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GRI Data Center Detail

GRI 102: General Disclosures 2016

Organizational Profile

GRI 102-1: Name of the organization

Carlisle Companies Incorporated

GRI 102-2: Activities, brands, products, and services

Carlisle is a diversified industrial company that manufactures highly engineered, energy efficient products that provide solutions and value to our customers. The company operates four business units employing more than twelve thousand people in over 170 facilities across 15 countries. Serving markets such as construction materials, specialty wire and harnesses, medical technology, industrial friction and brakes, and industrial finishing equipment, Carlisle is an industry leader in producing innovative products and solutions that save energy.

CARLISLE CONSTRUCTION MATERIALS

Carlisle Construction Materials (CCM) has evolved from its roots as a supplier of the first single-ply EPDM roofing membranes in the early 1960s to today, where we deliver innovative, easy-to-install, and energy-efficient solutions through the Carlisle Experience for customers who are creating the sustainable building of the future. CCM manufactures a complete range of building envelope products for commercial, industrial, and residential buildings, including single-ply roofing, rigid foam insulations, spray polyurethane foam technologies, architectural metal, HVAC hardware and sealants, below-grade waterproofing, and air/vapor barrier systems focused on the weatherproofing and thermal performance of the building envelope. CCM is a leading North American and European building products company offering a complete set of solutions and systems to aid in the design of efficient building envelope construction projects, backed by industry-leading warranties, and a focus on green principles. Primary manufacturing facilities are located throughout the United States, its primary market, and in Germany, the Netherlands, United Kingdom, and Romania.

In 2020 CCM’s 3,900 global team members delivered $3.0 billion in revenue.

CARLISLE INTERCONNECT TECHNOLOGIES

Carlisle Interconnect Technologies (CIT) designs and manufactures high-performance wire and cable, including optical fiber for the commercial aerospace, military and defense electronics, medical device, industrial, and test & measurement markets. CIT’s product portfolio also includes sensors, connectors, contacts, cable assemblies, complex harnesses, racks, trays, and installation kits. Engineering and certification services are available as well. Offering both turnkey and custom solutions, CIT is also known as a single-source global provider for innovative medical device solutions and electromechanical technology. Leveraging its global presence, CIT continues to deliver a growing line of advanced solutions for emerging applications worldwide. Primary manufacturing facilities are located in the United States, China and Mexico, with the United States, Europe and China being the primary target regions for sales.

In 2020 CIT’s 5,800 global team members delivered $732 million in revenue.

CARLISLE FLUID TECHNOLOGIES

Carlisle Fluid Technologies (CFT) is dedicated to providing customers industry-leading and sustainable solutions for the supply, control, application and curing of a wide range of paints, powders, sealants, adhesives, foams and other application materials. From manual finishing equipment, to highly-automated mass-production installations, the company solves customers’ material application challenges through the combination of product innovation and decades of technical expertise. Focused on efficient, cost-effective global solutions for the transportation and other industrial markets, the company offers an expanding collection of pioneering product brands. Primary manufacturing facilities are located in the United States, the United Kingdom, Switzerland, Sweden, and assembly and distribution facilities in China, Japan, and South Korea.

In 2020 CFT’s 900 global team members delivered $243 million in revenue.

CARLISLE BRAKE AND FRICTION

The CBF segment designs, manufactures and sells high-performance braking products, systems and clutch transmission friction products for off-highway, on-highway, aircraft and other industrial applications. CBF’s products are sold by direct sales personnel to OEMs, mass merchandisers and various wholesale and industrial distributors around the world. Key markets served include construction, agriculture, mining, aircraft, on-highway, and performance racing. Primary manufacturing facilities are located in the United States, Italy, China, Japan and the United Kingdom.

In 2020 CBF’s 1,200 global team members delivered $275 million in revenue.

GRI 102-3: Location of headquarters

Carlisle Companies Corporate Headquarters

16430 N. Scottsdale Road
Suite 400
Scottsdale, AZ 85254
GRI 102-4: Location of operations

Carlisle Companies maintains a global network of manufacturing facilities, technical centers, and major office locations located in Australia, Canada, China, Germany, India, Italy, Japan, South Korea, Mexico, Romania, Sweden, Switzerland, The Netherlands, United Kingdom, and United States.

GRI 102-5: Ownership and Legal Form

Carlisle Companies Incorporated is publicly traded on the New York Stock Exchange (“NYSE”) under the symbol, “CSL”

GRI 102-6: Markets served

Carlisle’s market sectors served include commercial roofing, specialty polyurethane, architectural metal, aerospace, medical technologies, defense, transportation, industrial, protective coating, auto refinishing, agriculture, and construction. Products and services are primarily offered in the Americas, EMEA, and Asia-Pacific regions. Carlisle serves a wide range of industrial, original equipment manufacturers (OEMs), and end-user applications through its diverse set of business segments.

GRI 102-7: Scale of the organization

As of December 31, 2020, Carlisle Companies employed 12,435 people around the world. Carlisle operates significant operations in fourteen countries through Asia-Pacific, EMEA, and the Americas regions. Carlisle’s worldwide team of employees generated $4.24 billion in revenues in 2020. Within the Asia-Pacific region, our 2,789 employees generated $469 million in revenues. In EMEA, our 1,380 employees generated $561 million in revenues. In the Americas, 8,266 employees generated $3215 million in revenues.

