GRI 2 General Disclosures

GRI 2 General Disclosures

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GRI 3 Material Topics

GRI 3 Material Topics

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Ethical Business Practice

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Health and Safety

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Climate and Environment

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Employee and Talent Investment

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Community and Civility

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Economic Impact, Compliance, and Performance

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GRI Index

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Greenhouse Gas Emissions

Greenhouse Gas Emissions

Accounting Metric Category Unit of Measure Code Response
Gross global scope 1 emissions Quantitative Metric Tons CO2e EM-CM-110a.1 86,301
Percentage covered under emissions-limiting regulations Quantitative Percentage (%) EM-CM-110a.1 0
Discussion of long-term and short-term strategy or plan to manage Scope 1 emissions, emissions reduction targets, and an analysis of performance against those targets Discussion and Analysis N/A EM-CM-110a.2

In 2022, Carlisle announced our commitment to achieve net-zero greenhouse gas emissions across our entire value chain by 2050. We have proposed near-term greenhouse gas reduction targets through the Science Based Targets Initiative (SBTi).

Setting near-term targets is the first step to setting a long-term net-zero target with SBTi. By 2030, we have committed to the reduction of absolute scope 1 and scope 2 GHG emissions by 38% and scope 3 GHG emissions by 48% using a 2021 baseline. The methods and reduction scenarios Carlisle has adopted in our targets are aligned with the SBTi net-zero Standard.

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Air Quality

Air Quality

Accounting Metric Category Unit of Measure Code Response
NOx Quantitative Metric Tons EM-CM-120a.1 49
SOx Quantitative Metric Tons EM-CM-120a.1 < 1
PM10 Quantitative Metric Tons EM-CM-120a.1 35
VOCs Quantitative Metric Tons EM-CM-120a.1 1,147
PAHs Quantitative Metric Tons EM-CM-120a.1 < 1
HAPs Quantitative Metric Tons EM-CM-120a.1 10
Dioxins/Furans Quantitative Metric Tons EM-CM-120a.1 < 1
Heavy Metal Quantitative Metric Tons EM-CM-120a.1 < 1
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Energy Management

Energy Management

Accounting Metric Category Unit of Measure Code Response
Total energy consumed Quantitative Gigajoules EM-CM-130a.1 2,467,976.4
Percentage grid electricity Quantitative Percentage (%) EM-CM-130a.1 45
Percentage alternative Quantitative Percentage (%) EM-CM-130a.1 0
Percentage renewable Quantitative Percentage (%) EM-CM-130a.1 0.13
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Water Management

Water Management

Accounting Metric Category Unit of Measure Code Response
Total fresh water withdrawn Quantitative Thousand Cubic Meters EM-CM-140a.1 1054
Percentage recycled Quantitative Thousand Cubic Meters EM-CM-140a.1 We maintain closed-loop systems where less than 3% of water is maintained in our products. 1/50th of a gallon of water per production unit is used in our insulation, membrane, and spray foam facilities.
Percentage withdrawn in regions with high or extremely high baseline water stress Quantitative Percentage (%) EM-CM-140a.1 29
Percentage consumed in regions with high or extremely high baseline water stress Quantitative Percentage (%) EM-CM-140a.1 33
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Waste Management

Waste Management

Accounting Metric Category Unit of Measure Code Response
Total waste generated Quantitative Metric Tons EM-CM-150a.1 39,130
Percentage of waste recycled Quantitative Percentage (%) EM-CM-150a.1 42
Percentage of hazardous waste generated Quantitative Percentage (%) EM-CM-150a.1 2.5
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Biodiversity Impact

Biodiversity Impact

Accounting Metric Category Unit of Measure Code Response
Description of environmental management policies and practices for active sites Discussion and Analysis N/A EM-CM-160a.1 This indicator is not relevant to Carlisle. Carlisle does not participate in the exploration, development, production, or closure of quarrying/mining or related operations and therefore has not directly disturbed terrestrial acreage.
Terrestrial acreage disturbed; percentage of impacted area restored Quantitative Acres EM-CM-160a.2
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Workplace Health and Safety

