OUR KEY PERFORMANCE INDICATORS PRINCIPAL RISKS AND UNCERTAINTIES 1 Revenue 1 Macroeconomic and political instability     2 Wholesale volumes 2 Brand/reputational damage     3 Operating profit 3 Technological advancement     4 Adjusted EBITDA 4 Climate change     S 5 5 Liquidity S TR Net Debt   TR   6 Net Debt to adjusted EBITDA 6 Impairment of capitalised development costs A     A TE 7 Free cash flow 7 Compliance with laws and regulations TE     G 8 Quality 8 Talent acquisition and retention G I     I C C R 9 Health & Safety Accident Frequency Rate 9 Programme delivery R     E 10 E Achieving financial and cost-reduction targets   P P O 11 Cyber security and IT resilience O   R 12 R T Supply chain disruption T   G G O O VE P O VE I U R LL R Our promise, Racing. Green. Our world class talent R NAN A NAN R S C C E E F G S O F I OA TR U Deepen the integration of sustainability into our business and Attract and retain a talented and skillful team with experience I NAN A R NAN L TE improving our performance through our Racing. Green. strategy and understanding of the ultra-luxury automotive sector, C S focused on building a collaborative and cross-functional way C IAL G IAL I S C of working S T T A T A H C – Signed a strategic supplier agreement with Lucid for access to – Launched new Company Values of Unity, Openness, Trust, A T I H T E S YI industry-leading technologies in a long-term relationship Ownership and Courage through an internal and external E M EV M E E whereby Lucid will supply select powertrain components for campaign, with training delivered for 1,972 employees and E N A E N T R M initial and future BEV models 181 contractors T S EN – Project ELEVATION, a six-partner collaborative research and – Supporting our colleagues with the higher cost of living through S T development project led by Aston Martin received £9 million pay rises approved by the Remuneration Committee S – Continued our commitment to the SBTi – Held Aston Martin’s first-ever Leadership Conference, aligning F F U – Achieved carbon neutral manufacturing at our Gaydon and senior management on the Company’s strategy and direction U R R T St Athan facilities – Made changes to our organisational structure and operational T H H E – The Company’s sustainability strategy Racing. Green. now improvements focused on enhancing quality and overall E R R INF expands to offsetting Scope 1 and Scope 2 emissions through efÏciencies INF Gold Standard verified projects – Increased employment at our Gaydon headquarters, with the OR – Made progress in reducing our environmental impact, following creation of more than 100 jobs in our manufacturing facility OR M business-wide initiatives to reduce CO emissions from its supporting the launch of our next generation of sports cars M 2 A A T manufacturing processes and wider supply chain – Continued to invest in our world-class team supporting our T I I ON – Continued our commitments to only use renewable electricity at strategic pillars, including the appointment of a Chief Industrial ON Gaydon and St Athan manufacturing facilities, and installed solar OfÏcer, Chief Procurement OfÏcer, and BEV Chief Engineer panels at Newport Pagnell – Expanded our employee communications and listening – Started the decarbonisation of our UK supply chain with the use programme including the staging of regular all-company of Bio-LNG trucks Town Halls and leadership roundtables – Held employee Open Weekend at Gaydon headquarters, attended by more than 10,000 employees, family and friends F F O O – Work towards net-zero manufacturing facilities and a 30% – Strengthen workforce skills, knowledge and capability and R 2C U reduction in supply chain emissions by 2030 fostering engineering excellence and passion within our corporate 0 S – By 2025 we aim to achieve zero single-use plastic packaging from DNA 2 4 + our manufacturing facilities and to reduce our water consumption – Increase the culture of inclusion leveraging the Aston Martin by 15% compared to 2019 values, building awareness through education and measuring – Enhancing our gender diversity aspiration, targeting women in through qualitative data 25% of leadership positions by 2025 and in 30% of leadership – Improve colleague engagement and alignment by becoming a positions by 2030 “Great Place to Work” by 2025 – Improving biodiversity at our manufacturing facilities – Continue building a workplace and culture where all our people feel connected to Aston Martin’s purpose, where they have a voice and can develop to reach their full potential LINK TO KPIS: 3 4 8 9 LINK TO KPIS: 8 9             LINK TO RISKS: 1 3 4 7 9 10 11 12 LINK TO RISKS: 5 8 9 10 11                           ASTON MARTIN LAGONDA ANNUAL REPORT AND ACCOUNTS 2023 33