SUSTAINABILITY REPORT 2021
RACING. GREEN.
OUR JOURNEY TO A SUSTAINABLE ULTRA-LUXURY BUSINESS

WE ARE RACING TOWARDS NEW 
POSSIBILITIES, AND NEW GOALS. OUR 
DRIVING AMBITION? TO BE A WORLD-
LEADING SUSTAINABLE ULTRA-LUXURY 
AUTOMOTIVE BUSINESS.
RACING. GREEN.

44%
reduction in emissions intensity to 2.78 tCO2e 
per unit between 2020 and 2021
100% 
renewable energy powering all of our 
manufacturing facilities
Committed 
to the Science Based Targets initiative (SBTi)  
Net-Zero Standard
100% 
waste diverted from landfill
10th 
consecutive British Safety Council Sword 
of Honour awarded
92% 
below the UK vehicle automotive 
manufacturing injury rate average
24 
apprentices graduated from Aston Martin’s 
industry-leading apprenticeship scheme
£500,000 
raised for The Prince’s Trust through the 
donation of an Aston Martin Vantage for the 
Omaze national prize draw
New ESG 
strategy approved and Board Sustainability 
Committee established
Introduction
01	Highlights
02	Driving ambition
06	At a glance
10	Designing the future
12	Understanding what matters
14	New ESG strategy goals
Tackling Climate Change
16	Our ambition 
18	Net-zero and SBTi
20	Transforming products 
22	Tack Force on Climate-Related 
Financial Disclosures
28	Transforming production
30	How we work
31	Our impact 
Creating a Better Environment
32	Our ambition 
34	Towards zero waste
35	Maximising sustainable materials
37	Boosting biodiversity
CONTENTS
HIGHLIGHTS
Investing in People and Opportunity
38	Our ambition 
40	Safety and wellbeing
42	How we work
44	Growing talent
49	Helping others
Exporting Success
50	Our ambition
52	Export growth
The Highest Standards
54	Our ambition
56	Sustainability committee
58	Stakeholder engagement
60	Governance
62	Vehicle safety
64	Methodology & scope
67	Auditors report
69	GRI content index
75	Glossary
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SUSTAINABILITY REPORT 2021

S U S TA I N A B I L I T Y: 
O U R  D R I V I N G 
A M B I T I O N
W I T H  T O B I A S  M O E R S
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ASTON MARTIN LAGONDA

1 
0
9
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“PROGRESS TOWARDS 
ACHIEVING OUR GOALS WILL 
BE POWERED BY THE SAME 
MOTIVATION THAT HAS BEEN 
OUR ENDURING PURPOSE 
FOR 109 YEARS, CONSTANTLY 
REACHING FOR NEW HEIGHTS 
IN PERFORMANCE BY 
PIONEERING INNOVATION 
AND CRAFTING PERFECTION”
Aston Martin is changing. We are  
transforming the Company to deliver 
products that will exceed the expectations 
of our customers, employees and other 
stakeholders. That is why we are embracing a 
new, driving ambition: to be a world-leading 
sustainable ultra-luxury automotive business. 
This ambition is a key pillar of our new 
corporate strategy and the central objective 
of our new Environmental, Social and 
Governance (ESG) strategy ‘Racing. Green.’.
Our ESG strategy embeds five core principles 
that reflect Aston Martin’s established 
approach to sustainability, aligned with the 
UN Sustainable Development Goals, and 
a deeper understanding of the issues our 
customers, employees and other stakeholders 
care about: tackling climate change; creating 
a better environment; investing in people 
and opportunity; exporting success; and 
delivering the highest standards. Guided by 
these principles, our ESG strategy sets out key 
goals that will continue to drive our progress. 
Accelerating action on tackling climate change 
is a key focus, with the 2021 UN Climate 
Change Conference (COP26) underlining 
the urgent need for further action to reduce 
greenhouse gas emissions. COP26 provided 
everyone with an opportunity to assess 
how they can contribute to tackling climate 
change, and Aston Martin is no different. 
As the business moves into a new era, 
now is the time to challenge ourselves 
to make a bigger difference. 
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Our next generation of vehicles is on its way. 
In 2024 Aston Martin will launch Valhalla, 
our first Plug-In Hybrid Electric Vehicle 
(PHEV) followed by our first Battery Electric 
Vehicle (BEV) targeted for launch in 2025, 
and a fully electrified Sport/GT and SUV 
portfolio by 2030. 
Whilst embracing electrification, we 
also believe our sustainability ambitions 
must be broader than just producing 
emissions-free vehicles, and we want to 
ensure our own manufacturing footprint is 
sustainable and produce our products with 
a reduced environmental impact. As well 
as transforming our products, we are also 
transforming how they are manufactured. 
Last year we committed to set near and long 
term Company-wide emission reduction 
targets in line with the Science Based Targets 
initiative (SBTi). As part of our ambition we 
are aiming to achieve net-zero emissions 
within our manufacturing facilities by 2030, 
and across our supply chain by 2039. We will 
continue to develop a detailed plan to drive 
further reductions in our greenhouse gas 
emissions throughout 2022 and into 2023, 
with the SBTi providing an independent 
assessment to make sure this plan is robust 
and will achieve our objectives.
“WE HAVE MADE 
SUSTAINABILITY 
MORE THAN ONE 
PART OF WHAT WE 
DO; WE HAVE MADE IT 
PART OF EVERYTHING 
WE DO”
Reducing energy consumption – including 
through the use of efficient LED lighting 
– forms just one element of our Energy 
Strategy Working Group’s responsibilities
I
A
M
Transforming our products and how they 
are manufactured will also play a critical 
role in delivering our wider commitment 
to create a better environment. Our ESG 
strategy will target the elimination of plastic 
packaging waste by 2025, the reduction of 
water consumption by 15% by the same year, 
and maximisation of our use of sustainable 
materials, as well as the enhancement of 
biodiversity across our sites. 
We are also aiming for zero accidents and 
to have one quarter of leadership positions 
at Aston Martin occupied by women within 
the next five years. Currently only 14% of 
leadership positions are held by women, 
exemplifying the work we still need to do 
alongside many of our peers in the automotive 
sector to boost female representation and 
promote diversity and inclusion more broadly. 
We believe that a more diverse and inclusive 
business is always a stronger business and this 
will be critical as we attract new customers.
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A
S
T
O
N
M
A
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T
I
N
Delivering the goals set out in our ESG 
strategy will be a challenge but it’s a 
challenge we are ready to meet.
In 2021 we established a new Board 
Sustainability Committee to oversee and 
monitor the delivery of our strategy. We also 
intensified the work of our eight dedicated 
ESG working groups covering areas ranging 
from energy management to diversity and 
inclusion. These groups harness leading talent 
within the business and specialist expertise to 
develop and execute credible action plans to 
achieve clear targets in these areas. Indeed, 
despite the challenges presented by the 
pandemic, these working groups have already 
enabled us to make significant advances 
towards achieving our new goals. One of 
the most exciting advances is our progress 
in exploring the use of green aluminium 
alloy, which is produced using renewable 
energy, as well as our new partnership with 
Michelin, one of the world’s leading buyers of 
natural rubber, that has long taken action to 
implement a sustainable natural rubber process. 
Our new Strategic Energy Action Plan is in 
place to minimise energy use and sets a course 
to achieve net-zero in our manufacturing 
facilities by 2030. 
These achievements are testimony to the 
talent and dedication of our brilliant team 
who have also sustained Aston Martin’s 
progress and performance across many 
other aspects of sustainability during the 
most difficult of periods. Aston Martin’s injury 
rate is 92% below the UK vehicle automotive 
manufacturing average and last year we 
were awarded the British Safety Council Sword 
of Honour for the 10th consecutive year. 
During 2021 we continued our support 
for The Prince’s Trust by donating an Aston 
Martin Vantage that helped raise £500,000 
for The Prince’s Trust via the Omaze prize 
draw, helping transform life chances and 
opportunities for young people. Whilst the 
COVID-19 pandemic made it difficult 
to maintain face-to-face activities and 
learning opportunities, we have continued 
to engage with local schools to promote 
Science, Technology, Engineering and 
Mathematics (‘STEM’), as well as support 
the UK Government in showcasing the very 
best of British advanced engineering and 
design worldwide. 
As our transformation programme leaves our 
business in a stronger position, it is an ideal 
moment to review and renew our long term 
commitment to sustainability. Progress towards 
achieving our goals will be powered by the 
same motivation that has been our enduring 
purpose for 109 years, constantly reaching 
for new heights in performance by pioneering 
innovation and crafting perfection. Above all, 
we will achieve our ambition to become 
a world-leading sustainable ultra-luxury 
automotive business because we have made 
sustainability more than one part of what we 
do; we have made it part of everything we do.
TOBIAS MOERS
CHIEF EXECUTIVE OFFICER
Throughout the COVID-19 pandemic, 
employee engagement has been an even 
greater focus
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AT  A  G L A N C E
Aston Martin’s vision is to be the world’s most 
desirable ultra-luxury British performance 
brand, creating the most exquisitely addictive 
performance cars. 
Founded in 1913 by Lionel Martin and Robert 
Bamford, Aston Martin is acknowledged 
as an iconic global brand synonymous 
with style, luxury, performance and 
exclusivity. Aston Martin fuses the latest 
technology, time‑honoured craftsmanship 
and beautiful styling to produce a range of 
critically‑acclaimed luxury models including 
the Vantage, DB11, DBS and DBX and its first 
hypercar, the Aston Martin Valkyrie.
Based in Gaydon, England, Aston Martin 
Lagonda designs, creates and exports cars 
which are sold in 56 countries around the 
world. Its sports cars are manufactured 
in Gaydon with its luxury SUV range 
manufactured in St Athan, Wales. 
Lagonda was founded in 1899 and Aston 
Martin in 1913. The two brands came together 
in 1947 when both were purchased by the 
late Sir David Brown, and the Company is 
now listed on the London Stock Exchange as 
Aston Martin Lagonda Global Holdings plc.
2020 saw Lawrence Stroll become the 
Company’s Executive Chairman, alongside 
significant new investment, a move that led 
to Aston Martin’s return to the pinnacle of 
motorsport through sponsorship of the Aston 
Martin Cognizant Formula One™ Team  
and ushered in a new era for the iconic  
British marque.
2,207
employees
168
third party dealer locations 
6,178
vehicles wholesaled
£1.1bn
total revenue
95%
of vehicles produced are 
still on their journey
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AMERICAS
Aston Martin dealers1
44
(2020: 43) 
Wholesale volumes
1,984
(2020: 923)
UK2
Aston Martin dealers1 
22
(2020: 22)
Wholesale volumes
1,109
(2020: 820)
EMEA3
Aston Martin dealers1
53 
(2020: 52)
Wholesale volumes
1,270
(2020: 865)
ASIA PACIFIC
Aston Martin dealers1
49
(2020: 50) 
Wholesale volumes
1,815
(2020: 786)
%
1.	 All dealers are third party dealers
2.	 UK includes South Africa
3.	 EMEA includes Europe, Middle East and Africa (excluding the UK and South Africa)
WHOLESALE VOLUMES BREAKDOWN BY REGION 2021
	 AMERICAS
	 UK
	 ASIA PACIFIC
	 EMEA
32.1%
18.0%
29.5%
20.5%
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1 0 9  Y E A R S
1 0 9 , 0 0 0  C A R S  M A D E
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OUR CARS: A LIFELONG PASSION 
As examples of breathtaking engineering and 
design, Aston Martin cars are treasured and 
cared for by their owners for many years, 
meaning they have a much longer life than 
most motor vehicles. We estimate that over 
95% of Aston Martins ever produced are still 
on their journey.
9 5 %  S T I L L
O N  T H E I R  J O U R N E Y
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SUSTAINABILITY REPORT 2021

D E S I G N I N G 
T H E   F U T U R E
TACKLING CLIMATE CHANGE 
	–
TRANSFORMING PRODUCTS 
	–
TRANSFORMING PRODUCTION
CREATING A BETTER ENVIRONMENT
	–
MAXIMISING SUSTAINABLE MATERIALS
	–
BOOSTING BIODIVERSITY
DELIVERING THE  
HIGHEST STANDARDS
	–
EMBRACING INDUSTRY 
BEST PRACTICE
	–
PIONEERING LEADERSHIP
INVESTING IN PEOPLE  
AND OPPORTUNITY
	–
ENHANCING SAFETY AND EMPLOYEE 
WELLBEING, ADVANCING DIVERSITY 
AND INCLUSION, GROWING TALENT 
AND RAISING ASPIRATIONS
EXPORTING SUCCESS
	–
WORKING WITH GOVERNMENT
BRAND
TEAM
PRODUCT INNOVATION
SUSTAINABILITY
	–
TRANSITIONING ASTON 
MARTIN TO A WORLD-LEADING 
SUSTAINABLE ULTRA-LUXURY 
AUTOMOTIVE COMPANY
CORPORATE 
STRATEGY
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EQUIPPED TO DELIVER:  
A NEW FOCUS ON ESG 
During 2021 we established a new Board 
Sustainability Committee to oversee and 
monitor the delivery of our new ESG strategy. 
We also intensified the work of eight working 
groups that harness leadership and expertise 
from across the Company to achieve our 
ESG objectives by developing and executing 
credible plans for action.
ASTON MARTIN LAGONDA 
GLOBAL HOLDINGS PLC
EXECUTIVE  
COMMITTEE
SUSTAINABILITY COMMITTEE
Sustainability Committee has 
delegated Board authority to 
approve ESG strategy and act 
on ESG-related matters
RISK MANAGEMENT COMMITTEE 
Key ESG issues are listed on the Group  
risk register and regularly reviewed by  
the Risk Management Committee
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A robust understanding of the issues that 
our customers, investors and stakeholders 
care about has always been at the centre of 
Aston Martin’s approach to ESG and is an 
important foundation of our new ESG strategy. 
In 2021 we commissioned a new Materiality 
Assessment that provided an up-to-date view 
of their sustainability issues and priorities. 
METHODOLOGY
The Materiality Assessment was based on 
a three-stage process: desktop research, 
stakeholder engagement, and analysis 
and findings.
DESKTOP RESEARCH 
The desktop research enabled us to gain 
a deep understanding of issues that are 
frequently cited by stakeholders in reporting 
frameworks, benchmarks, ranking and indices, 
and investor reports. Over the course of 
the desktop research, we reviewed over 60 
internal and external documents resulting in 
an initial ranking of issues.
STAKEHOLDER ENGAGEMENT
Stakeholder engagement was conducted to 
understand the relevance and importance of 
sustainability issues through:
	–
survey sent to 40 stakeholders who 
collectively represented a broad range of 
Aston Martin’s diverse stakeholder groups 
and geographical markets*;
	–
interviews with seven internal and external 
stakeholders; and
	–
facilitation of two internal focus groups.
The direct engagement also enabled us to 
identify the nuances around material issues, 
emerging trends and transversal challenges.
ANALYSIS AND FINDINGS
The final stage involved a detailed review 
of the insights gathered from the stakeholder 
engagement stage and a re-evaluation of 
the scores for the issues identified in the 
first stage.
A final materiality list was prepared to show 
the hierarchy of material issues via a material 
issues framework.
*	
Survey responses were based on the Likert Scale, ranking 
from 1 (Not significant at all) to 5 (Very significant)
STRATEGIC GOALS
TACKLING  
CLIMATE CHANGE
CREATING A BETTER  
ENVIRONMENT
INVESTING IN PEOPLE 
AND OPPORTUNITY
EXPORTING SUCCESS
DELIVERING THE 
HIGHEST STANDARDS
U N D E R S TA N D I N G 
W H AT   M AT T E R S
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DESCRIPTION 0F MATERIAL ISSUES
UN SUSTAINABLE DEVELOPMENT GOALS
	–
Climate risks and opportunities
	–
Emissions from products
	–
Emissions from production and operations
	–
Resource use and circular economy
	–
Sustainability governance and risk management 
	–
Innovation 
	–
Supply chain and sourcing
	–
Climate risks and opportunities
	–
Emissions from products
	–
Resource use and circular economy
	–
Sustainability governance and risk management 
	–
Innovation 
	–
Biodiversity
	–
Occupational health and safety 
	–
Employee engagement, talent retention, welfare and benefits
	–
Fair and ethical conduct
	–
Innovation 
	–
Diversity and inclusion 
	–
Human and labour rights
	–
Communities, social impact and wellbeing
	–
Emissions from products
	–
Emissions from production and operations
	–
Innovation
	–
Corporate governance and risk management
	–
Product quality and safety
	–
Fair and ethical conduct
	–
Sustainability governance and management
	–
Human and labour rights
	–
Transparency and disclosure
	–
Engagement and consultation
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N E W  E S G 
S T R AT E G Y   G O A L S
1
TACKLING CLIMATE 
CHANGE
TRANSFORMING PRODUCTS
	–
Next generation Plug-In Hybrid Electric 
Vehicle (PHEV) launched 2024
	–
First Battery Electric Vehicle (BEV) 
targeted for launch in 2025
	–
Fully electrified Sport/GT and SUV 
portfolio by 2030 
TRANSFORMING PRODUCTION 
	–
Net-zero manufacturing facilities  
by 2030
	–
30% reduction in supply chain CO2 
emissions by 2030 (compared with 2020)
	–
Net-zero across our supply chain 
by 2039
	–
Implement ISO 50001 Energy 
Management Systems at key 
manufacturing facilities in 2025
2
CREATING A BETTER
ENVIRONMENT
MINIMISING IMPACTS
	–
Zero plastic packaging waste by 2025
	–
15% reduction in water consumption  
by 2025 (compared with 2019) 
MAXIMISING SUSTAINABLE MATERIALS
	–
Continue to work with supply chain 
partners to enable the use of more 
sustainable materials including green 
aluminium alloy 
BOOSTING BIODIVERSITY
	–
Deliver new Biodiversity Management Plan
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ASTON MARTIN LAGONDA

