Corporate Responsibility

Allstate agency owners are the individuals our customers seek out in times of challenge. They are small business owners who play an outsized role in their communities, dedicating their knowledge and resources to making life better across America.

Introduction

Owning an Allstate agency is one of the best small business opportunities in America and an important part of our value chain. Customer surveys clearly demonstrate that frequent, positive interaction with Allstate’s agency owners is the most important driver of satisfaction.

Agency owners form the basis of our reputation. To help enhance our reputation, Allstate has a goal to support and enable agency owners to serve as reliable and trusted advisors within their communities. We do this by providing them with the resources they need to become actively engaged.

Because agency owners and financial specialists are independent contractors who run their own businesses, it is critical that we maintain close ties with them. By doing so, we protect our vital connection to the market. To this end, we constantly seek open dialogue and feedback from our agency owners through forums, boards, surveys and other groups.

Engaging Agencies through Feedback

National Advisory Board
We facilitate dialogue among company leadership, agency owners and financial specialists through the National Advisory Board (NAB). The NAB consists of nearly 90 agency owners and financial specialists, representing nearly every state. Through the NAB, they voice issues and create solutions for the agency system. They also serve to strengthen the relationship between Allstate and the agency force. To this end, the NAB convenes Allstate leadership, agency owners and financial specialists throughout the year to discuss how Allstate’s decision-making will impact their businesses and customer satisfaction.

Agency Executive Council
In 2008, we formed the Agency Executive Council (AEC). Its mission is to collect input from agency owner thought leaders on Allstate’s strategy to better serve customers, while ensuring a profitable sales model for Allstate and Allstate agencies. The AEC is actively engaged in helping Allstate to promote agency ownership as one of the best small business opportunities in America.

Pioneer Technology Agencies Group
Technology continues to transform the business landscape, and these developments bring great benefit to agency offices and the customer experience. The Pioneer Technology Agencies (PTA) group consists of agency owners and financial specialists who convene to provide insight into how technological advances and initiatives impact agency operations. They do this by testing and providing feedback on key technology initiatives. This helps Allstate increase speed to market, minimize agency operational disruption and improve adoption of technology and processes.

Agency Relationship Survey

Allstate’s Agency Relationship Survey (ARS), conducted every fall, offers Allstate insight into the engagement, satisfaction, challenges and concerns of agency owners, financial specialists and independent agents. The purpose of the survey is to identify actionable opportunities to build Allstate’s relationship with the individuals who represent Allstate in their communities.

Despite challenges trending within the insurance industry, the 2015 ARS illustrates the strong and healthy relationship Allstate shares with agency owners and financial specialists. Agency owners are proud to represent Allstate (87 percent favorable). In particular, the support they receive from Allstate’s claims support and field sales leaders were given the most positive scores.

Allstate Agencies: Trusted Advisors in the Community

Agency owners and financial specialists provide value as trusted advisors through involvement in their communities. The company and The Allstate Foundation provide various tool kits to agency owners. These kits contain helpful resources that help agency owners increase their local presence and educate and engage their communities on Allstate’s signature societal issues. The kits proved to be popular last year, with 6,277 agency owners and financial specialists who ordered 9,472 kits. In total, 61 percent of agency owners and financial specialists engaged in Allstate’s community efforts in 2015.

Disaster Preparedness
Agency owners help communities understand the importance of preparing for natural disasters. In 2015, agency owners, in partnership with The Allstate Foundation and Points of Light, hosted 14 disaster preparedness events and assembled 13,000 disaster preparedness kits. These kits included essential items such as hand-crank flashlights, first aid kits, hand sanitizer, water bottles and dust masks, and were distributed to individuals and families in need.

Teen Safe Driving
Teen driving accidents are the leading cause of death among teens, ahead of homicide, suicide, cancer and drugs, due primarily to driver inexperience. Allstate creates educational materials agency owners and financial specialists can use to bring awareness to the impact that factors such as driver distraction, speeding and failure to wear seat belts have on driver safety. In 2015, 24 percent of all agency owners enrolled in #GetThereSafe, a program dedicated to promoting teen safe driving.

