GRI Data Center Detail

GRI-2 General Disclosures

2-1 Organizational details

Carlisle Companies Incorporated,
16430 N. Scottsdale Road, Suite 400
Scottsdale, AZ 85254

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

We maintain a global network of manufacturing facilities, technical centers, and major office locations located in Canada, Germany, Romania, the Netherlands, the United Kingdom, and the United States.

2-2 Entities included in the organization’s sustainability reporting

All entities included in Carlisle's financial statements are also included in our sustainability reporting. Please reference our annual Form 10-K for further information on Carlisle's business units.

2-3 Reporting period, frequency and contact point

Carlisle’s 2023 GRI Report covers the period of January 1, 2023- December 31, 2023. Our sustainability and financial reporting periods are aligned, and we report annually. For any questions about this report or reported information, please contact CSLSustainability@carlisle.com.

2-4 Restatements of information

None.

2-5 External assurance

External verification of Carlisle’s Scope 1, 2, and 3 GHG emissions, energy, and water use have been provided by SCS Global Services. Please see our 2023 Corporate Sustainability Report to access our verification statement.

2-6 Activities, value chain and other business relationships

Carlisle’s primary SICS sector is Extractives and Minerals Processing and our primary SICS industry is Construction Materials.

Carlisle serves a vast range of industrial and customer applications and engages a global base of suppliers.

Carlisle Construction Materials

Carlisle Construction Materials (CCM) is a leading manufacturer and supplier of a complete line of premium single-ply roofing products and warranted systems and accessories for the commercial building industry, including polyiso insulation and engineered metal roofing and panel systems. This segment markets its products primarily under the Carlisle SynTec, Versico Roofing, WeatherBond Roofing, Hunter Panels, CCM Europe, Drexel Metals and PAC-CLAD Petersen brands.

Carlisle Weatherproofing Technologies

Carlisle Weatherproofing Technologies (CWT) is a leading supplier of building envelope solutions that effectively drive energy efficiency and sustainability in commercial and residential applications. Products include high-performance waterproofing and moisture protection products, protective roofing underlayments, fully integrated liquid and sheet applied air/vapor barrier, sealants/primers and flashing systems, roof coatings and mastics, spray polyurethane foam and coating systems for a wide variety of thermal protection applications and other premium polyurethane products, block molded expanded polystyrene insulation, engineered products for HVAC applications, and premium rubber products for a variety of industrial and surfacing applications. This segment markets its products primarily under the Carlisle Coatings & Waterproofing, Blueskin, Henry Company, Carlisle WIP Products, Carlisle Spray Foam Insulation, Carlisle Polyurethane Systems, Carlisle TyrFil, Insulfoam, Carlisle Roof Foam and Coatings, Gripnail, Hardcast, and Dynair.

2-7 Employees

These tables represent Carlisle’s total workforce as it was on December 31, 2023. It does not include employees from businesses that were divested or placed in discontinued operations in 2023.

Total number of employees (by gender, by region)
Gender	Americas	EMEA	APAC	Global
Male	3,633	361	7	4,001
Female	867	95	5	967
Not Disclosed	132	92	2	226
Totals	4,517	548	14	5,194

Total number of employees (by contract/employment type, by region)
Contract Type	Americas	EMEA	APAC	Global
Regular Employees	4,517	544	14	5,075
Temporary Employees	115	4	0	119
Full-time employees	4,615	515	14	5,144
Part-time employees	17	33	0	50

Total number of employees (by contract/employment type, by gender)
Contract Type	Male	Female	Not Disclosed	Total
Regular Employees	3,967	963	145	5,075
Temporary Employees	34	4	81	119
Full-time employees	3,980	940	224	5,144
Part time employees	21	27	2	50

2-8 Workers who are not employees

The total number of workers who are not employees and whose work is controlled by Carlisle is 142 workers, mostly comprised of agency temporary workers in production positions such as machine operators and assemblers.

2-9 Governance structure and composition

Carlisle’s various businesses are conducted by its employees under the direction of the Chief Executive Officer and other senior management personnel. The Board of Directors discusses long-term corporate strategy for Carlisle and monitors and oversees management’s performance to ensure that the interests of the stockholders are being properly served. The Board is also responsible for approving and maintaining a succession plan for the Company’s Chief Executive Officer and senior executives, including succession in the case of an emergency or retirement, based on the recommendations of the Corporate Governance and Nominating Committee.

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

ESG Steering Committee

Carlisle’s ESG Steering Committee is a cross-functional senior management committee that supports our ongoing commitment to environmental, health and safety, corporate social responsibility, corporate governance, sustainability, and other public policy matters relevant to the Company. The Committee assists the executive management in (a) setting general strategy relating to ESG matters; (b) developing, implementing, and monitoring initiatives and policies based on that strategy; (c) overseeing communications with employees, investors, and stakeholders with respect to ESG matters; and (d) monitoring and assessing developments relating to and improving the Company’s understanding of ESG matters.

For further information on our Board committees, their structures, and their members, please refer to Carlisle Companies Incorporated - Who We Are - Corporate Governance and our 2023 Form 10-K https://www.carlisle.com/investors/financial-reports/sec-filings-details/default.aspx?FilingId=17283337.

