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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 Australia, Canada, China, Germany, Japan, South Korea, Mexico, Romania, Switzerland, The Netherlands, United Kingdom, and United States.

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

Carlisle operates numerous entities which are included in financial statements. The following entities represent Carlisle Companies Incorporated’s corporate operations as well as the major entity for each Carlisle business unit: Carlisle Companies Incorporated, Carlisle Construction Materials, Carlisle Weatherproofing Technologies, Carlisle Interconnect Technologies, and Carlisle Fluid Technologies.

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 2022 GRI Report was published in August 2023 and covers the period of January 1, 2022- December 31, 2022. 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

GRI 303-3, 303-4, 303-5, updated 2021 data is reported below.

Water withdrawal, discharge, and consumption by region
Units Americas APAC EMEA Global Within Water-Stressed
Regions		 % of Total Within
Water-Stressed Regions
Withdrawn Cubic Meters 585,058 223,974 317,367 1,126,398 278,329 24.71%
Discharged Cubic Meters 526,129 220,717 315,893 1,062,739 263,264 24.78%
Consumed Cubic Meters 58,893 3,257 1,474 63,623 15,028 23.62%

Please see disclosure 305-7 for updated 2021 SOx emissions.

2-5 External assurance

Carlisle has received external verification of our scope 1, 2, and 3 GHG emissions, energy, and water use at a limited assurance level in accordance with the ISO 14064-3: 2019 and ISAE 3000 standards through SCS Global Services. Please see our 2022 Corporate Sustainability Report to view 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. Key raw materials for each business are included below:

CCM: methylene diphenyl diisocyanate (“MDI”), polyol, EPDM polymer, TPO polymer, carbon black and coated steel

CWT: MDI, silicone polymer, asphalt, rubber, glass mat and expanded polystyrene insulation bead

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

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

2-7 Employees

There were no significant fluctuations in the number of employees during the reporting period. The number of total employees increased during the reporting period mostly due to acquisitions.

Total number of employees (by gender, by region)
Gender Americas EMEA APAC Global
Male 6,227 643 1,270 8,140
Female 2,631 160 1,110 3,901
Not Disclosed 406 48 22 476
Total number of employees (by contract/employment type, by region)
Contract Type Americas EMEA APAC Global
Permanent Employees 9,146 921 2,077 12,144
Temporary Employees 118 26 229 373
Full-time employees 9,207 868 2,303 12,378
Part-time employees 57 79 3 139
Total number of employees (by contract/employment type, by gender)
Contract Type Male Female Not Disclosed Total
Permanent Employees 7,948 3,787 409 12,144
Temporary Employees 115 75 67 373
Full-time employees 7,915 3,757 472 12,378
Part time employees 72 65 4 139
2-8 Workers who are not employees

The total number of workers who are not employees and whose work is controlled by Carlisle is 270, 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 Chairman and other senior management personnel. The Board of Directors discusses long-term corporate strategy for Carlisle and monitors and oversees management’s performance to assure 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.

For more information on the composition of the highest governance bodies and its committees, and its diversity, please see https://www.carlisle.com/sustainability/Governance/default.aspx

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 if the stockholders follow the advance notice procedures described in our Certificate of Incorporation.

2-11 Chair of the highest governance body

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

Carlisle wants 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 2022. 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 2022.

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 set forth 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 2022 10-K and proxy statement. 

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 industry as needed. Carlisle may also participate in salary surveys to include similar industries. Divisions may also use outside consultants to provide assistance in reviewing and setting up pay bands as well as provide salary survey information.

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 190:1.

The ratio of the percentage increase in annual total compensation for Carlisle’s highest paid individual to the median annual total percentage increase in annual total compensation is 5:1.

2-22 Statement on sustainable development strategy

Please see our 2022 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 reference our corporate governance home page. Carlisle Companies Incorporated - Who We Are - Corporate Governance

2-24 Embedding policy commitments

All Carlisle employees are periodically required to complete our Business Code of Ethics training in order 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 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 Carlisle policy to management. This may be done through the same channels currently available for Code of Business Conduct concerns that include your supervisor, human resources, and 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 the Environmental Sustainability Policy. 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 with the Carlisle Environmental Sustainability Policy.