GRI 102-8: Information on employees and other workers
Table: Total number of employees by employment contract (permanent or temporary), by gender
  Female Male Undeclared Total
Permanent Employees 3,859 7,980 149 11,988
Temporary Employees 42 129 276 447
Table: Total number of employees by employment type (permanent or temporary), by region
  Americas EMEA APAC Global
Permanent Employees 7,934 1,293 2,761 11,988
Temporary Employees 332 87 28 447
Table: Total number of employees by employment contract type (full-time or part-time)
Employment Contract Female Male Undeclared Total
Full-Time Employees 3,842 8,051 419 12,312
Part-Time Employees 59 58 6 123
  • Information on employees and other workers are collected through a centralized database containing employee information.
  • Employee information is updated by human resources and managers as employee information changes occur.
  • Data is inclusive of the global employee population as of December 31, 2020.
GRI 102-9: Supply Chain

Carlisle serves a vast range of industrial and customer applications and engages a global base of suppliers. Key raw materials for each business are included below:

CCM: Raw materials include methylene diphenyl diisocyanate, polyol, EPDM polymer, TPO polymer, carbon black and coated steel.

CIT: Raw materials include gold, copper conductors that are plated with tin, nickel, or silver, polyimide tapes, polytetrafluoroethylene tapes, PTFE fine powder resin, thermoplastic resins, stainless steel, beryllium copper rod, machined metals, plastic parts, and various marking and identification materials.

CFT: Raw materials include carbon and various grades of stainless steel, brass, aluminum, copper, machined metals, carbide, machined plastic parts and PTFE.

CBF: Raw materials include castings, pistons, springs, bearings, fiberglass, phenolic resin, metallic chips, copper and iron powders, steel, custom-fabricated cellulose sheet, and various other organic materials.

GRI 102-10: Significant changes to the organization and its supply chain

A significant part of Carlisle’s management strategy is to build scale with synergistic acquisitions. We acquired two businesses during 2020, which add to our existing segments. In addition to these acquisitions, Carlisle consolidated several production operations serving the aerospace industry.

GRI 102-11: Precautionary Principle or approach

The Carlisle Environmental Sustainability Policy and the Carlisle Safety Policy describe the components of our approach to protect human health and the environment.

GRI 102-12: External Initiatives

Carlisle’s employees take great pride in identifying and working toward solutions that benefit communities in which we operate. Carlisle is engaged in more than 100 community organizations, charities, and philanthropic initiatives across the globe. To learn more about our external initiatives visit: Community/Civility.

GRI 102-13: Membership of associations

Carlisle is committed to four areas of community engagement: civility, veterans, education, and mental health services. Carlisle operates partnerships with Headstrong, Elevate Phoenix, and UMOM New Day Centers through corporate programs. In addition to these programs, all our business units are involved in their local communities providing resources to address local challenges.

Read more about our external initiatives at Community and Civility.

Ethics and Integrity

GRI 102-16: Values, principles, standards, and norms of behavior

Our Business Code of Ethics describes many of our standards and norms of behavior and is considered essential for operating our business. Fundamental principles of our Business Code of Ethics include:

  • Honesty, Integrity, and Fairness
  • Compliance with Laws and Regulations
  • Non-Discrimination
  • Human Rights
  • Occupational Health and Safety
  • Environmental Stewardship

This standard outlines Carlisle’s basic policies organized around treatment of confidential information, conflicts of interest, business conduct, and illegal or unethical behavior.

Governance

GRI 102-18: Governance Structure

Carlisle Companies’ board of directors has an active responsibility for corporate policy and overall performance of the company through management oversight. The board is comprised of three committees:

  • Audit committee
  • Compensation committee
  • Corporate governance and nominating committee

Daily management of the company is led by the Chairman, President, and CEO and members of the executive team. Carlisle’s overall ESG strategy is led by the Chairman, President, and CEO and guided to execution through the Vice President of Sustainability and the ESG Steering Committee. The ESG steering committee is comprised of key executive officers in the areas of human resources, the Carlisle Operation System (COS), legal, supply chain, and sustainability departments.

Read more about our Governance Approach

Stakeholder Engagement

GRI 102-40: List of stakeholder groups

We regularly engage with a variety of stakeholders to shape our corporate responsibility program. Key stakeholders include: Community members, Customers, Employees, Government, Industry Groups, Suppliers, Investors and Analysts.

GRI 102-41: Collective bargaining agreements

As of December, 31 2020 Carlisle does not operate collective bargaining agreements in the United States.

GRI 102-42: Identifying and selecting stakeholders

Each of our business units effectively engage stakeholders whom we define as those entities that can affect or be affected by our actions, objectives, and policies.

GRI 102-43: Approach to stakeholder engagement

We engage stakeholders through formal and informal methods to understand perspectives and priorities for our company, the industries in which we operate, and the communities that we impact. It is in the mutual interest of our company and our stakeholders to engage in ongoing collaboration and active dialogue to identify key issues and emerging trends to inform our sustainability strategy.

Reporting Practice

GRI 102-45: Entities included in the consolidated financial statements

Carlisle operates numerous entities which are included in financial statements. The following entities represent Carlisle Companies Incorporated corporate operations as well as the major entity for each Carlisle business unit:

  • Carlisle Companies Incorporated
  • Carlisle Construction Materials
  • Carlisle Interconnect Technologies
  • Carlisle Fluid Technologies
  • Carlisle Brake And Friction
GRI 102-47: List of material topics

This report contains information for the following GRI Topics:

GRI 102-48: Restatements of information

This marks the first year for sustainability reporting in accordance with the GRI Standards: Core Option. Notable restatements of information will be included in future reports.

GRI 102-49: Changes in reporting

This marks the first year for sustainability reporting in accordance with the GRI Standards: Core Option. Notable changes in reporting will be included in future reports.

GRI 102-50: Reporting Period

This Content Index presents data and information for the 2020 fiscal year (January 1 to December 31, 2020).