“Thanks for allowing me to protect my community by doing more than selling insurance. Through programs like #GetThereSafe I’m happy to help teens understand that driving a car means taking responsibility for themselves and others on the road.” Agency Owner, Susan Gilmore-Layton (New Jersey)

Good Starts Young
At Allstate, we believe that by empowering the next generation we build a brighter future for all. Our WE youth empowerment program aspires to increase youths’ confidence by helping them build life skills, excel academically, get ready for the workplace and become engaged citizens by volunteering in their community. Through their interactions with Good Starts Young, agency owners and financial specialists have an opportunity to inform community stakeholders—parents, educators, community leaders and others—about Allstate’s youth empowerment programs. Allstate focuses on helping advance academics through social learning, addressing today’s most pressing issues and bringing out the good in communities across the globe. In 2015, 11 percent of agency owners enrolled in Good Starts Young programs.

Purple Purse
Purple Purse is a public awareness and fundraising campaign aimed at creating long-term safety and security for domestic violence survivors. Agency owners and financial specialists engage with their communities to help educate them about the financial abuse that traps victims in 98 percent of all domestic violence cases. Through activities like the Purple Purse Challenge and the Purple Purse Walk, employees, agency owners and financial specialists have raised millions of dollars for local organizations. In 2015, agency owner engagement with Purple Purse rose 285 percent, with 57 percent of all agency owners enrolled in Purple Purse programs.

“Like a lot of people, I was oblivious as to why victims of domestic violence simply don't leave. Through Purple Purse, I now understand the number one reason domestic violence survivors stay in or return to an abusive relationship is [that] they don't have the financial resources to break free. Our agency is proud to help these women start a new life.” Agency Owner, Jon Boulware (California)

Supporting the Best Small Business Opportunity in America

Allstate is committed to making Allstate agency ownership the best small business opportunity in America. To help agency owners and financial specialists thrive in today’s market, we provide the following support:

Education. Our best-in-class education tools and resources help agency owners and financial specialists understand the products and services they can offer customers. We also support them as small business owners through programs like virtual mentorships, best practice sharing and interactive workshops. In 2015, we increased efforts to provide agency owners, agency staff, financial specialists and sales leaders with virtual, targeted content to equip them with on-demand access to answers and information.

Staffing Support. We offer agency owners a wide range of programs and resources to assist them in attracting, retaining and developing their employees. By providing agency owners with resources like effective agency staff recruiting materials, and awards and recognition programs for their staff members, we are enabling their success as small business owners, not just insurance agents.

Equity. The economic interest that agency owners build through their book of business is a unique and compelling aspect of Allstate’s agency value proposition.

The Ray Lynch Community Service Award is dedicated to the memory of former Allstate agent Ray Lynch of Fayetteville, North Carolina, who built a successful agency around a remarkable record of community service during his 32 years with the company. Inspired by his example, Allstate created this award in his honor.

David Erb Receives the 2016 Ray Lynch Community Service Award

Put Amelia Erb on a swing and she was like any other carefree child—soaring and smiling, the wind in her hair and her feet high off the ground.

The day-to-day reality was entirely different for this five-year-old born with agenesis of the corpus callosum, an absence of the membrane that connects the two hemispheres of the brain, and microcephaly, a rare disease that can include abnormal brain development, delayed motor functions, seizures and other neurological issues.

Amelia unexpectedly died following a seizure in August 2015. The unimaginable loss inspired Natalie Erb and her husband, Tennessee Agency Owner, David Erb, to transform their heartache into something good and beautiful.

Shortly after Amelia’s death, the couple established the nonprofit Milly’s Wings in the hopes of building their area’s first “universal playground” that would accommodate children with and without disabilities.

David Erb’s tireless work toward that goal, as well as his ongoing commitment to multiple other nonprofits, helped earn him the 2016 Ray Lynch Community Service Award.

