | | | | $ | 12,853 | | | 10/31/14 to 12/31/18 | | | $ | 143 | | | | $ | 142 | | |
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2016 | | Masrani | | | $ | 8,950 | | | | $ | 2,685 | | | | $ | 4,978 | | | | $ | 7,663 | | | 10/31/15 to 12/31/18 | | | $ | 86 | | | | $ | 141 | | |
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2017 | | Masrani | | | $ | 10,850 | | | | $ | 3,170 | | | | $ | 4,978 | | | | $ | 8,148 | | | 10/31/16 to 12/31/18 | | | $ | 75 | | | | $ | 120 | | |
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2018 | | Masrani | | | $ | 13,645 | | | | $ | 3,429 | | | | $ | 5,449 | | | | $ | 8,878 | | | 10/31/17 to 12/31/18 | | | $ | 65 | | | | $ | 96 | | |
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| | | | | | | | | | | | | | Weighted Average | | | $ | 101 | | | | $ | 134 | | | ||||||||||
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Share Ownership Mr. Masrani exceeds his share ownership requirement of $13,500,000.
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| Evaluating Individual Performance to Determine Individual Awards Other NEOs | |
The final stage in determining year-end awards for the other NEOs under the Executive Compensation Plan involves an evaluation of their performance and allocating compensation based on this evaluation. The other NEOs' individual performance was assessed by the CEO against goals and objectives including financial, operational, customer experience, risk, colleague and environmental, social and governance objectives, as appropriate for the role. The assessment for the NEOs included progress on talent and diversity initiatives, as well as their contributions to the enterprise priorities of distribution transformation, end-to-end customer journeys, process simplification, and project delivery excellence. |
To provide a comprehensive performance assessment for these individuals (and other members of the SET) that includes consideration of non-financial measures, the CEO and the group head responsible for HR met with the chief auditor, the group head and general counsel, and the CRO in advance of making recommendations on year-end compensation decisions to get their views on control focus, culture, tone at the top, capability requirements, and/or organizational structure. In addition, as part of the performance assessment process, the CEO met with the risk and audit committees of the board to receive their feedback on the performance of the heads of key control functions, including the chief financial officer, the CRO, the chief compliance officer, the chief auditor and the chief anti-money laundering officers.
Based on the results of the annual assessment process outlined above, the committee considered and approved the NEOs' total direct compensation, which includes base salary and the annual cash incentive and equity compensation awards.
40 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Riaz Ahmed
Group Head and Chief Financial Officer, TD Bank Group Mr. Ahmed is responsible for the overall financial strategy and management of TD, including financial analysis, planning, performance measurement and analysis and statutory reporting as well as for leading the tax and investor relations function. Mr. Ahmed is also responsible for Strategic Sourcing, Treasury and Balance Sheet Management, Corporate Development, Enterprise Real Estate, Economics and Enterprise Strategy. |
2018 Performance
As Group Head and Chief Financial Officer, Mr. Ahmed leads a number of enterprise functions that are critical to the performance of the bank. Highlights of the bank's and Mr. Ahmed's performance during 2018 include:
After considering his overall performance, the business performance factor for members of the SET, and the CEO's recommendation, the committee approved final total direct compensation for Mr. Ahmed of $4,025,000 for 2018. The following table highlights the final total direct compensation awarded to Mr. Ahmed for the past two years.
Share Ownership Mr. Ahmed exceeds his share ownership requirement of $4,500,000.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 41
Bob Dorrance
Group Head, Wholesale Banking, TD Bank Group Chairman, CEO & President, TD Securities Mr. Dorrance is responsible for leading and directing the development and implementation of overall business strategy and objectives for the Wholesale Banking segment and accountable for developing and implementing plans and strategies to achieve its financial objectives, while delivering a superior customer and colleague experience. |
2018 Performance
Under Mr. Dorrance's leadership, the Wholesale Banking segment delivered net income of $1,054 million. 2018 business highlights for the Wholesale Banking segment include:
After considering his overall performance, the business performance factor for members of the SET, and the CEO's recommendation, the committee approved final total direct compensation for Mr. Dorrance of $8,890,000 for 2018. The following table highlights the final total direct compensation awarded to Mr. Dorrance for the past two years.
Share Ownership Mr. Dorrance exceeds his share ownership requirement of $8,150,000.
42 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Greg Braca
Group Head, U.S. Banking, TD Bank Group President & CEO, TD Bank, America's Most Convenient Bank® Mr. Braca is responsible for TD's personal and commercial banking activities in the U.S. market and accountable for developing and implementing plans and strategies to achieve financial objectives, while delivering a superior customer and colleague experience and proactively managing TD's relationships with U.S. stakeholders. |
2018 Performance
Mr. Braca was appointed Group Head, U.S. Banking, TD Bank Group on November 1, 2017. As outlined above, Mr. Braca is responsible for the majority of businesses that contribute to the bank's U.S. retail segment results. Excluding the contribution from TD Ameritrade, the bank's U.S. retail segment delivered reported earnings of US$2.7 billion, an increase of 23% over 2017. The increase was primarily due to higher loan and deposit volumes, higher deposit margins, fee income growth, the benefit of the Scottrade transaction, and a lower corporate tax rate, partially offset by higher expenses and provisions for credit losses (PCL).
Other 2018 business highlights for the U.S. retail segment include:
After considering his overall performance, the business performance factor for members of the SET, and the CEO's recommendation, the committee approved final total direct compensation for Mr. Braca of US$4,325,000 for 2018. The following table highlights the final total direct compensation awarded to Mr. Braca for the past two years. Mr. Braca's year-over-year compensation includes the impact of an increase in target compensation associated with Mr. Braca assuming the role of President and CEO TD Bank, America's Most Convenient Bank® on June 1, 2017.
Share Ownership Mr. Braca exceeds his share ownership requirement of $5,795,550 (3) .
THE TORONTO-DOMINION BANK PROXY CIRCULAR 43
Teri Currie
Group Head, Canadian Personal Banking, TD Bank Group Ms. Currie is responsible for the leadership of Canadian Personal Banking, more commonly known as TD Canada Trust, which includes Community Banking and Personal Banking Products as well as Canadian Credit Cards. Ms. Currie is accountable for developing and implementing plans and strategies to achieve market share, profitability and other financial objectives, while delivering superior customer and colleague experience. |
2018 Performance
Under Ms. Currie's leadership, Canadian Personal Banking had a strong year with $11.5 billion in revenue. During the year, the business also continued to put customers at the centre of everything TD does by investing in the omni-channel experience, optimizing the branch network, and enhancing the value proposition of products.
Other 2018 business highlights for Canadian Personal Banking include:
After considering her overall performance, the business performance factor for members of the SET, and the CEO's recommendation, the committee approved final total direct compensation for Ms. Currie of $4,495,000 for 2018. The following table highlights the final total direct compensation awarded to Ms. Currie for the past two years.
Share Ownership Ms. Currie exceeds her share ownership requirement of $4,500,000.
44 THE TORONTO-DOMINION BANK PROXY CIRCULAR
THE TORONTO-DOMINION BANK PROXY CIRCULAR 45
The following sections of this circular contain the Summary Compensation Table and other tables that provide details on compensation awarded to the NEOs as required by the form set forth by the Canadian Securities Administrators.
The Summary Compensation Table below presents details of the total compensation earned in respect of fiscal 2018, 2017, and 2016 for each of the bank's NEOs.
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Name and | | | |
Salary
(1)
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Share-Based
Awards |
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Option-Based
Awards (2) |
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Non-Equity
Incentive Plan Compensation (3) |
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Pension
Value (4) |
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All Other
Compensation (5) |
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Total
Compensation |
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Principal Position | |
Year
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($)
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($)
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($)
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($)
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($)
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($)
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($) | | ||||||||||||||||||
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Bharat Masrani
(6)
Group President and Chief Executive Officer, TD Bank Group |
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2018
2017 2016 |
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1,334,988
1,209,179 1,000,000 |
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5,571,720
5,145,600 4,197,550 |
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4,644,337
2,534,415 2,067,496 |
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2,079,000
1,920,000 1,685,000 |
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1,596,800
1,549,800 1,313,000 |
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89,220
78,324 80,908 |
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15,316,065
12,437,318 10,343,954 |
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Riaz Ahmed
Group Head and Chief Financial Officer, TD Bank Group |
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2018
2017 2016 |
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750,000
708,631 500,000 |
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1,426,447
1,487,065 1,340,000 |
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702,607
732,479 660,025 |
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1,145,975
955,500 900,000 |
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249,200
219,500 200,500 |
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51,537
38,779 38,447 |
| | |
4,325,766
4,141,954 3,638,972 |
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Bob Dorrance
Group Head, Wholesale Banking, TD Bank Group and Chairman, CEO & President, TD Securities |
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2018
2017 2016 |
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750,000
708,631 500,000 |
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3,544,970
3,418,675 3,179,150 |
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1,746,049
1,683,850 1,565,902 |
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2,849,000
2,747,500 2,555,000 |
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N/A
N/A N/A |
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25,298
14,387 13,749 |
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8,915,317
8,573,043 7,813,801 |
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Greg Braca
(7)
Group Head, U.S. Banking, TD Bank Group and President and CEO, TD Bank, America's Most Convenient Bank® |
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2018
2017 2016 |
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965,925
908,028 729,465 |
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2,635,905
1,947,381 1,100,530 |
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479,163
374,079 184,521 |
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1,610,777
1,440,975 563,678 |
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25,597
29,748 29,875 |
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63,997
76,750 23,209 |
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5,781,364
4,776,961 2,631,278 |
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Teri Currie
Group Head, Canadian Personal Banking, TD Bank Group |
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2018
2017 2016 |
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750,000
708,631 500,000 |
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1,913,566
1,367,135 1,206,000 |
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696,279
673,408 594,012 |
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1,135,200
1,084,500 1,075,000 |
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236,700
205,500 188,100 |
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49,998
49,158 11,381 |
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4,781,743
4,088,332 3,574,493 |
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46 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Outstanding Option-Based Awards and Share-Based Awards
The following table presents details of all outstanding option-based awards and outstanding unvested share-based awards at December 31, 2018.
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Option-based Awards
(1)
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Share-based Awards
(1)(2)
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Name | |
Number of
Securities Underlying Unexercised Options |
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Option
Exercise Price |
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Option
Expiration Date |
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Value of
Unexercised In-The- Money Options (3) |
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Value of
Options Exercised |
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Number of Shares
That Have Not Vested |
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Market or Payout
Value of Share-based Awards That Have Not Vested (3) ($) |
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Market or Payout
Value of Share- based Awards That Have Vested and Not Paid Out or Distributed (3)(5) |
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($)
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($)
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($)
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Min
(4)
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Target
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Min
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Target
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($) | | |||||||||||||||||||||
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Bharat | | | 132,133 | | | | 36.625 | | | | Dec 13, 2020 | | | | 4,127,174 | | | 135,525 | | | | | | | | | |||||||||||||||
Masrani | | | 159,208 | | | | 36.635 | | | | Dec 12, 2021 | | | | 4,971,270 | | | | | | | | | | | ||||||||||||||||
| | 131,280 | | | | 40.540 | | | | Dec 13, 2022 | | | | 3,586,570 | | | | | | | | | | | |||||||||||||||||
| | 131,456 | | | | 47.590 | | | | Dec 12, 2023 | | | | 2,664,613 | | | | | | | | | | | |||||||||||||||||
| | 141,668 | | | | 52.460 | | | | Dec 11, 2024 | | | | 2,181,687 | | | | | | | | | | | |||||||||||||||||
| | 186,268 | | | | 53.150 | | | | Dec 9, 2025 | | | | 2,740,002 | | | | | | | | | | | |||||||||||||||||
| | 157,224 | | | | 65.750 | | | | Dec 12, 2026 | | | | 331,743 | | | | | | | | | | | |||||||||||||||||
| | 183,632 | | | | 72.640 | | | | Dec 12, 2027 | | | | 0 | | | | | | | | | | | |||||||||||||||||
| | 352,268 | | | | 69.390 | | | | Dec 12, 2028 | | | | 0 | | | | | | | | | | | |||||||||||||||||
| | | | | | | | | | | | | | 177,695 | | 222,119 | | 12,058,369 | | 15,072,961 | | | 18,714,394 | | | ||||||||||||||||
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Total | | | 1,575,137 | | | | | | | | | | 20,603,059 | | | 135,525 | | 177,695 | | 222,119 | | 12,058,369 | | 15,072,961 | | | 18,714,394 | | | ||||||||||||
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Riaz | | | 56,392 | | | | 36.625 | | | | Dec 13, 2020 | | | | 1,761,404 | | | | | | | | | | | ||||||||||||||||
Ahmed | | | 67,008 | | | | 36.635 | | | | Dec 12, 2021 | | | | 2,092,325 | | | | | | | | | | | ||||||||||||||||
| | 63,912 | | | | 40.540 | | | | Dec 13, 2022 | | | | 1,746,076 | | | | | | | | | | | |||||||||||||||||
| | 56,832 | | | | 47.590 | | | | Dec 12, 2023 | | | | 1,151,985 | | | | | | | | | | | |||||||||||||||||
| | 57,188 | | | | 52.460 | | | | Dec 11, 2024 | | | | 880,695 | | | | | | | | | | | |||||||||||||||||
| | 58,544 | | | | 53.150 | | | | Dec 9, 2025 | | | | 861,182 | | | | | | | | | | | |||||||||||||||||
| | 50,192 | | | | 65.750 | | | | Dec 12, 2026 | | | | 105,905 | | | | | | | | | | | |||||||||||||||||
| | 53,072 | | | | 72.640 | | | | Dec 12, 2027 | | | | 0 | | | | | | | | | | | |||||||||||||||||
| | 53,292 | | | | 69.390 | | | | Dec 12, 2028 | | | | 0 | | | | | | | | | | | |||||||||||||||||
| | | | | | | | | | | | | | 56,401 | | 69,124 | | 3,827,399 | | 4,690,760 | | | 15,642,835 | | | ||||||||||||||||
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Total | | | 516,432 | | | | | | | | | | 8,599,572 | | | 0 | | 56,401 | | 69,124 | | 3,827,399 | | 4,690,760 | | | 15,642,835 | | | ||||||||||||
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Bob | | | 0 | | | | 47.590 | | | | Dec 12, 2023 | | | | 0 | | | 4,087,525 | | | | | | | | | |||||||||||||||
Dorrance | | | 138,636 | | | | 52.460 | | | | Dec 11, 2024 | | | | 2,134,994 | | | | | | | | | | | ||||||||||||||||
| | 138,372 | | | | 53.150 | | | | Dec 9, 2025 | | | | 2,035,452 | | | | | | | | | | | |||||||||||||||||
| | 119,080 | | | | 65.750 | | | | Dec 12, 2026 | | | | 251,259 | | | | | | | | | | | |||||||||||||||||
| | 122,004 | | | | 72.640 | | | | Dec 12, 2027 | | | | 0 | | | | | | | | | | | |||||||||||||||||
| | 132,436 | | | | 69.390 | | | | Dec 12, 2028 | | | | 0 | | | | | | | | | | | |||||||||||||||||
| | | | | | | | | | | | | | 121,344 | | 151,680 | | 8,234,378 | | 10,292,972 | | | 49,501,135 | | | ||||||||||||||||
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Total | | | 650,528 | | | | | | | | | | 4,421,705 | | | 4,087,525 | | 121,344 | | 151,680 | | 8,234,378 | | 10,292,972 | | | 49,501,135 | | | ||||||||||||
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Greg | | | 0 | | | | 36.635 | | | | Dec 12, 2021 | | | | 0 | | | 579,969 | | | | | | | | | |||||||||||||||
Braca | | | 0 | | | | 40.540 | | | | Dec 13, 2022 | | | | 0 | | | 898,687 | | | | | | | | | |||||||||||||||
| | 0 | | | | 47.590 | | | | Dec 12, 2023 | | | | 0 | | | 472,291 | | | | | | | | | ||||||||||||||||
| | 10,952 | | | | 52.460 | | | | Dec 11, 2024 | | | | 168,661 | | | | | | | | | | | |||||||||||||||||
| | 15,220 | | | | 53.150 | | | | Dec 9, 2025 | | | | 223,886 | | | | | | | | | | | |||||||||||||||||
| | 14,032 | | | | 65.750 | | | | Dec 12, 2026 | | | | 29,608 | | | | | | | | | | | |||||||||||||||||
| | 27,104 | | | | 72.640 | | | | Dec 12, 2027 | | | | 0 | | | | | | | | | | | |||||||||||||||||
| | 36,344 | | | | 69.390 | | | | Dec 12, 2028 | | | | 0 | | | | | | | | | | | |||||||||||||||||
| | | | | | | | | | | | | | 66,960 | | 83,700 | | 4,543,921 | | 5,679,902 | | | 1,978,149 | | | ||||||||||||||||
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Total | | | 103,652 | | | | | | | | | | 422,155 | | | 1,950,947 | | 66,960 | | 83,700 | | 4,543,921 | | 5,679,902 | | | 1,978,149 | | | ||||||||||||
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Teri | | | 0 | | | | 40.540 | | | | Dec 13, 2022 | | | | 0 | | | 2,138,281 | | | | | | | | | |||||||||||||||
Currie | | | 53,968 | | | | 47.590 | | | | Dec 12, 2023 | | | | 1,093,931 | | | | | | | | | | | ||||||||||||||||
| | 53,724 | | | | 52.460 | | | | Dec 11, 2024 | | | | 827,350 | | | | | | | | | | | |||||||||||||||||
| | 53,220 | | | | 53.150 | | | | Dec 9, 2025 | | | | 782,866 | | | | | | | | | | | |||||||||||||||||
| | 45,172 | | | | 65.750 | | | | Dec 12, 2026 | | | | 95,313 | | | | | | | | | | | |||||||||||||||||
| | 48,792 | | | | 72.640 | | | | Dec 12, 2027 | | | | 0 | | | | | | | | | | | |||||||||||||||||
| | 52,812 | | | | 69.390 | | | | Dec 12, 2028 | | | | 0 | | | | | | | | | | | |||||||||||||||||
| | | | | | | | | | | | | | 58,424 | | 71,652 | | 3,964,660 | | 4,862,336 | | | 3,227,320 | | | ||||||||||||||||
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Total | | | 307,688 | | | | | | | | | | 2,799,460 | | | 2,138,281 | | 58,424 | | 71,652 | | 3,964,660 | | 4,862,336 | | | 3,227,320 | | | ||||||||||||
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THE TORONTO-DOMINION BANK PROXY CIRCULAR 47
Value on Vesting or Pay-Out of Incentive Plan Awards
The table below presents details of all awards that vested in the most recently completed calendar year.