GRI 102-51: Date of most recent report

This marks the first year for sustainability reporting in accordance with the GRI Standards: Core Option. Our 2019 Corporate Sustainability Report and 2019 Annual Report were published in 2020 to include policy and information for the 2019 fiscal year.

GRI 102-52: Reporting Cycle

This Content Index will be reported on an annual basis.

GRI 102-53: Contact point for questions regarding the report

CSLSustainability@carlisle.com

GRI 102-54: Claims for reporting in accordance with the GRI Standards

This report has been prepared in accordance with the GRI Standards: Core option

GRI 102-55: GRI Content Index

This document serves as our GRI Content Index

GRI 102-56: External assurance

External assurance is not included in this report. Assurance opportunities will be assessed as they develop. We are confident that our internal processes provide sufficient oversight regarding the accuracy of the information reported.

GRI 200: Economic Disclosures

GRI 103: Management Approach 2016

GRI 103-1-200: The management approach and its components

Carlisle strives to be the market leader of highly engineered, energy efficient products in the various markets we serve. Under Vision 2025, our key pillars include: dedication to driving above market organic growth, utilizing the Carlisle Operating System (COS) consistently to drive efficiencies and operating leverage, building scale with synergistic acquisitions, continuing to invest in and develop exceptional talent, and returning capital to shareholders through share repurchases and dividends.

We utilize COS, an operating structure and strategy deployment system based on lean enterprise and six sigma principles, to drive improving operational performance. COS inspires a culture of improvement that defines the way we do business. Waste is eliminated and efficiencies are improved enterprise wide, allowing us to increase overall profitability. Improvements are not limited to production areas as COS is also driving improvements in new product innovation, engineering, supply chain management, warranty and business processes. COS has created a culture of continuous improvement across all aspects of our business operations.

While the coronavirus pandemic (“COVID-19”) has affected our near-term results, we believe our proactive approach to cost reductions and continuous improvement initiatives will allow us to accelerate through the anticipated recovery by: further improving the efficiency of our businesses through COS, continuing to make the investments necessary to deliver a world-class Carlisle Experience, which delivers the right product, at the right place, at the right time, and ensuring we maintain discipline and rigor in our capital allocation process. Taken together, we believe these actions will drive us to achieve our goals outlined in Vision 2025.

GRI 201: Economic Performance 2016

GRI 201-1: Direct economic value generated and distributed
Table: 2020 Revenues, Operating Costs, Employee Wages and Benefits, Payments to Providers of Capital, Payments to Governments, Community Investments, and Retained Value by Region:
  Global AMERICAS EMEA APAC
Economic Value Generated
Revenues $ 4,245,227,394 $ 3,215,130,627 $ 561,075,334 $ 469,021,433
Economic Value Distributed
Operating Costs $ 2,771,275,546 $ 1,952,845,928 $ 451,995,460 $ 366,434,157
Employee Wages and Benefits $ 965,813,340 $ 816,298,867 $ 90,606,544 $ 58,907,928
Payments to Providers of Capital (2019) $ 189,175,215 $ 166,213,831 $ 20,067,092 $ 2,894,292
Payments to Governments $ 100,035,102 $ 81,645,381 $ 10,067,348 $ 8,322,374
Community Investments $ 1,605,222,368 $ 1,600,080 $ 5,143 $ 0
Economic Value Retained
Value Retained $ 217,322,969 $ 196,526,540 $ (11,666,253) $ 32,462,682
  • Data has been summarized by region to provide a useful picture for geographic economic impact.
GRI 201-2: Financial implications and other risks and opportunities due to climate change

Carlisle is currently completing a re-evaluation of climate risks and opportunities through scenario modeling guided by the framework developed by the Task Force on Climate-Related Financial Disclosures (TCFD).

GRI 201-3: Defined benefit plan obligations and other retirement plans

Carlisle maintains defined benefit retirement plans, primarily for certain domestic employees. The general U.S. plan had liabilities of $163.0 million and $157.1 million, as of December 31, 2020 and 2019, respectively. The general U.S. plan is funded by plan assets and was fully funded as of December 31, 2020 and 2019. The executive supplemental and director plans had liabilities of $23.4 million and $21.8 million, as of December 31, 2020 and 2019, respectively. The executive supplemental and director plans have no plan assets and the Company is not required to fund these obligation. These obligations are funded by the organization’s general resources.

Carlisle also maintains defined contribution savings plans covering a significant portion of its eligible employees. Participant contributions are matched by the Company up to a maximum of 4% of eligible compensation, subject to compensation and contribution limits as defined by the Internal Revenue Service. Employer contributions for the savings plan were $16.9 million and $16.6 million in 2020 and 2019, respectively

GRI 201-4: Financial assistance received from government

Carlisle does not receive financial assistance from any government.

GRI 202: Market Presence 2016

GRI 202-1: Ratios of standard entry level wage by gender compared to local minimum wage

In recognition of our employees, we have made commitments to ensuring $15 per hour minimum wage at our U.S. operations. In 2019, 91% of employees at our U.S. operations received $15 minimum starting wage. In 2020, Carlisle raised its minimum starting wage to $15 for 100% of our U.S. workforce.

GRI 205: Anti-corruption 2016

GRI 205-1: Operations assessed for risks related to corruption

100% of operations within Carlisle Companies are assessed for risks related to corruption. Significant risks identified through the risk assessment process are improper payments, violations of the Foreign Corrupt Practices Act, and other country laws against corruption.

GRI 205-2: Communication and training about anti-corruption policies and procedures

Carlisle’s anti-corruption policies and procedures are communicated through annual Code of Conduct training. Carlisle’s Code of Conduct training is mandatory for all employees and contingent workers globally. Through this training, Carlisle’s Business Code of Ethics is communicated and applies to employees, vendors, and consultants. Carlisle’s Business Code of Ethics on policies on anti-corruption is available in twelve languages.