A $250,000 goal

Though microcephaly has been in the news lately as researchers explore a possible link with the Zika virus, the Centers for Disease Control and Prevention reports that the lifelong condition impacts 12 or fewer babies per 10,000 live births in the U.S. every year. There’s currently no standard treatment.

At age five, Amelia functioned as a nine-month-old, unable to sit up independently or eat on her own. Still, all her challenges fell by the wayside when she was on a playground swing.

With Milly’s Wings, David and Natalie hope to raise $250,000 to build their playground. In the short time since they formed the nonprofit, they’ve garnered local media attention and maintain a Facebook page and a website where people can contribute online.

“He makes everyone feel so good”

According to his field sales leader, Candace Smith, it’s that kind of passion that has cemented Erb’s reputation as an agency owner committed to giving back to his community.

“As I meet other agency owners, I discovered that David is known first for his community involvement,” she said. “He is completely dedicated to his office and his team members and the community he’s serving.”

Much of Erb’s volunteerism targets organizations that help people with disabilities or address issues that have affected him personally. In addition to Milly’s Wings, he’s served as chairman for the Alzheimer’s Tennessee fundraising walk, which raises up to $85,000 annually to benefit research about the disease that afflicted his grandfather and, subsequently, his father.

He also has served the North Anderson County Boys and Girls Club, the Clinch River Home Health board, the Aid to Distressed Families of Appalachian Counties and the Business Advisory Council for Emory Valley Center—among others.

“Because of the number of boards he sits on, he helps all these organizations do their job a little better,” said Naomi Asher, executive director of United Way of Anderson County. “And the stronger they are, the stronger we are, and the more people we can help.”

“Leave this place better than you found it.”

For Erb, it’s a matter of understanding what’s truly important.

“Once you have children, you realize it’s not all about you,” he said. “You start thinking you want to leave this place better than you found it.”

The acorn, as they say, doesn’t fall far from the tree. And the family trait is being passed along to another generation, too.

The Erbs’ seven-year-old daughter, Fiona, who once was frightened by Amelia’s seizures, learned to comfort her younger sister during those times. And Fiona’s developed her own unique affection for others with disabilities.

“I can tell you this: She’s acutely aware of other people’s suffering,” Erb said. “She’s extremely compassionate, and she looks through differences. When she sees someone in a wheelchair, she goes up to them and talks to them. She asks their name and holds their hand.”

Award puts Erb at the “pinnacle” of his career

It wasn’t until Erb was on stage at National Forum with all 13 nominees in Las Vegas that he learned the award was about to come his way.

“I was reading the teleprompter as Tom [Wilson] spoke,” he said. “The teleprompter moved up, and I saw, ‘David and his wife Natalie.’ I just went cold. That’s how I found out: I read it on the teleprompter. There was clapping, Natalie joined me on stage, and we bawled our eyes out.”

And though Erb’s view may continue to be through tear-filled eyes at times, he can see the significance of all he’s built and what’s yet to come.

“This is the pinnacle of my career,” he said. “I’m with a company I love. I work with people I love; I have a fantastic team. I’m with the woman I should be with. And I had close to six years with the most amazing little girl.”

“And now I have a calling.”

Ray Lynch Community Service Award

Every year, each region nominates an agency owner or financial specialist who demonstrates excellence in both business and community service. Each nominee receives a $2,000 grant from The Allstate Foundation that he or she can distribute to a nonprofit organization of his or her choice. One of the 14 finalists is then chosen as the Ray Lynch Community Service Award winner and receives an additional $5,000 Allstate Foundation grant.

In addition to this year’s Ray Lynch Community Service Award winner David Erb, the 2016 nominees were:

  • John Alsop, California
  • Josh Barger, Texas
  • Paul Dellauniversita, New York
  • Lisa Jusino, Midwest
  • Carolyn Lankford, Southeast
  • Tom Paterson, Florida
  • Marty Randal, Northeast
  • Rick Robertson, Capital
  • Armando Rubio, Southwest
  • Shawn Schmidtke, Northwest
  • Tammy Stubbs, West Central
  • Sam Tanoos, North Central
  • Brian Zimmerman, Allstate New Jersey

Our people are our most valuable asset. Their skill, dedication and caring define Allstate and bring out the good for our customers.

