Allstate’s efforts to promote financial inclusion lie at the intersection of business and social value — generating positive feedback and helping society. We challenge ourselves to create innovative products and services to meet our customers’ needs and outperform the competition. Financial inclusion is an important issue for companies providing financial services; legal and reputational considerations are an important part of our management of this material topic.
Financial Literacy Curriculum
The Allstate Foundation Purple Purse Moving Ahead Curriculum offers a range of information from basic money and financial management principles to advanced long-term financial planning.
Allstate addresses financial inclusion through our work with survivors of domestic violence. Many survivors don’t have the financial literacy or the assets to escape their circumstances. As part of our Purple Purse program, we offer the Moving Ahead financial literacy curriculum free of charge to survivors and their advocates. When we give survivors tools and access to a healthy financial life, we empower them to participate in the economy.
A study by Rutgers University in 2014 found that the Allstate Foundation Purple Purse Moving Ahead curriculum helped survivors become more independent and feel safer, more hopeful and less financially strained. The study involved 457 survivors, selected based on their use of the Moving Ahead curriculum. Participants reported less hardship, less financial strain and a 10% increase in quality of life ratings.
Offering Competitive Prices
Advancements in data collection, computing power and technology have enhanced our ability to refine pricing models to ensure we have competitive prices. Allstate agency owners and staff build personal relationships with each customer. They look to offer the best insurance solutions at the right price for each customer, balancing risks and costs. For auto insurance, we use information such as driving records, location and vehicle type to provide customers with accurate and competitive prices. We base our homeowners insurance pricing on external factors such as the historical weather patterns for the area, the cost of labor and building materials, how old the home is, and homeowner policy preferences such as deductible amount size.
Allstate offers several ways to reduce customers’ premiums, including discounts for insuring both their car and home with Allstate, safe driving, and using Drivewise to monitor safe driving practices. They also receive credit for installing safety features like smoke detectors and home security devices.
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
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.
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:
Contributions toward health savings account (HSA), flexible spending account (FSA) or a 401(k) plan
Student loan repayment program
Buying additional paid time off (PTO)
Accidental death and dismemberment (AD&D)
Group hospital insurance
Group critical illness insurance
Group accident indemnity insurance
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)
Paid time off (PTO)
LifeWorks employee assistance program
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.
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.
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.
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 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.
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.
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
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.
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.
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.
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.
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.
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.
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.
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.
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.