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 three business units employing more than eleven thousand people in over 170 facilities across thirteen countries. Serving markets such as construction materials, specialty wire and harnesses, medical technology, and industrial finishing equipment, Carlisle is an industry leader in producing innovative products and solutions that save energy.


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 2021 CCM’s 5,000 global team members delivered $3.8 billion in revenue.


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 2021 CIT’s 5,200 global team members delivered $688 million in revenue.


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 2021 CFT’s 850 global team members delivered $285 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, 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 North American (AMERICAS), Europe, the Middle East and Africa (EMEA), and Asia-Pacific (APAC) regions. Carlisle serves a wide range of industrial, original equipment manufacturers (OEMs), and end-user applications through its business segments

GRI 102-7: Scale of the organization

As of December 31, 2021, Carlisle Companies employed 11,249 people around the world. Carlisle operates significant operations in thirteen countries throughout APAC, EMEA, and the AMERICAS regions. Carlisle’s worldwide team of employees generated $4.81 billion in revenues in 2021.

GRI 102-8: Information on employees and other workers
Table: Employees by employment contract, by gender
Employment contract Female Male Gender not Specified Total
Permanent Employees 3,451 7,419 111 10,981
Temporary Employees 35 90 143 268
Table: Employees by employment contract, by region
Employment contract Americas APAC EMEA
Permanent Employees 7,957 1,972 1,052
Temporary Employees 230 20 18
Table: Employees by employment type, by gender
Employment Type Female Male Gender not Specified Total
Full-Time 3,423 7,417 248 11,096
Part-Time 63 84 6 153
  • Data is inclusive of the global employee population as of December 31, 2021.
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.

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

On May 25, 2021, Carlisle Companies Incorporated announced the signing of a definitive agreement to sell Carlisle Brake & Friction (CBF) to CentroMotion of Waukesha, Wisconsin. On August 2, 2021, Carlisle Companies Incorporated announced that it has completed the sale of Carlisle Brake & Friction.

On August 3, 2021 Carlisle Companies Incorporated announced that it has entered into a definitive agreement to acquire Henry Company (“Henry”), a leading provider of building envelope systems, from affiliates of American Securities LLC, a leading U.S. private equity firm. Henry is widely recognized as a best-in-class provider of building envelope systems that control the flow of water, vapor, air and energy in a building. As a leading innovator in building envelope systems, Henry serves the full spectrum of customers across both new construction and repair & restoration projects within the residential, light commercial, and commercial end-markets. On September 01, 2021, Carlisle Companies Incorporated announced that it has completed the acquisition of Henry Company.

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 is committed to four areas of community engagement including: civility, veterans, education, and mental health services. Carlisle’s employees take great pride in identifying and working toward solutions that benefit the communities in which we operate. Carlisle is engaged with more than 100 community organizations, charities and philanthropic initiatives across the globe. A few of these organizations include Headstrong, Elevate Phoenix, and UMOM New Day Centers.

GRI 102-13: Membership of associations

Carlisle serves as a board member or is a participating member in the following trade organizations and associations:


  • United States Green Building Council (USGBC)
  • Polyisocyanurate Insulation Manufacturers Association (PIMA)
  • EPDM Roofing Association (ERA)
  • EPS Industry Alliance (EPSIA)
  • Metal Roofing Association (MRA)
  • Metal Construction Association
  • Roof Coating Manufacturing Association (RCMA)
  • Spray Polyurethane Foam Alliance (SPFA)
  • Single Ply Roofing Industry (SPRI)
  • The Business Council for Sustainable Energy
  • Cool Roof Rating Council (CRRC)
  • International Institute of Building Enclosure Consultants (IIBEC)
  • American Institute of Architects (AIA)
  • The Airline Passenger Experience Association (APEX)
  • National Business Aviation Association (NBAA)
  • ARINC Industry Activities
  • Independent Aircraft Modifier Alliance (IAMA)
  • Aircraft Electronics Association
  • Vertical Flight Society

Ethics and Integrity

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

Our Business Code of Ethics describes 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, and Environmental Stewardship


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 the Audit committee, the Compensation committee, the corporate governance, and nominating committee. Daily management of the company is led by the Chairman, President, and CEO and members of the executive team.
Sustainability and climate change risk oversight is a formal responsibility of our Chairman, President, and Chief Executive Officer. The Chairman, 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 Chairman, President, and Chief Executive Officer, leads the ESG Steering Committee. The ESG Steering Committee is composed of key executives in the areas of human resources, Carlisle Operating System (COS), legal, and purchasing departments. 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. 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.