Workplace Health and Safety

Accounting Metric Category Unit of Measure Code Response
Total Recordable Incident Rate (TRIR)
a. Full-time employees Quantitative Rate EM-CM-320a.1 0.67
b. Contract employees Quantitative Rate EM-CM-320a.1 0.007
Number of reported cases of silicosis Quantitative Number EM-CM-320a.2 This indicator is not relevant to Carlisle. Our employees are not exposed to crystalline silica dust in high levels.
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Product Innovation

Product Innovation

Accounting Metric Category Unit of Measure Code Response
Percentage of products that qualify for credits in sustainable building design and construction certificates Quantitative Percentage (%) EM-CM-410a.1 54
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Pricing Integrity and Transparency

Pricing Integrity and Transparency

Accounting Metric Category Unit of Measure Code Response
Total amount of monetary losses as a result of legal proceedings associated with cartel activities, price fixing, and anti-trust activities Quantitative $USD EM-CM-520a.1 0
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SASB Index

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Governance

Disclose the organizations governance around climate-related risks and opportunities

Recommended disclosure Response
a) Describe the board’s oversight of climate-related risks and opportunities.

The Chair, President, and Chief Executive Officer reviews and approves the strategic direction for Carlisle’s sustainability approach. Carlisle’s sustainability approach is guided to execution through the Vice President of Sustainability and the ESG Steering Committee. The Vice President of Sustainability, reporting to the Chair, President, and Chief Executive Officer, leads the ESG Steering Committee, which is composed of key executives in the areas of human resources, COS, legal and finance. The ESG Steering Committee develops strategy, provides oversight, and monitors accountability in our ESG and climate-related initiatives through the deployment of the Carlisle Environmental Sustainability Policy. On a periodic basis, Carlisle's Board of Directors reviews the status of the Company's ESG initiatives.

b) Describe management’s role in assessing and managing climate-related risks and opportunities.

The Vice President of Sustainability and members of the ESG Steering Committee work with senior leadership within Carlisle’s business units to deploy and accelerate Carlisle’s sustainability strategy. In accordance with our environmental sustainability policy, a management representative is appointed for each of our business units who, in addition to other responsibilities, shall ensure that the requirements of the environmental sustainability policy are met at each facility within the business unit.

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Strategy

Disclose the actual and potential impacts of climate-related risks and opportunities on the organization’s businesses, strategy, and financial planning where such information is material

Recommended disclosure Response
a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term.

Carlisle considers risks and opportunities over short-term (0-18 months), medium-term (1.5 – 7 years), and long-term (7-10 years) time horizons. Physical risks from extreme weather effects including extreme temperature, water stress, storms, and flooding were assessed as relatively low. Medium-term transition risks and strategic opportunities were identified as follows:

Transition Risks

Climate-related policy and regulation: Changes in environmental and climate change laws or regulations, including laws relating to GHG emissions, could lead to new or additional investment in the Company’s products or facilities and could increase environmental compliance expenditures. Changes in climate change concerns including GHG emissions, and the regulation of such concerns including climate-related disclosures, could subject the Company to additional costs and restrictions, including increased energy and raw material costs and other compliance requirements which could negatively impact the Company’s reputation, business, capital expenditures, results of operations and financial position.

Reputational risks relating to ESG commitments: Carlisle has made several public commitments regarding our intended reduction of GHG emissions, including commitments to achieve net-zero GHG emissions by 2050 and the establishment of science-based targets to reduce GHG emissions from our operations and the operations of our value chain. Although we intend to meet these commitments, we may be required to expend significant resources to do so, which could increase our operational costs. Further, there can be no assurance of the extent to which any of our commitments will be achieved, or that any future investments we make in furtherance of achieving such targets and goals will meet investor expectations or any binding or non-binding legal standards regarding sustainability performance. Moreover, we may determine that it is in the best interest of our company and our stockholders to prioritize other business, social, governance or sustainable investments over the achievement of our current commitments based on economic, regulatory, and social factors, business strategy or pressure from investors, activist groups, or other stakeholders. If we are unable to meet these commitments, then we could incur adverse publicity and reaction from investors, activist groups, and other stakeholders, which could adversely impact the perception of our brands and our products and services by current and potential customers, as well as investors, which could in turn adversely impact our results of operations.