4
EXPORTING  
SUCCESS
WORKING WITH GOVERNMENT
	–
Continue to work with the UK 
Government to showcase the very best 
in advanced British engineering and 
design worldwide
	–
Maintain engagement with government 
to support sustainable growth across 
the UK automotive sector, including 
expansion of the UK-based supply chain
	–
Help achieve the UK Government’s aim 
to increase UK exports to £1 trillion per 
year by 2030 
5
DELIVERING THE 
HIGHEST STANDARDS
EMBRACING INDUSTRY BEST PRACTICE
	–
Continue commitment to the Science 
Based Targets initiative
	–
Continue commitment to the Task Force 
on Climate-related Financial Disclosures 
PIONEERING LEADERSHIP
	–
Understand and engage in emerging areas 
of best practice such as the Science Based 
Target Network for Nature, and Task Force 
on Nature-Related Financial Disclosures
3
INVESTING IN PEOPLE
AND OPPORTUNITY
EMPLOYEE WELLBEING
	–
Target zero accidents 
	–
Continue to deliver industry-leading 
initiatives to support employee wellbeing 
ADVANCING DIVERSITY AND INCLUSION
	–
Women in 25% of leadership positions 
within five years
	–
Work with ‘Racing Pride’ to promote 
LGBTQ+ inclusion
	–
Continue commitment to ‘Valuable 500’ 
and the UK Disability Confident scheme 
GROWING TALENT AND 
RAISING ASPIRATIONS
	–
Sustain new apprenticeship recruitment 
	–
Update skills and training to support 
transition to electric vehicle production
	–
Continue commitment to promoting 
Science, Technology, Engineering and 
Mathematics (‘STEM’)
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SUSTAINABILITY REPORT 2021

TACKLING 
CLIMATE 
CHANGE
1/5  TACKLING CLIMATE CHANGE
100%
renewable electricity powering our UK operations since 2019
40%
reduction in vehicle CO2 emissions since 20021
1.	 Based on EU retail sales and NEDC data
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New
Plug-In Hybrid Electric Vehicle (PHEV) 
launching in 2024
First
Battery Electric Vehicle (BEV) targeted 
for launch in 2025
Fully 
Electrified
Sport/GT and SUV portfolio by 2030
Net-Zero
emissions from our manufacturing facilities 
by 20302
30%
reduction in supply chain emissions by 
2030 from 2020 baseline
Net-Zero
supply chain by 2039 
Implement
ISO 50001 Energy Management Systems 
at key manufacturing facilities by 2025
OUR AMBITION
44%
reduction in emissions intensity to 2.78 tCO2e per unit 
between 2020 and 2021
New
Strategic Energy Action Plan to continue to minimise energy use
Signed
 
commitment to the Science Based Targets initiative (SBTi) Net-Zero Standard
“IT’S NOW TIME TO ACCELERATE 
ACTION AND ESCALATE OUR AMBITION 
ON TACKLING CLIMATE CHANGE”
2.	 The net-zero targets pre-date our commitment with SBTi 
and will be rolled into our future near and long term 
Company-wide emission reductions targets in line with 
the science-based net-zero standard with SBTi, which 
will be validated in the next 24 months
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The automotive industry is on a journey of 
radical transformation, a journey driven by 
the expectations of customers, stakeholders 
and policymakers focused on the need to 
tackle climate change. This focus continues 
to intensify as the need for more urgent 
action to limit the average rise in global 
temperatures to 1.5°C by 2100 becomes 
clear, most recently highlighted by the UN 
Climate Change Conference (‘COP26’) in 
Glasgow during autumn 2021. 
The UK Government has committed to 
end the sale of new petrol and diesel cars 
by 2030, 10 years earlier than previously 
planned, and all new vehicles sold in the 
UK must have zero emissions from tailpipes 
by 2035; similar ambitions are evident in 
the EU and beyond. We are investing in 
research and development programmes to 
develop new technologies that will continue 
to reduce emissions and help tackle climate 
change. For example, over the past 20 years 
new advancements in powertrain technology, 
materials and energy efficiency have helped to 
reduce our vehicle CO2 emissions by c.40%. 
Since 2019 our manufacturing facilities have 
been powered by 100% renewable electricity, 
using supplies backed by Renewable Energy 
Guarantees of Origin. Climate risks are 
identified in our corporate risk register and 
form a core element of our business planning 
and management processes. 
It is now time to accelerate action and 
escalate ambition on tackling climate 
change. This reality defines the goals we 
have established in our new ESG strategy, 
to transform our products and how we 
manufacture them. Our first PHEV will be 
launched in 2024, followed by our first 
BEV, which is targeted for launch in 2025. 
By 2030, we will offer a fully electrified Sport/
GT and SUV portfolio. We will also invest 
and adapt our production processes aiming 
to achieve net-zero emissions arising from 
our manufacturing facilities by 2030, a 30% 
reduction in supply chain emissions by 2030 
and net-zero emissions across the entire 
supply chain by 2039.
Throughout 2021, we continued to build strong 
foundations that will enable us to achieve our 
climate change goals, including advancing 
product and production design, strengthening 
our commitment to industry-leading standards 
such as ISO 14001:2015 and ISO 50001, 
and adapting our organisation to focus on the 
reduction of greenhouse gas emissions. 
Amongst many key advances in our product 
development, our teams are exploring the 
use of green aluminium alloy, which is 
manufactured using 100% renewable energy. 
This green aluminium can be used instead of 
conventional aluminium alloy that currently 
makes up a significant proportion of our vehicle 
components including chassis and wheels. 
We are also introducing a ‘lifecycle 
perspective’ to both our product and 
manufacturing processes that will help 
us reduce greenhouse gas emissions by 
enhancing our understanding of where we 
can control or influence environmental 
impacts in the production of our vehicles, 
as well as help us deliver our other 
sustainability objectives. This includes a 
focus on reducing our tailpipe emissions.
The consolidation of our manufacturing 
processes has driven efficiency at Aston 
Martin and will have a long-term impact 
on reducing our carbon footprint
1/5  TACKLING CLIMATE CHANGE
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“THROUGHOUT 2021, 
WE CONTINUED TO 
BUILD STRONG FOUNDATIONS 
THAT WILL ENABLE US TO 
ACHIEVE OUR CLIMATE 
CHANGE GOALS” 
TOWARDS A PLAN FOR NET-ZERO 
AND THE SCIENCE BASED TARGETS 
INITIATIVE (SBTI)
Having committed to the Task Force for 
Climate-related Financial Disclosures in 2020, 
this year we are sharing our first full disclosure 
as part of this Sustainability Report. Also, 
we have signed up to the SBTi, a global body, 
which helps companies set independently-
verified targets and clearly-defined paths 
to reduce emissions in line with the Paris 
Agreement goals, limiting global warming 
to well below 2oC and pursuing efforts to 
limit warming to 1.5oC by 2100. Our ESG 
working groups are developing and delivering 
initiatives to continue to drive down CO2 
emissions across the business. 
In December 2021 Aston Martin committed 
to set near and long term Company-wide 
emission reductions in line with the SBTi. 
The SBTi is focused on accelerating companies 
across the world to halve emissions before 
2030 and achieve net-zero emissions before 
2050. The initiative is a collaboration between 
CDP, the United Nations Global Compact, the 
World Resources Institute and the World Wide 
Fund for Nature and is one of the We Mean 
Business Coalition commitments. The SBTi 
defines and promotes best practice in 
science-based target setting, offers resources 
and guidance to reduce barriers to adoption, 
and independently assesses and approves 
companies’ targets.
Having defined our initial targets to help 
tackle climate change as part of our new ESG 
strategy, during 2022 and into 2023 we will 
continue to develop our detailed plan to drive 
further reductions in our greenhouse gas 
emissions. This plan will build on our work 
during 2021 such as our new Strategic Energy 
Action Plan and be subject to independent 
assessment and approval by the SBTi.
These strong foundations are further 
reinforced by embedding sustainability 
as part of our core business strategy and 
putting sustainability at the heart of our 
brand. In common with other aspects of ESG, 
tackling climate change is firmly embedded 
as part of everything we do.
Aston Martin is committed to reducing 
its manufacturing emissions
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TRANSFORMING PRODUCTS
Aston Martin has advanced plans to transform 
our product portfolio over the next decade. 
In 2024 we will launch our first PHEV, 
followed by our first BEV which is targeted 
for launch in 2025. By 2030, our Sport/GT 
and SUV portfolio will be fully electrified. 
This has been supported by the brilliance 
and dedication of employees across the 
Company, leading innovation and advances 
in areas ranging from design to engineering 
to procurement. 
The key enablers for our future product 
strategy include Aston Martin’s cutting-edge 
innovation and building strong partnerships 
with our suppliers. This includes our 
collaboration with Britishvolt to create the 
next generation of cell and battery technology 
designed for use in high performance Aston 
Martin electric vehicles.
1/5  TACKLING CLIMATE CHANGE
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ASTON MARTIN LAGONDA

Further improvements to fuel efficiency 
are also enabled by analysing internal fluid 
dynamics for engine and cooling systems, 
using precision engineering to maximise 
traction through chassis controls, and using 
Computer Aided Engineering (CAE) to reduce 
mass. CAE helps engineers minimise the 
materials and components that are needed to 
achieve desired performance levels, which 
also yields further CO2 emission reductions.
STRONG PARTNERSHIPS
As a small volume manufacturer, Aston Martin 
relies on other manufacturers for many of 
the components that we use to produce our 
vehicles. That’s why our supply chain has an 
essential role to play in reducing the Company’s 
overall CO2 footprint. Our procurement policies 
now embrace ‘green principles’ which are 
designed to deliver net-zero emissions across 
the entire supply chain by 2039, including a 
requirement for our suppliers to be compliant 
with ISO 14001:2015 where possible. We are 
already building on our successful, long term 
relationships with suppliers and strategic 
partners such as Mercedes-Benz AG to 
achieve our supply chain objectives, as well 
as proactively exploring potential relationships 
with a number of new suppliers. 
Computational Fluid Dynamics 
enables our engineers to optimise 
external surfaces so that vehicles cut 
through the air efficiently and use less 
fuel to achieve the same speed
CUTTING-EDGE INNOVATION
Cutting-edge innovation delivered by Aston 
Martin’s world-leading design and engineering 
teams, further strengthened by collaboration 
with the Aston Martin Cognizant Formula 
One™ Team, continues to play a central role 
in reducing CO2 emissions from our vehicles. 
This is not only exemplified by the creation 
and development of our future PHEV and BEV 
portfolio; it is also demonstrated by our work 
on a wide range of other vehicle characteristics 
that drive improved performance. For example, 
Computational Fluid Dynamics enables our 
engineers to optimise external surfaces so that 
vehicles cut through the air efficiently and use 
less fuel to achieve the same speed. 
MINIMISING THE IMPACT OF OUR DESIGN PROCESS
At Aston Martin we continue to work to minimise CO2 emissions 
arising from our vehicle design process by embedding innovation 
and new advances in technology. For example, we use on-site 
3D printing to create tools for prototype vehicle builds and parts 
for prototype vehicles, as far as possible using locally-sourced 
materials. This helps avoid CO2 emissions by reducing our 
dependence on global supply chain sources and reducing the 
need to transport vehicles or components long distances.
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
21

1/5  TACKLING CLIMATE CHANGE
Aston Martin is committed to becoming 
the world’s most desirable ultra-luxury 
British performance brand, and the Board 
recognises the scale of the climate emergency 
and its potential impact on the automotive 
industry. We believe businesses have an 
important role to play in taking decisive 
action to fight climate change and achieve 
the Paris Agreement’s objective of reducing 
global average temperature increases to 
well below 2°C by 2100, and we have a 
clear commitment to set near and long 
term Company wide emission reduction 
– in line with the SBTi’s science-based 
Net‑Zero Standard.
We have implemented the recommendations 
of the Task Force on Climate-related Financial 
Disclosures (TCFD), and this, our first TCFD 
Report, provides an update for each of the 
four TCFD pillars: Governance, Strategy, 
Risk Management, and Metrics and Targets. 
We established a TCFD Working Group which 
conducted a thorough assessment of the 
physical and transitional risks and opportunities 
that we face which could affect our strategy and 
business model under three different warming 
scenarios: a 1.5°C, 2°C and 4°C average 
increase in global temperatures by 2100.
We have already commenced a number of 
actions to reduce the Company’s impact 
on the environment including:
“WE BELIEVE BUSINESSES HAVE AN IMPORTANT 
ROLE TO PLAY IN TAKING DECISIVE ACTION TO 
FIGHT CLIMATE CHANGE”
TA S K  F O R C E 
O N  C L I M AT E -
R E L AT E D  F I N A N C I A L 
D I S C L O S U R E S
	–
sourcing 100% renewable energy 
(since 2019);
	–
exploring the use of sustainable 
materials (e.g., green aluminium alloy) 
within production;
	–
implementing initiatives to reduce plastic 
waste and water consumption within 
our operations;
	–
eliminating waste being sent to landfill  
(since 2019);
	–
reducing average fleet emissions across 
our vehicle portfolio; and
	–
committing to our journey towards 
electrification with the planned launch of 
our first PHEV in 2024 and targeting BEV 
launch in 2025, with a fully electrified 
Sport/GT and SUV portfolio by 2030.
This Report, together with cross references 
to other sections of this Report and the 
Company’s 2021 Annual Report where 
appropriate, outlines how we have complied 
with the 11 recommended disclosures, 
or explained where further work is required 
to do so, as prescribed by the TCFD. As our 
scenario assessment matures we shall provide 
further disclosure regarding the resilience of 
our strategy under certain modelled scenarios.
SUSTAINABILITY REPORT 2021
22
ASTON MARTIN LAGONDA

GOVERNANCE
During the year Aston Martin established 
a Sustainability Committee whose purpose 
is to oversee and monitor on behalf of the 
Board the implementation of the Company’s 
ESG strategy and to provide a general 
oversight of sustainability initiatives across 
the Company. The Committee will meet at 
least twice a year and will be responsible 
for governance of climate-related risks and 
opportunities. The Committee is chaired 
by Dr Anne Stevens, Independent Non-
Executive Director, and provides strategic 
guidance on climate and environmental 
matters with regular reporting to the Board. 
Significant climate risks are also fed into the 
Risk Management Committee to be managed 
using our business-wide enterprise risk 
management procedures and incorporated 
into the corporate risk register where 
appropriate (refer to the Risk and Viability 
Report on pages 38-43 of the Company’s 
2021 Annual Report for more information 
on how we manage risk within the Group). 
The work of the Committee influences 
Board strategic decisions in areas such 
as the development of the future product 
portfolio with the planned transition to 
electrified powertrains across the portfolio by 
2030, identifying areas to reduce energy and 
water consumption, and sourcing of 100% 
renewable energy within our operations.
A cross functional TCFD Working Group has 
been established, with representation from 
Risk Management, Supply Chain, Finance, 
Sustainability, Sales and Marketing and 
Manufacturing to lead our activities to ensure 
compliance with the TCFD requirements. 
Significant climate-related risks which have 
been identified by the Group are assigned 
to functional Risk Champions to develop 
appropriate risk mitigation plans. The Audit 
and Risk Committee then provide oversight 
of the corporate climate-related risks. 
Each function maintains a comprehensive 
risk register which is reviewed twice a year 
by the Risk Management Committee.
STRATEGY
We have undertaken scenario analysis 
modelling to assess the potential impact of 
climate change on our Company, considering 
qualitative and quantitative factors in three 
different warming scenarios through to 2050. 
The results of our assessment show that in the 
short (next two years) and medium (two to 
five years) term the Company is more exposed 
to transition risks arising from changing 
policy and regulations, changing consumer 
preferences and accelerated technology 
change as the move to electrification and other 
non-carbon solutions intensifies. Physical risks 
become more relevant in the longer term 
(beyond five years) with the potential impact 
of more severe and frequent weather events 
on our supply chain and distribution network.
The TCFD Working Group engaged a third‑party 
consultancy, SME, to build our scenario analysis 
model. The model evaluated the potential 
impacts of both transition and physical risks 
and opportunities on Aston Martin with risks 
being categorised in accordance with TCFD 
recommendations in three warming pathways 
as shown in the table below:
SCENARIO
STEADY PATH TO 
SUSTAINABILITY
MIDDLE OF THE ROAD
FOSSIL-FUELLED 
GLOBAL GROWTH
SSP/RCP*
SSP 1/RCP 2.6
SSP 2/RCP 3.4
SSP 5/RCP 8.5
DESCRIPTION
Globally-coordinated efforts to 
reduce emissions to net-zero by 
2050 and avert the worst effects 
of  climate change
Imperfect efforts to reduce 
emissions lead to moderate 
progress but exacerbate 
inequalities
Global collaboration focused on 
protecting the population from 
a changing climate (as opposed 
to reducing human-induced 
climate change)
SOCIETAL RESPONSE
Proactive
Proactive
Reactive
GLOBAL DYNAMICS
Open, collaborative, global
Independent, regional
Open, collaborative, global
TEMPERATURE RISE
1.5°C
2–2.4°C
4°C
LIKELIHOOD
LOW
HIGH
MEDIUM
*	
SSP – Shared Socioeconomic Pathway, RCP – Representative Concentration Pathway
SCENARIO PATHWAYS
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
23

Key inputs into the model included the 
physical geographical footprint of the 
Company, supply chain and global dealer 
network; historical and predicted sales 
volumes by market; Scope 1, 2 and 3 
greenhouse gas emissions data; and vehicle 
material content. We used the Representative 
Concentration Pathways (RCPs) as our 
framework for modelling different emissions 
pathways and the associated impact on the 
climate. To explore the associated market and 
customer trends underpinning Aston Martin’s 
commercial resilience we also considered 
different socioeconomic futures, known as 
the Shared Socioeconomic Pathways (SSPs).
The key significant risks and opportunities 
which have been assessed and incorporated 
within the scenario analysis are shown 
in the table below. The risks have been 
summarised within the Climate Change 
principal risk on page 40 of the Company’s 
2021 Annual Report.
SUPPLY CHAIN
 