Stakeholder Engagement

GRI 102-40: List of stakeholder groups

We regularly engage with a variety of stakeholders to shape our sustainability program. Key stakeholders include community members, customers, employees, government, industry groups and trade associations, suppliers, investors, and analysts.

GRI 102-41: Collective bargaining agreements

Less than 1% of Carlisle’s global employees are covered by collective bargaining agreements. Carlisle acknowledges the right of employees to associate freely, form and join employee organizations of their choosing, seek representation and bargain collectively, as permitted by and in accordance with applicable laws.

GRI 102-42: Identifying and electing 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, and Carlisle Fluid Technologies

GRI 102-47: List of material topics

This report contains information for the following GRI Topics:

  • GRI 201: Economic Performance 2016
  • GRI 202: Market Presence 2016
  • GRI 205: Anti-Corruption 2016
  • GRI 206: Anti-Competitive Behavior 2016
  • GRI 207: Tax 2019
  • GRI 302: Energy 2016
  • GRI 303: Water and Effluents 2018
  • GRI 305: Emissions 2016
  • GRI 306: Waste 2020
  • GRI 307: Environmental Compliance 2016
  • GRI 401: Employment 2016
  • GRI 402: Labor/Management Relations 2016
  • GRI 403: Occupational Health and Safety 2018
  • GRI 404: Training and Education 2016
  • GRI 405: Diversity and Equal Opportunity 2016
  • GRI 406: Non-Discrimination 2016
  • GRI 408: Child labor 2016
  • GRI 409: Forced or Compulsory Labor 2016
  • GRI 418: Customer Privacy 2016
  • GRI 419: Socioeconomic Compliance 2016
GRI 102-48: Restatements of information

Historical information for the following GRI topics has been modified to account for the changes to the organization as described by GRI 102-10: GRI 302: Energy 2016, GRI 303: Water and Effluents 201, and GRI 305: Emissions 2016

GRI 102-49: Changes in reporting

Carlisle is reporting on additional GRI topics for the 2021 fiscal year:

  • GRI 206: Anti-Competitive Behavior 2016
  • GRI 207: Tax 2019
  • GRI 402: Labor/Management Relations 2016
  • GRI 406: Non-Discrimination 2016
  • GRI 408: Child labor 2016
  • GRI 409: Forced or Compulsory Labor 2016
GRI 102-50: Reporting Period

This Content Index presents data and information for the 2021 fiscal year (January 1 to December 31, 2021).

GRI 102-51: Date of most recent report

Carlisle published its 2020 Sustainability Report in conjunction with a new ESG-focused website on April 12, 2021

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

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

Data assurance has been provided for Scope 1 and Scope 2 greenhouse gas emissions and for energy consumption.

GRI 200: Economic Disclosures

GRI 103: Management Approach 2016

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

Carlisle strives to be a market leading manufacturer of highly engineered products in the various markets we serve. Introduced in early 2018, Vision 2025 set the tone for a returns-focused capital deployment strategy intended to create sustained value for all of our stakeholders, with an intermediate term goal of achieving $15 of earnings per share by 2025. Key pillars of this strategic plan include: dedication to driving above market revenue growth, utilizing the Carlisle Operating System (“COS”), an operating structure and strategy deployment system based on lean enterprise and six sigma principles, consistently to drive efficiencies and operating leverage, building scale with synergistic acquisitions, continuing to invest in and develop exceptional talent, supporting continued organic growth through capital expenditures, and returning excess capital to stockholders

We utilize COS to drive improving operational performance. COS is a continuous improvement process that defines the way we do business and is well-ingrained in our culture throughout Carlisle. Waste is eliminated and efficiencies are improved enterprise wide, driving increased profitability. Improvements expand beyond production areas, as COS drives new product innovation, engineering, supply chain management, warranty and product rationalization.