Increased costs of raw materials: The Company utilizes petroleum-based products, chemicals, resins, and other commodities in its manufacturing processes. Raw materials, including inbound freight, accounted for approximately 79% of the Company’s cost of goods sold in 2022. Significant increases in the costs of these materials may not be recovered through selling price increases and significant disruption to the Company's supply chains or significant shortages of materials could adversely affect the Company’s business, financial condition, results of operations and cash flows. The Company also relies on global sources of raw materials, which could be adversely impacted by unfavorable shipping or trade arrangements, including import and export tariffs and global economic conditions. Changes in climate-related concerns, or in the regulation of such concerns, could further subject Carlisle to increases in cost of goods sold from raw materials.

Weather related events impact on construction activities and demand for materials: Adverse weather conditions such as heavy or sustained rainfall, cold weather and snow can limit construction activity and reduce demand for roofing materials.

Opportunities

Increased demand for low emission goods and services: In the United States, more than 30% of emissions come from the "built environment", making building energy efficiency one of the most impactful ways to reduce GHG emissions. The 1.5⁰C scenario calls for a 50% reduction in GHG emissions by 2030. As we continue to push towards this goal and other emissions-reducing efforts, demand for Carlisle’s energy conserving and thermal insulation systems will increase, which will in-turn increase revenues.

Resource substitutes leading to resilience opportunity:  Carlisle’s legacy of recycling and continuous improvement began over 100 years ago with the introduction of scrap rubber into the inner-tube production line. Today, millions of pounds of scrap material feed Carlisle’s production processes and provide post-consumer or production waste to a wide variety of products. Carlisle will continue this legacy by growing end-of-life programs. Recycled end-of-life materials can be used to supplement raw material purchases of carbon-intensive products.

b) Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy, and financial planning.

Climate-related risks and opportunities have influenced Carlisle's businesses, strategy, and financial planning in the following areas:

Products and Services: Risks and opportunities related to growing demand for energy and carbon efficient products have influenced our product strategy. For example, in 2022, we've made significant progress in the construction of our state-of-the-art Leadership in Energy and Environmental Design (LEED) certified facility in Sikeston, Missouri, which is expected to be fully operational by the summer of 2023. This new facility will be manufacturing energy efficient polyiso insulation, which reduces cooling and heating costs for buildings and, in turn, reduces a buildings carbon footprint. In 2022, we also began the production of the commercial roofing industry's first 16-foot-wide TPO membrane manufacturing line, which results in less packaging waste.

Supply Chain and Value Chain: Based on the tenants of our Environmental Sustainability Policy, which specifies the collection of detailed ESG data from our facilities across the globe, we can measure factors such as GHG Emissions which we will use to evaluate our progress towards achieving our established targets. The policy further establishes a process to engage our supply chain and monitor compliance with Carlisle policies for fair labor practices and our Code of Business Conduct and Ethics. We maintain appropriate records of environmental sustainability commitments of our suppliers, subcontractors, and sub suppliers. This includes, but is not limited to, the conformation to all the requirements of our Environmental Sustainability Policy. We maintain appropriate procedures to evaluate and select suppliers considering their performance and commitment to meeting the requirements of the Environmental Sustainability Policy. In our supply chain, we utilize life cycle assessments as a transparent, objective report that communicates what a product line is made of and how it impacts the environment across its entire value chain. These actions will allow for significant environmental impacts to be identified and addressed throughout our supply chain.

Investments in R&D: It is a part of Carlisle's key growth and business strategy, Vision 2025, to drive innovation through enhanced focus on research and development to continue to introduce proprietary, differentiated value-add products and solutions. Our research and development activities include the development of new product lines, the modification of existing product lines to comply with regulatory changes, and the research of cost efficiencies through raw material substitution and process improvements. Risks and opportunities related to climate change are considered in Carlisle’s R&D investments as Carlisle aims to provide products with proven long-term performance, lasting energy efficiency, greater weather resistance, excellent heat and UV resistance, and industry leading resilience.

