Skip to Main Content

Well-Being & Safety

We are responsible for the care and well-being of Allstaters, and we devote resources to occupational health and safety. We offer benefits and programs to help support Allstaters’ physical health, financial security and work-life integration. Allstate also has robust safety practices, training and tools to prevent injuries.

The 2020 pandemic made us even more focused on employees’ health and well-being. In just one week, we transitioned 95% of our workforce to remote working. We established COVID-19 hotlines for employees to call, and continued to pay employees (full or part-time) who couldn’t work remotely under shelter-in-place orders. Enhanced safety guidelines, cleaning protocols, and social distancing practices remain in place for in-office workers. We have learned that the best response in a time of crisis is to act quickly and put people first.


Allstate’s Enterprise Workforce Safety Committee, which includes representatives from Risk Management, Administration and Real Estate, Law & Regulation, Compliance, and Corporate Brand, meets regularly to discuss how to mitigate safety issues. If employees have concerns, they are encouraged to contact Safety and Environmental teams, or Human Resources through AskHR, a dedicated line to reach the team quickly by phone, email or chat, or Speak Up, Allstate’s confidential process for reporting ethics concerns.

Policies and Procedures

Safety Training and Education

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

In 2019, Allstate’s Physical Security team successfully supervised active shooter drills at over 130 U.S. sites. Employees were asked to review training materials, attend pre-drill workshops, and block out time to practice for an event all of us hope never to encounter. Over 27,700 employees participated in this training. The drills also provided an opportunity to test the use of our Emergency Notification System (ENS) at each facility, with an ENS response rate of 82.33% across the enterprise.

In 2019, Allstate also provided targeted safety training to 800 active employees throughout the enterprise. This exceeds standards set by the Occupational Safety and Health Administration, the National Fire Protection Association and the Environmental Protection Agency. Where safety issues could have catastrophic results, Allstate annually trains employees, exceeding OSHA requirements.

Beyond training, Allstate sends out weekly Safety Food for Thought articles with valuable safety information and tips. These articles are sent to employees in a safety-required role and made available to all employees.

Number of employees receiving safety training

Monitoring and Audits

Our instructor-led online safety training ensures employees understand safe processes from beginning to end. Allstate performs and documents periodic safety observations of employees who work in high-hazard environments to ensure they perform their tasks correctly. In large locations where Allstate handles all aspects of the facility, the company performs annual safety site audits based on OSHA general industry guidelines.

Number of safety site audits

Safety Equipment

Allstate provides personal protective equipment, or PPE, at no charge to employees. All locations have working fire extinguishers, and, in total, we have 340 automated external defibrillators across our locations. Portable extinguishers are evaluated annually, with additional monthly quick checks. We monitor the age of each piece of safety equipment and ensure that defibrillator replacement pads and batteries ship automatically before they expire. A new corporate program trains employees in CPR and how to use a defibrillator. These classes are held on request and are not required for most employees. In total, 6.5% of our workforce has received CPR training as of 2019.

Contractor Safety

OSHA requires building owners to ensure safety compliance at their facilities. Accordingly, we expect all vendor partners to comply with OSHA 29CFR 1910 (construction), 1926 (general industry) and NFPA 70E (electrical safety) guidelines. These standards require protective measures to minimize risks of incidents like falls, chemical spills or fires. They also ensure safety precautions when working on ladders, stairs or in confined spaces. Compliance documentation is required from all our vendor partners as well as their associated subcontractors and is incorporated into our agreement.

Programs and Performance

Choice Dollars Program

In 2019, Allstate launched a flexible new approach to employee benefits. The Choice Dollars program empowers Allstaters to decide how to allocate their corporate benefits based on their needs and circumstances. For example, some Allstaters under 26 still have medical coverage with their families, so they might use their Choice Dollars to pay down student loan debt instead of offsetting the cost of health benefits.

An interactive guide helps Allstaters select from a menu of benefits options, including:

  • Medical plan
  • Dental plan
  • Vision plan
  • Contributions toward health savings account (HSA), flexible spending account (FSA) or a 401(k) plan
  • Identity protection
  • Student loan repayment program
  • Life insurance
  • Buying additional paid time off (PTO)
  • Accidental death and dismemberment (AD&D)
  • Long-term disability
  • Group hospital insurance
  • Group critical illness insurance
  • Group accident indemnity insurance
  • Group legal

Choice Dollars are applied each paycheck toward the cost of the employee’s benefits. If the benefits selected cost more than the offered Choice Dollars, the employee pays the additional cost through payroll deduction. If the benefits selected are less than the offered Choice Dollars, any remaining Choice Dollars are paid to the employee in cash via payroll.

Allstate offers the following benefits at no cost to employees:

  • Pension (Allstate employees only)
  • 401(k) match
  • Paid time off (PTO)
  • Holiday pay
  • Short-term disability
  • Workers’ compensation
  • LifeWorks employee assistance program
  • Well-being programs

Allstate Good Life®

Through our Good Life® well-being programs, we have learned that people are more likely to make positive choices like exercising, eating right and getting checkups when they are influenced by their peers. We have a network of more than 300 Wellbeing Champions throughout our organization who are empowered to help create a culture of well-being in more than 100 Allstate offices.

