DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## Trustees’ Report and Financial Statements For year ending 31st December 2021 

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DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## About this report 

The Trustees present their annual report together with the audited !nancial statements of the group and the company for the year 1 January 2021 to 31 December 2021. The Annual Report serves the purpose of both a Trustees’ report and a Directors’ report under company law. 

The Trustees con!rm that the Annual Report and !nancial statements of the company comply with the current statutory requirements, the requirements of the company’s governing document, and the provisions of the Statement of Recommended Practice (SORP) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019). 

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DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## Contents 

|About this report<br>2|
|---|
|Contents<br>3|
|About the CCDC and its purpose<br>4|
|We shape the future:  ��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������4|
|What we do �����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������4|
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|Delivering our vision<br>10|
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|Key product releases<br>16|
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|*CC?>B< 'CEL3E6��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������19|
|Financial review<br>20|
|-E>B5>D3@ 8JB6>B<��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������20|
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|.7F7EK7F��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������23|
|Structure, management, and governance<br>24|
|(CK7EB3B57���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������25|
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|.7AJB7E3HCB -C@>5N��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������27|
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|Looking into the future<br>30|
|$*+*5*2(* &2) &)1/2/675&8;* )*7&/06 3+ 7.* (.&5/7=? /76 75:67**6 &2) &);/6*56<br>32|
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|Independent auditor’s report<br>34|
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|Consolidated balance sheet<br>41|
|Charity balance sheet<br>42|
|"32630/)&7*) %7&7*1*27 3+ (&6. -3<6<br>43|
|#37*6 73 7.* ,2&2(/&0 67&7*1*276<br>44|



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Docusign En¥ÈlopÈ ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
About the CCDC and its purpose
We shape the future:
What we do
With scientific software and high-quality
data services that accelerate the discovery
and development of new medicines,
chemical products, and advanced materials.
CCDC areworld-leading experts in structural
chemistry data, scientif ic software, and
knowledge for materials and life science
research and application.
By
promoting
collaboration
across
academia and industrygloballyto generate
new discoveries and methods in structural
science.
We specialise in the collation, preservation,
a nd application of scientif ic structu ral data
for use in pharmaceutical discovery and
manufacturing, materials development,
and research and education.
By inspiring and training a new generation
of structural chemists worldwide through
outreach and education.
We compile and distribute the Cambridge
Structura l Database ICSDI, a certif led
trusted database of fully curated and
enhanced organic and metal-organic high-
quality structures, used by researchers
across the globe.
Our cutting-edge
scientif ic
software
empowers scientists and researchers to
extract invaluable insights from the vast
dataset, inform i ng and accelerating their
research and development.
Screenshots taken from our video
"We are the CCDC"_ available on
our YouTube channel
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Docusign En¥ÈlopÈ ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
What makes us different?
that provide researchers with the tools to
access, search, visualize, and mea ningfully
interpret the data within the CSD.
High-quality. trusted data
Each structure within the CSD undergoes
extensive validation and cross-checki ng via
automated workflows lutilising machine
learning and semantic rules) and through
manual curation by our expert chemists and
crystallographers. This means you can trust
that all the data within the CSD is accurate,
consistent, and of highest quality.
Knowledge
Using a novel application of existing and
new algorithms and methods to explore
the high-quality structural data and
physicochemical properties within the CSD,
we can extract scientif ic i nsights to advance
structural science worldwide.
Furthermore, we enrich all the data with
bibliographic,
chemical,
and physical
property information and a range of
additional metadata.This addsfurther value
to the original structural data and enables
scientists land machines) to interpret the
structures in a chemically meaningful way.
Supporting the community
We are committed to the advancement of
chemistryfor the public benefit, serving the
global chemistry community by helping to
address our customers, structural, physical,
and chemical challenges through high-
quality data, cutting-edge software, and
specialist knowledge. We offer a selection
of products and services free of charge for
the benefit of the scientific community.
Our services cover a wide range of
crystal lograph ic tools-f rom data collection,
validation, and visualization to teaching,
research, and analysis.
Unlque data
We enable researchers to publish data
that otherwise would have remained
unpublished, confidential, and unknown
directlythrough the CSD.The CSD therefore
contains data that isn't available anywhere
else in the world.
Intelligent software and expertise
Our in-house software experts keep up to
date with the latest developments in global
data and software, applying their knowledge
and expertise to develop robust systems
Representation of cyll upplicotion storts ocross our
entire portft)lio in 2021.
The larger dots indicate counrries with a higher
volume of opplication stortS.
r •
PAGE 5

DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## Our strategy: Advancing structural chemistry worldwide 

The main objective of the not-for-pro!t charity is the general advancement and promotion of the science of chemistry and crystallography in all its branches for the public bene!t. 