Introduction

Allstate’s business strategy, culture and ability to achieve its goals depend upon one thing: our people. Ultimately, the people we hire determine our ability to succeed.

As our employee surveys consistently show, providing our employees with exciting career paths and educational opportunities improves morale and engagement. These positive outcomes contribute to our reputation and legacy of having a dynamic and productive workforce. Because Allstate is a large employer, we understand that through employee engagement we have significant influence on our communities and economies. We take this responsibility seriously, and want to ensure that this legacy continues.

Attraction

We sustain an efficient and skilled workforce by attracting high-quality candidates through tried and true processes. However, we realize the attraction processes of the past are not the same as the attraction processes of the future. America’s demographics are increasingly diverse, and include groups not typically thought of in the insurance industry, such as STEM professionals. Allstate recognizes the importance of inclusivity and diversity in our workforce. Click here for more information on how we promote inclusive diversity at Allstate.

Retention

Retaining top-quality talent is a high priority at Allstate. We also recognize that talent retention is hardly a one-size-fits-all endeavor. That’s why our Workforce Insights team oversees the unique retention needs of individual business units.

In addition to understanding the unique needs of individual business units, the Workforce Insights team uses ongoing research platforms to inform recommendations: predictive attrition, quality-of-hire analysis, and our Good Work. Good Life. Good Hands® program. Our predictive attrition research associates the risk of departure for particular key leaders, and—should certain individuals demonstrate notable risk—a “stay” interview is organized to determine how Allstate can improve in order to retain that individual. Our quality-of-hire research builds models to determine which traits drive success and length of tenure in employees.

Our Good Work. Good Life. Good Hands® program identifies the strategic link between the things prospective and existing employees value and what we offer in exchange for their work. Improving the attraction, retention and engagement of Allstate employees will ultimately improve the organization’s ability to serve our customers, agents and communities—and each other.

Employee Life cycle Survey Program
Our Employee Life cycle Survey program is an important tool for gauging the attitudes, beliefs and behaviors of our employees. We use this program to determine which initiatives, programs and efforts are most important to supporting employee morale. The program includes:

• A 90-day retention survey to check in with new hires to assess their integration into Allstate.

• Our 9-month Quality of Hire survey sent to hiring managers to determine the effectiveness of the support team (i.e. talent acquisition, recruiters etc.) and the quality of the candidate hired.

• Our annual employee VOICE survey, which measures employee work experience, including engagement, satisfaction and manager effectiveness. Employee participation in the survey continues to rise, with 84 percent participation in 2015, up 4 percent from the year prior. Employees cited manager support of work-life balance and an environment of respect as strengths (93 and 90 percent favorability rating, respectively). Much of our Voice survey is based upon best practices learned through our participation in the Mayflower Group, a consortium of premier companies that have large employee bases similar to Allstate’s. The consortium also provides a source for us to benchmark our results against other participating companies.

• The Good Work Pulse survey, which runs several times throughout the year and is a complementary tool to our VOICE survey. The Pulse survey allows us to collect timely information and data so we can assess employee attitudes and initiatives to determine their effectiveness and take immediate action when needed.

• An exit survey and interview process. When employees decide to leave Allstate, we conduct this process to determine what they found most compelling about Allstate’s employee value proposition, reasons for leaving, and future plans.

Career Development

We dedicate extensive resources to developing leaders at all levels, whether they have direct reports or lead by taking the initiative. Some programs are available to all employees, while others are available to select audiences. Regardless of their role, all employees have a wealth of resources at their disposal.

Talent Connection
Allstate invests in training opportunities for our employees so that they can be successful throughout their careers. In 2015, we invested more than 1 million dollars in learning technology alone.