Since 2010, we have conducted well-being assessments to help determine which services, programming and benefits to offer our workforce, in addition to helping Allstaters make health and wellness decisions that are right for them. The assessment asks about physical, emotional, mental and financial well-being. In the past, we added offerings like nutritional guidance in our cafeterias and financial fitness week as a result of assessment findings. Participation in the assessment lowers the cost of benefits for Allstate employees.

Allstaters who completed well-being assessment

Energy for Life
Our Energy for Life (EFL) workshops are a central piece of the employee wellness curriculum. EFL enables Allstaters to articulate and pursue their individual purpose and embrace new challenges with ease. This creates more personal energy and engages them in Allstate’s purpose. In 2019, 5,092 Allstaters completed EFL, and almost 37,000 have taken it since 2010, including 44% of active employees and 57% of active managers.

EFL is based on principles learned from more than 30 years of research on human energy by the Human Performance Institute. Virtually offerings of EFL have been popularized following the COVID-19 pandemic.

Resilience Resources
As part of our partnership with Virgin Pulse, Allstate provides the resilience and stress management tool Whil, which offers digital programs to improve employee well-being. The platform provides microlearning sessions supported by neuroscience, mindfulness, emotional intelligence and positive psychology. Allstate employees can access programs such as Mindfulness 101, Yoga 101 and Emotional Intelligence 101.

We also offer meditation sessions at seven locations and a weekly session available via Skype to all employees.

Thrive Programs
Our Good Life offerings include Thrive programs for helping build positivity, optimism, resiliency and gratitude, and promoting employees’ emotional and mental well-being. In 2019, 7,441 employees participated in Thrive programming. Additionally, 27 offices participated in Thrive Book Club in 2019, and 42 offices offered on-site guided meditation.

Work-Life Integration
Allstate supports positive work-life integration by making it easier for employees to care for their families and themselves. At our Northbrook, Illinois, campus, Little Hands Child Development Center helps meet parents’ needs with infant through preschool care, full-day kindergarten, and summer and vacation programming. Allstate also provides employee discounts at leading child care facilities across the country.

Self-care and errand options, like massages, a hair salon, dry cleaning, a community farm share and auto services are available onsite in Northbrook, Illinois. Other resources, including our LifeWorks employee assistance program and financial support for parents considering adopting a child, are described on our Good Life® website.

Financial Security
Financial well-being is important to supporting employees’ ability to do their best work. Allstate provided financial well-being seminars throughout the year, including the sixth annual Financial Fitness Week, renamed Money Talks. More than 3,700 employees attended and viewed sessions on personal finance, including behavioral economics, student loan repayment, retirement planning, college admissions, credit rebuilding and more. Allstate also offers financial advisor services to its employees through its vendor, Alight.

Student Loan Repayment
We partnered with Commonbond, a provider of education products, to offer student loan services to employees. Commonbond also provides one-on-one student loan counseling, refinancing and consolidation opportunities for employees with existing loans and affordable loans to help cover the cost of education for Allstaters and their families. Allstate also offers flexible contributions toward loan repayment through the Choice Dollars program.

Physical Health
Allstate offers a wellness vendor partnership with Virgin Pulse. It is designed to give more flexibility and choice to employees and their spouses for earning financial rewards. Participants earn points for taking small steps, like regularly monitoring activity, nutrition and sleep, that add up to meaningful changes; receive rewards when they reach certain point levels; and are rewarded faster and more frequently in exchange for engaging with the program more often. In 2019, 72% of eligible employees enrolled in the program.

Employees at locations in Illinois and Texas can visit the on-site Wellness Centers and pharmacy, which offer convenient access to treatment for minor illnesses, preventive care, physical therapy, laboratory services and ongoing condition management.

For employees who want more focus on specialized areas of health, such as fitness, weight management, pregnancy or tobacco cessation, Allstate’s Good Life programming includes activities, online resources and discounts for additional support.

Healthy Building Environments

Each of us spends about 90% of our time indoors. Small improvements in the overall quality of our indoor environments can have meaningful impacts on health, cognitive function and well-being.

Allstate leases or owns more than 362,250 square feet of LEED-certified space. In other locations, we implement indoor environment guidelines to provide healthy workplaces for employees and guests. As Allstate builds new locations, we strive to align with certifications like Leadership in Energy and Environmental Design (LEED).

Allstate has an ongoing indoor air quality (IAQ) program. Every two to four years, we conduct IAQ surveys at each location to assure they are safe and meet Allstate’s IAQ comfort guidelines. Allstate developed these guidelines to meet or exceed applicable Occupational Safety and Health Administration and American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) standards for indoor air quality.

Other important components to indoor air quality include volatile organic compounds (VOCs) from paint, furniture, cleaning supplies and office equipment. VOCs are emitted as gases from some solids and liquids. Exposure to elevated levels of VOCs can cause headaches, fatigue and dizziness, among other symptoms. We require low-VOC paint and finishes in our interiors as well as low-emitting carpets.

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 control and countermeasures training sessions to facility-related employees. The company uses an online portal to track which employees receive safety training, how often they receive it and how well they perform.

*Given the pandemic, at the time of this report, some of the on-site programs described in this section remain closed.

Inclusive Diversity

Creating opportunities for all employees to thrive and reach their full potential is critical to the success of our business. We believe inclusive diversity contributes to the satisfaction, creativity, innovation, problem-solving ability, engagement and community involvement of employees.