2-10 Nomination and selection of the highest governance body

The Corporate Governance and Nominating Committee assists the Board by identifying and evaluating individuals qualified to be directors and by recommending to the Board such individuals for nomination as members. Pursuant to the Company’s Statement of Corporate Governance Guidelines and Principles, director nominees should possess the highest personal and professional integrity, ethics, and values, and be committed to representing the long-term interests of the Company’s stockholders. Nominees should also have outstanding business, financial, professional, academic, or managerial backgrounds and experience. In identifying, recruiting, and recommending nominees to the Board, the Corporate Governance and Nominating Committee is committed to including for consideration qualified candidates with diverse backgrounds, including diversity of gender and race.

Our stockholders can nominate candidates for the board of directors by following the advance notice procedures described in our Certificate of Incorporation.

2-11 Chair of the highest governance body

D. Christian Koch, as the Company’s Chair, President, and Chief Executive Officer, is responsible for providing the day-to-day leadership of the Company, executing the Company’s strategy, shaping the Company’s corporate vision, developing the operational management of the Company’s businesses, and leading the Company’s strategic direction, the Board’s engagement with stockholders, and the Board’s consideration of key governance matters.

2-12 Role of the highest governance body in overseeing the management of impacts

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

2-13 Delegation of responsibility for managing impacts

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

2-14 Role of the highest governance body in sustainability reporting

The Vice President of Sustainability has a responsibility to review and approve all information reported.

2-15 Conflicts of interest

Carlisle's Corporate Governance and Nominating Committee is required to conduct an annual review of potential director conflicts of interest. If a conflict develops between a director and the company, the director shall promptly report the matter to the Corporate Governance and Nominating Committee for evaluation.

If a director has a personal interest in a matter before the Board, the director shall disclose the interest to the Board, excuse him or herself from participation in the discussion and abstain from voting on the matter.

2-16 Communication of critical concerns

We want to facilitate an atmosphere that encourages the open flow of communication, we offer numerous options for reporting including contacting an immediate supervisor or local HR representative, Carlisle's Vice President, Human Resources, Carlisle's General Counsel, as well as an AlertLine for anonymous reporting.

Carlisle maintains records of all calls coming into our alert line, required by the Sarbanes-Oxley legislation, to allow reporting of questionable accounting practices. No such reports were received in 2023. Our Code of Business Conduct and Ethics Code contains sections on Reporting Suspected Illegal or Unethical Behavior and Administration and Monitoring of the Code. Any such reports are managed by the General Counsel. No reports were filed in 2023.

Our Board of Directors has oversight responsibility over risk management, which includes receiving management reports of any receipt of grievances under the alert line or Code.

Our AlertLine process is reviewed by our external auditor.

2-17 Collective knowledge of the highest governance body

All new directors are expected to participate in an Orientation Program, which should be conducted within three months from the time the new director joins the Board. This orientation will include presentations by senior management to familiarize the new director with the Company’s strategic plans, its significant financial, accounting, and risk management issues, its compliance programs, its principal officers as well as this Statement. All continuing directors are also invited to attend the orientation. The Company also shall provide directors with ongoing education on issues facing the Company and on subjects that would assist the directors in discharging their duties.

2-18 Evaluation of the performance of the highest governance body

The Corporate Governance and Nominating Committee will annually review the performance of the Board and each of its committees. Moreover, each December, the directors will be requested to provide their assessments of the effectiveness of the Board and the committees on which they serve. The individual assessments will be reviewed by the Corporate Governance and Nominating Committee.

2-19 Remuneration policies

Director compensation is determined by the Board based on recommendations made by the Corporate Governance and Nominating Committee. The Corporate Governance and Nominating Committee reviews director compensation at least every two years and makes recommendations to the Board regarding the form and amount of director compensation, including perquisites and other benefits, and any additional compensation to be paid to the directors for their services. In making its recommendations, the Corporate Governance and Nominating Committee gives due consideration to what is customary compensation for directors of comparable companies, as well as any other factors it deems appropriate that are consistent with the policies and principles outlined in its charter and the Company’s Statement of Corporate Governance Guidelines and Principles.

For more information on the remuneration of our Board of Directors and Executives, please refer to our 2023 Proxy Statement available at https://d18rn0p25nwr6d.cloudfront.net/CIK-0000790051/ae161d98-ede2-4246-808a-749f88f65b8f.pdf.

2-20 Process to determine remuneration

Each division employs their own compensation specialist who provides guidance to senior leadership regarding remuneration. Divisions may use outside consultants to ensure alignment with the industry as needed, aid in reviewing and setting up pay bands, and provide salary survey information. Carlisle may also participate in salary surveys to include similar industries.

2-21 Annual total compensation ratio

The ratio of the annual total compensation for our highest-paid individual to the median annual total compensation for all employees is 193:1.

2-22 Statement on sustainable development strategy

Please see our 2023 Corporate Sustainability Report for a statement from our Chair, President, and Chief Executive Officer D. Christian Koch.

2-23 Policy commitments

For a complete description of our policy commitments please refer to our corporate governance home page. Carlisle Companies Incorporated - Who We Are - Corporate Governance

2-24 Embedding policy commitments

All Carlisle employees are required annually to complete our Business Code of Ethics training to ensure that all aspects of the code are integrated into operations. We will provide additional resources regarding ethics to any employee or supplier upon request. In addition, Carlisle regularly distributes copies of this Code along with a requirement for employees to certify their review and compliance with this Code. Compliance with the certification requirement and all employee responses to the certifications are reviewed by our General Counsel. The Code will be enforced consistently, and all reports of misconduct will be taken seriously. Each report will be reviewed to confirm whether an investigation is needed and what the appropriate response would look like. Investigators will take steps to ensure that each case is kept confidential to the extent possible and conducted with impartiality, competence, honesty, fairness, timeliness, and thoroughness.