Talent Connection is Allstate’s integrated talent management system. The system contains modules for:

• Attracting and hiring new employees.
• Promoting internal advancement of current employees.
• Registering for learning opportunities such as webinars, seminars and classroom training. In 2015, our employees completed 273,238 courses, with 31,261 unique learners accounting for 328,820 hours of learning.
• Receiving comprehensive feedback from managers, peers and teams.

Tuition Reimbursement
Allstate offers tuition reimbursement to employees who demonstrate an interest in getting a college degree, an advanced degree or an additional degree. Whether the degree enhances their knowledge, is job-specific, or works toward a change in career, all of our employees are eligible for the program. Up to $5,250 is made available per employee per year. In 2015, we invested $3.7 million in professional education.

Own Your Career Development Portal
In addition to the Talent Connection modules related to career development, we also offer a portal dedicated to providing our employees with tools and resources to assist them in setting career goals. It helps employees identify their strengths and opportunities, grow their network, develop their résumé, and initiate career-related conversations with managers and peers across the company.

Enterprise Talent Management and Talent Share
Our Enterprise Talent Market (ETM) philosophy and Talent Share programs support the internal advancement of our employees. With approximately 41,100 employees at Allstate, there is no better place to begin our hiring process than with our own people. When a position opens in any department across the company, any Allstate employee can apply for the position. Not only does this program reduce the costs associated with hiring an external candidate, it also preserves the cumulative knowledge and maturity of Allstate’s culture. In the first two years of ETM, internal placement rates doubled, and remain steady.

In 2015, we began leveraging our Talent Share program for more labor-intensive projects, and we integrated Claims into the program. As a result, the number of participants increased to 620 participants in 2015.

Department-Specific Development
While company-wide training initiatives are an important part of creating a unified culture and promoting general expertise, we also recognize the need to promote department-specific expertise. Here are just a few examples of how we tailor our training:

• Our Technology Department provides SkillSoft technical skills training, via an online course library and online books, on a variety of topics such as Agile, Scrum, Java, VMWare, Mobile Web and ITIL practices.

• Our Life and Retirement Distribution Department offers development workshops. These workshops include activities such as peer networking, compensation transparency, a book club focused on leadership, and workshops that increase awareness and understanding of other business units.

Leadership Development

At Allstate, all employees are leaders. We offer a number of programs that help individuals, with and without direct reports, to develop their leadership skills. Following are a few examples.

Leadership Development Program (LDP)
Allstate’s LDP is committed to continuously identifying and developing talent to become its future leaders. Using our Succession and Talent Review Process, we identify high-potential candidates and help equip them for successful futures as leaders at Allstate. In 2015, Allstate had 122 participants in the program.

New Leader Development Studio (NLDS)
NLDS targets new leaders who are assuming direct reporting responsibilities for the first time at Allstate. Apart from covering the essential administrative functions associated with leading a team, NLDS focuses primarily on developing the self-awareness that is crucial to effective and inspiring leadership, paying special attention to the impact and ability of new leaders to drive results.

Critical Conversations
The Critical Conversations course is open to all employees. The course takes participants through the fundamentals of coaching and illustrates Allstate’s preferred coaching model aimed at enabling employees to have more impactful conversations with peers, direct reports and managers.

Live and On-Demand Seminars
In addition to formal training, Allstate provides employees with in-house learning and development opportunities throughout the year using the latest live and on-demand streaming technology. Offerings vary depending on the focus of the content and the areas of expertise of the speakers.

The Good Work Series is an ongoing celebration of the Good Work pillar of our Employee Value Proposition (EVP) and focuses on nurturing an inspiring workplace culture.
Good Work Week is an annual, themed, multi-day event that renews our commitment to the Good Work Series. Internal and external speakers are showcased to help employees connect their work to the company’s purpose and business results.
Leaders as Teachers provides internal perspectives from Allstate executives on leadership and other topics pertinent to our business strategy.
Thought Leader Forum introduces an external point of view on business and leadership to accelerate development.

“Inclusive Diversity is a key business strategy and competitive advantage for Allstate. It’s about creating a work environment where diversity is valued, so all employees can reach their potential while maximizing their contributions to our customers and shareholders.”