We strive to develop and retain a workforce that mirrors the diversity of the customers and communities we serve. Our approach starts with attracting a diverse workforce that embraces our purpose-driven culture. Our collective differences, backgrounds, educations and cultures create an inclusive environment where diverse perspectives are encouraged and embraced. Allstate is committed to being a force for positive change. We are unique individuals who come together as one team to win the hearts of our customers.


Inclusive diversity is a priority at every level of Allstate. To provide oversight on inclusive diversity, Allstate leverages the Enterprise Diversity Leadership Council (EDLC), Employee Resource Groups (ERGs) and Agency Owner Advisory Groups, which improve the attraction, retention, development and advancement of diverse talent. Allstate has 29 officers who are EDLC members and/or ERG sponsors.

Enterprise Diversity Leadership Council

The EDLC is made up of senior leaders throughout the enterprise focused on advancing inclusive diversity at Allstate. The group establishes inclusive diversity commitments in every business unit to promote diversity through talent recruitment and expand the diverse representation of Allstate’s leadership teams. The group periodically provides updates to the CEO. The EDLC helps increase inclusive diversity across the company by:

  • Identifying and prioritizing actions: The EDLC was a catalyst for the creation of inclusive diversity commitments to increase visible leadership commitment and accountability.
  • Taking accountability for achieving target results: The EDLC ensures our inclusive diversity commitments are integrated into business objectives.
  • Ensuring clarity and understanding of the business relevance of inclusive diversity: The EDLC promotes best practices, including integrating communication of commitments with other business priorities; assigning officer sponsors to individual commitments; incorporating commitments into Area Of Responsibility (AOR) goals; and ensuring ERGs are integrated and applied in the context of business priorities.

The EDLC is integral to the implementation of inclusive diversity commitments across the enterprise. These commitments continue to evolve year-over-year under the guidance of the EDLC. In 2019, our commitments reflected an enterprise-wide strategy. Across the business, we are united in our dedication to continuous improvement of gender and racial/ethnic diversity.

Policies and Procedures

Allstate’s corporate policies and practices related to inclusive diversity help guide our daily operations. 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 Shared Purpose is a powerful road map for Allstaters, and we use it in our collective business pursuits. Inclusive diversity applies at all levels of the company and is reinforced in our Global Code of Business Conduct.

Guiding Principles

Inclusive diversity is one of Allstate’s core values. We hold each other accountable to encourage and embrace our collective differences. It’s our individual characteristics, values and beliefs, along with backgrounds and experiences that give us fresh perspective and purpose. We work harder, meet customer needs more effectively, share better, and identify more innovative ideas when we are accepted for who we are by the world around us. Our success comes from a chorus of many different voices. At Allstate, every voice counts.

Employee Resource Groups

It is our mission to provide our employees with a safe, open outlet to connect with colleagues who have common interests, aspirations and backgrounds. Allstate’s Employee Resource Groups (ERGs) help employees build relationships and offer a community for employees to collaborate.

Allstate supports and funds 11 ERGs, each with unique value propositions and goals. In 2019, Allstate allocated 50% of our total inclusive diversity budget to ERGs to demonstrate our commitment to financially supporting the positive impacts of ERGs on our business and member employees.

In 2019, more than 15,400 Allstaters participated in at least one ERG, which provide opportunities to develop professionally and share life experiences inside and outside Allstate. As we increased our focus on the regional distribution of ERGs, we are proud that 224 offices now have at least one active ERG, and 71% of ERG participants are employees who work outside our Northbrook, Illinois headquarters.

ERGs currently at Allstate:

  • Allstate Asian American Network (3AN)
  • African American Working Network (AAWN)
  • Abilities Beyond Limitations and Expectations (ABLE)
  • Allstate Veterans Engagement Team and Supporters (AVETS)
  • Allstate Women’s “I” Network (AWIN)
  • Allstate Foster and Adoption Network (FAN)
  • Intrapreneurs@Allstate (I@A)
  • Professional Latino Allstate Network (PLAN)
  • Allstate PRIDE
  • Parents Working Together (PWT)
  • Young Professionals Organization (YPO)

ERGs help achieve the goals of inclusive diversity at Allstate by providing opportunities to support recruitment, retention, development and advancement of diverse talent. ERGs also offer specific opportunities for employees to partner and collaborate with each other through professional development workshops, recruiting events, volunteer projects and mentoring. ERG activities are open to all members, as well as the broader Allstate community.

Four key elements are vital to ERG success:

  • Careers: Help members enhance their careers through strong professional development and serve as a talent engine for the organization.
  • Commerce: Help drive business results.
  • Culture: Have a positive impact on members by enhancing their sense of pride and community.
  • Community: Focus externally and positively impact their communities.

Programs and Performance

At Allstate, we live Our Shared Purpose every day. Our inclusive culture and emphasis on diversity are strengthened through day-to-day activities and standard practices that encourage us to remain focused on our values.

Talent Planning

Allstate integrates members of our Inclusive Diversity team into our talent and succession planning to prevent potential unconscious biases from impacting decision-making. For example, in 2019, we invited Inclusive Diversity team members to join our CEO and executive succession planning session.