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Option-based Awards
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Share-based Awards | | |||||||||||||||||||||||||||
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Name | |
Grant Date
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Number
Vested During the Year (#) |
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Value
Vested During the Year ($) |
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Number of
Initial Units (#) |
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Number of
Units ± Performance Adjustment (1) (#) |
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Number of
Units Vested During the Year (2) (#) |
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Value Vested
During the Year ($) |
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Bharat Masrani | | Dec 11, 2014 | | | 141,668 | | | 2,398,439 | | | | | | | | | | | | | | |||||||||||
| Dec 9, 2015 | | | | | | | 79,417 | | | | 17,692 | | | | 106,152 | | | | 7,412,616 | | | ||||||||||
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Riaz Ahmed | | Dec 11, 2014 | | | 57,188 | | | 968,193 | | | | | | | | | | | | | | |||||||||||
| Dec 9, 2015 | | | | | | | 24,960 | | | | 5,560 | | | | 33,362 | | | | 2,329,679 | | | ||||||||||
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Bob Dorrance | | Dec 11, 2014 | | | 138,636 | | | 2,347,107 | | | | | | | | | | | | | | |||||||||||
| Dec 9, 2015 | | | | | | | 58,995 | | | | 13,143 | | | | 78,856 | | | | 5,506,515 | | | ||||||||||
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Greg Braca | | Dec 11, 2014 | | | 10,952 | | | 185,417 | | | | | | | | | | | | | | |||||||||||
| Dec 9, 2015 | | | | | | | 20,323 | | | | 4,527 | | | | 27,165 | | | | 1,896,911 | | | ||||||||||
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Teri Currie | | Dec 11, 2014 | | | 53,724 | | | 909,547 | | | | | | | | | | | | | | |||||||||||
| Dec 9, 2015 | | | | | | | 22,690 | | | | 5,055 | | | | 30,329 | | | | 2,117,890 | | | ||||||||||
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BANK PERFORMANCE AND EXECUTIVE COMPENSATION
Five Year TSR Comparison
The following graph compares the five fiscal year TSR for common shares to the return for the S&P/TSX Composite Index Banks and the S&P/TSX Composite Index.
Cumulative Value of a $100 Investment Assuming Reinvestment of Dividends
(at the price determined by the bank pursuant to the bank's Dividend Reinvestment Plan)
48 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Growth in Compensation Relative to Growth in Adjusted Net Income and Market Capitalization
The following graph illustrates the change in total compensation awarded to the NEOs compared to the change in adjusted net income available to common shareholders and market capitalization since 2013.
Using 2013 as a baseline, the total compensation awarded to the top five NEOs increased 9.0%, compared to growth over the same period in adjusted net income available to common shareholders of 74% and market capitalization of 52%. To provide a consistent basis of comparison over the time period, the figures for all years include the total compensation for only the top five NEOs (in 2013 and 2014 the bank voluntarily disclosed compensation for a sixth NEO; for 2016 Ms. Johnston was CFO for only a portion of the year; and for 2017 Mr. Pedersen was an officer of the bank for only a portion of the year; this additional data has been excluded). For further information on the bank's adjusted earnings, see note 1 on page 23 of this circular.
Cost of Management Ratio
The cost of management ratio expresses the total of all types of compensation awarded to the top five NEOs of the bank as a percentage of the adjusted net income available to common shareholders and of market capitalization.
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Year | |
Total NEO
Compensation ($ millions) |
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Adjusted Net
Income Available to Shareholders (1) ($ millions) |
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Cost of
Management Ratio (%) |
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Market
Capitalization ($ billions) (2) |
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Cost of
Management Ratio (%) |
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2018 | | | 39.12 | | | | 11,897 | | | | 0.33 | | | | 133.5 | | | | 0.03 | | | |||||
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2017 | | | 34.02 | | | | 10,273 | | | | 0.33 | | | | 134.9 | | | | 0.03 | | | |||||
| | | | | | | | | | | | |||||||||||||||
2016 | | | 33.29 | | | | 9,036 | | | | 0.37 | | | | 113.0 | | | | 0.03 | | | |||||
| | | | | | | | | | | |
Total compensation for the top five NEOs includes fiscal base salary, annual incentive award, share based awards, option awards, pension value and all other compensation for the executive officers named in the circular for the years indicated.
The bank is committed to providing detailed disclosure to enable shareholders to evaluate the bank's compensation plans, policies, and practices. This section of the circular provides additional information required by regulators or recommended under disclosure best practices. Included are details on employee compensation practices, material risk takers, including additional summary compensation information required by the FSB, and additional information on pension plans, termination and change of control benefits, and stock options.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 49
APPROACH TO EMPLOYEE COMPENSATION
The bank's approach to employee compensation reflects a consistent philosophy which is applicable to all TD employees, and is focused on delivering compensation that is market competitive, performance based, and promotes fair and consistent outcomes and alignment between executives and employees. To execute against this philosophy, the bank has comprehensive and well-established compensation programs, structures, and practices that are designed to deliver appropriate outcomes for all employees.
Examples of these programs and structures include:
In addition to the programs and structures noted above, the bank provides appropriate compensation outcomes at all levels through the following practices:
Additional information on TD's Approach to Compensation can be found in the bank's Corporate Responsibility Report.
All individuals who may have a material impact on the risk of the bank have been identified and, under bank policy, have a minimum 40% of variable compensation awarded as equity that vests after a minimum of three years.
Under FSB Guidelines, senior executives and groups of executives, as well as other employees whose actions could have a material impact on the risk exposure of the bank should have a significant portion of variable compensation deferred over a period of years. The purpose of the deferral is to incentivize these individuals in a manner that is consistent with the long-term performance and sustainability of the bank.
To align with the FSB Guidelines described above, the human resources and risk management teams collaborated to identify individuals across the bank who have the authority to impact the risk exposure of the bank in a material way. As a starting point, management determined that all senior executives of the bank titled senior vice president and above would be considered material risk takers. In addition, the bank considered all other individuals who, in the normal course of their daily accountabilities (and operating within the bank's Code), can make decisions which impact the risk exposure of the bank in excess of $50 million.
ADDITIONAL SUMMARY COMPENSATION INFORMATION
In 2011, the Basel Committee on Banking Supervision published Pillar 3 Disclosure Requirements for Remuneration. In addition to detailed descriptions of governance and key features of the bank's approach to executive compensation, additional quantitative information is required for senior management and material risk takers.
For the purposes of the tables below, senior management has been identified as the NEOs listed in the bank's management proxy circular in each of the years indicated, and material risk takers are the individuals identified through the process described above (excluding the NEOs). There were 195 material risk takers identified in 2018 and 199 material risk takers identified in 2017, in each case excluding the NEOs.
50 THE TORONTO-DOMINION BANK PROXY CIRCULAR
2018 Compensation Awards
The following table summarizes the value of compensation awarded to material risk takers in respect of 2017 and 2018. The value of equity compensation (share units and stock options) awarded is reported based on the expected value of the award on the date of grant.
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2017
(1)
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| | 2018 | | ||||||||||||||||
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($ millions) |
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Senior
Management |
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Material Risk
Takers |
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Senior
Management |
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Material Risk
Takers |
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Fixed Compensation |
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Salary (2) |
| | 4.9 | | | | 61.9 | | | | | 4.6 | | | | 62.5 | | | |||||
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Variable Compensation Awards |
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Cash Incentive (non-deferred) |
| | 9.7 | | | | 120.5 | | | | | 8.8 | | | | 122.8 | | | |||||
Share Units (deferred) |
| | 13.4 | | | | 101.6 | | | | | 15.1 | | | | 104.5 | | | |||||
Stock Options (deferred) |
| | 6.0 | | | | 19.7 | | | | | 8.3 | | | | 19.9 | | | |||||
Other Deferred Incentive (3) |
| | 0.0 | | | | 4.7 | | | | | 0.0 | | | | 4.6 | | | |||||
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Other |
| | | | | | | | | | | | | | |||||||||
Guaranteed Awards (4) |
| | 0.0 | | | | 0.0 | | | | | 0.0 | | | | 3.2 | | | |||||
Sign on Awards (5) |
| | 0.0 | | | | 8.1 | | | | | 0.0 | | | | 8.9 | | | |||||
Severance Paid (6) |
| | 4.6 | | | | 12.3 | | | | | 0.0 | | | | 8.3 | | | |||||
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Deferred Compensation
The following table summarizes the value of vested and unvested deferred compensation outstanding as at December 31 as well as the value of deferred compensation paid during the calendar year.
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2017
(1)
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| | 2018 (1) | | ||||||||||||||||
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($ millions) |
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Senior
Management |
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Material Risk
Takers |
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Senior
Management |
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Material Risk
Takers |
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Unvested |
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Share Units |
| | 53.5 | | | | 368.9 | | | | | 40.6 | | | | 311.1 | | | |||||
Stock Options (2) |
| | 24.0 | | | | 77.1 | | | | | 7.5 | | | | 24.8 | | | |||||
Other Deferred Incentive (3) |
| | 0.0 | | | | 9.7 | | | | | 0.0 | | | | 9.7 | | | |||||
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Vested |
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Share Units |
| | 95.4 | | | | 187.9 | | | | | 89.1 | | | | 161.8 | | | |||||
Stock Options (2) |
| | 45.5 | | | | 125.2 | | | | | 29.4 | | | | 83.9 | | | |||||
Other Deferred Incentive (3) |
| | 0.0 | | | | 0.0 | | | | | 0.0 | | | | 0.0 | | | |||||
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Paid during calendar year |
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Share Units |
| | 24.4 | | | | 189.1 | | | | | 19.3 | | | | 171.4 | | | |||||
Stock Options (2) |
| | 31.1 | | | | 28.3 | | | | | 8.3 | | | | 33.9 | | | |||||
Other Deferred Incentive (3) |
| | 0.0 | | | | 7.0 | | | | | 0.0 | | | | 4.9 | | | |||||
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THE TORONTO-DOMINION BANK PROXY CIRCULAR 51
100% of the vested and unvested awards listed in the above table are subject to either implicit adjustments (e.g., fluctuations in the stock price or changes in the PSU multiplier) and/or explicit adjustments (e.g., reduction, clawback, or forfeiture of awards).
Adjustments to Deferred Compensation
The bank's equity share unit plans include the ability for the committee to reduce the value of deferred compensation in certain circumstances, including for non-compliance with the bank's risk appetite. To support this potential reduction, at year-end, the CRO completes a look back analysis of performance over the past three years to determine if there were any material risk events that occurred that warranted such a reduction. The conclusions of this review are discussed at the joint session of the board's risk and human resources committees. Following the 2018 review, no such adjustments were made.
Executive Benefit Plan
The bank offers each of its NEOs, other than Mr. Dorrance and Mr. Braca, an unfunded executive benefit plan that includes a portion of the executives' incentive compensation. The plan is closed to new members; new executives participate in another plan. Executives who participate in this plan must comply with conduct provisions to receive full payment. This plan determines the total pension payable from all TD retirement plans in which the executive previously and currently participates. The portion not paid from a registered/qualified plan is paid as a supplemental benefit. The executives' total bank pension is determined based on the following plan provisions:
52 THE TORONTO-DOMINION BANK PROXY CIRCULAR
| | | | |
Vesting Requirements | | Five years of Executive Benefit Plan participation. | ||
| | | | |
Reduction for Early
Pension Commencement |
|
| The portion of the executive's pension provided by the Executive Benefit Plan is reduced on an actuarially equivalent basis if payments commence before age 62. | |
| | | | |
Form of Pension | | The portion of the executive's pension provided by the Executive Benefit Plan is paid for the life of the executive with 50% of the pension amount continuing to the surviving spouse after death. Other optional forms of payment are available on an actuarially equivalent basis. | ||
| | | | |
Other Considerations | | The Executive Benefit Plan is subject to conduct provisions and accrued benefits may be forfeited if violated. The conduct provisions include restrictions against certain post-employment conduct, including but not limited to the dissemination of confidential information or working on behalf of a competitor. | ||
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Pension Fund Society
The bank offers a registered defined benefit pension plan to Canadian employees to assist them in providing for their retirement. The NEOs, with the exception of Mr. Dorrance and Mr. Braca, participate in the Pension Fund Society which was closed to new members on January 30, 2009. The pension payable is part of the total pension the executive will receive from the bank and is determined based on the following plan provisions:
| | | | |
Participating NEOs | | Mr. Masrani, Mr. Ahmed, and Ms. Currie. | ||
| | | | |
Pension Formula | | 1.4% of final average earnings up to the average government limit plus 2% of final average earnings above the average government limit multiplied by years of plan membership (maximum of 35 years). | ||
| | | | |
Final Average Earnings | | The average of the best consecutive five years of salary in the last 10 years prior to retirement. | ||
| | | | |
Average Government Limit | | The average of the last five years' maximum pensionable earnings for the Canada/Quebec Pension Plan prior to retirement. | ||
| | | | |
Member Contributions | | 4.85% of salary up to the government limit plus 7.5% of salary above the government limit, up to the applicable Income Tax Act (Canada) maximum of $19,130, in 2018. All NEOs who are active participants in the plan make contributions at the maximum level. | ||
| | | | |
Retirement Age | | 63 | ||
| | | | |
Reduction for Early
Pension Commencement |
|
| Pension is reduced according to a formula based on the number of years and months the pension commences before his or her 62nd birthday. The reduction is 0.33% per month for the first four years, plus 0.45% per month for the next three years, plus 0.60% per month for each additional month. | |
| | | | |
Form of Pension | | Pensions are paid for the life of the member with 50% of the pension amount continuing to the surviving spouse after the retiree's death. Other optional forms of payment are available on an actuarially equivalent basis. | ||
| | | | |
Limit on Pension | | The annual pension is limited to the maximum set out by the Income Tax Act (Canada). For 2018, the maximum pension is $2,944 per year of membership. | ||
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TD 401(k) Retirement Plan
TD Bank, America's Most Convenient Bank®, provides a qualified 401(k) defined contribution retirement plan to U.S. employees to assist them in providing for their retirement. Contributions are based on the following plan provisions:
| | | | |
Participating NEOs | | Mr. Braca | ||
| | | | |
Provisions | | The bank makes annual core contributions to the plan based on the age and years of service of the employee. Core contributions range between 2% 6% of eligible compensation (up to a maximum of $150,000). Employees are also eligible to make salary deferral contributions into the plan and the bank matches 100% of employee deferrals on the first 3% of eligible compensation and 50% on the next 3% of eligible compensation for up to a total of 4.5%. Salary deferral contributions and employer match eligible compensation are subject to prescribed IRS annual limits. The retirement benefit payable from the plan is determined based on the member's account balance. | ||
| | | | |
Retirement Age | | 65 | ||
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THE TORONTO-DOMINION BANK PROXY CIRCULAR 53
PENSION ARRANGEMENTS FOR MR. MASRANI
Mr. Masrani's pre-CEO benefits under the Executive Benefit Plan became fixed and frozen on October 31, 2014, with offsets for government pensions and registered plan pensions to be determined upon retirement. For each year of service as CEO, Mr. Masrani will earn a flat annual pension accrual of $110,000 per year. Mr. Masrani's CEO pension accrual is inclusive of benefits under the Pension Fund Society, the government's Canada Pension Plan and is subject to a deemed accrual adjustment intended to recognize that Mr. Masrani cannot contribute in excess of registered plan limits. Mr. Masrani's total annual pension from all bank sources, inclusive of his deemed government pensions, was capped at $1.35 million at the time of his appointment as CEO. In 2018, Mr. Masrani's ability to earn credited service was revised to allow him to earn up to 35 years of credited service, consistent with other Canadian employees and executives who participate in the bank's defined benefits plans. To allow him the ability to accrue up to 35 years of pensionable service, the pension cap applicable to him was increased to $1.5 million.
ACCRUED NEO DEFINED BENEFIT PENSION OBLIGATION
The following table shows years of service, estimated pension amounts and changes in the accrued pension obligation for the NEOs from October 31, 2017 to October 31, 2018.
