Multi-year accessibility plan for 2026 to 2029.

General.

At Laurentian Bank, we believe that better begins when everyone feels like they belong and has the chance to thrive. We’re committed to providing equal access, participation and inclusion for persons with disabilities. This Accessibility Plan has been prepared in accordance with the Accessible Canada Act (ACA) and the Accessible Canada Regulations (ACR). It outlines our actions to identify, remove and prevent barriers to accessibility. On December 2, 2025, we announced our decision for Laurentian Bank to exit the retail and small and medium-sized enterprise (SME) banking business. More information is available in our press release. Due to this announcement and the related proposed transactions, we anticipate potential changes to our governance and regulatory structure. Should the transactions be completed, we’ll ensure that all accessibility commitments continue to meet or exceed applicable legislative requirements and will be aligned with the accessibility framework of the acquiring organization, as appropriate. Accessibility is an integral part of inclusion and equity at Laurentian Bank. Our approach is based on embedding inclusion, equity, diversity and accessibility into all aspects of our work, enabling sustainable and meaningful progress for persons with disabilities. We’ve strengthened our approach to Inclusion, Diversity, Equity and Accessibility through our multi-year IDEA strategy. This strategy establishes a unified approach to building belonging across Laurentian Bank and to enhance organizational alignment and impact. IDEA reflects our commitment to enabling a culture where inclusion is intentional and respects the diversity of our employees, our customers and our communities. The IDEA community regularly discusses our accessibility plan. These ongoing conversations help us identify, remove and prevent new barriers while strengthening our commitment to accessibility and inclusion. This Accessibility Plan has included consultations with persons with disabilities. We’ve worked across the organization to build a plan that will allow us to identify, remove and prevent barriers to accessibility in support of a barrier-free Canada by 2040. Continued consultation with persons with disabilities is integral to our approach to accessibility. We’ll hold ourselves accountable through strong governance and by measuring our success. We have an Accessibility Policy that outlines our commitment and key accountabilities. As this work is ongoing, we’ll continue to advance and evolve our Plan and governance to achieve sustainable results.

Feedback.

We welcome all feedback on how we can continue to improve accessibility for persons with disabilities. The following describes how employees, customers and members of the public can share feedback on barriers and accessibility improvements. You may also choose to share feedback anonymously by telephone or mail.

Contact:

Chief Human Resources Officer and Corporate Affairs​

By email:

accessibility@laurentianbank.ca

By mail:

Chief Human Resources Officer and Corporate Affairs​ Laurentian Bank of Canada 1360 René-Lévesque Blvd W. Suite 630 Montreal QC H3G 0E5

In person:

Laurentian Bank of Canada 1360 René-Lévesque Blvd W. Montreal QC H3G 0E5

By telephone:

1-800-522-1846 Teletypewriter (TTY): 1-800-855-0511 You can also share your feedback on accessibility with us on Facebook and LinkedIn.

Accessible formats

To receive an accessible format of this document, contact us using the information we’ve provided. We’ll provide print, large print and electronic formats within 15 days of a request. Braille and audio formats will be provided within 45 days, in accordance with regulatory requirements.

Employment.

We’ve adopted a hybrid and flexible work model where working from home is the first approach for all tasks that can be performed remotely. Our commitment to an inclusive workplace for persons with disabilities means that accessibility must be considered throughout the employee experience. Some of the practices in place that support accessibility include:

• A flexible work model removes barriers in employment by offering flexibility as the norm for all, rather than as an accommodation for some

• Support to team members for mental health wellness through our benefits, and by offering a supportive work culture that destigmatizes mental health challenges

• A policy that outlines our workplace accommodations process for employees and candidates. We include information on the availability of workplace accommodations in our job postings, offer letters, new hire orientation and performance management documents

• Resources available to support employees on how to talk about their disability in the workplace and for managers on supporting employees with disabilities

• Ongoing training to employees on developing accessible training materials

• Knowledge sharing and continuous improvements, including closed captioning in videos

• A quarterly bilingual health and wellness newsletter in accessible digital formats. This newsletter provides inclusive, stigma‑reducing content that reflects diverse experiences and promotes accessible and respectful workplace practices

We’re aware of ongoing barriers, some of which include:

• Persons with disabilities are under-represented within the workforce

• Hesitancy to self‑identify due to stigma or privacy concerns

• Some online training materials have limited accessibility

Action plan

• Continue to build employee awareness on what counts as a disability and how important it is to self-identify

• Continue to roll out resources discussing disability in the workplace through multiple forums

• Review of workplace accommodations policy to ensure we continue to improve our approach to accommodations for employees and candidates

• Review progress annually through workforce planning and IDEA governance oversight, to ensure actions are regularly implemented

The built environment.

