Corporate Responsibility

For more than 80 years, Allstate has helped customers protect what’s most important to them and prepare for the future. In every aspect of our business, we strive to do the right thing—for our customers, our employees, our communities and our world.

In every aspect of our business, we strive to do the right thing—for our customers, our employees, our communities and our world.

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We are the largest publicly held personal lines property and casualty insurer in America. We provide insurance products to approximately 16 million households. Allstate was founded in 1931, became a publicly traded company in 1993 and became fully independent in 1995 when it was spun off from Sears. We are listed on the New York Stock Exchange under the trading symbol ALL and are widely known through the “You’re In Good Hands With Allstate®” slogan.

Allstate is more than an insurance company. We’re a growing network of small businesses and a team of trusted advisors in communities across the country that are providing total household solutions and delivering a best-in-class customer experience. Allstate’s 75,000 employees and agency owners care. We strive to make communities stronger, lives safer and futures brighter.

We make our Good Hands® come to life by contributing millions of dollars and volunteering thousands of hours each year.

We help families protect things that are most important to them through our products and services. We improve the quality of life for millions of Americans, not only through our business, but through our commitment to communities and corporate responsibility initiatives.

Allstate is strong and building a better future. We had $35.2 billion in revenues in 2014, a 2.1 percent increase from $34.5 billion in 2013. We’re also growing our agencies, our consumer offerings and our positive influence on society.

A Company That Cares

We are a 75,000-strong force for good composed of employees, agency owners and staff. Of Allstate’s employees, 56 percent are women and 33 percent are minorities. Our employees and agency owners care deeply about our customers, the way we do business, our communities and our place in society. We care enough not just to guess what our customers and stakeholders need and expect from us—we ask, and we engage.

Seven years ago, Allstate began its transformation to become a more customer-focused company. We introduced Our Shared Vision to capture the vision, values and operating priorities we knew we needed to make us a more competitive force in the market. Our Shared Vision was aspirational and provided a strong foundation to inspire widespread change throughout our company.

More recently, we created Our Shared Purpose—our guide to what it means to be an Allstater—to tell our story.

We make bold commitments to improve people’s lives by leading the charge on teen safe driving, preparing customers for disasters, empowering domestic violence survivors and helping young people develop to their full potential.


At the heart of Our Shared Purpose are six new Leadership Principles that define the behaviors we all need to demonstrate to be successful. They are built on the belief that every Allstater is a leader.

Our Shared Purpose

We Are the Good Hands: We help customers realize their hopes and dreams by providing the best products and services to protect them from life’s uncertainties and prepare them for the future.

Strategic Vision: Deliver substantially more value than the competition by reinventing protection and retirement to improve customers’ lives.

Corporate Goal: Create long-term value by serving our stakeholders, taking appropriate risks and leveraging our capabilities and strategic assets.

Our Values:

  • Honesty, caring and integrity
  • Inclusive diversity
  • Engagement
  • Accountability
  • Superior performance

Our Priorities:

  • Customer focus
  • Operational excellence
  • Enterprise risk and return
  • Sustainable growth
  • Capital management

Our Operating Principles:

  • Put the customer at the center of all our actions.
  • Use consumer insights, data, technology and people to create disruptive innovation to better serve customers and generate growth.
  • Execute well-considered decisions with precision and speed.
  • Focus relentlessly on those few things that provide the greatest impact.
  • Be a learning organization that leverages successes, learns from failures and continuously improves.
  • Provide employees, agency owners and financial specialists with fulfilling opportunities, personal growth and performance-based rewards.
  • Take an enterprise view of our people and processes, and work as a single team to advance Allstate rather than our individual interests.

Leadership Principles:

We empower every employee to lead and drive change.

  • We’re here to serve.
  • We win together.
  • We drive results.
  • We’re transparent.
  • We continuously get better.
  • We develop each other.

To find out about Allstate’s reach at the state level, view our state information and workforce data.

Allstate’s Segmentation Strategy

When purchasing insurance or any other product or service, consumers have more choices than ever before. We believe a company can build tremendous customer loyalty over time by making it a top priority to understand and meet its customers’ needs. As a result, Allstate continues to refine our product offerings, marketing outreach and customer service based on careful research. Our company serves four different consumer segments with distinct interaction preferences (local advice and assistance versus self-serve) and brand preferences (brand-neutral versus brand-sensitive).