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Years of Credited
Service |
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Annual (Pension)
Benefit Payable |
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Accrued
Obligation at |
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2018
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2018 Non-
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Accrued
Obligation at |
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Name | |
October 31,
2018 (1) |
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At Age
65 |
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October 31,
2018 |
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At Age
65 (2) |
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October 31,
2017 (3) (4) |
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Compensatory
Change (5) |
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Compensatory
Change (6) |
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October 31,
2018 (3) (4) |
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Bharat Masrani (7) | | | 32 | | | | 34 | | | | $ | 1,070,800 | | | $ | 1,324,600 | | | $ | 15,638,700 | | | | $ | 1,596,800 | | | | $ | (390,000 | ) | | | $ | 16,845,500 | | | ||
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Riaz Ahmed | | | 22 | | | | 31 | | | | $ | 448,800 | | | $ | 611,400 | | | $ | 5,466,300 | | | | $ | 249,200 | | | | $ | 123,200 | | | | $ | 5,838,700 | | | ||
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Teri Currie (8) | | | 18 | | | | 29 | | | | $ | 381,500 | | | $ | 578,100 | | | $ | 4,284,300 | | | | $ | 236,700 | | | | $ | 19,600 | | | | $ | 4,540,600 | | | ||
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54 THE TORONTO-DOMINION BANK PROXY CIRCULAR
ACCRUED NEO DEFINED CONTRIBUTION PENSION OBLIGATION
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Name |
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Accrued
Obligation at October 31, 2017 |
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2018
Compensatory Change (1) |
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Accrued
Obligation at October 31, 2018 |
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Greg Braca (2) |
| | $759,819 | | | | $25,597 | | | | $807,851 | | | |||
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TERMINATION AND CHANGE OF CONTROL BENEFITS
Calculation of Termination Benefits
The actual amounts that a NEO would receive upon termination of employment can only be determined at the time he or she leaves the bank. There are many factors affecting the nature and the amount of any benefits provided and, as a result, actual amounts may be higher or lower than what is reported. Factors that could affect the reported amounts include the timing during the year of termination, share price and the NEO's age and years of service. For purposes of illustration, the following assumptions have been made when calculating the termination benefit and bank policies or practices in place at the time of termination for each NEO:
The amounts stated below are the incremental values of such benefits that the NEO could be entitled to for each of the termination scenarios. Negative values reflect a reduction of annual pension payable and equity forfeiture.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 55
Treatment of Termination Benefits
The following table provides an overview of the treatment of the different elements of compensation under each of the termination scenarios.
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Event | |
Resignation
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Retirement
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Termination
without Cause |
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Termination
with Cause |
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Change in
Control |
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Salary | Salary ceases | Salary ceases | Salary ceases | Salary ceases | Salary ceases | ||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | |
Incentive Compensation | Forfeited | Eligible for a pro-rated cash incentive based on time worked during the year. Must work for the full fiscal year to be eligible for an equity award | Eligible for a pro-rated cash incentive based on time worked during the year. Must work for the full fiscal year to be eligible for an equity award | Forfeited | Eligible for a pro-rated cash incentive based on time worked during the year. Must work for the full fiscal year to be eligible for an equity award | ||||||||||||||||
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Share Units (RSUs or PSUs) | Forfeited | Mature in normal course subject to compliance with conduct provisions and other plan terms | Entitled to a pro-rata share based on the number of full 12-month periods since the award date. Units mature in normal course subject to compliance with conduct provisions and other plan terms | Forfeited | Continue to vest and are paid out at the original maturity date | ||||||||||||||||
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Stock Options | Vested stock options can be exercised within 30 days | Options remain outstanding and vest in accordance with their terms, and remain exercisable until the original expiry date (1) | Vested stock options and those that vest within 90 days may be exercised within 90 days. A pro-rata share (based on the number of full 12-month periods since the award date) of unvested options will vest in normal course and be exercisable for 90 days following the vesting date | Forfeited | All stock options vest immediately upon termination and remain exercisable for 90 days following termination | ||||||||||||||||
| | | | | | | | | | | | | | | | | | | | | |
DSUs | Redeemable upon resignation | Redeemable upon retirement | Redeemable upon termination | Redeemable upon termination | Redeemable upon termination | ||||||||||||||||
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VSUs | Forfeited if resignation occurs within vesting period. If resignation occurs after vesting period, VSUs will be redeemable upon resignation | Forfeited if retirement occurs within vesting period. If retirement occurs after vesting period, VSUs will be redeemable upon retirement | Entitled to a pro-rata share based on the number of full 12-month periods since the award date, subject to compliance with conduct provisions. If termination occurs after vesting period, VSUs will be redeemable upon termination | Forfeited | All unvested VSUs vest immediately, and are redeemable upon termination | ||||||||||||||||
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Pension | Entitled to accrued pension. Executive supplemental pension is subject to conduct provisions | Entitled to accrued pension. Executive supplemental pension is subject to conduct provisions | Entitled to accrued pension. Executive supplemental pension is subject to conduct provisions | Entitled to accrued pension from registered plans. Executive supplemental pension is forfeited | Entitled to accrued pension. Executive supplemental pension is subject to conduct provisions | ||||||||||||||||
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A 'change of control' occurs when (i) outstanding voting shares of the bank represent less than 50% of the combined voting power of the new entity, (ii) there is, or is expected to be, a change of 50% or more of the directors of the bank, or (iii) the board considers that there are other circumstances where it is appropriate to apply the change of control provision. In addition, under the bank's deferred compensation plans, change of control provisions are applicable only if the executive is terminated within two years following the change of control, subject to compliance with the conduct provisions.
56 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Conduct Provisions Resulting in Forfeiture
Except for DSUs, entitlement to equity awards in all cases is subject to compliance with the conduct provisions and all other plan terms. Conduct resulting in reduction and/or forfeiture of executive portion of pension and equity includes:
In addition to the forfeiture provisions outlined above, all equity awards (including DSUs) granted after December 1, 2017 are subject to expanded clawback provisions that allow for clawback in the event of misconduct.
The following section includes prescribed disclosure under Form 51-102F5 Information Circular and Section 613 (Security Based Compensation Arrangements) of the TSX Company Manual.
Stock options are governed by the 2000 Stock Incentive Plan, which was originally approved by shareholders at the bank's 2000 annual meeting. Under the 2000 Stock Incentive Plan, stock appreciation rights and other stock-based awards (such as restricted shares) may also be awarded. However, to date, only stock options have been issued under this plan. There were also a number of stock option plans assumed as a result of the 2008 Commerce Bancorp, Inc. acquisition (collectively referred to as 'legacy plans'). Participation in the legacy plans extended to middle management and in some cases outside directors of the acquired companies. All outstanding Commerce Bancorp stock options were converted into bank stock options by adjusting both the exercise price and number of options as specified in the merger agreement. As a result, a bank common share was issued upon the exercise of an outstanding option under the legacy plans. The terms and conditions of the legacy plans remained in place until all issued and outstanding options were exercised or expired (no option exceeded a 10-year term) and no further grants of stock options were made under these plans. The final grant of stock options in the legacy plans expired in February 2018 and no stock options remain outstanding under the legacy plans. The information below applies to awards under the bank's 2000 Stock Incentive Plan.
Securities Authorized for Issuance Under the Stock Option Plans
The following table shows, as of December 31, 2018, aggregate information for the bank's 2000 Stock Incentive Plan, which is the only compensation plan under which equity securities of the bank are authorized for issuance from treasury.
The maximum percentage of common shares reserved for issuance to insiders when they exercise stock options may not exceed 10% of the common shares issued and outstanding, and the maximum percentage of common shares reserved for issuance to any one person upon the exercise of stock options may not exceed 5% of the common shares issued and outstanding which as at December 31, 2018 was 1,835,908,812.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 57
Plan Features
Currently, bank executives at the senior vice president level and above are eligible to participate in the 2000 Stock Incentive Plan. Details on the term and vesting schedule of stock options are set out in the table describing deferred compensation plans on page 35. The term of outstanding stock options under all plans do not exceed 10 years. The following table provides more details on the features of the stock option plans.
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Exercise Price | | | |
The exercise price is equal to the closing price of the bank's common shares on the TSX on the trading day immediately before the date the stock options are granted. The bank does not back date stock options.
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Stock
Appreciation Rights |
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Upon exercise of a stock appreciation right the holder receives a cash payment equal to the fair market value. This is the difference between the average of daily high and low board lot TSX trading prices of common shares on the exercise date and
the stock appreciation right exercise price (being no less than the fair market value on the trading day before the grant). Stock appreciation rights can also be granted with a stock option, in which case, the stock option is surrendered upon
exercise and the holder receives a cash payment equal to the difference between the fair market value on the exercise date and the stock option exercise price. Although the 2000 plan allows for the granting of stock appreciation rights, the bank has
not granted any to date.
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Transfer /
Assignment of Stock Options |
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| |
Stock options may be transferred by will and laws of succession. With the consent of the plan administrator and where permitted by law, stock options may be assigned to a spouse, or the participant's or spouse's personal holding corporation, trustee,
custodian, administrator, RRSP, or RRIF.
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Circumstances | | | |
Termination for Cause Stock options are forfeited. |
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Under Which an
Individual is No Longer Entitled to Participate |
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| |
Termination without Cause Stock options expire early. Vested stock options can be exercised within 90 days of termination, after which time they are forfeited. A pro-rata share of unvested options will vest in normal course and be exercisable for 90 days after the vesting date, after which time they are forfeited. |
||
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Retirement Stock options will continue with normal vesting, and remain exercisable to the original expiry date (1) . |
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Resignation Vested stock options can be exercised within 30 days, after which time they are forfeited. Unvested stock options are forfeited immediately. |
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Death or Disability All stock options vest immediately and the exercise period may be reduced, depending on the circumstances, but stock options cannot be exercised after three years following the event. |
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Other
Circumstances
The plan administrator may extend an early expiry date in limited circumstances.
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58 THE TORONTO-DOMINION BANK PROXY CIRCULAR
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Plan
Amendments |
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| Pursuant to the amendment procedure set out under the 2000 Stock Incentive Plan which was approved by shareholders at the 2007 annual meeting and amended at the 2011 annual meeting, shareholder approval is required for the following: | |||
| | (i) | an increase in the number of shares reserved under the plan; | |||
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(ii) |
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a reduction in the exercise price of an outstanding award or cancellation and re-issuance of an award under different terms which in effect results in a reduction in the exercise price of the award; |
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(iii) |
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an extension of the original stock option expiry date; |
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(iv) |
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re-introduction of non-employee directors as being eligible for new award grants under the plans; |
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(v) |
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a change that would have the effect of allowing a transfer of an award other than for normal estate planning/settlement purposes; |
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(vi) |
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any amendment to remove or to exceed the insider participation limit set forth in the "Award Grant Limitations" section of the Plan; and |
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(vii) |
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any amendment to the amendment provisions set forth in section 14. |
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Approval is required in each case, except where the amendment results from any adjustment made under the anti-dilution or conditional expiry date provisions in the plans. Beyond these material plan amendments, the board of directors may make changes to the plans (such as for administrative matters, of a drafting or clarifying nature, or to address regulatory and other developments). In setting and amending the terms of the bank's stock option plans, the HRC reviews and recommends the terms and conditions of any new plan or any change in the terms and conditions of any existing plan to the board of directors for approval. |
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Financial
Assistance to Participants |
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Under the terms of the 2000 Stock Incentive Plan, there are no loans or any other type of financial assistance provided to participants. Prior to 2009, the bank offered all Canadian employees an employee banking benefit that could be used to
purchase bank shares and assist executives in achieving share ownership requirements. The bank no longer offers such loans to any employees, and there are no outstanding loans under the program provided to NEOs.
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Dilution, Overhang and Burn Rate
The following table outlines the Dilution, Overhang and Burn Rate for the Stock Incentive Plan for the past three years as of October 31, 2018:
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Rate | |
Description
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2018 | | 2017 | | 2016 | | |||
| | | | | | | | | | |||
Dilution | | Dilution is defined as the number of stock options outstanding, divided by the number of total shares outstanding | | 0.72% | | 0.77% | | 0.83% | | |||
| | | | | | | | | | |||
Overhang | | Overhang is defined as all stock options available for issue and stock options outstanding, divided by the number of total shares outstanding | | 1.70% | | 1.85% | | 2.00% | | |||
| | | | | | | | | | |||
Burn Rate | | Burn rate is defined as the total number of stock options granted in a fiscal year, divided by the weighted average number of shares outstanding for the fiscal year | | 0.10% | | 0.11% | | 0.13% | | |||
| | | | | | | | | |
THE TORONTO-DOMINION BANK PROXY CIRCULAR 59
The following two proposals have been made by holders of common shares of the bank for consideration at the meeting. The board of directors opposes these proposals for the reasons set out after each of them.
Proposal A was submitted by Mr. John Philip Chubb of 123 19 th Street East, North Vancouver, British Columbia V7L 2Y9, for consideration at the meeting.
Proposal B was submitted by Mouvement d'éducation et de défense des actionnaires ("MÉDAC") of 82 Sherbrooke Street West, Montreal, Quebec H2X 1X3. This proposal was submitted in French and translated into English by the bank.
Proposal A
WHEREAS:
THEREFORE BE IT RESOLVED:
THE BOARD OF DIRECTORS RECOMMENDS VOTING AGAINST THE PROPOSAL FOR THE FOLLOWING REASONS:
TD believes that responsible development of our natural resources must balance environmental, social and economic considerations, and does not agree that immediately stopping or starting projects in environmentally-sensitive sectors is in the best interests of the bank or the communities in which the bank operates. Accordingly, TD is taking a balanced approach to support the transition to a low-carbon economy, by supporting conventional energy sources that fuel North America's current economic vitality, while investing in low-carbon innovation aimed at helping enable a more inclusive and sustainable tomorrow.
In 2017, we launched a set of environmental initiatives to support the transition to a low-carbon economy, which includes a target of a total of $100 billion in low-carbon lending, financing, asset management and other programs by 2030. In December 2018, we issued a progress report on these initiatives, noting that, in fiscal 2017, TD directed $22 billion in support of these programs. Financing of low-carbon energy transactions,
60 THE TORONTO-DOMINION BANK PROXY CIRCULAR
which include power generation, energy and utilities, represented 32% of the total, with much of this activity directed towards the ongoing greening of North American electricity supply and distribution. Green bond underwriting represented 34% of the total, highlighting the importance of green bonds in directing global capital flows towards the low-carbon economy. Results from the analysis of our asset management business showed a significant interest by institutional investors in companies that are contributing to the transition to a low-carbon economy, representing 20% of our 2017 low-carbon financial total.
Since 2007, the bank has been a signatory to the Equator Principles, which is a risk management framework for determining, assessing and managing environmental and social risk in projects, and is primarily intended to provide a minimum standard for due diligence and monitoring to support responsible risk decision-making for project financing. TD also applies environmental and social credit risk management procedures to credit and lending in the wholesale and commercial businesses. These procedures include assessment of TD clients' policies, procedures, and performance on material environmental and related social issues, such as air, land, and water risk, climate risk, biodiversity, stakeholder engagement, and free prior and informed consent of Indigenous peoples.
We are proud of our achievements in environmental stewardship, many of which are described in our annual Corporate Responsibility Report ("CRR"). We are the only Canadian bank listed on the Dow Jones Sustainability World Index, we have achieved Silver Class in the RobecoSAM Yearbook, which reflects the top 5% of sustainability performers in banking, and we are among 16 global banks participating in the Task Force on Climate-related Financial Disclosures ("TCFD") project, and the only bank to participate in all three pilots convened by the United Nations Environment Programme Finance Initiative (UNEP-FI). Since 2017, we have reported on our alignment with the recommendations of the TCFD project in our CRR and, in December 2018, we issued a stand-alone report summarizing our business and operational climate performance and our efforts toward implementing the TCFD recommendations.
Given the bank's programs and practices in support of the bank's balanced approach to support the transition to a low-carbon economy, and our achievements to date, we do not believe adoption of the proposal would be in the best interests of the bank and its shareholders.
For the foregoing reasons, the board of directors recommends that shareholders vote against Proposal A.
Proposal B
Compensation ratio disclosure
Be it resolved that the Bank disclose the equity ratio used by the compensation committee in determining compensation.
Arguments
Since its inception, MÉDAC has tabled proposals to ensure shareholders that the compensation of the Bank's CEO is based on the value he creates, while being reasonable and socially acceptable. One of the tools used to inform shareholders about the achievement of this objective is the compensation ratio, or the ratio between the CEO's total compensation and median employee compensation, which we call the equity ratio. Our requests and the prospect that disclosure of such information might become mandatory in the United States led the six major Canadian banks to request compensation advisor Meridian to review their practices for setting compensation, which were based among others on peer-to-peer comparisons of various businesses. While the conclusion of the Meridian study favoured the continued use of this type of horizontal analysis, it was noted that the use of the equity ratio (vertical analysis) would allow for even more informed judgment on the appropriateness of executive compensation.
Since it is reasonable to believe that your compensation committee uses the equity ratio as an information component in determining the compensation of the CEO and his senior executives, we request that the Board of Directors disclose this information in the next Management Proxy Circular. Similar to the data used to gauge whether the compensation of the CEO and his or her key employees is aligned with our financial interests, disclosure of the equity ratio allows shareholders to assess whether employee compensation is moving in the same direction as that of senior executives, given that employees other than executives also contribute to the organization's performance. This information also allows them to gauge whether the compensation paid to their management team is socially acceptable and does not adversely affect their reputation.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 61
THE BOARD OF DIRECTORS RECOMMENDS VOTING AGAINST THE PROPOSAL FOR THE FOLLOWING REASONS:
The HRC is responsible for ensuring that the bank's compensation policies at all levels of the organization are designed and administered to provide market-competitive compensation aligned with shareholder interests, incorporating business and individual performance as well as incenting behaviour consistent with the bank's risk appetite and Code of Conduct and Ethics. As part of this mandate, the HRC sets the bank's executive compensation strategy with a view to attracting, retaining and motivating high-performing executives to create sustainable value for shareholders over the long term.