Ethical business practices provide a critical foundation for our success and protect our reputation in the industry and community. Integrity in the manner in which we manage and operate Carlisle is a key element in our corporate culture. We place a high value on honesty, fair dealing and ethical business practice. Our Code of Business Conduct and Ethics applies to and is designed to help stakeholders understand what Carlisle expects of its employees, officers, directors and consultants. Carlisle also expects its suppliers to abide by the tenets of the Code, as if they were employees of Carlisle. The Code sets forth Carlisle’s basic policies regarding confidential information, conflicts of interests, business conduct, and reporting suspected illegal or unethical behavior.

GRI 201: Economic Performance 2016

GRI 201-1: Direct economic value generated and distributed
Table: Economic Value Generated, Distributed, and Retained by Region
Economic Value Generated
Revenues $ 4,810 $ 438 $ 545 $ 3,827
Economic Value Distributed
Operating Costs $ 3,358 $ 334 $ 424 $ 2,600
Employee Wages and Benefits $ 846 $ 60 $ 94 $ 692
Payments to Providers of Capital $ 195 $ - $ - $ 195
Payments to Governments $ 132 $ 8 $ 7 $ 117
Community Investments $ 2 $ - $ - $ 2
Economic Value Retained
Value Retained $ 277 $ 36 $ 20 $ 221
  • Data has been summarized by region to provide a useful picture for geographic economic impact.
GRI 201-2: Financial implications and other risks & opportunities due to climate change
Please click here to review our disclosure according to 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 $148.6 million and $163.0 million, as of December 31, 2021 and 2020, respectively. The general U.S. plan is funded by plan assets and was fully funded as of December 31, 2021 and 2020. The executive supplemental and director plans had liabilities of $21.3 million and $23.4 million, as of December 31, 2021 and 2020, respectively. The executive supplemental and director plans have no plan assets and the Company is not required to fund these obligations. These obligations are funded by the organization’s general resources.

Carlisle maintains defined contribution savings plans covering a significant portion of eligible employees. Participant contributions are matched 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 $16.9 million in 2021 and 2020, respectively

GRI 201-4: Financial assistance received from government

Carlisle is currently quantifying the amount of financial assistance received from governments.

GRI 202: Market Presence 2016

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

It is Carlisle policy to pay all employees at least the minimum wage required by applicable laws and provide all legally mandated benefits, including compensation for overtime hours, where applicable, at the legally required rates. Carlisle instituted a starting wage floor of $15 per hour for 100% of our U.S. workforce in 2020. At the close of 2021 96% earn above this floor.

GRI 205: Anti-corruption 2016

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

It is the policy of Carlisle to comply with the provisions of the Foreign Corrupt Practices Act (FCPA) and other applicable anti-bribery or anti-corruption laws in the countries where it conducts business. Under this policy, no employee, member of the board, contractor, or business partner shall offer, promise, make, or facilitate the making of payments to officials prohibited by the FCPA or other applicable laws.

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. This training communicates Carlisle’s Business Code of Ethics and is mandatory for all employees and contingent workers. Carlisle’s Business Code of Ethics is available in twelve languages. In 2021:

  • 100% of our Board of Directors received training and communication on our anti-corruption policies, procedures, and compliance efforts.
  • 100% of our employees received communication and training on our anti-corruption policies and procedures through annual code of conduct training.
GRI 205-3: Confirmed incidents of corruption

All operations are assessed for risks relating to corruption through the Company’s annual review of certifications under its Code of Business Conduct and Ethics and monitoring of its financial fraud alert line. In 2021, no significant risks related to corruption were identified through the Company’s risk assessment.

GRI 206: Anti-competitive Behavior 2016

GRI 206-1: Legal actions for anti-competitive behavior, anti-trust, and monopoly practices

It is Carlisle’s policy to comply with the letter and intent of all applicable laws and regulations, including those related to anti-trust and unfair competition practices. Carlisle’s Code of Business Conduct and Ethics and annual employee training thereunder instructs on employees’ obligations to comply with such laws and regulations. Carlisle has no legal actions pending or completed during the reporting period regarding anti-competitive behavior or violations of anti-trust monopoly legislation in which it has been identified as a participant.

GRI 207: Tax 2019

GRI 207-1: Approach to tax

Carlisle is committed to the highest standards in business and personal conduct by our directors, officers, and employees. Our tax strategy is founded on our core values of fairness, honesty, and integrity. Carlisle has a strong commitment to corporate social responsibility, and we consider how our decisions effect our people, customers, the communities we where we operate, suppliers, investors, and the environment.

