Key Performance Indicators and Goals

Key Performance Indicator

Improve overall reputation across all stakeholder groups by 3% as measured by Allstate's Reputation Scorecard.

Allstate's Reputation Scorecard measures our performance against the expectations of our stakeholders.

Read more on Stakeholders >

Progress

2010

2010 will serve as our baseline.

Key Performance Indicator

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.

Read more on Business Practices >

Progress

2010

Did not achieve.

*Allstate has been notified that we have received this honor for 2011.

2009

Did not achieve.

2008

Named to Top 25 Noteworthy Companies for Diversity, DiversityInc Magazine.

2007

Achieved.

2006

Achieved.

Key Performance Indicator

Achieve 9% of Allstate's total procurement spend with women-, veteran-, GLBT-, or minority-owned businesses by 2015.

Read more on Business Practices >

Progress

2010

On Target.
5.4%

2009

5.7%

2008

4.1%

2007

5.0%

2006

4.2%

Key Performance Indicator

Reduce teen driving fatalities by 50% and create the safest generation of teen drivers by 2015 (2005 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.

Read more on Social Impact >

Progress

2010

Well on pace to achieve 2015 target:

The Allstate Foundation Teen Safe Driving program exceeded its social impact goals for 2010; over 4.1 million teens were informed¹, more than 200,000 were involved², and more than 2,000 were empowered³.

Teen deaths on U.S. roads have decreased by about 40% since the program began in 2005 (from 6,000 teens killed in 2005 to about 4,000 teens killed in 2009).

1. Informed - the number of teens reached through teen-to-teen activism programs, contests and projects; the number of visitors to KeeptheDrive.com; and the number of teens reached through teen-specific media.

2. Involved - the number of teens actively participating in program activities; and the number of tools downloaded from KeeptheDrive.com.

3. Empowered - the number of teens who led activism projects.

Key Performance Indicator

Reach 50,000 survivors of domestic violence with Foundation-funded economic 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.

Read more on Social Impact >

Progress

2010

On Target

In 2010, 25,324 survivors received economic empowerment services through the Allstate Foundation program; more than 30,000 have received services since the program started in 2005.

Key Performance Indicator

Reduce energy use 20% by 2020 for Allstate owned facilities (versus our 2007 baseline).

Our focus is on improving energy efficiency of Allstate's operations, reducing electricity demand and exploring renewable energy options.

Read more on Environment >

Progress

2010

0.32%

2009

1.36%

2008

1.97%

2007

Baseline set.

Key Performance Indicator

Maintain or reduce Allstate's carbon footprint on an annual basis.

As published in the company's response to the Carbon Disclosure Project annual 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.

Read more on Environment >

Progress

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% reduction over prior year.

2007

Baseline set.

Key Performance Indicator

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.

Read more on Environment >

Progress

2010

Pursuing LEED certification of new Idaho call-in center in Chubbuck-Pocatello, Idaho, slated to open in 2011.

Key Performance Indicator

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.

Read more on Environment >

Progress

2010

Achieved.

Exceeded target of 25% reduction:

Achieved a 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.

Key Performance Indicator

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.

Read more on Environment >

Progress

2010

Well on pace to achieve 2013 target:

11.8% reduction totaling approximately 14 million pieces of paper saved.

2009

Baseline set.