Inclusive Hiring

One key element of increasing our pipeline of diverse candidates is inclusive hiring. We determine the greatest opportunities to bring more diverse talent into the organization by analyzing workforce demographics. Allstate also maintains and builds recruiting and outreach strategies to target, identify and recruit qualified diverse candidates.

Our commitment to inclusive hiring goes beyond our dedicated Diversity Recruiting teams and reaches across our organization where we work to continuously strengthen our partnerships.

Allstate builds relationships with numerous external organizations to enhance the diversity of our hiring pipeline, including but not limited to:

  • Association of Latino Professionals for America
  • Carolina Women in Tech
  • Chick Tech
  • Disability IN
  • Fleurix
  • Hire G.I.
  • Hire Purpose
  • Hispanic Alliance for Career Enhancement
  • MBA Veterans
  • National Association of Black Accountants
  • National Association of Hispanic Real Estate Professionals
  • National Black MBA Association
  • National Sales Network
  • National Society of Black Engineers
  • Queen City Bytes
  • Society of Hispanic Professional Engineers
  • Society of Women Engineers
  • Women Impact Tech
  • Women in Cyber Security

To ensure Allstate can successfully recruit and hire diverse candidates into the future, we work with programs like Junior Achievement and One Million Degrees that encourage youth empowerment through education initiatives, including career programming and mentorship. We also partner with our Employee Resource Groups to encourage a more diverse referral pipeline for entry-level through executive positions. In 2019, Allstate launched a cohort for a Military Mentorship Program, which ran from May until September.

The Talent Acquisition team has partnered with exclusive agency owners, Exclusive Financial Specialist and licensed sales professional recruiting teams for events held by the National Sales Network and National Black MBA Association. Allstate also supports historically black colleges and universities to attract talent to our sales and entrepreneur career opportunities.

Performance and Pay Practices Review

Allstate thoroughly integrates fairness into our performance and compensation programs, and the Board of Directors reviews Allstate’s pay fairness analyses annually. We are conducting a top-to-bottom review of our operating practices, pay and promotions for people of color and women to further promote equity and equality at Allstate.

Allstate’s Equal Pay Analysis Process compares the base salary of men and women, and nonminorities and minorities within similar jobs and geographic areas. As part of Allstate’s commitment to fair and equitable compensation policies and practices, an internal pay equity analysis is completed on an annual basis, which is reviewed by the Board of Directors. The pay equity analysis compares the base salary of men and women, non-minorities and minorities within similar jobs. If any statistically significant gaps in pay are identified, a remediation plan is established and adjustments are made. In the 2019 Allstate pay equity analysis, 5,783 jobs and pay levels for 43,988 employees were reviewed across the Allstate Family of Companies. Based on the 2019 analysis, Allstate has no evidence of systemic gender or racial pay discrimination.

Inclusive Diversity Training

We educate our recruiters, managers and hiring managers to foster inclusive hiring and value diversity in the workplace. We require all new employees to complete inclusive diversity training. This training covers a variety of topics, including self-awareness regarding cultural identity and unconscious bias, and provides tools to help employees create a more inclusive environment. Participants can complete self-assessments on their level of cross-cultural competency.

In 2018, Allstate launched a new course, Disrupting the Unconscious Bias of Cultural Fit, designed to target the ways we may unconsciously label diverse candidates as not “the right fit” for a role. The course presents new ways to evaluate how everyone can add to the organization and create impact. Multiple business units have included this course in their leadership training, and approximately 1,000 employees have participated.  Additionally, in 2019 we launched a new series of courses on disability inclusion. We have additional training courses planned for 2020.

We host diversity programs on critical topics such as gender identity, religion in the workplace and generational differences. Many of these topics, particularly unconscious bias and leveraging inclusive diversity, are embedded into other management development training and programs throughout the enterprise. To date, more than 43,000 Allstate employees have participated in inclusive diversity training, including 13,020 in 2019.

Supplier Diversity

In 2019, we spent $311 million with minority-, woman-, veteran-, LGBTQ- and disabled-owned businesses, representing 7% of our total supplier spend of $4.8 billion. To be eligible for our Supplier Diversity Program, a company must provide certification as a minority-, woman-, veteran-, LGBTQ- or disabled-owned business by one of the following councils:

  • National LGBT Chamber of Commerce
  • National Minority Supplier Development Council
  • U.S. Pan Asian American Chamber of Commerce
  • Women’s Business Enterprise National Council
  • Department of Veterans Affairs Center for Veterans Enterprise Vendor Information
  • Disability: IN (formerly known as U.S. Business Leadership Network)

We evaluate progress by measuring our targeted spending in the first five categories listed below. We also measure our inclusive spending in all 13 categories identified by the Small Business Administration as diverse and of special interest in meeting statutory obligations. These include:

  • Minority/woman-owned business enterprises
  • Minority-owned business enterprises
  • Woman-owned business enterprises
  • Lesbian-, gay-, bisexual-, transgender-, questioning-owned business enterprises
  • Disabled business enterprises
  • Disabled veterans business enterprises
  • Disadvantaged business enterprises
  • Historically black colleges and universities
  • Historically underutilized business zone
  • Small Business Administration 8(a) program
  • Small disadvantaged business enterprises
  • Veteran-owned business enterprises
  • Small-business enterprises