Financial Strength and Performance

Allstate is one of the strongest companies in our industry. Both Allstate Insurance Company and Allstate Life Insurance Company had an A.M. Best financial strength rating of A+ (second-highest of 16 categories) as of year-end 2014. Allstate held $27.5 billion in capital resources at year-end 2014, and manages more than $80 billion in assets in our well-diversified investment portfolio.

This financial strength enables Allstate to grow our business and keep our promises to customers, investors, employees and communities through good and bad economic conditions. Net income available to common shareholders for 2014 was $2.7 billion, or $6.27 per diluted common share. During 2014, we also continued to invest in initiatives that help make communities safer and stronger, including $34 million given by The Allstate Foundation, Allstate, its employees and agency owners toward those efforts.

For more detailed financial information, see our most recent annual report.

Beyond our core operations in the United States, Allstate also provides a full line of property and casualty insurance products and services in Canada and has supporting technology operations in Northern Ireland and India.

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Allstate Canada

Allstate Insurance Company of Canada has provided peace of mind to Canadians since 1953 with a full line of property and casualty insurance products and services.

Corporate Responsibility Focus

  • Mothers Against Drunk Driving (MADD)
  • United Way
  • Crime Stoppers
  • Junior Achievement




Ontario, Canada

Net Income

$114 million


Esurance provides direct-to-consumer insurance products and services online, over the phone and through select agents, including sister company Answer Financial. With car insurance available in 43 states at year-end 2014, the company also continued rolling out renters, homeowners and motorcycle coverage in select states.

Corporate Responsibility Focus

  • Diversity and Inclusion Advisory Council
  • Pride partnerships and sponsorships
  • Recycled Rides for families in need
  • Hybrid claims vehicles and paperless customer experience
  • Esurance Matching Gift Program
  • Employee volunteer programs and resource groups




San Francisco, California

Written Premium

US $1.5 billion

About Esurance

Allstate Northern Ireland Limited

Established in 1998, Allstate Northern Ireland Limited specializes in delivering high-quality, low-cost technology and business solutions to its parent company, The Allstate Corporation, and its subsidiaries.

Corporate Responsibility Focus

  • Employee wellness
  • STEM education funding and support
  • Teen safe driving
  • Recycling and waste reduction
  • Water conservation

For more information about Allstate Northern Ireland Limited’s corporate responsibility initiatives, read our Corporate Responsibility report.




Belfast, Londonderry and Strabane

Net Income

$-4 million

Allstate Solutions Private Limited

Allstate Solutions Private Limited (ASPL), located in the high-tech city of Bangalore, India, delivers exceptional technology services in a cost-competitive manner through an engaged workforce dedicated to quality, innovation and inclusion. ASPL serves as a key component of Allstate Technology and Strategic Ventures’ (ATSV’s) international strategy.

Corporate Responsibility Focus

  • Employee volunteering
  • Community involvement




Bangalore (headquarters) and Pune

Net Income

$4 million

Strong corporate governance is a critical component of our success in driving sustained value. That’s why we’re working hard to ensure executive and Board-level transparency and accountability.

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Corporate Governance Structure

The Allstate Board of Directors has ultimate responsibility for the conduct of the company. At year-end 2014, our Board was composed of 12 members, including Thomas J. Wilson, who now serves as Chairman of the Board and Chief Executive Officer (CEO) of Allstate. Mr. Wilson has served as Chairman of Allstate since May 2008 and as Chief Executive Officer since January 2007. Mr. Wilson served as President of Allstate from January 2005 to January 2015.

The Board is responsible for selecting the Chairman of the Board and the CEO. Allstate’s Corporate Governance Guidelines allow the Board to apportion the responsibilities of these positions in any way that it considers to be in Allstate’s best interest. The Board believes such flexibility helps it adapt leadership functions to changing circumstances.

A lead independent director presides at all Board meetings at which the Chairman is not present and at all executive sessions; serves as a liaison between the Chairman and the independent directors, when necessary, to provide a supplemental channel of communication; and works with the Chairman to provide the Board with meeting agendas, schedules and other relevant information. In conjunction with the Chair of the Nominating and Governance Committee, the lead director facilitates and communicates the Board’s performance evaluation of the CEO; facilitates the evaluation of the Board and director performance; and communicates with significant stockholders on matters involving broad corporate policies and practices.