MANUFACTURING & DISTRIBUTION
CUSTOMER
PHYSICAL RISKS
Related to the physical impacts of climate change over time (e.g., increased rainfall, sea level rise, prolonged drought,  
increased frequency and severity of extreme weather events)
Supply chain disruption exacerbated by reliance on single-source vendors for certain components
Increasing insurance costs due to a hardening Property 
Damage and Business Interruption market caused by 
additional climate-related damage claims
TRANSITION RISKS
Related to the transition to a lower carbon economy over time  
(e.g., policy, legal, technology and market changes to address mitigation and adaptation requirements related to climate change)
Inability to maintain pace with technological advancement and remain competitive (e.g., transition to electrified powertrains and incorporation of sustainable 
materials in the product)
Brand/reputational damage arising from association with unethical supply chain activities (e.g., precious metal sourcing and continued use of leather)
Lack of a globally-coordinated transition to EVs may result in increased market segmentation and the need for a more diverse product portfolio
Aston Martin’s EV portfolio is not price competitive due to its low volume strategy and inability to drive material/component costs down
Implications of not keeping pace with regulations 
across key markets, in particular potential loss of 
small volume derogation
Increasing carbon related taxes/import duties designed to limit the use of high emissions vehicles, 
particularly within urban areas
Restricted access to affordable capital due to not 
meeting ESG criteria for potential investors
Inability to attract and retain appropriate talent 
caused by a more competitive and progressive, ESG-
orientated local labour market
Inability to convert traditional ICE customer base to 
an Aston Martin EV vehicle proposition
Market disruption from technology-oriented corporates/new entrants developing non-ICE alternative powertrain vehicles
Changes in social norms towards environmentally-
friendly buying decisions may reduce demand for 
current product portfolio faster than expected
Inability to attract new customers who have an 
alternative perception of luxury to our historical/
traditional customer base
Inability to create a credible sustainability narrative while continuing to sell ICE vehicles
OPPORTUNITIES
Climate change presents opportunities in several areas including resource efficiency, 
transition to renewable energy sources, new products and services, new markets and customer groups 
Potential for strategic partnerships with other 
organisations, for example to provide carbon offset 
schemes at point of customer purchase
Develop a reputation for building a strong, credible 
ESG narrative and sustainability focus across the 
value chain
Maximise revenue and profit opportunity from the 
sale of the last generation of core ICE vehicles
Secure operational cost efficiencies through waste reduction, more efficient use of water and more efficient 
energy consumption
1/5  TACKLING CLIMATE CHANGE
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
24

POTENTIAL FINANCIAL IMPACT
TIME HORIZON
WARMING SCENARIOS
(risk/opportunity relevant to this scenario)
TCFD RISK CLASSIFICATION
1.5°C
2°C
4°C
	–
Increased operating costs
	–
Decreased revenue
Short term
Physical Acute & Chronic
	–
Increased operating costs
Long term
Physical Acute
	–
Increased capex/R&D
	–
Asset write-offs/impairment
Short term
Technology
	–
Decreased revenue
Short term
Reputation
	–
Increased operating costs
	–
Increased capex/R&D
	–
Asset write-offs/impairment
Medium term
Market, Policy & Legal
	–
Decreased margins
	–
Decreased revenue
Short term
Market
	–
Increased operating costs
Short term
Policy & Legal
	–
Increased operating costs
	–
Decreased revenue
Short term
Policy & Legal
	–
Increased financing costs
	–
Decreased capex/R&D
Short term
Market
	–
Increased operating costs
Short term
Market
	–
Decreased revenues
Medium term
Market
	–
Decreased revenues
	–
Increased capex/R&D
	–
Asset write-offs/impairment
Medium term
Market
	–
Decreased revenues
	–
Increased capex/R&D
	–
Asset write-offs/impairment
Short term
Market
	–
Decreased revenues
Short term
Market
	–
Decreased revenues
Short term
Reputation
	–
Decreased operating costs
	–
Increased revenues
Short term
	–
Increased revenues
Medium term
	–
Increased revenues
	–
Increased margins
Short term
	–
Decreased operating costs
Short term
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
25

RISK MANAGEMENT
Refer to the Risk and Viability Report on pages 
38-43 of the Company’s 2021 Annual Report 
where we outline how risks and opportunities, 
including those specifically related to climate 
change, are identified, assessed and managed 
through the deployment of the Aston Martin 
Enterprise Risk Management Framework 
and System. Our climate-related risks and 
opportunities have been classified using 
the TCFD recommended classifications as 
summarised in the table on the previous page.
The financial and strategic resilience impacts 
of our scenario analysis modelling of climate-
related risks and opportunities will be further 
assessed during 2022.
A summary of some of the key mitigating 
activities that have been taken, or are planned 
to be taken, to manage the significant climate-
related risks are disclosed below.
Significant climate-related risks have been 
incorporated into the appropriate functional 
risk registers where we maintain a description 
of the risk, assess its likelihood and impact, 
assign a risk owner, and identify and track 
mitigating activities. 
METRICS AND TARGETS
Our ESG strategy includes a number of 
climate-related ambitions and targets which 
demonstrate the Company’s commitment to 
tackling climate change in the short, medium 
and longer term. We are committed to the 
SBTi Net-Zero Standard and to setting near 
and long term Company-wide emission 
reduction targets in line with the SBTi. 
These targets will be validated by the SBTi 
over the next 24 months.
TRANSITION RISKS
MITIGATING ACTIONS TAKEN/PLANNED TO BE TAKEN TO ADDRESS RISKS
POLICY
Managing our exposure to  
changes in legislation
	–
R&D investment to develop 
lower fleet emissions portfolio
	–
Maintenance of small volume 
derogation status exemptions 
where available
	–
Establishment of emissions-
pooling agreements with third 
parties to manage exposure to 
carbon pricing
	–
Consideration of forward 
purchasing of carbon 
offsets to manage exposure 
to increased pricing and 
reduced capacity
TECHNOLOGY
Modifying our product offering
	–
R&D investment in 
EV technology
	–
Improving energy efficiency 
in our manufacturing plants
	–
Strategic cooperation 
agreement with 
Mercedes‑Benz AG to provide 
access to EV powertrains
	–
Investment in use of 
alternative sustainable 
materials within vehicles
MARKET
Adapt to meet customer  
needs and desires
	–
Continued focus on waste 
reduction and elimination
	–
Zero plastic waste target to be 
achieved by 2025
	–
Working with our supply 
chain to reduce global 
emissions and waste
	–
Development of electrified 
options within the product 
portfolio to meet customers’  
ICE and EV needs
REPUTATION
Positioning Aston Martin as an  
ultra-luxury sustainable brand
	–
Development of our  
ESG strategy to respond 
proactively to climate change
	–
Transparent disclosure  
of our GHG emissions 
through publication of our  
Sustainability Report
	–
Enhanced communication  
of actions already taken to 
address climate change
	–
Development of credible 
plans to achieve net-zero 
carbon emissions within our 
plants by 2030
	–
Clear strategy to electrify 
our product portfolio and 
increase use of sustainable 
materials (including green 
aluminium alloy)
1/5  TACKLING CLIMATE CHANGE
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
26

Refer to page 29 for details of our GHG 
Scope 1, 2 and 3 emissions. We present below 
a summary of the targets and ambitions we 
have set in relation to climate change:
100%
use of renewable energy within manufacturing facilities
GHG emissions
Scope 1 and 2 emissions intensity per unit reduced 
44% to 2.78 tCO2e between 2020 and 2021
SBTi
development and validation of SBTi targets
First PHEV
Aston Martin commences customer deliveries
Zero plastic
packaging waste by 2025
First BEV
targeting launch in 2025
15%
reduction in water consumption (compared with 2019)
New car lines
all new car lines to have the option of an electrified 
powertrain by 2026 (PHEV or BEV)
Electrification
ambition to develop fully electrified Sport/GT and SUV 
portfolio by 2030
Net-Zero
ambition to achieve net-zero emissions from our 
manufacturing facilities by 20301
30%
reduction in supply chain emissions from 2020 baseline
Net-Zero
ambition to achieve net-zero emissions in the supply 
chain by 20391
1.	 These net-zero targets pre-date our commitment with SBTi and 
will be rolled into our future near and long term Company-wide 
emission reductions targets in line with the SBTi Net-Zero Standard, 
which will be validated in the next 24 months
2025
2039
2026
2022
2024
2020
2021
2030
This concludes the TCFD section of the Report.
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
27

TRANSFORMING PRODUCTION 
As a capital intensive business with substantial 
fixed assets, the recovery in production 
from 3,343 manufactured vehicles in 2020 
to 5,778 in 2021 drove a 44% reduction 
in emissions intensity to 2.78 tCO2e per 
unit. The consolidation of our paint shops, 
with activity now concentrated at our new 
state‑of‑the-art facility in St Athan, also 
contributed to this reduction given the 
substantial environmental impacts that arise 
from the paint shop process. We anticipate 
that the concentration of paint shop activity 
in St Athan will continue to make an 
important contribution to reducing 
Aston Martin’s CO2 emissions over time.
Aston Martin has developed a new Strategic 
Energy Action Plan aimed at achieving net-zero 
emissions from our manufacturing facilities 
by 2030. Our dedicated Energy Strategy 
Working Group has already identified more 
than 30 actions for implementation across our 
locations. These are guided by established best 
practice in energy management and include 
delivering on-site renewable energy generation, 
investing in advanced energy management 
systems, improving technical efficiencies and 
innovating new manufacturing processes.
Our state-of-the-art facility in St Athan manufactures the first 
Welsh-built production car for more than 50 years
1/5  TACKLING CLIMATE CHANGE
“44% REDUCTION IN 
EMISSIONS INTENSITY 
TO 2.78 TCO 2E PER UNIT” 
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
28

STRATEGIC ENERGY 
ACTION PLAN HIGHLIGHTS
1
On-site renewable energy 
generation, including reviewing 
options for solar photovoltaic 
(‘Solar PV’) installation and 
generation at our manufacturing 
sites and, over the longer term, 
exploring feasibility of combined 
heat and power using low 
carbon fuels. 
2
Investing in advanced energy 
management systems to 
dynamically optimise production 
efficiency by using real-time 
energy-usage data and improved 
Heating, Ventilation and Air 
Conditioning controls. 
3
Adopting industry best practice, 
including utilising the SBTi 
Net‑Zero Standard as a 
framework for achieving a 
robust carbon reduction 
roadmap towards net‑zero. 
4
Innovating new manufacturing 
processes, including investigating 
heat cross transfer from 
compressor and paint shop 
operations, and maximising 
the use of 3D printing. 
5
New training programmes to 
ensure all employees are focused 
on the need to minimise energy 
usage across all functions. 
In 2021 Aston Martin progressed a 
major project that will deliver 6.4MW of 
on-site Solar PV generation capacity at 
our St Athan plant. Subject to planning 
approval and agreement on connection 
to the national electricity distribution 
network, during 2022 over 14,000 solar 
panels will be installed, capable of 
generating around 20% of the plant’s total 
annual demand. We are also continuing to 
explore the potential installation of up to 
2.5MW of Solar PV at our Gaydon site.
SOLAR PV GENERATION FOR ST ATHAN
14,000 
solar panels at St Athan will generate 
around 20% of the plant’s total annual 
electricity demand
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
29

H O W  W E  W O R K
Our Environmental Policy, which reinforces 
our new ESG strategy, guides our 
approach to all aspects of our approach 
to the environment. The core elements 
of our Environmental Policy are as follows:
	–
COMPLY as a minimum with all relevant 
environmental legislation as well as 
other environmental requirements, 
whilst continuing to strive beyond 
these targets wherever possible.
	–
COMMIT to ongoing reductions in energy, 
water and other resource consumption 
in the manufacture and operation of our 
vehicles, and an ongoing reduction in our 
carbon footprint.
	–
ASSESS through a risk-based approach the 
threats and opportunities of climate change 
to the Company, our activities, products 
and services and prepare appropriately. 
The environmental risk register is reviewed 
with senior management quarterly 
and significant risks aligned with the 
corporate risk register.
	–
SET, monitor, and strive to meet all 
objectives and targets for managing our 
environmental performance, including, 
energy, water and waste consumption, 
to ensure strict control over the 
environmental aspects of all products, 
processes and facilities.
	–
MINIMISE the impact of Company’s 
activities, products, and services on the 
environment through effective waste 
management, working closely with its 
Total Waste Management Contractor. 
	–
GIVE due consideration to environmental 
issues and energy performance in 
acquisition, design, refurbishment, 
location and use of buildings.
	–
PROMOTE sustainable product design 
and construction with consideration 
from a lifecycle perspective, using low 
carbon and renewable energy resources 
wherever possible.
	–
OPERATE and maintain an environmental 
management system in line with 
ISO14001:2015 that is externally audited 
annually by accredited auditors.
	–
COMMUNICATE our environmental policy 
internally and externally, working with 
our employees, suppliers and partners 
to promote improved environmental 
performance and encourage feedback.
	–
ARRANGEMENTS are in place for 
potential and actual environmental 
incident investigations and provisions 
have been made for the effective control 
of contractors’ activities whilst on 
Aston Martin sites.
	–
MEASURE and review our overall 
environmental performance in order to 
identify trends. Preventive and corrective 
measures will be produced to reverse 
adverse trends and move towards 
implementing best practice through 
continuous improvement. 
	–
REVIEW our environmental management 
system performance, objectives and 
targets and environmental policy 
annually to ensure they are in line with 
ISO14001:2015, that they are appropriate, 
and to ensure continual improvement of 
the environmental management system.
1/5  TACKLING CLIMATE CHANGE
SUSTAINABILITY REPORT 2021
30
ASTON MARTIN LAGONDA

O U R  I M PA C T
TOTAL GREENHOUSE GAS EMISSIONS
2018
2019
2020
2021
GHG Emissions Under Scope 1 (tCO2e)
6,950.92
8,981.40
9,200.67^
8,705.35^
GHG Emissions Under Scope 2 (tCO2e) – 
Location based*
7,493.70
8,683.50
7,545.86**^
7,366.72**^
GHG Emissions Under Scope 2 (tCO2e) – 
Market based*
5,899.90
3,484.61
687.28**^
192.38**^
GHG Emissions Under Scope 3 (tCO2e)
13,331.11
8,806.94
6,620.37^
6,446.74^
UK Total Gross Scope (Scope 1 & Scope 2)
14,444.61
17,664.90
16,642.17^
15,984.15^
ROW Total Gross Scope (Scope 1 & Scope 2)
–
–
104.36^
101.82^
Total Gross Scope (Scope 1 & Scope 2)
14,444.61
17,664.90
16,746.53^
16,085.97^
* 	 Market-based and Location-based approach adopted to quantify Scope 2 GHG emissions from 2018
**	 Scope emissions calculations include ROW operations
^	
Values assured by ERM CVS
GREENHOUSE GAS EMISSIONS PER UNIT
2018
2019
2020
2021
Manufactured Volume (units) 
6,432
6,176
3,343^
5,778^
Total Scope 1 Emissions per unit
1.08
1.45
2.75^
1.51^
Total Scope 2 Emissions per unit
1.17
1.41
2.26^
1.27^
^	
Values assured by ERM CVS
TOTAL ENERGY CONSUMPTION WITHIN ORGANISATION
2018
2019
2020
2021
Electricity (MWh)
26,472.94
33,973.01 32,144.15**^ 34,506.66**^
Gas (MWh)
33,733.53
43,574.51
44,796.00^
43,923.02^
Diesel (MWh)
–
14.92
4.34^
72.93^
Gasoline (MWh)
3,236.56
2,712.98
1,779.25^
2,450.28^
LPG (MWh)
–
563.60
43.52^
Nil^
UK Total Consumption
63,433.03
80,839.02
78,573.14^
80,952.90^
ROW Total Consumption
–
–
194.11
230.96
Total (MWh)
63,433.03
80,839.02
78,767.26
81,183.86
~	
Values in this table have been restated as we do not have any direct diesel usage within the organisation
^	
Values assured by ERM CVS 
**	 Includes ROW operations in calculation
GREENHOUSE GAS EMISSIONS 
Our greenhouse gas emissions reported here 
are in accordance with the Greenhouse Gas 
Protocol Corporate Standard for the year to 
31 December 2021. These are monitored 
throughout the year to enable us to make 
continued improvements, wherever possible. 
The intensity ratio is measured as tonnes of 
CO2 equivalent per car manufactured as it 
reflects the energy intensive nature of our 
business and the impact of the growth of 
our business on our immediate surroundings.
METHODOLOGY
We calculate our greenhouse gas emissions 
in the following way:
Scope 1 – Includes emissions of gas, petrol 
on site, diesel used for emergency heating and 
firing pumps, refrigerant refill, LPG and fuel 
from Company pool cars. Figures are obtained 
through utility bills, direct from suppliers 
and through the Company’s internal systems. 
The DEFRA emissions factor for 2021 is then 
used to calculate the figures.
Scope 2 – The Location-Based Assessment 
includes emissions from electricity 
consumption, sourced direct from utility bills, 
while the Market-based Assessment includes 
emissions from electricity consumption 
based on sources of electricity. The DEFRA/ 
IEA emissions factor for 2021 is then used to 
calculate these figures.
Scope 3 – Includes emissions from business 
air travel, management car miles, personal car 
mileage, employee commuting figures, and 
water consumed. The DEFRA emissions factor 
for 2021 is then used to calculate the figures.
ENERGY EFFICIENCY
Our emissions intensity decreased by 44% 
to 2.78 tCO2e per unit between 2020 and 
2021. This was mainly driven by a recovery 
in production levels, as the total number of 
vehicles manufactured rose from 3,343 in 
2020 to 5,778 in 2021.
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
31

2/5 CREATING A BETTER ENVIRONMENT
CREATING  
A BETTER 
ENVIRONMENT 
“ASTON MARTIN’S  
CUSTOMERS AND 
STAKEHOLDERS SHARE 
OUR PASSION FOR 
CREATING A BETTER 
ENVIRONMENT”
A PASSION FOR BETTER
Aston Martin’s customers and stakeholders 
share our passion for creating a better 
environment and our new ESG strategy 
establishes objectives that will enable 
the Company to continue to achieve 
this aim. Our goals for creating a better 
environment are complementary to our 
focus on tackling climate change and 
target a net positive impact over the longer 
term. A large number of components 
we procure from suppliers arrive at our 
premises in plastic packaging, which 
generates substantial amounts of plastic 
waste. We have commenced a proactive 
approach to reducing and eliminating this 
plastic waste by 2025 through extensive 
engagement with our supplier base. 
This also includes developing a plan to 
remove single-use plastic from across 
our locations, for example in employee 
refreshment areas. We are also aiming to 
reduce our water consumption by 15% 
by 2025, as well as undertaking detailed 
work to reduce a wide range of other 
inputs to the manufacturing process and to 
maximise the use of sustainable materials 
and boost biodiversity across our sites.
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
32

56% 
more waste recycled:  
381 tonnes of waste recycled in 2021  
compared with 244 tonnes in 2020
100%
waste diverted from landfill
Zero
plastic packaging waste by 2025
15%
reduction in water consumption by 2025 
(compared with 2019)
Maximising
the use of sustainable materials and natural 
materials in car parts
Boost
biodiversity across our sites including 
installation of bee hives
Deliver
new Biodiversity Management Plan
OUR AMBITION
Boost biodiversity across 
our sites including 
installation of bee hives
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
33