Operations: Risks and opportunities arising from scope 1, 2, and 3 GHG emissions have influenced our operations strategy. Carlisle utilizes the Carlisle Operating System (COS) to drive operational excellence using principles of lean and six sigma. Through COS and as part of our Environmental Sustainability Policy, Carlisle continues to work toward our commitment to certify all of our manufacturing facilities to the ISO 14001 Environmental Management System by the end of 2025.

c) Describe the resilience of the organization’s strategy, taking into consideration different climate-related scenarios, including a 2°C or lower scenario.

As part of our climate-related risks and opportunities assessment, we completed a scenario analysis aligning to multiple climate scenarios. These include the Stated-Policies Scenario (2.5°C), the Sustainable Development Scenario (1.5°C), and a no mitigation scenario (4°C to 5°C). The results from this analysis show that without any action, climate change will affect Carlisle to a varying degree in terms of both transition and physical factors. The key climate-related challenges for Carlisle are likely to be transition risks, which vary significantly depending on the ambition and speed at which jurisdictions act to align to a 1.5°C trajectory.

We recognize that buildings are evolving, and their improved energy efficiency is pivotal to the world meeting its environmental goals. With many product and service innovations underway, Carlisle is positioned to address trends impacting the building space such as product circularity, energy conservation, localization, emerging material technologies, construction labor efficiency, evolving building use, technology proliferation, and job site transformation. In addition, COS and our culture of continuous improvement will allow deeper technology integration alongside gains in operational efficiency and product quality.

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Risk Management

Disclose how the organization identifies, assesses, and manages climate-related risks

Recommended disclosure Response
a) Describe the organization’s processes for identifying and assessing climate-related risks. Carlisle analyzes risks and opportunities based on criteria such as likelihood, materiality to our business, and stakeholder perception. Climate risk assessment results are integrated into our existing Enterprise Risk Management System.
b) Describe the organization’s processes for managing climate-related risks. Each year, Carlisle Enterprise Risk Management (ERM) uses a structured materiality and likeliness framework to identify high-probability risks and inform strategic response. Because Carlisle operates over 100 facilities globally, risks are considered on a regional, decentralized basis. Carlisle ERM assesses risks each year to confirm continued materiality and likelihood. The assessment of risks deemed to have a potential substantive financial or strategic impact are reviewed annually by the Financial Planning & Analysis team and incorporated into annual financial reporting. Risks are integrated into multi-disciplinary company-wide risk management processes that maintained within Carlisle and its business units.
c) Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization’s overall risk management. Emerging climate-related risks that have the potential to create a substantive financial or strategic impact are monitored by the Vice President of Sustainability. Once identified, short-, medium-, and long-term climate risks are presented to Carlisle ERM and integrated under new or existing company risk management categories. In addition, the Vice President of Sustainability communicates identified material risks to the ESG Steering Committee well as the Chair, President, and Chief Executive Officer. Once included in the Carlisle ERM process, climate-related risks are managed and integrated into multi-disciplinary company-wide risk management processes.
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Metrics and Targets

Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process.

Recommended disclosure Response
a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process.

Carlisle tracks metrics including:

  • - Scope 1, 2, and 3 GHG emissions
  • - Energy and Water use
  • - Waste and Recycle volumes
  • - Product revenue aligning to LEED attributes

We further consider proposed global carbon pricing for emerging regulations to inform our assessment of climate-related transition risks. For more details on sustainability metrics used by Carlisle, please refer to our sustainability report.

b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the related risks. Please refer to our 2022 Corporate Sustainability Report for the disclosure of our GHG emissions.
c) Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets.

In 2022, Carlisle announced our commitment to achieve net-zero greenhouse gas emissions across our entire value chain by 2050. Carlisle has proposed near-term greenhouse gas reduction targets through the Science Based Targets Initiative (SBTi).