Laurentian Bank has 8 corporate and commercial offices across Canada, as well as 57 branches and 104 Automated Teller Machines (ATMs) in the province of Quebec. Through our partnership with THE EXCHANGE^® Network, customers have access to thousands of ATMs in Canada. Our ATMs meet accessibility standards for self-service interactive devices. Some of the accessibility features include:

• Screen orientation and PIN pad height are designed for individuals using wheelchairs

• Font size follows accessibility standards

• Raised centre keys on PIN pads improve usability by making them easier to identify for individuals with visual impairments

Most of our properties are leased and we work closely with property owners and managers to remove barriers to accessibility. 4 of our branches are located in buildings that we own. When renovating existing locations or searching for new ones, accessibility is an important requirement for us. Some of the accessibility features of our locations include:

• Designated parking for persons with disabilities

• Level or ramped entrances

• Automated/accessible doors

• Customer service areas with lower countertops providing access for wheelchairs

• Accessible washrooms

In the case of an emergency, we’ve established Individualized Emergency Response Plans for the safety of team members with disabilities. While our goal is to be accessible from the start, we recognize that barriers may still arise. There are identified barriers in some existing facilities, including missing automatic door openers in interior areas such as washrooms. When identified within our premises, each situation is reviewed promptly, and appropriate measures are assessed to remove the barrier. As part of our ongoing commitment to accessibility within the built environment, we’ve embedded accessibility considerations into our health and safety inspection processes to proactively identify potential barriers in our facilities. We’ve established guidance for team members responsible for emergency response and evacuation to ensure appropriate support for individuals with disabilities. A coordinated communications approach is in place to promote employee awareness of emergency evacuation procedures. In addition, we regularly assess our facilities to identify, document and track accessibility gaps, supporting continuous improvement and informed planning over the multi‑year period.

Action plan

• Include accessibility considerations from the start of the design process should any updates to our office locations occur in the coming years

• Review and audit the accessibility assessment of our facilities to identify and track gaps

• Provide accessible ATM features: headphone jacks with text-to-speech functionality for individuals with visual impairments

Procuring goods, services and facilities.

We procure goods and services for our operations, and we have a centralized corporate team responsible for the procurement process. In the past, accessibility requirements weren’t applied consistently across all vendor engagement and procurement activities. Accessibility considerations are now evaluated case by case. We’ve made significant progress in applying a consistent approach to ensure that the goods and services we procure systematically take accessibility into consideration. Our RFI/RFP templates are up to date and incorporate pre-qualification questionnaire topics directly within the request to potential vendors. The standalone Pre-qualification questionnaire remains available for use in more informal engagements. Also, we now require vendors to submit a list of relevant regulatory bodies, applicable regulations and any certifications that impact their organization. Our Supplier Code of Ethics outlines our commitment to accessibility and the expectations we have of our vendors.

Action plan

We’ll continue to embed accessibility as part of our procurement processes by taking the following actions:

• Conduct a refresher training for the Procurement team that equips them to address accessibility considerations throughout the vendor engagement and management processes

• Conduct a review of templates to maintain accessibility standards

Information and Communication Technologies (ICT).

IT is central to both how our team members complete their work and how we communicate with our customers.

• We’ve achieved WCAG 2.0 AA compliance across our key digital platforms and all customer-facing websites

• When working with new vendors for our public digital platforms, we define accessibility requirements, have them embedded in vendor agreements and have processes for auditing accessibility

• Our digital banking services websites and transactional platforms are optimized for use with assistive technologies. Our telephone system includes transcription functionality, and our online banking identification process is adapted for customers who are blind or visually impaired

• We’ve established a Digital Accessibility Initiative to support a phased approach to IT service delivery, quality and operations, with an initial focus on advancing the Accessibility Testing Framework

• Some of our commonly used technological tools, such as Microsoft Office, have accessibility features built in

• Some internal IT systems were not originally designed to support assistive technologies, creating accessibility challenges for employees with disabilities

Action plan

• Continue working to identify accessibility barriers by completing a phased review of our IT systems to better understand what barriers exist and the current state of accessibility

• Consider accessibility for all new technology we acquire by embedding this in our procurement processes

• Continue to expand the tools and resources available to team members on how to make our IT systems accessible

• Continue the phased review of internal IT systems over the multi‑year plan period, with findings informing remediation priorities

Communication, other than ICT.

The way we share information has an important impact on whether our work environment is inclusive for persons with disabilities. This includes ensuring our communications are accessible in format and reflect the visibility of persons with disabilities.