Diverse supplier spend as percent of total supplier spending

Supplier diversity spend (Millions of $)

Building Ties with Diverse Groups Through Memberships

Allstate works with select organizations to conduct national benchmarking, connect with diverse suppliers and identify successful practices in supplier diversity. Allstate is a member of the following organizations:

  • National Minority Supplier Development Council
  • Women’s Business Enterprise National Council
  • National Veteran-Owned Business Association
  • National LGBT Chamber of Commerce
  • United States Hispanic Chamber of Commerce
  • U.S. Pan Asian Chamber of Commerce
  • Financial Services Roundtable for Supplier Diversity

Training the Next Generation of Diverse Suppliers

Allstate is committed to helping develop diverse suppliers through our supplier diversity initiatives. Every year, we host the Allstate Supplier Diversity Exchange (Exchange), which gives diverse suppliers and startups the opportunity to network with key Allstate decision-makers and our major suppliers and strategic partners. The program is mutually beneficial: Allstate helps support businesses in underserved areas, and participating companies become better positioned to compete for contracts.

Since the Exchange started, more than 550 businesses have attended, and Allstate has spent over $850 million with diverse suppliers that participated. While attendance at the Exchange does not guarantee business, more than 100 participants have had the opportunity to compete for Allstate’s business, with over 50% having been awarded contracts. In 2019, 45 businesses attended the Exchange.

Allstate Mentoring Program

The Allstate Mentoring Program is designed to help diverse business owners strengthen and grow their companies. Participants are matched with Allstate executives whose expertise is aligned with the developmental need of the business owner. This 12-month program involves a series of live sessions and webinars focused on leadership and employee development, financial management, sales and marketing, and technology enhancement.

Looking Ahead

Given the recent national focus on ongoing, systemic inequality and racial injustice in the U.S., the Inclusive Diversity team is continuing to look for ways to build awareness and drive action. Since the start of public protests in May 2020, Allstate has:

  • Launched an Anti-Racism Resource Center for employees.
  • Added virtual “inclusive conversations” series on an enterprise level and across departments, building off themes of racial inequality, allyship, privilege and other relevant topics.
  • Supported leadership messaging through consultation, coaching and resource allocation.
  • Partnered with Employee Resource Groups to offer additional support for marginalized groups, including “employee listening” series, as well as built resiliency plans for those struggling with mental health issues due to racial trauma, PTSD and COVID-19.

More work around this issue is being done and will be included in future reports.

Talent Recruitment & Management

Allstaters make it possible for us to achieve our goals, execute our business strategy and cultivate a thriving company culture. Our employees’ skills and dedication define Allstate’s business and enable us to serve our customers. We strive for all employees to reach their potential through professional development, personalized coaching and teamwork.


Purpose-driven companies are powered by purpose-driven people. We conduct an annual comprehensive review of our organizational health, which covers employee engagement, development, retention, compensation and inclusive diversity. Allstate provides employees with opportunities to give feedback on our ability to build a thriving culture that values and develops each and every Allstater.

Talent Review and Succession Planning

The Board of Directors reviews Allstate’s leadership succession continuously throughout the year, with rotating areas of focus each quarter.

April July September November
Topic CEO Succession Planning Talent Development Systems Senior Leadership Succession “What If?” Scenario Planning
Focus Internal succession alternatives across multiple time periods – immediate, less than 2 years, 3-5 years, and long-term under different operating scenarios Organizational health and pay fairness analyses – how the organization recruits, develops and retains people, including its inclusive diversity commitments Key leader development and retention CEO and senior leadership succession – Board dialogue in advance of unexpected succession issues

Strategic Workforce Planning

We proactively plan for workers’ shifting roles to address the current and future needs of our business. Our Strategic Workforce Planning team, within our Human Resources organization, evaluates the skills, number and location of workers we need to succeed.

The planning process helps us align our talent strategy with our business strategy. Our team reviews the areas of the business that have the most potential for disruption and works with employees to ensure the function can adapt. We are creating a skills-based taxonomy for employees in their roles today to identify those at risk and understand what skills may be required to meet the future needs of the business.

We work with Enterprise Learning & Development to implement initiatives to upskill employees to create new opportunities within the organization and help them advance beyond their current skills. In 2019, we used aggregate findings and insights to create an enterprise view of opportunities for upskilling. During 2019, we completed deep dive Strategic Workforce Planning engagements with Allstate Brand Distribution (Field & Home Office) and Allstate Technology & Strategic Ventures. These engagements helped these organizations to identify critical talent gaps and geo-locational opportunities for recruiting, retention, and development of employees for the needs of tomorrow.

As part of Allstate’s Enterprise Resource Strategy, we assess the location of employees and expected labor market trends across our talent center locations. We then forecast where we will need employees and make plans to adapt our hiring/internal placement to meet those needs. In 2019, Strategic Workforce Planning spent several months helping to redefine the ERS strategy. We used labor market data to identify which Allstate Talent Centers were best suited to hire for certain skills, and developed a common framework that was leveraged across AORs to maximize career pathing opportunities.

Allstate’s meticulous approach to workforce planning promotes the long-term value of our business and the success of our employees and stakeholders.

Policies and Procedures

Allstate maintains policies to support talent attraction and retention such as our flexible work policy and equal opportunity policy. These provide a structured approach for maintaining a company culture where all employees can thrive. We leverage our Employee Value Proposition to guide our efforts in talent attraction and management.

