Simpson Strong-Tie Environmental, Social, and Governance Report | 1
Environmental, Social, and 
Governance Report 2022

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2022 Highlights	
2
Letter from the CEO	
5
Our Business	
6
Materiality	
9
Company Values	
10
Sustainability Governance	
13
Integration of ETANCO	
14
Environmental 	
17
Our Approach	
17
Climate	
18
Manufacturing Facilities 	
19
Energy	
20
Water Stewardship	
22
Waste	
23
Chemicals	
24
Product Impact and End-of-Life	
25
Green Building	
26
Social	
31
Culture	
32
Value No. 5: Everybody Matters 
(Diversity, Equity and Inclusion) 	
33
Well-Being and Rewards 	
39
Health and Safety	
40
Social Impact	
43
Company Sponsorships and Initiatives 	
44
Employee Giving and Volunteerism	
47
Our Value Chain 	
47
Governance	
51
Highlights 	
51
Board of Directors	
52
UN SDG Index	
55
SASB Index	
58
Table of Contents
2022 Highlights
Environmental
Social
Governance
Formed ESG Steering Committee to oversee our companywide 
ESG strategy and performance.
E                S               G
Our Nominating and ESG Committee — formerly our 
Nominating and Governance Committee — will provide 
Board-level oversight of our ESG performance.
Conducted a pay equity analysis.
Completed the acquisition of ETANCO, expanding and 
optimizing our European footprint while introducing new 
products to our combined customer base.
Reviewed our energy, water and waste usage to determine 
capacity for improvement of our environmental impact.
More than 1,000 employees in North America, 
Pacific Rim and Vietnam participated in various charitable 
activities benefiting individuals and families worldwide. 
We made a $100,000 donation to the International Rescue 
Committee to help people affected by humanitarian crises to 
survive, recover and rebuild their lives. 
Assessed our alignment with the 
UN Sustainable Development Goals.

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Dear Stakeholders,
Our Company values are based on Barc Simpson’s Nine Principles of Doing Business, and are rooted in serving all 
of our stakeholders, whether those be our customers, our people or the communities in which we operate. We aim 
to continue this legacy in our approach to ESG — we strive to do what is right for our stakeholders and customers, 
employees and communities. As a construction industry leader, we have a role to play in ensuring a sustainable 
future for everyone. We are dedicated to addressing ESG issues, and we know that companies must work with other 
organizations and the greater community to create a prosperous and sustainable economy.
Our mission is to provide solutions that help people design and build safer, stronger structures. With the rise in 
extreme weather events and the occurrence of other disasters like earthquakes, our solutions improve the resiliency 
of structures and communities around the world.
But our positive impact goes beyond the products we deliver. Simpson Strong-Tie gives back in numerous ways to 
make communities stronger. Partnering with Habitat for Humanity to build strong, safe and affordable homes for 
underserved families, collaborating with organizations providing stable career paths in the construction trades and 
donating to disaster relief efforts throughout the globe are only a few examples of our commitment to strengthen the 
communities we serve.
In 2022, Simpson Manufacturing Company CEO Karen Colonias announced her retirement. I want to thank Karen for 
her 39 years with the Company and acknowledge her invaluable leadership and contributions. As CEO, she led the 
Company from a little over $657 million in revenue in 2012 to approximately $2.1 billion in 2022. Karen also ensured 
that our Company values were front and center in all of our business decisions and our ESG strategy.  
I’m proud of the work we’ve done so far and recognize there is more to be done. I look forward to sharing our 
ongoing accomplishments.
Mike Olosky, President and CEO

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Our Business
Simpson Strong-Tie is the world leader in structural 
solutions — products and technology that help people 
design and build safer, stronger homes, buildings and 
communities.
As a pioneer in the building industry, we have an unmatched passion for problem solving 
through skillful engineering and thoughtful innovation. 
Our structural systems, research and rigorous testing enable us to design code-
listed, value-engineered solutions for a multitude of applications in wood, steel and 
concrete structures.
Our dedication to pursuing ever-better construction products and technology and to 
surrounding our customers with exceptional service and support has been core to our 
mission since 1956.

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Materiality
We base our sustainability strategy on the environmental 
and social concerns that have the greatest impact on our 
business as well as those that we can positively effect. 
To determine the issues most material to our business, we rely on internal assessments, 
external frameworks, such as Sustainability Accounting Standards Board, and the 
methodologies of leading ESG ratings services, including Institutional Shareholder Services 
and MSCI ESG Ratings. This year we also evaluated how our business actions align 
with the UN Sustainable Development Goals (SDGs).
This approach helps ensure we are best directing our efforts where they are most 
impactful for both our business and stakeholders.

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Company Values
Simpson Strong-Tie promotes a culture of employee 
ownership focused on the value and contributions of  every 
employee. We are a leader in building safer, stronger 
structures in collaboration with our partners.
For us, sustainability is nothing new. The Nine Principles 
of Doing Business have historically shaped our 
approach to business and are closely aligned with our 
Environmental, Social, and Governance practices.
1.	 Relentless Customer Focus. The focus, the obsession, is on 	
	
 customers and users.
2.	 Long-Range View. People never sacrifice tomorrow for the sake     	
 of today. 
3.	 High-Quality Products. The Company makes quality products 	 	
 that contribute to the quality of life in a significant way. 
4.	 Be The Leader. The Company is the leader in its core business.
5.	 Everybody Matters. The Company dignifies the contribution of   		
 every individual employee at every level.
6.	 Enable Growth. People are excited about their jobs and the 	
	
 possibilities for growth. 
7.	 Risk-Taking Innovation. Innovation and creativity are encouraged; 	
 success is seldom achieved without taking risks.
8.	 Give Back. The Company feels an obligation to the system and 		
 the country that spawned it, as well as to humanity in general.
9.	 Have Fun, Be Humble. The Company is a demanding but a fun 	       	
 place to work, where people take their responsibilities, but not 	 	
 themselves, seriously.
E 
S
G
At Simpson Strong-Tie, we describe our unique organizational culture as our Secret 
Sauce. This term expresses the idea that our Company culture is formed from the unique 
characteristics and talents every one of our employees contributes to our business. 
When Barc Simpson started Simpson Strong-Tie, he outlined the essential ingredients for 
company and employee success. Those Nine Principles of Doing Business, as described 
by Barc, are our Company values, and we keep the Secret Sauce alive and well by living 
them every day.

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Sustainability 
Governance
Sustainability is everyone’s responsibility at Simpson 
Strong-Tie, beginning with our Board of Directors.
At each regular meeting, our Board is updated on ESG matters. For 2023, the Board 
amended the Nominating and Governance Committee’s Charter to specifically include 
oversight of ESG topics. At the same time, the name of the Committee was changed from 
the Nominating and Governance Committee to the Nominating and ESG Committee. 
Now, among other duties, Board members on this Committee are responsible for 
reviewing and assessing the Company’s environmental and social policies, practices 
and strategy.  
On January 1, 2023, we formed our ESG Steering Committee. Comprised of a cross-
functional team that includes senior executives, the Committee assists in setting strategy, 
developing initiatives and overseeing communications. Our ESG team, responsible for 
setting our sustainability strategy and reporting on our progress, will report to the Steering 
Committee on a quarterly basis.
As we increasingly formalize ESG management, responsibility for sustainability initiatives is 
progressively undertaken by employees outside of our ESG team. As we advance along 
our ESG journey, each person at Simpson Strong-Tie will have a role to play in evolving the 
sustainability profile of our Company.

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Integration 
of ETANCO
In 2022, the ETANCO Group became part of the 
Simpson Strong-Tie family. ETANCO is a leading 
designer, manufacturer and distributor of fixing and 
fastening solutions for the building construction market 
throughout Europe. 
Their products include innovative fasteners, connectors and anchors for roofing, cladding, 
façade, waterproofing, safety and solar applications. We believe their extensive and 
complementary product offering will strengthen our overall product portfolio in Europe, 
enabling us to deliver even more value to our customers.
ETANCO and Simpson Strong-Tie share a similar DNA, as we have both built our 
businesses on high-quality products and unmatched customer service. Collectively, 
we can expand and optimize our European footprint while introducing new products 
to our combined customer base. Further, ETANCO provides solutions that enable 
buildings to produce more energy than they consume, strengthening our line of energy 
efficient products.  
We are currently assessing ETANCO’s ESG profile, sharing best practices and 
coordinating environmental and social data collection. As our largest acquisition to date, 
we are excited to welcome ETANCO employees to Simpson Strong-Tie and look forward 
to growing the business together.

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Environmental 
Our Approach
At Simpson Strong-Tie, we operate in a safe and 
environmentally responsible manner to benefit 
society, the economy and the environment. 
We commit to continuously improving the efficiency of our resource use to lessen our impact. We 
recognize the important role we play in safeguarding our natural environment and are committed 
to designing and manufacturing products with environmental conservation in mind. Doing so will 
provide us with long-term financial benefits that come from managing our environmental impact 
and minimize risks stemming from environmental degradation.
“Good business leaders focus on the long-term 
outcomes, not short-term gains. You should 
think of your role in the company as being a 
long-term investor, not a day trader.” 
— Barc Simpson, Founder

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Climate
Climate change poses both risks and opportunities 
to our business. Weather conditions affect 
our customers in the construction industry, and 
unseasonably hot, cold, or wet weather can delay 
installation of some of our products, affecting our 
revenue. Further, some of our manufacturing facilities 
are located in geographic regions that have experienced 
disasters, such as floods and hurricanes, offering the 
potential to disrupt our operations.
However, our products are well suited to address both 
climate change mitigation and adaptation. As builders 
adapt to increasingly strong storms, we foresee an 
increased demand for the high-quality construction 
materials we provide. Our solutions help make homes 
and buildings more resilient. We design and manufacture 
products including moment frames, shearwalls, structural 
connectors, anchors, fasteners and fiber-reinforced 
polymers to keep structures safe and strong. 
Our products help ensure structures remain intact and 
usable after certain disasters, mitigating economic, 
environmental and community impact. For example, to 
strengthen home resilience in high-wind areas, Simpson 
Strong-Tie created the H1A Hurricane Tie. This product 
provides a connection between the rafter and the wall 
that helps the structure resist wind and seismic forces. 
We have developed a wide variety of solutions for 
high‑force winds.
Through value-based engineering solutions, we work 
with customers to engineer structures that require fewer 
materials, decreasing both the cost of structures and the 
use of natural resources. Finally, many of our products 
increase the energy efficiency of homes.  
As businesses, countries and individuals confront a 
changing climate, we take our role in both adaptation 
and mitigation seriously and will continue to evaluate how 
we can reduce our environmental footprint and leverage 
our core competence to provide solutions.
Greenhouse Gas
We strive to reduce greenhouse gas emissions 
associated with our operations. In 2022, our Scope 1 
emissions were 6,971 tCO2e and our Scope 2 emissions 
were 11,422 tCO2e.
Manufacturing Facilities 
Within our operations, manufacturing facilities offer 
us the greatest opportunity to take action to address 
our environmental impact. In 2022, five of our facilities 
were ISO 14001 certified. However, all of our facilities 
have environmental, health and safety programs and 
personnel.  
In 2021, we created baseline metrics to track our 
environmental impact at each of our manufacturing 
facilities. Historically, each of our facilities has acted 
to reduce their environmental footprint. This year, we 
introduced a centralized formal process to understand 
and address our environmental footprint.
Our ESG team, in cooperation with plant operations and 
external consultants, analyzed our energy consumption, 
waste output and water use to determine potential 
projects that may provide positive environmental and 
economic impacts. In the coming year, we will continue 
our analysis and we plan to design, select and implement 
projects that we expect will improve our energy, water 
and waste profile.