2-26 Mechanisms for seeking advice and raising concerns

To maintain an ethical atmosphere, employees must speak up when they have questions or concerns. In order 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)
  • 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
  • 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

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.

As of December 31, 2022, 631 employees were represented by unions, local work councils, or collective bargaining agreements across 4 divisions and 6 countries.

GRI-3 Material Topics

3-1 Process to determine material topics

In order to identify the topics most material to our business, Carlisle utilized a third-party materiality assessment as well as feedback received from relevant internal stakeholders.

3-2 List of material topics

Carlisle identified six topics which 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 an average entry level minimum wage of $17.00 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 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 procedure are communicated to business partners via our Business Code of Ethics available on our public website.

All employees are periodically required 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 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.

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.

408 Child labor

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

Carlisle will not employ child labor. The minimum age for employment for any employee will not be below the minimum age set by the applicable jurisdiction. No person between the ages of 16 and 18 should be employed unless such employment is in compliance with applicable health and safety laws and regulations. Work weeks should not exceed the maximum set by law. 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.

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. Carlisle is not aware that any of its suppliers engage in human trafficking or slavery. Therefore, at this point, Carlisle does not have a system that requires a separate certification, does not audit its suppliers for compliance with the laws regarding human trafficking or slavery or provide any separate training relating to these areas of concern, does not provide training on human trafficking and slavery, and Carlisle does not have a separate verification process to evaluate and address risks of human trafficking and slavery.

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 2022.

417-3 Incidents of non-compliance concerning marketing communications

Carlisle did not record any incidents of non-compliance concerning marketing communications in 2022.

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 2022.

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 2022, we reached a new safety record with 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 on 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 actions 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.

403-3 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.

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.

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, 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.

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 our 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 2022, we recorded:

0 fatalities

96 total incidents recorded

28,870,506 hours

TRIR= 0.67

Calculated based on 200,000 hours worked

403-10 Work-related ill health

Carlisle does not currently track work-related ill health.

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 2022.

Climate and Environment

In 2022, Carlisle announced a commitment to achieve net-zero greenhouse gas emissions across its entire value chain by 2050. Carlisle has proposed near-term greenhouse gas reduction targets through the Science Based Targets Initiative (SBTi). Setting near-term targets is the first step to setting a long-term net-zero target with SBTi. The methods and reduction scenarios Carlisle has adopted in the near-term targets are aligned with the SBTi Net-Zero Standard. 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 2022 Corporate Sustainability Report. Carlisle Companies Incorporated - Sustainability

301 Materials

301-1 Materials used by weight or volume, 301-2 Recycled input materials used

Carlisle identified the total weight of materials used during the reporting period to be 1.29 million metric tons, including 47,173.6 metric tons or 3.65% being comprised of recycled materials.

301-3 Reclaimed products and their packaging materials

We are currently developing processes to track the use of reclaimed materials within our products to better report this metric for the 2023 reporting period.

302 Energy

302-1 Energy consumption within the organization
Scope 1+2 energy consumption
Year Units Energy Use
2019 Megawatt Hour 631,325
2020 Megawatt Hour 607,073
2021 Megawatt Hour 627,591
2022 Megawatt Hour 685,549
Energy breakdown by source
Metric Units 2021 2022
Energy Megawatt Hour 627,591 685,549
Direct Energy (Scope 1) Megawatt Hour 337,194 373,859
Natural Gas Megawatt Hour 310,282 336,604
Propane Megawatt Hour 10,166 12,979
Gasoline Megawatt Hour 10,585 17,869
Diesel Megawatt Hour 2,951 3,678
Ethanol Megawatt Hour 564 454
Jet Fuel Megawatt Hour 2,646 2,275
Indirect Energy (Scope 2) Megawatt Hour 290,397 311,690
Grid Electric Power Megawatt Hour 284,613 305,086
Steam (Purchased) Megawatt Hour 5,784 5,704
Renewable- Solar (Self-Generated) Megawatt Hour 0 900
302-2 Energy consumption outside of the organization
Energy consumption outside of the organization
Material Scope 3 Category tCO2e MWh
1 - Purchased goods and services 2,648,531 6,791,105.13
2 - Capital goods 109,609 281,048.72
3 - Fuel and energy-related activities 48,720 124,923.08
4 - Upstream transportation & distribution 93,327 239,300.00
5 - Waste generated in operations 14,569 37,356.41
6 - Business travel 4,272 10,953.85
7 - Employee commuting 19,038 48,815.38
8 - Upstream leased assets 5,660 14,512.82
9 - Downstream transportation & distribution 120,041 307,797.44
10 - Processing of sold products 73,755 189,115.38
11 - Use of sold products 176,960 453,743.59
12 - End-of-life treatment of sold products 166,265 426,320.51
Total 3,480,747 8,924,992.31
302-3 Energy intensity
Energy Intensity
Metric Units 2019 2020 2021 2022
Ratio denominator $MM Revenue 4,485 3,970 4,810 6,592
Grid intensity MWh/$MM 63 66 59 47
Energy intensity MWh/$MM 126 137 130 104
302-4 Reduction of energy consumption