Our Employee Value Proposition

Our Employee Value Proposition represents the things that make Allstate a great place to work. This, and much more, is all here for you.

Good work
The opportunity to make an impact through meaningful work, career growth, personal and professional development, and recognition and rewards
Good Life
Support to help you live well in all areas of your life, including physical, emotional and financial well-being, and work-life flexibility
Good Hands
Opportunity and resources to give back, and to support and strengthen local communities

Work Flexibility

Allstate is prepared for situations that require flexibility and teleworking, so our employees can still do their jobs from the safety and convenience of their homes. In response to the COVID-19 pandemic, flexible work arrangements are becoming increasingly critical to the health of our employees and our business.

Our flexible work policy consists of compressed and part-time work schedules, telecommuting, home-based work, job sharing and flexible start times. All exempt and nonexempt employees are eligible for flexible work, based on factors such as business need, work performance and job characteristics. In 2019, 45% of Allstate employees utilized flexible work arrangements, and our employee survey found that those participating in these arrangements generally reported higher levels of well-being than the overall employee population. Flexible work arrangements were frequently cited as an area Allstate is exceeding employee expectations. Internal data shows that those in flexible work arrangements receive the same rate of pay increases and promotions as those in nonflexible arrangements.

In addition to formal flexible work arrangements, Allstate encourages managers to foster a flexible work environment where employees can integrate work and life priorities. By being open and sympathetic to the needs of each employee, we can reinforce our culture of transparency, achieve stronger working relationships and promote employee retention through positive work-life balance.

Programs and Performance

Through our collective power, we harness our diverse talent to better serve customers and shareholders to be a force for good in the communities we serve.

Employee Engagement

Allstate conducts the Inspire survey every year to gather feedback about employee engagement and its drivers. 78% of all eligible employees responded to the survey in 2019, an increase from the previous year. The survey results continue to indicate that more than 80% of employees have a favorable view toward engagement at Allstate. We provide our leadership teams with feedback from the survey regarding manager effectiveness, as well as annual updates about the health of our culture to support continuous improvement.

To ensure parity in engagement across demographics, we examine survey results by race/ethnicity, gender and tenure. This process also allows Allstate to identify opportunities to provide support for specific groups. We incorporate metrics from the Inspire survey throughout our report, including this section, as evidence of strong employee engagement and effective talent management. Our engagement surveys consistently show that providing employees with exciting career paths and educational opportunities improves morale and engagement.

Employee Engagement

Employee Life Cycle Survey Program

Our Employee Life Cycle Surveys gauge the attitudes, beliefs and behaviors of our employees at different career stages so Allstate can best determine which initiatives and efforts are most important to support our employees’ satisfaction and well-being. The program includes both a 90-day retention survey to assess new hires’ integration into Allstate and an exit survey process. When an employee decides to leave Allstate, the exit survey helps us understand what they found most compelling about Allstate’s Employee Value Proposition, why they are leaving and what future endeavors they will undertake.

Workforce Insights

To sustain an efficient and skilled workforce, it is imperative that Allstate attracts and retains high-quality employees. We recognize the strategic link between what prospective and existing employees value and what we offer in exchange for their work. Improving employees’ retention and engagement improves the organization’s ability to serve customers, agents and communities – and each other.

To assess the health of our workforce culture, we carefully monitor turnover and look for insights into employee uncertainty or dissatisfaction. Turnover affects Allstate’s financial performance, through short-term impacts to productivity and the cost of recruitment, as well as long-term effects on intellectual and human capital. We estimate that the cost to replace an employee ranges from 50% to 150% of the employee’s salary, including hidden costs such as loss of productivity while the position remains open.

Workforce Insights (WFI) identifies employees who are at the greatest risk of leaving Allstate using our Predictive Attrition model, and gives their managers the chance to inspire them to stay. WFI launched two pilot studies in Allstate Brand Distribution and Allstate Technology & Strategic Ventures. In these studies, WFI provided managers with the name(s) of direct reports identified as high-risk. Using a conversation guide, we asked the manager to have a “stay conversation” with the high-risk employee. Stay conversations may cover career development, work duties and interpersonal relationships.

WFI also provides managers with two brief surveys: one to document concerns that arose from the stay conversation and another to understand how the manager addressed the employee’s concerns. These surveys provide a wealth of information to combat attrition by identifying systemic issues and the actions best suited to address them. Our goal is to improve the working experience of our employees while reducing the costs associated with attrition. In 2019, Allstate’s total employee turnover was 18.5%, and voluntary turnover was 12.2%.

Responsible Investing

Allstate’s investment decisions represent a critical part of our corporate responsibility footprint, affecting employees, customers and investors. We provide the best value for shareholders by taking a competitive and holistic approach with our $88 billion investment portfolio in 2019. As a steward of this portfolio, Allstate understands that environmental, social and governance (ESG) issues may influence investment performance. Allstate’s investment analysis and decision-making process consider these issues along with our values.


In 2019, Allstate formed a Responsible Investing Committee with representatives from The Allstate Corporation and Allstate Investments. The Responsible Investing Committee’s actions may include monitoring ESG investing trends, understanding ESG investing best practices, and periodically reporting about its activities to other authorities within Allstate, among other responsibilities.