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Energy
While we do not operate the mills that forge the steel 
we use in our products, the machinery we operate 
to bend, shape and move steel requires electricity. 
We evaluate energy efficiencies at our facilities to ensure 
eco-friendly, cost-effective operations. To decrease the 
carbon intensity of our operations, solar panels partially 
power both our facilities in Stockton, California, and 
Seewen, Switzerland. We continue to gauge when and 
where it makes sense to install solar energy at our other 
manufacturing and office locations. 
Currently, the largest opportunity to reduce our carbon 
footprint is through energy conservation measures. In 
2022, we conducted an energy audit and identified 
multiple opportunities to conserve energy. Two examples 
are lighting and air compressors. 
Recently, several of our production and warehouse 
facilities retrofitted their lights. LED bulbs and skylights 
to improve visibility while reducing energy use. We are 
completing these projects in phases and will continue 
lighting retrofits in more of our facilities in 2023.
Throughout our manufacturing operations, air 
compressors power pneumatics that are used to move 
raw material. Over time, pipes holding compressed air 
develop leaks, resulting in reduced pressure. 
In 2022, we purchased an acoustics tool to identify 
where air is escaping in the facility. Our team in 
Columbus, Ohio, used it to identify and plug leaks, 
improving the energy efficiency of production. 
In 2023, our North American operations will share the 
tool and discuss best practices on the identification and 
repair of leaks. 
In addition, several of our facilities in North America 
reclaim the heat generated from their air compressors 
and pump it into the plant during the winter months to 
heat the building. To decrease energy use, we installed 
high-performance dual-pane windows, insulated walls, 
thermal control zones, and surface-reflective roof 
coatings to maximize heating and cooling efficiency.
In Europe, we have undertaken similar initiatives. As 
part of Denmark’s drive to cut carbon emissions, our 
Boulstrup facility is powered mainly by green energy. 
The facility uses hydropower from Norway and 
windmill-generated electricity from Denmark. 
A local heating supplier uses straw from farmers and 
converts it to energy. This is both CO2-friendly and a 
lower-cost alternative to Boulstrup’s water and heating 
requirements, enabling the facility to reduce its annual oil 
requirements by 65%.
Solar Production (GJ)
2022
Stockton
5,022.86
Seewen
308.36
Case Study
Production and Environmental Efficiency Through Process Improvement
At our ETANCO Poland plant, we manufacture plastic telescopic sleeves that are used as insulation systems for flat roofs. 
This year, we reviewed our production process from an environmental and economic perspective. To make the plastic 
sleeves, we inject plastic resin into a mold. For successful completion of this task, the temperature, pressure, speed and 
material pressure must be controlled.  
Our EHS team reviewed the key parameters and performed 16 tests on a variety of combinations. After testing and checking 
the product for quality, mechanical properties and cycle time, we found two combinations that provided interesting results. 
Our testing found that using lower injection temperatures and a higher injection pressure yielded an improved product 
outcome. With the resulting shorter cooling time, our cycle time decreased, improving our productivity by 15 percent. 
Finally, because we reduced the temperature of the vat, we were able to reduce our energy use, decreasing both our costs 
and emissions.
Energy Usage (GJ)
2020
2021
2022
Amount of Energy
Used
261,838
282,548
311,281
Electricity
182,436
159,176
175,893
Natural Gas
34,522
77,852
121,536
Renewable Sources
17,132
15,693
 16,955

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Water Stewardship
In 2022, we began an analysis of water usage within 
our operations and found that water consumption in 
our manufacturing operations is minimal. While we 
use water to clean machines or production floors, our 
production operations are not heavily dependent on this 
resource. Most of our water consumption takes place in 
kitchens, bathrooms and landscaping. 
Nevertheless, we seek to use water resources 
responsibly in the communities in which we operate and 
are evaluating solutions to reduce water consumption, 
especially at the four operational sites located in water-
stressed regions.
Water Usage in Manufacturing Operations (Gallons)
2020
2021
2022
Water Usage
 15,695,774 
 15,762,414 
 21,552,652 
Water Consumption Per Dollar of Revenue
12.38
10.02
10.19
Waste
Various types of waste are byproducts of our 
manufacturing processes. With many materials, 
especially steel, it is in our financial interest to minimize 
the amount of unused raw materials and waste 
generated. We design our metal-stamping production 
dies and factory tooling to minimize steel waste and 
maximize the amount of raw material used in our 
products. When we are unable to eliminate waste from 
our production process, we typically sell the unused 
materials. 
When that isn’t possible, recycling is our preferred 
disposal method. In both the United States and 
Europe, our manufacturing facilities and office sites 
have processes and procedures to sort and recycle 
waste. This year, we contracted a waste consultant 
to evaluate our operations and processes and make 
recommendations about how we can reduce the quantity 
of waste going to landfill. In the coming year, we will 
continue to evaluate projects that will reduce our waste 
to landfill totals.
Case Study
Streamlining Plastic Collection for Recycling
Our Pitt Meadows facility in British Columbia, Canada, manufactures and receives product we distribute to customers. 
Merchandise arrives wrapped in plastic on pallets. Because our objective is to recycle 100% of plastic wrapping, we require 
space to store the material between recycling pickups. With our operations growing, space in the facility is at a premium.  
To streamline the recycling collection process and ensure there is available space, our team purchased bailers that collect 
and compact material. These bailers reduce the space required to house plastic recycling by 75%. They not only reduce the 
space needed but also ensure we have capacity to hold material should our pickup service miss a scheduled arrival. Going 
forward, we are evaluating options that will allow us to resell the plastic material, transforming a waste stream into a revenue 
stream and helping us progress toward a circular economy.
Waste Materials — Tons
2020
2021
2022
Corrugated paper/Cardboard
—
448
513
Garbage/Rubbish
—
824
726
Municipal Recycling
—
340
242
Regulated Waste
—
551
400
Steel Scrap (Tons)
13,519
16,846
14,543

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Chemicals
Several Simpson Strong-Tie product lines require 
the use of chemicals, some of which are classified 
as environmentally hazardous. Most of our chemical 
manufacturing takes place in our West Chicago, Illinois, 
plant and our European S&P locations, which focus 
on production of chemical anchors in our concrete 
product line. Our objective is to make our products 
as safe as possible for our employees, our customers 
and the environment, while ensuring their integrity and 
performance.
Throughout our global operations, our products are 
subject to compliance with the strictest locally relevant 
regulations. We adhere to the Global Harmonized 
System for our classification and labeling. In some 
countries, regulations differ slightly. In these instances, 
we apply the stricter standard. For example, at our 
European production sites, the Hazard Communication 
Standard varies, so different procedures are in place to 
comply with the local governing entity.
Our R&D team continually evaluates alternative, nontoxic 
materials while maintaining our high performance 
standards and competitive costs. The team regularly 
reviews current products to determine whether it is 
possible to decrease the environmental impact while 
maintaining or improving performance and price.
When testing chemicals, our R&D team examines the 
associated hazards throughout their life cycle. Safety 
Data Sheets (SDS) detailing environmental impact are 
available internally and on our website. We also provide 
physical copies of product Safety Data Sheets when 
shipping products that contain hazardous chemicals. 
In fiscal year 2023, we are planning to pilot a program 
that will deliver digital versions of our SDS to customers. 
By doing so, we hope to reduce costs and the 
environmental impact while remaining in compliance and 
properly informing consumers.
Product Impact and End-of-Life
Since 1956, Simpson Strong-Tie has manufactured 
structural connectors used in residential, light 
industrial and commercial applications. The principal 
raw material used in our products is steel. We also use 
carbon fiber, fiberglass, mortars, grouts, epoxies, and 
acrylics to create our No-Equal
® products.
Our products have a negligible environmental impact 
during their use phase. The environmental impact 
of our products takes place during the creation and 
disposal phases. To better understand the environmental 
impact of our products throughout their life cycles, 
we commissioned an independent party to conduct 
environmental life cycle assessments of our connector 
and fastener product lines. Additionally, this year, we 
expanded the scope of this project to include a portion 
of our chemical products manufactured in Europe. 
The results of this analysis will inform our R&D and 
environmental impact strategy.
Inventory Forecasting and Planning
We consume energy and produce waste to source, 
produce, store and dispose of unsold goods. Thus, 
accurately forecasting product demand minimizes the 
environmental impact of unsold inventory. We continue 
to analyze our SKUs and production quantity to improve 
management of inventory and purchasing practices. This 
process not only minimizes the environmental impact of 
our operations but also reduces our costs, leading to 
margin expansion.