In December of 2022 Carlisle announced our commitment to net-zero emissions by 2050. 

 We are committed to converting our facilities to ISO 50001, which elevates energy efficiency levels to a higher level. To date, 6 of our facilities are certified to the ISO 50001 standard. 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 Companies Incorporated 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 APAC EMEA Americas Global
Water withdrawal Thousand Cubic Meters 213 344 593 1,150
Water-stressed areas Thousand Cubic Meters 0.91 152 184 337
Water consumption Thousand Cubic Meters 4 0.70 41 46
Water-stressed areas Thousand Cubic Meters - 0.25 14 15
Water discharge Thousand Cubic Meters 209 344 551 1,103
Water-stressed areas Thousand Cubic Meters 0.91 151 170 322

305 Emissions

305-1 Direct (Scope 1) GHG emissions, 305-2 Energy indirect (Scope 2) GHG emissions
Direct (Scope 1) GHG emissions, 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 69,607 69,607 113,929 107,014
CH4 40 38 222 18
N2O 44 41 345 67
HFC 13,833 13,833 - -
Other (CO2 from Pentane combustion) 2,777 2,777 - -
Total 86,301 86,296 114,496 107,099
305-3 Other indirect (Scope 3) GHG emissions
Other indirect (Scope 3) GHG emissions
Material Scope 3 Category tCO2e
1 - Purchased goods and services 2,648,531
2 - Capital goods 109,609
3 - Fuel and energy-related activities 48,720
4 - Upstream transportation & distribution 93,327
5 - Waste generated in operations 14,569
6 - Business travel 4,272
7 - Employee commuting 19,038
8 – Upstream leased assets 5,660
9 – Downstream transportation and distribution 120,041
10 – Processing of sold products 73,755
11 – Use of sold products 176,960
12 - End-of-life treatment of sold products 166,265
Total 3,480,747
305-4 GHG emissions intensity
GHG emissions intensity
Metric Units 2019 2020 2021 2022
Ratio Denominator $MM Revenue 4,485 3,970 4,810 6,592
Scope 1 Direct tCO2e/$MM 15.2 17.8 15.7 13.1
Scope 2 Market-based tCO2e/$MM 32.5 33.0 28.7 16.2
Scope 2 Location-based tCO2e/$MM 26.2 27.4 22.3 17.4
Total (Scope 1 and 2 market-based) tCO2e/$MM 47.7 50.8 44.4 29.3
Total (Scope 1 and 2 location-based) tCO2e/$MM 41.4 45.2 38.0 30.5
Other indirect (Scope 3) tCO2e/$MM - - - 574.7
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 38% and to reducing scope 3 GHG emissions by 48% from a 2021 base year. 

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

Carlisle did not produce emissions of ozone-depleting substances in 2022.

305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions
Air Emissions (metric tons)
units 2019 2020 2021 2022
Volatile organic compounds (VOCs) Metric Tons 1,049 1,001 1,220 1,147
Nitrous oxides (NOx) Metric Tons 52 50 36 49
Sulfur oxides (SOx) Metric Tons 1 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. 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.

