SUSTAINABILITY REPORT 2015 SUSTAINABILITY REPORT 2015 03

CONTENTS

KEY FACTS...... 07 ENVIRONMENTAL SUSTAINABILITY...... 37

Financial Summary...... 10 Environmental Policy...... 39

ASTON MARTIN OVERVIEW...... 13 Site Expansion...... 40

Current Model Line Up...... 14 Investing in e-mobility...... 41

Business Review and Financial Summary...... 16 SUPPLY CHAIN SUSTAINABILITY...... 43

Global Sales...... 19 Responsible Procurement Guide...... 45

Management Structure...... 20 Supply Chain Management...... 46

Global Operations...... 22 HEALTH & WELLBEING...... 49

Ethics ...... 24 Employer of Choice...... 50

Collaboration with Trade Associations...... 25 Community...... 50

COMMUNITY & STAKEHOLDER ENGAGEMENT...... 27 Human Rights...... 50

Stakeholders...... 28 Health & Safety Management...... 52

Brand Power...... 29 ABOUT THE REPORT...... 54

Analysing the Key Aspects of Corporate Social Responsibility (CSR)...... 30 Materiality Analysis Steps...... 31 Materiality Chart...... 32

Charitable Contributions...... 34 04 ASTON MARTIN SUSTAINABILITY REPORT 2015 05

FOREWORD

As Aston Martin enters its 103rd year the company is in a transition between its first and second century. This transition is set out in the company’s Second Century Plan, which aims to see the business become a sustainable luxury business. Over the duration of the Second Century Plan we will invest heavily in new products, facilities and research and development. The focus of our Second Century Plan is to make Aston Martin a sustainable luxury business, which includes the promotion of responsible and sustainable economic growth. This commitment has led us to develop an integrated Corporate Social Responsibility Strategy for the business and the publication of our first Sustainability Report. The report drafted in accordance with the principles set out by the UN Global Compact and Global Reporting Initiative’s G4 guidelines, highlights our ambitions in four key areas; Environmental Sustainability, Community & Stakeholder Engagement, Health & Wellbeing and Sustainable Supply Chain. The passion and commitment of our people is a key driving force to our success, and we are committed to investing in both our current employees and the future through our apprentice and graduate programmes. The safety of our people remains paramount, with all sites certified to the international health & safety standard OHSAS 18001. This year marks a significant achievement as we were awarded our fourth Sword of Honour, by the British Safety Council. With a new manufacturing site in St Athan, South Wales on the horizon and investment in new products such as the all-electric RapidE, we have a great opportunity to improve on our already impressive environmental record. Aston Martin’s commitment to combat slavery in our supply chain pre‑dates the UK’s Modern Slavery Act. As part of that commitment, we continually strive to uphold our high standards throughout our supply chain. In accord with the Modern Slavery Act, we’ll be publishing a report on this next year. I believe that our commitment to sustainability will drive long-term shareholder value and ensure develops into a Sustainable Luxury Business. I would therefore encourage you to read the first Aston Martin Lagonda Sustainability Report and I look forward to updating you on our progress next year.

Dr. Andy Palmer CMG President and Chief Executive Officer 06 ASTON MARTIN SUSTAINABILITY REPORT 2015 07

01 KEY FACTS 08 ASTON MARTIN SUSTAINABILITY REPORT 2015 09

KEY FACTS

l The only independent British luxury automotive manufacturer l Founded in London in 1913 by and Robert Bamford

l Motor racing heritage (Aston Hill Climb, Le Mans and Formula 1) PRODUCED 80,000 WITH OVER 95% STILL IN EXISTENCE l Produced 80,000 cars with 95% still in existence l Historically, half of all Aston Martins have been sold in the UK FOUNDED IN % l Around 2,000 cars delivered to BRICS countries 99.07 l 162 Global Locations SCORE IN BSC FIVE STAR HEALTH & SAFETY MANAGEMENT SYSTEMS AUDIT l Over 2,200 employees around the world l We provide over 700 tours a year, welcoming over 4,000 visitors at our Gaydon factory l International Safety Award received for seven consecutive years, 162 including achieving the fourth British Safety Council Sword GLOBAL LOCATIONS of Honour l 99.07% score in BSC Five Star Health & Safety Management Systems Audit WE PROVIDE OVER 700 TOURS A YEAR

l Accident Incident Rate 91% below the National 1913 Average for our sector EMPLOYEES l 50% reduction in minor accident* rate year on year + AROUND 2,200 THE WORLD