• We’ve evolved our brand guidelines to incorporate accessibility considerations, including enhancements to the colour accessibility matrix. This ensures visual accessibility standards are applied across all Laurentian Bank communications

• To reduce communication barriers, we encourage using clear, plain language across customer communications, including print, digital and in-person, supported by internal marketing governance and review practices

• We’ve made significant advances in building awareness and capability by regularly promoting internal resources, including guidance on inclusive writing and plain language, creating accessible documents, and using Microsoft Office’s accessibility features. The organization doesn’t have a fully embedded “accessible by default” communications framework, resulting in accessibility practices being inconsistently applied across the organization

• We have an established practice to provide communications and documents in accessible formats upon request for both employees and customers, supporting equitable access to information

• We use a standardized internal communications template with enhanced readability, visual structure and message comprehension across internal communications

• Consultations have identified that there is limited knowledge throughout the organization on how to draft in plain language and create accessible documents

Action plan

• Develop educational pieces and learning opportunities to reinforce creating accessible documents

• Increase team members’ awareness on how to use the Accessibility features of Microsoft Office

• Review brand templates regularly to assess for accessibility

• Review awareness, training and templates in a phased approach over the next 12 to 24 months, to assess adoption and effectiveness regularly

The design and delivery of programs and services.

We want our products and services to be accessible to everyone and strive to include accessibility from the start of the design process.

• The expansion of our digital offering, including our mobile app, provides more channels for customers to bank with us. This can serve to decrease barriers

• We offer telephone services via TTY for customers with hearing or speech disabilities for local numbers

• All team members receive training to provide accessible customer service. This includes letting persons with disabilities be helped by a support person or be accompanied by a service animal

• In the event of a disruption to the accessibility of our services, we provide notification. The notification includes information about the reason for the disruption, its expected length, and alternative services, if available

• To capture accessibility requirements from the start of the design process, we’ve introduced an accessibility section in our Business Requirements Document that’s completed for all major projects

Action plan

• Deepen our understanding of the needs of customers with disabilities and barriers to accessibility through ongoing consultations

• Provide team members with training specific to their job function so they can apply accessibility requirements to their work

• Continue progress of our “Accessibility by Design” project to embed accessibility components into new projects

Transportation.

While we don’t supply transportation services, team members and customers rely on transportation to travel to and from our locations. Transportation can present a barrier to persons with disabilities. At our office and branch locations, where possible, we provide designated parking for persons with disabilities. While we can't control if accessible public transit is available, our shift to a work model that prioritizes working from home has decreased or removed the need to commute for some of our team members. In addition, our expanded digital offering provides customers with more ways to access services, reducing the need for in-person visits and, in turn, reliance on transportation to our branches. We don’t directly control transportation services. However, no additional barriers specific to transportation have been identified beyond those previously described.

Action plan

Consider the barrier that transportation can pose to persons with disabilities within our Accessibility Plan. For example, when leasing new premises or when developing services for customers.

Training.

Embedding accessibility in everything that we do requires that all team members have the necessary knowledge and skills in formats that they can access. Ongoing training and awareness are key to enabling this.

• All accessibility‑related training is provided in accessible formats and accommodates individual needs, ensuring equitable participation for persons with disabilities

• All new team members complete unconscious bias training to help them understand how bias can influence behaviour and decision-making, recognize their own biases and how to address them

• All new team members complete accessibility training to build awareness on disability and accessibility. The training includes guidance on interacting with persons with disabilities and understanding the accommodation process for both employees and customers

• We have an inclusion and equity program that provides ongoing awareness and training for team members

• More advanced knowledge of accessibility was identified as a barrier throughout our consultations

Action plan

• Revamp the resources in our accessibility knowledge centre

• Provide learning opportunities on disability and accessibility

• Provide team members with training specific to their job function so they can apply accessibility requirements to their work

• Leverage the IDEA working group to share knowledge and best practices on accessibility and collaborate on identifying, removing and preventing barriers

Consultations.

To deepen our understanding of barriers to accessibility and inform the development of our Accessibility Plan, we leverage different channels through which we receive feedback from team members, customers and the public. This feedback helps shape our understanding of the current state of accessibility and inform our consultations.

How we consulted

We held consultations during 2024 and 2025, including engagement with employees with disabilities, members of IDEA working groups, and internal stakeholders. We gathered feedback through surveys, working group discussions and accessible virtual forums. We shared materials in accessible formats, and participants were able to provide feedback anonymously or with accommodation support, as needed. The primary barrier identified through consultations was a gap in employees’ knowledge of disability and accessibility, which limits our ability to effectively identify, remove and prevent barriers to inclusion for persons with disabilities. Suggestions for addressing this barrier included:

• Increasing awareness about accessibility and hearing from the lived experiences of persons with disabilities

• Enhancing available resources and development opportunities for team members to build competence in skills such as writing in plain language and creating accessible documents

• Providing opportunities for team members to hear directly from community members on how to better support colleagues with disabilities

We recognize that ongoing consultations are essential. We’re committed to building strong relationships with persons with disabilities and the organizations that support them to deepen our understanding of barriers to inclusion. We’ll continue to monitor progress against this Accessibility Plan and update actions as required based on ongoing feedback, consultations and regulatory expectations.