“AT ASTON MARTIN WE ARE CONSTANTLY EXPLORING NEW 
WAYS TO SOURCE AND USE SUSTAINABLE MATERIALS TO 
MANUFACTURE OUR PRODUCTS”
TOWARDS ZERO WASTE
The management of Aston Martin’s waste is 
governed by a stringent regulatory framework 
and we operate in line with best-practice 
industry standards, for example, ISO 
14001:2015 Environmental Management 
Systems. Over recent decades we have 
continued to focus on reducing waste as part 
of a wider commitment to minimising our 
impact on the environment. This has enabled 
Aston Martin to increase the amount of 
waste we recycle in 2021 and to continue to 
successfully divert 100% of our waste from 
landfill. These objectives will be the focus of 
our new Waste Savings Strategy and Action 
Plan, which is currently being developed by 
Aston Martin’s Waste Working Group, and 
reflect our commitment to the principles of 
waste management hierarchy.
Our Waste Working Group has already 
delivered a number of critical actions during 
2021 to make sure we are equipped to 
achieve a step-change in waste management 
performance. In 2021, our teams completed 
a comprehensive waste streams mapping 
exercise including a deep-dive analysis to 
provide enhanced data on waste generated 
by Aston Martin’s production processes 
and operations. This has improved waste 
segregation and reduction, as well as the 
use of a new online waste management 
portal that will allow us to harvest more 
categorised data in real time and, backed 
by new KPIs, will drive the agile decision 
making to achieve our objectives.
WATER CONSUMPTION
Water consumption continues to be a focus 
for the business following the introduction 
in 2018 of a water management system to 
measure and monitor our water consumption, 
recycling and discharge levels. This system has 
enabled us to identify areas of high usage and 
to implement water saving measures. 
During 2021, our Water Working Group 
developed a Water Savings Opportunities 
Action Plan, which is now being implemented 
across our operations. The Action Plan sets 
out new KPIs based on a more holistic suite 
of baseline data and a range of measures 
that will support our drive towards a 
15% reduction in water usage by 2025 
(against a 2019 baseline, due to unusually 
low water usage in 2020 as a result of 
COVID-19 lockdowns). These measures 
include developing an enhanced water-
usage monitoring capability integrated with 
all aspects of Aston Martin’s manufacturing 
operations, exploring opportunities for 
investing in new rainwater capture, 
improving efficiencies in manufacturing 
processes utilising water and installing 
water saving devices.
Other key elements of our ongoing drive 
towards zero waste include rigorous internal 
and external audits, employee training and 
sustainable procurement. Mirroring our 
approach to tackling climate change, by 
embracing ‘green principles’, our updated 
Responsible Procurement Policy is also 
designed to support our other ESG goals, 
as well as to continue to help minimise 
Aston Martin’s impact on the environment 
more broadly. This includes a requirement for 
all Aston Martin suppliers, where possible, 
to operate environmental systems consistent 
with ISO 14001:2015.
2/5 CREATING A BETTER ENVIRONMENT
MAXIMISING SUSTAINABLE MATERIALS
At Aston Martin we are constantly exploring 
new ways to source and use sustainable 
materials to manufacture our products. 
In addition to green aluminium alloy, this 
extends to numerous other possibilities for 
every aspect of the vehicles we produce 
today and will produce in the future. 
Aligned with our updated Responsible 
Procurement Policy, during 2021 we made 
significant progress with suppliers who share 
our commitment to sustainability. This has 
recently been exemplified by our new 
partnership with Michelin, one of the world’s 
leading buyers of natural rubber, which has 
long taken action to implement a sustainable 
natural rubber process. Our engineers and 
design teams have also continued to explore 
how our vehicles can incorporate more 
sustainable materials including cactus leather.
WASTE MANAGEMENT
2018
2019
2020
2021
Total waste (tonnes)
1,800.00 
1,566.02 
394.39 
858.62
Reused (tonnes)
43.11 
40.21 
8.72 
6.40
Recycled (tonnes)
1,262.86 
987.81 
243.82 
380.60
Recover (tonnes) (Waste to Energy)
494.03 
538.01 
141.85 
471.62
WATER CONSUMPTION (M3)
2018
2019
2020
2021
Water consumption (M3)
54,029.25
59,233.78
34,477.65
64,681.40
Note: These figures represent the water consumption at our UK sites only
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
34

To minimise our impact on the environment 
and to respond to increasing customer 
demand for leather-free or vegan interiors 
in their vehicles, we’re continuing to work 
on using Desserto’s Vegan Cactus ‘Leather’. 
The material is now used to trim the seat pads 
in the Valkyrie Spider, an innovation that we’re 
looking to build on in future. 
Vegan Cactus ‘Leather’ is a sustainable 
alternative to leather made from nopal 
cactus (Opuntia ficus-indica), also known as 
prickly pear, which is grown in a sustainable, 
organic farming system in South America. 
Growing cactus crops offers a number of 
benefits: cactus is a natural carbon sink 
and can be grown in severely degraded 
soils, which are inadequate for other crops, 
meaning no capacity is taken from food 
production. It takes approximately three 
leaves of cactus to create one linear metre 
of material that is capable of being used for 
various elements of car interiors.
C R E AT I N G 
S U S TA I N A B L E 
I N T E R I O R 
O P T I O N S
35
SUSTAINABILITY REPORT 2021

MICHELIN TYRES
Sharing our commitment to sustainability, 
Aston Martin has partnered with Michelin, 
one of the world’s leading buyers of 
natural rubber, who have long taken 
action to implement a sustainable 
natural rubber process.
G A I N I N G 
T R A C T I O N
2/5 CREATING A BETTER ENVIRONMENT
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
36

Our global headquarters at Gaydon 
is home to a host of species, such as 
the Grasshopper Warbler
BOOSTING BIODIVERSITY
Aston Martin has a detailed understanding of 
biodiversity around its sites. The sites cover 
a variety of habitats, including species-rich 
grassland, hedgerows, mature trees, drainage 
ditches and disturbed ground, all of which 
have a high wildlife value. Examples of the 
wide variety of flora recorded include yellow 
sedge (Carex viridula oedocarpa) and bee 
orchid (Ophrys apifera). Species of wildlife 
that can be found range from bird species 
such as the Grasshopper Warbler (Locustella 
Naevia) to butterfly species such as the 
Common Blue (Polyommatus Icarus).
“WE CONSTANTLY STRIVE TO 
GO BEYOND MINIMISING OUR 
IMPACT ON BIODIVERSITY 
TO CREATE NET POSITIVE 
BIODIVERSITY GAIN”
As well as complying with strict statutory 
environmental regulations and best-
practice standards such as ISO 14001:2015, 
we constantly strive to go beyond minimising 
our impact on biodiversity guided by our 
Biodiversity Management Plan and corporate 
leadership to create net positive biodiversity 
gain at our manufacturing locations. 
For example, we have wilderness areas with 
long un-cut grass to encourage wildlife and 
have enhanced natural habitats for a range of 
species including the creation of protective 
habitats for the great crested newts at our 
Gaydon site, and we are planning for our 
own Aston Martin bee hives in early 2022. 
Our site at Gaydon is home to a nature 
conservation area, which includes a trail for 
employees and customers. In 2022 we will 
update our Biodiversity Management Plan 
and explore the opportunity to align this with 
the Science Based Target Network Action 
Framework for Nature.
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
37

INVESTING IN 
PEOPLE AND 
OPPORTUNITY
3/5 INVESTING IN PEOPLE AND OPPORTUNITY
PUTTING OUR PEOPLE FIRST
Investing in people and opportunity will 
continue to shape our future. We rely on 
the skills and dedication of a brilliant team: 
a team we must keep safe, a team we must 
support, and a team we must sustain for the 
long term. This requires a relentless focus on 
achieving zero accidents, ensuring employees 
can realise their potential, and creating a 
more diverse and inclusive environment that 
promotes and attracts the very best talent. 
Sustaining a brilliant team also demands that 
we inspire young people about the exciting 
possibilities of a future in engineering and 
manufacturing, as well as play a proactive role 
supporting the communities we are part of.
Five Star 
Safety Audit
British Safety Council Occupational Health & Safety Audit, achieving 94.29% score
10th Year
consecutive British Safety Council Sword of Honour
“INVESTING IN PEOPLE 
AND OPPORTUNITY WILL 
CONTINUE TO SHAPE 
ASTON MARTIN’S FUTURE”
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
38

“WE MUST CONTINUE TO INSPIRE 
THE NEXT GENERATION ABOUT 
THE EXCITING POSSIBILITIES OF 
A FUTURE IN ENGINEERING 
AND MANUFACTURING”
Zero
accidents
25% 
women in leadership positions within five years
Leading 
industry employee wellbeing
Growing 
 talent and raising aspirations 
Building
support for charity and communities
OUR AMBITION
92%
below the UK vehicle automotive manufacturing average injury rate
30% 
Reduction
in Accident Frequency Rate from 1.44 in 2020 to 1.01 in 2021
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
39

3/5 INVESTING IN PEOPLE AND OPPORTUNITY
SAFETY: MORE THAN A PRIORITY
Keeping our employees safe needs to be 
more than a priority. At Aston Martin, every 
vehicle we build is crafted by precision, 
a dedication to perfection and a desire to 
reach new heights in design and engineering 
excellence. Safety is no exception to this 
approach, which is why we are aiming for 
zero accidents. For any business this is a 
difficult challenge, but it is a challenge 
that we embrace. 
During 2021, we continued our 
industry‑leading track record on safety 
and in December we received our 10th 
consecutive British Safety Council Sword 
of Honour. The British Safety Council Five 
Star Occupational Health & Safety Audit is 
a comprehensive, quantified audit process, 
which allows health and safety performance 
to be tested against the latest legislation, 
recognised standards and best-practice 
techniques. It provides a quantified outcome 
with detailed recommendations against a 
contemporary best-practice specification 
(including the requirements of ISO 45001) 
over and above current Occupational 
Health and Safety Management Systems 
standard requirements. 
The audit specification model includes six 
best-practice indicators which are continually 
assessed throughout the audit process:
	–
Leadership;
	–
Stakeholder engagement;
	–
Risk management;
	–
Organisational health and safety culture;
	–
Continual improvement; and
	–
Wellbeing.
Each year, only those organisations that 
have achieved the maximum five stars in 
the British Safety Council’s Five Star Audit 
scheme are invited to apply for a Sword 
of Honour, with only a select few attaining 
this prestigious award. 
Our track record is built on a safety-led 
culture embedded through leadership and 
training, shared accountability, rigorous 
reporting, and investment in the latest 
technology and systems. Supported by a team 
of dedicated safety professionals, throughout 
202 we have continued to deliver and pioneer 
best practice, as well as maintain compliance 
with strict industry standards including ISO 
45001. Our investment during 2021 includes 
WELLBEING AND HEALTH AND SAFETY (AS AT 31 DECEMBER 2021)
2019
2020
2021
Accident Frequency Rate*#
1.04
1.44
1.01
Sword of Honour Award
8TH CONSECUTIVE TIME 9TH CONSECUTIVE TIME 10TH CONSECUTIVE TIME
BSC Health and 
Safety audit score
94.44%
94.40%
94.29%
*	
Accident Frequency Rate (AFR) – for Aston Martin Lagonda UK employees/200,000 manhours (or per 100 employees)
#	
This figure only includes UK employees
the planned introduction of an advanced 
reporting system to improve real-time visibility 
of safety data and a new ‘e-permit’ system 
that ensures all on-site contractors have the 
right safety accreditations and approvals. 
We have also maintained our comprehensive 
safety training regime, which includes 
regular refresher courses and delivering 
IOSH‑accredited qualifications.
Although we can be proud of our record on 
safety, we will continuously endeavour to do 
more. With zero accidents at the centre of our 
new ESG strategy, we will always reach for 
higher and better performance until that goal 
has been achieved. 
Our approach to safety is 
delivered with the same 
attention to detail as our 
renown for design
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
40

WORKING SAFELY DURING 
THE PANDEMIC 
Aston Martin has been recognised for 
pioneering best practice to keep our employees 
safe whilst successfully maintaining production 
and positive change across the business. 
Throughout 2021 we continued to maintain 
our COVID-secure guidelines in order to 
protect our people and build on our existing 
COVID-19 corporate update portal, providing 
the latest information and Company actions 
in one place, accessible to all employees 
at all times. 
We continued to work closely with employees 
and trade unions to further develop and 
implement protocols to protect employee 
health and safety in our production facilities 
in line with the evolving government 
advice. This included maintaining a safe 
environment to enable people who needed 
to be on site to return to work, whilst still 
supporting those who could work from 
home to do so effectively. We removed the 
temperature checks on arrival and brought 
in twice-weekly rapid flow antigen (lateral 
flow) testing for those working at our sites 
initially administered by a nurse, healthcare 
professional or first aider, and latterly, 
successfully moving to self-testing in the last 
quarter of the year. The lateral flow test has 
proved effective in providing rapid results, 
helping to stop the spread of the virus 
among our employees and their families.
We continued to mandate the use of face 
masks throughout the year when moving 
around our UK facilities, working on the 
shop floor and in situations where social 
distancing was not possible, even if this 
meant going beyond UK Government advice. 
We also encouraged the continuation 
of social distancing and hand sanitiser 
remained available throughout 2021.
SUPPORTING EMPLOYEE WELLBEING 
Our relentless focus on safety mirrors 
our wider commitment to supporting the 
wellbeing of our employees. During the 
pandemic we extended this commitment to 
build on the comprehensive range of benefits 
available to employees across the Company, 
including dedicated healthcare provision, 
on-site health assessments, discounted gym 
membership and a free, confidential helpline 
offering access to counselling. 
Mental health has been a key priority with a 
number of new initiatives delivered, including 
new tools provided through the ‘Thrive’ 
employee app and mental health training 
delivered to Aston Martin’s leadership team.
New tools have been 
offered to employees 
in 2021 to support their 
mental health wellbeing
W 
E
 
T
H
R
I
V
E
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
41

OUR PEOPLE VISION
Our people vision is ‘to create a fulfilling and 
rewarding experience that enables our people 
to flourish’ and is part of our People Strategy. 
The People Strategy has been developed to 
accelerate progress in creating and sustaining a 
world-class employee experience. The pillars of 
our strategy centre around our I AM culture and 
include aspects such as embedding our I AM 
values, driving improvements to diversity and 
inclusion, a focus on employee engagement, 
clear communication and growing our team to 
meet the business’s future capability needs.
Delivery of the People Strategy is overseen by 
the People Forum, which meets on a monthly 
basis. The Forum, chaired by our Director 
of HR, assumes responsibilities previously 
overseen by the People Committee. 
OUR VALUES
Our organisation values are honest, 
transparent, accountable and courageous. 
We are currently partnering with employees 
from across the organisation to develop 
a deep understanding of how our values 
become lived. Through a series of focus 
groups, employees have shared their 
experiences of what makes Aston Martin 
unique and their vision for the future. 
Alongside the feedback from the I AM 
Engaged survey, this is an important step 
in co-creating what Aston Martin stands 
for and what being part of Aston Martin 
means for employees.
EMPLOYEE ENGAGEMENT
During 2021, work has continued 
on ‘I AM Aston Martin’, our culture 
transformation programme. 
In 2021 we conducted our Global I AM 
Engaged survey, receiving feedback from 
80% of employees. 
Following the survey, our priorities for 
engagement were set as:
	–
Delivering a Shared Vision; and
	–
Strengthening a High Performance Culture.
In December 2021, CEO Tobias Moers 
shared the future vision for the Company 
with all employees, followed by an exclusive 
employee event to reveal our ‘Showroom of 
the Future’. Roundtable events have enabled 
employees to hear first hand the thoughts and 
perspectives of the CEO and have been a key 
mechanism to continue the dialogue on the 
experiences and engagement of our people. 
Aston Martin employees have also been 
engaged in shaping our organisation values. 
An open invitation saw employees from across 
all parts of the business come together in 
focus groups to help shape the behaviours 
which will help Aston Martin succeed in the 
future. The launch of the values will continue 
into 2022 to become part of how we attract, 
grow and develop our people.
TRAINING AND EMPLOYEE DEVELOPMENT
Aston Martin offers a four-year apprenticeship 
programme to equip new employees with 
the skills they need to fulfil a range of roles 
across the business. Our two-year graduate 
programme allows graduates to rotate through 
various areas of the business, through which 
they gain a unique insight into the workings of 
Aston Martin. Every employee at Aston Martin 
can access training opportunities tailored to 
their needs and aspirations throughout their 
career. This includes enabling employees 
to work towards Chartered Institute of 
Management Level 3 in Management and Level 
5 in Leadership and Management, as well as 
APM Level 4 in Project Management, Data 
Analytics Level 4, and MBA qualifications.
REWARDS AND BENEFITS
Passionate, motivated and professional people 
are critical to the success of Aston Martin and, 
to attract and retain the best talent available, 
our pay and benefits must be competitive. 
Our aim is to foster a culture where everybody 
feels valued, motivated and rewarded to 
achieve their best work. Our reward offering 
is overseen by the Remuneration Committee 
which, as well as having responsibility for 
senior executive pay, considers remuneration 
across the whole Company.
The philosophy and principles that apply to 
remuneration at the Company are applied 
consistently throughout the organisation, 
with an emphasis on a pay for performance 
approach. All employees are eligible for an 
annual bonus based on performance and at 
a senior level, there is a greater emphasis 
on long term, sustainable performance and 
alignment with the shareholder experience. 
The key difference between executive 
remuneration and that for the wider workforce 
is therefore that a higher proportion is at risk 
and dependent on Company performance.
Pay, terms and conditions for non-management 
grades are subject to Trade Union negotiation, 
with any changes, including any general 
increases, agreed on a regular basis. In 2021, 
the Company introduced a new Company‑wide 
annual bonus with a Group scorecard of 
performance measures to better reflect annual 
progress on the business plan and latest KPIs. 
The Group scorecard was cascaded throughout 
the Company to apply to annual bonuses for all 
employees, providing strong alignment of focus 
and a ‘One Team’ approach. As part of the 
2021 agreement, the Company also agreed a 
grade protection policy, offering protection for 
restructure/organisational job changes or long 
term ill health, and a home-working policy, 
to support employees who can effectively 
work from home.
During 2021, the Company reviewed the Aston 
Martin Lagonda Limited Pension Scheme (the 
Defined Benefit Pension Scheme) and proposed 
to close this scheme to future accrual. 
A consultation process with affected employees 
(c.400 members) was carried out during 2021, 
and the Company also engaged with the 
trade union on the proposals. Following this 
consultation, the Company decided to close 
the Defined Benefit Scheme to future accrual 
on 31 January 2022, with all employees 
who were active Defined Benefit Scheme 
members immediately before the closure 
becoming deferred members and automatically 
joining the Company’s competitive Defined 
Contribution plan (of which the majority of 
employees are already members).
H O W  W E  W O R K
3/5 INVESTING IN PEOPLE AND OPPORTUNITY
SUSTAINABILITY REPORT 2021
42
ASTON MARTIN LAGONDA