In 2020, 100% of Carlisle’s employees and contingent workers and our Board of Directors have received training of the Carlisle Business Code of Ethics.

GRI 205-3: Confirmed incidents of corruption and actions taken

In 2020, there were no confirmed incidents of corruption within Carlisle operations.

GRI 300: Environmental Disclosures

GRI 103: Management Approach 2016

GRI 103-1-300: The management approach and its components

For over 100 years, Carlisle has continually sought to improve the efficiency of our facilities by optimizing processes, investing in people, and improving productivity. In 2020, we created the Carlisle Environmental Sustainability Policy. The policy prescribes the collection of consumption data from our more than 170 facilities across the globe. Data for water, electricity, gas and hazardous waste were collected to establish baselines for future efficiency targets. The policy further establishes a process to engage our supply chain and to ensure compliance with Carlisle policies. Finally, the policy formalizes our commitment to certify all our manufacturing facilities to the ISO 14001 environmental management system by the end of 2025.

We are proud of the progress we have made on our many environmental engagement fronts and are pleased to share some of our journey with you:

ISO 14001

To achieve and maintain results, Carlisle is implementing a formal environmental management system across all manufacturing sites. ISO 14001, the international environmental management system, will be used for Carlisle’s manufacturing program. Carlisle’s goal is to implement ISO 14001 across all of our production facilities by 2025. To date, Carlisle has 22 of 89 facilities externally certified under ISO 14001. Certification of ISO 14001 at manufacturing sites will enable an organized approach to systematically reduce the impact of the environmental aspects of our operations.

INSTALLING SOLAR

In 2018, Carlisle installed rooftop solar systems on four facilities to explore energy savings potential. Early results are promising and will inform our decision to extend solar generation to more facilities. During 2020, our four rooftop solar installations generated 2.5 million KWh of electricity, representing 10% of the power consumed in those facilities. That translates to a reduction of GHG emissions by 790 metric tons.

CONVERTING TO LED LIGHTING

Carlisle has converted to LED lighting and motion sensors in 11 facilities covering 2.1 million square feet, or roughly 20% of our total footprint, resulting in savings of more than 5 million KWh annually and reducing greenhouse gas emissions by 2,200 metric tons.

WASTE REDUCTION / RECYCLING

Carlisle’s legacy of recycling and continuous improvement began over 100 years ago with the introduction of scrap rubber into our inner-tube production line. Today millions of pounds of scrap material feed our production process and provide as much as 96% post-consumer or production waste to a wide array of products.

GRI 302: Energy 2016

GRI 302-1: Energy consumption within the organization
Table: Total Energy Use Summary
  Units 2019 2020
Energy MWh 662,837 621,689
Direct Energy MWh 307,300 294,078
Indirect Energy MWh 355,537 327,631
Grid Electricity MWh 346,087 317,881
  • The scope of energy and electric use includes all Global Carlisle facilities within the organization’s operational control. Carlisle sites include manufacturing facilities, distribution facilities, offices, and research and development sites.
  • The energy consumption figures represented include all global data whereby 98% of energy consumption is directly measured and 2% is estimated using established criteria.
  • Energy and electric use are directly measured where consumption data is readily available from invoices or leasing agents. For sites where data are unavailable, energy consumption is estimated according to the Commercial Buildings Energy Consumption Survey (CBECS) data published by the U.S. Energy Information Administration using a variety of factors including building activity type, building square footage, employee headcount, and other variables.
  • Resource consumption data are collected and maintained through a centralized database. Data are reviewed for variance and performance.
Table: Self-Generated Energy
  Units 2019 2020
Self-Generated Renewable Energy Produced MWh 38 831
Self-Generated Renewable Energy Consumed MWh 37 780
Self-Generated Renewable Energy Sold MWh 1 51
  • Carlisle owns and operates two 500 kilo-watt power solar installations and participates in the generation, consumption, and sale of electric power generated by these systems.
Table: Direct Energy Consumed by Source
  Units 2019 2020
Natural Gas MWh 282,647 269,192
Propane MWh 13,609 9,868
Gasoline MWh 5,787 10,168
Diesel MWh 2,718 2,302
Ethanol (E85) MWh 209 542
Jet Fuel MWh 2,293 1,226
Solar Energy (Self-Generated) MWh 37 780
Total Direct Energy Consumed: MWh 307,300 294,078
  • The scope of direct energy consumption usage includes all activities that are under Carlisle’s operational control.
  • Direct energy consumption data include stationary and mobile sources. Stationary sources include natural gas purchased from third-party utilities and self-generated solar power. Mobile sources include propane, gasoline, diesel, ethanol (E85), and jet fuel consumed by company-operated vehicles.
Table: Indirect Energy Consumed by Source
  Units 2019 2020
Electricity MWh 346,087 317,881
Purchased Steam MWh 7,595 8,040
Purchased Solar MWh 1,855 1,710
Total: MWh 355,537 327,631
  • The scope of indirect energy consumption includes all activities that are under Carlisle’s operational control.
  • Carlisle has two facilities with leased on-site solar installations on the building roofs from which solar energy is produced and purchased.
  • Indirect energy consumption data includes third-party electric power, purchased steam, and purchased solar power.
Table: Electricity Use Summary
  Units 2019 2020
Total Electricity MWh 347,979 320,371
Grid Electricity MWh 346,087 317,881
Self-Generated Solar Power MWh 37 780
Purchased Solar Power MWh 1,855 1,710
Total Solar Power MWh 1,892 2,490
% Grid Electricity % 99.5% 99.2%
  • Total electricity use includes grid electricity, self-generated solar power, and purchased solar power.
  • Renewable energy includes purchased and self-generated solar power.
Table: Energy Breakdown by Region, 2020
  Units APAC EMEA Americas
Total Energy MWh 27,350 53,783 540,556
Non-Renewable Energy MWh 26,591 53,003 539,605
Purchased Renewable Energy MWh 759 0 951
Self-Generated Renewable Energy MWh 0 780 0
Grid Electricity MWh 25,569 28,066 264,246
  • Data has been summarized by region to provide a useful picture for geographic environmental impact due to energy consumption.
GRI 302-3: Energy intensity
Table: Energy Intensity
  Units 2019 2020
Ratio Denominator $Million 4,812 4,245
Energy Intensity MWh/$M 138 146
Electricity Intensity MWh/$M 72 75
  • All energy and electricity use within Carlisle is included. The sales figures represented are reported in fixed currency USD and globally adjusted for inflation.