Further, the HRC is accountable for certain aspects of employee total rewards, including overseeing material employee incentive plans, and pension and benefits related programs, both of which are important parts of the total rewards offering for all employees. The board and senior management recognize that the performance and engagement of all the bank's employees, whether in customer facing or support roles, will continue to be a key determinant of the bank's competitive position. Accordingly, as part of its mandate, the HRC receives periodic updates on key total rewards initiatives for front line employees, and the key processes and practices that have been established to deliver on the bank's total rewards philosophy, which includes providing programs for all employees and executives that are competitive within the market and are aligned with business and individual performance.
With a view to meeting the objectives described above for both executive and broader employee compensation, the HRC has considered the utility of incorporating a vertical pay ratio into its compensation decision-making, but has concluded that the ratio results can vary significantly based on the business mix, employee base and geographies of operations of a particular organization. Accordingly, the HRC does not consider a vertical pay ratio to be a meaningful tool and does not use it for compensation decision-making. As a result, disclosure of the ratio would not contribute to a shareholder's ability to assess the bank's approach to compensation and would not improve the bank's existing disclosure about compensation and the HRC's practices.
For the foregoing reasons, the board of directors recommends that shareholders vote against Proposal B.
MÉDAC submitted two additional proposals that it withdrew after discussions with the bank. These proposals were submitted in French and translated into English by the bank. MÉDAC requested that the bank include the text of these two proposals and the bank's responses to them in the circular.
Be it resolved that the compensation committee report, in the minutes of its annual activities, on the importance it attaches to the integration of environmental, social and governance criteria in assessing the performance of senior executives and setting their incentive compensation.
Arguments
It should be noted from the outset that the guidelines published in 2012 by the United Nations Principles for Responsible Investment (PRI) and the United Nations Global Compact specify that the use of ESG criteria can be an important factor in protecting and creating shareholder value.
These objectives could be expressed as follows: the rate of feminization of their decision-making bodies, the rate of integration of people from various socio-cultural communities, initiatives aimed at reducing paper, energy and water consumption, actions taken to ensure the sustainable employability of its various employees with respect to task automation, the various programs put forward to promote employee health and wellness, etc.
In this respect, it should be noted that companies with clear ESG guidelines typically enjoy a better reputation with their customers, adapt more easily to change, manage risks more effectively, are more innovative and are thus better equipped to develop long-term added value for their shareholders and stakeholders.
Just as there is no doubt that integrating financial objectives into the senior executive performance assessment and compensation setting process plays a vital role in the achievement of such objectives, the same approach should be followed for ESG objectives.
62 THE TORONTO-DOMINION BANK PROXY CIRCULAR
THE BANK'S RESPONSE TO THIS PROPOSAL:
As outlined elsewhere in this management proxy circular and in the bank's Corporate Responsibility Report (available at https://www.td.com/document/PDF/corporateresponsibility/2017-Final-CRR_EN.pdf) , the bank has defined ESG objectives and publicly reports results on progress against those objectives. ESG is an important component of the bank's overall strategy for delivering long-term value to shareholders and, as described in the Letter to Shareholders on page 20 of this circular, the bank is considered an industry leader regarding ESG performance and disclosure.
As also indicated in the Letter to Shareholders, the objective of the bank's executive compensation program is to reward executives for successfully executing the bank's strategy and delivering long-term value to shareholders, which requires successful execution of contributing sub-strategies dealing with a range of matters, including ESG. An executive's compensation can be impacted where such objectives are not achieved.
The bank's ESG scorecard (which is disclosed in the Corporate Responsibility Report) sets out the bank's ESG related objectives and goals across a number of key categories, including Customers, Colleagues, Community, Environment and Governance. Customer Experience is also one of the key metrics used to evaluate business performance under the Executive Compensation Plan. Performance relative to the bank's Customer Experience targets has a direct impact on the determination of year-end incentives for the CEO, the Senior Executive Team, and other executives.
The Letter to Shareholders discloses that the broader ESG metrics are also among the key indicators considered by the HRC and the board of directors in assessing the annual performance and determining the incentive compensation of the CEO, who is the senior executive ultimately responsible for the overall performance of the bank.
As indicated under Evaluating Individual Performance to Determine Individual Awards on page 34, and under Evaluating Individual Performance to Determine Individual Awards Other NEOs on page 40 of this circular, performance of other executives is assessed against its consistency with the bank's Risk Appetite Statement, Code of Conduct and Ethics and other programs and principles embedded in the bank's management system which reflect and support the achievement of the bank's ESG goals, and this assessment of performance is a key determinant of incentive outcomes under the Executive Compensation Plan. The HRC monitors the impact of failures to do so on the compensation of individual executives. These policies and programs include the reputational risk management elements of the bank's Risk Appetite Statement and related environmental risk policies; the cultural and behavioural standards and guidelines embodied in the bank's Code of Conduct and Ethics; and the human resource policies and programs which measure and support progress towards the bank's diversity goals and which underpin the bank's talent strategy.
The bank believes that the public disclosure of its ESG goals and related performance is comprehensive, and that the disclosure in the Compensation Discussion and Analysis section of this circular with respect to how ESG performance is taken into account in the determination of executive compensation is clear. The bank is acknowledged to have achieved an industry-leading position in ESG performance and disclosure while delivering peer leading Total Shareholder Return over 3, 5 and 10 year periods, and has demonstrated a commitment to continuous improvement with regard to both objectives.
Be it resolved that the Board of Directors disclose the available information required by the Task Force on Climate-related Financial Disclosures (TCFD) with respect to governance, strategy, risk management and other parameters and objectives in its next annual report.
Arguments
Last year, we tabled a similar proposal that was not submitted to a shareholder vote as a result of your commitment to consider the TCFD's recommendations in publishing your climate-related disclosures. After reviewing the various responses received by the institutions, we believe it would be useful to be able to access this information, either on the Bank's website or in its social responsibility report.
This disclosure is crucial to shareholders' investment decisions and more particularly to the millennial generation. According to data compiled by the Responsible Investment Association, the millennial generation is more sensitive to ESG factors in its investment decision making than the post-war generation. In order to properly inform investors about the Bank's shares, it would be important to
THE TORONTO-DOMINION BANK PROXY CIRCULAR 63
consolidate all this information in a well-known document that is easily accessible to the general public. Accordingly, we propose that the annual report be the primary reference tool for collecting all the information recommended by this task force.
THE BANK'S RESPONSE TO THIS PROPOSAL:
In June 2017, the Financial Stability Board published the Task Force on Climate-related Financial Disclosure ("TCFD") report outlining 11 recommendations for companies to assess and disclose management of climate-related risks and opportunities. Although these recommendations are voluntary, the bank took early action and developed a strategy to demonstrate proactive management of climate-related risks, which resulted in the bank being among the leading financial institutions globally in addressing TCFD recommendations. In addition to voluntarily complying with the recommended disclosure, the bank also decided to participate in three pilot working groups convened by the United Nations Environment Programme Finance Initiative (UNEP-FI). Through its membership in those pilots, the bank is helping to develop harmonized industry-wide approaches for climate-related scenario analysis in bank lending, investments and insurance portfolios. TD is the only bank worldwide that is participating in three TCFD pilot studies, and we are proud to be considered a leader in this area.
Since 2017, the bank has reported on climate-related risks in its Corporate Responsibility Report ("CRR"), including its alignment with the recommendations of the TCFD and in December 2018, we issued a stand-alone report (titled "Managing Climate-Related Risks and Opportunities TD's TCFD Report") summarizing our business and operational climate performance and our efforts toward implementing the TCFD recommendations. In addition to the bank's TCFD disclosure, the CRR provides substantial disclosure on the bank's environmental strategy, including with respect to climate change, the bank's environmental policy and governance structure.
To date, the bank's CRR has included disclosure in response to 10 of the 11 recommendations put forth by the TCFD. The one outstanding TCFD recommendation requests disclosure about the resilience of the bank's strategy, taking into consideration different climate-related scenarios, to the extent such information is material. The results of the three TCFD pilot studies will help inform methodologies for assessing the materiality of climate-related risks. Only one of the three pilot studies is complete, and the other two are still underway. The materiality assessment that is required for the bank to accurately respond to the impact of different climate-related scenarios on its strategy is, accordingly, still in development. Once that assessment is complete, the bank will be able to appropriately determine whether climate change risks are material to the bank which would inform appropriate disclosure for its annual report or its CRR. Until that time, the bank considers the CRR to be the appropriate document by which to disclose its alignment with the recommendations of the TCFD. The bank's 2018 CRR is scheduled to be issued in April 2019. In addition, the bank provided a high-level summary of its participation in the TCFD project on page 103 of the bank's 2018 annual report.
64 THE TORONTO-DOMINION BANK PROXY CIRCULAR
DIRECTORS' AND EXECUTIVE OFFICERS' INDEBTEDNESS AND OTHER TRANSACTIONS WITH THE BANK
Except for routine indebtedness, there is no outstanding indebtedness for any employee, executive officer or director of the bank. In addition, none of the bank's directors or executive officers had a material interest in any material transaction or proposed transaction involving the bank in the last year.
The bank has a number of policies and procedures that govern the review and approval of transactions with directors and officers. Under the bank's Code of Conduct and Ethics, officers and directors must disclose at the earliest opportunity any interest they have in an existing or proposed material contract or transaction involving the bank in which they have some influence or perceived interest. Any such disclosure by officers must be made to their managers or, in the case of the CEO or a director, to the chairman of the board. The bank's Corporate Governance Guidelines also contain procedures regarding director conflicts of interest, which are described in Schedule A Corporate Governance of this circular. Under the Bank Act and its charter, the audit committee is responsible for oversight of transactions with related parties, a group that includes directors and senior officers as defined by the Bank Act. The audit committee has established procedures that apply to a broad range of transactions with related parties, from the provision of products or services to a related party to the purchase of assets or services from a related party. In general, all transactions with related parties must be on market terms and conditions unless, in the case of banking products and services for bank officers, otherwise stipulated under approved policy guidelines that govern all employees. Any loans to directors and executive officers must also be made in accordance with the U.S. Sarbanes-Oxley Act of 2002.
DIRECTORS' AND OFFICERS' LIABILITY INSURANCE
The bank maintains a Blended Financial Lines and Executive & Professional Liability insurance program which includes a directors' and officers' liability insurance policy. This insurance provides protection for current and former directors and officers against claims alleging liability or wrongful acts while serving in their capacity as directors and officers of the bank, including its majority-held subsidiaries and entities over which the bank has a controlling influence. This insurance has a dedicated policy limit of $500 million per claim and in the aggregate for the term ending May 1, 2019. The insurance applies in circumstances where the bank does not indemnify its directors and officers for their acts or omissions. The bank pays the premiums associated with this insurance and there is no deductible for this coverage. Premiums paid by the bank relating to unindemnifiable directors' and officers' liability insurance are approximately $2 million.
The board of directors has approved the contents of this circular and its sending to the common shareholders of the bank.
Rasha
El Sissi
Vice President and Corporate Secretary
THE TORONTO-DOMINION BANK PROXY CIRCULAR 65
SCHEDULE A
CORPORATE GOVERNANCE
Our board and management believe that sound corporate governance practices contribute to the effective management of the bank and to achieving the bank's strategic and operational plans, goals and objectives.
The board's corporate governance policies, principles and practices focus on the board's responsibilities to the bank's shareholders and other relevant stakeholders and on creating long-term shareholder value. The corporate governance committee reviews them at least annually and recommends amendments to the board for consideration and approval. The board's governance framework includes the charters and key practices of the board and its committees and a set of Corporate Governance Guidelines ( www.td.com/governance ). The bank's corporate governance policies and practices comply with the Canadian Securities Administrators' National Policy 58-201 Corporate Governance Guidelines (CSA Guidelines), the rules of the TSX, and OSFI's Corporate Governance Guideline.
Although they do not all directly apply to the bank, these policies, principles and practices take into account rules of the New York Stock Exchange (NYSE) and the U.S. Securities and Exchange Commission.
Visit the bank's website for additional governance information, including:
Code of Conduct and Ethics (the Code) Disclosure Policy Director Independence Policy Proxy Access Policy Majority Voting Policy |
Position Description for Directors Position Description for the Group President and CEO Charters of the board and its committees, the chairman of the board, and the chairs of the committees. |
BOARD OF DIRECTORS
Our board is independent. Of the 14 nominees proposed for election, 13 (93%) are "independent" under the bank's Director Independence Policy ( www.td.com/governance/other_policies.jsp ) and the CSA Guidelines and are not "affiliated" under the Bank Act.
Director Independence
To be effective the board must operate independently of management. To that end, all but one of the bank's directors and all committee members are independent they are not part of management and do not have relationships with the bank that would make them personally beholden to the bank or that would otherwise interfere with the exercise of their independent judgment. Each audit committee member meets additional independence criteria under the Director Independence Policy and applicable law. Because of his position, Bharat B. Masrani, Group President and CEO, TD Bank Group, is not considered to be "independent" under the policy or the CSA Guidelines and is "affiliated" under the Bank Act.
The board has adopted a Director Independence Policy and delegated responsibility to the corporate governance committee for recommending director independence criteria and evaluating director independence at least annually and as needed for director appointments during the year.
Detailed information on director nominees proposed for election this year is provided in the "Director Nominees" section of this circular.
How the Board Determines Independence
The board has a robust process annually to evaluate director independence and to meet its goal of having a large majority of the board comprised of independent directors. Directors must complete detailed annual questionnaires about, and provide information relevant to, their individual circumstances in order for the corporate governance committee to determine their independence and, in particular, whether they have a "material relationship" with the bank that would compromise their independence. To determine if a director has a material relationship with the bank, the corporate governance committee considers all relevant facts and circumstances, including the relationship a director may have with the bank, and any relationships that their spouses, children, principal business affiliations and any other relevant individuals may have, and considers whether the director could reasonably be expected to be objective about management's recommendations and performance. The corporate governance committee particularly scrutinizes any outsourcing, consulting, legal, accounting or financial services relationships.
66 THE TORONTO-DOMINION BANK PROXY CIRCULAR
While not required to do so, the corporate governance committee also considers the director independence standards that apply to NYSE-listed U.S. domestic issuers. Except for Mr. Masrani, all director nominees would be considered independent under these NYSE standards if they applied to the bank.
In addition to the Director Independence Policy, the board has implemented the following policies and practices:
Other Directorships and Board Interlocks Policy
In addition to maintaining their independence, directors must be able to devote sufficient time to their responsibilities to TD. Board members are required to notify the Chair of the corporate governance committee of any opportunity to join another public company board prior to accepting such opportunity. Other than as members of the board of the bank or as designees of the bank on the board of directors of TD Ameritrade Holding Corporation (TD Ameritrade), no more than two board members may sit on the same public company board without the consent of the corporate governance committee. In addition, no member of the audit committee may serve on more than three public company audit committees without the consent of the corporate governance committee and the board. The only board interlock is between Mary Jo Haddad and Claude Mongeau, who are both directors of Telus Corporation as set out below:
Four of the nominees proposed for election, Mses. Karen Maidment and Irene Miller and Messrs. Brian Levitt and Bharat Masrani, are members of the board of directors of TD Ameritrade. As at December 31, 2018, the bank owns approximately 41.73% of TD Ameritrade. TD Ameritrade and the bank are party to a stockholders agreement, under which the bank has the right to designate up to five of TD Ameritrade's twelve-member board of directors depending on its ownership position in TD Ameritrade.
Chairman of the Board
The chairman of the board is Brian Levitt. Mr. Levitt has been the chairman since January 1, 2011. Shareholders may communicate directly with the chairman by email c/o TD Shareholder Relations at tdshinfo@td.com .
The chairman is responsible for facilitating the functioning of the board independently of management and for maintaining and enhancing the quality of the bank's corporate governance. The chairman's key responsibilities are set out in the bank's Charter of the Chairman of the Board ( www.td.com/governance/charters.jsp ). The chairman:
THE TORONTO-DOMINION BANK PROXY CIRCULAR 67
preparation as well as attendance and spans all of the bank's various businesses and the jurisdictions in which they are carried out.
For more information about the bank's chairman, Mr. Levitt, see the "Director Nominees" section of this circular or the bank's website at www.td.com/governance/chair.jsp .
Shareholders' Meetings
The chairman of the board is responsible for chairing and is available to answer questions at the bank's annual shareholders' meetings. Directors are expected to attend annual shareholders' meetings. Last year, all of the director nominees then standing for election attended the annual shareholders' meeting in Toronto.
BOARD MANDATE
Shareholders elect the board to oversee management and assure that the long-term interests of shareholders are advanced responsibly, including addressing, where appropriate, the concerns of the bank's other stakeholders and interested parties, including the bank's employees, customers, regulators, communities and the public.
The board's responsibilities are set out in its charter and include the following:
The board's charter is incorporated by reference into this circular and has been filed with securities regulators on www.sedar.com and www.sec.gov and is available at www.td.com/governance/charters.jsp . In addition, shareholders may promptly obtain a free copy of the board's charter by contacting TD Shareholder Relations (contact information is provided on page 86 of this circular).