EQUAL OPPORTUNITIES
We are committed to building and maintaining 
a workplace and culture where all our people 
feel connected to Aston Martin’s purpose, that 
they have a voice, will receive equal treatment 
and can develop to reach their full potential 
irrespective of their gender, gender identity or 
expression, ethnicity, race, nationality, origin, 
religion or belief, age, sexual orientation, 
disability, marital status, or any other 
characteristic protected by law.
ADVANCING DIVERSITY AND INCLUSION
Building a more diverse and inclusive 
Company is another area where we are raising 
our objectives and broadening our work to 
achieve those objectives. 
As noted in the Deloitte report, ‘Women at the 
Wheel – 2020 Women in Automotive Industry 
Study’, there is a need to address low female 
representation with women representing only 
20% of the automotive workforce in the UK 
and fewer than 10% at executive level. As part 
of our new ESG strategy, within the next five 
years we want 25% of our leadership team 
to be women, compared with the current 
share of 14%. Our plan to achieve this goal 
centres on tailored leadership development 
and a number of wider initiatives targeted at 
creating a more inclusive culture, including 
training to embed inclusive behaviours 
around the recruitment process. We have also 
expanded the remit of our Female Advisory 
Board, first established in 2015, to support 
the development of new initiatives aimed 
at achieving our goal. Our work to increase 
female representation in our leadership team 
will contribute to narrowing our Gender Pay 
Gap, which in 2021 was a mean pay gap 
favouring men by 6.9% and a median pay gap 
favouring men by 2.0%. 
Our Diversity and Inclusivity Working Group 
drives our diversity and inclusion strategy. 
The Group has built a system to monitor our 
demographic data across all our key people 
systems, and will launch our new Employee 
Inclusion Network in early 2022.
In 2022 Aston Martin will commence work 
with ‘Racing Pride’, an innovative movement 
developed to positively promote LGBTQ+ 
inclusivity within the motorsport industry 
and among its technological and commercial 
partners. Our focus with Racing Pride will be 
to review all our People policies to ensure 
they are inclusive, develop our approach 
to support employees transitioning at work, 
At Aston Martin, difference 
is valued and celebrated
deliver learning events to support our 
Working Groups, Inclusion Networks and 
Leaders understand issues facing the LGBTQ+ 
community specifically and work with external 
Ambassadors to provide an opportunity for 
employees to ask questions and give support.
In 2021, we started a process to commit to 
‘Valuable 500’, a global business collective 
innovating together for disability inclusion, 
and in 2022 we will be delivering plans as 
part of being a committed member of the UK 
Government’s Disability Confident scheme. 
Our efforts to promote diversity and inclusion 
will continue to be guided and supported by 
our ongoing ‘I AM Aston Martin’ initiative, 
which aims to make sure that employees can 
be their authentic selves at work.
EMPLOYEES BY GENDER (AS AT 31 DECEMBER 2021)^
Male
Female
% Female
Senior management team
6
-
0.0%
Senior leadership team
47
11
23.0%
Other employees
1,836
307
17.0%
Total
1,889
318
17.0%
EMPLOYEES BY REGION (AS AT 31 DECEMBER 2021)^
Male
 Female
% Female
Asia Pacific
21
16
43.2%
EMEA
40
7
14.9%
UK
1,807
287
13.7%
Americas
21
8
27.6%
Total
1,889
318
14.4%
Note: Data by gender and region is shown for 2,207 permanent Company employees only 
^	
Values assured by ERM CVS
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
43

3/5 INVESTING IN PEOPLE AND OPPORTUNITY
GROWING TALENT
Aston Martin offers comprehensive training 
for employees throughout the business, 
equipping them with the skills they need 
to develop and grow, and helping them 
realise their aspirations. 
Aston Martin’s industry-leading four-year 
apprenticeship programme combines 
classroom-based and online learning with 
mentorship and on-the-job experience across 
multiple areas of the business. In 2021, 
24 apprentices graduated from our four-year 
apprenticeship programme and we have 
44 apprentices currently in our programme, 
with a first tranche of 18 new apprentices 
expected to start the programme and their 
early career in September 2022.
Abbie Croker joined Aston Martin as a 
Computer Aided Design (CAD) Degree 
Apprentice in 2017 and having graduated 
from Warwick University in August 2021 
is now a full time CAD engineer. She’s 
currently working with the interior trim 
team on the instrument panel, centre 
console and doors. Abbie develops the 
assembly strategies, ensuring that they 
are functional and that the parts can be 
physically made. She returns to her old 
school yearly to promote apprenticeships 
and women in engineering. 
“THE DEGREE 
APPRENTICESHIP 
PROGRAMME HAS GIVEN ME 
THE CHANCE TO DEVELOP 
PROFESSIONALLY AND 
ACADEMICALLY AT THE 
SAME TIME. GAINING A 
DEGREE WAS SOMETHING 
I NEVER EXPECTED TO DO, 
BUT THE ENCOURAGEMENT 
I RECEIVED FROM 
COLLEAGUES AND 
FELLOW APPRENTICES 
WAS INVALUABLE”
A wealth of training and development opportunities 
are available to all Aston Martin employees
Aston Martin continues to enjoy great success 
with its graduate scheme, which is split 
between technical and professional career 
paths. A two-year programme allows graduates 
to rotate through various areas of the business, 
through which they gain a unique insight 
into the workings of Aston Martin. In 2022 
Aston Martin will welcome 20 graduates. 
Every employee at Aston Martin can access 
training opportunities tailored to their needs 
and aspirations. This includes enabling 
employees to work towards Chartered Institute 
of Management and MBA qualifications. 
In 2021 we continued to increase the courses 
available to employees through our e-learning 
platform to enable employees wider access 
to opportunities.
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
44

A B B I E  C R O K E R
A U T O C A R 
G R E AT   W O M E N : 
R I S I N G  S TA R S
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
45

3/5 INVESTING IN PEOPLE AND OPPORTUNITY
N AT I O N A L 
A P P R E N T I C E 
W E E K  W I T H  O U R 
A P P R E N T I C E
K R U S H M A  B O S A M I A
SUSTAINABILITY REPORT 2021
46
ASTON MARTIN LAGONDA

Krushma Bosamia joined Aston Martin in 
September 2018 from WMG Academy for 
Young Engineers in Coventry. Whilst  
working at Aston Martin she has been 
studying part time for a business degree 
at Coventry University, which she will 
complete later this year. As a commercial 
apprentice, Krushma has worked in a 
number of areas of the business, including 
HR, Sales Operations and Marketing. 
In 2021, Krushma was highly commended 
as a finalist at the BAME Apprenticeship 
Awards, which showcases the outstanding 
work and achievements of apprentices 
from Black, Asian and minority 
ethnic groups.
NATIONAL APPRENTICESHIP WEEK
In February 2022 Aston Martin reiterated its 
commitment to supporting and developing the 
next generation of British talent and skills with 
the launch of a drive to recruit over 40 early 
career positions at its Gaydon and St Athan 
sites. The recruitment drive, announced during 
National Apprenticeship Week 2022, will see 
the Company offer new opportunities to 18 
apprentices, 20 graduates and 10 paid interns, 
in positions across the business.
“IT’S BRILLIANT TO SEE WORLD-RENOWNED BRITISH 
COMPANIES LIKE ASTON MARTIN SUPPORTING THE 
NEXT GENERATION TO SUCCEED THROUGH THE POWER 
OF APPRENTICESHIPS”
THE RT HON NADHIM ZAHAWI MP, SECRETARY OF STATE FOR EDUCATION
“I HAVE HAD THE 
PRIVILEGE TO LEARN 
AND BE MENTORED BY 
HIGHLY SKILLED AND 
EXPERIENCED INDIVIDUALS 
PROVIDING ME THE 
PLATFORM TO DEVELOP 
BOTH MY PERSONAL AND 
PROFESSIONAL SKILLS. MY 
APPRENTICESHIP EXPERIENCE 
SO FAR HAS NOT ONLY 
ALLOWED ME TO BUILD AND 
ESTABLISH GOOD WORKING 
RELATIONSHIPS, BUT ALSO 
MAKE GREAT FRIENDS TOO”
A number of today’s Aston Martin 
employees started their careers as 
apprentices. The Company is committed to 
training, supporting and mentoring its future 
leaders as they learn how Aston Martin stays 
at the forefront of design, manufacturing and 
engineering innovation. On-the-job learning 
from global industry experts and working on 
an award winning product range, provides 
the best possible start to a career in the 
luxury automotive business.
Aston Martin’s apprenticeship programme 
forms a key part of the Company’s commitment 
to supporting the next generation of British 
talent and skills
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
47

DRIVING FORCE
As part of our commitment to promoting 
diversity and inclusion, and as a sponsor 
of the ITV series, Driving Force, Aston 
Martin worked with series Director-Creator, 
Rosemary Reed to organise an event at 
Whitchurch High School in Cardiff to 
inspire girls to work in male-dominated 
industries. Five female Aston Martin 
apprentice engineers joined Aston Martin 
Cognizant F1™ Team Driver Ambassador, 
racing and stunt driver, Jess Hawkins 
to speak to pupils aged 11 to 16 to talk 
about their experiences. The event was 
also supported by Girls on Track UK, a 
joint initiative between the Fédération 
Internationale de l’Automobile (FIA) and 
Motorsport UK to inspire girls and women 
into seeing and believing that there is a 
rightful and valuable place for them in 
the motorsport industry and show that 
there are opportunities for all, regardless 
of interests, gender and race. The Driving 
Force event further reflected Aston Martin’s 
ongoing commitment to promoting STEM.
Aston Martin Cognizant 
F1™ Team Driver 
Ambassador, racing 
and stunt driver, Jess 
Hawkins joined five 
female Aston Martin 
apprentice engineers 
on a visit to Whitchurch 
High School in Cardiff 
as part of a national 
effort to inspire girls 
to work in male-
dominated industries
3/5 INVESTING IN PEOPLE AND OPPORTUNITY
Our long term partnerships with local 
schools include the WMG Academy for 
Young Engineers (age 14 to 19) in Coventry, 
where Aston Martin is part of the syllabus. 
Every year the Company’s apprentices 
and other employees visit the Academy to 
help educate students about automotive 
manufacturing and engineering, as well as 
to share their experiences working at Aston 
Martin. This also provides our apprentices 
with a valuable opportunity to develop 
public speaking skills and grow confidence.
“PROMOTING STEM SUBJECTS IS AN 
IMPORTANT PART OF MAKING SURE ASTON 
MARTIN CAN ACCESS TALENT THAT IS THE 
BEDROCK OF OUR FUTURE SUCCESS”
INSPIRING FUTURE GENERATIONS 
Inspiring young people about the 
exciting possibilities offered by a career 
in manufacturing and promoting STEM 
subjects is an important part of making 
sure that Aston Martin can access talent 
that is the bedrock of our future success. 
This underpins our extensive engagement 
and long-standing partnerships with local 
schools and colleges.
During 2021, we successfully maintained our 
work with young people, with a continuing 
focus on promoting STEM. Encouraging the 
uptake of STEM subjects is an essential 
part of making sure young people are 
equipped to pursue careers in engineering 
and manufacturing, as well as enabling the 
Company to access the skills it needs for 
the long term. Aston Martin’s work here also 
reflects our wider commitment to supporting 
local communities and helping to raise 
young people’s aspirations.
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
48

HELPING OTHERS 
Aston Martin’s sites provide invaluable 
employment opportunities and contribute 
to the economic wellbeing of surrounding 
communities. But our contribution to 
supporting the communities we are part 
of goes much further. In addition to our 
partnerships with local schools to promote 
careers in STEM, Aston Martin works to 
support local charities and good causes 
chosen by employees across the business. 
Although difficult circumstances during 
2021 meant we could not undertake a 
number of activities, we are planning to 
rebuild our support for local charities 
during the year ahead. 
The Company is also committed to 
supporting communities and helping those 
in need nationally. In 2021 we reignited our 
work with The Prince’s Trust, a youth charity 
that helps vulnerable young people aged 
11 to 30 to access employment, education 
and training. Since 2016, Aston Martin has 
helped to raise over £2 million for The Prince’s 
Trust. As well as direct gifts, support and 
sponsorships totalling more than £200,000, 
in 2021 we donated an Aston Martin Vantage 
that helped to raise £500,000 for The Prince’s 
Trust via the Omaze prize draw.
WORKING WITH OUR STAKEHOLDERS
Aston Martin proactively engages with a wide 
range of stakeholders. In addition to local 
communities and charities, we also engage 
industry bodies such as the Society of Motor 
Manufacturers and Traders, the leading 
representative body for the UK automotive 
sector, parliamentarians, and stakeholders 
across the UK and Welsh governments.
The Prince’s Trust, a youth charity founded 
by HRH The Prince of Wales in 1976, helps 
young people aged 11 to 30 get into jobs, 
education and training
“OUR PARTNERSHIP WITH ASTON MARTIN HAS BEEN 
INVALUABLE. THANKS TO ASTON MARTIN’S SUPPORT, 
THE LIFE CHANCES OF THOUSANDS OF YOUNG PEOPLE 
WHO WE WORK WITH HAVE BEEN TRANSFORMED”
BEN MARSON, DIRECTOR OF PARTNERSHIPS, THE PRINCE’S TRUST
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
49

4/5 EXPORTING SUCCESS
EXPORTING 
SUCCESS
Aston Martin is an iconic British brand with a 
global reputation for products that deliver the 
ultimate in performance and luxury. In 2021 
we wholesaled 6,178 vehicles, an 82% 
increase compared with 2020. We now export 
to 56 countries and 2021 has seen significant 
growth, including 115% growth in sales to the 
Americas and 131% in the Asia Pacific region. 
The Aston Martin DBX SUV, launched in 
2020, has already achieved an estimated 20% 
market share of the ultra-luxury SUV market. 
This remarkable success is just another 
example of our proud role showcasing the 
very best of British advanced engineering and 
design worldwide. As we continue to drive 
our success, we are committed to continuing 
to work with government to help promote the 
UK’s wider exporting success.
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
50

56
countries with Aston Martin dealerships
115%
growth in Americas wholesale volumes
131%
growth in Asia Pacific wholesale volumes
20%
estimated market share of luxury SUV 
market in first full year
Continue
to work with the UK Government to showcase 
the very best in advanced British engineering 
and design worldwide 
Help 
achieve the UK Government’s aim to increase 
UK exports to £1 trillion per year by 2030 
Maintain 
engagement with government to support 
sustainable growth across the UK automotive 
sector, including expansion of the UK-based 
supply chain
OUR AMBITION
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
51

EXPORT GROWTH CREATING 
NEW JOBS IN WALES
On 21 February 2022, Aston Martin 
announced the creation of more than 
100 high-quality jobs at the Company’s 
manufacturing facility in South Wales, 
offering exciting new opportunities for 
local communities in the area. 
The creation of the new skilled automotive 
technician roles will help meet buoyant global 
demand for the new DBX707, the world’s 
most powerful SUV and first Welsh-built 
production car for nearly 50 years.
“IT’S GREAT TO SEE THE PRODUCTS 
THAT ASTON MARTIN PROUDLY 
MANUFACTURES IN WALES DRIVING 
THE SUCCESS OF THIS ICONIC BRITISH 
BRAND, AS WELL AS CONTRIBUTING 
SIGNIFICANTLY TO THE EXPORTING 
SUCCESS OF THE NATION AS A WHOLE”
VAUGHAN GETHING MS, 
WALES’ MINISTER FOR ECONOMY
Launched to global acclaim 
in February 2022, the 
DBX707 is creating further 
employment opportunities 
for people in South Wales
4/5 EXPORTING SUCCESS
ASTON MARTIN LAGONDA
52

“THE CREATION OF MORE 
THAN 100 JOBS WORKING 
WITH A WORLD-CLASS AND 
GLOBALLY-RECOGNISED 
BRAND IS A HUGE VOTE OF 
CONFIDENCE IN THE SKILLS 
AND EXPERTISE OF THE 
WELSH WORKFORCE”
THE RT HON SIMON HART MP, 
SECRETARY OF STATE FOR WALES
ASTON MARTIN LAGONDA
53
SUSTAINABILITY REPORT 2021

5/5 DELIVERING THE HIGHEST STANDARDS
DELIVERING 
THE HIGHEST 
STANDARDS
BEST PRACTICE
We operate in a highly regulated sector where 
our vehicles must comply with national legal 
requirements and regulations, so engagement 
with national and regional governments 
continues to be important. As a publicly listed 
business, we also comply with the regulations 
set out by the London Stock Exchange.
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
54

Develop 
and deliver against validated SBTi targets 
on our path to net-zero 
Ongoing 
commitment to report in line with the Task 
Force on Climate-related Financial Disclosures
Understand 
and engage in emerging areas of best practice 
such as Science Based Targets Network for 
Nature and the Task Force on Nature-related 
Financial Disclosures
9 Policies
updated including two updated policies 
on Anti‑Slavery & Human Trafficking and 
Diversity & Inclusion
OUR AMBITION
New ESG
strategy approved and aligned with corporate strategy
Established
new Board Sustainability Committee
Intensified
the work of eight dedicated ESG Working Groups across the business
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
55