GRI 305: Emissions 2016

GRI 305-1: Direct (Scope 1) GHG emissions
GRI 305-2: Energy indirect (Scope 2) GHG emissions
Table: Global Greenhouse Gas Emissions
Emissions Category Units 2019 2020
Direct (Scope 1) GHG Emissions Metric Tons CO2,e 56,878 54,419
Market-based Indirect (Scope 2) GHG Emissions Metric Tons CO2,e 185,993 158,161
Location-based Indirect (Scope 2) GHG Emissions Metric Tons CO2,e 152,882 139,155
Total (Scope 1 + Scope 2 Market-Based) GHG Emissions Metric Tons CO2,e 242,871 212,580
Total (Scope 1 + Scope 2 Location-Based) GHG Emissions Metric Tons CO2,e 209,760 193,574
  • Scope 1 and Scope 2 emissions are independent of any GHG trades or offsets.
  • The figures represented include CO2, CH4, and N2O emissions from fuel consumption.
  • Chosen consolidation method for represented figures is operational control.
  • Scope 1 and Scope 2 emissions are directly calculated from energy consumption data presented in GRI 302. Scope 1 emissions are calculated from direct energy consumption sources. Scope 2 emissions are calculated from indirect energy consumption sources.
  • Emissions factors used for electricity and other fuels are subregion-, country- or region-specific where applicable, using the latest databases from governmental sources (i.e. United States Environmental Protection Agency’s eGRID, UK’s Defra and the International Energy Association).
  • Selected base year for GHG emissions is 2019. 2019 represents the first complete year for data collection and beginning of tracking and managing GHG emissions at an enterprise level.
Table: Greenhouse Gas Emissions by Region, 2020
  Units APAC EMEA Americas
Total (Scope1 + Scope 2 Market-Based) GHG Emissions Metric Tons CO2,e 16,192 13,840 182,548
Total (Scope1 + Scope 2 Location-Based) GHG Emissions Metric Tons CO2,e 16,188 13,840 163,546
  • Data has been summarized by region to provide a useful picture for geographic environmental impact due to direct and indirect greenhouse gas emissions.
GRI 305-4: GHG Emissions intensity
Table: GHG Energy Intensity for Scope 1, Scope 2, and Total Emissions
  Units 2019 2020
Ratio Denominator ($M) $Million 4,812 4,245
Total (Scope 1 + Scope 2 Location-Based) GHG Emissions Intensity Metric Tons CO2,e/$M 43.6 45.6
Total (Scope 1 + Scope 2 Market-Based) GHG Emissions Intensity Metric Tons CO2,e/$M 50.5 50.1
Direct (Scope 1) GHG Emissions Intensity Metric Tons CO2,e/$M 11.8 12.8
Location-based Indirect (Scope 2) GHG Emissions Intensity Metric Tons CO2,e/$M 31.8 32.8
Market-based Indirect (Scope 2) GHG Emissions Intensity Metric Tons CO2,e/$M 38.7 37.3
  • All Scope 1 and Scope 2 greenhouse gas emissions are included. The sales figures represented are reported in fixed currency USD and globally adjusted for inflation.
  • Selected base year for GHG emissions is 2019. 2019 represents the first complete year for data collection and beginning of tracking and managing GHG emissions at an enterprise level.
GRI 305-7: Nitrogen oxides (NOx), sulfur oxides (Sox), and other significant air emissions
Table: Significant Air Emissions
Category Units 2019 2020
Nitrous Oxides (NOx) Metric Tons 52 50
Sulfur Oxides (SOx) Metric Tons 0.6 0.5
Volatile Organic Compounds (VOC) Metric Tons 1,049 1,006
  • Figures represented include process emissions from regulated and controlled emissions stacks. Methods of measurement include direct measurement, calculations from solvent-based consumption, and calculation based on measured and permitted emission factors.

GRI 306: Waste 2020

GRI 306-1: Waste generation and significant waste-related impacts

Carlisle uses a broad range of minerals and other extractives as raw materials to develop and manufacture products. Carlisle aims to reduce solid wastes and recycle materials recovered from manufacturing processes and construction projects. Source reduction is practiced through continuous process improvements. Consideration of environmental impacts of a product and its manufacturing processes during the planning stages of a new product or a significant design update is critical to Carlisle’s long-term environmental sustainability.

GRI 306-2: Management of significant waste-related impacts

Hazardous waste streams are monitored and disposed of through appropriate channels as complying with local laws and regulations. Waste-related data are collected and managed for all global sites through a center-led process. Waste-related data are used to benchmark performance and identify significant improvement opportunities in an effort to minimize the environmental impact of outlet sources.