2-25 Processes to remediate negative impacts

Carlisle provides confidential means for all personnel to report non-conformances with any policy to Carlisle management. This may be done through the channels currently available for Code of Business Conduct concerns, including your supervisor, human resources, the General Counsel, or the Board of Directors. The Company shall investigate, address, and respond to the concerns of personnel and other interested parties about conformance/non-conformance with these policies. Carlisle shall identify the root cause, promptly implement corrective and preventive action, and allocate adequate resources appropriate to the nature and severity of any identified non-conformance.

2-26 Mechanisms for seeking advice and raising concerns

To maintain an ethical atmosphere, employees must speak up when they have questions or concerns. Because Carlisle wants to facilitate an atmosphere that encourages the open flow of communication, Carlisle offers a number of options for reporting. These options include:

Your immediate supervisor or local HR representative.

Carlisle’s Vice President, Human Resources – 480-781-5000

Carlisle’s General Counsel – 480-781-5000

AlertLine, for anonymous reporting of potential fraud - 1-800-294-2341

2-27 Compliance with laws and regulations

Carlisle did not have any instances of non-compliance with laws and regulations during the reporting period.

2-28 Membership 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)
Chemicals Fabrics and Film Association – (CFFA)
National Roofing Contractors Association – (ROOFPAC)
American Society of Heating, Refrigerating and Air-Conditioning Engineers - (ASHRAE)
American Society for Testing and Materials – (ASTM)
German Sustainable Building Council (DGNB)
Bundesverband GebäudeGrün e. V. (BuGG)
Arbeitsgemeinschaft für zeitgemäßes Bauen e.V. (ARGE). (Working Group for Contemporary Building)
Central Association of the German Roofing Trade (ZDBF)
Forschungsgesellschaft Landschaftsentwicklung Landschaftsbau e.V. (FLL) (Research Society for Landscape Development and Landscaping)

2-29 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.

2-30 Collective bargaining agreements

9.13% 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.

As of December 31, 2023, 474 employees were represented by unions, local work councils, or collective bargaining agreements across 5 countries.

GRI-3 Material Topics

3-1 Process to determine material topics

Our process to determine material topics included a third-party materiality assessment on our business along with further insight from our sustainability team and the VP of Sustainability and senior management to identify and prioritize topics that are most material. Additionally, as a part of our most recent climate-related scenario analysis, a materiality matrix composed of financial impact on business and impact to stakeholders was created and referenced in our material topic selection process.

3-2 List of material topics

Carlisle identified 6 topics that we determine to be material to our business: Ethical Business Practice, Health and Safety, Climate and Environment, Employee and Talent Investment, Community and Civility, and Economic Impact, Compliance, and Performance.

3-3 Management of material topics

Ethical Business Practice

Ethical business practices provide a critical foundation for our success and protect our reputation in the industry and community. Integrity in the way 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.

202 Market Presence

202-1 Ratios of Standard Entry-Level Wage by Gender Compared to Local Minimum Wage

Carlisle offers a minimum starting wage of $15 per hour.

202-2 Proportion of senior management hired from the local community

Carlisle hires members of our senior management team on the basis of merit and does not consider location as a key factor when making executive hiring decisions.

205 Anti-corruption

205-1 Operations assessed for risks related to corruption

The Company’s Code of Business Conduct and Ethics, which covers our whole organization, includes a section on improper payments, anti-money laundering laws, and anti-bribery laws (including the Foreign Corrupt Practices Act). All operations are subject to the Code. Carlisle maintains a confidential AlertLine telephone number for use by any employee to report financial fraud or other suspected corruption.

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

Anti-corruption policies and procedures are communicated to business partners via our Business Code of Ethics available on our public website.

All employees globally, regardless of seniority, are required annually to complete training on our Business Code of Ethics to ensure that all aspects of the code are integrated into operations.

205-3 Confirmed incidents of corruption and actions taken

Carlisle did not identify any incidents of corruption in the reporting period.

206 Anti-competitive behavior

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

Carlisle was not involved in any legal actions for incidents of corruption, anti-trust, or monopoly practices in the reporting period.

402 Labor / management relations

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.

406 Non-discrimination

406-1 Incidents of discrimination and corrective action 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, or any other characteristic protected by applicable law is not permitted by Carlisle. Equal opportunity concerns raised in the ordinary course of business are promptly reviewed and any appropriate remedial actions are implemented.

Under the Company’s Statement of Corporate Governance Guidelines and Principles, in identifying, recruiting, and recommending nominees to the Board, the Corporate Governance and Nominating Committee is committed to including for consideration qualified candidates with diverse backgrounds, including diversity of gender, race and ethnicity, and the Corporate Governance and Nominating Committee has consistently included diversity as a desired qualification when conducting searches for director nominees. The Board believes its composition reflects its emphasis on diversity.

407 Freedom of association and collective bargaining

407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk.

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. All employees should be able to openly present grievances concerning the work environment or management practices without fear of reprisal.

Carlisle expects our business partners, including suppliers, to be compliant with the provisions of this policy and applicable laws and regulations and to adhere to the values expressed in this policy.