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Green Building
We offer a variety of solutions that reduce the 
environmental impact of structures. In 2022, with 
the acquisition of ETANCO, we bolstered our green 
use product offering. ETANCO’s technology enables 
customers to put new façades on buildings, allowing for 
additional insulation that can reduce energy consumption 
by up to 50%. Because approximately 75% of EU 
building stock is energy inefficient, we see a large 
addressable market for our product. Not only is this an 
opportunity for our business, it is also an opportunity 
for consumers to reduce emissions through our 
product offering.
In our West Chicago plant, we manufacture fiber-
reinforced polymer. This product has become 
increasingly popular in construction and retrofit 
applications, specifically in aging, damaged or concrete 
structures with excessive load. Simpson Strong-Tie
® 
Composite Strengthening Systems™ can be deployed 
after a natural disaster to strengthen damaged structures 
or can be used to retrofit existing structures to increase 
load requirements due to code or use changes. This 
product can also increase the life-span requirements of 
aging infrastructure. Because it is nearly always more 
beneficial from an environmental perspective to retrofit 
an existing structure than to demolish and rebuild a new 
one, we view this offering as having positive impact on 
emissions and waste in our value chain.
Simpson Strong-Tie strongly supports sustainable 
building practices, including the US Green Building 
Council’s Leadership in Energy and Environmental 
Design (LEED
®) Green Building Rating System™, NAHB 
National Green Building Standard
®, and state- and city-
specific green building codes. As we learn more about 
our impact on the environment, we will continue to adopt 
practices that reduce the environmental footprint at the 
time of construction and over the life of a structure.
Our products can earn credits under the LEED
® for New 
Construction and LEED
® for Homes rating systems. 
Under LEED for New Construction, Simpson Strong-Tie 
steel and stainless-steel products can contribute to MR 
(Materials and Resources) Credit — Sourcing of Raw 
Materials. Simpson Strong-Tie steel products generally 
use a high percentage of recycled steel. 
Bolstering Our Green Product Offerings 
In January 2023, Simpson Strong-Tie acquired EstiFrame Technologies, Inc. By providing 
component manufacturing and framing technologies to the construction industry, EstiFrame’s 
EasyFrame system reduces project time, cost and waste generated.   
EasyFrame’s automated marking system matches saws with digital printers to label and cut lumber. By printing instructions 
directly onto wood, installers quickly know where fasteners and other hardware components should be placed, thus 
reducing time and errors. When the system is paired with a manual or automated saw, the EasyFrame software optimizes 
wood use and minimizes scrap, reducing both our customers’ wood waste and the associated costs. EstiFrame also 
provides design services that can further optimize the amount of raw materials used in structures. We are pleased to bring 
EstiFrame into Simpson Strong-Tie and to provide another solution that contributes to reducing waste throughout our value chain.
“Embodied Carbon and Operational Carbon: A Guide for Clients,” a report by the UK Green Building 
Council, states that “the manufacture of steel is energy-intensive and results in relatively high levels 
of embodied carbon emissions.”
Product Spotlight
Engineered Wood Solutions
To address climate change, builders need to adopt new construction methods and materials. By substituting lumber for 
materials such as cement and steel, engineered wood can reduce the carbon intensity of construction. Recent studies1 
show that engineered wood structures account for fewer greenhouse gas emissions than mineral-based building materials. 
While the source of lumber and the conditions under which it is grown and harvested impact the carbon profile of mass 
timber structures, studies show that mass timber structures require less carbon. Simpson Strong-Tie provides a variety of 
connectors and fasteners intended for mass timber construction.  
Last year, when the University of Washington’s Foster School of Business added a new building to their campus, they 
had mass timber construction in mind. They decided on a building made of glulam columns and beams and contracted 
with Simpson Strong-Tie to provide many of the fasteners and straps used to support the building. Our rigorously tested 
products provide design flexibility, helping ensure mass timber builds are faster, easier and stronger than ever.
1. “A Global Review of Sustainable Construction Guidelines and Rating 
Systems,” a report by the United Nations Environment Programme (UNEP), 
states that “wood-based materials offer a carbon sink and can significantly 
reduce GHG emissions when used as an alternative to other building 
materials such as concrete and steel” (p. 41). “Life Cycle Assessment 
of Cross-Laminated Timber and Reinforced Concrete Buildings,” a 
study published in the Journal of Cleaner Production, found that the 
production of a CLT building resulted in 44-64% lower GHG emissions 
than the production of a reinforced concrete building. “Environmental 
Impacts of Concrete,” a report by the Concrete Sustainability Hub at 
the Massachusetts Institute of Technology, states that the production of 
cement, a key ingredient in concrete, accounts for about 8% of global 
CO2 emissions.

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Product Spotlight
Using Software to Increase Client Satisfaction and 
Reduce Environmental Harm
A portion of our products can be customized to specific requirements of a building project. We adjust the 
length, angle, skew and other variables depending upon a customer’s exact needs.
To improve the ease and accuracy of ordering the right products, we provide digital visualization of our 
products on our Customer Portal website. Customers can enter their job specifications and see a 3D model 
of the product before ordering.
3D visualization reduces the number of custom orders with incorrect dimensions, increasing customer 
satisfaction and reducing unusable products.
In 2021, we implemented 3D visualization that helps our customers better understand our products. We have 
added 3D illustrations to SKUs on our website to demonstrate the shape, dimensions and functionality of our 
products. Our intent for this implementation is to increase customer satisfaction and decrease returns. Doing 
so reduces costs related to transporting our products, which also reduces carbon emissions.
Product Disposal 
Simpson Strong-Tie does not have significant control over 
the disposal of our products. The in-use phase of our 
products is meant to last decades, and deconstruction 
or demolition is done by a third party. In addition, to 
ensure the integrity of the structures we help build, many 
of our products must be designed not to be removed or 
reused. Therefore, we focus our environmental efforts on 
the portion of the product life cycle we control.
A variety of Simpson Strong-Tie products are used in 
advanced framing, which consists of techniques that 
reduce the amount of lumber used and waste generated. 
Enabling advanced framing techniques helps to achieve 
the Energy Star label, material efficiency and better home 
insulation.

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Social
“Strive to have a positive effect upon those lives 
touched by your own.” – Barc Simpson, Founder
We use our time, effort, products, expertise, 
and financial support to fulfill our commitment 
to create a positive impact in our communities.
There is nothing more important to us than community. Starting within our own organization, respect 
for our fellow employees (Everybody Matters) is one of our Company values. 
We strive to ensure everyone at our Company feels included and empowered. We believe being 
heard and having meaningful opportunities to contribute are essential to a quality work life. 
No matter the role, no matter the department, our goal is to equip our employees with the tools 
and confidence to nurture themselves and their careers.

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Culture
Of our six Company Ambitions, the first is to strengthen 
our values-based culture. Barc Simpson outlined nine 
core values that have made our Company a unique and 
inspiring place to work, with a reputation as a quality, 
trusted manufacturer and partner, a solid corporate 
citizen, and a leader in No-Equal
® customer service. 
Simpson Strong-Tie culture is a reflection of strongly held 
values that live on through all of us.
To strengthen our values-based culture, our people 
initiatives focus on helping employees nurture 
their own well-being and careers, providing tools 
to give employees confidence and competence in 
accomplishing their career goals and meaningful 
opportunities to contribute and apply their skills.
Our Culture and Leadership Assessment helps us 
measure success by asking employees to rate how they 
feel their experiences match Company Value No. 5 — 
Everybody Matters. We want all of our people to agree 
that their experience matches this value.
Value No. 5: Everybody Matters 
(Diversity, Equity and Inclusion) 
We view diversity, equity and inclusion (DEI) through the 
lens of our Company Value No. 5 — Everybody Matters. 
Our humanity, Company values, mission and vision are 
linked to one another and dictate a duty to support the 
community at large. We foster diversity in our workforce 
and maintain representation of differing genders, ages, 
races, ethnicities, and abilities. As an added return, we 
aim to attract qualified talent who can provide diverse 
perspectives to solve challenges. 
To assist in attaining a diverse pool of candidates 
for open positions, we partner with DiversityJobs to 
advertise and promote our job postings with thousands 
of diversity-focused organizations. Since the start of the 
partnership, our diversity in hiring has increased by five 
percent.
Our YouTube video series, The Makers of Simpson 
Strong-Tie, features stories from diverse employees 
about their opportunities at Simpson Strong-Tie and 
the welcoming environment and development they’ve 
received here. 
To ensure greater transparency about our process for 
career advancement, specifically a job promotion, we 
recently established a promotion guide for all employees, 
a toolkit for managers and a promotion policy that 
ensures a fair and consistent approach. 
We understand needs and perspectives differ for each 
person in our organization and aim to achieve what’s 
right for all. After evaluating employee input, diversity 
metrics of our US workforce and our policies and 
guidelines that impact diversity, equity and inclusion, we 
have established pillars for our DEI work. In 2023, we will 
focus on:
1. Ensuring Everybody Feels They Matter: Equip all 
employees with the specific tools and skills they need to 
ensure everyone experiences the same positive culture of 
Everybody Matters
2. Building Diverse Leaders: Increase representation of 
underrepresented groups in key leadership positions 
through the intentional development of a strong pipeline 
of qualified and prepared talent
3. Creating Pathways to Opportunity: Ensure all 
employees have access to opportunities to grow 
and thrive in their careers with the Company, while 
removing barriers that may disproportionately impact 
underrepresented groups
We believe these efforts will help us clarify our present 
DEI objectives as well as provide opportunities to 
improve and innovate our programs moving forward.
“Everybody in a company is important. Everybody. That’s 
absolutely crucial, and so you must do everything you can to 
make people feel that they’re valued.” – Barc Simpson, Founder

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Leadership Diversity
A great opportunity we have to improve diversity is within 
leadership roles and in our sales teams. We aim to close 
the gap by offering two comprehensive developmental 
programs. Our executive sales leadership program, 
which began in 2022, is a yearlong development 
opportunity for high-potential sales leaders. In 2023, we 
plan to initiate our sales job rotation program which is 
intended to create a diverse pipeline of entry-level sales 
employees. Both programs are inclusive of all genders, 
ages, races, ethnicities and abilities and we encourage 
underrepresented groups to participate. In addition to 
these programs, our goal is to create similar, targeted 
development programs for other departments and create 
more diversity throughout the organization. 
Global Age Demographics — December 2022
Age 
Range
All Global
Employees
Individual
Contributors
Middle
Management
Senior
Leadership
Under 30
787
768
19
30 - 50
2227
1835
382
10
Over 50
1204
971
217
16
Not Disclosed
940
822
118
16
Global Gender Demographics — December 2022
All Global Employees
Individual Contributors
Middle Management
Senior Leadership
Female
991
856
128
7
Male
3276
2760
497
19
Not Declared
891
780
111
U.S. Diversity Distribution by Level — December 2022
Individual Contributor
Middle Management
Senior Leadership
American Indian 
or Alaska Native
17
Asian
260
31
2
Black or African American
288
10
1
Hispanic or Latino
474
37
Native Hawaiian or Other 
Pacific Islander
10
1
Two or More Races
49
6
White
1,254
304
21
Not Disclosed
134
6
Equal Pay 
Our compensation philosophy is to attract, retain, 
motivate, and differentiate employees through our 
rewards programs. We believe people should be 
paid for what they do and how they do it, regardless 
of their gender, race, ethnicity or other personal 
characteristics. Therefore, we are committed to achieving 
and maintaining internal pay equity across all such 
differences. Our 2022 pay equity analysis supports this 
statement, and we will continue to monitor pay equity 
annually to ensure it is sustained. Our Board of 
Directors, through its Compensation and Leadership 
Development Committee, monitors the relationship 
between the pay received by our executive officers, 
and Human Resources monitors the relationship of pay 
received by all other employees. Our compensation 
philosophy and strategy are strongly aligned with 
the Company’s strategic priorities and our vision for 
stockholder value creation.