GRI 306-3: Waste generated
Table: Hazardous Waste
  Units 2019 2020
Hazardous Waste Metric Tons 2,238 1,494
Ratio Denominator $Million 4,812 4,245
Hazardous Waste Intensity Metric Tons/$M 0.47 0.35
  • The scope of the figures represented for hazardous waste includes all Global Carlisle manufacturing facilities within the organization’s operational control.
Table: Hazardous Waste Generation by Region, 2020
  Units APAC EMEA Americas
Hazardous Waste Generation Metric Tons 702,272 498,911 292,351
  • Data have been summarized by region to provide a useful picture for geographic impact due to hazardous waste generation.

GRI 307: Environmental Compliance 2016

GRI 307-1: Non-Compliance with environmental laws and regulations

In 2020, there were no confirmed cases of fines or sanctions related to environmental compliance within Carlisle operations.

GRI 400: Social Disclosures

GRI 103: Management Approach 2016

GRI 103-1-400: The management approach and its components

Carlisle’s most valuable resource is our employees. It is our employees’ dedication and hard work that has driven us forward through our first hundred years, and these traits will continue to be the engine for future growth.

Under Vision 2025, we have enhanced current talent acquisition, retention, and talent development programs, while continuing to create an environment of Diversity and Inclusion, offer best-in-class benefits, drive industry leading and proactive safety programs, and celebrate the strength of our global employees. Supported by our continuous improvement culture of COS, we understand that to deliver Vision 2025 objectives and drive superior results for all of our stakeholders, we must have the best talent.

In recent years, Carlisle has increased our focus on talent development by creating a corporate Vice President of Human Resources role to, among other things, drive strategy consistently across our businesses under our Center-Led framework. The outstanding work being done in these areas across the company is now coordinated from our headquarters, leveraging best practice and scale across the business.

A trained, diverse, and inspired workforce is integral to delivering value to our stakeholders. Carlisle has a long history of investing in our people, the hallmark of which has been our leadership development programs. These programs support the evolution of our next generation of talented leaders, from early in career to executive leadership.

We are proud of the progress we have made on our many employee engagement fronts and are pleased to share some of our journey with you:

TALENT DEVELOPMENT

Carlisle continues to offer robust career development programs across the organization. From enhanced high-professional and high-potential leadership development programs, to widespread experiential learning that emphasizes data-driven decision making, to training targeted at the process level, improving quality and flow.

At Carlisle we believe in the continuous improvement of our employees. All Carlisle employees are encouraged to participate in Kaizen (Continuous Improvement) events. Through these events, employees learn new skills from facilitators, transfer knowledge across functional groups, and develop deeper ties to the company and to each other. Most of our employees participate in several Kaizen events every year.

DIVERSITY & INCLUSION – FURTHERING DIVERSITY TO DRIVE RESULTS

Carlisle has always believed that evolution is essential to our continued success. This is embodied in our philosophy of continuous improvement and applies to our Diversity & Inclusion efforts as well. While we believe that we have always attempted to do the right thing for all our stakeholders, we know there is room for improvement. And so, we are committed to making progress towards creating a more diverse and inclusive workspace for all of our employees. This effort is clearly demonstrated in our own history, with continuous female representation on our Board of Directors since 1978. We did this not to be compliant or meet a legislative mandate, but because it was authentic to our culture, always with an eye for acting in the best interest of our stakeholders — and because it drives better results. At the close of 2020, 20% of our Board is female and 50% identify as gender, racially, or ethnically diverse. Additionally, we have increased the diversity of our senior leadership team and will continue to make improvements. Carlisle diversity goals through 2025 include:

  • 30% gender diversity in director and above roles
  • 15-20% Racial Diversity in director and above roles

At Carlisle, Diversity & Inclusion has evolved as a Center-Led program under Vision 2025. In 2018, Carlisle joined the CEO Action for Diversity & InclusionTM pledge, committing to supporting a more inclusive workplace for employees, communities, and society at large. Since that time, we have achieved several important milestones.

  • First, we equipped our businesses with the tools and processes to ensure our leaders have been trained on unconscious bias.
  • Second, we reviewed our pay practices and determined the causes of pay equity gaps, which we addressed, resulting in achieving gender pay equity across the company.
  • Third, we established Diversity & Inclusion targets ranging from leadership composition to focused recruitment of underrepresented groups.
  • Finally, through the engagement of specialized outreach organizations such as The Standard Diversity Network, Jobs4Women.net, Asian American Jobsite, African American Jobsite, and many others, we strive to broaden our reach and attract the best talent possible.
IMPROVING THE WELLBEING OF OUR WORKFORCE

Carlisle’s health, welfare, and retirement savings benefit programs are designed with our employees financial and physical wellness in mind. The wellbeing of our employees and their families is a top concern for Carlisle. We provide numerous health and wealth-building opportunities for our workforce, including a comprehensive benefits program. We regularly review our policies and programs and implement necessary improvements to deliver on our commitment to our employees.

ENSURING THE WELLBEING OF OUR WORKFORCE

In 2020, we launched “Path to Zero” and a new, global Safety handbook. Carlisle’s Safety Incident Report Rate was already better than the industry standard* of 3.7, but in our continuous improvement culture, better wasn’t good enough. Path to Zero represents our commitment to creating the safest possible work environment and features the goal of zero accidents and zero injuries.

THE CARLISLE LEADERSHIP SYSTEM

Developed in association with Bain & Company in 2020, Carlisle launched the Carlisle Leadership System. The Carlisle Leadership System is built on the foundations of our established talent development programs and will enhance talent recognition, development and retention. It is a holistic and mutually reinforcing set of tools, processes and programs aimed at attracting, retaining, and developing Carlisle’s greatest resource. We have taken special care to ensure that our culture — continuous improvement, an entrepreneurial spirit, and a focus on delivering results for our stakeholders are embedded throughout this system.

This transformative step is a natural evolution in our approach to talent and critical for our achievement of Vision 2025.