Christy Harris, Vice President
Talent Acquisition & Inclusive Diversity

Introduction

Diversity, in every sense of the word, is a hallmark of Allstate’s culture, and the benefits of an environment that supports inclusive diversity are clear. Research repeatedly demonstrates that inclusive diversity contributes to the satisfaction, creativity, innovation, problem-solving ability, engagement and community involvement of employees. We value the contributions and unique attributes that each individual brings to Allstate.

The communities we operate in are growing evermore diverse. In light of this long-term trend, we are proud that Allstate has a unique value proposition and culture in which people of all backgrounds are welcomed, connected and engaged.

At Allstate, we promote the inclusive diversity of our workforce through:

• Policies and Practices
• Leadership Principles and Values
• Employee Resource Groups (ERGs)
• Training and Development
• Employee Engagement Surveys
• Supplier Diversity (to read more, see Sustainable Procurement)

Our Performance

We are proud of Allstate’s culture, which reflects the effort and care spent cultivating a vibrant, diverse workforce. In 2015, our employee population consisted of 56 percent women and 33 percent minorities. Of Allstate’s officers and managers, 34 percent are minorities. Allstate agency owners are also diverse, with a reported 25 percent women and 21 percent minorities.

Our efforts continue to capture the attention of leading diversity organizations. For the fifth consecutive year, Allstate was named to DiversityInc’s Top 50 Companies for Diversity®, placing 33rd. These results reflect Allstate’s focus on its talent pipeline, equitable talent development, CEO’s and leadership’s commitment to diversity, supplier diversity, and diversity management initiatives—all of which are core to DiversityInc’s annual assessment. We’ve also received the following diversity awards:

• Top Corporation for Women’s Business Enterprise, 2016 – Women’s Business Enterprise National Council (WBENC)
• Top 60 Companies for Executive Women 2016 – National Association for Female Executives (NAFE)
• Top 50 Companies for Executive Women 2015 – National Association for Female Executives (NAFE)
• 40 Best Companies for Diversity 2015 – Black Enterprise
• Top 35 Best Companies for Supplier Diversity 2015 – Black Enterprise
• 50 Out Front Best Places for Women & Diverse Managers to Work 2015 – Diversity MBA
• Best Companies for Multicultural Women 2016 – Working Mother

Managing Inclusive Diversity

Our corporate policies and practices related to inclusive diversity serve as a guide for our leaders. Our Shared Purpose—which outlines Allstate’s vision, corporate goals, values, priorities, and operating and leadership principles—highlights inclusive diversity as one of our five core values. Our employees understand the power of collectively living Our Shared Purpose and use it to guide our business pursuits. Inclusive diversity cascades through all levels of the company and is reinforced in our Code of Ethics.

Allstate leverages an Enterprise Diversity Leadership Council (EDLC) to enhance our emphasis on inclusive diversity. The EDLC serves as a catalyst and amplifier for opportunities that advance inclusive diversity across the company. It achieves this by:

• Identifying and prioritizing actions to be taken
• Taking accountability for achieving targeted results
• Ensuring clarity and understanding of the business relevance of inclusive diversity

In 2015, the EDLC drove the creation of inclusive diversity commitments that are intended to increase our results even further through enhanced leadership accountability across the company.

The mission of the Employee Resource Group (ERG) program is to provide an open forum where employees with a shared interest aspire, develop and collaborate to reach their highest potential, represent Allstate in our communities, and serve as a key resource to the company for specific consumer, employee and agent insights.

Get to know Carly.

A transgender woman and proud Allstater with a long and successful career at the company.

Employee Resource Groups

Another key strategy of Allstate’s focus on inclusive diversity is Employee Resource Groups (ERGs). Allstate offers 10 ERGs, each with unique value propositions and goals. ERGs serve as a forum where our employees can develop themselves professionally and share life experiences inside and outside of Allstate. Employee involvement in ERGs grew to 7,629 in 2015 (23 percent of all employees), a 12 percent increase over 2014.