The Chief Financial Officer formally reviews and approves all material tax planning and the Board of Directors monitors tax planning on an annual basis. When considering tax as part of its commercial activities, Carlisle always considers the operational impact to the business, its responsibility as a taxpayer and the potential risk to reputation.

Carlisle complies with all tax rules and legislation and engages in tax planning aligned with the business’s commercial rationale. We seek third-party advice on complex and/or material tax matters when necessary.

GRI 207-2: Tax, governance, control, and risk management

The Board is ultimately accountable for tax matters, and delegates day-to-day responsibility for tax to the Vice President of Tax . The Vice President of Tax reports on tax matters to the Audit Committee on an annual basis. On a day-to-day basis, tax is managed by the Financial Directors of individual entities, who are supported by the Group Tax team based in the US. When required, the Group Tax team seeks external professional advice on tax matters to support its knowledge. We have robust controls in place in order to manage our tax risks. Our internal audit function regularly tests our tax controls and reports any tax risks to the Vice President of Tax and the audit committee. The Global Tax team also works closely with the Finance team on a regular basis to identify any tax risks and proactively discuss tax and accounting matters in our quarterly calls with each of the entities’ Financial Directors.

GRI 207-3: Stakeholder engagement and management of concerns related to tax

Carlisle has co-operative relationship with the tax authorities across all taxes. If a tax authority raises a query on a tax matter, we work proactively to resolve the query by agreement to achieve certainty of our tax positions and ensure we are in compliance with all applicable tax laws.

Visit to access the Carlisle Tax Policy

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. We extended our culture of continuous improvement to sustainability with the introduction of the Carlisle Environmental Sustainability Policy. Through this policy, Carlisle collects and manages environmental information from our more than 170 facilities across the world.


Improving the energy efficiency of our operations remains a high priority for our climate strategy. Our energy efficiency program includes a diverse set of targeted projects intended to conserve energy throughout our operations:

  • LED lighting
  • Waste Heat Recovery Systems
  • Compressed air system optimization
  • Building climate controls
  • Base load management
  • Chiller optimization
  • Transition to EV Forklifts and EV Sales Fleet
  • Process equipment modifications

Carlisle has already taken great strides to enhance energy efficiency. Highlights include converting 31% of our building footprint to LED lighting and switching 70 of our forklifts to energy-efficient electric-powered models. In total, our energy efficiency program has helped Carlisle to save 8 million kilowatt-hours of electricity annually and avoid emitting 3,300 metric tons of GHGs each year. To maximize savings from our program, Carlisle will continue to implement ISO 50001 practices throughout its sites. Currently 3 sites are ISO 50001 certified with more sites to be certified each year.


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. Since 1999, Carlisle has recycled over 620,000 tons of waste into our products with 63,000 tons recycled in 2021. Several highlights of our waste and recycling initiatives are as follows:

  • Single-Ply Membrane: Through innovation and stewardship, we continue to increase the use of waste material into our production streams. Approximately 258 thousand tons of single-ply material has been recycled and kept out of landfills since 1999.
  • Used Tires: As one of the largest tire recyclers in the United States, Carlisle’s Ultimate RB business has recycled over 33 million tires to date into a variety of premium rubber products. Last year, Ultimate RB recycled nearly 27 thousand tons of tires back into products containing as much as 85% post-consumer content.
  • Expanded Polystyrene: Our EPS production plants regrind internal and external scrap back into our products our densify the material for reuse. In 2021, we reground or densified over 4 thousand tons of EPS.
  • Office Recycling: Carlisle continues to find innovative ways to reduce landfill use by repurposing office and factory paper into cardboard. Last year alone, Carlisle collected 459 tons of wastepaper partnered with our supplier to produce over 16 million square feet of facer paper for our Polyiso insulation boards

Carlisle aims to build from the success of these initiatives with the implementation of an enterprise-wide Environmental Management System and is committed to certify all our manufacturing sites to the ISO 14001 standard by the end of 2025. Currently, 19 (23%) of our plants are ISO 14001 certified. In 2021, we continued to make progress by qualifying an additional 11 sites to the ISO 14001 standard with upcoming certifications planned for 2022 and 2023.