* first aid treatment required but no lost time was involved 10 ASTON MARTIN SUSTAINABILITY REPORT 2015 11

FINANCIAL SUMMARY

Heaviest ever R&D investment demonstrates confidence in Second Century Plan

FINANCIAL Sales up year on year PERFORMANCE HIGHER THAN consecutive quarter TARGET delivered in line with or higher than target Successful launch and Strong order book for sales of special limited DB11, significantly series products such exceeding expectations as Aston Martin Vulcan FY adjusted EBITDA of and GT12 12 ASTON MARTIN SUSTAINABILITY REPORT 2015 13

02 ASTON MARTIN LAGONDA OVERVIEW 14 ASTON MARTIN SUSTAINABILITY REPORT 2015 15

ASTON MARTIN LAGONDA OVERVIEW

DB11 Aston Martin, an iconic British marque of unrivalled heritage has entered its second century. With fresh investment, a new Chief Executive Officer and the strongest model line-up in the company’s history, the company now looks to an exciting future. Founded in 1913 by Robert Bamford and Lionel Martin from a humble workshop on Henniker Mews in London, their vision was to develop cars with impeccable design and supreme performance. These cars captivated the public’s imagination and still command the same emotive fascination over 100 years later.

Rapide S Today, Aston Martin is the only This new luxury business will have Current Model Line Up independent British luxury automotive a broader portfolio of products manufacturer, championing not only offering cutting-edge technologies, DB11 (Coupe) breakthroughs in cutting edge design combined with the very best of Rapide S (Four-door Sports Saloon) such as the new DB11, but also design and British craftsmanship, new technologies through research, a key aspect synonymous with the Vanquish (Coupe and Volante) development and deployment of Aston Martin brand. lightweight materials and powertrain V12 Vantage S (Coupe and Roadster) solutions. The company acts as an These new products are being V8 Vantage S (Coupe and Roadster) essential bridge for the migration of developed under the largest investment technology from the race track to plan in the company’s history. the road. By the end of this decade, all sports cars in the current range will be replaced, Powertrains Vanquish Being independent is not without starting with the new DB11, with each 4.7 V8 (Vantage) its unique challenges as every other of these models having a striking level of similarly-sized luxury/sport design differentiation while still remaining 6.0 V12 (Rapide, Vanquish, Vantage) manufacturer is part of a much larger unmistakeably an Aston Martin. (DB11) corporation, enabling them to access to Added to this will be up to three 5.2 V12 Twin Turbo ‘off-the-shelf’ technical solutions from additional model lines taking the

their parent group or to pool their CO2 company into new market segments. emissions against lower emitting vehicles in their group brand portfolio. These additional products will underpin the company’s future growth and The future for Aston Martin is bright sustainability and making it more under new President and CEO Dr. Andy globally relevant. Palmer CMG, who took over the helm of V12 Vantage S the company in late 2014. Dr. Palmer’s first task upon joining Aston Martin was to set about reinventing the company as a sustainable luxury business.

