Guiding Principles

Corporate Social Responsibility is deeply ingrained in Carlisle’s culture. 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.

We are committed to continually finding ways to become more economically, socially and environmentally responsible, and in doing so, becoming a better global corporate citizen.

Going forward, we are committed to corporate responsibility and to finding new solutions to old problems. We will drive continuous improvement through our Carlisle Operating System.

CEO Action for Diversity & Inclusion™

CEO Action for Diversity & Inclusion™

In May 2018, Carlisle joined the CEO Action for Diversity & Inclusion™, a growing coalition of more than 400 CEOs of major corporations pledging to advance diversity and inclusion in the workplace. By signing on to this commitment, Carlisle Companies is pledging to take action to cultivate a workplace where diverse perspectives and experiences are welcomed and respected. CEO Action for Diversity & Inclusion™ is cultivating a new type of ecosystem centered around collaboration and sharing. The actions, available via, showcase real-life examples of the open and transparent conversations to cultivate more diverse and inclusive workplace environments.

On November 15, 2018, the coalition announced three key actions designed to continue to advance diversity and inclusion across all sectors, organizations and geographies. The new components provide an array of actions that will continue to raise awareness about this initiative. To learn more, click here.


At Carlisle, we strive to minimize our impact on the environment through the responsible management of our operations and natural resources without compromising the safety and quality of our products. We continually attempt to do more with less, to maximize the efficiencies of our facilities, processes and products with an eye toward protecting the environment, and reducing waste, emissions, and energy consumption.

We continue to be diligent in seeking ways to reduce the carbon footprint of all of our operations and products throughout the world. Some recent example of our drive for continuous improvement in this area include:


The consolidation of our Tulsa, Oklahoma Brake and Friction plant in 2017 into our Medina, Ohio facility will reduce our supply chain by 2,900 miles, eliminating an annual consumption of approximately 4,500 metrics tons of CO2.

In 2016, Carlisle SynTec Systems issued Environmental Product Declarations (EPDs) for our EPDM, TPO, PVC, and KEE HP single-ply roofing membranes. Created and verified in accordance with International Standard ISO 14025, EPDs summarize the ways in which a product affects the environment throughout its lifecycle.

All Carlisle Construction Materials (CCM) companies strive to comply with the leading sustainable building rating systems, including Green Globes®, USGBC’s LEED®, and Living Building Challenge. Through third-party certification, CCM demonstrates its role as a leading producer of ENERGY STAR® rated roofing products and UL-ES Certified building components.

We begin 2017 with 15% of our factories ISO14001 certified. We will continue on our journey to attain this important certification for all of our operations around the globe over the coming years.



Keeping our employees and communities safe has been a top priority for one hundred years; we expect our employees to leave each day in the same condition they arrive. Carlisle is continuously striving to provide safer, healthier work environments and uses COS to drive these improvements across the company. Ongoing safety training, reporting of near misses to identify areas to improve, and a safety first culture help drive our safety results, including an incident rate dropping from 2.09 to 1.44 from 2014 to 2016, below industry standards for all of our businesses.


Community & Development
Scott Joyce (J.P. Morgan Managing Director), Chris Koch (Carlisle President and CEO), Amy Koch, Zach Iscol (Headstrong Chairman and Cofounder), Patrick Thornton (J.P. Morgan Managing Director), Morgan Smith, Dave Smith (Carlisle Director of Sustainability), Karla Romano, Todd Romano (Managing Director, Speed RMG), Ted Messmer (Carlisle Brake & Friction President)

At Carlisle, we are committed to serving our businesses, our employees and the communities in which they work. We invest in the growth and development of our people and encourage them to give back to their communities.

Carlisle employees around the world take active roles in advancing causes close to their hearts, from charitable marathons to blood drives to fund raisers, we are proud of what our employees do to make a difference.

Carlisle Companies is a proud sponsor of Headstrong. Founded in 2012 in partnership with Weill Cornell Medical College, one of the nation’s leading mental health care centers, and with the help and direction of top clinicians in the country, Headstrong developed a comprehensive treatment program for post 9/11 veterans dealing with PTSD, Military Sexual Trauma, addiction, anxiety and depression, trauma, grief and loss, and anger management. Headstrong is making a positive impact on the lives of our veterans by offering cost-free, bureaucracy-free and stigma-free treatment for the hidden wounds of war. Supported by events like the 6th Annual gala, Headstrong will expand their efforts to introduce veterans in need to the best clinicians around the country. @getheadstrong on IG, @HeadstrongProj on Twitter, @HeadstrongProject on FB, #GetHeadstrong,

We also partner with 44 universities in the United States and 7 outside the U.S., recruiting full-time, internships and co-op positions from the communities in which we work. In addition, we engage many of these universities in collaborative R&D and training efforts.

Employee Engagement and Development


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

Our Carlisle Operating System provides one important area of employee engagement and development. Employees are encouraged to both participate and submit ideas for ongoing Kaizen events. In 2016, 47% of our employees participated in a week long Kaizen event, covering topics such as utilization, business process improvements, efficiency, and profitability, all with the aim of making Carlisle and the work experience better and stronger.

In addition to our Continuous Improvement activities, in 2010, Carlisle established a leadership development program for high potential employees. The first program launched was the Carlisle Leadership Program (CLP) in association with the Kelley School of Business of Indiana University, for Senior Manager or Director level employees with 8+ years of functional experience, who have led teams and demonstrated the potential to move into senior leadership positions. Since its inception, 60% of our senior managers have participated in this development program, which emphasizes experiential learning projects facilitated by the Kelley School of Business. Alums now populate several impactful positions within Carlisle.

In 2014, Carlisle launched the Carlisle Leadership Summit (CLS), intended to further develop our next generation of leaders, some of whom are CLP alumni. These high potential employees meet on an annual basis over a period of multiple years with the Carlisle Executive Team to review company strategy and share best practices across our segments.

In 2016, Carlisle expanded our leadership development program, launching the Carlisle Leadership Foundation (CLF) for skilled functional or technical individual contributors who have recently advanced, or are expected to advance to their first leadership roles.

Through development activities, at Carlisle we strive to create a culture of ethical concern and an attitude of possibility that stimulates innovation and creates an atmosphere where our people feel they can make a difference.