408 Child labor

408-1 Operations and suppliers at significant risk for incidents of child Labor

We will not, under any circumstances, engage in or support forced or child labor. We expect the same from our suppliers, subcontractors, and business partners. The Code and our SRMP specify information regarding our supplier’s policies and practices on labor/human trafficking, among others. Suppliers are asked to certify that SRA responses are truthful. Our due diligence also includes, where appropriate, visiting and inspecting our supplier’s premises to ensure compliance with the Code and the SRA. We recognize that no supply chain is entirely free from the risk of forced labor or child labor. However, to the best of our knowledge, we have not identified any material risks of forced labor and child labor in our activities or supply chains.

409 Forced or compulsory labor

409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor

Carlisle will not 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. All work should be voluntary, and all employees should be free to leave work or terminate their employment. Carlisle expects third-party labor agencies providing employees to be compliant with the provisions of this policy and applicable laws and regulations.

The Code and our SRMP specify information regarding our supplier’s policies and practices on labor/human trafficking, among others. Suppliers are asked to certify that SRA responses are truthful. Our due diligence also includes, where appropriate, visiting and inspecting our supplier’s premises to ensure compliance with the Code and the SRA. We recognize that no supply chain is entirely free from the risk of forced labor or child labor. However, to the best of our knowledge, we have not identified any material risks of forced labor and child labor in our activities or supply chains.

417 Marketing and Labeling

417-1 Requirements for product and service information and labeling

Carlisle provides information on the health, safety, and environmental impacts of our products through content such as Safety Data Sheets required under OSHA standards, Technical Data Sheets, Health Product Declarations, Environmental Product Declarations, and Declare labels where possible.

417-2 Incidents of non-compliance concerning product and service information and labeling

Carlisle did not record any incidents of non-compliance concerning product and service information and labeling in 2023.

417-3 Incidents of non-compliance concerning marketing communications

Carlisle did not record any incidents of non-compliance concerning marketing communications in 2023.

418 Customer privacy

418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data

Carlisle did not record any substantiated complaints concerning breaches of customer privacy or losses of customer data in 2023.

Health and Safety

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, but in our continuous improvement culture, better wasn't good enough. In 2023, we recorded an OSHA Incident Rate of .67, compared to the industry average of over 3. Path to Zero represents our commitment to creating the safest possible work environment and features the goal of zero accidents and zero injuries.

403 Occupational Health and Safety

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.

403-2 Hazard Identification, Risk Assessment, and Incident Investigation

Every Carlisle location has a safety leader or primary point of contact. The site leadership team acts as the safety committee and meets regularly to review safety events, safety performance, consider and monitor safety improvement ideas, conduct safety inspections, coordinate with their business operations and safety leaders, and monitor changes in processes or procedures that could have safety implications. Time is specifically set aside for the purpose of observing safety behaviors, conditions, and practices throughout the facility. Site Leaders engage directly with people performing work within these areas to understand and ideate how to improve safety performance. Site Leaders are also expected to ensure completion of the Monthly EHS Conditions Self-Assessment for their facility. For the weekly and monthly conditions assessments, observations and improvement opportunities are tracked to resolution.

While we problem-solve near-miss and actual incidents, we focus on leading indicators to drive proactive improvement. As part of their Standard Work, leaders perform visual sweeps to ensure the intended condition is maintained and abnormalities are corrected. Safety performance and action plans are monitored through Visual Management.

Everyone is required to report any observed unsafe condition and near-miss, injury, and property damage events to Carlisle (and your primary employer, if applicable) so they can be investigated. Reporting these situations is important because a problem cannot be solved unless it is known to exist. Investigations focus on understanding what happened so proper corrective and preventive actions can be taken to avoid the same or similar situation in the future.

403-4 Worker Participation, Consultation, and Communication on Occupational Health and Safety

he 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, and 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 ongoing maturity progression.

Every Carlisle location has a safety leader or primary point of contact. Site leadership team acts as the safety committee and meets regularly to review safety events, safety performance, consider and monitor safety improvement ideas, conduct safety inspections, coordinate with their business operations and safety leaders, and monitor changes in processes or procedures that could have safety implications.

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, bloodborne 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.

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.

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.

403-8 Workers covered by an occupational health and safety management system

100% of employees are covered by Carlisle’s OSHA-based Path to Zero Occupational Health and Safety Management System.

403-9 Work-Related Injuries

In 2023, we recorded:

0 fatalities

TRIR= 0.67

Calculated based on 200,000 hours worked

416 Customer health and safety

416-1 Assessment of the health and safety of product and service categories.

Carlisle offers multiple training and education opportunities on how to correctly handle and install our products, including CCM University, C.R.E.W., webinars, and in-person training opportunities.

416-2 Incidents of non-compliance concerning the health and safety impacts of products and services.

Carlisle did not record any incidents of non-compliance concerning the health and safety impacts of our products or services in 2023.

Climate and Environment

In 2022, Carlisle announced a commitment to achieve net zero greenhouse gas emissions across its entire value chain by 2050. We have proposed near-term greenhouse gas reduction targets through the Science Based Targets Initiative (SBTi). Setting near-term targets is the first step to setting a long-term net-zero target with SBTi. The methods and reduction scenarios Carlisle has adopted in the near-term targets are aligned with the SBTi Net-Zero Standard. In 2023, we received validation of our scope 1 & 2 absolute and scope 3 intensity targets, which have been determined to be in alignment with a 1.5°C trajectory aligned with the Paris Agreement, the most ambitious pathway offered by SBTi. We continue our commitment to being a responsible environmental stakeholder, as we have for over 100 years, by delivering products that improve the energy efficiency of buildings while reducing emissions from our manufacturing facilities and reducing the volume of construction materials in landfills. With Carlisle’s employees engaged and momentum growing, we are confident Carlisle can make a meaningful contribution to creating a more sustainable future for us all.