GRI 302: Energy 2016

GRI 302-1: Energy consumption within the organization
Table: Energy Trend
Year Units Energy Use
2019 megawatt-hour 631,325
2020 megawatt-hour 607,073
2021 megawatt-hour 627,591
Table: Energy Breakdown by source, 2021
Metric Units 2021
Energy megawatt-hour 627,591
Direct Energy megawatt-hour 337,194
 Natural Gas megawatt-hour 310,282
 Propane megawatt-hour 10,166
 Gasoline megawatt-hour 10,585
 Diesel megawatt-hour 2,951
 Ethanol megawatt-hour 564
 Jet Fuel megawatt-hour 2,646
Indirect Energy megawatt-hour 290,397
 Grid Electric Power megawatt-hour 284,613
 Steam megawatt-hour 5,784
  • The scope of energy and electric use includes all facilities within Carlisle’s operational control.
  • Energy consumption is measured where data are readily available. Where data are unavailable, energy consumption is estimated according to Commercial Buildings Energy Consumption Survey (CBECS) data published by the U.S. Energy Information Administration.
  • Direct energy consumption includes stationary and mobile sources. Stationary sources include natural gas and mobile sources include propane, gasoline, diesel, ethanol, and jet fuel consumed by company-operated vehicles.
  • Historical information for 2019 and 2020 has been restated to include the 2021 acquisition of The Henry Company and the 2021 divestment of Carlisle Brake and Friction.
Table: Energy Breakdown by Region, 2021
Total Energy megawatt-hour 627,591 17,523 37,702 572,366
Grid Electricity megawatt-hour 283,718 17,523 17,014 250,076
Non-Renewable megawatt-hour 627,591 17,523 37,702 572,366
  • Data has been summarized by region to provide geographic economic impact
Table: Energy Intensity Trend
Metric Units 2019 2020 2021
Ratio Denominator $ Million Revenue 4,485 3,970 4,810
Grid Electricity Intensity megawatt-hour per $M 63 66 59
Energy Intensity megawatt-hour per $M 126 137 130
  • The sales figures represented are reported in fixed currency USD and globally adjusted for inflation.
  • Historical information related to energy intensity and electricity intensity for 2019 and 2020 only reflect underlying Carlisle business prior to the acquisition of The Henry Company


GRI 303-1: Interactions with water as a shared resource

Carlisle manages interactions with water through exchanges with third-party municipal utility companies. Water withdrawal and discharge is metered and controlled by third-party utility companies. Water discharge processes are managed in accordance with local requirements and regulations. Water withdrawal and discharge volume are monitored for all locations. It is company policy to consider and minimize the environmental impacts associated with activities of the company, including water-related impacts. In the event of non-compliance, corrective actions are identified and executed.

GRI 303-2: Management of water discharge-related impacts

The impact of climate change-related water risk associated to water pollution and depletion at Carlisle production sites is evaluated using the Aqueduct water risk platform provided by the World Resources Institute (WRI). This tool provides indicators of physical water stress, water quality, legal risks related to water supply, reputation risk, and groundwater risk. For sites identified as High or Extremely High water risk, the predominant water risk relates to baseline water stress.

GRI 303-3: Water withdrawal, GRI 303-4: Water discharge, GRI 303-5: Water consumption
Table: Water Withdrawal
Metric Units 2019 2020 2021
Water Withdrawal Cubic Meters 1,119,830 1,160,546 1,054,319
Ratio Denominator $Million Revenue 4,485 3970 4,810
Water Withdrawal Intensity Cubic meters per $1M 246 286 219
  • Historical information related to water withdrawal intensity for 2019 and 2020 only reflect underlying Carlisle business prior to the acquisition of The Henry Company
Water Withdrawal, Discharge, and Consumption by Region
Metric Units Global APAC EMEA AMERICAS
Water Withdrawal Cubic Meters 1,054,316 220,278 314,313 519,729
 Water-stressed areas Cubic Meters 20,765 - - 20,765
Water Consumption Cubic Meters 159,947 1,298 516 158,133
 Water-stressed areas Cubic Meters 2,365 - - 2,365
Water Discharge Cubic Meters 894,373 218,980 313,797 361,596
 Water-stressed areas Cubic Meters 18,400 - - 18,400
  • Water stressed areas are defined as areas designated as having "extremely high" or "high" baseline water stress according to WRI's Aqueduct Water Risk Atlas tool.