Management succession is discussed in Compensation and Succession, Nominating and Governance, and Board meetings with the CEO and in executive sessions. Management succession is discussed three times annually by the Compensation and Succession Committee. The Board also has regular firsthand exposure to senior leadership and high-potential officers through working and informal meetings throughout the year. The senior executives are selected by the CEO and are responsible for the day-to-day management of the business. The Board acts as advisor to senior leadership and oversees its performance.

Allstate’s Board of Directors has adopted Director Independence Standards to ensure each director, with the exception of Mr. Wilson, is independent in accordance with Allstate’s Corporate Governance Guidelines. These Guidelines also include criteria used in selecting nominees for election to the Board. These criteria are periodically reviewed to ensure that they appropriately reflect the issues considered in evaluating director candidates. The Nominating and Governance Committee recommends criteria for assessment of the performance of the Board of Directors.

Each year, management reports to the Nominating and Governance Committee the corporation’s Board compensation in relation to that of peer companies. No specific element of the Board’s compensation is directly based on the corporation’s sustainability performance. To link compensation with corporate performance, a meaningful portion of each director’s compensation is provided in the form of restricted stock units, which currently provide for delivery of the underlying shares of Allstate common stock upon the earlier of the date of the director’s death or disability, or the date the director leaves the Board. Allstate maintains stock ownership guidelines for our nonemployee directors. Within five years of joining the Board, each director is expected to accumulate an ownership position in Allstate securities equal to five times the value of the annual cash retainer paid for Board service.

A full description of the corporation’s director compensation is provided in the corporation’s Annual Proxy Statement available on the Investor Relations page within the About Allstate section of our website.

Governance of Sustainability

Allstate’s Office of Corporate Responsibility, which resides in the company’s Corporate Relations department, is responsible for managing sustainability, corporate responsibility and environmental reporting; strategic philanthropy; and companywide volunteer service. It reports regularly to our senior executives to keep them apprised of sustainability issues and initiatives.

Our executive officers and other executive vice presidents meet two times per year to review environmental efforts from an enterprise-wide perspective, build alignment, create momentum for Allstate’s heightened sustainability efforts and identify new opportunities associated with environmental responsibility and climate change.

Allstate’s Sustainability Leadership team completes an annual review of the company’s operations, stakeholder expectations and competitive actions to identify internal opportunities related to climate change. The team considers potential opportunities related to employee engagement, current and future sustainability-related regulation, improved operational efficiencies, and customer and consumer expectations. Allstate’s Senior Vice President of Corporate Responsibility, who leads the team, reports to senior executives on the team’s efforts and assessments.

More details regarding oversight can be found on the Risk Management page of this report.

Allstate manages enterprise risk under an integrated Enterprise Risk and Return Management (ERRM) framework.

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An Institutional Commitment to Understanding Risk

Allstate manages enterprise risk under an integrated ERRM framework with risk-return principles, governance, modeling and analytics and, importantly, transparent management dialogue. This framework provides a comprehensive view of risks and opportunities and is used by senior leaders and business managers to provide risk and return insight and drive strategic and business decisions.

We manage risk and return according to a series of principles. These principles state that, first and foremost, Allstate’s priority is to protect solvency, comply with laws and act with integrity. Building upon this foundation, we strive to build strategic value and optimize risks and returns.

Our ERRM governance includes an executive management committee structure, Board oversight and chief risk officers (CROs).

Our Enterprise Risk and Return Council (ERRC) is Allstate’s senior risk management committee that directs ERRM by establishing risk-return targets, determining economic capital levels and directing integrated strategies and actions from an enterprise perspective. The ERRC consists of Allstate’s chief executive officer, president, business unit presidents, enterprise and business unit CROs and chief financial officers, general counsel and treasurer. The ERRC convenes monthly to assess and manage the various risks and opportunities faced by the company, which can include topics such as regulatory change, cybersecurity, macroeconomic stability, investment markets, and risks affected by climate change, such as severe weather events.

The Board oversees Allstate’s business and management, including risk and return management, and regularly reviews:

  • Overall business strategy
  • Business plans for Allstate’s property and casualty business; Allstate’s life insurance and voluntary accident and health insurance businesses; and Allstate’s investment portfolio
  • Liquidity and use of capital
  • Legal, regulatory and legislative issues

The Board has overall responsibility for oversight of management’s design and implementation of ERRM. Risk and Return Committee oversight focuses on the risk and return position of the company, and the audit committee provides oversight and guidance on Allstate’s controls around key risks, and reviews the major financial risk exposures and the steps to monitor and control those risks.