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

For more information on our environmental work and contributions, please refer to our 2023 Annual Report and our 2023 Sustainability Report at www.carlisle.com.

302 Energy

302-1 Energy consumption within the organization

Scope 1+2 Energy Consumption 302-1
Year	Units	Energy Use
2019	Megawatt Hour	631,325
2020	Megawatt Hour	607,073
2021	Megawatt Hour	627,591
2022	Megawatt Hour	685,549
2023	Megawatt Hour	529,973

*Energy usage data for 2019-2022 is representative of our business prior to the divestment of Carlisle Interconnect Technologies and Carlisle Fluid Technologies

Energy Breakdown by Source 302-1
Metric	Units	2021	2022	2023
Energy	Megawatt Hour	627,591	685,549	529,973
Direct Energy	Megawatt Hour	337,194	373,859	324,688
Natural Gas	Megawatt Hour	310,282	336,604	278,165
Propane	Megawatt Hour	10,166	12,979	12,818
Gasoline	Megawatt Hour	10,585	17,869	17,076
Diesel	Megawatt Hour	2,951	3,678	12,132
Ethanol	Megawatt Hour	564	454	72
Jet Fuel	Megawatt Hour	2,646	2,275	4,425
Indirect Energy	Megawatt Hour	290,397	311,690	205,285
Grid Electric Power	Megawatt Hour	284,613	305,086	196,727
Steam (Purchased)	Megawatt Hour	5,784	5,704	6,179
Renewable- Solar (Self-Generated)	Megawatt Hour	-	900	1,389
Renewable- Solar (PPA)	Megawatt Hour	-	-	990

*Energy usage data for 2019-2022 is representative of our business prior to the divestment of Carlisle Interconnect Technologies and Carlisle Fluid Technologies

302-2 Energy consumption outside of the organization

Category	Figure	Unit
3 - Fuel and energy-related activities
Electric Power	196,721	MWH
Mobile Fuels	4,724,327	Litre
Mobile Fuels: Jet Fuel Extraction	15,930,392	MJ
Natural gas	278,186	MWH
Steam	19,203	mmBtu

302-3 Energy intensity

Energy Intensity 302-3
Metric	Units	2019	2020	2021	2022	2023
Ratio denominator	$MM	4,485	3,970	4,810	6,592	4,587
Grid intensity	MWh/$MM	63	66	59	47	43
Total Energy intensity	MWh/$MM	126	137	130	104	116

*Energy usage data for 2019-2022 is representative of our business prior to the divestment of Carlisle Interconnect Technologies and Carlisle Fluid Technologies

302-4 Reduction of energy consumption

In 2023, we eliminated nearly 2,000 metric tons of carbon emissions from direct operations through the implementation of Energy Conservation Measures at our facilities such as solar power and LED lighting.

As a leader in the building products industry, Carlisle extends our commitment to sustainability beyond structures with a five-year, $50 million plan to convert over 500 forklifts across 50 sites to high-performance, maintenance-free, battery-powered models. In 2023, we took the first step, with 50 new forklifts delivered to our manufacturing sites in Sikeston, MO, Montgomery, NY, and Smithfield, PA. We will continue to replace over 100 forklifts each year until the entire fleet has been upgraded. Every electric forklift conversion saves approximately 10 metric tons of CO2 and CO annually, along with significant fuel cost savings, which contribute to our carbon footprint reduction. By embracing electric forklifts and implementing energy-efficient practices, we can drive toward a greener tomorrow, where material handling and sustainability go hand in hand.

LED lighting continues to be a principal energy savings opportunity in the manufacturing environment. According to the United States Department of Energy, LED lights use at least 75% less energy and last up to 25 times longer than their incandescent counterparts. As part of our continual push towards energy efficiency in our factories, Carlisle saw multiple factories install LED lighting in 2023, including our Chino, CA EPS facility. In addition to decommissioning and removing outdated production equipment, Chino installed LED lighting in production, warehouse, and office spaces, realizing over 30% energy reduction in 2023, equivalent to almost 500k kWh and 350 mtCO2e.

We are also committed to converting our facilities to ISO 50001, which elevates energy efficiency levels to a higher level. We have begun the process of readying our sites for ISO 50001 implementation by installing energy meters in our most intensive facilities. Through ISO 50001, we will continue to refine and elevate our energy efficiency initiatives to promote best energy practices and improve overall energy performance.

302-5 Reductions in Energy Requirements of Products and Services

Carlisle is a leading manufacturer and supplier of innovative building envelope products and solutions that enable greater energy efficiency in buildings. Through our family of leading brands in our building products businesses, we provide labor-reducing and environmentally responsible solutions to contractors and building owners with a keen focus on delivering the best-in-class Carlisle Experience to all channel partners. Carlisle is in the business of reducing energy consumption, which not only lowers GHG emissions but lowers operating costs for building and homeowners.

303 Water and Effluents

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.

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.

