Corporate Responsibility

Key Performance Indicators

Our KPIs reflect our sustainability and social impact priorities. This update shows where we achieved strong results in 2014 and where we are striving to improve.


Context & Goals

We are working to improve the energy efficiency of Allstate’s operations, reduce electricity demand and explore renewable energy options.

We publish details about our environmental performance in our annual response to CDP. We are reducing our carbon footprint primarily by improving the operational efficiency of company-owned buildings, using more fuel-efficient vehicles in our corporate fleet and regulating business air travel by employees more carefully.


Commitment: Energy Reduction

Reduce energy use by 20% by 2020 for Allstate-owned facilities (compared to our 2007 baseline)

Progress: Achieved 2020 Goal

2014: 23.4% reduction from 2007 baseline (5.7% reduction from 2013)

We achieved our long-term goal six years early, and we are establishing a new long-term energy-reduction goal and will publish it toward the end of 2015.

Commitment: Carbon Footprint

Maintain or reduce Allstate’s carbon footprint on an annual basis (compared to our 2007 baseline).

Progress: Achieved

2014: 26.6% reduction from 2007 baseline (0.03% increase from 2013)

Commitment: Real Estate

Focus on the sustainability of our real estate by ensuring that many major office renovations and most new construction projects are Leadership in Energy and Environmental Design (LEED)–certified by the U.S. Green Building Council

Progress: On track

In 2014, we began work on a new leased call center in Draper, Utah, where we occupy 45,000 square feet of space. The building was already LEED-certified for its shell, and we are meeting LEED specifications as we complete the interior. We will apply for the building’s interior space to become LEED-certified in 2015.

Commitment: Paper Reduction—Employee Focus

Maintain or exceed prior-year employee paper reduction levels. We will establish a new long-term employee paper reduction goal and will publish it toward the end of 2015

Progress: Established new baseline in 2014

Total sheets of paper used: 185 million

In 2014, we adopted a more accurate methodology to measure employee office paper use. Using printer-level tracking (as opposed to our previous paper procurement tracking), we now have a more accurate and real-time gauge of our paper use.

Commitment: Paper Reduction—Customer Focus

We will establish a new long-term customer paper reduction goal and publish it toward the end of 2015.

Progress: Established new baseline in 2014

Transactional mail count: 778.9 million pieces

We surpassed our long-term goal to reduce paper delivery to customers by 20% by 2013 through the use of convenient, cost-effective and environmentally friendly options such as EZPay, eBill and ePolicy.

In 2014, we established a new baseline that incorporates a wider range of customer mailings and correspondence in our total measurement.


Context & Goals

By strategically applying our expertise, resources and institutional knowledge, Allstate is able to tackle some of society’s toughest issues. Our goal is to use these core competencies for good, applying data-driven research to challenges such as domestic violence, safe teen driving and youth empowerment. This approach helps us reach the most people, in the most effective way, in order to make a meaningful difference in our neighborhoods and across the world.

We are making “smart” driving socially acceptable to teens using the power of peer-to-peer influence, adult guidance and increased public understanding of the issue to change the way teens think and act in the car. We’re also empowering domestic violence survivors to increase their financial independence, which helps to end the cycle of violence to live and thrive free from abuse.


Commitment: Teen Safe Driving

Contribute to reducing teen driving fatalities by 50% and create the safest generation of teen drivers by 2015

Progress: On track to achieve 2015 target

The Allstate Foundation Teen Safe Driving program exceeded its social impact goals for 2013: Teen deaths on U.S. roads decreased by about 48% since 2005.

Commitment: Financial Empowerment for Domestic Violence Survivors

Reach 500,000 survivors of domestic violence with Allstate Foundation–funded financial empowerment services by 2015

The Foundation will maintain its focus on economically empowering domestic violence survivors, and will seek to increase asset-building strategies for survivors in 2015 and beyond.

Progress: On track to achieve 2015 target

The Allstate Foundation surpassed its long-term goal: More than 580,000 survivors have received economic empowerment services since the program began in 2005.

From financial literacy to job training to asset-building projects, Foundation-funded programs are helping survivors move from safety to security.


Context & Goals

Studies show profound links between inclusive diversity and innovation, employee engagement and community involvement. Allstate seeks to increase diversity awareness across our business, with programs that help all of our employees and agency owners feel empowered to contribute ideas and make career progress, regardless of their race, gender, age, sexual preference or other characteristics.

Additionally, by encouraging a diverse supply chain, Allstate can support real, sustainable community improvement. Minority business owners often stay local, supporting neighborhood organizations and hiring local employees.


Commitment: Employee Diversity

Earn a spot on The DiversityInc Top 50 Companies for Diversity® list on an annual basis

Progress: Achieved

4th consecutive year on list

Commitment: Supplier Diversity

Achieve 9% of Allstate’s total procurement spend with businesses owned by minorities, women, veterans or members of the lesbian, gay, bisexual and transgender community by 2015

Progress: On track

2014: 8.2%