Policies and Procedures

In June 2020, Allstate’s Investment Management Committee adopted our Responsible Investing Policy. The Policy outlines our expectations for investment professionals to consider available data for ESG-related factors when making investment decisions and requesting our external money managers to do the same. We expect our investment professionals to refrain from making certain types of investments that may result in significant ESG-related risks and consult with the Responsible Investing Committee, as needed, on any related asset selection decisions.In addition to our Responsible Investing Policy, our Investment Management Guidelines state that investment managers’ analysis and decision-making consider environmental, social and governance issues alongside Allstate’s values and reputation when assessing the risk/return trade-off of a particular investment. Investment managers are expected to act in accordance with the letter and the spirit of the guidelines.

In 2020, our investment professionals will receive formal training on our Responsible Investing Policy and related expectations. We continue to enhance our approach to responsible investing and look forward to sharing our progress in future reporting.

Programs and Performance

Climate Risk

When evaluating our investment portfolio, we are mindful of climate change risks. We purposefully evaluate and manage exposure to certain catastrophe risks in our commercial real estate portfolio, like those that may be impacted by climate change. When considering new investments in physical assets, including commercial real estate, we evaluate whether the risk profile is consistent with our risk appetite as determined by senior leadership.

Restricted Securities

Allstate Investments’ compliance department maintains a restricted list that defines prohibited types of investments, which are typically entities whose activities are fundamentally inconsistent with Allstate’s values or are likely to result in reputational or other significant risks. These restrictions include: investments in companies that predominantly conduct business in the civilian firearms industry; or majority ownership interest or control of a company that operates a coal or other mine (either directly or through a subsidiary) or provides services to those mines.

Operational Footprint

Providing our services and fulfilling our commitments to customers requires physical resources. We make every effort to understand and minimize the use of these inputs and their related impact. Our teams work across the organization to enhance the way we work and eliminate needless waste.

Policies and Procedures

We have implemented numerous resource reduction and recycling initiatives related to our buildings, vehicles and business supplies. We encourage the use of electronic customer communications to cut costs and reduce paper waste.

In 2010, Allstate set a goal to achieve a 20% absolute energy-use reduction within our owned portfolio (approximately 39% of all locations at the time) against our 2007 baseline by 2020. Thanks to efforts across the enterprise, we surpassed that 2020 goal in 2014.

Building on our history of energy and emissions reductions, we are still looking for the right approach to long-term energy management. Allstate is evaluating a next-generation target, but to establish a proper baseline, we first need to complete some facility transformations.

In the meantime, we’re reducing consumption by consolidating office space, recapturing heat energy as a byproduct of Allstate’s data center operations and optimizing the use of energy-efficient equipment and systems. Examples of this include HVAC equipment and controls, reduced-lighting power density designs and daylight harvesting in Allstate’s offices.

The trend toward consolidating office space into fewer, larger locations continued in 2019, creating more efficient utilization of space across our owned and leased building portfolios. We now lease or own more than 362,250 square feet of LEED-certified office space.

GHG Emissions

Programs and Performance

Allstate’s Vehicle Fleet

Allstate operates a fleet of about 3,000 sedans and SUVs to support the business travel requirements of the Claims, Distribution and Service Businesses teams. A few years ago, we started to use more hybrid vehicles to improve our fuel economy and reduce CO2 output. We incentivize employees to choose the hybrid sedan by lowering the associated personal use fee. In 2019, we moved to only hybrid offerings in the US and Canada, and as of early 2020 have a fleet comprising about 50% hybrid.

We also focused on moving to more digital work environments and using technology to decrease our total vehicle footprint and business miles driven. Overall, we have decreased travel by 8.65 million miles from 2018 to 2019. We have also decreased our total vehicle count from about 3,001 vehicles in 2018 to 2,837 vehicles in 2019.

In early 2019, we invested in two fully electric buses to support our Northbrook, Illinois, campus shuttle program. These buses replaced four gas-powered shuttles that previously transported employees around campus.

Paper Reduction

We make every effort to keep documents electronic. Allstate has a Print Optimization and Paperless Task Force made up of business unit leaders from across the company. It monitors and tracks employee and customer printing and paper use and works with Corporate Brand to make employees aware of the operational and ecological costs of printing.

For necessary paper documents, Allstate maintains a secure program so these can be shredded and recycled. Through a third-party vendor, Allstate employees recycled 33,839,800 pounds of paper in 2019. This helped save 288,766 trees from being used for new paper production.

To support our efforts, we implemented a “Follow Me Print” program that links all print jobs to employee badges. To have documents printed, the employee scans their badge at the printer. If a print job is not retrieved within 72 hours, it disappears from the system. In 2019, the number of abandoned and deleted print jobs equated to about 3,006,841 sheets, or 6,014 reams of paper. This data represents a significant increase from 2018.

We also encourage electronic customer communications to help cut costs and reduce our footprint and our customers’ footprint. Allstate has three paperless initiatives for customers: eSignature, ePolicy and eBill. They can sign up for these free services through MyAccount, our online customer self-service hub. Since 2015, Allstate invested $6.5 million toward helping customers become more paperless by providing an improved digital experience and also redesigning documents so they require fewer pages. Over 44% of customer policies are enrolled in ePolicy, and nearly 40% of customer policies are enrolled in eBill.