V8 Vantage S 16 ASTON MARTIN SUSTAINABILITY REPORT 2015 17

BUSINESS REVIEW AND FINANCIAL SUMMARY

Aston Martin’s Second Century Plan defines a Aston Martin Second Century Plan strategy targeted at building a sustainable future Realisation of the Second Century Plan started in 2015 through a number of activities for the company in the luxury automotive sector. aimed at stabilising the business and creating sustainable business with firm foundations There are three key phases to this strategy: for the future. This was focused through six Stabilisation, Core Strengthening and Portfolio key areas: Expansion. 2015 marked the first step on this 1. Profitability: Exceeding the budget strategy with our primary focus on business through implementation of profit improvement stabilisation as demonstrated through our workstreams throughout the business stabilisation of volumes. 2. Organisation: Lean re-organisation to support the Second Century Plan and new In the last quarter of 2015 we implemented management structure including five new a business rebalancing programme designed regional heads to make the Group more efficient and 3. Product: Investment in the second generation of sports cars and delivery of appropriately resourced. new niche products in Aston Martin Vulcan Throughout 2015 we also invested significantly and GT12 in phase 2, the renewal of our sports car portfolio 4. Quality: Establishment of cross-functional Total Customer Satisfaction’ approach to starting with the launch of DB11. quality, reporting directly to the Chief Executive Phase 3 of the Second Century Plan focuses on 5. Sales: Strengthening of regional teams expanding the Aston Martin product range to and dealer network and delivering significant reduction in dealer and port stock maximise the brand offering globally. The Geneva 6. Marketing: Increased brand exposure Motorshow in March 2015 saw the presentation through new products, collaborations and of the DBX and in February 2016 the global events

Group announced the location of the manufacturing The resulting impact in 2015 was an increase facility as St Athan, South Wales. in the Group’s revenue of 8.9%. 18 ASTON MARTIN SUSTAINABILITY REPORT 2015 19

KEY FACTS GLOBAL SALES The 2015 results for the Group as set out in the annual report show:

Number of dealerships: Net assets of Sales by region FY 2015

• Positive growth in the UK • Other Markets broadly stable (2014 154) (2014 : £352m) % Revenue of 5 China 18.5% Rest of the world (2014 : £468.4m) 29% Increase in revenue: Gross margin: Americas 26.5% United Kingdom

(2014 9.8%) (2014 33.1%) 21% Europe

Total: 3,615 20 ASTON MARTIN SUSTAINABILITY REPORT 2015 21

MANAGEMENT STRUCTURE Aston Martin’s Board of Directors is its most senior governing body. The President, Executive Vice Presidents and Vice Presidents are the senior leaders within the organisation and are charged with its efficient and correct management.

Chief Executive Office October 2016

Dr. Andy Palmer CMG President and Chief Executive Officer

Keith Stanton Katia Bassi David King New Richard Humbert Mark Wilson Michael Kerr Michael Marecki Nick Lines Simon Sproule Christian Marti VP and Chief VP of AML and VP and Chief VP and Chief VP and Chief EVP and Chief VP and Chief VP and General VP and Chief EVP and Chief VP and Chief VP and Chief Manufacturing Managing Director Special Technical Officer Quality Officer Financial Officer HR Officer Counsel Planning Officer Creative Officer Marketing Officer Sales Officer Operations Officer AM Brands Operations Officer 22 ASTON MARTIN SUSTAINABILITY REPORT 2015 23

GLOBAL OPERATIONS

Aston Martin continues to expand its presence around the world. With the official dealer network now spanning over 162 locations in 49 countries our support Regional Offices: Frankfurt, Germany network and company infrastructure is the largest in Aston Martin’s 103-year history. Irvine, California To contact an Aston Martin global locations please use the contact details below. Shanghai, China SIngapore https://www.astonmartin.com/the-company/locations UAE

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5 1 1 21 2 1 2 1 1 9 2 4 5

1 37 3 2 4 2 1 1 6 1 18 1 1 1 1

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1 1 1 1 1 1 1 24 ASTON MARTIN SUSTAINABILITY REPORT 2015 25

COLLABORATION WITH TRADE ASSOCIATIONS

Collaboration with trade associations around the world ETHICS enables Aston Martin to create synergies with other organisations to improve business and to efficiently and As a signatory to the UN Global Compact the Company is sustainably develop the Sector itself. committed to doing business in an ethical and transparent manner, overseen by good corporate governance. This is essential to ensure the company’s growth is sustainable and provides shared value to our stakeholders. Aston Martin is a member of the following associations: We are committed to complying with the regulatory context of all countries in which Aston Martin operates and to ensure our cars are compliant with the regulation for the markets in which they are sold. Our Executive Committee (which consists of every major function in the business and is headed by Dr. Andy Palmer) regularly reviews our internal governance principles, policies and practices to ensure that we not only work to achieve our objectives but also that we do so in the right way.