NEW SUSTAINABILITY COMMITTEE
The Sustainability Committee was established 
in December 2021 to ensure that the 
Directors provide a clear focus and support 
to the Company’s ESG strategy and targets, 
and understand the actions required for the 
Company to achieve its targets and develop 
relevant and reliable reporting metrics, in line 
with the growing body of standards in this 
area. The role of the Committee is to oversee, 
on behalf of the Board, the Company’s ESG 
strategy, which focuses on five strategic pillars: 
	–
Tackling climate change
	–
Creating a better environment
	–
Investing in people and opportunity
	–
Exporting success
	–
Delivering the highest standards
The Committee will also oversee broader 
stakeholder engagement on behalf of the 
Board. The Committee will meet at least 
twice a year.
The Committee’s responsibilities are set out in 
its terms of reference, which can be found at 
www.astonmartinlagonda.com/investors and 
these include: 
The Chairs of our sustainability working 
groups meet regularly to drive progress 
in our ESG goals and collaborate on the 
challenge to be a more sustainable business
	–
reviewing and making recommendations 
to the Board on the annual 
Sustainability Report;
	–
monitoring progress and receiving 
updates on the targets contained in the 
ESG strategy;
	–
reviewing and approving the annual 
stakeholder engagement plan;
	–
monitoring progress and receiving updates 
on the stakeholder engagement plan;
	–
reviewing and making recommendations 
to the Board on the Group’s ethical policies 
and procedures;
	–
receiving updates on the Company’s 
sustainability ratings and accreditations; 
and
	–
receiving updates on sustainability 
reporting requirements and changes to 
government strategy, policies and laws 
impacting sustainability.
The members of the Committee are 
Independent Non-Executive Director Dr Anne 
Stevens (Chair), Senior Independent Director 
Antony Sheriff and Chief Executive Officer 
Tobias Moers. The Committee’s first report will 
appear in the Company’s 2022 Annual Report. 
“SUSTAINABILITY IS NOW 
OVERSEEN BY A NEW BOARD 
COMMITTEE, DEMONSTRATING 
THAT WE, AS A RESPONSIBLE 
BUSINESS, ARE ACCELERATING 
OUR ACTIONS TO 
ADDRESS OUR IMPACT 
ON THE ENVIRONMENT”
DR ANNE STEVENS
INDEPENDENT NON-EXECUTIVE DIRECTOR
CHAIR OF THE SUSTAINABILITY COMMITTEE
DR ANNE STEVENS
INDEPENDENT NON-EXECUTIVE DIRECTOR
5/5 DELIVERING THE HIGHEST STANDARDS
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
56

EQUIPPED TO DELIVER A NEW 
FOCUS ON ESG
During 2021 in addition to the creation 
of the new Sustainability Committee 
we also intensified the work of eight 
working groups that harness leadership 
and expertise from across the Company to 
achieve our ESG objectives by developing 
and executing credible plans for action.
ASTON MARTIN 
LAGONDA GLOBAL 
HOLDINGS PLC
GROUP RISK REGISTER
Key ESG issues as listed on the Group risk 
register and regularly reviewed by the Risk 
Management Committee
EXECUTIVE COMMITTEE
SUSTAINABILITY COMMITTEE
ENERGY STRATEGY 
WORKING GROUP
MODERN SLAVERY 
WORKING GROUP
ENVIRONMENT WORKING 
GROUP
WATER, WASTE & RECYCLING 
WORKING GROUP
SUSTAINABLE SUPPLY CHAIN 
WORKING GROUP
ESG COMMUNICATIONS 
WORKING GROUP
DIVERSITY & INCLUSION 
WORKING GROUP
HEALTH & SAFETY (ISO 45001)  
WORKING GROUP
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
57

CUSTOMERS  
AND ENTHUSIASTS
Customers and enthusiasts are key to our 
brand and our business success. Their 
emotional connection with the brand enables 
us to build a strong and loyal customer base.
OUR PEOPLE
Our people are the key to our success. 
Our performance depends on our 
passionate, knowledgeable, experienced 
and creative people.
WHAT MATTERS  
TO THEM?
	–
Quality and safety of products
	–
Car design and performance
	–
Environmental commitment
	–
Brand strength
	–
After-sales service
	–
Cost of ownership
	–
Job security, personal development and 
career opportunities
	–
Health and safety
	–
Engagement
	–
Feeling valued
	–
Reward and benefits
	–
Diversity and inclusion
	–
Environment and social responsibility
HOW WE ENGAGE 
AT BOARD LEVEL
	–
Executive Chairman and Chief Executive 
Officer at promotional events for VIP 
customers, such as Pebble Beach and 
Goodwood Festival of Speed
	–
Ongoing engagement by senior 
management with key members of press
	–
Roundtables between CEO, 
CFO and COO and employees
	–
People Forum
	–
Employee Town Halls
	–
Skip Level Sessions
	–
Consultation on employee benefits
	–
Trade Union Business Review
	–
Health and Safety Review
	–
COVID-19 Task Force
HOW WE 
ENGAGE ACROSS 
THE GROUP
	–
Events, such as Valhalla global tour
	–
Launch of market-leading configurator
	–
Product-led campaigns such as DBX film
	–
Talent-led campaigns such as  
Dave/Stormzy
	–
F1TM customer hospitality
	–
Global premiere of James Bond film 
No Time to Die, featuring four different 
Aston Martin cars
	–
Engagement with automotive and 
lifestyle press
	–
Leveraging Aston Martin content across 
social media channels
	–
Global I AM Engaged employee survey 
	–
Focus groups supporting the co-creation 
of our I AM culture and to deep dive 
engagement topics
	–
Aston Martin internal communications 
platform and AM People newsletter
	–
Aston Martin’s Diversity and Inclusion 
Working Group
	–
Local Health and Safety Committees
	–
Online hub for topics important to 
employees, e.g. COVID-19, Wellbeing, 
Working from Home
	–
Local Trade Union meetings
OUTCOMES OF 
ENGAGEMENT
	–
50% of customers new to brand
	–
Double digit uplift in traffic to Aston 
Martin website over F1TM race weekends
	–
Aston Martin Cognizant F1TM team 
connecting the brand with a highly 
engaged audience, with c. 2.8 billion 
impressions since March 2021
	–
Reduced need for variable marketing 
support to dealers, with 4x reduction in 
variable marketing spend over prior year
	–
Brand equity research shows increasing 
brand perception and buying intent 
among luxury car buyers, particularly in 
China and US
	–
Increased sales
	–
Employee feedback from the I AM 
Engaged survey has shaped both our 
Company level engagement priorities 
and driven action planning globally to 
improve the employee experience
	–
Development of our core values 
and behaviours
	–
Development of our five-year D&I 
priorities and plan
	–
Implementation of the all-employee 
bonus scheme
	–
Embedding safety at every level of our 
operations team
	–
Employees connected to our Showroom 
of the Future
ENGAGING OUR STAKEHOLDERS
We believe that stakeholder engagement is 
a key element of delivering a sustainable 
business and this activity is undertaken 
across our business at different levels of 
the organisation. During the year much of 
our stakeholder engagement was driven by 
COVID-19 impacts as well as the significant 
steps the Company was taking to strengthen 
our leadership and capital structure. 
Information on our key stakeholders, their 
priorities and how we engaged with them 
during the year is provided in the adjacent 
table and throughout this Report.
5/5 DELIVERING THE HIGHEST STANDARDS
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
58

DEALER NETWORK
Our third party dealerships are the direct 
contact point for our brand to our customers. 
They enable us to maintain control over our 
brand positioning and luxury customer service 
in a cost effective way.
SUPPLIERS AND  
OTHER PARTNERSHIPS
Our suppliers are fundamental to our 
business, particularly ensuring their quality 
and efficiency. Carefully chosen partnerships 
provide us with an important source of 
technical expertise and brand enhancement.
LOCAL COMMUNITIES
Building positive relationships with those we 
impact enables us to maintain trust and to 
support our communities.
INVESTORS
Continued access to capital is vital to the 
long term performance of our business. Our 
focus is to ensure investors understand our 
strategy, performance, ambition and culture 
and for us to understand their priorities.
	–
Brand strength and Company support
	–
Programmes to identify and support 
increased sales opportunities 
	–
Increased customer satisfaction and 
retention targeting ultra-luxury segment
	–
Dealer profitability 
	–
Responsible procurement, trust, ethics 
and open dialogue
	–
Operational improvement
	–
Competitiveness
	–
Strong relationships
	–
Financial performance
	–
Building capability and expertise
	–
Design and technical expertise
	–
Trust and ethics
	–
Safety
	–
Sustainability and non-financial 
performance including environmental 
impact of our products
	–
Career opportunities for members of the 
local community
	–
Local operational impact
	–
Delivery of the Company’s strategy
	–
Financial performance
	–
Sustainability
	–
Governance and transparency
	–
Confidence in the leadership
	–
Stability and predictability, 
with no surprises
	–
CEO and Board engagement to strengthen 
dealer relationships and support demand-
driven strategy
	–
Attendance (physical or virtual) at local 
dealer conferences held during the year 
	–
Strengthening of central and regional 
senior management, supporting closer 
dealer relationships 
	–
Strategic Cooperation Agreement with 
Mercedes-Benz AG securing access 
to technologies critical to our long 
term plans
	–
Sponsorship of Aston Martin Cognizant 
F1TM team to provide direct global 
marketing platform targeting key 
customers and enhancing the brand
	–
Ongoing partnership with Red Bull 
Advanced Technologies to create the 
Aston Martin Valkyrie and Aston Martin 
Valkyrie Spider
	–
Dedicated Supplier Quality 
Development team manages supplier 
quality and performance
	–
The Board is very supportive of our 
projects with local communities; however 
face-to-face engagement opportunities 
have been limited during the pandemic
	–
Webcasts, presentations and meetings 
by the Executive Chair, CEO, CFO 
and Director of Investor Relations 
	–
Gaydon site visit for analysts and 
large investors held in November, 
to showcase the efficiency 
work undertaken
	–
Roll out of dealer network programmes 
to monitor performance aligned to 
increased brand standards and sales 
growth opportunities
	–
Transfer of Aston Martin Academy 
Training programmes into virtual class 
delivery, together with upgrade of 
e-Learning courses
	–
Upgrade within digital platforms, 
supporting increased engagement and 
elevated brand representation 
	–
Roll out of the new Responsible 
Procurement Policy with our suppliers 
as part of our ESG strategy
	–
Supply chain champions working 
closely with suppliers to resolve 
ongoing issues
	–
Commodity Team structure established 
and being used effectively
	–
Supplier risk meeting cadence working 
cross functionally to mitigate potential 
risks to production
	–
Collaboration with suppliers to deliver 
innovation and economic improvement 
	–
Using supplier scorecards to identify 
areas for performance improvement
	–
Outreach programmes with local schools 
near our Gaydon and St Athan factories, 
delivered remotely during the pandemic, 
whereby Aston Martin apprentices 
promote STEM career choices for 
young people
	–
Focused investor relations programme 
delivered both remotely and in person
	–
Retail shareholders engaged via direct 
communications, our website, press 
activities, Annual Reports and Annual 
General Meetings
	–
For more information see our 
Governance Report on page 88 of our 
2021 Annual Report
	–
Positive dealer sentiment with increased 
new and pre-owned sales, leading to a 
significant reduction in year end inventory
	–
Increased dealer profitability, with over 
81% of reporting dealers recording 
positive return-on-sales
	–
Higher rate of online enquiries
	–
Improved supplier relationships that 
promote a culture of collaboration 
and innovation
	–
Better understanding of Aston Martin 
supply chain issues and how to resolve 
and learn from previous issues
	–
Commodity teams now incorporate the 
required departments to aid the effective 
progression of design and sourcing
	–
Supplier risk meetings working 
at identifying issues and 
implementing mitigation plans before 
they affect production
	–
Supplier scorecards continue to engage 
suppliers in how they are performing to 
our standards
	–
Whilst outcomes in this area are not 
easy to measure, Aston Martin takes a 
long term approach and will be looking 
to increase our engagement in 2022, as 
pandemic restrictions are eased, including 
an Early Careers recruitment drive 
launching in H1
	–
Shareholders have provided valuable 
feedback in relation to the trading of the 
Company’s shares and bonds
	–
Long term shareholders remain 
supportive of the Company’s strategy
	–
Key shareholders have increased their 
positions in recent months
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
59

2020
2021
GOVERNANCE
As a signatory of the UN Global Compact we 
are committed to doing business in an ethical 
and transparent way. This approach is essential 
to ensure that our growth is sustainable and 
provides shared value for our stakeholders. 
We are committed to comply with the 
regulatory context of all countries in which 
the Company operates and to ensure our 
cars are compliant with the regulation for the 
markets in which they are sold.
Our Standards of Corporate Conduct apply to 
all full and part time employees of the Group, 
and to all temporary, contract and all other 
individuals and companies that act on behalf 
of the Group.
The Standards of Corporate Conduct 
established a series of principles and 
guidelines of conduct that ensure ethical 
and responsible behaviour in a number of 
areas such as: Anti-Bribery and Corruption, 
Confidential Reporting and Whistleblowing, 
Modern Slavery, Responsible Procurement 
and Diversity & Inclusion. The Internal Audit 
team investigates possible violations of the 
Standards of Corporate Conduct during 
periodic audits.
ANTI-BRIBERY AND CORRUPTION
Our policy is to conduct all of our business 
in an honest and ethical manner and a 
zero-tolerance approach is taken to bribery 
and corruption. We are committed to acting 
professionally, fairly and with integrity in 
all our business dealings and relationships 
wherever we operate and implementing and 
enforcing effective systems to counter bribery.
To ensure that the Company and its employees 
conduct business in an ethical and transparent 
way, we have a number of policies including 
Anti-Bribery and Corruption, Gifts and 
Hospitality, and Confidential Reporting and 
Whistleblowing, that govern business conduct 
with our key stakeholders. These policies 
address the giving and receiving of gifts, meals 
and hospitality, invitations to government 
officials, our approach to facilitation 
payments, and matters in relation to the 
appointment of dealers. We have a gift 
and hospitality register and an annual  
online training and certification process 
to monitor compliance whereby all employees 
are required to review all our Standards of 
Corporate Conduct and certify that they have 
read and understood them.
SUSTAINABLE SUPPLY CHAIN
RESPONSIBLE PROCUREMENT POLICY 
With our aim to improve the social, 
environmental and economic impact of our 
operations, we are committed to building a 
responsible supply chain with our partners. 
Our policies and practices are designed to 
promote quality and maintain high standards 
of sustainable and ethical sourcing.
The Aston Martin Responsible Procurement 
Policy was revised in 2021 to cover conflict 
minerals and our commitment to elimination 
of any identified breaches, as well as the 
core principles of Green Procurement, 
and also expanded our commitment to 
environmentally-friendly products and 
ISO 14001:2015 in line with our new ESG 
strategy. The Policy sets 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 procurement policies and 
practices, standard terms of conditions of 
supply and the standards for all Company 
employees, suppliers and sub-suppliers. 
We seek 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 Policy, including but not limited to our 
expectations around working conditions, 
regulatory compliance, safety, ethical and 
environmental commitments and eradicating 
any forms of slavery or human trafficking in 
line with the UK’s Modern Slavery Act 2015. 
Our supply chain management process 
enables us to work closely with our suppliers 
to ensure all requirements are understood 
and supported, with performance monitored 
and tracked. A detailed overview of the 
Aston Martin Responsible Procurement Policy 
can be found on the Company’s website: 
www.astonmartinlagonda.com.
SUPPLIERS BY REGION
The Company continues to be focused on 
sourcing the best suppliers globally, which 
includes increasing local spend, but also 
moving further afield than Western Europe. 
The reliance on Europe and the UK suppliers 
in 2020 was largely due to the impact of the 
COVID-19 pandemic.
  Africa	
  Asia Pacific
  North America
  Europe
  UK
1.3%
0.0%
1.1%
72.7%
24.8%
  Africa	
  Asia Pacific
  North America
  Europe
  UK
3.5%
0.3%
1.0%
66.4%
28.9%
5/5 DELIVERING THE HIGHEST STANDARDS
SUSTAINABILITY REPORT 2021
60
ASTON MARTIN LAGONDA

HUMAN RIGHTS AND MODERN SLAVERY
Modern slavery, together with its components 
of forced labour and human trafficking, is 
a hidden crime and a growing worldwide 
issue exacerbated by the rapid rise in global 
migration, affecting an estimated 40.3 million 
people. This issue transcends age, gender 
and ethnicities. It includes victims trafficked 
from overseas and vulnerable people in the 
UK who are forced illegally to work against 
their will across many different sectors such 
as agriculture, hospitality, construction, 
retail and manufacturing.
Our new Anti-Slavery and Human Trafficking 
Policy provides employees, contractors and 
other business partners direction on our 
approach to, and measures we have in place 
to prevent acts of, modern slavery and human 
trafficking in the business and supply chain. 
These measures include training, issuing the 
Responsible Procurement Policy, conducting 
due diligence and regular audits of suppliers, 
and mitigation activities to address supply 
chain risks. We are required to publish an 
annual ‘Slavery and Human Trafficking 
Statement’ detailing the steps we have taken 
to ensure that slavery or human trafficking 
is not taking place in our supply chain. 
To address this, we have established a 
cross functional Modern Slavery Working 
Group including representation from 
Human Resources, Legal, Procurement and 
Supply Chain, Internal Audit and Corporate 
Responsibility, who are responsible for 
implementing and maintaining the relevant 
policies, communication and training to 
combat modern slavery.
Over the course of 2021 no human 
rights violations were reported within 
the Group or our wider supply network. 
A copy of our Modern Slavery Act 
Statement can be found on our website 
at www.astonmartinlagonda.com.
WHISTLEBLOWING
We are committed to creating an 
environment of trust which is open, safe 
and secure, and it is important that our 
employees feel that they are able to raise 
genuine concerns of suspected wrongdoing 
without fear of suffering detriment or being 
victimised. Our Confidential Reporting and 
Whistleblowing Policy has been developed 
with the aim of encouraging employees to 
voice any concerns they may have about 
any known or suspected wrongdoing in 
strict confidence and outlines the procedure 
to follow to bring this to the Company’s 
attention. The policy is widely available, and 
there is also annual mandatory training on 
this Policy. Any concerns raised are managed 
by the Internal Audit and Risk Management 
team, and investigation reports are received 
and reviewed by the Chief Executive Officer 
as well as the HR Director and Chair of the 
Audit and Risk Committee.
There were four whistleblowing reports 
received in the year, three relating to potential 
breaches of Company policy/procedures and 
one potential conflict of interest. One case 
remains open at year end. 50% of the reports 
received were reported directly to executive 
management with the other 50% reported 
via the online web reporting portal.
POLITICAL DONATIONS
It is the Company’s policy not to make 
political donations and no such political 
donations were made during the period. 
TAX STRATEGY
We are committed to complying with our 
statutory obligations in relation to the payment 
of tax including full disclosure of all relevant 
facts to the appropriate tax authorities. 
In managing our tax affairs, we recognise 
our responsibilities as a taxpayer and the 
need to protect the corporate reputation 
inherent in the brand.
The Board has ultimate responsibility for 
the Group’s tax strategy although the day-
to-day management rests with the Executive 
Committee which comprises the senior 
operational personnel of the Group. The Chief 
Financial Officer is the Executive Committee 
member with ultimate responsibility for tax 
matters and is the Senior Accounting Officer 
of the Group. The Chief Financial Officer 
advises the Board on the tax affairs and risks 
of the Group to ensure: (i) the proper control 
and management of tax risk; (ii) the tax 
position is planned in line with the Group’s 
strategic objectives; (iii) the tax charge is 
correctly stated in the statutory accounts 
and tax returns; and (iv) all tax compliance 
is completed in a timely manner to HMRC 
and other tax authorities.
Further information on the Group’s tax 
strategy is available on our website at  
www.astonmartinlagonda.com.
AUTOMOTIVE COUNCIL
EUROPEAN SMALL CAR 
MANUFACTURERS ALLIANCE (ESCA)
FÉDÉRATION INTERNATIONALE DE 
L’AUTOMOBILE (FIA)
UN GLOBAL COMPACT
ROYAL WARRANT HOLDERS 
ASSOCIATION
BRITISH SAFETY COUNCIL
CONFEDERATION OF BRITISH 
INDUSTRY (CBI)
FTSE4GOOD
SOCIETY FOR MOTOR MANUFACTURES 
& TRADERS (SMMT)
WELSH AUTOMOTIVE FORUM
CDP
MEMBERSHIP OF ASSOCIATIONS 
IN 2021
The Company is a member of a 
number of industry bodies and trade 
associations around the world, which 
enables the Company to create 
synergies with other organisations to 
improve business and to efficiently 
and sustainably develop industry 
and society.
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
61

