Key Performance
Indicators and Goals
The Key Performance Indicators reflect our priorities. We established these last year. Here is an update on our performance, where we achieved strong results and where we fell short this year. Select the Key Performance Indicator to learn more about our progress toward meeting our targets in 2011.
Stakeholders: Improve our reputation with all stakeholder groups
Improve overall reputation across all stakeholder groups by 3 percent as measured by Allstate’s Reputation Scorecard.
Allstate’s Reputation Scorecard measures our performance against the expectations of our key stakeholders: agency owners, customers, employees, investors, policymakers, opinion leaders and consumers.
ProgressDid Not Achieve
2011 — Did not achieve; progress varies by stakeholder group.
2010 — Established baseline.
Read more on Stakeholder Engagement >
Business Practices: Employee Diversity
Earn a spot on The DiversityInc Top 50 Companies for Diversity® list on an annual basis. DiversityInc’s Top 50 measures four key areas: CEO Commitment, Human Capital, Corporate and Organizational Communications, and Supplier Diversity.
Companies must score above average in all four areas to earn a spot on the list and demonstrate strong consistency across the board in their diversity-management initiatives. Companies are measured within their industry classifications.
Progress
Achieved
2011 — Achieved. Ranked 43rd among DiversityInc’s Top 50 Companies for Diversity.
*Allstate has been notified that we have received this honor for 2012 as well (moving up to the 37th position—up six spots from the 2011 ranking)
2010 — Did not achieve.
2009 — Did not achieve.
2008 — Named to Top 25 Noteworthy Companies for Diversity, DiversityInc Magazine.
2007 — Achieved.
2006 — Achieved.
Business Practices: Supplier Diversity
Achieve 9 percent of Allstate’s total procurement spend with businesses owned by minorities, women, veterans and members of the lesbian, gay, bisexual and transgender community by 2015.
ProgressOn Track to Meet Goal
2011 — On target: 5.9%
2010 — 5.4%
2009 — 5.7%
2008 — 4.1%
2007 — 5.0%
2006 — 4.2%
Read more on Supplier Diversity >
Environment: Energy Reduction
Reduce energy use 20% by 2020 for Allstate-owned facilities (compared to our 2007 baseline).
Our focus is on improving energy efficiency of Allstate’s operations, reducing electricity demand and exploring renewable energy options.
ProgressAchieved
2011 — 4.76% reduction from 2007 baseline (5.06% reduction from 2010)
2010 — 0.32% increase from 2007 baseline (0.96% reduction from 2009)
2009 — 1.29% increase from 2007 baseline (0.29% reduction from 2008)
2008 — 1.58% increase from 2007 baseline
2007 — Baseline set
Read more on Energy Reduction >
Environment: Carbon Footprint
Maintain or reduce Allstate’s carbon footprint on an annual basis.
Allstate regularly publishes the company’s environmental performance in our annual response to the Carbon Disclosure Project survey (using 2007 as baseline).
Carbon footprint reductions are driven primarily through improved operational efficiency of company-owned buildings, use of more fuel-efficient vehicles in our corporate fleet, and more carefully regulated air travel by employees.
ProgressAchieved
2011 — Achieved (9% decrease over prior year, total 25% reduction since 2007)
2010 — Achieved (3% decrease over prior year, total 15% reduction since 2007)
2009 — Achieved (7% decrease over prior year, total 12% reduction since 2007)
2008 — Achieved (5% decrease over prior year)
2007 — Baseline set
Read more on Carbon Footprint >
Environment: 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.
ProgressAchieved
2011 — New Idaho call center in Chubbuck-Pocatello achieved LEED Silver certification.
2010 — Pursuing LEED certification of new Idaho call-in center in Chubbuck-Pocatello, Idaho, slated to open in 2011.
Read more on Real Estate >
Environment: Paper Reduction – Employee Focus
Reduce overall internal employee-use office paper by 25% by 2010. New goal is to maintain paper-reduction levels established in 2010.
In mid-2009, Allstate set a goal to reduce office paper use in our corporate facilities by 25% by 2010.
ProgressAchieved
2011 — Achieved. 11.4% reduction from 2010 level .
2010 — Achieved. 41% reduction in office paper in our corporate headquarters and more than 50% in our field offices compared to our 2008 baseline.
2009 — Well on pace to achieve 2010 target: 21% reduction.
2008 — Baseline set.
Read more on Paper Reduction (Employee Focus) >
Environment: Paper Reduction – Customer Focus
Reduce paper delivery to customers by 20% by 2013 (2009 baseline).
We’re reducing the volume of paper sent to customers through the use of convenient, cost-effective and environmentally friendly options for customers such as EZPay, eBill and ePolicy.
ProgressAchieved
2011 — Achieved educed customer paper by 22.4%, saving approximately 24 million pieces of paper.
2010 — Well on pace to achieve 2013 target: 11.8% reduction totaling approximately 14 million pieces of paper saved.
2009 — Baseline set.
Read more on Paper Reduction (Customer Focus) >
Social Impact: Teen Safe Driving
Contribute to reducing teen driving fatalities by 50% and create the safest generation of teen drivers by 2015 (2008 baseline).
We are making “smart” driving socially acceptable to teens by using the power of peer-to-peer influence to inform, involve and empower them to understand the dangers associated with driving so that they change the way they think and act in the car and become safe driving advocates.
In addition, in 2011 we conducted new efforts to help educate the public about the value and importance of stronger teen driving laws, which have proven to save lives on the road.
ProgressOn Track to Meet Goal
2011 — On pace to achieve 2015 target.
Allstate Foundation Teen Safe Driving program exceeded its social impact goals for 2011; more than 6.3 million teens were informed1, more than 830,000 were involved2, and more than 43,000 were empowered3.
deaths on U.S. roads have decreased by about 23% since 2008 (from 4,070 teens killed in 2008 to 3,115 teens killed in 2010).
Read more on Teen Safe Driving >
Social Impact: Financial Empowerment for Domestic Violence Survivors
2011 Goal: Reach 50,000 survivors of domestic violence with Allstate Foundation-funded financial empowerment services by 2015.
2012 Revised Goal: Reach 500,000 survivors of domestic violence with Allstate Foundation-funded financial empowerment services by 2015.
Empower domestic violence survivors to increase their financial independence, which helps them end the cycle of violence to live and thrive free from abuse.
Progress
Achieved
2011 — Surpassed goal.
In 2011, 80,995 survivors received financial empowerment services through the Allstate Foundation program; more than 100,000 have received these important services since the program began in 2005.
Because our program has grown tremendously in the last few years, we have ambitiously revised our goal and are now working to financially empower 500,000 survivors by 2015. From financial literacy to job training to asset-building projects, Foundation-funded programs are helping survivors move from safety to security.