Society of Motor Confederation of Global Auto European Small Foreign Small Car Fédération Manufacturers and British Industry, Makers – operates Car Manufacturers Manufacturers Internationale de Traders, operates operates in the UK within the United Alliance, Operates Alliance, operates l’Automobile – in the UK States within the EU in China operating from Paris, across 143 countries worldwide 26 ASTON MARTIN SUSTAINABILITY REPORT 2015 27

03 COMMUNITY & STAKEHOLDER ENGAGEMENT 28 ASTON MARTIN SUSTAINABILITY REPORT 2015 29

STAKEHOLDERS BRAND POWER

Aston Martin is committed to its Social Media is becoming an increasingly environment and gives particular attention important method of communication with to the needs and concerns of the a range of different stakeholders.

communities in which it operates. Membership of our various social media channels has increased significantly over the past few years and currently Identification of our stakeholders, the issues that may affect stands at the following them and how we communicate with them is a fundamental part of a Sustainability report.

TOTAL FANS/FOLLOWERS PLATFORM Identification of Stakeholders & Communication Methods AS OF 31st DECEMBER 2015 • Shareholders • Dealer Network – Board meetings – Direct contact with the Sales team FACEBOOK 6,684,408 – Meetings with Management – Periodic meetings and communication with – Periodic reports Aston Martin • Customers • Local Community INSTAGRAM 2,162,905 – Dealerships – Website, social media (Facebook, Twitter, – Website, social media (Facebook, Twitter, Instagram), blog Instagram) – Publicity and media information – Customer email/direct mail – Meeting with representatives of local bodies TWITTER 1,000,000 – Publicity and media information and associations • Employees • Governments – Intranet and bulletin boards – Direct meetings/Events GOOGLE PLUS 94,289 – Other specific communication: email, – Website, social media (Facebook, Twitter, newsletter, memos, team meetings, etc Instagram), blog – Publicity and media information • Suppliers – Direct contact with purchasing department Customers YOUTUBE 77,307 – Contractual documents – Other events/media/social media Local Community LINKEDIN 57,966 Employees Shareholders Governments Suppliers Dealer Network 30 ASTON MARTIN SUSTAINABILITY REPORT 2015 31

ANALYSING THE KEY MATERIALITY ANALYSIS STEPS ASPECTS OF CORPORATE SOCIAL RESPONSIBILITY Identification – This stage was approached (CSR) through an analysis of our own stakeholders through standard communication methods as well as an analysis of the wider automotive sector. This intelligence provided us with a list of relevant aspects as described in the GRI G4 Guide.

One of the fundamental issues when drafting a Sustainability report according to the Global Reporting Initiative (GRI) G4 Prioritisation – The prioritisation was assessed through an internal survey of the management team guidelines is to report social responsibility and wider employee base. issues that are relevant to the organisation The results are captured in the materiality chart, and its stakeholders. which classifies each aspect based on its relevance to both Aston Martin and its stakeholders To identify the organisations relevant issues we conducted a materiality analysis, which enabled us to determine the organisations relevant issues from both an internal and external perspective, Validation – Once complete the process was thereby complying with the requisites reviewed for accuracy with greater emphasis of the aforementioned guide. being placed on community engagement. The materiality analysis was conducted in a number of stages and in accordance with the principles of GRI’s G4 Guide. 32 ASTON MARTIN SUSTAINABILITY REPORT 2015 33

MATERIALITY CHART

Alternative drivetrain technologies

Fuel efficiency and CO2 emissions of vehicles HIGH Energy efficiency and CO emissions 2 Occupational health and safety from value creation