CROs are appointed for the enterprise and for Allstate Protection, Allstate Financial, Allstate Investments and Allstate’s technology organization. Collectively, the CROs create an integrated approach to risk and return management to ensure risk management practices and strategies are aligned with Allstate’s overall enterprise objectives. The shared ERRM framework establishes a basis for transparency and dialogue across the organization and for continuous learning by embedding the risk and return management culture of identifying, measuring, managing, monitoring and reporting risks.

Read more about our risk management systems and the risk factors identified in 2014 in our Annual Report or in our Risk and Return and Audit Committee Charters.

Technology Helps Us Predict the Unexpected

Allstate’s risk management capabilities protect our enterprise while also providing additional security to our customers. We gather extensive data on the types of claims policyholders file and the risks they face. We use that data to provide valuable information to our customers. For instance, after winter storms in the Midwest and on the Eastern Seaboard in 2014, we proactively reached out to customers in those regions about how to mitigate ice damming on snow-covered roofs. We also send customized alerts to customers when storms are approaching, along with tips about how to minimize damage to their homes and vehicles.

Education Enables Customers to Protect Themselves

We help customers limit risk by educating them about how to prepare for and protect against common mishaps and risks. From what to do when a tree falls on a car, to how to prepare a teenager for the responsibilities of driving, to what kind of maintenance home and vehicle owners should regularly perform, our Tools and Resources website has the information customers need.

Our Repair Network Helps Ensure Work Is Done Right the First Time

Through our Good Hands Repair Network, Allstate helps policyholders find capable, qualified vendors to repair their vehicles. In 2014, we began expanding this program to cover home repairs. Customers can also use our directory even when they don’t have a claim, but simply need a repair referral.

Articulating Our Approach to Managing Climate Change Risk

Climate change poses significant risks to Allstate’s businesses, communities and the world at large. In 2014, with the guidance of its Sustainability Leadership Committee and external nongovernmental organization (NGO) partners, Allstate updated a comprehensive climate change statement that outlines the company’s approach to managing climate change, our progress in mitigating our climate change impact and our goals for the future. The full statement is available here.

Integrity means we never sacrifice doing what’s right. We do the right things in the right way at the right time. We never compromise our integrity.

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In My Good Hands: The Allstate Code of Ethics

Adhering to high ethical principles is critical to protecting the Allstate brand and maintaining a positive work environment. Allstate is widely recognized as an ethical company. Preserving this trust will never be compromised.

This philosophy is essential to Allstate’s business and to our reputation. It builds trust and strengthens relationships within the company, and among our customers and other stakeholders. Every day, we put our values into action through our behaviors, decisions and interactions.

Allstate’s comprehensive Code of Ethics applies to all employees and to our Board of Directors. The Code covers a range of topics, including conflicts of interest, workplace safety, harassment and discrimination, protection of data and insider trading. It is available at

Training and Communication

Ethical conduct is everyone’s business at Allstate. We continuously evaluate new and better ways to ensure that all employees understand our ethical standards, their roles in upholding those standards and how the standards apply to their job responsibilities.

Our Code of Ethics provides guidance on company expectations and discusses Allstate’s purpose. It includes photos and images of actual Allstate employees, agents and customers; leadership quotes; and business-based questions and answers.

Each year, all employees are required to acknowledge their understanding of and commitment to compliance with our Code of Ethics and company policies. In addition, to reinforce our values and principles, all employees are required to complete an online course that covers topics addressed in the Code of Ethics.


In 2015, Allstate was named as a 2015 World’s Most Ethical Company® by Ethisphere Institute, a global leader in defining and advancing the standards of ethical business practices. The “World’s Most Ethical Companies” designation recognizes those organizations that have had a significant impact on the way business is conducted by fostering a culture of ethics and transparency at every level of the company. To qualify, companies are scored in five categories, including: ethics and compliance; corporate citizenship and responsibility; culture of ethics; governance and leadership; and innovation and reputation. Allstate was one of only 132 companies worldwide to receive the designation.

Reporting Concerns

All employees are encouraged and expected to report misconduct in the workplace. Concerns can be raised through supervisors or local Human Resources consultants.

Additionally, employees and nonemployees can report violations—even anonymously—by contacting Allstate i-Report, a 24/7 toll-free number, at 800-706-9855. Once a concern is raised, it will be investigated to determine what further actions may be necessary. If required, appropriate actions will be taken.

Allstate policy and the Code of Ethics prohibit any form of retaliation for reporting a workplace or ethical concern.