With the implementation of the Carlisle Leadership System in 2021, we will refresh and strengthen our leadership development programming. In addition, we will begin rolling out new protocols for determining program eligibility. These protocols will enable Carlisle to cast a wide net and to use specific evaluation tools to ensure we are both identifying all those with the potential for leadership advancement, and reducing the potential impact of unconscious bias.

As we continue into our second century of operations, Carlisle will continue to leverage our culture of continuous improvement by seeking ways to enhance our talent development, diversity & inclusion, benefits and safety programs, all with an eye on treating our employees fairly, respecting the communities in which we operate, and putting forth our best effort to ensure we remain a responsible business partner. If we continue to do this successfully, we are confident we can deliver value to all of our stakeholders and achieve Vision 2025 objectives.

GRI 401: Employment 2016

GRI 401-1: New employee hires and employee turnover
Table: Employee new hires
  Number Percentage of all new hires
Under 30 years old 1,001 44%
Between 30 and 50 years old 1,046 46%
Greater than 50 years old 238 10%
Female 737 32%
Male 1,486 65%
Undeclared 62 3%
APAC 719 31%
AMERICAS 1,486 65%
EMEA 82 4%
Table: Employee departures
  Number Percentage of all departures
Under 30 years old 1,118 32%
Between 30 and 50 years old 1,563 45%
Greater than 50 years old 825 23%
Female 1,256 36%
Male 2,210 63%
Undeclared 40 1%
APAC 766 22%
AMERICAS 2,659 76%
EMEA 81 2%
  • Figures represented for new hires and departures include all employee hires and departures from January 1, 2020 through December 31, 2020 for global permanent employees.
GRI 401-2: Benefits provided to full-time employees that are not provided to part-time employees

Carlisle’s benefits programs were designed with the financial and physical wellness of employees in mind. Benefits include medical plans, dental plan, vision plan, wellness engagement program, business travel accident insurance, disability income protection, Life and Accidental Death and Dismemberment Insurance, Employee Stock Purchase Plans, Employee Assistance Programs, and paid holiday/vacations.

In 2020, Carlisle implemented the following:

  • Raised our minimum starting wage to $15 per hour for all employees in the United States.
  • Offered comprehensive COVID leave and health coverage policies.
  • Improved sick leave policy for all U.S. facilities (effective 2021).
  • Held healthcare costs flat for the second consecutive year while healthcare costs are expected to rise 5.7% nationally in 2021.
  • Achieved a significant milestone — gender pay equity — in 2020. Carlisle is committed to diligently reviewing and resolving each discrepancy to ensure that compensation for our employees is equal for comparable work, experience, and performance.

GRI 403: Occupational Health and Safety 2018

GRI 403-1: Occupational health and safety management system

Carlisle’s environmental, health, and safety management (EHS) systems provide an organized approach to EHS management. Carlisle’s EHS management system is modeled on international and Occupational Safety and Health Administration (‘OSHA’) standards. The EHS management system itself is embedded within the Carlisle Operating System. COS is using complete near-miss and incident reporting, strong employee engagement, and enhanced problem-solving processes to realize meaningful improvement in our safety results.

GRI 403-2: Hazard identification, risk assessment, and incident investigation

Everyone at Carlisle is required to report any observed unsafe condition and all near miss, injury, and property damage events so they can be investigated. The EHS management system highlights the importance of communication of incidents so that problems can be investigated and solved to root cause. Investigations focus on understanding what happened so corrective and preventive actions can be taken to avoid the same or similar situation in the future.

GRI 403-3: Occupational health services

Carlisle’s EHS management system includes additional programs that are important to maintaining safety. These programs include topics related to the following areas:

  • Ergonomics, Bloodborne Pathogens
  • Mobile Equipment
  • Walking and Working Surfaces
  • Personal Protective Equipment
  • Cranes and Hoists, Ladders
  • Hazard Communications
  • Emergency Procedures
  • Management of Change

These programs provide supplemental awareness training, analysis tools, observation forms, and more, to support the EHS management system.

GRI 403-4: Worker participation, consultation, and communication on occupational health and safety

The Carlisle Operating System (COS) provides the mechanism, time, and resources necessary for every Carlisle employee to participate in EHS activities such as planning, performance evaluation, direct observation, and improvement. Timely access to EHS information is available to all. COS includes a means of assessing risk, reviewing daily performance, nonconformities, and a process to submit individual ideas for improvement.

The means through which any person can engage in the EHS management system include safety committees, participation in risk assessments, near-miss and incident reporting, problem solving and improvement project teams, kaizen, the Tiered Accountability process, and general COS implementation and on-going maturity progression.

GRI 403-5: Worker training on occupational health and safety

Training content is developed and delivered by competent personnel or through a competent process, such as a learning management system. Carlisle employees receive both universal and specific certification training. All persons working for Carlisle receive awareness-level training through the Carlisle Path to Zero Safety Handbook. Topics include the Leadership Commitment Policy, near-miss and accident reporting, the relationship of COS and EHS, safe behaviors and the critical states of mind, Personal Protective Equipment, blood borne pathogens, hazard communications, cranes and hoists, ergonomics, ladder safety, Management of Change, and the six ‘life critical’ programs (Lock-Tag-Try, Confined Space Entry, Machine Guarding, Hot Work, Electrical Safety, and Fall Protection).

Training and learning effectiveness are evaluated through in-course tests and on-the-job evaluations for competency. Carlisle maintains training records for an amount of time deemed necessary by the business or by regulation. Carlisle also retains evidence of competency including education, training, qualifications, and/or other experience for all employees.