Environmental and social standards in Product safety the supply chain/sustainable sourcing

Attractive workplace, talent attraction Prevention of corruption and and retention anticompetitive behaviour Human rights

Data protection Air emissions of vehicles Employee development and training

Socio-economic impacts on society Customer satisfaction

Design for recycling

Air emissions from value creation

Water consumption

Waste and waste water

Responsible marketing and Connected and autonomous driving product communication Employee-management relations

IMPORTANCE FOR THE STAKEHOLDER FOR IMPORTANCE Efficient use of resources Corporate volunteering in value creation

Biodiversity Political involvement

Donations and philanthropy Corporate citizenship

Development of local companies LOW

LOW IMPORTANCE FOR ASTON MARTIN HIGH 34 ASTON MARTIN SUSTAINABILITY REPORT 2015 35

CHARITABLE CONTRIBUTIONS KEY FACTS

As a business we actively engage in a number of charities as set out in our Corporate Social The only DB10 sold at Responsibility strategy. The Company has auction for charity, raising committed to support two corporate charities that fit with our company ethos, heritage and brand each year. In addition to this a single £2m corporate charities employee charity will be selected annually every year by our employees.

Beyond direct corporate giving we continue to support our employees and Charity Tours the local community supporting sports teams, events and in fundraising for conducted at our charities, often through the donation of specific money can’t buy experiences. factory every year

As an aspirational brand we support local schools, colleges and businesses to inspire the next generation of engineers and designers. One such example is the sponsorship of the Goodwood Marshals Apprenticeship Scheme, training the Charity Performance next generation of marshals for the iconic circuit. Driving Courses in 2016

Over 1

Factory Tours conducted

Over

visitors to Gaydon last year 36 ASTON MARTIN SUSTAINABILITY REPORT 2015 37

04 ENVIRONMENTAL SUSTAINABILITY 38 ASTON MARTIN SUSTAINABILITY REPORT 2015 39

Aston Martin takes its environmental obligations ENVIRONMENTAL POLICY seriously and as such developed an environmental policy to drive forward its commitment to operating We strive for continuous improvement KEY FACTS as a responsible business. in our environmental performance and The environmental policy covers every aspect of the elimination of pollution and waste at the Company’s operations, whether they are directly source in line with our business objectives, % or indirectly involved in the design, engineering, using recognised environmental best 99.4 practices where ever possible. of all waste produced manufacture, servicing or restoration of motor cars was diverted from landfill, up 1.4% on 2014 or the distribution of parts. Our objectives and commitments to the environment and the community are to: Paint solvent reclaimed 2014 2015 • Comply as a minimum with all relevant environmental WATER CONSUMPTION 80,460 cubic meters 26,897 cubic meters legislation as well as other environmental requirements, % whilst striving to achieve beyond that wherever possible. 26 ELECTRICITY CONSUMPTION 18’820.4 mWh 19’635.2 mWh an increase on 2014 • Commit to on-going reductions in energy and resource GAS CONSUMPTION 24’586.9 mwh 25’766.9 mWh consumption in the manufacture and operation of our Electricity usage QUANTITY OF WASTE GENERATE 1,158 tonnes 950 tonnes vehicles, and an ongoing reduction in our carbon footprint. down by over • Set, monitor and attain all objectives and targets for % managing our environmental performance, to ensure strict 3 control over the environmental aspects of all products, despite an increase processes and facilities. in volume • Minimise the impact of Aston Martin activities, products and services through effective waste management. Gas usage down by • Give due consideration to environmental issues and energy performance in acquisition, design, refurbishment, location % and use of buildings. 5 • Promote sustainable product design and construction, using despite increase low carbon energy resources wherever possible. in Volume • Operate and maintain an environmental system in line with 18014001 :2004 • Communicate internally and externally our environmental policy, working with our employees, suppliers and partners to promote improved environmental performance and encourage feedback. 40 ASTON MARTIN SUSTAINABILITY REPORT 2015 41

SITE EXPANSION INVESTING IN E-MOBILITY With the opening of the new manufacturing facility Aston Martin are developing their first electric in St Athan, South Wales there is an opportunity car with the aim of offering customers something to further improve our environmental performance uniquely different and embracing modern through the use of energy saving equipment and powertrain technology. on‑site generation. This is currently being explored Based on the Rapide S, the beautiful 4-door sports as part of the development programme. car, the first production electric Aston Martin will be built in the UK and will be the result of a unique collaboration between Aston Martin and LeEco, a leading Chinese technology company.