GRI 305: Emissions 2016

GRI 305-1: Direct (Scope 1) GHG emissions, GRI 305-2: Energy indirect (Scope 2) GHG emissions
Table: Greenhouse (GHG) Emissions
Metric Units 2019 2020 2021
Scope 1 direct Metric Tons CO2,e 78,126 78,981 75,288
Scope 2 location-based Metric Tons CO2,e 122,009 112,826 107,318
Scope 2 market-based Metric Tons CO2,e 150,201 134,901 138,162
Scope 1 + Scope 2 market-based Metric Tons CO2,e 228,327 213,882 213,450
Scope 1 + Scope 2 location-based Metric Tons CO2,e 200,136 191,807 182,606
Other Direct Emissions Metric Tons CO2,e 6,984 6,750 7,056
  • Figures represented are independent of any GHG trades or offsets
  • Figures include CO2, CH4,N2O, and HFC GHG emissions in CO2 equivalents
  • Emissions factors used are subregion-, country- or region specific, using the databases from governmental sources (i.e. US EPA’s eGRID, UK’s Defra and the International Energy Association).
  • Historical information for 2019 and 2020 has been restated to include the 2021 acquisition of The Henry Company and the 2021 divestment of Carlisle Brake and Friction.
  • Other Emissions include GWP of emissions not covered by the Kyoto Protocol
Table: Greenhouse (GHG) Emissions Breakdown
Metric Units CO2 CH4 N2O HFC C5H12 CO2,e
Scope 1 direct Metric Tons CO2,e 65,115 37 43 10,093 - 75,288
Scope 2 location-based Metric Tons CO2,e 106,763 185 370 - - 107,318
Scope 2 market-based Metric Tons CO2,e 137,698 60 404 - - 138,162
Other Emissions Metric Tons CO2,e - - - - 7,056 7,056
  • Pentane C5H12 emissions are not included under Kyoto Protocol but are included for completeness
Table: Greenhouse (GHG) Emissions
Scope 1 + Scope 2 location-based Metric Tons CO2,e 10,990 9,307 162,309
  • Data have been summarized for geographic impact related to GHG emissions
GRI 305-3: Other indirect (Scope 3) GHG Emissions

Carlisle is currently quantifying scope 3 emissions and will report in 2023.

GRI 305-4: GHG Emissions intensity
Table: GHG emissions intensities
Metric Units 2019 2020 2021
Ratio Denominator ($M) $Million Revenue 4,485 3,970 4,810
Scope 1 direct Metric Tons CO2,e/$M 15.2 17.8 15.7
Scope 2 market-based Metric Tons CO2,e/$M 32.5 33.0 28.7
Scope 2 location-based Metric Tons CO2,e/$M 26.2 27.4 22.3
Total (Scope 1 + Scope 2 market-based) Metric Tons CO2,e/$M 47.7 50.8 44.4
Total (Scope 1 + Scope 2 location-based) Metric Tons CO2,e/$M 41.4 45.2 38.0
  • Sales figures represented are reported in fixed currency USD and globally adjusted for inflation.
  • Historical information related to GHG emissions intensity for 2019 and 2020 only reflect underlying Carlisle business prior to the acquisition of The Henry Company
GRI 305-7: Nitrogen oxides (NOx), sulfur oxides (Sox), and other significant air emissions
Table: Significant Air Emissions
Metric Units 2021
Volatile Organic Compounds (VOC) Metric Tons 1,220
Nitrous Oxides (NOx) Metric Tons 36
Sulfur Oxides (SOx) Metric Tons 4
Hazardous Air Pollutants (HAPs) Metric Tons 19
Particulate Matter (PM) Metric Tons 42
  • Figures represented include process emissions from regulated and controlled emissions stacks or processes. 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, GRI 306-4: Waste diverted from disposal, GRI 306-5: Waste directed to disposal
Table: Waste Management Summary
Metric Units Global AMERICAS EMEA APAC
All Waste (Hazardous and Non-Hazardous)    
Generated Metric Tons 61,442 53,211 7,363 868
Recycled or Waste-to-Energy Metric Tons 26,055 24,470 890 695
Directed to Landfill or Incineration Metric Tons 35,387 28,740 6,474 174
All Waste (Hazardous and Non-Hazardous)    
Generated Metric Tons 1,472 709 447 317
Recycled or Waste-to-Energy Metric Tons 807 454 158 195
Directed to Landfill or Incineration Metric Tons 665 255 289 121
All Waste (Hazardous and Non-Hazardous)    
Generated Metric Tons 59,970 52,502 6,917 552
Recycled or Waste-to-Energy Metric Tons 25,248 6,917 732 500
Directed to Landfill or Incineration Metric Tons 34,722 552 6,185 52
  • Figures represented include waste generated and disposed for all Carlisle manufacturing facilities