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Culture and Leadership Assessment Participation Rates
Metric
2018
2020
2022
Participation Rate
75%
79%
72%
Respondents
2,200
2,657
3,075
Hiring and Engagement
More than half of our open positions are filled by 
referrals and internal employees. As our top two US 
hiring sources, referrals account for 33% of hires and 
internal transfers/promotions account for 23%. We believe 
this reflects employees’ trust in us to provide them, or 
people they know, with rewarding career opportunities and 
a positive work environment. It is also validation that the 
employees we’ve hired and trained have the confidence 
and skills to apply for and attain other positions — often 
more highly compensated — within the organization.
In 2023, we plan to introduce more robust people analytic 
services through our Human Capital Management system, 
Workday. Once our advanced people analytics are fully 
functional, we look forward to sharing additional insights 
into our workforce practices and strategies.
Culture and Leadership Assessment
We conduct a Culture and Leadership Assessment 
(CLA) on a biannual basis. The results of the CLA are 
a prime indicator of the strength of our culture to inform 
and support the behaviors, expectations and experiences 
of our employees. They assist us in evaluating the 
effectiveness of our efforts to strengthen our values-based 
leadership and culture. The CLA explores eight dimensions 
of culture and four profiles of leadership. Because we 
know that  our culture impacts employee satisfaction and 
loyalty and guides behaviors and decisions that impacts 
results, with the use of this tool, we seek to understand 
our employees’ views of our Leadership. 
To assist in the implementation and benchmarking of the 
CLA, we work with LRN Corporation; a third party that 
helps companies create compliance-aware and ethically-
inspired workforces. We are proud to see that our CLA 
scores continue to fare better than the manufacturing 
industry benchmark. This is a testament to the strength 
of our culture and the success of the initiatives we 
have enacted over the past several year to address the 
feedback we have received from prior assessments.
From 2020 to 2022, we noticed a decline in the 
percentage of employees who participated in the 
assessment. We believe our heightened participation 
rate in 2020 was reflective of how we engaged our people 
during the COVID-19 pandemic. The qualitative feedback 
from our 2020 CLA reinforced our belief that our people 
had an appreciation for how Simpson Strong-Tie and our 
leadership managed the effects of the pandemic on work 
life. The participation rate and quantitative assessment 
results reflected this sentiment. While participation 
decreased in 2022, we maintained high employee 
participation and we will continue to 
make efforts to maintain a high level of participation.  
The CLA provides us with insight into areas where we 
can direct future improvement. We endeavor to improve 
by listening to our employees and implementing new 
solutions accordingly. 
While we outperform the manufacturing industry 
benchmark in all culture and leadership dimensions that 
we survey, three areas where we realize particularly strong 
results are our mission and inspiration, sharing information, 
and our values orientation. Each of these categories is 
critical for business success, so, while we are encouraged 
by the results, we will continue our efforts to strengthen 
sentiment in these three categories, and across the survey.
Performance Management
Since its inception, our performance management 
program has centered on quality conversations 
between employees and managers. Emphasis is placed 
on ensuring employees’ long-term career success with 
the organization and providing them with the support 
and feedback they need to be successful in their current 
position and/or to advance to another position.
Employee Development
As an industry leader with unwavering dedication to 
providing quality, trusted products and solutions, it 
is our responsibility to extend the same commitment 
to our valued employees by providing extensive 
opportunities to learn and grow. We do so by offering 
online and in-person classes and workshops internally 
as well as sponsoring relevant external training and 
conferences. Developing a highly skilled workforce 
increases productivity and promotes retention and 
employee engagement.
Leadership
At Simpson Strong-Tie, everyone has leadership 
qualities to help them in their current position and in 
the future. We offer two leadership programs: Strong 
Leaders for people managers and Emerging Leaders for 
individual contributors. 
These programs provide employees with training, 
tools and experiences to help them develop their full 
leadership potential. 
Over 1,700 managers and employees have engaged 
in these programs, and hundreds more are currently 
enrolled. Both programs are long-term investments in the 
future of leadership at the Company.
An example of leadership in our organization is illustrated 
by Vice President of Engineering Annie Kao being 
named to the Top Women in Hardware and Building 
Supply Class of 2022 for Business Excellence. This 
award recognizes leaders who have demonstrated 
achievement, growth and success in the hardware 
and home improvement industry. They have embraced 
education and community service, and inspired others 
to follow a similar path. Annie’s career path and those of 
dozens of others throughout the organization, including 
current leaders who started as machine operators in 
our manufacturing plants, are inspiring examples of the 
opportunity we strive to provide all employees to move 
upward in the Company.
Beginning in 2023, we plan to expand our employee 
development toolkit to include new resources including
	• A catalog of available training and development 
opportunities, including job shadowing, competency 
learning journeys, leadership skill development, and 
technical skills training
	• Career profiles to help employees connect to more 
career opportunities throughout the organization
	• Tips on how employees can apply these new resources 
in various ways at work

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Retention
Retaining employees has become challenging due to 
the lingering effects of the COVID-19 pandemic and 
shifting job market. We remain committed to meeting 
employees’ needs and being the workplace of choice but 
also understand there are factors outside of our control. 
Case Study
Machine Tool Technology Certification
In a 2022 pilot held in our Gallatin, Tennessee, manufacturing facility, 17 individuals graduated from the Machine Tool 
Technology program from Tennessee College of Applied Technology (TCAT). We offered the program at no cost to 
employees and paid them for their time spent learning. The program normally costs individuals more than $5,000 in 
tuition at TCAT. In our pilot, a professor came onsite to teach during the workday, and employees learned machine tool 
operations, blueprint reading, precision measuring, and more. The program was available to the entire workforce in the 
facility to attain machine tool technology skills. Many of the 17 are now qualified to apply for promotions to other positions 
and they all have a new transferable skillset. 
We look forward to offering this program to more employees in Gallatin, as well as extending it or similar programs to 
other locations.
Well-Being and Rewards 
Well-Being Program 
Our well-being program, Strong For Life, offers guided 
well-being journeys, tools and resources for employees’ 
and their spouses’ physical, emotional and financial health. 
By completing health assessments, getting a flu shot or 
participating in a financial wellness course, employees and 
spouses can earn up to $75 each. In addition, employees 
and their dependents have access to our Employee 
Assistance Program that provides confidential, professional 
support at no cost for dealing with legal, financial and 
personal challenges.
Financial Well-Being
We offer our employees a comprehensive total rewards 
compensation package that includes base pay, a 
performance-based quarterly bonus, healthcare and 
retirement benefits (in our US operations), paid time off, 
and a stock purchasing plan. Stock shares are provided 
to employees who are not in the Long-Term Incentive (LTI) 
program for every 10 years of tenure. In addition, select 
employees are entered into the LTI stock program in 
recognition of outstanding performance and contributions. 
To support employees in their pursuit of higher education, 
we provide tuition assistance for both undergraduate and 
graduate programs. The Company pays 100% of allowable 
expenses, up to a maximum of $5,250 per calendar year. 
We continue to offer free financial well-being courses 
through live and prerecorded webinars, and, in 2023, we 
are offering a new, free personal financial planning service 
to US employees.
Remote Work Program
During the COVID-19 pandemic, we established a remote 
work program and various flexible work scheduling options 
for positions where such an arrangement is feasible. 
Entering its fourth year, our remote work program offers 
support in the form of an articulated policy, one-time Home 
Office set-up stipend, recurring utility stipends, resource 
guides, and processes for employees and managers to 
navigate and thrive in a remote work environment. To 
ensure that collaboration and camaraderie remain high, our 
plans include optimizing the use of technology in day-to-
day collaboration. We will also expand existing in-person 
group meetings, curated for specific topics, so that more 
individuals have an opportunity to collaborate, learn, and 
drive individual and organizational outcomes.
Flexible Scheduling
In 2023, we plan to pilot a formal, digital process to make 
flexible scheduling more viable for onsite manufacturing 
employees and their managers. If feasible, we intend to 
expand this option to manufacturing plants across the US 
once we develop a process suitable for our organization.
Workload/Life Balance
We intend to grow our well-being programs in the coming 
year to include targeted workload/life balance initiatives. 
With a Leadership Steering Committee overseeing 
this effort, solutions were segmented into three main 
employee groups: manufacturing, field positions, and 
all others. Tailoring our approach in this way ensured 
the unique functions and needs of each group were 
considered while solutions were developed. Employee 
representatives from each group were involved in the 
solution process and we are now in the final stages 
of the design process, which will inform our change 
management and communications plans. In the coming 
year, we will continue our analysis and we plan to design, 
select and implement projects that we expect will improve 
our energy, water and waste profile.
Turnover Rates
Turnover Type
2020
2021
2022
Voluntary
9.09%
13.10%
11.74%
Overall
13.67%
17.25%
15.57%

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Health and Safety
Throughout our operations, we dignify the 
contribution of every employee at every level. This 
is especially relevant within our manufacturing facilities, 
where we are committed to providing the highest standard 
of safety and creating a healthy working environment. 
Doing so enhances our reputation, productivity and makes 
good on Company Value No. 5 — Everybody Matters.
Approach
Our EHS Policy guides our approach to health and safety. 
It commits us to designing, managing, operating, and 
improving our facilities in a way that maximizes safety. 
We base our health and safety program on education, 
prevention and action. We inform our employees about the 
risks associated with our manufacturing processes. Through 
training and example, we seek to improve employees’ 
behaviors to prevent potential incidents. Increasingly, rather 
than “just following EHS rules,” our culture focuses on 
explaining the reasoning behind them, building trust, and 
rewarding employees who demonstrate leadership in safety.   
While we always comply with all applicable laws, we set our 
own standard. Our health and safety policies often exceed 
the requirements of governmental regulations. In addition, 
we have two facilities that are ISO 45001 certified. This 
certification reflects an internationally applied standard for 
occupational health and safety management systems.  
Initiatives
We attribute the continuous improvement in our TRIR to 
our culture of safety. We aim to empower all employees 
to identify potential hazards and suggest safety solutions. 
Doing so fosters a proactive approach to health and safety. 
While safety is the responsibility of each of our employees, 
they are supported by our global Environmental, Health 
and Safety (EHS) team. This year, we elevated the position 
responsible for health and safety from a manager level to a 
director level. The Director, Global EH&S Program oversees 
a team of professionals at each manufacturing facility. Their 
tasks include: 
	• Building and supporting an effective safety culture
	• Empowering and equipping employees to proactively find 
and correct hazards
	• Coaching leadership on how to be effective safety leaders
	• Recognizing outstanding safety leadership and behaviors
	• Ensuring employees are equipped with ergonomic incident 
prevention tools and knowledge
	• Ensuring effective two-way communication between 
leadership and employees 
	• Training leadership on performing effective job behavior 
observations 
	• Leading job hazard analyses with affected teams  
	• Ensuring employee involvement in, and success of, the 
Employee Safety Committee
To ensure the effectiveness of our EHS personnel, we 
provide them with best-in-class health and safety training 
taught by safety professionals.   
In 2021, we began tracking our Good Catch and Near Miss 
Frequency Rate (GCNM FR). As we analyze Good Catches, 
or hazardous conditions found and corrected, we intend to 
identify areas where we can make EHS improvements prior 
to an incident. The addition of these metrics is indicative of 
our evolution to becoming a proactive program. We believe 
GCNM FR is the key leading indicator to reducing incident 
rates and keeping our people safe. In addition, we will 
continue to engage employees and grow our EHS culture 
of awareness and proactivity. 
To improve performance, in 2022 we enacted our 
observation program, an initiative encouraging and
tracking employee EHS behavioral observations. 
Employees provide real-time feedback to leadership 
on their working environment and opportunities for 
improvement. 
Performance 
In 2022, there were no fatalities at Simpson Strong-Tie. 
While no safety incident is acceptable, we reduced our 
TRIR and achieved our 2025 goal of less than 2.0. In 
2023, we plan to maintain our performance at those 
plants where our performance is best in class and focus 
our efforts on those facilities where safety incidents are 
more likely to occur. 
This year, we also placed emphasis on identifying and 
communicating good catches. Our GCNM FR improved 
from 20.82 in 2021 to 5.60 in 2022 and we recorded 
over 1,300 Good Catches.
Goal
In 2021, we challenged ourselves to improve the 
global Total Recordable Incident Rate (TRIR) to below 
2.75 for the calendar year. We also set the best-in-
class goal to improve our global TRIR to below 2.0 
by 2025, the gold standard according to recognized 
international experts. In 2022, we exceeded this 
goal, lowering our global TRIR to 1.57. 
Case Study
Reducing Ergonomic Impact on Our Employees
SET-XP® is an epoxy-based high-strength anchoring adhesive. It is a 1:1 ratio of two components that is used as an 
adhesive for anchoring and doweling application in concrete (cracked and uncracked) and masonry (uncracked). To 
produce SET-XP, we use a mixing process that combines raw materials in a vat. Our EHS team observed that the 
process put considerable ergonomic stress on workers. Each sack of raw materials weighs between 10 and 50 pounds 
so repetitive lifting and loading into the mixing hopper presents the risk of injury.
Our EHS team saw this as an opportunity to proactively address worker safety. Before an injury or safety incident 
occurred, they installed a crane that hoists sacks of raw materials and loads them into the hopper to be mixed in the 
vat. The new process reduces the ergonomic impact on our employees. Finally, by proactively addressing this health 
and safety concern, we realized financial benefits. The new process reduces both the risk of spilled materials and the 
overall mixing time. By providing us with the ability to produce in a continuous run, we increased our throughput and 
can increase product production.