303-3 Water Withdrawal, 303-4 Water Discharge, 303-5 Water Consumption

WATER WITHDRAWAL, DISCHARGE, AND CONSUMPTION BY REGION
Metric	Units	Global	EMEA	Americas
Water withdrawal	Gal	162,293,437	68,391,869	88,780,290
Water-stressed areas	Gal	40,218,305	1,218,624	37,763,237
Water consumption	Gal	29,630,812	22,549,183	7,081,629
Water-stressed areas	Gal	1,386,068	402,082	983,986
Water discharge	Gal	132,662,625	45,842,686	81,698,661
Water-stressed areas	Gal	38,832,237	816,542	36,779,251

305 Emissions

305-1 Direct (Scope 1) GHG emissions, 305-2 Energy indirect (Scope 2) GHG Emissions

Pollutant	Scope 1 (tCO₂e) location-based	Scope 1 (tCO₂e) market-based	Scope 2 (tCO₂e) location-based	Scope 2 (tCO₂e) market-based
CO2	61,383	61,379	70,783	70,503
CH4	42	42	152	3
N2O	53	53	221	4
HFC	8,643	8,643	-	-
Other (CO2 from Pentane combustion)	1,912	1,912	-	-
Total	72,033	72,029	71,156	70,510

305-3 Other indirect (Scope 3) GHG emissions

Material Scope 3 Category	tCO₂e
1 - Purchased goods and services	1,880,783
2 - Capital goods	9,217
3 - Fuel and energy-related activities	35,951
4 - Upstream transportation & distribution	140,615
5 - Waste generated in operations	7,609
6 - Business travel	3,254
7 - Employee commuting	986
8 – Upstream leased assets	4,748
9 – Downstream transportation and distribution	6,689
10 – Processing of sold products	29,988
11 – Use of sold products	71,972
12 - End-of-life treatment of sold products	82,206
Total	2,274,019

305-4 GHG emissions intensity

Metric	Units	2019	2020	2021	2022	2023
Ratio Denominator	$MM Revenue	4,485	3,970	4,810	6,592	4,587
Scope 1 Direct	Metric Tons CO₂e/$MM	15.2	17.8	15.7	13.1	15.7
Scope 2 Market-based	Metric Tons CO₂e/$MM	32.5	33.0	28.7	16.2	15.4
Scope 2 Location-based	Metric Tons CO₂e/$MM	26.2	27.4	22.3	17.4	15.5
Total (Scope 1 and 2 market-based)	Metric Tons CO₂e/$MM	47.7	50.8	44.4	29.3	31.1
Total (Scope 1 and 2 location-based)	Metric Tons CO₂e/$MM	41.4	45.2	38.0	30.5	31.2
Other indirect (Scope 3)	Metric Tons CO₂e/$MM	-	-	-	574.7	495.8

*Emissions data for 2019-2022 is representative of our business prior to the divestment of Carlisle Interconnect Technologies and Carlisle Fluid Technologies

305-5 Reduction of GHG emissions

In December 2022, Carlisle announced our commitment to achieve Net-Zero emissions by 2050 in alignment with the Science Based Targets initiative. By 2030, Carlisle commits to reducing scope 1 and 2 GHG emissions by 45% and to reducing scope 3 GHG emissions by 52% from a 2021 base year.

In a pivotal step towards achieving our near-term emissions targets, Carlisle received validation of our scope 1 & 2 absolute and scope 3 intensity targets from the Science Based Targets Initiative (SBTi). Our targets have been determined to be in alignment with a 1.5°C trajectory, the most ambitious pathway offered by SBTi.

This achievement demonstrates our commitment to taking ambitious action to abate our emissions and do our part to reduce the emissions intensity of the buildings sector.

305-6 Emissions of ozone-depleting substances (ODS)

Carlisle did not produce emissions of ozone-depleting substances in 2023.

305-7 Nitrogen oxides (NO_x), sulfur oxides (SO_x), and other significant air emissions

Air Emissions (MT)		2021	2022	2023
Volatile organic compounds (VOCs)	305-7	1,220	1,147	951
Nitrous oxides (NO_x)	305-7	36	49	41
Sulfur oxides (SO_x)	305-7	<1	<1	<1

306 Waste

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. We aim to reduce solid waste and recycle materials recovered from manufacturing processes and construction projects. Source reduction is practiced through continuous process improvements. Consideration of the 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.

In 2023 Carlisle surpassed our goal of diverting 1 million tons of waste through our major recycling programs. To extend our impact further, we have set a new goal of diverting 2 million tons of waste by 2030.

In April 2023 we took a significant step forward in our efforts to repurpose our end-of-life waste by launching the Rooftop Takeoff Program. By partnering with contractors and architects to cover the cost to recycle membrane and insulation from rooftop replacement jobs, Carlisle was able to divert over 1 million square feet of roofing material from landfills. Contractors who utilize the program are awarded a certificate from Carlisle highlighting their contribution to this initiative. We continue to explore additional avenues for upcycling our end-of-life materials and we are engaging our customers to establish the program’s presence in additional channels. We believe the program has the potential to make a significant difference in the way our industry views roof replacement waste.

306-2 Management of Significant Waste-Related Impacts

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

306-3 Waste generated, 306-4 Waste Diverted from Disposal, 306-5 Waste Directed to Disposal

Waste Summary	Units	Total Waste Generated	Total Waste Recycled	Total Waste to Landfill	Hazardous Waste Generated	Hazardous Waste Recycled	Hazardous Waste to Landfill	Non-Hazardous Waste Generated	Non-Hazardous Waste Recycled	Non-Hazardous Waste to Landfill
Construction Materials	Ton	11,166	4,678	6,488	199	21	98	11,048	4,658	6,390
Weatherproofing Technologies	Ton	7,051	1,356	12,182	241	5	118	6,928	1,352	5,577

Total	Ton	18,217	6,035	12,182	241	25	216	17,976	6,099	11,966

3-3 Employee and Talent Investment

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. At Carlisle, diversity & inclusion has evolved as a center-led program under Vision 2025. In 2018, Carlisle joined the CEO Action for Diversity & Inclusion pledge, committing to supporting a more inclusive workplace for employees, communities, and society at large. Supported by our continuous improvement culture of COS, we understand that to deliver our strategic objectives and drive superior results for all our stakeholders, we must have the best talent.