Our ERGs include:

• 3AN – Allstate Asian-American Network
• FAN – Allstate Foster and Adoption Network
• AAWN – African-American Working Network
• AVETS – Allstate Veteran Engagement Team and Supporters
• AWIN – Allstate Women’s “I” Network
• PLAN – Professional Latino Allstate Network
• PRIDE – for Allstate’s LGBTQIA employees
• PWT – Parents Working Together
• YPO – Young Professionals Organization
• I@A – Intrapreneurs at Allstate

Many of our ERGs go above and beyond to help others live a good life. In 2015, our ERGs collectively volunteered 25,000 hours. For more information on our ERGs and their unique activities, see our 2015 ERG report.

Training Our Leaders on Inclusive Diversity

We require all new employees to complete inclusive-diversity training. We also educate our managers on the value of diversity in the workplace. Training covers a variety of topics, including self-awareness regarding cultural identity and unconscious bias, and provides tools to help employees leverage inclusive diversity and create a more inclusive environment. The training also enables participants to complete self-assessments on their level of cross-cultural competency. Additionally, we host special diversity programs focused on critical topics such as gender identity and transitions, religion in the workplace, and generational differences. Lastly, many of these topics, especially the emphasis on unconscious bias and leveraging inclusive diversity, are embedded into other management development training and programs throughout the enterprise whenever possible.

Employee Engagement Surveys

Our annual VOICE survey measures employee work experience, including engagement, satisfaction, and manager effectiveness. In 2015, we received a score of 80 or above on all questions relating to inclusive diversity. According to VOICE, scores of 80 and higher indicate “exceptional performance.” These are powerful results since inclusive diversity also scored as one of the most important drivers of engagement, satisfaction and intent to stay. Additionally, we slice the data by race/ethnicity, gender and tenure to ensure that all employees have similar favorable responses and to identify opportunities to provide support for specific groups, as needed. We received consistently similar engagement results across all groups in 2015 as well.

Allstate strives to set the standard for employee safety and health.

Introduction

Allstate’s safety mission is for all employees, contractors and visitors to return home safely every day. The company’s approach goes beyond compliance and focuses on exceeding federal requirements. Rather than limit our focus to the Occupational Safety and Health Administration’s (OSHA) construction industry regulations, Allstate uses OSHA’s general industry regulations, 29 CFR 1910, as a starting point.

Employee safety is a moral imperative—and it makes good financial sense. Allstate focuses on preventing injuries so employees and contractors can live their lives normally. Prevention also saves the company money by avoiding lost work time and medical claims.

Allstate effectively manages workplace safety through several measures:

• Safety equipment
• Safety training and education
• Monitoring and audits
• Governance

Safety Equipment

Allstate provides personal protective equipment at no charge to employees. Our 140 locations have working fire extinguishers and 344 automated external defibrillators (AEDs). Portable extinguishers are evaluated annually with additional quick checks monthly. We actively monitor the age of each piece of safety equipment and ensure that AED replacement pads and batteries ship automatically prior to the expiration date. To supplement our safety equipment, a new corporate program enables employees to receive CPR and AED training.

Safety Training and Education

Our safety training provides employees the specific education they need, based on their role within the organization. While Allstate is primarily an office environment, our printing and communications center, service centers, record centers and engineering employees require targeted training.

In total, Allstate provided targeted safety training to 579 employees throughout the enterprise, exceeding OSHA, National Fire Protection Association and U.S. Environmental Protection Agency expectations. Where safety issues could have catastrophic results, Allstate trains employees annually—exceeding OSHA requirements. Beyond training, Allstate posts weekly blog articles on safety-related issues. These articles, available to all employees, provide valuable safety information and tips.

Monitoring and Audits

Our instructor-led, online safety training ensures employees understand safe processes from beginning to end. Allstate performs periodic safety observations of employees who work in high hazard environments to ensure they correctly perform their tasks. In locations with a triple net lease, the company performs annual safety site audits based on OSHA general industry guidelines.