GRI 403-6: Promotion of worker health

Carlisle is committed to helping employees prevent illnesses and achieve wellness. Carlisle offers a wellness engagement to support employees physically, mentally, and emotionally through early intervention and maintenance of medical conditions. Carlisle also offers financial assistance by offering employee incentives to participate in the wellness programs. Employee benefits include health assessment, annual wellness exams, preventative screenings, support of personal health goals, and support of self-interest wellness activities.

GRI 403-7: Prevention and mitigation of occupational health and safety impacts directly linked by business relationships

Carlisle expects compliance from suppliers to Carlisle’s environmental, health, and safety systems and procedures. Carlisle evaluates and benchmarks supplier conformance using audits, risk assessment surveys, historical performances and scorecard reviews. In cases of non-conformance, corrective action is taken to resolve issues that create negative occupational health and safety impacts.

GRI 403-9: Work-related injuries
Table: Work-Related Safety Incidents for Employees and Contractors
  2019 2020
Number of fatalities as a result of work-related injuries 0 0
Number of recordable work-related injuries 166 130
Rate of fatalities 0.00 0.00
Rate of recordable work-related injuries 1.04 0.93
Total number of hours worked 31,858,729 28,049,513
  • Incident rate calculated per 100 full time employee equivalents (200,000 hours worked per 100 full time employee equivalents)

GRI 404: Training and Education 2016

GRI 404-1: Average hours of training per year per employee
Employee Category Female Male
Executives, senior officers, and management 4 7
Office professionals 4 5
  • Figures represented for training hours only include hours completed through a centralized training system.
  • Figures represented include training hours for all global employees that worked for Carlisle during 2020
GRI 404-2: Programs for upgrading employee skills and transition assistance

Talent acquisition and retention are critical drivers to deliver on the goals of Vision 2025. Carlisle offers several training programs intended to develop talent. Some of our established development programs include:

Our flagship leadership program, the Carlisle Leadership Summit (CLS), is intended to identify and prepare our top employees for senior leadership roles. Employees selected for the Leadership Summit meet on an annual basis with the CEO and Carlisle’s Executive Team to review company strategy, build relationships, share best practices and develop skills as leaders across our businesses.

The Carlisle Leadership Program (CLP) developed in association with the Kelley School of Business of Indiana University, is a program for Senior Manager or Director level employees, who are leading teams and demonstrating future potential for senior leadership roles. This program develops business and leadership skills in both applied and classroom environments.

The Carlisle Leadership Foundations (CLF) for skilled functional or technical individual contributors who have recently advanced or are expected to advance to their first leadership roles. This program helps these employees to define their own leadership skills to enable their future success.

The Carlisle Management Development Program (CMDP) was established in cooperation with several university MBA programs. The CMDP is a one-year, post-MBA rotational program designed to give an expedited experience for participants in our business segments across multiple functional areas. Participants gain an understanding of who we are at Carlisle and also the functional areas where they may have opportunities in the future.

In addition to these programs, Carlisle offers a robust tuition reimbursement program to eligible, driven and talented employees who aim to continue their formal education through degree-granting programs that align with our current and future business needs.

Finally, Carlisle has established relationships with over 40 universities and trade schools that provide a valuable pipeline of talent for internships, co-op positions, collaborative R&D efforts and full-time employment.

GRI 404-3: Percentage of employees receiving regular performance reviews and career development reviews
Table: Performance Review Summary
  Female Male
Executives, senior officers, and management 71% 75%
Office professionals 79% 81%
  • Performance reviews are completed with managers and reported through a centralized database.
  • Figures represented include performance reviews for all global employees that worked for Carlisle.

GRI 405: Diversity and Equal Opportunity 2016

GRI 405-1: Diversity of Governance Bodies and Employees
Table: Global employees gender diversity
Employee Category Female Male Undeclared Total Number
Exec/Senior Offs and Mgrs. 33 130 6 169
First/Mid Offs & Mgrs. 1,342 2,476 58 3,876
Professionals 2,484 5,374 85 7,943
Total Number: 3,859 7,980 149 11,988
Table: Global employees age diversity
Employee Category Under 30 Between 30 and 50 Greater than 50 Total Number
Executives, senior officers, and management 5 83 81 169
Office professionals 607 2,247 1,022 3,876
Manufacturing and other personnel 1,811 4,197 1,935 7,943
Total Number: 2,423 6,527 3,038 11,988
Table: Ethnic Diversity by Employee Category
Employee Category Ethnic Diversity Undeclared White Total Number of Employees
Executives, senior officers, and management 9 74 86 169
Office professionals 360 1,955 1,561 3,876
Manufacturing and other personnel 1,701 3,944 2,298 7,943
Total Number: 2,070 5,973 3,945 11,988
  • Figures represented include global permanent Carlisle employees as of December 31, 2020.

GRI 418: Customer Privacy 2016

GRI 418-1: Substantiated complaints concerning breaches of customer privacy

Carlisle has received zero substantiated complaints in the form of a written statement issued by a regulatory or similar official body that identifies breaches of customer privacy, or any complaint that has been recognized as a legitimate breach of customer privacy.

GRI 419: Socioeconomic Compliance 2016

GRI 419-1: Non-Compliance with laws and regulations in the social and economic area

Carlisle is committed to abiding by domestic and foreign laws and regulations to govern operations. Laws and regulations of general applicability include equal employment, anti-trust, environmental, government procurement, unfair competition, insider trading prohibitions, the Foreign Corrupt Practices Act and other foreign anti-bribery laws, anti-money laundering laws, and economic sanctions laws. We have the obligation, both individually and as a corporation, to comply not only with the letter of all applicable laws and regulations, but also the intent. Carlisle is pleased to report that there have been zero cases of fines and sanctions related to socioeconomic compliance for the year of 2020.