Setting near-term targets is the first step to setting a long-term net-zero target with SBTi. By 2030, we have committed to the reduction of absolute scope 1 and scope 2 GHG emissions by 38% and scope 3 GHG emissions by 48% using a 2021 baseline. The methods and reduction scenarios Carlisle has adopted in the near-term targets are aligned with the SBTi Net-Zero Standard.

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TCFD Index

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CDP Climate Change Questionnaire 2023

Our SBTI Progress

Our 2022 SBTI Progress

Scope Category 2021 Emissions (tCO2e) 2021 Scope 3 Intensity within Target Boundary 2022 Emissions (tCO2e) 2022 Scope 3 Intensity within Target Boundary Reduction Needed Intensity Goal Absolute Goal Reduction Goal % % Progress
Scope 1 Direct Emissions 74,692 85,561 28,233.58 46,458.42 37.80% -38.50%
Scope 2 Indirect Emissions (Market-Based) 136,361 104,009 51,544.46 84,816.54 62,77%
Scope 3 Total 3,182,167 2.38 3,379,380 2.5 1.14 1.24 47.96% -10.53%
Scope 3 1 - Purchased Goods and Services 2,386,408 1.99 2,559,368 2.12 0.95 1.04 -13.68%
2 - Capital Goods 108,974 108,905
3 - Fuel and energy-related activities 49,101 48,047
4 - Upstream Transportation & Distribution 78,355 0.0020 90,042 0.0022 0.00096 0.0011 -20.83%
5 - Waste generated in operations 20,716 0.011 14,491 0.008 0.0053 0.0057 57.60%
6 - Business travel 2,658 3,994
7 - Employee commuting 16,316 17,799
8 - Upstream Leased Assets 3,824 5,660
9 - Downstream Transportation & Distribution 101,718 0.0020 115,816 0.0022 0.00096 0.0011 -20.83%
10 - Processing of Sold Products 73,893 0.074 73,733 0.073 0.035 0.043 2.86%
11 - Use of Sold Products 177,343 0.18 176,960 0.17 0.086 0.09 11.63%
12 - End-of-life treatment of sold products 162,861 0.1178 164,565 0.1179 0.056 0.06 -0.18%
Total 3,393,219 3,568,950
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Commitment to Net-Zero

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Our ISO 14001 Progress

Our ISO 14001 Progress

Currently Certified Certification expected 2024 Certification beyond 2024
Tooele, UT - TPO Lakeland, FL Bartow, FL
Tooele, UT - Polyiso Terrell, TX - CCW Tampa, FL
Senatobia, MS Wylie, TX Port St. Lucie, FL
Montgomery, NY Anchorage, AK Winter Haven, FL
Smithfield, PA Franklin Park, IL Camarillo, CA
Puyallup, WA (Polyiso) Carlisle, PA - EPDM Fresno, CA
Puyallup, WA (EPS) Carlisle, PA - CCW Fairfield, NJ
Cartersville, GA Carlisle, PA - TPO Fernley, NV
Maryland Heights, MO Carlisle, PA - Adhesive Garland, TX
Lake City, FL Sikeston, MO Houston, TX
Terrell, TX - Polyiso Chino, CA Tyler, TX
Hamburg, Germany - Plant Kimberton, PA
Hamburg, Germany - Admin Levittown, PA
Waltershausen, Germany - Alutrix Phoenix, AZ - EPS
Waltershausen, Germany - Resitrix Kingman, AZ
Dortmund, Germany Phoenix, AZ - CAM
Weesp, Netherlands Dorval, Quebec, Canada
Kampen, Netherlands Lachine, Quebec, Canada
Baia Mare, Romania Mirabel, Quebec, Canada
Belper, UK Petrolia, Ontario, Canada
Dixon, CA Scarborough, Ontario, Canada
Aurora, CO Bonney Lake, WA
Mead, NE Denver, CO
Berea, OH North Kansas City, MO
Greenville, IL PVC & WH Elk Grove Village, IL
Greenville, IL EPDM Acworth, GA
Chattanooga, TN Louisville, KY
Annapolis Junction, MD
Elkridge, MD
Manchester, NH
East Providence, RI
Rancho Cucamonga, CA
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