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Quality
Simpson Strong-Tie is committed to providing leadership, 
expertise, and innovation that improves the structural 
integrity of buildings and the efficiency of the construction 
process. We are focused on helping our customers meet 
their changing business needs. Our ability to consistently 
deliver superior results is a function of our people, 
products, and services. 
We design and test our products to exacting standards. 
Through our manufacturing and quality processes, we 
deliver structural system solutions that are reliable, cost 
effective and easy to install.
	• Our products meet their stated specifications.
	• Our products meet their defined factors-of-safety for 
performance. This is the bar, and it doesn’t move.
	• Our products are consistent in appearance, dimension, 
and performance; any inconsistencies in product 
quality are immediately researched and appropriately 
addressed.
	• Our products are tested to recognized standards that 
represent the intended application.
We institute policies and procedures for the development 
and manufacturing of our products and regularly review 
these documents to ensure appropriateness. Our quality 
manual, quality policy and specific operation procedures 
are companywide documents. Work instructions, 
process workflows and process maps tell the necessary 
teams how to implement our procedures and ensure that 
our employees know how to perform a specific activity, 
such as equipment operation or product inspection.
Quality Management System
As part of our Quality Management System, we 
perform both external and internal audits to observe the 
implementation of our policies and procedures at our 
plants. Based on the ISO 9001 standard, the Quality 
Management System enables us to serve our customers 
through innovative problem solving and continuous 
improvement while ensuring that all products and 
services conform to specified requirements. 
We measure and analyze the performance of our 
products, and our conclusions inform the changes 
we make to improve our processes. Our Quality 
Management System maintains the level of customer 
satisfaction that contributes to future 
business success.
Social Impact
Give Back, Company Value No. 8, is ingrained in our 
culture. Barc Simpson, our founder, believed we have a 
responsibility to help others. This guides our approach 
to community impact. We seek out ways to positively 
influence the global community and strategically support 
those communities in which we operate and where our 
people live and work. 
We align our giving priorities with the industry in which 
we operate. Our key focus areas are:
	• Home Building and Repair
	• Disaster Relief
	• Disaster Preparedness and Resilience
	• Construction Trades Education 
Ukraine Support
In the spring of 2022, Simpson Strong-Tie supplemented 
our disaster relief giving with a $100,000 donation to 
support the people of Ukraine. Our donation went to 
We help people build safer 
structures economically. 
We do this by designing, 
engineering and 
manufacturing No-Equal
® 
structural connectors and 
other related products 
that meet or exceed our 
customers’ needs and 
expectations. 
“We’re all connected in 
some way and are all part 
of a greater community. 
Look for small ways to 
give back every day.”
– Barc Simpson, Founder
Customers 
(and other 
interested parties)
Customers 
(and other 
interested parties)
Products
Management 
Responsibility
Product Design 
and Development
Sales and 
Marketing
Training
Satisfaction
Requirements
Operations
Quality
Management
Purchasing
Resource
Management
Input
Output

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the International Rescue Committee 
(rescue.org), a nonprofit organization 
with the mission to help people affected 
by humanitarian crises to survive, recover and rebuild 
their lives. Since Russia’s invasion of Ukraine, IRC has 
established a base in Poland and mobilized partners in 
both Poland and Ukraine to provide lifesaving support to 
civilians displaced by the war.  
In addition to our monetary donations, employees across 
our European operations took action. Those at our 
Tamworth, UK, plant donated supplies to Community 
Children Count’s March for Ukraine appeal. Simpson 
Strong-Tie employees in Europe organized a week-
long donation drive to collect goods such as blankets, 
hygiene and care products and toys and clothes for 
children that were then sent to our operations in Poland 
and distributed to Ukrainian refugee families. Two of our 
employees in Poland also sponsored Ukrainian families 
fleeing from the war.
Simpson Strong-Tie has suspended all business activity 
within Russia and Belarus, halting all product sales and 
shipments.
Company Sponsorships 
and Initiatives 
Habitat for Humanity and Simpson Strong-Tie share 
a similar vision to provide safe, strong and affordable 
housing throughout the world. Along with monetary 
contributions, Simpson Strong-Tie donates products to 
regional Habitat affiliates, provides volunteers to build 
in Habitat communities and offers technical expertise 
in the design and construction of Habitat homes. For 
over 30 years, our monetary and product donations 
have resulted in hundreds of homes for individuals and 
families who otherwise would not be able to afford 
decent housing. Over the last 15 years, the Company 
has donated over $5 million in cash and products to 
Habitat for Humanity.
Simpson Strong-Tie Vice President of Engineering Annie 
Kao serves on the board of directors for Habitat for 
Humanity East Bay/Silicon Valley and participated in the 
Simpson Strong-Tie-sponsored Women’s Leadership 
Build with 13 other women leaders from our Pleasanton, 
California, office.
Thirty employees from our facility in Columbus, Ohio, 
joined a build with the MidOhio Habitat affiliate in January; 
employees from our Gallatin, Tennessee, branch helped 
with finishing touches on a Habitat build in the summer; 
and eight employees from our High Point, North Carolina, 
warehouse participated in a build in November. 
Habitat Strong  
...
Simpson Strong-Tie is the leading 
sponsor of Habitat for Humanity International’s Habitat 
Strong program, renewing its support for the seventh 
consecutive year. Habitat Strong was established to 
promote the building of homes that are more durable, 
more resilient and physically stronger. Habitat homes in 
areas susceptible to flooding, earthquakes, hurricanes, 
high winds, and wildfires can benefit from Habitat Strong 
building standards, which include a suite of fortified 
codes and best practices developed specifically to make 
homes more resilient in the face of severe weather and 
other disasters.
Available to all Habitat organizations across the country, 
the Habitat Strong program was created to offer Habitat 
for Humanity homeowners long-lasting safety benefits at 
affordable costs. Simpson Strong-Tie increased its annual 
monetary contribution to the program from $85,000 in 
2015 to $150,000 in 2017 and now contributes $250,000 
each year. We have donated more than $1 million to the 
program overall. Through the Habitat Strong program, 
Simpson Strong-Tie is supporting efforts to evaluate equity 
in housing, including barriers to Black homeownership.
Building Talent Foundation  
Building
Talent
Foundation
.
Building Talent Foundation (BTF) is 
a nonprofit organization focused on 
connecting young and underserved people to skills, 
trades, training, and career opportunities. Its mission is to 
advance the education, training and career progression 
of young people and people from underrepresented 
groups as skilled technical workers and business 
owners in residential construction. In 2022, we reached 
our second year of our three-year commitment to 
donate $600,000 in funding. Working with our facility in 
McKinney, Texas, BTF held a training and hiring event 
in Jacksonville, Florida, for 43 youth in the local Job 
Corps program studying carpentry. The event included 
hands-on demos, a panel discussion with industry 
representatives and a hiring event with seven employers. 
Ten of the 43 students participating received job offers.
Simpson Strong-Tie was honored by BTF as a 2022 
Industry Champion at the 2023 International Builders’ 
Show
® in Las Vegas, Nevada, for its commitment, 
contribution and collaboration in building a sustainable 
workforce in residential construction.
Strong-Tie Undergraduate Fellowship
As part of its Strong-Tie Undergraduate Fellowship 
program, Simpson Strong-Tie awards 100 scholarships a 
year to juniors and seniors majoring in architecture, civil/
structural engineering and construction management.
Since 1998, the Company has funded nearly $2 million in 
scholarships for more than 1,400 students. 
In addition to the scholarships, the Strong-Tie 
Undergraduate Fellowship program provides a week-
long visit to Simpson Strong-Tie facilities in Northern 
California for first-time recipients, along with free design 
apps and tools and software limited licenses, job and 
networking opportunities, and informal mentorship.
Disaster Relief, Preparedness and Resilience
Because earthquakes, tornadoes, hurricanes and other 
disasters affect so many people around the globe, 
Simpson Strong-Tie supports disaster relief and recovery 
efforts, primarily through the American Red Cross 
Disaster Relief Fund. We have made substantial monetary 
donations to help individuals and families get back on 
their feet after a disaster. In addition, our engineers often 
donate their time to assess structural damage in order to 
help increase building safety in the future. 
In 2022, we donated $25,000 to the Relief Fund to aid in 
recovery efforts from Hurricane Ian and $15,000 for flood 
relief in Kentucky.
We also partnered with the Northern California chapter 
of American Red Cross to offer Simpson Strong-Tie 
employees with disaster preparedness training. The 
two trainings covered disasters specific either to the 
West Coast or to the Midwest and East Coast so 
employees could attend the session most appropriate to

