S S TR The CEO’s 2023 bonus payment will be delivered 50% in cash and 50% in shares, deferred for three years (as he is yet to meet his shareholding guideline). As TR A set out on page 116, the CFO had met his shareholding guideline during the year and so the Committee determined that his bonus would be paid 100% in cash. A TE TE G G I Maximum bonus Performance 2023 2023 2023 I C opportunity measures/ Level of 2023 bonus payment bonus payment bonus payment C R Annual bonus for FY2023 R (% of salary) targets achievement (% of maximum) (% of salary) (£’000s) E E P Amedeo Felisa* 200% Group KPI See table on 34% 68% £608 P O O R Doug Lafferty 150% targets previous page 34% 51% £238 R T T * 50% of Amedeo Felisa’s net 2023 bonus payment will be delivered in shares, deferred for three years G G O In determining this outcome, the Committee noted that the Group KPI scorecard applied to the 2023 bonus for all employees and that the outcome at 34% O VE VE of maximum was considered a positive result, recognising how hard the team had worked and the significant continued progress made on the business plan R R NAN and achievements during 2023, including the DB12 launch. NAN C ANNUAL BONUS FOR FY 2024 C E As detailed in the Committee Chair’s letter, the 2024 annual bonus will include a Group scorecard of performance measures aligned with our business plan. E For 2024, we are making some important changes to the Group KPI scorecard to incorporate an additional ESG performance measure focused on the safety F of our people. The Board spent time considering what would be the most appropriate ESG metric, and decided to focus on our safety performance as the F I I NAN starting point, with safety being the foundation of any high performing manufacturing business and the importance of everyone across the workforce NAN C focusing on keeping each other safe. C IAL IAL S While we recognise that the weighting on ESG is relatively low compared to market practice, we believe that this is the right approach as we continue to S T T A embed our approach to ESG across the business. We are committed to demonstrating progress over time given its strategic importance and so we will A T T E continue to keep the weighting, measures and inclusion of ESG metrics in the annual bonus and / or LTIP under review as we evolve our approach. E M M E E N N T The 2024 Group KPI scorecard is set out in the table below, the actual targets remain commercially sensitive and will be disclosed retrospectively in the 2024 T S DRR, when the 2024 performance year is complete. S F Group KPI scorecard to apply to 2024 annual bonus F U Area Profit Cash Volumes Quality ESG U R R T T H Measure Adjusted Free Cash Flow Wholesale In-house (CPA) Safety (AFR) H E EBITDA (FCF) volumes External (warranty) E R R INF Weighting 50% 20% 10% 15% 5% INF OR OR M These Group KPI measures are aligned with our Company KPIs as set out in the Strategic Report on pages 34 and 35. The Committee has selected the ESG M A measure of Accident Frequency Rate (AFR) – this is a reported, well-established KPI which ensures we are able to define a target that is quantifiable and A T T I I ON measurable, and clearly aligned with our strategy and the goals we have committed to in our 2024 Sustainability Report. ON We believe this Group KPI scorecard includes the right balance of measures to make progress during 2024 towards delivering our long-term strategy. Full details of our Sustainability strategy, Racing. Green., including our ESG goals can be found in our 2024 Sustainability Report at www.astonmartinlagonda. com. The Committee will continue to have the discretion to adjust bonus outcomes to ensure they are appropriate and reflect underlying business performance/ any other relevant factors. LONG-TERM INCENTIVE PLAN The following section sets out details of: – 2023 LTIP awards granted during FY 2023 – 2023 DBSP awards granted during FY 2023 – Approach to 2024 LTIP awards – CEO 2022 LTIP share award – adjustment to take account of the 2022 open offer ASTON MARTIN LAGONDA ANNUAL REPORT AND ACCOUNTS 2023 113