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 those early in their career to executive leadership.

Since its implementation in 2021, the Carlisle Leadership System, a holistic and mutually reinforcing set of tools, processes, and programs aimed at attracting, retaining, and developing talent, has provided Carlisle with protocols for targeted individual development planning, including participation in Carlisle’s enterprise-wide leadership development programs. These protocols have enabled Carlisle to deploy more focused leadership development programs and to cast a wider net, identifying a larger group of individuals who possess leadership potential. Our enterprise-wide leadership development programs include Carlisle Leadership Foundations (CLF), Carlisle Leadership Program (CLP), and Carlisle Leadership Summit (CLS). These programs were created to support leadership development as employees progress through their careers.

401 Employment

401-1 New employee hires and employee turnover

Total Number of New Employee Hires (By Age Group, By Region)
Age range	Americas	EMEA	Total
Under 30	158	0	158
30-50	389	0	389
Over 50	136	0	136
Age not specified	7	67	74
Global	690	67	757

Total Number of New Employee Hires (By Age Group, By Gender)
Age range	Male	Female	Not Specified	Total
Under 30	109	24	25	158
30-50	262	67	60	389
Over 50	99	35	2	136
Age not specified	9	2	63	74
Total>	479	128	150	757

Total Employee Turnover (By Age Group, By Gender)
Age range	Male	Female	Not Disclosed	Total
Under 30	177	41	4	222
30-50	464	100	6	570
Over 50	284	51	3	338
Age not specified	68	16	23	107

Total Employee Turnover (By Age Group, By Region)
Age range	Americas	EMEA	APAC	Global
Under 30	216	6	0	222
30-50	535	32	3	570
Over 50	307	31	0	338
Age not specified	8	98	1	107

401-2 Benefits Provided to Full-Time Employees that are not Provided to Part-Time Employees

Full-time Carlisle employees are provided with comprehensive benefits packages including health, welfare, retirement, stock-option grants, and tuition assistance programs. For more information on employee benefits, please see Carlisle Companies Incorporated - Sustainability - Social Impact and carlislebenefits.com.

401-3 Parental Leave

Carlisle offers two weeks paid parental leave, for more information on our employee benefits, please visit CarlisleBenefits.com.

404 Training and Education

404-1 Average Hours of Training Per Year Per Employee

Average hours of training (By Employee Category, By Gender)
Category	Male	Female	Other	Total
People Managers	1.62	1.31	1.72	1.55
Individual Contributors	1.86	1.44	1.73	1.68

* The above data is representative of training taken through our online platforms only and does not include in-person training hours.

404-2 Programs for Upgrading Employee Skills and Transition Assistance

We utilize the Carlisle Leadership System, a holistic approach to talent management that incorporates mutually reinforcing processes and tools for the selection and development of high-caliber talent.

We offer several training programs for current employees intended to develop talent, including:

Carlisle Leadership Summit, a leadership development program intended to identify and prepare high-performing employees for senior leadership roles and to recognize and continue to develop our most seasoned employees.
Carlisle Leadership Program, a partnership with The Wharton School of the University of Pennsylvania, a program for Director and VP level employees who are leading teams and demonstrating future potential for senior leadership roles intended to develop business and leadership skills in both applied and classroom environments; and
Carlisle Leadership Foundations, a leadership development program designed for employees who have recently advanced, or are expected to advance, to their first leadership roles and have the potential to take on greater roles in the future and intended to help these employees to define their own leadership style, to enable their future success and to build key leadership capabilities.

We also offer tuition assistance to employees looking to further their education with both undergraduate and graduate degrees, as well as applicable certification programs.

Carlisle offers transition assistance programs in the case of workforce reduction or plant closure.

404-3 Percentage of Employees Receiving Regular Performance and Career Development Reviews

100% of Carlisle’s employees receive regular performance and career development reviews.

405 Diversity and Equal Opportunity

405-1 Diversity of Governance Bodies and Employees

Employee Gender Diversity
Category	Male	Female	Not Specified
Executives, senior officers, and senior management	64	14	4
Office professionals and managers	1,240	614	82
Manufacturing and other personnel	2,699	338	136

Employee Age Summary
Category	Under 30	30-50	Over 50	Not Specified
Executives, senior officers, and senior management	1	32	41	8
Office professionals and managers	212	969	611	144
Manufacturing and other personnel	522	1,542	984	125

Employee Racial and Ethnic Diversity
Category	Racially Diverse	White	Not Specified
Executives, senior officers, and senior management	8	55	19
Office professionals and managers	341	1,245	350
Manufacturing and other personnel	954	1,582	637

405-2 Turnover of Basic Salary and Remuneration of Women to Men

Total by region
Region	Gender Pay Ratio
Americas	1:1.02
EMEA	1:1.07
APAC	1:0.47
Global	1:1.02

3-3 Community and Civility

Carlisle’s employees take great pride in identifying and working toward solutions that benefit the communities in which we operate. Carlisle is engaged in community organizations, charities, and philanthropic initiatives across the globe. These initiatives include blood drives, neighborhood clean-ups, clothing and food drives, holiday toy drives, building and donating furniture to veterans, back-to-school shopping for children in need, domestic violence shelter cleanings, and career days with inner-city youth. Carlisle is committed to four areas of community engagement: Civility, Veterans, Education, and Mental Health Services.