Our employees and officers execute the bank's strategy under the direction of the CEO and the oversight of the board. The Bank Act requires certain important matters to be brought before the board. The board has also reserved certain other key decisions to itself. Under its charter, the board is responsible for the establishment and maintenance of policies and procedures which are effective in supporting its oversight of management and internal controls. The board has also put in place formal policies for approving material capital allocation decisions, including material business acquisitions, investments and divestitures and major outsourcing projects. In addition, the board has complete authority over the approval of certain other transactions out of the ordinary course of business and for approving the bank's financial statements prior to release to shareholders.
Strategic Planning
The board approves the strategy and business objectives of the bank and oversees their execution. This oversight includes reviewing and approving all major strategy and policy recommendations, including the bank's annual strategic plan, annual financial plan (including the capital, liquidity and funding plans), and major capital expenditures, and monitoring adequate levels of capital and liquidity. The board assesses the bank's major
68 THE TORONTO-DOMINION BANK PROXY CIRCULAR
opportunities and the risk impact of strategic decisions being contemplated, including considering whether they are within the board-approved enterprise risk appetite established for the bank and its individual business units. The board also oversees the strategic planning process and the implementation of strategic plans, and monitors performance against such plans. In addition to reviewing and discussing the bank's strategy at regular board meetings, the board annually participates in a two-day board strategy meeting.
The bank's strategy is to be the premier Canadian retail bank, a peer-leading U.S. retail bank, and a leading North American franchise-based Wholesale business.
Risk Management
The board oversees the bank's risk culture and approves and oversees frameworks and policies designed to protect the assets of the bank and its continuing viability. The board also oversees the identification and monitoring of the principal risks affecting the bank's businesses, and satisfies itself that appropriate policies, procedures and practices are in place for the effective and independent management of these risks in accordance with the bank's enterprise risk framework. The board is aided in this responsibility by its risk committee which, among other responsibilities, reviews and recommends to the board for approval the bank's enterprise risk appetite statement and satisfies itself that the bank has appropriate frameworks and policies in place to manage its key risks. In addition, the risk committee has been delegated authority to oversee the bank's crisis management, recovery and resolution plans as required by applicable regulatory requirements. See the "Managing Risk" section of the bank's 2018 MD&A for a list of the major risk types identified and the structures and processes in place to manage them.
Capital and Liquidity Oversight
The board oversees the bank's capital adequacy and management, including by annually reviewing and approving the bank's Global Capital Management Policy and the capital limits and thresholds therein. As part of this responsibility, the board is responsible for declaring dividends and approving the issuances, redemptions or repurchases of all capital, if appropriate and permitted by applicable law regulations. The board also oversees the implementation of the bank's liquidity and funding frameworks and policies and annually reviews the bank's liquidity and funding plans.
Corporate Responsibility for Environmental and Social Matters
The corporate governance committee oversees the bank's global corporate citizenship framework and reviews and assesses the bank's strategy and reporting on corporate responsibility for environmental and social matters. Each year the committee reviews the bank's Corporate Responsibility Report ( www.td.com/corporateresponsibility ) and receives periodic updates on environmental and social trends, best practices and the bank's relative performance. In addition, management reports periodically to the risk committee on the bank's approach to environmental and social risk management, including climate-related risks. The board receives periodic reports on pertinent environmental and social matters affecting the bank.
Succession Planning
The board and its human resources committee are responsible for succession planning for the senior leadership of the bank and for overseeing the bank's talent management strategy. This includes identifying potential succession candidates for the role of CEO, reviewing and approving the succession plans for senior executive positions and the heads of control functions, at least annually being satisfied that the senior leadership team is identifying potential succession candidates for other key executive roles, and monitoring development plans for those identified, as well as fostering management depth by rigorously assessing candidates for other senior positions.
Communication
The corporate governance committee must satisfy itself that the bank communicates effectively, both proactively and responsively, with shareholders, other stakeholders (such as employees, customers, regulators, and communities), and the public. The bank's Disclosure Policy ( www.td.com/governance/other_policies.jsp ) describes the bank's commitment and obligations regarding the timely, accurate and balanced disclosure of all material information to a broad audience. The corporate governance committee periodically reviews the Disclosure Policy and annually receives a report from management, including members of the disclosure committee, on the policy, the design and operation of related disclosure controls and procedures, and any disclosure issues that may have arisen in the past year.
The board or appropriate committees also review and/or approve key disclosure documents, such as the bank's quarterly and annual MD&A and financial statements, annual report, annual information form, and management proxy circular. The corporate governance committee receives an annual report on shareholder feedback on an enterprise-wide basis from management, with a primary focus on retail shareholders.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 69
Measures for Receiving Stakeholder Feedback
Shareholders may provide feedback to the bank through a number of avenues, including via email, telephone, mail and at events (such as the annual shareholders' meeting, quarterly earnings conference calls and TD investor relations' investor events). The Chief Financial Officer, the Head of Investor Relations and other officers meet regularly with investment analysts and institutional investors, in Canada and internationally. The bank also receives feedback through meetings with shareholders, including with those shareholders that are interested in the bank's approach to executive compensation, corporate governance, long-term strategic positioning and corporate responsibility for environmental and social matters. Shareholders may contact TD Shareholders Relations at tdshinfo@td.com and may also communicate directly with the bank's independent directors through the chairman of the board (contact information is provided on page 86 of this circular or visit www.td.com/investor-relations/ir-homepage/contact.jsp ).
The bank is committed to proactive, open and responsive communications with shareholders, other interested parties and the public. The bank recognizes the importance of engagement of directors with shareholders on areas core to the board's mandate and adheres to an internal guideline to support such engagement. As part of that commitment to shareholder engagement, the bank's directors periodically extend invitations to, and respond to invitations from, certain shareholders and governance stakeholders to meet to discuss the bank's approach to executive compensation, corporate governance, environmental and social matters, long-term strategic positioning and other areas of interest to shareholders core to the board's mandate. In addition, shareholders are annually provided with an opportunity to vote for or against an advisory resolution on the bank's approach to executive compensation disclosed in the "Report of the Human Resources Committee" and "Approach to Executive Compensation" sections of this circular. The board and its human resources committee will take the results of this advisory vote into account, as they consider appropriate, when considering future compensation policies, procedures and decisions. Management and the corporate governance committee also carefully consider shareholder proposals received by the bank, as well as feedback and communications from recognized governance groups in Canada, and provide regular opportunities for shareholders to communicate with management and the board. The corporate governance committee also receives reports on the results of the annual meeting of shareholders and considers commentary provided by shareholders about their voting decisions. All of these inputs guide future governance innovations.
Internal Controls and Management Information Systems
The board oversees, and monitors the integrity and effectiveness of, the bank's internal controls and management information systems. The board also oversees adherence to applicable legal, audit, compliance, regulatory, accounting and reporting requirements. Through this process the board satisfies itself that the bank's financial reporting and financial control systems are operating appropriately. Management's report on internal control over financial reporting and related information is available under the heading "Accounting Standards and Policies Controls and Procedures" in the bank's 2018 MD&A.
The bank maintains a whistleblower program, which provides employees and members of the public worldwide with an open and effective communication channel to report complaints or concerns regarding accounting, internal accounting controls or auditing matters and other ethical, legal or regulatory matters. The audit committee monitors reports regarding accounting, internal accounting controls and auditing matters. A description of the program is available at www.td.com/governance/whistleblower.jsp .
Developing the Bank's Approach to Corporate Governance
The board believes the bank's success is based on a culture of integrity which starts with the "tone at the top". As set out in its charter, the board is responsible for setting the tone for the risk, integrity and compliance culture throughout the bank. The board expects the highest level of personal and professional integrity from the CEO, other executive officers and all employees. The corporate governance committee keeps abreast of the latest regulatory requirements, emerging trends and guidance in corporate governance and updates the board on corporate governance issues, as necessary.
POSITION DESCRIPTIONS
The corporate governance committee annually reviews the board-approved written Position Description for Directors, Charter of the Chairman of the Board, and Charter for Committee Chairs and recommends amendments if required. These documents are available at www.td.com/governance/charters.jsp. The human resources committee also annually reviews and approves a written Position Description for the Group President and CEO. In addition, the human resources committee reviews the mandates applicable for all senior leadership roles (rank of or equivalent to group head or higher and other key positions as determined from time to time).
70 THE TORONTO-DOMINION BANK PROXY CIRCULAR
ORIENTATION AND CONTINUING EDUCATION
Orientation
The corporate governance committee oversees the implementation and monitors the effectiveness of an orientation program for new directors.
Our director orientation program is comprised of four components:
New directors are also offered an opportunity to visit various sites (e.g., the head office of TD Bank US Holding Company, retail branches, operations centres, trading floors).
Continuing Education
The corporate governance committee oversees continuing education for directors and is a resource for ongoing education about directors' duties and responsibilities.
Presentations are regularly made to the board on different aspects of the bank's operations, and periodically on topical areas, to assist directors in fulfilling their responsibilities. In addition to training and education for the full board, there is specialized training for committees as required or desirable. These educational presentations are made by management and in some cases by external presenters.
Directors are canvassed on specific topics, emerging trends and best practices relevant to the board as a whole or to a specific committee that they would like to learn more about. All non-management board members are expected to participate in sufficient continuing education to be effective in their roles.
The continuing education program for directors also includes:
THE TORONTO-DOMINION BANK PROXY CIRCULAR 71
The following chart summarizes the number of continuing education sessions held in fiscal 2018 and gives examples of topics to illustrate their nature.
| | | | | | |
Participant |
Total
Sessions |
|
Examples of Sessions Held
|
|||
| | | | | | |
Board of Directors | 35 |
Competitive Landscape |
Interest Rate Environment, Balance |
|||
Innovation & Technology Strategy |
Sheet Management and Liquidity | |||||
Cybersecurity |
Digital Transformation & Customer |
|||||
U.S. Business Update |
Engagement | |||||
Environmental Update |
||||||
| | | | | | |
Audit Committee | 20 (1) |
Overview of Financial Reporting |
Finance Technology Transformation, |
|||
Manual Processes & Select Key | including Data and Analytics | |||||
Controls and Procedures |
Compliance Risk Business |
|||||
Update on IFRS Changes: Financial |
Updates | |||||
Instrument Disclosures, Revenue and |
Consumer Compliance & Regulatory |
|||||
Leases | Developments | |||||
AML Demonstration & Technology Update |
||||||
| | | | | | |
Risk Committee | 24 (1) |
Cybersecurity |
Payments Update |
|||
Disruption Risk |
Third Party Risk Management, |
|||||
Evolution of Operational Risk |
including Cyber Risks | |||||
Management |
Environmental Risk Update |
|||||
| | | | | | |
Human Resources | 5 |
Colleague Compensation |
Retirement Governance |
|||
Committee |
Customer Experience Measurement |
Compensation Trends and Emerging |
||||
and Impact to Compensation | Issues | |||||
| | | | | | |
Corporate | 5 |
Global Conduct Risk Program |
Environmental and Social Matters |
|||
Governance | Update | Regular Updates | ||||
Committee |
Developments in Corporate |
Supervisory Expectations for Boards |
||||
Governance Regular Updates | of Banks | |||||
| | | | | | |
ETHICAL BUSINESS CONDUCT
As a responsible business enterprise and corporate citizen, the bank is committed to conducting its affairs to the highest standards of ethics, integrity, honesty, fairness, and professionalism at all times.
While reaching the bank's business goals is critical to its success, equally important is the way these goals are achieved. There are a number of policies and procedures in place, including the Code, the Conduct Risk Management Policy, and the Anti-Bribery and Anti-Corruption Policy, which encourage and promote a culture of ethical business conduct at the bank.
The board and its committees oversee the culture of integrity or "tone at the top" established throughout the bank, including compliance with the bank's policies and procedures for ethical personal and business conduct. The corporate governance committee receives regular reports from management discussing the various policies and governance structures that support this important oversight function.
This year, the board approved enhancements to the broader conduct risk framework, including the consolidation of oversight of conduct risk under the primary responsibility of the corporate governance committee. The corporate governance committee oversees the status and effectiveness of the bank's conduct risk management program, including receiving reports on any potential conduct risk trends.
Code of Conduct and Ethics
The Code applies at all levels of the organization, from major decisions made by the board, to day-to-day business transactions. The Code has been filed with securities regulators on www.sedar.com and www.sec.gov , and is also available to shareholders at www.td.com/governance/other_policies.jsp or by contacting TD Shareholder Relations via the contact information on page 86 of this circular.
The Code establishes the standards that govern the way directors and employees deal with each other, as well as with shareholders, customers, governments, regulators, suppliers, competitors, the media and the public at large. Within this framework, all directors, officers and employees are expected to exercise good judgment and be accountable for their actions. All directors and employees are required to review and complete training on the contents of the Code and attest to compliance with the Code annually.
The corporate governance committee annually reviews the Code and oversees monitoring compliance with the Code, including approving, where appropriate, any waiver from the Code to be granted for the benefit of
72 THE TORONTO-DOMINION BANK PROXY CIRCULAR
any director or executive officer of the bank. In fiscal 2018, there were no such waivers sought or granted. Compliance with the Code is monitored by management on an ongoing basis and material issues arising under the Code are reported to the corporate governance committee by the human resources department or the conduct risk team within compliance. An annual report is submitted by the group head responsible for HR to the corporate governance committee on the attestation process confirming compliance with the Code. Employees are encouraged to report violations immediately to TD and various internal contacts are outlined in the Code under "Reporting Violations". Employees who may be uncomfortable using these internal channels can report possible violations through the TD Whistleblower Hotline as described under "Measures for Receiving Stakeholder Feedback" above in this Schedule A. The audit committee oversees that concerns or complaints relating to questionable accounting, internal accounting controls or auditing matters are resolved in a satisfactory manner.
Insider Trading Policies
Safeguards are in place to monitor personal trading of executive officers and other officers and employees in key positions for insider trading. This monitoring is conducted by trained and experienced compliance officers who have access to records of the bank trading accounts in which these individuals hold securities. All officers and employees covered by the bank's insider trading policies are required to disclose trading accounts to the bank and ensure that such accounts are maintained in-house or at an approved financial institution. In addition, covered officers and employees (including the named executive officers listed in the Summary Compensation Table under the "2018 Performance and Compensation" section of this circular) are required to pre-clear any securities trade with the bank's compliance department. Trading in bank securities is restricted during "closed window periods" which span the period when the bank's financial results are being compiled but have not yet been released to the public. Reporting insiders, as required by law, must file insider reports via the internet-based System for Electronic Disclosure by Insiders (SEDI).
Director Conflict of Interest
Directors may not be eligible to stand for election if they have a potential or actual conflict of interest that is incompatible with service as a director. In addition to their annual questionnaires (discussed above), directors have an ongoing obligation to provide the bank with complete information on all entities in which they have a material interest, so that any potential conflicts can be identified. In general, each director is individually responsible for reporting any potential or actual conflict of interest between him or her and the bank to the corporate governance committee, and for providing the committee with any additional information it may request. The committee will determine an appropriate course of action with respect to any such director. Where a director's potential or actual conflict of interest is manageable (for example, by the director being absent for certain deliberations of the board), the director may be eligible for election and the corporate governance committee will monitor the conflict. Should a conflict become incompatible with service as a director, the director must offer his or her resignation.
BOARD COMPOSITION, DIRECTOR NOMINATIONS AND BOARD RENEWAL
Board Size
In considering board size, the board balances the competing goals of keeping the board to a size which facilitates effective discussions, while at the same time offering adequate representation to meet the competency and diversity needs of board and committee work in the context of the bank's business and operating environment.
The board is required to have a minimum of 12 directors. The exact size of the board is set by directors' resolution prior to each annual shareholders' meeting on the recommendation of the corporate governance committee. The board size may be changed by the board from time to time between annual shareholders' meetings.
Approach and Process
The board strives to be constituted of directors with the right mix of experience, expertise and perspectives to enable the board to carry out its wide-ranging responsibilities. The board balances the need for a fresh perspective with the broad experience needed to oversee a complex, multi-national banking enterprise.
The corporate governance committee recommends to the board for approval criteria for the composition of the board, regularly assesses the board's succession and renewal plans in light of such criteria, and satisfies itself that the directors of the bank, taken as a whole, have the competencies most relevant in light of the opportunities, risks and long-term strategy of the bank. In identifying individuals qualified to become candidates, the committee invites suggestions from other directors and management, and it often engages independent consultants. The chair leads the process and the CEO is included with a number of directors in the
THE TORONTO-DOMINION BANK PROXY CIRCULAR 73
interview process. The bank maintains an evergreen list of potential director candidates. The corporate governance committee regularly considers potential candidates even when the board does not have an immediate vacancy.
The corporate governance committee satisfies itself that prospective candidates fully understand the board and its committees and the contributions expected of individual directors. To make an effective contribution to the board and its committees, the corporate governance committee rigorously assesses that each prospective candidate has the personal attributes, competencies and experience to support the collective ability of the board and its committees. Upon the recommendation of the corporate governance committee, the board annually recommends the director nominees to shareholders, who may vote separately on each new director nominee at the annual shareholders' meeting. The nominees identified in the "Director Nominees" section of this circular were recommended to the board by the corporate governance committee.
In addition to other avenues for sourcing potential board candidates, from time to time the bank receives and is prepared to consider on their merits unsolicited nominations. Such nominations should be addressed to the Chairman of the Board at the address provided in the "Shareholder Inquiries" section of this circular. The Chairman will bring to the attention of the corporate governance committee any unsolicited nominations that, in the Chairman's opinion, merit further consideration by the committee.