The RapidE, a full battery electric vehicle incorporating state of the art internet of vehicles technology, is scheduled to launch in late 2018 and is critically important to the company in order to build expertise in next-generation powertrain technologies.

These next-generation powertrain technologies will significantly help contribute towards the continuing trend in the reduction of average carbon dioxide emissions across the Aston Martin fleet. 42 ASTON MARTIN SUSTAINABILITY REPORT 2015 43

05 SUPPLY CHAIN SUSTAINABILITY 44 ASTON MARTIN SUSTAINABILITY REPORT 2015 45

A sustainable supply chain is essential for any business. Aston Martin will continue to work with suppliers to maintain the high standards of sustainable and ethical sourcing. Aston Martin aims to work together with suppliers to design and develop RESPONSIBLE sustainable components to integrate into our products PROCUREMENT GUIDE whilst delivering authenticity, craftsmanship and high quality products that are value for money. In 2012 Aston Martin established a Responsible Procurement Guide, which set out the company’s commitment to the application of social, ethical and environmental principles in the supply chain. These principles are supported by Aston Martin’s procurement policies and practices, standard terms of conditions of supply and the standards for all Aston Martin staff, suppliers and sub-suppliers. The Responsible Procurement Guide seeks the commitment from the company’s existing suppliers and sub-suppliers as well as future suppliers to engage, communicate and promote the principles outlined within the guide, including but not limited to eradicating any forms of slavery or human trafficking in line with the UK’s Modern Slavery Act. A detailed overview of Aston Martin’s Responsible Procurement Guide can be found on the company’s website. 46 ASTON MARTIN SUSTAINABILITY REPORT 2015 47

SUPPLY CHAIN MANAGEMENT KEY FACTS

To effectively manage the supply chain in line with the company’s Responsible Procurement Guide, ensuring adherence 2012 to the regulatory environment in which the March 2012 – Responsible company operates around the world and Procurement Guide Issue 1 issued upholding commitments to initiatives such 2013 as the UN Global Compact, an effective supply chain management system needed 2014 to be developed. June 2014 – Aston Martin became a signatory of United Nations Global This supply chain management system is Compact (UNGC) Initiative currently under development and will be December 2014 – Dr Andy Palmer signs Faith Leaders’ Universal rolled out in 2016. Declaration Against Slavery at Vatican Aston Martin signs up to 2015 UN Global Compact Responsible Procurement Guide Issue 1 met the 10 principles of UNGC relevant to Supply Chain Modern Slavery Act passes into UK law, Responsible Procurement Guide adapted to reflect changes. 2016 Responsible Procurement Guide Issue 2 set for publication in 2016 Aston Martin implement new Supply Chain Management system 48 ASTON MARTIN SUSTAINABILITY REPORT 2015 49

06 HEALTH & WELLBEING 50 ASTON MARTIN SUSTAINABILITY REPORT 2015 51

The Health and Wellbeing of employees is an KEY FACTS important aspect of operating an effective and successful business. The company’s approach to this area is split into two distinct areas developing STEM Ambassadors – Over the company as an Employer of Choice and ensuring that we have the best Health and Safety Management system in the industry.

