Key Performance Indicators

GRI Indicators

Our Key Performance Indicators reflect our sustainability and social impact priorities. This update shows where we achieved strong results in 2012 and where we are striving to improve.


Goals Progress
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.

  • 2012 - Achieved. Moved up to the 37th position—up six spots from 2011 ranking.
  • 2011 - Achieved. Ranked 43rd among DiversityInc’s Top 50 Companies for Diversity.
  • 2010 - Did not achieve
  • 2009 - Did not achieve
  • 2008 - Named to DiversityInc’s Top 25 Noteworthy Companies for Diversity
  • 2007 - Achieved
  • 2006 - Achieved
Business Practices: Supplier Diversity

Achieve 9% 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.

On Track to Achieve Long-Term Goal

  • 2012 - 6.6%
  • 2011 - 5.9%
  • 2010 - 5.4%
  • 2009 - 5.7%
  • 2008 - 4.1%
  • 2007 - 5.0%
  • 2006 - 4.2%
Environment: Energy Reduction

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

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

On Track to Achieve Long-Term Goal

  • 2012 – 8.91% reduction from 2007 baseline (5.2% reduction from 2011)
  • 2011 – 3.91% reduction from 2007 baseline (4.12% reduction from 2010)
  • 2010 – 0.22% increase from 2007 baseline (0.71% reduction from 2009)
  • 2009 – 0.94% increase from 2007 baseline (0.22% increase from 2008)
  • 2008 – 0.72% increase from 2007 baseline
  • 2007 – Baseline set
Environment: Carbon Footprint

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

We regularly publish details about our environmental performance in our annual response to the Carbon Disclosure Project (CDP) survey (using 2007 as baseline). 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 air travel by employees more carefully.

Achieved

  • 2012 – Achieved (3.12% decrease from prior year; total 21.79% reduction since 2007)
  • 2011 – Achieved (10.39% decrease from prior year; total 19.27% reduction since 2007)
  • 2010 – Achieved (3.16% increase over prior year; total 9.91% reduction since 2007)
  • 2009 – Achieved (8.38% decrease from prior year; total 12.67% reduction since 2007)
  • 2008 – Achieved (4.68% decrease from prior year)
  • 2007 – Baseline set
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.

  • 2012 – Interior construction of Chubbuck-Pocatello call center achieved LEED Gold certification; F Tower building at Home Office achieved LEED certification for renovation of Floors 7–9.
  • 2011 – New Idaho call center in Chubbuck-Pocatello achieved LEED Silver certification.
  • 2010 – Pursued LEED certification of new Idaho call center in Chubbuck-Pocatello, Idaho, slated to open in 2011.
Environment: Paper Reduction — Employee Focus

Maintain or exceed the paper-reduction levels established in 2010.

We surpassed our 2009 goal to reduce overall internal employee-use office paper by 25% by 2010.

  • 2012 – Achieved. 12.08% reduction from 2011 level.
  • 2011 – Achieved. 11.4% reduction from 2010 level.
  • 2010 – Achieved. 41% reduction in office paper used in our corporate headquarters and more than a 50% reduction in our field offices, compared with 2008 baseline.
  • 2009 – Well on pace to achieve 2010 target: 21% reduction
  • 2008 – Baseline set
Environment: Paper Reduction — Customer Focus

Reduce paper delivery to customers by 20% by 2013 (2009 baseline).

In 2012, we surpassed our goal of reducing paper delivery to customers by 20% by 2013 through the use of convenient, cost-effective and environmentally friendly billing options such as EZPay, eBill and ePolicy.

  • 2012 – Reduced customer paper use by 27% since 2009 baseline, saving more than 30 million pieces of paper.
  • 2011 – Achieved. Reduced paper sent to customers 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
Social Impact: Teen Safe Driving

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

We are making “smart” driving socially acceptable to teens using the power of peer-to-peer influence, guidance from key adults, and increased public understanding of the issue to change the way teens think and act in the car.

2012 – On track to achieve 2015 target.

The Allstate Foundation (TAF) Teen Safe Driving program exceeded its social impact goals for 2012: more than 7.2 million teens were informed1, more than 1.3 million were involved2, and more than 62,000 were empowered to lead safe driving programs in local communities3. Teen deaths on U.S. roads have decreased by about 26% since 2008, when TAF established its long-term goals. Teen deaths on U.S. roads have decreased by about 43% since 2005, when TAF began its Teen Safe Driving program.

Social Impact: Financial Empowerment for Domestic Violence Survivors

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 to end the cycle of violence and to live and thrive free from abuse.

2012 – On pace to achieve 2015 target.

In 2012, more than 103,000 survivors received financial empowerment services through The Allstate Foundation program; more than 215,000 have received these important 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.


  1. Informed – The number of teens reached through teen-to-teen activism programs, contests and projects; the number of visitors to KeeptheDrive.com; plus the number of teens reached through teen-specific media.
  2. Involved – The number of teens actively participating in program activities; plus the number of tools downloaded from KeeptheDrive.com.
  3. Empowered – The number of teens who led activism projects.
ECC Monitor: OK