GRI 307: Environmental Compliance 2016

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

In 2021, there were no confirmed cases of fines or sanctions related to environmental compliance within any 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 forwardthrough 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:


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 our employees. This effort is clearly demonstrated in our own history, with continuous female representation on our Board of Directors since 1978. At the close of 2021, 54% identify as gender, racially, or ethnically diverse. 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 & Inclusion TM pledge, committing to supporting a more inclusive workplace for employees, communities, and society at large. Since that time, we have achieved several important milestones.

  • We equipped leaders with the training in tools to address unconscious bias.
  • 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.
  • Finally, through the engagement of specialized outreach organizations such as The Standard Diversity Network,, Asian American Jobsite, African American Jobsite, and many others, we strive to broaden our reach and attract the best talent possible.

Developed in association with Bain & Company, 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, we will refresh and strengthen our leadership development programming. In 2021, we met our established targets for developing internal talent through targeted broadening experiences and enhancing our talent pipelines for executive leadership roles.


Carlisle utilizes COS, an operating system based on lean enterprise and six sigma principles, to drive operational excellence. 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.

GRI 401: Employment 2016

GRI 401-1: New employee hires and employee turnover
Table: Employee New Hires
Metric Total Number Percentage of all new hires
New Hires by Age
Age not specified 325 15%
Under 30 years old 706 33%
Between 30 and 50 years old 859 40%
Greater than 50 years old 243 11%
New Hires by Gender
Female 712 33%
Male 1,352 63%
Gender not Specified 69 3%
New Hires by Region
APAC 319 15%
AMERICAS 1,574 74%
EMEA 240 11%
Table: Employee departures
Metric Total Number Percentage of all departures
Departures by Age
Age not specified 75 2%
Under 30 years old 984 29%
Between 30 and 50 years old 1,668 49%
Greater than 50 years old 680 20%
Departures by Gender
Female 1,263 37%
Male 2,098 62%
Gender not specified 46 1%
Departures by Region
APAC 901 26%
AMERICAS 2,282 67%
EMEA 224 7%
  • 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

For over 100 years, Carlisle has been a global leader in the markets we serve. Delivering the Carlisle Experience to our customers is crucial – we cannot do this without our most valuable resource, our employees.
Under Vision 2025, we have enhanced our development programs and taken steps to create a more diverse workforce. We seek entrepreneurial team members with a wide variety of backgrounds committed to a culture of inclusion, continuous improvement, innovation and results. In addition to a market competitive compensation package, Carlisle provides comprehensive and industry-leading benefits. Carlisle offers comprehensive healthcare plans, retirement savings plans, employee stock purchase plans, paid time off, career & leadership training, and tuition assistance.

Highlights from 2021 and Upcoming Year

  • In 2021, we approved additional paid-time off so that Carlisle’s employees could schedule COVID-19 vaccinations and then recover from any short-term side-effects of the vaccine.
  • In 2018, we issued a one-time stock option grant or equity equivalent of 100 shares to all employees as of May 2, 2018, at $106.85. Those shares vested April 30, 2021 at $191.65. This nearly 80% appreciation demonstrates your perseverance during the past few years.
  • We are holding employee healthcare costs flat for the third consecutive year while healthcare costs are expected to rise 6.5% nationally in 2022.

Please visit for more details of our employee benefits.