Employer of Choice for the company and this is achieved through both regular communication and employee Aston Martin aims to be an employer of choice, engagement activities as well as using social recognised by independent organisations such as media as a tool for employee engagement. to Schools per year to promote Investors in People and the Sunday Times Best 100 Companies. This will be achieved by continuing STEM based subjects to motivate and engage with employees across all business areas and at all levels, through regular Community communications; and developing competitive Beyond our direct employees we actively engage benefits packages and training opportunities. with our local community, with annual community work experience students per year events being established this at all our sites to Local community The company operates a policy of equal foster a build sense of partnership between the Fire Station located on remuneration and additional benefits regardless company and its local community. Aston Martin of gender, religion, origin, age, disability, sexual site orientation. The company currently takes an active As a high profile brand we support local schools, Annual community role in the training and upskilling of its workforce colleges and universities in their efforts to inspire Regular school through on the job training, leadership training, the next generation of designers and engineers visits/tours of Aston Martin sponsored degrees and master degrees and and professional service staff. production facilities chartered accreditations. OPEN DAYS

We invest in training our employees and fostering their talents on an ongoing basis. This enables Human Rights us to fill our long term staffing requirements We educate our employees on the company’s in a dynamic, fast ­changing environment. approach to and the specific requirements with Aston Martin approaches training in a number of regard to human rights in business operations. 2014 ways from vocational training to apprenticeship The training is geared in particular toward 2014 2015 programmes and to high potential programmes managers and focus groups, for example in Total employment 1509* Total employment 1484* 1283 Male Employees for future managers. Purchasing. They are informed of what they have 226 Female Employees to be aware of in their daily actions and whom To enable the best possible work life balance, they can turn to for questions. If employees have Aston Martin is exploring ways of implementing any questions regarding human rights, they can Employment by region Employment by region flexible/mobile working systems for non-production ask their line managers or refer to the company UK – 1446 US – 19 UK – 1418 US – 19 2015 APAC – EU – APAC – EU – staff enabling staff to tailor their working hours to website. 15 27 16 29 1269 Male Employees ROW – 2 ROW – 2 their personal needs. This also will alleviate the 215 Female Employees strain on the local community at peak traffic times. In 2015, no human rights violations within the company were reported via internal channels. Nor Adopting an inclusive environment, where all staff were any relevant reports received regarding our * ‘total employment’ refers to permanent full‑time employees only feel empowered to make a difference a key driver supplier network. (part‑time and contractors are in addition to this) 52 ASTON MARTIN SUSTAINABILITY REPORT 2015 53

HEALTH & SAFETY MANAGEMENT KEY FACTS

The health and safety of our workforce, our visitors and the local community is of paramount importance to Aston Martin and we aim to be a centre of excellence where our Health & Safety Management British Safety score in BSC Five Star Health & Safety Council awarded Management Systems Audit Sword of Honour System is held as an example to the rest of the Motor Achieved Manufacturing Industry. Accident Incident Rate Aston Martin has an impressive record Our philosophy, which supports the in Health & Safety Management, but we achievement of a world-class safety strive for continuous improvement by performance, is based on each and International Safety Award achieved sharing best practice and awareness every employee/contractor being for seven consecutive years across the business. involved effectively in safety activities on a day-to-day basis BELOW the National Average for our sector

reduction in minor accident* rate year on year * first aid treatment required but no lost time was involved

ISR without a reportable accident LEVEL 54 ASTON MARTIN SUSTAINABILITY REPORT 2015 55

ABOUT THE REPORT

The 2015 Sustainability report is the first to be published by Aston Martin and covers the period 1st January 2015 to 31st December 2015. The report also covers the activities of Aston Martin Holdings Ltd and its subsidiaries. All of which are identified in the Annual Report (page 26). Environmental data covers all sites over the period 2015. The report was drafted in accordance with the Guide for Drafting Sustainability Reports. Version G4 of the Global Reporting Initiative. Questions regarding the content of this report should be sent to the following email address: [email protected] Company details Aston Martin Lagonda Limited (Company Number 01199255) has its registered office at: Banbury Road, Gaydon, Warwickshire CV35 0DB, England Telephone +44 (0)1926 644644 VAT Number 904 447 237 www.astonmartin.com

Design and production Freestone Creative Ltd.

Issue 01 November 2016