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their region, and the presentations were provided to all 
employees via a link to the company intranet. 
Construction Trades Education
In the second year of our Construction Trades Support 
program with Habitat for Humanity East Bay/Silicon 
Valley, we expanded the program to include two events 
per year. The expanded agenda includes hands-on 
activities in the plumbing and electrical trades and 
supports participants who are highly motivated to pursue 
a trades career. In 2023, we also include a build day with 
Habitat as part of the program.
The goal of the program is to promote interest in the 
construction trades as a viable and rewarding career 
path for youth and for individuals who have recently been 
out of the workforce. 
The first session on May 16 included 32 students from 
Making Waves Academy in Richmond, California. It 
included a panel discussion with individuals representing 
the general contractor, architect and homebuilder, 
which are all influential on the jobsite. The students also 
participated in hands-on activities with Simpson Strong-
Tie products like our Quik Drive® Cordless system and 
joist hangers and screws. 
On October 25, 25 students from Making Waves 
Academy returned for a half-day workshop that included 
presentations, demos and additional hands-on activities 
including plumbing pipe soldering and cutting, as well as 
electrical wiring. At future events, we plan to represent 
HVAC and other trade disciplines, along with a potential 
mini-job fair for participants.   
The long-term goal for the program is to provide a model 
for other Habitat affiliates across the country to follow, 
increasing interest and employment in construction trades.
Do What You Can Day
Do What You Can Day is our national day of service. 
Each year, employees take time to deliver on our 
Company Value No. 8 — Give Back.
This year, more than 1,000 employees in North America, 
Pacific Rim and Viet Nam participated in various charitable 
activities benefiting individuals and families worldwide. 
Our signature activity was creating Packs of Inspiration — 
healthy food kits — to address food insecurity in local 
communities. Over 2,000 kits were assembled with 
inspirational messages, equating to 1,074 volunteer 
hours. Branches also engaged in projects to help local 
communities, including raising funds benefiting local food 
banks and hurricane relief as well as collecting toys, clothes 
and other basic necessities to support families in need. 
Community Hero Award
The Barc Simpson Community Hero Award was created 
in 2015 to commemorate the life of our Company 
founder. The award recognizes outstanding volunteer 
contributions by Simpson Strong-Tie employees in their 
communities. Barc was a dedicated philanthropist, and 
this award recognizes employees who exemplify similar 
values through their dedication to community service.
Each year, up to five nominees receive the Barc Simpson 
Community Hero Award. The awardees receive a donation 
to the nonprofit organization of their choice. In 2022, 
organizations benefiting from the award included Saving 
One Life Animal Rescue & Sanctuary in Tempe, Arizona; 
the Ashland Wrestling Club in Ashland, Oregon; the 
Farmersville Volunteer Fire Department in Farmersville, 
Texas; and Skatepark Respect, founded in Riverside, 
California. From inception through 2022, the Company 
has provided $76,000 to North American nonprofit 
organizations on behalf of employees receiving the award.
Employee Giving 
and Volunteerism
Simpson Strong-Tie encourages volunteerism and 
provides our employees with opportunities to give 
back to their communities.
Through our matching gift program, employees can 
request a dollar-for dollar Company match for their 
charitable donations. When an employee contributes to 
an eligible nonprofit organization and then participates 
in our program, the nonprofit receives two gifts — one 
from the employee and the matching gift from Simpson 
Strong-Tie. In 2022, the total amount from employee 
donations and the matching gift program was more 
than $44,000.
Our Value Chain 
Our Approach
Since the COVID-19 pandemic, economies and 
consumers experienced global supply chain disruptions. 
During this time, Simpson Strong-Tie was able to maintain 
our service-level agreements in most cases, and our 
customers experienced few major outages. This is a 
testament to the strength of our supplier relationships, 
many of which are decades long.
As a North American– and European-manufacturing 
leader, we monitor risks throughout our supply chain. 
While we purchase a wider range of materials and 
services, steel and freight are our highest expenses. 
Social Impact
2020
2021
2022
Employee 
Giving
$43,447
$59,496
$44,296
Cash 
Contributions
$1,158,630
$2,021,691
$1,646,977
Manufacturing high-quality 
products requires an ethical 
and resilient supply chain. 
We view our supplier 
relationships as a key 
competitive advantage. We 
seek to develop long-term 
supplier relationships that 
foster trust and effective 
collaboration, promoting 
sustainable business 
practices in our value chain.

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The steel production industry is one of the largest 
producers of carbon dioxide. The World Steel Association 
estimates that in 2018, 8% of global carbon emissions 
resulted from steel production. For most of our products, 
upstream operations account for a large portion of the 
total environmental impact. 
However, the methods by which we source steel 
decrease the emissions intensity of our products.  
We purchase most steel from mini-mills that use electric arc 
furnace (EAF) technology. This production process emits 
only a fraction of the emissions that would result had the 
steel been forged in a blast furnace. Additionally, mini-mills 
use recycled raw materials, typically up to 85%, as inputs 
to the production process. For our US operations, sourcing 
from mini-mills enables us to purchase steel domestically; 
reducing the distance raw materials must travel to plants. 
This decreases emissions and costs related to freight while 
allowing us to transport raw materials via rail, our preferred 
method. Finally, sourcing from US mini-mills fosters close 
relationships with our suppliers. 
Our Policies
Every supplier doing business with Simpson Strong-Tie 
should be committed to providing a healthy and safe 
working environment. We seek a supply chain where 
workers are free from discrimination and where human 
rights and the environment are respected. 
Our Supplier Code of Conduct outlines the standard we 
expect from our business partners, including maintaining 
compliance with applicable laws. Our Supplier Code 
contains principles to promote ethical conduct in the 
workplace, safe working conditions, the protection of 
sensitive information, the treatment of workers with 
respect and dignity, and responsible sourcing and 
manufacturing practices.  
To ensure the materials we produce are compliant with 
our Supplier Code of Conduct, we expect all business 
partners to be able to demonstrate compliance with 
these requirements upon request. 
Evaluation Process
In certain instances, our Purchasing team uses a vendor 
evaluation scorecard to determine whether to do 
business with a vendor. We incorporate environmental 
and social criteria into the selection process and weigh 
responses alongside other categories such as cost, 
quality, capacity, and consistency. Through supplier 
responses, we seek to understand the degree of past 
environmental accidents, the extent of recycled material 
use and the supplier’s Total Recordable Incident Rate.    
Position on Human Rights 
To protect human rights within our sphere of influence, 
we encourage and support our suppliers and other 
business partners (collectively “business partners”) to act 
in accordance with internationally recognized standards. 
The principles set forth in US Human Rights laws, the 
United Nations’ Universal Declaration of Human Rights, 
the International Labor Organization’s Declaration on 
Fundamental Principles and Rights at Work, and the 
Ten Principles of the UN Global Compact guide our 
commitment.
Consistent with International Labor Organization 
Guidelines, we expect our business partners to follow all 
working age laws in their country of operation. They should 
comply with all local legal requirements for the work of 
authorized young workers, particularly those pertaining to 
hours of work, wages and working conditions. To ensure 
compliance, we expect them to keep a record of their 
employees’ ages, among other data.
Labor, Health and Safety Practices 
Our business partners are responsible for providing 
employees with a healthy and safe workplace. We expect 
them to meet or exceed all general workplace standards, 
including health and safety, environmental and labor 
standards complying with local and national regulations 
and consistent with International Labor Organization 
Guidelines. 
They should respect employees’ rights to Freedom of 
Association and Collective Bargaining, and we expect 
them to commit to employment that is free from forced 
labor or discrimination.  
The Environment
As a Company, we seek to reduce our negative effect on 
the environment. We expect our business partners to do 
the same. They should follow all local environmental laws, 
strive to improve their own environmental performance, 
and consider air emission control, hazardous substance 
management and training, pollution prevention, resource 
reduction, and wastewater and solid waste emissions 
control to reduce their environmental impact.  
Ethics
We hold all our business partners to a high ethical 
standard. Businesses should not engage in bribery, 
embezzlement, extortion or other corrupt practices. 
Business partners must never, even through third 
parties, accept or offer bribes or kickbacks to obtain or 
gain an unfair business advantage and must remain in 
compliance with foreign and domestic anti-corruption 
laws including the US Foreign Corrupt Practices Act 
(FCPA) and the UK Bribery Acts.
We provide a confidential hotline for anyone to report 
violations to our Supplier Code of Conduct.  Should a 
supplier violate our Code, we will evaluate the extent 
of the violation. When possible, we seek to work with 
suppliers to elevate their practices; however, we reserve 
the right to cease doing business with suppliers who 
violate our Code.
Compliance with Our Supplier Code of Conduct 
Suppliers, vendors, consultants, agents, contractors and 
their subcontractors, and other third parties must follow 
our Supplier Code of Conduct and observe the same 
high standards to which we hold ourselves. 
Violations to our Supplier Code of Conduct, our policies 
or the law can result in corrective action, up to and 
including termination of the business relationship. Under 
certain circumstances, our Compliance or Purchasing 
departments may be compelled to take measures they 
deem necessary to ensure full compliance with the 
Supplier Code, most notably by requesting responses to 
questionnaires or conducting (by an internal team or third 
party) specific audits at a business partner’s and their 
sub‑contractors’ premises. 
If it is determined that a business partner is not in 
compliance with our Supplier Code of Conduct, the 
business partner will be expected to promptly correct 
its actions to become compliant. Simpson Strong-Tie 
reserves the right to cease doing business with any 
business partner that does not follow our Supplier Code 
of Conduct.

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Highlights 
	• 2022 net sales of $2.12 billion increased 34.5% year over year. 
	• 2022 net income per diluted share of $7.76 increased 26.8% year over year. 
	• Average Non-Employee Director tenure, as of the date of our 2023 Annual Stockholders’ 
Meeting (April 26, 2023) is 11.6 years. 
	• Our Nominating and ESG Committee — formally our Nominating and Governance Committee — 
will provide Board-level oversight of our ESG performance.
Governance

