S S TR DIVERSITY AND INCLUSION Independent Non-executive Directors), thereby comprising 50%. TR A The Board acknowledges that the Board’s perspective and approach 67% of our Independent Non-executive Directors are female. A TE can be greatly enhanced through diversity of gender, social and ethnic TE G G I I C backgrounds, cognitive and personal strengths, tenure and relevant (ii) None of our senior Board positions are filled by women. When the C R experience. There is also a recognition that to deliver the Company’s R vacancy for a Chief Executive OfÏcer, Chief Financial OfÏcer, Chair E E P strategy it is important to promote a high-performing culture, or Senior Independent Director arises, a diverse search will be P O O R characterised by a diverse and inclusive workforce. Diversity and undertaken and a selection made on all relevant criteria. R T inclusion bring new ideas and fresh perspectives which fuel innovation T and creativity. The Committee considers diversity, in its widest sense (iii) We exceed the requirement that at least one Director should be G (and not limited to gender), during Board composition reviews and from a minority ethnic background. Our Board is diverse in G O O VE the development of recruitment specifications in connection with background and includes Chinese and Saudi Arabian Directors. VE R appointment of new Board members. R NAN The Board will continue to promote diversity at Board and Executive NAN The Committee notes the new Listing Rule targets on diversity which Committee level and throughout the business. The Company C C E we are required to report on for the first time in our Annual Report this acknowledges that it needs to improve diversity at leadership level E year. The targets are: (i) at least 40% of the Board should be women; and this will be a continued focus for the Committee. For gender (ii) at least one of the senior board positions (the Chair, Chief Executive balance of senior management and their direct reports, please see F F I OfÏcer, Senior Independent Director and/or Chief Financial OfÏcer) page 53. The Committee monitors the talent pipeline to ensure we I NAN NAN should be a woman; and (iii) at least one member of the board should have a diverse succession pool of talent being developed and C be from a minority ethnic background. importantly maintained at all levels of the business. Maintaining a C IAL diverse workforce is as important as diverse recruitment and the IAL S Taking each target in turn: Committee will focus on overseeing the work being carried out by the S T T A business to achieve this. A T T E (i) We do not meet the requirement that 40% of the Board are women. E M M E Our Board currently stands at 27% female. The composition of our COMMITTEE PERFORMANCE EVALUATION E N N T Board is unique, with seven Shareholder Representative Directors The Committee was evaluated as part of the internal effectiveness T S appointed. Therefore, we state in our Board Diversity Policy that review of the Board and its Committees (details of which can be found S we seek to maintain as a minimum, 40% of Board members not on pages 92-93). F F U subject to significant shareholder appointments to be women, U R R T provided this is consistent with the prevailing skills and diversity The Committee also reviewed its own performance and was satisfied T H H E requirements of the Company as and when seeking to appoint a that it continued to perform effectively and was rated highly by the E R R INF new Director. Consequently, under our Board Diversity Policy, as at members. A key continued focus for the Committee for the year ahead INF the date of this Report, there are four women out of eight relevant is succession planning at Executive Committee level. OR Board members (being the two Executive Directors and six OR M M A A T T I I ON BOARD AND EXECUTIVE MANAGEMENT DIVERSITY ON Prepared in accordance with UK Listing Rule 9.8.6R(10) as at 31 December 2023. 1 Gender identity or sex Number of senior Number positions on the Number in Percentage of of Board Percentage Board (CEO, CFO, executive executive members of the Board 2 management SID and Chair) management Men 11 73% 4 8 100% Women 4 27% 0 0 0% Other categories – – – – – Not specified/prefer not to say – – – – – Ethnic background Number of senior Number positions on the Number in Percentage of of Board Percentage Board (CEO, CFO, executive executive members of the Board 2 management SID and Chair) management White British or other White (including minority-white groups) 12 80% 4 8 100% Mixed/Multiple Ethnic Groups – – – – – Asian/Asian British 1 6.7% – – – Black/African/Caribbean/Black British 1 6.7% – – – Other ethnic group, including Arab 1 6.7% – – – Not specific/prefer not to say – – – – – Notes: 1 The data reported is on the basis of gender identity. 2 Excludes Executive Directors. ASTON MARTIN LAGONDA ANNUAL REPORT AND ACCOUNTS 2023 97