Competencies and Skills/Experience Matrix
The board is composed of members with a broad spectrum of competencies (e.g., skills, educational backgrounds, experience and expertise from a range of industry sectors and geographies) that reflect the nature and scope of the bank's business. All of the directors have significant expertise in strategic leadership, and governance.
The corporate governance committee uses the following matrix to assess the collective skill and experience profile of the director nominees it recommends to the board and to identify areas in which more strength would be desirable taking into consideration the bank's strategy, opportunities, risk profile and overall operations:
Senior Executive/Strategic Leadership Financial Services Insurance Risk Management Talent Management & Executive Compensation Audit/Accounting Capital Markets/Treasury |
Corporate Responsibility for Environmental and Social Matters Governance Government/Public Affairs Legal/Regulatory Marketing/Brand Awareness Technology Management Operational Excellence |
On an annual basis, the corporate governance committee reviews the matrix to confirm that it continues to reflect the most relevant skill and experience competencies that the board needs to address its many responsibilities and long-term strategy of the bank. Directors annually self-assess their skills and experiences against the above listed competencies required by the board to discharge its responsibiities.
Each director nominee's key competencies are listed in the charts under the "Director Nominees" section of this circular.
Diversity
The bank is committed to diversity and inclusion at all levels of the bank's workforce as a business imperative, and the board's approach to the identification and nomination of candidates for election to the board is in keeping with that commitment.
The bank has a long history of gender diversity on the board. As set out in the bank's corporate governance guidelines, the board has set a goal that each gender comprises at least 30% of the board's independent directors. The corporate governance committee considers this goal, and other diversity criteria, when identifying and considering qualified candidates that can fill vacancies or gaps in board competencies. Women comprise 38% (5 of 13) of the bank's independent director nominees (and 36% (5 of 14) of all director nominees).
The bank takes a similar approach when identifying candidates for executive officer positions, considering both competencies and personal attributes, including gender diversity, to build the strongest leadership team for the enterprise. Currently, women comprise 25% (3 of the 12) of the positions at the executive officer level (i.e., the bank's senior executive team (SET)).
The bank also sets goals for representation of women and other groups at the bank's senior management levels. Each business within the bank monitors its respective progress against these diversity objectives on a
74 THE TORONTO-DOMINION BANK PROXY CIRCULAR
quarterly basis. The current level of women holding bank-titled vice president and above roles in Canada is 39%, and the bank is currently working towards a goal of 40% by the end of 2020. To achieve these results, the bank invests significant resources in diversity and talent initiatives to support the development and advancement of its employees.
Proxy Access Policy
Consistent with the commitment made to its shareholders in March 2017 to consider how best to give effect to an enhanced regime for proxy access for TD, the board implemented a proxy access policy in September 2017 under which qualifying shareholders may submit one or more director nominations to be included in the bank's proxy circular and form of proxy and ballot for the annual shareholders' meeting. The key elements of this policy are that: (a) nominating shareholder(s) must collectively meet an ownership threshold of 5% of the common shares of the bank; (b) common shares equal to the minimum ownership threshold must have been held by the nominating shareholder, or each member of the group, continuously for at least three years and the nominating shareholder(s) must have full voting and economic rights in the shares; (c) the nominating shareholder group may not be larger than 20 shareholders, with funds under common management generally counting as one shareholder; and (d) the number of proxy access nominees in the proxy circular for a shareholders' meeting may not exceed 20% of the board's size.
Under the terms of the proxy access policy, the bank will include the names of the person(s) nominated by shareholders in its proxy circular in a manner that clearly sets out the choices available to shareholders and the board's recommendations. The names of the proxy access nominees will also be included in the bank's form of proxy and ballot, on the same or next page as the nominees recommended by the board, separated and labeled with the board's recommendation. In addition, the bank will include a statement by the nominating shareholder(s) in the proxy circular in support of the election of the proxy access nominees of up to 500 words, plus biographical information about the proxy access nominees required to be included in the proxy circular.
The ownership threshold of 5% of common shares of the bank that is contained in the bank's proxy access policy is the minimum threshold currently permitted by the Bank Act. A lower ownership threshold of 3% of common shares is prevalent in the form of proxy access adopted by companies in the U.S. and is preferred by some of the bank's shareholders in Canada. The Department of Finance (Canada) has engaged in a consultation process with a view to updating the Bank Act. In that context, the bank made a submission (available at the following link: www.td.com/governance/proxy-access.jsp ) proposing that the proxy access framework which has been adopted by the bank be incorporated into the Bank Act, but with the 3% ownership threshold. Amendments to the corporate governance provisions of the Bank Act were not included in the priority amendments to the Act announced in March 2018. At that time, the government also announced that additional legislative amendments will be proposed that will include corporate governance, and the government extended the sunset provision in the Bank Act for an additional five years to 2023. If and when the proposed legislative changes outlined in the letter are made, TD's board of directors intends to lower the minimum ownership threshold in the bank's proxy access policy to 3% instead of 5%.
The bank was one of the first Canadian companies to adopt proxy access. The policy which has been adopted reflects the prevailing U.S. practice with the exception of the 5% threshold. As proxy access becomes more widespread in Canada, its elements may diverge from the U.S. model. The adoption by way of policy enabled the bank to put proxy access in place on a timely basis while maintaining flexibility to adapt the design of the policy to conform to legislative change and developments in Canadian practice.
The bank is aware that some shareholders would prefer to see proxy access adopted by way of a by-law approved by shareholders. The bank currently expects that, following the enactment of corporate governance changes to the Bank Act flowing from the review mentioned above, the bank will update its by-law. When this happens, the bank will give effect to the terms of its proxy access policy in its by-law.
Assessments
The board annually evaluates the effectiveness of the board and its chairman, its committees and their chairs, individual directors, and the CEO.
The corporate governance committee is responsible for establishing an effective evaluation process and engages the expertise of an independent consultant to assist in the design of the feedback surveys and to facilitate the review and consultation process. The board's approach to the feedback process is meant to be constructive and to assist the corporate governance committee in determining whether the right programs are in place for continuously improving directors' functioning and effectiveness. To provide a 360° view, in the case of the assessment of the board, the chairman of the board and the CEO, senior executive management members are asked to participate in the feedback process. The chart below outlines the feedback process.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 75
| | | | | | | | |
Annual
Assessments |
|
|
Participants
|
|
| Process | ||
| | | | | | | | |
Board Feedback | All directors and select executives |
Participants complete a comprehensive feedback survey on board effectiveness and performance. Feedback is sought on a variety of matters, including what the board could do differently, what the board's priorities should be in the coming year, execution of the bank's strategy, oversight of the bank's risk appetite, and overall effectiveness of communications between the board and senior management. Responses are submitted to the independent consultant on a confidential basis. The consultant consolidates and reviews the results with the chairman of the board to identify key themes and possible actions. The chairman leads a preliminary discussion with the corporate governance committee to review the feedback report prepared by the independent consultant and propose board priorities for the coming year to address any development opportunities highlighted by the survey results. The chairman then leads a discussion with the board on the results and proposed priorities of the board for the coming year, including whether any changes to the structure or composition of the board or its committees may be appropriate. The board priorities for the coming year are then approved by the board. |
||||||
| | | | | | | | |
Individual Director Feedback | All directors |
The chairman has one-on-one discussions with each director. The chairman first meets with each director to obtain self-assessment input and to receive feedback about the performance and any development needs of the board, its committees and peer directors. The chairman then meets with each director to provide individual feedback. |
||||||
| | | | | | | | |
Committees and Committee Chairs Feedback | All committee members |
Participants complete an assessment survey on the effectiveness and performance of the committees on which they sit and the chairs of those committees. Responses are submitted to the independent consultant on a confidential basis. The consultant consolidates and reviews the results with each committee chair. Each committee holds an effectiveness self-assessment session to share views and sets objectives to respond to any development opportunities identified in the survey results, and then reviews the results and committee-approved objectives with the board. The senior executive supporting each committee is invited to participate in a portion of the session. |
||||||
| | | | | | | | |
Chairman of the Board Feedback | All directors and select executives |
As part of a comprehensive board feedback survey, participants are asked to assess and comment on the chairman of the board's performance. Responses are submitted to the independent consultant on a confidential basis. The consultant consolidates and reviews the results with the chair of the human resources committee to identify key themes and possible objectives for the coming year. The chair of the human resources committee leads an in-camera discussion with the board (with the chairman absent) and meets with the chairman of the board to provide feedback and develop objectives for the coming year. These objectives are reviewed and recommended by the corporate governance committee and approved by the board. |
||||||
| | | | | | | | |
Chief Executive Officer Feedback | All directors and select executives |
As part of the annual board feedback survey, participants are asked to assess and comment on the CEO's performance. To aid in this assessment, all directors receive a copy of the CEO's self-assessment of performance against the goals and objectives agreed to by the CEO and the board at the beginning of the year. Responses are submitted to the independent consultant on a confidential basis. The consultant consolidates and reviews the results with the chairman of the board and the chair of the human resources committee to identify key themes and possible objectives for the coming year. The chairman of the board, together with the chair of the human resources committee, leads an in-camera discussion of the results with the human resources committee and then with the board (with the CEO absent), and meets with the CEO to provide feedback. The CEO's corporate goals and objectives, which include performance indicators and key milestones relevant to the CEO's compensation, are reviewed and recommended by the human resources committee and approved by the board. |
||||||
| | | | | | | | |
76 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Throughout the year, the corporate governance committee monitors the implementation of the action plans addressing the board priorities and each committee monitors its own activities to address the development opportunities it has identified through the assessment. The corporate governance committee also monitors how well the chairman and the other committees implement action plans against their objectives to see that they are appropriately addressed. Input from the board feedback process is also taken into account when considering the director nominees to be recommended for election at the annual shareholders' meeting.
The corporate governance committee identifies any recurring themes across committees to be dealt with at a governance level and oversees the continued improvement in board and committee processes for agenda time management, advance materials, presentations and continuing education opportunities.
Retirement Age and Term Limits
The Corporate Governance Guidelines provide that no director will serve beyond the annual meeting following his or her 75th birthday. Subject to this limit, as well as receiving solid annual performance assessments and being annually re-elected by shareholders, directors may serve on the board for up to 10 years. On the recommendation of the corporate governance committee, the board may extend that limit by up to a further five years. In exceptional circumstances, on the recommendation of the corporate governance committee, the board may extend the 15-year limit for a director by up to an additional five years. Pursuant to the Bank Act, the CEO of the bank is required to serve on the board for so long as he or she holds such office. Brian Levitt has completed 10 years of aggregate service. In light of the significant leadership and expertise that Mr. Levitt has provided to the board, the board has determined that Mr. Levitt should be eligible to be nominated for annual re-election up to his retirement limit reached at the 2022 annual meeting.
Other Considerations
All directors are expected to meet the highest ethical and fiduciary standards, apply sound judgment, be knowledgeable, inquisitive and ready to engage in constructive challenge about the issues facing the bank, and be committed to the board and the bank.
The composition of the board must meet Bank Act residence and affiliation requirements and all directors must meet the qualifications for directors set out in the Position Description for Directors ( www.td.com/governance/charters.jsp ). Non-management directors are expected to meet the standards for independence from management established pursuant to the Director Independence Policy.
The corporate governance committee also considers whether each nominee's ability to make a valuable contribution to the board, including whether they can devote sufficient time and resources to their duties as a board member. Directors must be committed to diligent attendance at board and committee meetings, and to full preparation for and participation in such meetings. If a director attends fewer than 75% of board and committee meetings during the fiscal year, the corporate governance committee will inquire into the situation and take steps to work with the director to improve attendance. Attendance is taken into consideration in the nomination process.
Election of Directors and Majority Voting Policy
If a director nominee in an uncontested election receives, from the common shares voted at the meeting in person or by proxy, a greater number of shares withheld than shares voted in favour of his or her election (i.e., the nominee is not elected by at least a majority of 50% + 1 vote), he or she must immediately tender his or her resignation to the chairman of the board. The corporate governance committee and the board will expeditiously consider the director's offer to resign. The board will accept the resignation offer unless there are exceptional circumstances, and the resignation will take effect as soon as the board accepts it. The board must make its final determination within 90 days of the relevant shareholders' meeting and promptly announce that decision (including, if applicable, the reasons for rejecting the resignation) through a news release. Any director who tenders his or her resignation pursuant to this policy will not participate in any deliberations on the resignation offer by the corporate governance committee or board. In the event any director fails to tender his or her resignation in accordance with this policy, the board will not re-nominate the director. The board is not limited in any action it may take if a director's resignation is accepted, including appointing a new director to fill the vacancy. This policy does not apply to a contested election of directors; that is, where the number of nominees, including proxy access nominees, exceeds the number of directors to be elected.
COMPENSATION GOVERNANCE
Director Compensation
The corporate governance committee reviews director compensation to satisfy itself that it is appropriate within the market and aligns directors' and shareholders' interests. The board determines the amount and form of director compensation based on the corporate governance committee's recommendation. Further information on director compensation can be found in the "Director Compensation" section of this circular.
THE TORONTO-DOMINION BANK PROXY CIRCULAR 77
Executive Compensation
The objective of the bank's executive compensation strategy is to attract, retain and motivate high performing executives to create sustainable value for shareholders over the long-term. The bank's executive compensation program is overseen by the board and its human resources committee and is fully described in the "Approach to Executive Compensation" section of this circular.
The human resources committee, with the benefit of advice from its independent advisor, Hugessen Consulting Inc., reviews and approves, or recommends to the board for approval, the salary, annual cash incentive, and equity compensation awards for certain executive officers. These include the named executive officers listed in the Summary Compensation Table in the "2018 Performance and Compensation" section of this circular, other members of the senior executive team, heads of control functions, and the 50 highest paid employees across the bank. The human resources committee also approves aggregate compensation awards under all executive compensation and equity plans, and has oversight accountability for all material employee compensation plans. The human resources committee also reviewed the executive compensation disclosure in this circular before it was approved by the board and made public. To support the objective of striving to be a market leader on governance issues, the bank has adopted certain policies and processes that align with best practices such that risk is appropriately considered in compensation plans, including:
Information on the human resources committee's independent advisor can be found in the "Independent Advisors" section of the Report of the Human Resources Committee.
CEO Compensation
The board annually assesses the CEO's performance against pre-defined goals and objectives. With the benefit of advice from its independent advisor, the human resources committee recommends the CEO's salary, annual cash incentive and equity compensation to the board for approval. The CEO's evaluation includes the results of a comprehensive 360° assessment process that incorporates feedback from all board and SET members. The assessment includes consideration of performance against the goals and objectives agreed to by Mr. Masrani and the board at the beginning of the year, as well as performance on a range of key indicators including financial, operational, customer experience, colleague and environmental, social and governance measures. For a detailed analysis of the CEO's compensation in fiscal 2018, see the "CEO Compensation" section of this circular.
78 THE TORONTO-DOMINION BANK PROXY CIRCULAR
BOARD COMMITTEES
The board has four committees: audit, corporate governance, human resources, and risk. More information on these committees can be found above in "Report of the Human Resources Committee" and below in the "Reports of the Board of Directors and Committees" sections of this Schedule A.
The board fulfills its role directly and through committees to which it delegates certain responsibilities. The composition requirements for each of the board's committees are set out in their respective charters. The board approves the composition of each committee on the recommendation of the corporate governance committee, and can remove members. In recommending appropriate membership on committees, the corporate governance committee strives to constitute each committee with directors with the right mix of experience, expertise and perspectives to enable the committee to carry out its responsibilities. Each independent director should serve on at least one committee each year. The corporate governance committee is composed of the chairman of the board and the chairs of the audit committee, risk committee and human resources committee. Each committee may conduct all or part of any meeting in the absence of management. Each committee includes such in-camera sessions on its meeting agendas. For example, the audit committee meets on its own as well as separately with each of the CEO, chief financial officer, general counsel, chief auditor, chief compliance officer, chief anti-money laundering officer, bank secrecy act officer and shareholders' auditor at each of its regularly scheduled quarterly meetings.
Each committee reviews its charters annually to satisfy itself that it is operating effectively. Each committee establishes annual objectives as a focus for its core responsibilities and activities and to help prioritize the committee's time and effort throughout the year. The committees measure progress against their objectives throughout the year. The charter for each committee is available at www.td.com/governance/charters.jsp.
REPORTS OF THE BOARD OF DIRECTORS AND COMMITTEES
The board and its committees are focused on the continued review and improvement of the bank's governance policies and procedures to be sure they meet or exceed evolving regulatory and market environments in which the bank operates. The reports of the board and its committees below are all as at October 31, 2018.