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52 | Simpson Strong-Tie Environmental, Social, and Governance Report
Philip Donaldson
Celeste Volz Ford
James Andrasick
Jennifer Chatman
Felica Coney
Gary Cusumano
Chau Banks
Kenneth D. Knight
Robin Greenway MacGillivray
Michael Olosky
Board of Directors
Upholding sound corporate governance practices is a top 
priority for our Company’s Board of Directors. Directors 
represent shareholders’ interests and set the standard for 
our strong ethical culture.  
Shareholders elect all Directors on an annual basis and 
a majority vote standard is applied. The Board ensures 
alignment between the interests of shareholders and the 
Company’s operations. 
After our 2023 Annual Stockholders’ Meeting on April 
26, 2023, the Board is comprised of eight Directors, 
87.5% independent, and each of our Audit and Finance, 
Compensation and Leadership Development, and 
Nominating and ESG Committees is composed entirely 
of independent Directors. Mike Olosky, our new CEO as 
of January 1, 2023, joined the Board of Directors in 2022. 
Former CEO Karen Colonias remained on the Board until 
the 2023 Annual Stockholders’ Meeting.  
Our Corporate Governance Guidelines reflect the Board’s 
commitment to monitor the effectiveness of policy-making 
and decision-making and provide a framework for the 
governance of the Company. The Board maintains four 
committees:
	• Audit and Finance 
	• Compensation and Leadership Development 
	• Nominating and ESG 
	• Corporate Strategy and Acquisitions 
The first three committees consist entirely of independent 
Directors, and we maintain a split Chair/CEO leadership 
structure. Our independent Chair of the Board James 
Andrasick participates in setting the agenda for Board and 
Committee meetings and leads the Board’s self-evaluation 
process.  
The Board has a regular practice of assessing its own 
effectiveness as well as the diversity of skillsets of its 
members, the alignment of its areas of expertise with the 
Company’s strategy and priorities, and its stewardship of 
company performance.
To ensure diversity in the opinions and experiences 
at the Board level, we seek directors from a variety of 
backgrounds and with expertise in a variety of industries. 
Female Directors comprise 37.5% of all Directors and 
ethnically diverse Directors comprise 12.5% of all 
Directors. 
The Board is committed to holding itself to the highest 
ethical standard. It has adopted and oversees the 
enforcement of our Code of Business Conduct and Ethics, 
which governs the conduct of our business and affairs 
and requires strict compliance with applicable laws by all 
employees and management, including members of the 
Board. Simpson Strong-Tie management is responsible 
for, and the Board is committed to, ensuring the Company 
and its employees operate in a legal and ethically 
responsible manner and in conformity with the Code of 
Business Conduct and Ethics.  
Board Refreshment 
As of our 2023 Annual Stockholders’ Meeting, average 
Non-Employee Director tenure was 11.6 years. In early 2023, 
the Board sought to add two new Directors and prioritized 
diversity as one of the many candidate qualifications.
The Nominating and ESG Committee engaged with 
Heidrick & Struggles, an executive search firm, to assist in 
finding additional candidates who qualify as independent 
Directors under New York Stock Exchange rules.
While we do not have a formal policy with regard to 
diversity in identifying Director nominees, the Board 
believes that the backgrounds and qualifications of 
Directors, considered as a group, should provide a 
significant composite mix of experience, knowledge 
and abilities that will allow the Board to fulfill its 
responsibilities. Both gender and ethnic diversity are 
qualities that the Nominating and ESG Committee 
consider in its search for Director candidates. 
At our 2023 Annual Stockholders Meeting, Karen Colonias, 
did not stand for reelection and in June, 2023, two new 
Directors, Chau Banks and Felica Coney, joined the Board.
Ms. Banks has been the Chief Information and Data 
Officer at The Clorox Company since 2020. Prior to 
that, Ms. Banks was the Chief Technology and Digital 
Officer at Revlon, Inc., from 2018 to 2020; and was the 
Executive Vice President, Chief Information Officer and 
Channel Integration at New York & Company from 2013 
to 2017. Ms. Banks also currently serves as a Board 
Member of NextUp, a non-profit organization.
Ms. Coney is Vice President, Global Server Operations 
with Google, Inc. Prior to that she served as Vice 
President, Server Operations, Americas during her start 
with Google, Inc. in 2021. Prior to that, Ms. Coney was 
the Vice President, Walmart Supply Chain, Southeast 
Division at Walmart Inc., from 2019 to 2021; and held 
numerous roles as Vice President of Operations at Collins 
Aerospace from 2017 to 2019. Ms. Coney also serves 
as a member of the North Carolina A&T Engineering 
Advisory Board and as a member of the Albert Lepage 
Center for DEI. 
ESG Governance 
Sustainable, environmental and social responsibility is 
an important component of our business strategy. Our 
Board of Directors plays an essential role in overseeing our 
sustainability strategy and progress. 
Effective January 1, 2023, the Nominating and Governance 
Committee charter was revised to broaden the scope of 
the Committee’s responsibilities to include oversight with 
respect to the Company’s policies and programs that 
concern important environmental and social matters such 
as environmental sustainability, climate change, social 
justice, and diversity, equity and inclusion, and approved 
the change of the name of the committee from the 
Nominating and Governance Committee to the Nominating 
and ESG Committee, effective January 1, 2023. 
Beginning in 2019, our Legal team provides regular 
updates on sustainability performance to the Board. 
Sustainability performance is managed by our Legal team. 
Throughout the year, we engage with our stakeholders on 
topics important to them. In 2022, select members of our 
Board and management teams regularly engaged with 
stakeholders to discuss a variety of issues, including ESG. 
In addition, management regularly holds meetings with 
employees to discuss their concerns and the Company’s 
strategic direction.

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Political Contributions
It is against our policy to use corporate funds for political 
purposes. In 2022, the Company did not give money to 
any political candidates.  
Anti-Corruption Policy  
The Vice President of Legal is responsible for our 
anti-bribery and anti-corruption program. Company 
policy covers our requirements and expectations 
regarding business practices, including potential bribery, 
corrupt practices, accounting records, and business 
entertainment and gifts. A violation, or even an accusation 
of a violation, of any anti-corruption law can result in 
serious consequences for the Company and individuals 
involved. Employees are advised to consult with the Legal 
team, Global Compliance team or the CFO as appropriate 
when questions arise, rather than making any judgments 
or decisions on their own. 
Data Privacy and Security 
As our business increasingly relies on digital systems and 
the threat of cyberattacks grows, we have enhanced our 
cybersecurity defenses. Our Board of Directors oversees 
cybersecurity, and any incidents are reviewed at regular 
meetings, at least four times per year. In recent years, we 
have expanded our team of cybersecurity professionals, 
and we continue to purchase cybersecurity insurance to 
mitigate the risk of events.
To address cybersecurity, we developed our own 
framework based on a subset of NIST CTF, and we are 
increasing our coverage of this framework. We based our 
framework on a variety of compliance codes including 
PCI, HIPA, GDPR and CCPA. The edge-first approach 
covers employees who log in via VPN; however, we take 
steps to ensure that our middle network is covered. To 
understand and test our vulnerabilities, we collaborate 
with a third party to conduct penetration testing. As our 
business evolves as a substantial provider of software 
services, we perform security scans of code and third-
party APIs and consistently scan our technology solutions 
and services to ensure they are secure for our customers. 
Additionally, we currently take actions to educate our 
workforce on the importance of data security. In 2023, we 
will introduce a new training to educate our workforce on 
data privacy.
We will continue to remain in compliance with all 
cybersecurity and data privacy regulations in the regions 
in which we operate and to develop our program to meet 
the changing demands of the landscape.
UN SDG Index
Simpson Strong-Tie supports the UN Sustainable Development Goals (UN SDGs). Our business is well suited to 
make a positive impact on four of the 17 goals. Our ESG work aligns with UN SDGs #8 (Decent Work and Economic 
Growth), #9 (Industry, Innovation and Infrastructure), #11 (Sustainable Cities and Communities), and #12 (Responsible 
Consumption and Production).
We will continue to evaluate our impact on these four UN SDGs, as well as the extent to which we can positively 
affect any other UN SDGs. Our progress on the four SDGs where we believe we have the most direct impact is 
outlined below.
Goal #8
Decent Work and Economic Growth
Promote sustained, inclusive and sustainable economic growth, full and productive employment and 
decent work for all.
As of December 31, 2022, we employed 5,184 people compared to 3,971 on December 31, 2021. This 
represents a 30% year-over-year increase in headcount, some of which can be attributed to our acquisition of 
ETANCO. Our approach to decent work is driven by our belief that Everybody Matters (No. 5 among our Nine 
Principles of Doing Business). Our Health & Safety team works diligently to promote a safe working culture 
and environment. We have programs to train and educate our workforce and have initiatives to provide 
skills for people living in the communities in which we operate. To protect human rights within our sphere 
of influence, we encourage and support our suppliers and other business partners (collectively “business 
partners”) to act in accordance with internationally recognized standards. Finally, we are taking action to 
decouple economic growth from environmental degradation through energy, water and waste reduction 
projects.
UN SDG Targets Impacted 
Source
8.2 Achieve higher levels of economic productivity through 
diversification, technological upgrading and innovation, including through 
a focus on high-value added and labour-intensive sectors.
•	Innovation on strongtie.com
8.4 Improve progressively, through 2030, global resource efficiency in 
consumption and production and endeavour to decouple economic 
growth from environmental degradation, in accordance with the 10-
Year Framework of Programmes on Sustainable Consumption and 
Production, with developed countries taking the lead.
•	2022 ESG Report: 
Environmental Pillar
8.5 By 2030, achieve full and productive employment and decent work 
for all women and men, including for young people and persons with 
disabilities, and equal pay for work of equal value.
•	2022 ESG Report: Value No. 5: 
Everybody Matters (Diversity, 
Equity and Inclusion)
•	Equal Pay
8.6 By 2020, substantially reduce the proportion of youth not in 
employment, education or training.
•	2022 ESG Report: Training and 
Development
•	Construction Trades Education 
program
8.8 Protect labour rights and promote safe and secure working 
environments for all workers, including migrant workers, in particular 
women migrants, and those in precarious employment.
•	2022 ESG Report: Position on 
Human Rights
•	2022 ESG Report: Health & 
Safety