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 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 generated, waste diverted from disposal, waste directed to disposal
Waste and Emissions 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
Interconnect Technologies Metric Tons 1,194 911 283 263 14 249 931 897 34
Construction Materials Metric Tons 20,144 8,943 11,201 399 42 357 19,744 8,901 10,844
Weatherproofing Technologies Metric Tons 17,220 6,201 11,019 352 346 6 16,868 5,855 11,012
Fluid Technologies Metric Tons 573 529 44 118 94 25 455 435 19
Total Metric Tons 39,130 16,584 22,546 1,133 496 637 37,998 16,088 21,909

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 & InclusionTM 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 Vision 2025 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 early in 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. In 2022, we had over 700 participants in our enterprise-wide leadership development programs, which 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 APAC Global
Under 30 706 10 335 1,051
30-50 1,131 25 242 1,398
Over 50 370 11 1 382
Age not specified 216 94 4 314
Total number of new employee hires (by age group, by gender)
Age range Male Female Not Disclosed Total
Under 30 646 369 36 1,051
30-50 811 488 99 1,398
Over 50 238 134 10 382
Age not specified 74 17 223 314
Total employee turnover (by age group, by gender)
Age range Male Female Not Disclosed Total
Under 30 776 297 77 1,150
30-50 461 287 74 822
Over 50 6 36 9 51
Age not specified -105 -27 -14 -146
Total 1,138 593 146 1,877
Total employee turnover (by age group, by region)
Age range Americas EMEA APAC Global
Under 30 692 279 179 1,150
30-50 641 74 107 822
Over 50 23 45 -17 51
Age not specified -10 -135 -1 -146
Total 1,346 263 268 1,877
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.

401-3 Parental leave

Carlisle offers two weeks paid parental leave.

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 2.22 2.62 1.82 2.22
Individual Contributors 1.43 1.62 1.12 1.39
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. Within the system, we have four enterprise-wide leadership development programs: 

  • Our flagship leadership program, the Carlisle Leadership Summit, is intended to 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 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 is for skilled functional or technical individual contributors who have recently advanced or are expected to advance to their first leadership roles. This program helps these employees to define their own leadership skills to enable their future success.
  • The Carlisle Management Development Program was established in cooperation with several universities as 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 the functional areas where they may have opportunities in the future.

We also offer tuition assistance to employees look 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, management 67 22 7
Office professionals 5,741 2,499 364
Manufacturing and other personnel 2,601 1,380 106
Total 8,409 3,901 477
Employee age diversity
Category Under 30 30-50 Over 50 Not Specified
Executives, senior officers, management 1 39 50 7
Office professionals 547 2,215 1,149 175
Manufacturing and other personnel 1,812 4,232 1,944 344
Total 2,360 6,486 3,143 526
Employee racial and ethnic diversity
Category Racial/Ethnic Diversity White Not Specified
Executives, senior officers, management 12 51 34
Office professionals 506 1,738 1,842
Manufacturing and other personnel 1,841 2,247 4,246
Total 2,359 4,036 6,122
405-2 Ratio of basic salary and remuneration of women to men
Ratio of basic salary and remuneration of women to men
Region Gender Pay Ratio
Americas 1:1.51
EMEA 1:1.12
APAC 1:1.78
Global 1:1.65

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 more than one hundred community organizations, charities, and philanthropic initiatives across the globe, including 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.

Consistent with Carlisle’s ESG commitment to our communities, we work with partners to identify and supply material for projects that have a significant impact on our communities.

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 more than one hundred community organizations, charities, and philanthropic initiatives across the globe. Consistent with Carlisle's ESG commitment to our communities, we work with partners to identify and supply material for projects that have a significant impact on our communities. In 2022 Carlisle donated more than $1.5 million to charitable causes.

For more information on Carlisle in the community please see our 2022 Corporate Sustainability Report.

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 $17/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 a 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 approximately 74% of our 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 teams at a site-level 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 supports the following philanthropic efforts and organizations at a corporate level:

UMOM New Day Centers

Carlisle is proud to support UMOM New Day Center. Founded in 1964, UMOM was created to support those experiencing homelessness and living in impoverished neighborhoods in the Phoenix area. UMOM’s work has helped many people and families struggling with homelessness, including efforts such as creating the first homeless shelter solely for single women, youth development programs, affordable housing programs supporting homeless populations and military veterans and their families, partnerships to provide job opportunities to those experiencing homelessness, and health and wellness services. Roughly 11% of adult homeless Americans are U.S. military veterans. UMOM’s intensive case management and supportive services help veterans, and their families rebuild their lives. UMOM has served 185 veteran families over the past 18 months, providing support when families need it the most. With rental prices in Phoenix increasing 17% annually for the last three years, the aging veteran population with fixed incomes has become the largest demographic in need. UMOM’s innovative approach to addressing veteran homelessness places disabled veterans in affordable housing units and provides ongoing support to meet not just immediate needs, but needs throughout their lifespan. UMOM allows aging veterans to reclaim their dignity, restoring hope and ensuring our nation’s commitment to serving those who served us first. In support of the veterans that UMOM serves, Carlisle donated funds to supply furniture and home necessities to the affordable housing communities set up by UMOM in Phoenix. Carlisle is extremely pleased to extend our partnership with UMOM in providing support for those in need.