REPORT OF THE BOARD OF DIRECTORS
The board's activities are conducted in accordance with the responsibilities set out in the board's charter (see "Board Mandate" in this Schedule A for details). The board believes that it has fulfilled its responsibilities in fiscal 2018. In carrying out these responsibilities, the board, as a whole, particularly focused on the following initiatives:
Succession Planning
and Talent Development |
|
Reviewed the bank's ongoing succession planning and talent management strategy and plans behind key leadership roles. Approved key changes to the senior executive team and the bank's organization structure. Considered reports on colleague engagement and development, including results from the bank's employee experience survey. |
Strategy |
Reviewed the bank's strategic plans with management, including by evaluating the top and emerging risks facing the bank and the bank's strategy and approach to address these risks, and focusing on organic and acquisition growth opportunities, customer experience in digital, in-branch and other distribution channels, innovation platforms and technologies to support the bank's long-term strategy and the implications of the economic and political environment. Oversaw the successful acquisitions of Layer 6 and Greystone Capital Management Inc. Reviewed the bank's continuing enhancements to its technology infrastructure and capabilities, including overseeing and reviewing technology initiatives underway to improve agility, speed and cost effectiveness, as well as the technology initiatives in each of the bank's businesses. Received regular reporting, and provided input on, the bank's continuing technology transformation, including by evaluating progress on the key drivers of change, including data and analytics, cloud infrastructure, artificial intelligence and talent strategies. Reviewed the bank's "The Ready Commitment" which supports the bank's purpose to enrich the lives of its customers, communities and colleagues. |
THE TORONTO-DOMINION BANK PROXY CIRCULAR 79
Regularly engaged management in constructive dialogue regarding the impact strategic decisions could have on the bank's growth and long-term value and provided appropriate challenge and guidance to management. Provided input on the draft strategic plan and subsequently approved the bank's 2018 integrated plan, including the long-term strategic plan and the financial, capital and liquidity plans. |
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Risk Management |
Focused on the bank's risk appetite and, upon the recommendation of the risk committee, approved the bank's risk appetite statement. Reviewed the bank's enterprise-wide stress testing, including the impacts of the stress tests on the bank's capital and earnings. Reviewed the bank's cyber security program, including threat readiness and resilience and regulatory oversight and received educational updates from expert speakers. Received an update on environmental risks and the bank's support for the transition to a low-carbon economy. Approved enhancements to the broader conduct risk framework, including the consolidation of oversight of conduct risk under the primary responsibility of the corporate governance committee. Received regular reporting from the corporate governance committee on its oversight of the bank's conduct risk program. |
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Financial Reporting |
On the recommendation of the audit committee, approved the bank's interim and annual consolidated financial statements, accompanying management's discussion and analysis, and earnings news releases on quarterly and annual results. |
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Operations |
Considered the risks facing the bank's various businesses as part of the regular reporting by the bank's business leaders, and oversaw the operations of the bank's businesses in light of the board-approved strategic plan. Focused on the continued progress of initiatives to reduce costs and manage expenses in a sustainable manner and to achieve greater operational and project delivery excellence. |
The reports of the board's committees, outlining their key charter responsibilities and highlighting their key activities and accomplishments for fiscal 2018, are provided in this circular. Detailed disclosure of the bank's corporate governance policies and practices are set out above in this Schedule A. Additional information relating to corporate governance at the bank is also available at www.td.com/governance .
REPORT OF THE CORPORATE GOVERNANCE COMMITTEE
Committee Members (at fiscal year-end)
Brian M. Levitt (chair); William E. Bennett; Karen E. Maidment; and Alan N. MacGibbon
Independence
The committee is composed entirely of independent directors |
Meetings
5 during fiscal 2018 |
Charter Review
The committee reviewed its charter and is satisfied that it has fulfilled its responsibilities for fiscal 2018 |
Responsibilities
The corporate governance committee, chaired by the chairman of the board, is responsible for fostering a healthy governance culture at the bank and for developing and enhancing the bank's corporate governance practices and standards. The committee's main responsibilities, as set out in its charter, include:
80 THE TORONTO-DOMINION BANK PROXY CIRCULAR
The committee meets regularly without management present and separately with the general counsel.
2018 Highlights
In carrying out its responsibilities, the committee particularly focused on the following initiatives to further improve the bank's governance practices and standards:
Board and
Committee Composition |
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As part of its ongoing oversight of board succession and renewal, continued to address board and committee composition, director recruitment and continuing education. Considered an update on director succession, including a review of director tenure practices and other planning considerations. Reviewed the director skills/experience matrix to satisfy itself that it continues to reflect the most relevant skills, experiences and competencies. |
Shareholder
Engagement |
Continued to lead the board in meetings with shareholders on matters core to the board's mandate. Received management's reports on the bank's engagement activities with shareholders related to various corporate governance and corporate responsibility matters. Received a report on rising investor interest in ESG (environmental, social and governance). |
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Governance
Developments |
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Approved enhancements to governance policies and practices in keeping with the goal of continually improving board effectiveness and efficiency. Received reports on evolving regulatory practices and legislative changes, including board diversity practices, impacting the bank's governance policies. |
Oversight of
Conduct Risk and Ethical Behaviour |
Received regular updates from the bank's chief compliance officer on the status and effectiveness of the conduct risk program including information on any potential conduct risk trends. Oversaw the TD Ombudsman's Office and considered key themes for Canadian customer complaints escalated to the TD Ombudsman and external complaints bodies. |
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Regulatory
Requirements and Supervisory Expectations for Boards of Directors |
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Considered the manner in which the board and each of its committees meets the oversight expectations of the bank's regulators and supervisory authorities with a view to ensuring that those expectations are met. |
Subsidiary
Governance |
Reviewed the linkages between the bank's board and the boards of directors of the bank's U.S. bank holding companies and the bank's U.S. banking subsidiaries. Received information from an independent assessment with respect to benchmarking of the subsidiary governance program's effectiveness. |
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Corporate
Responsibility for Environmental and Social Matters |
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Reviewed the bank's annual Corporate Responsibility Report with management focusing on enhanced disclosures on environmental and social issues. Received management's presentation on international ESG trends, including the bank's disclosures in alignment with the recommendations of the Financial Stability Board's Task Force on Climate-related Financial Disclosures. Received briefings on the development and launch of the bank's "The Ready Commitment" including the bank's involvement in contributing to sustainable development goals and community giving. |
THE TORONTO-DOMINION BANK PROXY CIRCULAR 81
REPORT OF THE AUDIT COMMITTEE
Committee Members (at fiscal year-end)
Alan N. MacGibbon* (chair); William E. Bennett*; Brian C. Ferguson*; Jean-René Halde; Claude Mongeau*; and Irene R. Miller* (* audit committee financial experts )
Independence
The committee is composed entirely of independent directors |
Meetings
9 during fiscal 2018 (including 2 joint sessions with the risk committee) |
Charter Review
The committee reviewed its charter and is satisfied that it has fulfilled its responsibilities for fiscal 2018 |
Responsibilities
The audit committee is responsible for supervising the quality and integrity of the bank's financial reporting, which includes overseeing the integrity of the bank's financial controls and the effectiveness of the internal and external audit functions, and compliance requirements. Members of the committee are expected to be financially literate or willing and able to acquire knowledge quickly, and at least one member must be an audit committee financial expert, as defined in applicable regulatory requirements. The committee's main responsibilities, as set out in its charter, include:
The committee meets regularly without members of management present, and separately with each of the shareholders' auditor, the chief executive officer, the chief financial officer, the general counsel, the chief auditor, the chief compliance officer, the chief anti-money laundering officer and the bank secrecy act officer.
2018 Highlights
In carrying out its responsibilities, the committee particularly focused on the following initiatives:
Oversight of
Internal Controls |
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Reviewed information with respect to testing of internal controls over financial reporting and the results thereof, and monitored key internal control issues, the associated risks, and the status of corrective actions. Received regular updates from the finance function on select key controls and processes to satisfy itself that financial reporting is reliable and accurate. Reviewed the opinion of the chief compliance officer on the adequacy of, adherence to, and effectiveness of enterprise-wide regulatory controls. Received updates from the internal audit, finance, compliance and global anti-money laundering functions to satisfy itself that there are adequate resources with experience and knowledge in each of the key oversight functions, as well as appropriate succession planning for all key resources. Received regular updates from the bank's chief auditor on the status of major project audits, effectiveness and optimization of key controls, emerging risks, and enterprise-wide themes. Reviewed and approved the annual audit plan, including the risk assessment methodology to satisfy itself that the plan is appropriate, risk-based and addresses all the relevant activities and significant risks over a measurable cycle and is aligned to the strategic priorities of the bank. |
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Oversight of
Shareholders' Auditor |
Oversaw the work of the shareholders' auditor including review of audit plans, associated fees and their work related to areas of significant audit risk including the bank's adoption of International Financial Reporting Standards (IFRS) 9, Financial Instruments. Conducted an annual and periodic comprehensive review of the shareholders' auditor, including in respect of: the auditor's independence, objectivity and professional skepticism; quality of the engagement team, quality of the communications and interactions with the auditor; and quality of service provided. The Committee concluded that the results of the annual and periodic comprehensive review of Ernst & Young LLP (EY) were satisfactory. Received updates on the action plans resulting from the annual and periodic comprehensive review, including updates on the audit quality indicators incorporated into the 2018 auditor assessment report. Oversaw the bank's audit partner rotation process including review of rotation requirements and assessment of proposed candidates and approved candidates for lead engagement and key partners of future EY audits, subject to EY's continuing performance and shareholder approval of EY's appointment. Reviewed the annual independence report of the shareholders' auditor and recommended to the board for recommendation to the shareholders the appointment of the shareholders' auditor. Reviewed the annual Canadian Public Accountability Board (CPAB) Audit Quality Insights Report 2018 Fall Inspections Results. Pre-approved all engagements with EY (including any audit and non-audit services). Reviewed updates from the shareholders' auditor on auditing and regulatory developments globally affecting auditors and their impact on the bank, including the new auditing standards to enhance the auditor's report. |
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Finance and IFRS,
Financial Reporting |
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Oversaw the bank's annual and quarterly financial reporting process, including the bank's reporting under IFRS. Received regular updates from the finance function on the bank's significant judgments in accounting policies and estimates, as well as education sessions on various financial reporting matters and accounting changes including IFRS 15, Revenue from Contracts with Customers and IFRS 16, Leases. Oversaw the bank's IFRS 9, Financial Instruments Program implementation with respect to new processes and controls, evolving disclosures, and industry and regulatory updates. |
Compliance |
Received updates on consumer protection compliance, including regulatory developments in Canada and the U.S. Reviewed information with respect to compliance testing and monitoring issues, regulatory examinations, and ongoing regulatory updates. Received regular updates from the bank's chief compliance officer and compliance unit executives on the effectiveness of key regulatory controls, emerging risks, significant regulatory changes, and key regulatory issues. Reviewed information with respect to the bank's Volcker Compliance Program including effectiveness reports by Internal Audit and Compliance. Provided effective challenge on the approach and methodology of assessing compliance department effectiveness and developing the compliance department's annual plan, and reviewed and approved the compliance department's annual plan. |
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Anti-Money
Laundering/ Terrorist Financing |
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Reviewed and approved the bank's global anti-money laundering (AML) department's annual plan, including the bank's global AML strategic priorities. Received regular updates from the bank's chief anti-money laundering officer and bank secrecy act officer, as well as education sessions, on the status of key technology upgrades to enhance operational efficiencies. Oversaw the execution of the bank's global anti-money laundering/anti-terrorist financing (ATF) programs, including economic sanctions requirements, including by reviewing regular reports by the chief anti-money laundering officer and bank secrecy act officer on the design, operation and status of key initiatives of the AML/ATF program and updates on regulatory amendments. Received education sessions on various AML activities, including an on-site AML demonstration and technology update. |
For further information on the audit committee, see the discussion under the heading "Pre-Approval Policies and Shareholders' Auditor Service Fees" in the bank's 2018 annual information form ( www.sedar.com or www.td.com/investor/other.jsp ).
THE TORONTO-DOMINION BANK PROXY CIRCULAR 83
REPORT OF THE RISK COMMITTEE
Committee Members (at fiscal year-end)
William E. Bennett (chair); Amy W. Brinkley; Colleen A. Goggins; David E. Kepler; Alan N. MacGibbon; and Karen E. Maidment
Independence
The committee is composed entirely of independent directors |
Meetings
10 during fiscal 2018 (including 2 joint sessions with the audit committee and 1 joint session with the human resources committee). |
Charter Review
The committee reviewed its charter and is satisfied that it has fulfilled its responsibilities for fiscal 2018. |
Responsibilities
The risk committee is responsible for overseeing the management of the bank's risk profile and approving enterprise-wide risk management frameworks and policies that support compliance with the bank's risk appetite and reinforce the bank's risk culture. The committee's main responsibilities, as set out in its charter, include:
The committee meets regularly without members of management present, and separately with each of the chief executive officer and the chief risk officer without other members of management present. The committee, together with the full board of directors, remains focused on providing strategic counsel and fostering substantive dialogue with management on risk matters.
2018 Highlights
In carrying out its responsibilities, the committee particularly focused on the following initiatives:
Enterprise Risk
Framework and Risk Appetite Process |
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Reviewed and approved the bank's ERF, which continues to further integrate TD's risk appetite statement across the enterprise, and enhance the bank's risk culture and organizational understanding of how the bank views risk, its risk tolerances and escalation requirements. Reviewed and provided input throughout the year on the updates and proposed enhancements to the bank's risk appetite statement prior to recommending the revised risk appetite statement to the board for approval. Reviewed Risk Management's assessment of the bank's risk performance against the risk appetite statement as a key consideration in the decision making process for senior management compensation. Oversaw the further enhancement of risk frameworks for the bank's major risk categories. |
Governance, Risk
and Control |
Engaged in comprehensive presentations on cybersecurity, including updates on the evolving threat landscape, application security, with particular focus on TD's critical digital assets, and enhancements to controls, incident response and resiliency capabilities. Reviewed and approved the bank's recovery and resolution plans and received reporting on related testing activities. Received reports and engaged in discussions with executives from each of the bank's primary business segments covering management's oversight of key risks, challenges and mitigating actions. Reviewed management updates on technology risk, environmental risk, and third party risk management. |
84 THE TORONTO-DOMINION BANK PROXY CIRCULAR
Emerging Risk |
Reviewed emerging risk updates in enterprise risk dashboard reporting. Participated in an educational session led by a third-party professional services firm to promote awareness and discussion around disruption risk. |
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Risk Culture |
Continued focus on ensuring the bank supports a culture which promotes accountability, escalating and promptly resolving issues, learns from past experiences, and encourages open communication and transparency on all aspects of risk taking. |
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Risk
Management Activities |
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Reviewed presentations on risk management activities, including reports on compliance with risk management policies and limits, the internal capital adequacy assessment process, the results of enterprise stress testing to identify and assess bank specific risks, inform risk tolerances and support strategic decisions, and an in-depth review of the bank's credit portfolio. Received management presentations on issues of specific relevance, such as payments, real estate secured lending and disruption risk. Oversaw Treasury and Balance Sheet Management non-trading market and liquidity risks and related activities. Assessed the adequacy of Risk Management's annual budget and resource plan, and the effectiveness of the function. Assessed the effectiveness of the chief risk officer and approved his mandate. |
Risk
Management Reports |
Reviewed the quarterly enterprise risk dashboards, which include reporting on the bank's top and emerging risks and performance against risk appetite. Received updates on the management of and significant exposures relating to the bank's major risk categories, and other topical updates. |
THE TORONTO-DOMINION BANK PROXY CIRCULAR 85
For information on voting your common shares at the meeting, see the "Voting Information" section in this circular. For other inquiries, see the contact information set out below.
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If you: | | And your inquiry relates to: | | Please contact: | ||||
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Are a
registered
shareholder (your name appears on your TD share certificate) |
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| Missing dividends, lost share certificates, estate questions, address changes to the share register, dividend bank account changes, the dividend reinvestment plan, eliminating duplicate mailings of shareholder materials, or stopping (or resuming) receiving annual and quarterly reports |
Transfer Agent
AST Trust Company (Canada) P.O. Box 700, Station B Montreal, Quebec H3B 3K3 1-800-387-0825 (Canada or U.S. only) or 416-682-3860 Facsimile: (for general inquiries) 1-888-249-6189 or (for sending proxies) 416-368-2502 or (toll free Canada or U.S. only) 1-866-781-3111 Email: inquiries@astfinancial.com or www.astfinancial.com/ca-en |
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Hold your TD shares
through the Direct Registration System in the United States |
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| Missing dividends, lost share certificates, estate questions, address changes to the share register, eliminating duplicate mailings of shareholder materials, or stopping (or resuming) receiving annual and quarterly reports |
Co-Transfer Agent and Registrar
Computershare P.O. Box 505000 Louisville, KY 40233 or 462 South 4th Street, Suite 1600 Louisville, KY 40202 1-866-233-4836 TDD for hearing impaired: 1-800-231-5469 Shareholders outside of U.S.: 201-680-6578 TDD shareholders outside of U.S.: 201-680-6610 www.computershare.com/investor |
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Beneficially own TD shares that are held in the name of an intermediary | | Your TD shares, including questions regarding the dividend reinvestment plan and mailings of shareholder materials | Your intermediary | |||||
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Annual and Quarterly Reports and Voting Results
Beneficial owners who wish to have quarterly financial statements of the bank for the next year delivered to them must complete and return the enclosed Request for Quarterly Reports; registered shareholders must mark the box identified as "Request for Quarterly Reports" on the enclosed form of proxy. To access the bank's quarterly reports to shareholders as soon as they are released, please go to the Investor Relations section of the bank's website on the day of release (www.td.com/investor/qr_2019.jsp) . Registered shareholders may cease to receive the bank's annual reports, containing the bank's annual financial statements and annual MD&A, by marking the annual report waiver box at the bottom of the form of proxy. You will not receive an annual report if you mark the annual report waiver box at the bottom of the form of proxy; otherwise, the annual report will continue to be sent to you. If you previously elected not to receive annual reports and wish to resume their receipt, please contact AST Trust Company (Canada), the bank's transfer agent, at the address noted above.