GRI 402: Labor/Management Relations 2016

GRI 402-1: Minimum notice periods regarding operational changes

Carlisle has timely provided all notices to employees and their representatives where legally required to implement significant operational changes that could substantially affect them, including notices required by the Worker Adjustment and Retraining Notification Act and under the applicable terms of all collective bargaining agreements.

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 403-8: Workers covered by an occupational health and safety management system
Table: Workers covered by an occupational health and safety management system
Metric Total Number Percentage of Employees
Workers covered by occupational health and safety management system 11,249 100%
Workers covered by an externally audited occupational health and safety management system 1,731 15%
  • Externally audited management system is prescribed as ISO 45001:2018 Occupational Health and Management Systems
GRI 403-9: Work-related injuries
Table: Work-Related Safety Incidents for Employees and Contractors
Metric 2019 2020 2021
Number of fatalities as a result of work-related injuries 0 0 0
Number of recordable work-related injuries 166 130 166
Rate of fatalities 0.00 0.00 0.00
Rate of recordable work-related injuries 1.04 0.93 0.85
Total number of hours worked 31,858,729 28,049,513 27,380,229
  • 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
Table: Average training hours by employee category, 2021
Employee Category Male Female Total
Executives, senior officers, and management 8 4 7
Office professionals 10 8 9
Manufacturing and other personnel 8 3 6
  • Figures represented only include hours completed through a centralized system
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 including:

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.

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.

GRI 404-3: Percentage of employees receiving regular performance reviews and career development reviews
Table: Performance Review Summary
Metric Female Male Total
Executives, senior officers, and management 88% 93% 91%
Office professionals 61% 74% 69%
  • Performance reviews are completed with managers and reported through a centralized database.

GRI 405: Diversity and Equal Opportunity 2016

GRI 405-1: Diversity of Governance Bodies and Employees
Table: Employee Gender Diversity
Metric Female Male Gender not Specified
Executives, senior officers, and management 25 110 -
Office professionals 1,319 2,434 53
Manufacturing and other personnel 2,107 4,874 59
Table: Employee Age Summary
Metric Under 30 30 and 50 Over 50 Age Not Specified
Executives, senior officers, and management 1 65 69 -
Office professionals 527 2,118 1,050 111
Manufacturing and other personnel 1,557 5,787 2,792 206
Table: Employee Ethnic Diversity (US ONLY)
Metric Racial Diversity Ethnic Diversity White Not Specified
Executives, senior officers, and management 8 4 58 17
Office professionals 223 200 1638 200
Manufacturing and other personnel 858 743 2,089 478
  • Figures represented for new hires and departures include all employee hires and departures from January 1, 2021, through December 31, 2021 for permanent employees.
  • Please review 'Section B' of our Definitive Proxy Statement to review the diversity characteristics of The Board of Directors

GRI 406: Non-discrimination 2016

GRI 406-1: Incidents of discrimination and corrective actions taken

Carlisle is committed to a policy of non-discriminatory treatment of all current and prospective employees and is committed to diversity and inclusion in its workforce. Discrimination on the basis of an individual’s race, religion, creed, color, sex, sexual orientation, age, marital status, disability, national origin or veteran status is not permitted by Carlisle and may be illegal in many jurisdictions. Equal opportunity concerns raised in the ordinary course of business are promptly reviewed and any appropriate remedial actions are implemented.

GRI 408: Child Labor 2016

GRI 408-1: Operations and suppliers at significant risk for child labor

It is Carlisle’s policy not to employ child labor. The minimum age for employment for any employee will not be below the minimum age set by the applicable jurisdiction. Carlisle also expects its business partners, including suppliers, to be compliant with this policy and adhere to the values expressed in the policy. In 2021, no cases of child labor were identified or reported

GRI 409: Forced or Compulsory Labor 206

GRI 409-1: Operations and suppliers at significant risk for forced labor

It is Carlisle’s policy not to use any form of forced, bonded, indentured or prison labor, nor labor that is obtained through mental or physical coercion, physical punishment, slavery or other oppressive labor conditions and will not engage in any form of human trafficking. Carlisle also expects its business partners, including suppliers, to be compliant with this policy and adhere to the values expressed in the policy. In 2021, no cases of forced labor were identified or reported

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

In 2021, Carlisle did not incur any significant fines or non-monetary sanctions for non-compliance with laws and/or regulations in the social and economic area.