VEHICLE SAFETY 
Vehicle safety is among our top priorities 
when developing our vehicles, with the safety 
of both our customers and other road users 
in mind. The safety features installed in our 
vehicles are developed to ensure the most 
appropriate balance between safety, control 
and performance is maintained without 
compromising safety.
All our products are compliant in 
all markets in which they are sold. 
Certification is achieved respecting the 
applicable requirements in each of the 
respective countries or markets. The vehicle 
certification in each of the respective 
countries is maintained and supported by 
our conformity of production activities.
Global activity on passive safety standards 
(protection of the occupant in the event of a 
crash or protection of a pedestrian in the event 
of being struck by a vehicle) has stabilised 
recently. The area of greatest regulatory 
activity, across all territories, has been on 
active safety Advanced Driver Assistance 
Systems (ADAS) and cyber security.
EUROPEAN UNION AND  
UNITED KINGDOM
Vehicles sold within the European Union 
are subject to vehicle safety regulations 
established by the European Union and 
by individual member states. Governed by 
EU Framework Regulation (EU) 2018/858, 
manufacturers demonstrate compliance 
through testing and witnessing, carried out by 
technical services and approval authorities. 
Since its inception in 1992, the European 
Union has continued to update the vehicle 
safety legislative requirements. The General 
Safety Regulation was introduced in 2009, 
with a significant revision and update 
adopted in 2020. The updated General Safety 
Regulation will, from July 2022, include new 
and revised legislation on passive and active 
safety items, introducing advanced emergency 
braking and emergency lane-keeping systems 
on all motor vehicles registered within the 
European Union. This regulatory activity has 
also included development of new safety 
subjects in areas such as cyber security of 
vehicle electrical systems. As well as safety, 
the changes to the European Framework 
Directive introduced enhanced requirements 
in market surveillance, conformity of 
production and consumer awareness 
of car defects.
The United Kingdom is expected to continue 
to be aligned with the European regulatory 
safety requirements for the foreseeable 
future. A revised UK legislative framework 
is expected in 2022.
Several other countries, with the notable 
exception of the United States, recognise 
and adopt United Nations Economic 
Commission for Europe (UNECE) regulations 
into their national standards and have either 
implemented regulations that mirror the 
UNECE regulations or permit passenger 
vehicles that are compliant with the 
UNECE regulations.
Aston Martin is proud of its 
workplace safety record
5/5 DELIVERING THE HIGHEST STANDARDS
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
62

UNITED STATES
In the United States, the National Traffic 
and Motor Vehicle Safety Act of 1966 (the 
“Safety Act”) requires vehicle manufacturers 
to meet certain safety standards for vehicles 
sold in the United States. Rule makings 
passed by Congress are administered 
by the National Highway Traffic Safety 
Administration (NHTSA), an agency of the 
Federal Government. NHTSA operates a 
self-certification compliance system, in which 
the manufacturer certifies that their products 
meet applicable standards. NHTSA has the 
authority to investigate complaints into vehicle 
safety and issue recalls for vehicles that do not 
comply with applicable standards. The Safety 
Act prohibits the sale in the United States of 
any new vehicles or equipment that does not 
conform to applicable vehicle safety standards 
established by NHTSA. NHTSA standards 
are updated frequently to incorporate new 
technologies and requirements.
In line with regulatory activity in other 
regions, the United States has proposed rule 
making on active safety crash avoidance 
measures and technologies that detect driver 
distraction. It is intended that such rules will 
be accommodated through autonomous 
functionality and the introduction of 
advanced vehicle-to-vehicle and vehicle-to-
infrastructure communication technologies. 
These requirements would have a significant 
influence on a vehicle’s electrical architecture 
and the cost and complexity of designing and 
producing cars with associated equipment.
CHINA
China continues to develop legislation on 
passive and active safety regulations, aligning 
itself with activity in the United Nations and 
Europe. In addition to United Nations and 
European passive and active safety regulation, 
China has progressed its own standards on 
safety regulations for electric vehicles and 
Cyber Security. In 2021, China announced a 
requirement to mandate Event Data Recorder 
installation from 2022.
Our era-defining hypercar, 
Aston Martin Valkyrie, 
has brought Formula 
1™ technology to the 
road, meeting the highest 
standards of safety
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
63

The Aston Martin Lagonda 2021 Sustainability 
Report for the period 1 January 2021 to 
31 December 2021 covers the activities of 
Aston Martin Lagonda Group Holdings plc 
and its subsidiaries – all of which are outlined 
in the Aston Martin Lagonda Group Holdings 
plc Annual Report, available on our website 
www.astonmartinlagonda.com.
REPORTING STANDARDS AND FORMATS
In this Report we set out our new ESG 
strategy and the initiatives taken during the 
2021 period. The Report was drafted by the 
Sustainability team at Aston Martin under 
the supervision of the Aston Martin Chief 
Financial Officer and in compliance with 
the ‘GRI Reporting Standards’ established in 
2016 by the Global Reporting Initiative (GRI) 
and in accordance with GRI Standards: Core 
option. Data used in the report is in directly 
measurable quantities, where possible, 
limiting the use of estimates. Any estimated 
data is indicated accordingly.
Selected performance data in this 
Report is subject to limited assurance. 
The independent assurors’ statement is 
included within this Report.
This Report is available online through the 
Aston Martin Lagonda corporate website 
www.astonmartinlagonda.com/responsibility. 
Any questions on this Report, which is 
updated annually should be directed to the 
Sustainability team, which can be contacted 
at sustainability@astonmartin.com.
M E T H O D O L O G Y  A N D  S C O P E
REPORTING SCOPE
ENVIRONMENT
BOUNDARY OF REPORTING
Unless otherwise stated, environmental data 
includes the following locations where the 
Company has operational control and the 
ability to influence resource use:
Regions
Location
Americas
Irvine, US
UK
Gaydon
St Athan
Chasepoint
MIRA
Newport Pagnell
Silverstone
Wellesbourne
Wolverton Mill
EMEA
Nurburgring, Germany
Asia Pacific
Tokyo, Japan
Shanghai, China
Singapore 
ENVIRONMENTAL METRICS REPORTED
	–
Total Gross Greenhouse Gas emissions 
(Scope 1 + Scope 2)
	–
Scope 1 (tCO2e)
	–
Scope 2 (tCO2e) – location and 
market‑based
	–
Greenhouse Gas emissions Scope 3 
(tCO2e) – business travel, management 
car miles, personal car mileage, employee 
commute and water
	–
Total Energy Consumption (MWh): 
Consumed Fuel + Electricity
	–
Water consumption (m3)
CALCULATION METHODOLOGY – 
GHG EMISSIONS
GHG EMISSIONS ARE ACCOUNTED FOR 
IN LINE WITH THE GHG PROTOCOL
	–
Scope 1 emissions are direct emissions 
from owned or controlled sources.
	–
Scope 2 emissions are indirect emissions 
from the generation of purchased 
energy. Emissions are reported using 
the location‑based methodology and 
market‑based methodology.
	–
Scope 3 includes emissions from business 
air travel, management car miles, personal 
car mileage, employee commuting figures 
and water consumed.
As a signatory to the United Nations Global 
Compact (UNGC), this Report aligns 
with the UNGC’s universally accepted 
principles in the areas of human rights, 
labour, environment and anti-corruption 
and highlights key actions implemented 
and progress made in 2021 against 
these principles.
5/5 DELIVERING THE HIGHEST STANDARDS
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
64

The table below notes the sources of emissions that fall under each Scope and the evidence used for the data:
Regions
Sources of emissions
Evidence used
Scope 1
Natural Gas
Obtained from utility bills
Scope 2 (Location based)
Diesel (used for emergency heating and firing pumps at St Athan)
Data obtained from suppliers
Petrol
Obtained from Goldcrest (Company proprietary software)
LPG
Data obtained from suppliers
Pool cars
Data obtained from security records
Refrigerant losses
Internal maintenance records
Electricity consumption
Obtained from utility bills
Scope 2 (Market based)
Electricity consumption
(based on sources of electricity)
Obtained from utility bills (most Company sites migrated 
to the renewable energy tariff since 1/20/2018)
Scope 3 – Business travel and Water
Business air travel, employee commuting mileage and 
employee business mileage
Data on mileage obtained from HR and finance
Water
Data obtained from suppliers
The Company reports energy data and 
converts this into carbon dioxide equivalent 
(CO2e) for disclosure purposes as part of 
the Company’s mandatory Greenhouse Gas 
Reporting Requirements. The DEFRA/IEA 
emissions factor for 2021 are used to calculate 
the Scope 1,2 and 3 figures.
ESTIMATIONS
Where the Company does not have visibility 
of a site’s energy consumption such as shared 
facilities where energy use is not sub-metered, 
energy consumption is estimated based on the 
average consumption per sq. ft. of Company 
sites in that region.
DATA COLLECTION AND QUALITY
The data is subject to a detailed scrutiny 
and analysis by the Aston Martin 
Environment team, before being reviewed 
by senior management.
	–
Audited manufacturing data is used to 
derive the intensity metric of tCO2e per 
vehicle manufactured.
	–
Audited data is also used to calculate total 
Scope 1 and Scope 2 emissions per unit.
CALCULATION METHODOLOGY – 
ENERGY CONSUMPTION
Total energy consumption within the 
organisation is calculated in MWh and is the 
sum of energy consumed from electricity, gas, 
LPG petrol and diesel.
Audited data is used to calculate total energy 
consumed per unit passed to sales.
CALCULATION METHODOLOGY – 
WATER CONSUMPTION
Water consumption figures is the total 
volume of water consumed at the Gaydon, 
St Athan, Chasepoint and Wolverton Mill sites. 
This data is sourced from the utility bills of the 
respective sites.
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
65

HR
BOUNDARY OF REPORTING
Our employee data is stored centrally in our 
HR & Payroll system (HRe). For the purposes 
of this report, all permanent and contract 
employees are included (except Gender Pay 
as set out below).
CALCULATION METHODOLOGY – 
GENDER PAY GAP (5 APRIL 2021 SNAPSHOT)
The gender pay gap figures are based on 
UK permanent employees only as per 
regulatory requirements.
Hourly wages pay gap – The mean hourly 
pay gap is calculated by adding up the hourly 
pay of all full pay relevant male and female 
employees and dividing by the total number 
of males and females respectively. The gap 
is calculated as the percentage difference 
between the two numbers.
Proportion of women in each pay quartile 
– To show the proportion of female full pay 
relevant employees in each quartile, all 
employees are ranked from highest to lowest 
hourly rate and divided into four equal 
quartiles: the upper, upper middle, lower 
middle and lower quartiles. Each quartile 
is then made up of a percentage of males 
and females.
Bonus pay gap – is defined under the 
regulations as any remuneration in the form of 
money, vouchers, securities, security options 
or interests in securities and relates to profit 
sharing, productivity, performance, incentive 
or commission.
The mean bonus gap is calculated by adding 
up the total bonus paid to all relevant males 
and females respectively during the 12-month 
period and dividing by the total number of 
relevant males and females respectively. 
The gap is calculated as the percentage 
difference between the two numbers.
UNDERSTANDING OUR DATA
Senior management team refers to our 
Chief population, as well as two Executive 
Committee member Directors.
Senior leadership team refers to our Director 
population (excluding two Executive 
Committee members).
Other employees refers to all other grades 
of the organisation excluding Chiefs and 
Directors – this includes Senior Manager, 
Manager, Expert, Grades 4-9 and technician 
grades A-C.
Apprentice: An apprentice is defined as 
anyone on a four-year fixed term contract who 
spends 20% off the job working towards an 
academic qualification.
METHODOLOGY AND SCOPE
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
66

INDEPENDENT ASSURANCE STATEMENT TO ASTON MARTIN LAGONDA LTD
Aston Martin Lagonda Limited (“Company”) engaged ERM Certification and Verification Services Limited (“ERM CVS”) to provide limited 
assurance in relation to selected indicators set out below and presented in the Company’s Sustainability Report 2021 for the reporting year ending 
31 December 2021 (the “Report”).
ENGAGEMENT SUMMARY 
SCOPE OF OUR 
ASSURANCE 
ENGAGEMENT
Whether the 2021 performance indicators as listed below are fairly presented in the Report, in all material respects, with the 
reporting criteria:
	–
Total Gross Greenhouse Gas (‘GHG’) emissions (tCO2e)
	–
Scope 1 GHG emissions (tCO2e)
	–
Scope 2 GHG emissions– location and market- based (tCO2e)
	–
Total Scope 3 GHG emissions (tCO2e)
	–
Intensity Ratio (tCO2e/manufactured volume)
	–
Total Energy Consumption (MWh)
	–
Gender Diversity (number and %)
	–
Senior Management team
	–
Senior Leadership team
	–
Other employees
	–
Gender pay gap
	–
Hourly wages pay gap (%)
	–
Proportion of women in each pay quarter (%)
	–
Bonus pay gap (%)
	–
Employment by region (number and %)
We have also checked the consistency of assured data as presented in the AML’s 2021 Annual Report.
REPORTING CRITERIA
The Company’s Basis of Reporting as described on pages 64-66
ASSURANCE STANDARD
ERM CVS’ assurance methodology, based on the International Standard on Assurance Engagements ISAE 3000 (Revised)
ASSURANCE LEVEL
Limited assurance
RESPECTIVE 
RESPONSIBILITIES
The Company is responsible for preparing the Report and for the collection and presentation of the information within it.
ERM CVS’ responsibility is to provide conclusions on the agreed scope based on the assurance activities performed and 
exercising our professional judgement.
A U D I T O R S ’  R E P O R T
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
67

OUR CONCLUSION
Based on our activities, nothing has come to 
our attention to indicate that the 2021 data for 
the selected indicators, as listed above, are not 
fairly presented in the Report, in all material 
respects, with the reporting criteria.
OUR ASSURANCE ACTIVITIES
Our objective was to assess whether the 
2021 data for the selected indicators are 
reported in accordance with the principles 
of completeness, comparability (across 
the organisation) and accuracy (including 
calculations, use of appropriate conversion 
factors and consolidation). We planned 
and performed our work to obtain all the 
information and explanations that we believe 
were necessary to provide a basis for our 
assurance conclusion.
A multi-disciplinary team of EHS and 
assurance specialists performed the 
following activities:
	–
Interviews with relevant staff to understand 
and evaluate the data management systems 
and processes (including internal review 
processes) used for collecting and reporting 
the selected data;
	–
A review of the internal indicator 
definitions and conversion factors;
	–
An analytical review of the data from all 
sites including requesting and reviewing 
evidence such as utility invoices to support 
data entries;
	–
An evaluation of the completeness 
and accuracy of the corporate 
data consolidation;
	–
Reviewing the data presented in the 
Company’s 2021 Annual Report to assess 
consistency with the assured data; and
	–
Reviewing the presentation of information 
in the Report relevant to the scope of 
our work to evaluate consistency with 
our findings.
THE LIMITATIONS OF OUR ENGAGEMENT
The reliability of the assured data is subject 
to inherent uncertainties, given the available 
methods for determining, calculating or 
estimating the underlying information. 
It is important to understand our assurance 
conclusions in this context.
GARETH MANNING
Partner – Corporate Assurance 
11 March 2022
ERM Certification and Verification Services, 
London 
www.ermcvs.com; email: post@ermcvs.com
ERM CVS is a member of the ERM Group. 
The work that ERM CVS conducts for clients 
is solely related to independent assurance 
activities and auditor training. Our processes 
are designed and implemented to ensure that 
the work we undertake with clients is free 
from bias and conflict of interest. ERM CVS 
and the ERM staff that have undertaken 
this engagement work have provided no 
consultancy related services to Aston Martin 
Lagonda Ltd in any respect.
AUDITORS’ REPORT
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
68

UNIVERSAL STANDARDS
GRI 
Standard
Disclosure
Page or 
Direct Answer
GRI 102: GENERAL DISCLOSURES
ORGANIZATIONAL PROFILE
102-1
Name of the organisation
Aston Martin Lagonda Global Holdings plc
102-2
Activities, brands, products, and services
Refer to 2021 Annual Report pages 5-11
102-3
Location of headquarters
Aston Martin Lagonda, Banbury Road, Gaydon, Warwick, England CV35 0DB
102-4
Location of operations
Pages 8-9
102-5
Ownership and legal form
Refer to 2021 Annual Report pages 84-86
102-6
Markets served
Page 7
102-7
Scale of the organization
Refer to pages 6-7, and 2021 Annual Report page 3
102-8
Information on employees and other workers
Pages 38-39
102-9
Supply chain
Pages 60-61
102-10
Significant changes to the organization and its supply chain 
Refer to 2021 Annual Report pages 19-21
102-11
Precautionary Principle or approach
Refer to 2021 Annual Report pages 40-43
102-12
External initiatives
Page 49
102-13
Membership of associations
Page 61
STRATEGY
102-14
Statement from senior decision-maker
Pages 2-5
102-15
Key impacts, risks, and opportunities
Refer to 2021 Annual Report pages 40-43
ETHICS AND INTEGRITY
102-16
Values, principles, standards, and norms of behaviour
Refer to 2021 Annual Report pages 88-101
102-17
Mechanisms for advice and concerns about ethics
Refer to 2021 Annual Report pages 113-114
GOVERNANCE
102-18
Governance structure
Refer to 2021 Annual Report pages 82-137
STAKEHOLDER ENGAGEMENT
102-40
List of stakeholder groups
Pages 58-59
102-41
Collective bargaining agreements
Page 42
102-42
Identifying and selecting stakeholders
Pages58-59
102-43
Approach to stakeholder engagement
Pages 58-59
102-44
Key topics and concerns raised
Pages 12-13
REPORTING PRACTICE
102-45
Entities included in the consolidated financial statements
Refer to 2021 Annual Report pages 207-208
102-46
Defining Report content and topic Boundaries
Pages 64-66
102-47
List of material topics
Pages 12-13
102-48
Restatements of information
None
102-49
Changes in reporting
None
102-50
Reporting period
Page 64
102-51
Date of most recent report
Page 64
102-52
Reporting cycle
Page 64
102-53
Contact point for questions regarding the report
Page 64
102-54
Claims of reporting in accordance with the GRI Standards
Page 64
102-55
GRI content index
Pages 69-74
102-56
External assurance
Pages 67-68
G R I  C O N T E N T  I N D E X
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
69