203 Indirect economic impacts

203-1 Infrastructure investments and services supported

Our employees take great pride in identifying and working toward solutions that benefit the communities in while we live and work. Carlisle is engaged with community organizations, charities, and philanthropic initiatives across the globe. These include our partnership with Phoenix Children’s Hospital supporting children undergoing mental health crises, the Headstrong Project supporting access to mental health care for veterans, and Elevate Phoenix, which serves high school students in the Phoenix area.

203-2 Significant indirect economic impacts

Our business has a strong commitment to corporate social responsibility. We are aware of the effects that the many decisions we make at Carlisle have for our people, our customers, the communities where we do business, our suppliers, our investors, and the environment.

Carlisle operates in multiple municipalities with majority low-income populations. Carlisle offers an average starting wage of $15/hr across the US to help mitigate the stress placed on low-income communities. Carlisle invests in our people and our communities, which is why we hire internally whenever possible. Carlisle's internal leadership development programs support the evolution of the next generation of talented leaders to better prepare them to lead both at work and in their community.

204 Procurement practices

204-1 Proportion of spending on local suppliers

Carlisle spends over 70% of our annual procurement budget on suppliers within the same country of locations of operation.

413 Local Community

413-1 Operations with local community engagement, impact assessments, and development programs.

Carlisle is committed to four areas of community engagement: civility, veterans, education, and mental health services. Our employees take great pride in identifying and working towards solutions that benefit the communities in which we live and work. Our site teams identify and manage efforts at a local level to give them the appropriate freedom to decide what is most impactful in their communities. Carlisle also commits to philanthropic efforts and organizations at a corporate level including Phoenix Children’s Hospital, where in 2022 Carlisle made a significant multiyear investment with the hope of addressing the serious and ongoing crisis of pediatric and mental health and wellness in our communities. Carlisle is also a strong supporter of The Headstrong Project, which provides confidential, cost-free, and frictionless mental health care treatment for military veterans and their families. Headstrong has developed an effective, individually tailored, and comprehensive treatment program for post-traumatic stress disorder and related military trauma.

3-3 Economic Impact, Compliance, and Performance

Carlisle delivers innovative, labor-reducing, and environmentally responsible products and solutions to customers through the Carlisle Experience. We are committed to generating superior shareholder returns and maintaining a balanced capital deployment approach, including investments in our businesses, strategic acquisitions, share repurchases, and continued dividend increases. In 2017 we embarked on our Vision 2025 journey with the goal of achieving mid-single-digit organic growth and leveraging that growth into earnings, making synergistic acquisitions, and driving efficiencies through the Carlisle Operating System (COS). Under Vision 2025 we nearly doubled revenue in our building products segments, more than doubled adjusted EBITDA in those segments, and increased free cash flow by over 200%. Furthermore, we exceeded our earnings target of over $15 per share three years ahead of the Vision 2025 target. As we progressed through our Vision 2025 goals we formalized our pivot from a diversified industrial portfolio of businesses to a pure play building products company. As we continue to deliver on the foundational strategies that produced record results, Vision 2030, introduced in late 2023, builds on the success of Vision 2025 with new initiatives such as an increased emphasis on innovation as well as attracting and investing in talent who share our mission and purpose in helping to build a net-zero future.

201 Economic performance

201-1 Direct Economic Value Generated and Distributed

For information about our financial performance, please see our 2023 Form 10-K.

201-2 Financial Implications and Other Risks and Opportunities Due to Climate Change

Please refer to our 2023 submission to the Task Force on Climate-related Financial Disclosures (TCFD).

201-3 Defined Benefit Plan Obligations and Other Retirement Plans

Carlisle maintains a defined benefit retirement plan, primarily for certain domestic employees. The Company’s projected benefit obligation includes approximately $20.0 million and $19.0 million related to the Company’s executive supplemental and director-defined benefit pension plans as of December 31, 2023 and 2022, respectively. The executive supplemental and director-defined benefit plans have no plan assets and the Company is not required to pre-fund the obligations.

The Company maintains defined contribution savings plans covering a significant portion of its eligible employees. Participant contributions are matched by the Company up to a 4.0% maximum of eligible compensation, subject to compensation and contribution limits as defined by the Internal Revenue Service. Employer contributions for the savings plan were $19.9 million, $20.3 million, and $16.9 million in 2023, 2022 and 2021, respectively.

For more information please see our 2023 Form 10-K.

201-4 Financial assistance received from government

Please see the details of the components of our income taxes in the tax footnote to the financial statements presented in our annually filed Form 10-K filed with the Securities and Exchange Commission. Please also reference our Tax Policy disclosed in the Corporate Governance section of our company website.

Carlisle-Tax-Strategy-2018.pdf (q4cdn.com)

207 Tax

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.

Our VP of Tax is our main point of contact for tax policies.

207-2 Tax Governance, Control, and Risk Management

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 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.

207-3 Stakeholder Engagement and Management of Concerns Related to Tax

207-4 Country-by-Country Reporting

Carlisle is currently evaluating further detailed disclosures considering the new requirements issued by the Financial Accounting Standards Board (FASB).