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56 | Simpson Strong-Tie Environmental, Social, and Governance Report
Goal #9
Industry, Innovation and Infrastructure
Build resilient infrastructure, promote inclusive and sustainable industrialization and 
foster innovation.
Our mission is to provide solutions that help people design and build safer, stronger structures. With the rise 
in extreme weather events and the occurrence of other disasters like earthquakes, our solutions improve 
the resiliency of structures and communities around the world. Further, we produce retrofitting solutions 
that improve the longevity of current structures. Most of our products are developed through an internal 
research and development program. Our Engineering, Sales, Product Management, and Marketing teams 
work together with architects, engineers, building inspectors, code officials, builders and customers in the 
new product development process. Since at least 2006, we have generally developed 15 to 35 new products 
every year. In 2022, through our research and development efforts, we developed over 40 new products, 
expanding our product offerings.
UN SDG Targets Impacted
Source
9.1 Develop quality, reliable, sustainable and resilient infrastructure, 
including regional and transborder infrastructure, to support economic 
development and human well-being, with a focus on affordable and 
equitable access for all.
•	2022 ESG Report: Climate
•	2022 ESG Report: Green 
Building
•	System for Reinforcement on 
strongtie.com
9.2 Promote inclusive and sustainable industrialization and, by 2030, 
significantly raise industry’s share of employment and gross domestic 
product, in line with national circumstances, and double its share in least 
developed countries.
•	2022 Annual Report: To our 
stockholders, customers, and 
employees.
9.4 By 2030, upgrade infrastructure and retrofit industries to make 
them sustainable, with increased resource-use efficiency and greater 
adoption of clean and environmentally sound technologies and industrial 
processes, with all countries taking action in accordance with their 
respective capabilities.
•	2022 ESG Report: Green 
Building
•	2022 ESG Report: Climate
9.5 Enhance scientific research, upgrade the technological capabilities 
of industrial sectors in all countries, in particular developing countries, 
including, by 2030, encouraging innovation and substantially increasing 
the number of research and development workers per 1 million people 
and public and private research and development spending.
•	2022 ESG Report: Chemicals
•	2022 Annual Report: New 
Products
Goal #11
Sustainable Cities and Communities
Make cities and human settlements inclusive, safe, resilient and sustainable.
Our products are installed into infrastructure projects around the world. We design and manufacture products 
including moment frames, shearwalls, structural connectors, anchors, fasteners and fiber-reinforced 
polymers to keep structures safe and strong. Our products help ensure that structures remain intact 
and usable after certain disasters, mitigating economic, environmental and community impact. With our 
introduction of the Carbophalt™ and Glasphalt™ asphalt reinforcement grids, our customers can build roads 
that are stronger and more economical. Further, our solutions are proven to extend the service life of roads, 
highways and other heavy-use areas. 
UN SDG Targets Impacted
Source
11.2 By 2030, provide access to safe, affordable, accessible and 
sustainable transport systems for all, improving road safety, notably by 
expanding public transport, with special attention to the needs of those 
in vulnerable situations, women, children, persons with disabilities and 
older persons.
•	Carbophalt on strongtie.com
11.5 By 2030, significantly reduce the number of deaths and the number 
of people affected and substantially decrease the direct economic losses 
relative to global gross domestic product caused by disasters, including 
water-related disasters, with a focus on protecting the poor and people 
in vulnerable situations.
•	2022 ESG Report: Green 
Building
•	2022 ESG Report: Climate
Goal #12
Responsible Consumption and Production
Ensure sustainable consumption and production patterns.
At Simpson Strong-Tie, we operate in a safe and environmentally responsible manner to benefit society, the 
economy and the environment. We’re committed to continually improving the efficiency of our resource use 
to lessen our environmental impact. We recognize the important role we play in safeguarding our natural 
environment and are committed to designing and manufacturing products with environmental conservation 
in mind. Within our operations, we are taking action to reduce the consumption of natural resources and 
to increase our rate of recycling and, to evaluate the life-cycle impact of our products, we are currently 
conducting Environmental Product Declarations on several of our product lines. Through Safety Data Sheets, 
we provide information as to how our products can be safely disposed.
UN SDG Targets Impacted
Source
12.2 By 2030, achieve the sustainable management and efficient use of 
natural resources.
•	2022 ESG Report: Environment 
Pillar
12.4 By 2020, achieve the environmentally sound management of 
chemicals and all wastes throughout their life cycle, in accordance with 
agreed international frameworks, and significantly reduce their release to 
air, water and soil in order to minimize their adverse impacts on human 
health and the environment.
•	2022 ESG Report: Chemicals
12.5 By 2030, substantially reduce waste generation through prevention, 
reduction, recycling and reuse.
•	2022 ESG Report: Waste
12.7 Promote public procurement practices that are sustainable, in 
accordance with national policies and priorities.
•	2022 ESG Report: Position on 
Human Rights 
•	2022 ESG Report: Labor, 
Health and Safety Practices
•	2022 ESG Report: Compliance 
with Our Supplier Code of 
Conduct 
12.8 By 2030, ensure that people everywhere have the relevant 
information and awareness for sustainable development and lifestyles in 
harmony with nature.
•	2022 ESG Report: Chemicals
•	Innovation on strongtie.com

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SASB Index
Industrial Machinery and Goods
SASB Code
Metric
Response
RT-IG-130a.1
(1) Total energy consumed, (2) percentage grid 
electricity, (3) percentage renewable
In 2022, our total energy consumed was 311,281 GJ, the percentage 
of electricity procured from the grid was 98.3%, and the percentage 
of renewable energy was 3.7%.
RT-IG-320a.1
(1) Total recordable incident rate (TRIR), 
(2) fatality rate, and (3) near miss frequency rate 
(NMFR)
In 2022, our TRIR was 1.57, we had zero fatalities, and our NMFR 
was 5.6.
RT-IG-410a.1
Sales-weighted fleet fuel efficiency for medium- 
and heavy-duty vehicles
Most products we produce do not consume energy while in use. 
While we do have product lines, such as EstiFrame and Quik Drive
®, 
that consume electricity, this is a small portion of our overall 
operations. We do not manufacture medium- or heavy-duty vehicles.
RT-IG-440a.1
Description of the management of risks 
associated with the use of critical materials
Our products require many raw materials, each is critical to the 
manufacturing process. Therefore, a restriction in supply of any 
individual input can halt production. 
However, most critical materials we source, including steel, are 
commodities. Thus, we seldom face limits on availability, though we 
may encounter rising costs. We operate in a competitive environment 
and should commodity prices increase, our industry peers will face 
similar market conditions. As a result, we will not be at a competitive 
disadvantage.
In certain instances, we engage in hedging activities to guard against 
the fluctuation of commodity prices.
To reduce the risk of short-term supply restrictions, we keep 
inventory of raw materials upon which we can draw. In addition, if the 
supply of a material becomes restricted, we prioritize the SKUs that 
are most important to our customers and business. Lastly, wherever 
possible and particularly with a single-sourced critical material, we 
will diversify the vendor base for that material.
RT-IG-440b.1
Revenue from remanufactured products and 
remanufacturing services
Three of our products are CDPH Standard Method Certified: 
SET‑3G™, SET-XP
® and AT-XP
®. In 2022 these products represented 
1.9% of Simpson Strong-Tie’s total revenue.
Building Products and Furnishings
SASB Code
Metric
Response
CG-BF-250a.1.1
Discussion of the business and operational 
processes it employs to assess and manage 
potential risks and hazards associated with the 
use of materials, chemicals, and substances 
(hereafter “chemicals”).
For chemicals that may be detected at certain levels in the 
company’s finished products, we have set company processes 
and procedures to adhere to proper communication of hazards. 
We base this communication on the Globally Harmonized System 
of Classification and Labeling of Chemicals. Product information 
is communicated to employees and customers through Safety 
Data Sheets (SDS). SDS discuss composition, hazards, first aid, 
handling and storage instructions, and additional national standard 
classifications. All product SDS are available on our website. 
We pay close attention to chemicals used in the manufacturing 
process. Our safety procedures apply to chemicals that are used for 
facility maintenance and used in our finished goods. We use SDS to 
determine appropriate handling, storage, and PPE needed to keep 
employees and equipment safe.
CG-BF-250a.1.2
Description whether its approach to chemicals 
management is characterized by a hazard-
based, risk-based, or other approach
Our chemical management processes use both a hazard and 
risk-based approach. Hazard-based aspects are used when taking 
information from the SDS about human health and environmental 
toxicological information. We pay close attention to exposure rates and 
levels to ensure we are well within safety parameters. We use a risk-
based approach when assessing the impact of prolonged exposure to 
a chemical and how to either prevent exposure or change procedure, 
use PPE, or substitute chemicals to lessen hazards. We will never 
use any chemical or material that is considered extremely hazardous 
to human health or the environment and we continually look for less 
hazardous chemicals as substitutes.
CG-BF-250a.1.3
Operational processes employed for chemicals 
management
To maintain safe working conditions for our employees, we have 
safeguards in place to reduce the use of chemical materials and 
ensure that the chemical materials used are handled safely. We 
take a holistic approach to hazardous substance management and 
address challenges through the full life cycle of a product. Our R&D 
team ensures certain environmental or health hazardous chemicals 
are omitted from our product formulas. Beginning in the research 
and development phase, we consult with our Environmental, Health 
and Safety (EHS) team to understand the impact of a chemical and 
whether it is suitable for our product. Only when materials have been 
cleared by the EHS team do we procure.
Throughout the process, our Product Management team works 
with our Safety team to ensure correct labeling and marketing of our 
products. When the bill of materials and formulations are finalized, 
we communicate known hazards and obtain the correct PPE for 
our employees. We are working to track chemical replacements to 
formally document this process.
CG-BF-250a.1.4
Approach to chemicals management in the 
context of each stage in its products’ life cycles
From procurement to finished goods, we follow our raw materials 
through their life cycle. When R&D tests for chemicals, they examine 
the associated chemical hazards. After consulting the Safety team 
and going through the testing process for chemical performance, we 
then move to procuring raw materials in bulk. Once raw materials are 
obtained, they are properly labeled, hazards are communicated to 
production employees, and steps for correct handling are provided, 
if needed. Storage is based on SDS and raw material manufacturer 
recommendations. While production begins for finished goods, 
SDS are created and published, and the Safety team works with the 
Marketing department to ensure hazards and any additional required 
HAZMAT information is included with labels and packaging. 
While we do not use any specific assessment tool to track hazards, 
our R&D department assesses the environmental and physical 
hazards associated with any new chemical products. We also 
periodically reevaluate chemicals and will never source a more 
hazardous substance if a material is in short supply.

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60 | Simpson Strong-Tie Environmental, Social, and Governance Report
Building Products and Furnishings
SASB Code
Metric
Response
CG-BF-250a.1.5
Description of chemical prioritization for 
reduction and/or elimination from its products.
See chemicals section.
CG-BF-250a.1.6
Third-party verification of chemical content.
Testing is performed on each batch of every product. Exact testing 
is product-dependent and can include: FTIR, gel time, viscosity, 
density, and adhesive pull-off strength. FTIR is the most rigorous 
of these for chemical composition — spectra is evaluated from 
4,000 cm to 650 cm, measured every 4 cm. Passing criteria is 
a correlation coefficient of 0.999 or better, which represents a 
consistent chemical content greater than 99% of all batches of 
that product. NSF audits our quality records and tests our listed 
products annually. UL, ICC-ES, or IAPMO audits our quality records 
semi-annually. Some products are audited by multiple agencies. For 
products that are code-listed, the agency or agencies that audit and 
test our materials are listed online and in our product catalogs.
CG-BF-250a.1.7
Chemicals management policies and practices 
by geographic region.
Throughout our operations, our products are subject to regulatory 
compliance, which leads to many similarities globally. We adhere 
to GHS for our classification and labeling, but our procedures 
differ slightly in different regions. At our European production 
sites, Hazard Communication varies. We set different rules set by 
additional governing entities. Our concrete business unit requires the 
most attention to chemical hazards. Other business segments use 
chemicals for maintenance and coatings.
CG-BF-250a.1.8
Identified chemicals for reduction or elimination.
We currently do not have any chemicals that we have actively 
identified for change. 
The company is working on establishing a procedure to identify and 
document chemical changes. We currently have no specific products 
that require this. 
We pay close attention to IARC Monographs/Annex XVII to for listed 
chemicals and do not use these substances.
CG-BF-250a.2
Percentage of eligible products meeting volatile 
organic compound (VOC) emissions and content 
standards
Simpson follows CDPH Standard Method v1.2 Compliance Certified 
by UL for three of our products: SET-3G™, SET-XP
® and AT-XP
®.  
CG-BF-410a.1
Description of efforts to manage product life 
cycle impacts and meet demand for sustainable 
products
Simpson Strong-Tie is currently working with a third party to conduct 
life cycle assessments several product lines.
CG-BF-410a.2
(1) Weight of end-of-life material recovered, 
(2) percentage of recovered materials recycled
In 2022, Simpson Strong-Tie recycled 14,543 pounds of steel.

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