Headstrong

Founded by veterans, for veterans, Headstrong is one of the nation’s leading mental health care providers for military veterans and their family members. Headstrong provides confidential, barrier-free, and stigma-free PTSD treatment to veterans, service members, and family connected to their care, treating an average of 1,500 clients per month through 300 clinicians nationwide. In 2022, Headstrong celebrated their ten year anniversary, showcasing their commitment to supporting those who bravely served their country, regardless of service area or discharge status, and battle daily with the impact of trauma. Carlisle is proud to be a supporter of Headstrong’s commitment to care and their efforts to expand access to targeted mental health care for veterans and their families.

Phoenix Children's Hospital

Carlisle is excited to announce our significant investment in Phoenix Children’s Hospital. Phoenix Children’s was named the top children’s hospital in Arizona for the twelfth consecutive year by U.S. News and World Report 2022-2023, ranked number 17 in the top 100 healthiest workplaces—jumping 54 places from the previous year—and named the 2022 Healthiest Employer by the Phoenix Business Journal. Phoenix Children’s offers one of the only psychiatry programs for children and young adults in the Phoenix area. The youth mental health crisis in Arizona is not going away on its own, which is why Carlisle has made a significant multi-year investment in Phoenix Children’s to support their efforts in addressing mental health among kids, teens, and their families in Arizona. This investment will help ensure that they have access to the care and services they need and will support Phoenix Children’s pilot program to address suicide prevention among young people in Arizona. Together, we will bring life-saving mental and behavioral health services to kids who need it most.

Elevate Phoenix

In 2022, Carlisle furthered our relationship with Elevate Phoenix, a program that delivers long-term, life-changing relationships to urban youth in Phoenix. The Elevate Phoenix model has proven effective in enabling urban youths to overcome roadblocks to self-sufficiency.

413-2 Operations with significant actual and potential negative impacts on local communities

Carlisle does not operate any facilities with significant actual or potential negative impacts on local communities.

Economic Impact, Compliance, and Performance

Carlisle delivers innovative, labor-reducing, and environmentally responsible products and solutions to customers through the Carlisle Experience. Carlisle is 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. Introduced in early 2018, Vision 2025 set the tone for a returns-focused capital deployment strategy intended to create sustained value for all 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. In 2022, we are extremely pleased to confirm we have met our objective to deliver $15 of GAAP EPS three years in advance of our target date.

201 Economic performance

201-1 Direct economic value generated and distributed
Economic value generated and distributed during 2022 Financial Reporting year
units GLOBAL APAC EMEA AMERICAS
Revenues $MM USD 6,592 313 275 6,004
Operating Costs $MM USD 4,323 199 167 3,957
Employee Wages and Benefits $MM USD 952 67 64 821
Payments to Providers of Capital $MM USD 223 - - 223
Payments to Governments $MM USD 310 6 5 299
Community Investments $MM USD 2 - - 2
Value Retained $MM USD 782 41 39 702
201-2 Financial implications and other risks and opportunities due to climate change

Please refer to our 2022 report in alignment with the Taskforce on Climate-related Financial Disclosures (TCFD).

201-3 Defined benefit plan obligations and other retirement plans

Carlisle maintains a defined benefit retirement plans, primarily for certain domestic employees. The general U.S. plan had liabilities of $117.0 million and $148.6 million, as of December 31, 2022, and 2021, respectively. The general U.S. plan is funded by plan assets and was fully funded as of December 31, 2022, and 2021. The executive supplemental and director plans had liabilities of $19.0 million and $21.3 million, as of December 31, 2022, and 2021, 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.

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 $20.3 million in 2022 and $16.9 million in 2021.

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 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 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

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.

207-4 Country-by-country reporting

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