Overall, we have reduced paper usage by employees 62.1% and by customers 33.7% relative to our 2012 baseline.

Total % reduction in paper usage from 2012 baseline

Reducing Employee Cafeteria Waste

In the United States, up to 40% of our food goes to waste. Because food requires substantial resources to produce, discarding it wastes not only the food itself, but the resources that contributed to its production. Additionally, once food reaches the landfill, it begins to decompose and produce methane, a greenhouse gas that has an impact on the climate 25 times greater than CO2.

Since 2018, we have been working with a third-party vendor, Parkhurst Dining, for our employee cafes in Northbrook, Illinois, and Hudson, Ohio. Parkhurst offers composting services, in addition to increasing the amount of locally sourced ingredients and healthy food options.

In Irving, Texas, our second-largest location, our cafe partner, American Dining Creations, also offers composting, inventory management systems and low-carbon menu options, such as “Meatless Mondays,” to help employees become more aware of the environmental footprint of their food choices.

Small Electronics Recycling

Allstate replaces about 2,400 small electronic items each month, totaling 29,145 in 2019. Of these, approximately 143 items are in condition to be salvaged or recycled. To address this source of electronic waste, Allstate partnered with Clover Wireless to begin salvaging small electronics; Allstate sends small electronic items to Clover Wireless using their prepaid shipping label, at no cost to Allstate. If there is no salvage value to the item or the data cannot be removed, the item is recycled. More than 800 types of small electronic items qualify to be salvaged. Clover recycles all items or parts that cannot be salvaged, reducing the number of small electronics we dispose of in landfills.

Water Fountains and Filling Stations

To reduce the use of disposable water bottles, we launched an enterprise-wide filling station program. Employees fill their bottles with filtered tap water rather than buying disposable bottles. Allstate maintains 230 filling stations across our facilities. In 2019, those stations saved the equivalent of 1.48 million plastic water bottles in 2019. Over the past decade, we have saved the equivalent of 11,982,040 plastic water bottles.

We now have sparkling water stations installed in 12 locations that further encourage people to bring their own containers.

Sustainable Procurement

The magnitude of our global purchasing activity means our procurement practices have far-ranging effects because we can positively influence the businesses from which we source products and services. By understanding how suppliers manage emissions, waste, regulatory compliance and cybersecurity, we can better articulate Allstate’s expectations. By actively managing these risks, we enhance our reputation and align procurement decisions with environmental and social responsibility, which increases the confidence of stakeholders who depend on Allstate’s performance.

Supplier Impacts

We manage environmental and social impacts in our supply chain through agreements, surveys, scorecards, resource reduction programs and policies.

As stated in the Supplier Code of Ethics, all suppliers doing business with Allstate must adhere to our requirements regarding human rights, environmental stewardship, diversity and inclusion, child labor and more.

The Allstate Sustainable Procurement Program aims to enhance Allstate’s reputation, mitigate corporate risks and align purchasing decisions with environmental and social sustainability. Our Sourcing & Procurement Solutions department focuses our responsible purchasing program on our key commodity areas: computer equipment, furniture, leased properties, paper products, professional services, software, utilities and our corporate vehicle fleet.

The main elements of the responsible purchasing program include:

  • Sustainable procurement road maps: Category-specific procurement guidance with a phased process, timelines and key considerations for using our supplier evaluation tools.
  • Sustainability questionnaires: Category-specific surveys containing key performance indicators (KPIs) to benchmark suppliers on the most relevant sustainability risks for eight commodity areas.
  • Sustainable procurement playbooks: Procurement category-specific guidance providing detailed rationale behind assessing material impacts and how suppliers should respond to the KPIs.

Allstate’s Sourcing & Procurement Solutions organization includes a sustainability sourcing lead who is developing and implementing ESG-specific practices in our supply chain. The sustainability sourcing lead began developing best practices for product and service categories prioritized by the needs of the business. In the future, we hope to better understand our business’s footprint by increasing visibility and transparency in the supply chain and tracking, managing and reporting on sustainability KPIs for our suppliers.

Sustainability Questionnaires

The sustainability questionnaire contains KPIs to assess a supplier against the most material impacts related to that resource. Each KPI has a dedicated subsection.

  • Rationale and best practices: Provides the commodity manager with the context for asking suppliers to respond to the specific KPI. Where relevant, best practices to describe how suppliers should address the KPI are also provided.
  • Supporting documentation: Lists optional documentation for commodity managers to request from suppliers to verify responses to the KPI.
  • Case study: Provides either a demonstration of the rationale behind asking the question or an example of how a company addresses the material impact. The intent is to give commodity managers real-world context.
  • Additional resources: Provides links for commodity managers to access additional research or guidance, should the manager receive questions from suppliers that are not addressed in the playbook. Managers can also share these directly with suppliers.

Sustainability Playbooks

Sustainable procurement playbooks provide a detailed rationale behind assessing material impacts and how suppliers should respond to the KPIs. We distribute the playbooks to Allstate’s commodity managers in each spending category, who then use the tools to help suppliers provide required information for each KPI. We continue to mature our process to accurately and consistently track supplier KPIs, as well as evaluate emerging product and service categories where we may need to develop and issue new playbooks.