TOPIC SPECIFIC STANDARDS
GRI 
Standard
Disclosure
Page or 
Direct Answer
GRI 200: ECONOMIC
GRI 103: MANAGEMENT APPROACH
103-1
Explanation of the material topic and its Boundary
Refer to 2021 Annual Report pages 76-81
103-2
The management approach and its components
Refer to 2021 Annual Report pages 159-168
103-3
Evaluation of the management approach
Refer to 2021 Annual Report pages 145-153
ECONOMIC PERFORMANCE
GRI 201: ECONOMIC PERFORMANCE
201-1
Direct economic value generated and distributed
Refer to 2021 Annual Report Pages 154-157
MARKET PRESENCE
GRI 202: MARKET PRESENCE
202-1
Ratios of standard entry level wage by gender compared to local 
minimum wage
Refer to 2021 Company Gender Pay Report Pages 2-3
202-2
Proportion of senior management hired from the local community
Verifiable data currently unavailable
PROCUREMENT PRACTICES
GRI 204: PROCUREMENT PRACTICES
204-1
Proportion of spending on local suppliers
Procurement policies, processes and systems, along with large-volume spend and 
risk management, are closely aligned across internally and externally through 
our Purchasing Terms and Conditions and supplemental Guides (i.e. Responsible 
Procurement Policy 2021). The objective is to ensure sustainable performance and 
adherence to best practice and industry codes. UK suppliers compose 26.5% of 
parts material spend
ANTI-CORRUPTION
GRI 205: ANTI-CORRUPTION
205-1
Operations assessed for risks related to corruption
Pages 60-61
205-2
Communication and training about anti-corruption policies 
and procedures
Pages 60-61
205-3
Confirmed incidents of corruption and actions taken
None
GRI 300: ENVIRONMENTAL
GRI 103: MANAGEMENT APPROACH
103-1
Explanation of the material topic and its Boundary
Page 30
103-2
The management approach and its components
Pages 16-31
103-3
Evaluation of the management approach
Pages 64-66
MATERIALS
GRI 301: MATERIALS
301-1
Materials used by weight or volume
14,201.85 tonnes
ENERGY
GRI 302: ENERGY
302-1
Energy consumption within the organisation
81,183.86 MWh
302-3
Energy intensity
14.05 MWh per unit
302-4
Reduction of energy consumption
9.52 (40% reduction)
GRI CONTENT INDEX
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
70

GRI 
Standard
Disclosure
Page or 
Direct Answer
WATER
GRI 303: WATER
303-1
Water withdrawal by source
Water is supplied by Severn Trent after abstraction via licence from the 
Environment Agency. The source of the water is the River Severn which is 354 km 
(220 miles) in length comprising a basin of 11,420 km2 (4,409m2) with Bromsgrove 
Sandstone Aquifer as the groundwater source. The used water is discharged 
after treatment via a foul sewer for which consents for various discharges 
are maintained
303-2
Water sources significantly affected by withdrawal of water
N/A
EMISSIONS
GRI 305: EMISSIONS
305-1
Direct (Scope 1) GHG emissions
8,705.35 tCO2e
305-2
Energy indirect (Scope 2) GHG emissions
Location based – 7,366.72 tCO2e
Market based – 192.38 tCO2e
305-3
Other indirect (Scope 3) GHG emissions
6,446.74 tCO2e
305-4
GHG emissions intensity
Total Scope 1 Emissions per unit: 1.51
Total Scope 2 Emissions per unit: 1.27 
305-5
Reduction of GHG emissions
Scope 1 – 1.24 tCO2e (Decrease)
Scope 2 – 0.99 tCO2e (Decrease)
305-7
Nitrogen oxides (NOX), sulphur oxides (SOX), and other 
significant air emissions
2.55 mg/m3 (Nox)
Particulate matter (5.97 mg/m3)
EFFLUENTS AND WASTE
GRI 306: EFFLUENTS AND WASTE
306-2
Waste by type and disposal method
Reuse – Hazardous: 0 tonnes / Non-Hazardous: 6.4 tonnes
Recycling – Hazardous: 3.57 tonnes / Non-Hazardous: 377.03 tonnes
Recovery – Hazardous: 13.76 tonnes / Non-Hazardous: 457.86 tonnes
Landfill – Hazardous 0 tonnes / Non-Hazardous 0 tonnes
306-3
Significant spills
No spills reported
306-4
Transport of hazardous waste
Hazardous waste transported – 10.88 tonnes
ENVIRONMENTAL COMPLIANCE
GRI 307: ENVIRONMENTAL COMPLIANCE
307-1
Non-compliance with environmental laws and regulations
The Company has not received any fines and non-monetary sanctions in respect of 
environmental management
SUPPLIER ENVIRONMENTAL ASSESSMENT
GRI 308: SUPPLIER ENVIRONMENTAL ASSESSMENT
308-1
New suppliers that were screened using environmental criteria
100% of all new suppliers are screened using ISO 14001:2015 as a 
mandatory requirement
308-1
Negative environmental impacts in the supply chain and 
actions taken
100% of suppliers are subject to environmental assessment
0% of suppliers identified as having negative environmental impacts
All suppliers are required to provide certification of ISO 14001:2015 as a 
mandatory sourcing requirement. Aston Martin suppliers supply in accordance 
with our terms & conditions and we request our suppliers sign into and adhere 
to the Responsible Procurement Policy 2021
ASTON MARTIN LAGONDA
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71

GRI CONTENT INDEX
TOPIC SPECIFIC STANDARDS CONTINUED
GRI 
Standard
Disclosure
Page or 
Direct Answer
GRI 400: SOCIAL
GRI 103: MANAGEMENT APPROACH
103-1
Explanation of the material topic and its Boundary
Pages 38-49
103-2
The management approach and its components
Pages 38-49
103-3
Evaluation of the management approach
Pages 64-66
EMPLOYMENT
GRI 401: EMPLOYMENT
401-1
New employee hires and employee turnover
Permanent Company Employees Only
Total Leavers
498
Total Starters
370
Male
414
Male
307
Female
84
Female
63
401-2
Benefits provided to full time employees that are not provided to 
temporary or part time employees
A range of benefits are available to full time employees such as; Health Care, 
Dental Care, Parental Leave, Company Vehicle Schemes, EAP Access
LABOUR/MANAGEMENT RELATIONS
GRI 402: LABOUR/MANAGEMENT RELATIONS
402-1
Minimum notice periods regarding operational changes
Notice Periods: 
Staff – 4 weeks
Management – 12 weeks
Directors – 6 months
Chiefs – 12 months 
OCCUPATIONAL HEALTH AND SAFETY
GRI 403: OCCUPATIONAL HEALTH AND SAFETY
403-1
Employees representation in formal joint management–worker 
health and safety committees
H&S team comprises five heads (including one human factors ergonomist 
covering all sites). There is also H&S Senior Manager who is BSc Degree 
Qualified and holds the NEBOSH Diploma; two other team members are 
also degree qualified including one in Health and Safety and one other is Dip 
NEBOSH. H&S Committee representation from Director level to shop floor on 
the H&S Committees across the sites; Joint Works Forum & Internal ISR H&S 
Review Committees at Gaydon and St Athan sites. These Committees have met 
intermittently during the period due to COVID-19 restrictions
403-2
Types of injury and rates of injury, occupational diseases, lost 
days, and absenteeism, and number of work-related fatalities
Accident Frequency Rate (AFR) All sites for employees on 200,000 manhours basis 
=1.01 (revised rate for 2020 was 1.44) 
All sites Lost Time Accidents – 5
Days Lost – 163 days
TRAINING AND EDUCATION
GRI 404: TRAINING AND EDUCATION
404-1
Average hours of training per year per employee
8.5 hours per employee (total permanent employees – 2,154)
404-2
Programs for upgrading employee skills and transition 
assistance programs
Manufacturing – Technical trainers carry out upskilling in paint and trim to help C 
Grades develop into Bs and As
Manufacturing Apprentices – Performing Engineering Operations – lathes and 
millers – learning how to create from a drawing using engineering skills
Compliance Training – First Aid, Fire Marshall, GDPR, High Voltage training, 
British Supervising Staff Safely 
Soft Skills – Suite of e-learning modules on the Learning Management System
Academic Qualifications – (i) CMI level 3 in Management (ii) CMI level 5 in 
Leadership and Management (iii) APM Project Management Level 4
MBA – Degree in Engineering. BTec level 3 in Engineering Degree in Business
Wellbeing – e-learning and SharePoint site to assist through COVID-19 pandemic
LHH Outplacement for people at risk of redundancy during restructure.
Mental Health Awareness training for all Managers with Aviva
404-3
Percentage of employees receiving regular performance and 
career development reviews
100%
ASTON MARTIN LAGONDA
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72

GRI 
Standard
Disclosure
Page or 
Direct Answer
DIVERSITY AND EQUAL OPPORTUNITY
GRI 405: DIVERSITY AND EQUAL OPPORTUNITY
405-1
Diversity of governance bodies and employees
Refer to 2021 Annual Report, page 62
406-1
GRI 406: NON-DISCRIMINATION
406-1
Incidents of discrimination and corrective actions taken
No incidents reported for Aston Martin Employees
FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING
GRI 407: FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING
407-1
Operations and suppliers in which the right to freedom of 
association and collective bargaining may be at risk
Operations as defined under GRI Standards; refer to Company internal operations, 
where there is no risk
Suppliers have not been assessed; however, they are expected to adhere to the 
terms agreed within the Responsible Procurement Policy 2021 
CHILD LABOUR
GRI 408: CHILD LABOUR
408-1
Operations and suppliers at significant risk for incidents of 
child labour
Operations as defined under GRI Standards; refer to Company internal operations, 
where there is no risk
Suppliers have not been directly assessed; no risks reported to the organisation, 
suppliers are expected to adhere to the terms agreed within the Responsible 
Procurement Policy 2021 
FORCED OR COMPULSORY LABOUR
GRI 409: FORCED OR COMPULSORY LABOUR
409-1
Operations and suppliers at significant risk for incidents of forced 
or compulsory labour
Operations as defined under GRI Standards; refer to Company internal operations, 
where there is no risk
Suppliers have not been directly assessed; no risks reported to the organisation, 
suppliers are expected to adhere to the terms agreed within the Responsible 
Procurement Policy 2021 
SECURITY PRACTICES
GRI 410: SECURITY PRACTICES
410-1
Security personnel trained in human rights policies or procedures 100%
RIGHTS OF INDIGENOUS PEOPLES
GRI 411: RIGHTS OF INDIGENOUS PEOPLES
411-1
Incidents of violations involving rights of indigenous peoples
No instances reported
HUMAN RIGHTS ASSESSMENT
GRI 412: HUMAN RIGHTS ASSESSMENT
412-1
Operations that have been subject to human rights reviews or 
impact assessments
None – operations as defined under GRI Standards refer to Company’s internal 
operations, no reviews required
412-2
Employee training on human rights policies or procedures
None – No training modules from HR currently available
412-3
Significant investment agreements and contracts that include 
human rights clauses or that underwent human rights screening
Aston Martin suppliers supply in accordance with our terms & conditions which 
state adherence to the Responsible Procurement Policy 2021
LOCAL COMMUNITIES
GRI 413: LOCAL COMMUNITIES
413-1
Operations with local community engagement, impact 
assessments, and development programmes 
Company operates engagement programme with all local communities in which it 
operates
413-2
Operations with significant actual and potential negative impacts 
on local communities
None
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
73

GRI CONTENT INDEX
TOPIC SPECIFIC STANDARDS CONTINUED
GRI 
Standard
Disclosure
Page or 
Direct Answer
SUPPLIER SOCIAL ASSESSMENT
GRI 414: SUPPLIER SOCIAL ASSESSMENT
414-1
New suppliers that were screened using social criteria
As part of our sourcing process, a Manufacturing Site Assessment is conducted per 
supplier which covers social criteria. 100% of new suppliers are screened as we 
are unable to proceed with sourcing without an MSA being completed
414-2
Negative social impacts in the supply chain and actions taken
No risks reported to the organisation
PUBLIC POLICY
GRI 415: PUBLIC POLICY
415-1
Political contributions
None
CUSTOMER HEALTH AND SAFETY
GRI 416: CUSTOMER HEALTH AND SAFETY
416-1
Assessment of the health and safety impacts of product and 
service categories
All cars are tested in accordance with market safety requirements
416-2
Incidents of non-compliance concerning the health and safety 
impacts of products and services
No instances reported
MARKETING AND LABELLING
GRI 417: MARKETING AND LABELLING
417-1
Requirements for product and service information and labelling
At the point of sale. All product labelling confirms to the requirements set out by 
the individual market
417-2
Incidents of non-compliance concerning product and service 
information and labelling 
No instances reported
417-3
Incidents of non-compliance concerning 
marketing communications
No instances reported
CUSTOMER PRIVACY
GRI 418: CUSTOMER PRIVACY
418-1
Substantiated complaints concerning breaches of customer 
privacy and losses of customer data
No instances reported
SOCIOECONOMIC COMPLIANCE
GRI 419: SOCIOECONOMIC COMPLIANCE
419-1
Non-compliance with laws and regulations in the social and 
economic area
None
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
74

BEV
Battery Electric Vehicle
Carbon Dioxide Emissions 
Equivalent, CO2e 
The universal unit of measurement used to 
indicate the global warming potential GHG 
expressed in the terms of the 100-year global 
warming potential of one metric tonne of 
carbon dioxide. CO2e is calculated using 
the mass of the given GHG multiplied by its 
global warming potential
Company
Aston Martin Lagonda Global Holdings PLC
Core
The Company’s models in ongoing production 
excluding Specials. These currently comprise 
Vantage, DB11, DBS and DBX
ESG
Environmental, Social and Governance
GHG
Greenhouse Gases 
GPG
Gender Pay Gap
GRI
Global Reporting Initiative
GT
Grand Tourer, a sports car with two front seats 
plus smaller rear seats
ICE
Internal Combustion Engine
ISO 14001:2015
The international standard for Environmental 
Management Systems (EMS) and the most 
widely used EMS in the world 
ISO 45000
The international standard for management 
systems of occupational health and safety 
ISO 50001
The international standard for Energy 
Management systems 
KPIs
Key Performance Indicators
Materiality Assessment
An assessment which determines an 
organisation’s material sources of Environmental, 
Social and Governance risk and opportunity to 
inform sustainability reporting processes
MW
Megawatt
MWh
Megawatt hour
Net-Zero
Reducing scope 1, 2, and 3 emissions to zero 
or to a residual level that is consistent with 
reaching net-zero emissions at the global or 
sector level in eligible 1.5°C-aligned pathways 
and neutralizing any residual emissions at the 
net-zero target year and any GHG emissions 
released into the atmosphere thereafter
OEM
Original Equipment Manufacturer
OSHA
Occupational Safety and Health 
Administration
PHEV
Plug-in Hybrid Electric Vehicle
R&D
Research and Development
Retails
A volume measure of unit sales of vehicles by 
dealers to customers; and/or Company sales of 
certain Specials direct to customers
SBTi
Science-Based Targets initiative
SDGs (Sustainable Development Goals)
The United Nation’s 17 Sustainable 
Development Goals (SDGs) seek to address 
the world’s biggest challenges including water, 
energy, transport and climate.
STEM
Science, Technology, Engineering, 
Mathematics
SUV
Sports Utility Vehicle
TCFD
Task Force on Climate-related 
Financial Disclosures
Working Group
A team of Aston Martin employees dedicated 
to delivering the ESG strategy
G L O S S A R Y
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
75

DISCLAIMER
This document may contain forward looking statements. Forward-looking statements appear in 
a number of places throughout this document and include statements regarding the Company’s 
current intentions, beliefs or current expectations or forecasts of future events and those of our 
officers, directors and employees. By their nature, these statements involve uncertainty and 
are subject to a number of risks since future events and circumstances can cause actual results 
and developments to differ materially from those anticipated. The forward-looking statements 
reflect knowledge and information available at the date of preparation of this document and 
unless otherwise required by applicable law, the Company undertakes no obligation to update 
or revise these forward-looking statements. Accordingly, no assurance can be given that any 
particular expectation will be met, and investors are cautioned not to place undue reliance 
on the forward-looking statements. 
Forward-looking statements are subject to assumptions, inherent risks and uncertainties, 
many of which relate to factors that are beyond the Group’s control or precise estimate. 
Nothing in this document should be construed as a profit forecast. All members, wherever 
located, should consult any additional disclosures that the Company may make in any regulatory 
announcements or documents which it publishes. The Company and its Directors accept no 
liability to third parties in respect of this document save as would arise under English law.
ASTON MARTIN LAGONDA
SUSTAINABILITY REPORT 2021
76

This publication is produced by a CarbonNeutral® company and Carbon Balanced with 
World Land Trust.
Balancing is delivered by World Land Trust, an international conservation charity, who offset 
carbon emissions through the purchase and preservation of high conservation value land. 
Through protecting standing forests, under threat of clearance, carbon is locked in that would 
otherwise be released. These protected forests are then able to continue absorbing carbon 
from the atmosphere, referred to as REDD (Reduced Emissions from Deforestation and forest 
Degradation). This is now recognised as one of the most cost-effective and swiftest ways to arrest 
the rise in atmospheric CO2 and global warming effects. Additional to the carbon benefits is the 
flora and fauna this land preserves, including a number of species identified at risk of extinction 
on the IUCN Red List of Threatened Species.
Design and production
www.luminous.co.uk