S S TR TR A A TE TE G G I I C C R R E E P P O O R R T T G G O “No one builds O VE Operational Go-to- VE an Aston Martin R excellence market R NAN on their own” NAN C C E E F Quality organisation Intensity. Driven. brand identity Building cross-functional, F I I NAN transformed and strengthened positions the brand at the multi-project teams and NAN with highly experienced crosshairs of ultra-luxury and consistent one-team “Ways of C C IAL management hires high-performance; supported Working” across the business IAL S complementing a vastly by strategic marketing that encourage collaboration S T experienced team initiatives intended to drive and innovation across T A A T new levels of brand awareness, organisational boundaries T E E M New model launch function attract new customers, increase M E loyalty and exclusivity, and build E N transformed to lead the overall Building a performance driven, N T a stronger community T S build strategy and product ultra-luxury focused workforce, S introduction culture and mindset, harnessing Creating long-term Building on strong retail agility, efÏciency and speed sustainable value F distribution, and an ultra-luxury supported by a company-wide F U Culture of continuous for our stakeholders U R improvement embedded, blend of physical and digital performance bonus approach, R T T H enhancing efÏciency, cost and customer experience incorporating key financial and H E E R quality, including the utilisation quality targets Our business is focused on delivering R INF of a pilot line and additional Experienced dealer partners shareholder value and continuing our INF OR quality inspection points with knowledge of the Creating a fulfilling and purpose to create vehicles with the ultimate OR M throughout the build process ultra-luxury segment in all key rewarding experience that technology, precision and craftsmanship M A growth markets globally, with attracts and retains talent, that deliver thrilling performance and a A T T I I ON New practices adopted with the consistent application of our unlocking the potential of our bespoke, class-leading customer experience ON suppliers to optimise the supply corporate identity aligned to people to grow and deliver chain and mitigate disruption to ultra-luxury environment and excellence READ MORE ON OUR STAKEHOLDERS production product portfolio ON PAGES 24-27 Strengthening workforce skills, Renewed supply strategy in Leveraging a demand- knowledge and capability place to develop strategic and driven business model that through ongoing investment sustainable partnerships to strengthens the order book, in our people and training. improve supply chain resilience, supports stronger pricing Fostering engineering quality and performance dynamics and controls excellence and passion within inventory our corporate DNA We are committed to our ambition on tackling climate change and the Science Based Targets Initiative (‘SBTi’) Net-Zero Standards. We have a goal of becoming a world-leading sustainable ultra-luxury business as we develop alternatives to ICE with a blended drivetrain approach between 2025 and 2030, including PHEV and BEV, with a clear plan to have a line-up of electric sports cars and SUV. ASTON MARTIN LAGONDA ANNUAL REPORT AND ACCOUNTS 2023 31