How TD Bank Measures Employee Engagement in Sustainability
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How TD Bank Measures Employee Engagement in Sustainability
A team at BrownFlynn sat down with the head of environment for leading US retail bank TD Bank to find out how the organization measures employee engagement on sustainability.
How do you accurately measure effective employee engagement in environmental initiatives? It is a tough nut to crack for most companies, but TD Bank has found a way that works for them.
We interviewed Diana Glassman, Head of TD Environment for TD Bank about the Environmental Employee Engagement (EEE) Program, who hopes it can help others scale up their own successful programs. TD Bank is a top-10 retail bank by deposits in the United States with more than 26,000 employees and 1,300 stores throughout the East Coast. TD Bank is a subsidiary of the Toronto-Dominion Bank Group.
What is the EEE Program, its intended accomplishments and its critical success factors to date?
TD Bank set specific environmental business goals as we strive to be as green as our logo. The EEE Program is a holistic approach to capture the minds and hearts of our employees, and to enable them to be Environmental Leaders while building the better bank.
We wanted to establish a program that aligned with our corporate goals of reducing carbon/employee by 25% and paper by 20% by 2015, and fit our corporate culture. We also wanted to create a comprehensive program that quantified results and reached all our stores, many of which have only a handful of employees. Before establishing this program, we did extensive research and found that a program like this did not really exist in the market, so we had to create it ourselves.
One critical success factor is the framework we developed called the 4H’s of Environmental Leadership at TD Bank®: Head, Heart, Hands and Horn. This framework has helped us structure and organize our program to ensure we are moving employees through the cycle and using our resources efficiently. Importantly, we identified quantitative metrics that matter to the business for each stage of the cycle – and can track our performance over time.
Another critical success factor is an identification of audiences within the bank, and recognizing that we need to take each audience through the 4Hs with different tactics that are suited to them. We have 1,300 retail stores from Maine to Florida and 26,000 employees. That is a lot of employees with diverse interests and needs to motivate and mobilize!
A final critical success factor is that we needed to integrate the EEE program into the core of the business; we needed to make it relevant to all employees from part-time tellers to senior executives otherwise it would never have a chance of surviving and thriving. Our EEE program is linked to our university talent acquisition efforts, orientation, training, rewards and recognition, and leadership development pipeline in our largest business – and financial metrics that matter to senior executives.
Statement from the most senior decision-maker of the organization about relevance of sustainability to the organization and the organization’s strategy for addressing sustainability
Name of the organization
Primary brands, products, and services
Location of organization’s headquarters
Number of countries where the organization operates, and names of countries with significant operations or that are specifically relevant to the sustainability topics covered in the report
Nature of ownership and legal form
Scale of the reporting organization
Total workforce by employment type, employment contract, and region, broken down by gender
Percentage of total employees covered by collective bargaining agreements
Description of the organization’s supply chain
Significant changes during the reporting period regarding organization's size, structure, ownership, or supply chain
Whether and how the precautionary approach or principle is addressed by the organization
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses
Memberships in associations and/or national/international advocacy organizations
Entities included in the organization consolidated financial and nonfinancial reports
Process for defining report content
Material aspects identified in the process for defining report content
For each material aspect, the aspect boundary within the organization
For each material aspect, the aspect boundary outside the organization
Explanation of the effect of and reasons for any restatements of information provided in earlier reports
Significant changes from previous reporting periods in the scope and aspect boundaries
List of stakeholder groups engaged by the organization
The basis for identification and selection of stakeholders with whom to engage
The organization’s approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process
Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns
Date of most recent previous report
Contact point for questions regarding the report or its contents
‘In accordance’ option and GRI Content Index
Policy and current practice with regard to seeking external assurance for the report
Governance structure of organization, including committees of the highest governance body
The organization’s values, principles, standards, and norms of behavior such as codes of conduct and codes of ethics
Disclosure on Management Approach for Aspect
Coverage of the organization’s defined benefit plan obligations.
Financial assistance received from government.
Significant indirect economic impacts, including the extent of impacts.
Total number and rates of new employee hires and employee turnover by age group, gender and region.
Average hours of training per year per employee, by gender and by employee category.
Percentage of employees receiving regular performance and career development reviews, by gender and by employee category.