Slips and falls are Allstate’s most common safety issue; sometimes these occur due to wet or icy weather conditions. The company evaluates parking lots, entranceways and doors to ensure no identifiable trip hazards exist. Allstate’s safety team works closely with the security team to review incident reports and correct safety issues to minimize the risk of future accidents.

From an environmental perspective, Allstate has an ongoing indoor air quality (IAQ) program. Every two to four years, we conduct IAQ surveys in most locations to assure that they are safe and meet Allstate’s IAQ comfort guidelines. In 2015, we conducted 64 IAQ surveys. The Administration and Real Estate Department leads several other initiatives to ensure a safe environment for employees and protection of the natural environment. For example, each year the team leads Asbestos Awareness Training and Spill Plan Training Sessions. The company uses an online portal to track which employees receive safety training, how often and how well they perform.

Allstate’s Enterprise Workforce Safety Committee is led by a Human Resources Vice President. This committee, which includes representatives from Risk Management, Administration and Real Estate, Legal, Compliance and Corporate Relations, meets regularly to discuss how to mitigate safety concerns.

Employee Health and Wellness

We believe that people do their best work for customers when they feel good themselves. That’s why Allstate employees have access to an array of market-competitive benefits and programs to help support their physical health, financial security and work-life balance.

Through our Allstate Good Life® well-being programs, we have learned that people are more likely to make healthy choices like exercising, eating right and getting physical checkups, when they are influenced by their peers to do so. We have a network of over 200 well-being champions throughout our organization. These employees are empowered to help create a culture of well-being in over 100 Allstate offices.

We also recognize that people take better care of themselves when they have the tools to help them make their own health decisions. In 2015, 26,319 Allstaters took part in online health risk assessments , which helped employees identify their strengths and potential problem areas and initiate a productive conversation with their doctors. Over 2,820 employees took advantage of health coaching to work on issues such as reducing stress or changing food habits. There were 16,958 unique employees and 4,927 spouses/domestic partners who earned at least one $100 wellness incentive.

Financial well-being is just as important as physical well-being in supporting employees’ ability to do their best work. In 2015, we added the option for employees to make Roth contributions to our 401(k) plan. This addition offers employees more flexibility in retirement strategies. Over 9 percent of new hires have taken advantage of this new feature.

Allstate also continued to provide financial well-being seminars during its 4th Annual Financial Fitness Week. Attendance reached a new high with 5,941 employees attending and viewing sessions on personal finance. We offered live sessions in 12 offices and broadcast them enterprise-wide. Our topics target a wide range of audiences, from early-career millennials to late-career professionals.

A Biometric Screening Wake-Up Call

Over the years, Jackie Lynch, a regulatory compliance consultant in Allstate’s Northbrook office, had participated in a number of on-site biometric screenings. Although the results usually indicated that some of her numbers were well above normal levels, she dismissed them as inaccurate. “I’ve always been a thin person, so I sort of doubted the results,” says Jackie. “I figured because it was a finger-stick test versus a full blood draw, the results couldn’t have been right. In my mind, I didn’t look like what I thought someone with high cholesterol would look like.”

However, in November 2014, Jackie had a wake-up call. While she was out on maternity leave, she had a biometric screening through her personal physician. To her surprise, the doctor confirmed what previous on-site biometric screenings had shown. Her triglycerides and cholesterol levels were sky high and, if left untreated, could lead to heart failure.

A 34-year-old mother of two, Jackie was determined to get her health on track. She began following a strict diet and exercising at least an hour a day, four days a week. When she returned to her doctor three months later, Jackie had brought her triglycerides down to normal levels and her cholesterol down to a borderline high level. According to Jackie, “You can’t change your genetics, but you can change your lifestyle to a healthier one.”

To this day, Jackie continues to work on keeping her biometric numbers within healthy levels by monitoring her food intake and exercising at least three days a week. She encourages other Allstaters to regularly participate in the company’s biometric screenings. “Allstate’s biometric screenings are a great opportunity to gain insight into your health, even if you think you are healthy. I would encourage all of my colleagues to get screened and take their results seriously.”