If you wish to view a copy of the voting results from the meeting, you may find them on the bank's website (www.td.com/investor-relations/ir-homepage/annual-meetings/2019/index.jsp) or on www.sedar.com or www.sec.gov . You may also contact TD Shareholder Relations for a printed copy to be mailed to you.
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For all other shareholder inquiries: | | To communicate directly with independent directors: | ||
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Please contact TD Shareholder Relations,
By phone at 416-944-6367 or 1-866-756-8936
By mail to:
The Toronto-Dominion Bank
By email to tdshinfo@td.com |
You may contact the independent directors through the Chairman of the Board,
By mail to:
Mr. Brian M. Levitt
By email c/o TD Shareholder Relations to
tdshinfo@td.com
Emails addressed to Mr. Levitt expressing an interest in communicating directly with the independent directors via the chairman will be communicated to Mr. Levitt. |
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86 THE TORONTO-DOMINION BANK PROXY CIRCULAR
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Exhibit 99.2
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THE TORONTO-DOMINION BANK FORM OF PROXY COMMON SHARES Annual Meeting of Common Shareholders April 4, 2019 |
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NOTES TO PROXY FORM
This Proxy is solicited by and on behalf of management of The Toronto-Dominion Bank. |
The undersigned holder of common shares of THE TORONTO-DOMINION BANK hereby appoints BRIAN M. LEVITT , Chairman of the Board, or failing him, BHARAT B. MASRANI , Group President and Chief Executive Officer, or instead of either of them,
............................................................................................ as proxyholder of the undersigned, with full power of substitution, to attend, vote and otherwise act for and in the name of and on behalf of the undersigned in respect of all matters that may come before the ANNUAL MEETING OF COMMON SHAREHOLDERS OF THE TORONTO-DOMINION BANK (THE MEETING) TO BE HELD ON THE 4 th DAY OF APRIL 2019 and any adjournment(s) or postponement(s) thereof.
The said proxyholder is hereby specifically directed to vote for or against, to withhold from voting, or to abstain from voting as indicated below:
The Directors recommend Shareholders vote FOR the matters below. Unless otherwise specified, the proxyholders designated by management in this Form of Proxy intend to vote FOR:
The Directors recommend Shareholders vote AGAINST the matters below. Unless otherwise specified, the proxyholders designated by management in this Form of Proxy intend to vote AGAINST:
Vote for | Vote against | Abstain from voting | ||||||||||
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Shareholder Proposal A |
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5. | Shareholder Proposal B | ¨ | ¨ | ¨ |
The Shareholder Proposals are set out in the accompanying Management Proxy Circular.
Date Shareholder's Signature
Note: A space has been designated for a date. If it is not dated in the space, this Proxy is deemed to bear the date on which it was mailed to the Shareholder.
Request for Quarterly Reports
Annual Report Waiver
To Consent to E-Delivery of Bank Shareholder Materials
Go to https://ca.astfinancial.com/edelivery, select The Toronto-Dominion Bank, complete the form and click on the "submit" button.
Please see the notes on the reverse side, which are part of this Proxy.
The Toronto-Dominion Bank Electronic Voting Instructions Available 24 hours a day, 7 days a week! Instead of mailing your proxy, you may choose one of the voting methods outlined below to vote your proxy. VALIDATION DETAILS ARE LOCATED BELOW IN THE TITLE BAR. Proxies submitted by the Internet or telephone must be received by 9:30 a.m., Eastern Time, on April 3, 2019. Vote by Internet Go to www.investorvote.com/TDM Or scan the QR code with your smartphone Follow the steps outlined on the secure website Using a black ink pen, mark your votes with an X as shown in To ensure your vote is counted, proxies must be received by Computershare by 9:30 a.m. (Eastern) on April 3, 2019. this example. Please do not write outside the designated areas. q IF YOU HAVE NOT VOTED VIA THE INTERNET, FOLD ALONG THE PERFORATION, DETACH AND RETURN THE BOTTOM PORTION IN THE ENCLOSED ENVELOPE. q A Proposals The Directors recommend Shareholders vote FOR the election of each director, FOR the appointment of the auditor, and FOR in an advisory capacity, the approach to executive compensation disclosed in the Management Proxy Circular. + 1. Election of Directors: For For For Withhold Withhold Withhold 01 - William E. Bennett 02 - Amy W. Brinkley 03 - Brian C. Ferguson 04 - Colleen A. Goggins 05 - Mary Jo Haddad 06 - Jean-René Halde 07 - David E. Kepler 08 - Brian M. Levitt 09 - Alan N. MacGibbon 10 - Karen E. Maidment 11 - Bharat B. Masrani 12 - Irene R. Miller 13 - Nadir H. Mohamed 14 - Claude Mongeau For Withhold For Against 2. Appointment of Auditor named in the Management Proxy Circular 3. Approach to executive compensation disclosed in the Report of the Human Resources Committee and Approach to Executive Compensation sections of the Management Proxy Circular *ADVISORY VOTE* The Directors recommend Shareholders vote AGAINST the shareholder proposals. ForAgainst Abstain ForAgainst Abstain The Shareholder Proposals are set out in the accompanying Management Proxy Circular. 4. Shareholder Proposal A 5. Shareholder Proposal B + 1 U P X 02Z42B Annual Meeting Proxy Card X IMPORTANT ANNUAL MEETING INFORMATION
. A Shareholder has the right to appoint a person other than those designated below to represent the Shareholder at the Meeting by inserting the name of such other person in the space provided below, or by completing another legal Form of Proxy. Subject to the provisions of the Bank Act (Canada), the shares represented by this Proxy will be voted FOR or AGAINST, or WITHHELD or ABSTAINED from voting, in accordance with the instructions given herein. If a Shareholder specifies a choice with respect to any matter to be acted on, the Shareholders shares will be voted accordingly. This Proxy confers authority to the proxyholder to vote as he or she feels fit in respect of each matter set forth in this Proxy if no choice is specified, and to vote in his or her discretion in respect of any amendments or variations to the matters listed in this Proxy or other matters that may properly come before the Meeting and any adjournment(s) or postponement(s) thereof. Unless otherwise specified, the proxyholders designated by management in this Proxy intend to vote FOR the election of each director, FOR the appointment of the auditor, FOR the approach to executive compensation disclosed in the Report of the Human Resources Committee and Approach to Executive Compensation sections of the Management Proxy Circular (advisory vote), and AGAINST each of the shareholder proposals set out in items 4 and 5 on the reverse side. This Form of Proxy should be read in conjunction with the Management Proxy Circular. This Proxy is solicited on behalf of management of The Toronto-Dominion Bank. PLEASE COMPLETE AND RETURN IN THE ENVELOPE PROVIDED OR FAX TO COMPUTERSHARE AT 1-866-405-9259 **REQUEST FOR QUARTERLY REPORTS The Toronto-Dominion Bank's Quarterly Reports to Shareholders are available at www.td.com/investor on the day they are released, but if you wish to receive a hard copy of quarterly reports for the next year by mail, please mark the box below. If you do not mark the box and return this form, you will NOT receive a hard copy of these reports by mail. **ANNUAL REPORT WAIVER Mark the box below if you do NOT want to receive a hard copy of the Annual Report containing the Annual Financial Statements and accompanying Managements Discussion and Analysis. If you do not mark the box, you will continue to receive a hard copy of the Annual Report by mail. Shares cannot be voted, either in person or by proxy, if they are held in contravention of the Bank Act (Canada). Restrictions on ownership are described in the Management Proxy Circular. q IF YOU HAVE NOT VOTED VIA THE INTERNET, FOLD ALONG THE PERFORATION, DETACH AND RETURN THE BOTTOM PORTION IN THE ENCLOSED ENVELOPE. q Proxy THE TORONTO-DOMINION BANK + FORM OF PROXY - COMMON SHARES Annual Meeting of Common Shareholders April 4, 2019 The undersigned holder of common shares of THE TORONTO-DOMINION BANK hereby appoints BRIAN M. LEVITT, Chairman of the Board of The Toronto-Dominion Bank, or failing him, BHARAT B. MASRANI, Group President and Chief Executive Officer of The Toronto-Dominion Bank, or instead of either of them, as proxyholder of the undersigned, with full power of substitution, to attend, vote and otherwise act for and in the name of and on behalf of the undersigned in respect of all matters that may come before the ANNUAL MEETING OF COMMON SHAREHOLDERS OF THE TORONTO-DOMINION BANK TO BE HELD ON THE 4TH DAY OF APRIL, 2019 and any adjournment(s) and postponement(s) thereof. The said proxyholder is hereby specifically directed to vote, for or against, to withhold from voting or abstain from voting as indicated on the reverse side: If a Shareholder marks the ABSTAIN box, the Shareholder is directing its proxyholder to ABSTAIN from voting FOR or AGAINST that item. An abstention will be counted as present for quorum purposes but will not be counted as a vote cast in determining whether the requisite majority of votes cast has approved the proposal. The number of abstentions will be tabulated in the voting results. **Request for Quarterly Reports (See above for details) **Annual Report Waiver (See above for details) B Non-Voting Items Change of Address Please print new address below. Comments Please print your comments below. C Authorized Signatures This section must be completed for your vote to be counted. Date and Sign Below Please sign as name appears hereon. Joint owners should each sign. When signing as attorney, executor, administrator, trustee or guardian, please give full title as such. Note: A space has been designated for a date. If it is not dated in the space, this Proxy is deemed to bear the date on which it was mailed to the Shareholder. Date (mm/dd/yyyy) Please print date below. Signature 1 Please keep signature within the box. Signature 2 Please keep signature within the box. + IF VOTING BY MAIL, YOU MUST COMPLETE SECTIONS A - C ON BOTH SIDES OF THIS CARD.
The Board of Directors of The Toronto-Dominion Bank
Board Charter
~ ~ Supervising the Management of the Business and Affairs of the Bank ~ ~
Main Responsibilities:
We provide the supervision necessary for:
Independence is Key:
We understand that the Board of Directors must be independent of the management of the Bank. To ensure that this is the case, we have implemented the following practices:
We know independence requires more than these practices it requires preparation for meetings, understanding the issues, strength of character, integrity and an inquiring mind.
Our Composition
The number of directors will be as provided for in the Bank's By-laws from time to time and will comply with the Board composition provisions set out in the Bank's Corporate Governance Guidelines. Each director shall possess the qualities set out in the Position Description for Directors.
The Board will create Committees from time to time and delegate certain functions to them as set out in their respective Charters. The Committee Charters will be reviewed on a regular basis and updated and amended as often as needed to respond to the evolving regulatory and market environments in which the Bank operates.
Independent Functioning of Board and Committees
The Board is responsible for establishing the appropriate policies and procedures to enable the Board, its Committees and individual directors to function independently of management. The Board and each Committee may retain and terminate independent professionals and each has the sole authority to approve fees payable to an independent professional. Any director may retain and terminate an independent professional with the prior approval of the Corporate Governance Committee.
Each Committee and the Board may conduct all or part of any meeting in the absence of management, and should include such a session on the agenda for each regularly scheduled meeting. Each director may request such a Committee or Board meeting or reserved agenda item by contacting the applicable chair.
In the event the Board is constituted with one or more non-management non-independent directors, any independent director may request the non-management non-independent directors to be excluded from any such session, and the Board will conduct at least one such session a year in the absence of management and the non-management non-independent directors.
Meetings
The Board will meet at least four times per year as required by the Bank Act (Canada), which meetings will be scheduled by the Chairman of the Board in conjunction with the Chief Executive Officer and the Corporate Secretary. For regularly scheduled meetings, an agenda for each Board meeting and other documents for consideration are provided to all directors about one week in advance of each meeting. For special meetings of the Board, best efforts will be made to distribute materials to the directors as far in advance as practicable. Supplemental materials may be provided to directors at, or prior to, the commencement of each meeting.
The Board will meet with the Office of the Superintendent of Financial Institutions Canada ("OSFI") to review and discuss the results of OSFI's annual supervisory examination of the Bank (unless OSFI directs otherwise).
A Committee may invite to its meetings any director, member of management of the Bank or such other persons as it deems appropriate in order to carry out its responsibilities. A Committee may also exclude from its meetings any persons it deems appropriate in order to carry out its responsibilities.
Specific Duties and Responsibilities
The Board fulfills its role directly and through the Committees to which it delegates certain responsibilities, in whole or in part, with ongoing reporting by the Committees to the Board. In this context, the Board is responsible for the following specific duties:
" Tone at the Top"
Setting the tone for the risk, integrity and compliance culture throughout the Bank and, in that regard, expects the highest level of personal and professional integrity from the Chief Executive Officer, other executive officers and all employees of the Bank. The Board also oversees the establishment of such a culture through appropriate mechanisms, including assessing the Chief Executive Officer and other executive officers of the Bank against this expectation; and overseeing policies in respect of ethical personal and
business conduct (including the Bank's Code of Conduct and Ethics, Conduct Risk Management Policy and Anti-Bribery and Anti-Corruption Policy) and approving the Bank's Risk Appetite Statement and monitoring the Bank's risk profile and performance relative to its Risk Appetite.
Strategic Planning
Approving the strategy and business objectives of the Bank and overseeing their execution. This oversight includes reviewing and approving all major strategy and policy recommendations including the Bank's annual strategic plan and annual financial plan which include the capital, liquidity and funding plans, as well as specific requests for major capital expenditures and the monitoring of adequate levels of capital and liquidity. The Board assesses the Bank's major opportunities and the risk impact of such strategic decisions being contemplated, including considering whether they are within the Board-approved risk appetite established for the Bank and its individual business units. The Board also oversees the strategic planning process, implementation of strategic plans, and monitoring performance against such plans.
Risk Management
Overseeing the Bank's risk culture and approving and overseeing frameworks and policies designed to protect the assets of the Bank and its continuing viability. The Board is also responsible for overseeing the identification and monitoring of the principal risks affecting the Bank's businesses, and satisfying itself that appropriate policies, procedures and practices are in place for the effective and independent management of these risks in accordance with the Bank's Enterprise Risk Framework. This responsibility includes reviewing and approving the Bank's Enterprise Risk Appetite Statement and reviewing the Bank's risk profile and performance. In addition, the Board oversees the Bank's crisis management recovery and resolution plans, in accordance with applicable law and regulations.
Capital and Liquidity Oversight
Overseeing the Bank's capital adequacy and management by annually reviewing and approving the Global Capital Management Policy and the capital limits and thresholds therein. As part of this responsibility, the Board is also responsible for declaring dividends and approving the issuance, redemption or repurchase of any capital, if appropriate and permitted by applicable law and regulations. In addition, the Board oversees the implementation of the Bank's liquidity and funding frameworks and policies, and annually reviews the Bank's liquidity and funding plans.
Internal Controls and Management Information Systems
Overseeing and monitoring the integrity and effectiveness of the Bank's internal controls and management information systems. The Board is also responsible for overseeing adherence to applicable legal, audit, compliance, regulatory, accounting and reporting requirements. Through this process, the Board must be satisfied that the financial reporting and financial control systems are operating appropriately.
Communications Policy
Establishing a communications policy for the Bank and overseeing the maintenance of effective shareholder relations through the Bank's communications policy and programs so that accurate and timely information is disseminated to and feedback is received from shareholders.
Shareholders may communicate with the independent directors through the Chairman of the Board. Instructions for how to communicate with the independent directors shall be publicly available through appropriate disclosure mechanisms, such as the Bank's proxy circular, annual report and/or website.
Director Orientation and Assessment
Overseeing an appropriate, formal, orientation program for new directors and for annually assessing the contribution and effectiveness of the Board, Committees and all directors.
Evaluation, Compensation, Talent Development and Succession
Overseeing the Bank's talent management strategy and satisfying itself that there are processes in place to identify, evaluate and develop the right people to meet the strategic ambitions of the Bank and to safeguard its unique and inclusive culture.
Overseeing the effective operation of the Bank by appointing, assessing the performance of, compensating, and succession planning for senior Bank officers; and, if appropriate, dismissing and replacing the Chief Executive Officer. This responsibility includes the Board being satisfied that development planning takes place for senior bank officers. The Board must be satisfied that the senior management team and other responsible persons at the Bank have the appropriate qualities and competencies to meet the expectations set by the Board and regulators, including, to the extent possible, being satisfied as to the integrity of the Chief Executive Officer and other executive Bank officers, and as to their effectiveness in fostering the desired risk, integrity and compliance culture throughout the Bank. The Board is also responsible for overseeing the compensation structure of the senior management team and the compensation policies of the Bank. This includes developing a position description for the Chief Executive Officer, which, together with Board approved policies and practices, provide for a definition of the limits to management's authorities. The Board is responsible for approving the objectives of the Chief Executive Officer, monitoring progress against those objectives, and the compensation of the Chief Executive Officer. The Board biennially reviews and approves the adequacy and form of compensation of directors.
Oversight of Subsidiaries
Overseeing the governance and activities of subsidiaries. This includes overseeing the selection by the Bank's senior management (acting in the role as shareholder) of the directors of the boards of TD Group US Holdings LLC, its subsidiary TD Bank US Holding Company ("TDBUSH") and TDBUSH's subsidiaries TD Bank, N.A. and TD Bank USA, N.A. (and any successors thereto) (collectively the "TD US Boards"). The Board biennially reviews and approves (subject to ratification by the TD US Boards) the adequacy and form of compensation for the non-management directors of the TD US Boards.
General
Monitoring the effectiveness of the Bank's corporate governance practices and approving any necessary changes, as required. The Board is responsible for establishing general Bank policies and performing other tasks required by law and regulations, including ensuring minutes and other records of meetings and activities of the Bank are kept.
Posted February 2019