The CCDC’s strategy is to continue collecting, curating, making available, and learning from structural chemistry data on a deeper, faster, and more interlinked level, as well as gradually more in line with open and FAIR (Findable, Accessible, Interoperable, Reusable) requirements. We’ve set a goal to go from one million to over two million structures over the next !ve years. Both more complex molecules (for example, proteins, macromolecules, metal-organic frameworks, and polymers) and non-experimental data or theoretically calculated data (for example, crystal structure prediction landscapes and structures with density-functional theory with recalculated hydrogen positions) will be stored.  This data growth, the inclusion of new types of structures, and the increased level of interlinking will be based on a new, presently evolving, foundational database architecture 

that is much more scalable and futureproof. Through updated editorial work!ows and improved interactions  with the  wider scienti!c community and all depositors, we will capture and add more !elds and metadata, as well as physicochemical data (such as melting points and solubility). We endeavour to lead structural scienti!c research by working with all our in-house scientists, our research partners, and our international academic network. By developing and supporting CCDC’s industryleading, scienti!c software suites and underlying high-quality and high-precision data, we will !nd new insights using novel techniques in machine learning and arti!cial intelligence. To this end, CCDC is constructing a distributed and heterogeneous, highcompute infrastructure using all our existing computational power. This system will use other cloud computing resources to expand elastically as needed for more scienti!c computations. 

Furthermore, through our global education and outreach, we’ll promote the power of structural science and train up the next generation of scientists and CCDC champions—ensuring better adoption of CCDC’s software suites and data within both academia and industry. 

Jürgen Harter, CEO of CCDC, showing the Olga Kennard Ewald Prize, awarded by the international Union of Crystallography IUCr in 2021 


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Docusign En¥ÈlopÈ ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
Our strategic aims, vision, and mission:
Collectlng, cumtlng* providlng, and
learning from structural chemistry
data
Enabllng educutlon and outreach
Be the world-leading provider of structural
chemistry information for use in education to
promote the power of structural science.
Be the world's most comprehensive and
trustworthy repository of structu ral chemistry
knowledge for life and materials science
research and application while establishing
data trust through CCDC'S adoption of the
FAIR data principles and a philosophy of data
openness.
Supportlng our people
Live our values to be a healthy, happy,
col la borative, productive, innovative, a nd
fun place to work that values teamwork and
delivers on goals with drive, urgency, energy,
a nd pro-activity.
Leading
research
structuml
scientific
Be recognised by industry as the "go-to"
partner for structural science in novation
le.g., creation of digital drug design and
manufacturing centresl.
Customer centrlclty
Enable world-cla55
academic
research
that advances the application of structural
knowledge via our growing global research
network.
Be customer-focused and deliver against
requirements on time and on target.
Dellverlng sustalnablllty
Creating new insights
Generate suff icient funds to meet the needs
of our industrial and academic customer
bases.
Empower new scientific insights based on
exploration of high-quality structu ral data.
Apply existing and new algorithms and
methods-including artif icial intelligence,
machine learning, deep lea rning, statistics,
and automation-in novel ways.
Creating and supporting industry
leading software
Deliver a modern, cohesive, and reliable
softwa re
ecosystem
Icloud-basedl that
enables our users to gain new insights from
structu ral data.
CSD STRUCTURE
Refcode.. CITRAC
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DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## Our values 

At the CCDC, our mission is to shape the future of structural science by accelerating the discovery and development of new medicines and chemical products by promoting collaboration across academia and industry and by inspiring a new generation of structural chemists globally through outreach and education. 

We have nine core values underpinning everything we do to ensure we achieve our mission. The CCDC and its staff live by the following nine principles and value statements, and over 2021 we have further embedded these values in the ways we work across all levels of the organisation. 


Resonance by Clare Crouchman 

## Public Bene!t 

The CCDC Board of Trustees holds in high regard the principle of public bene!t and requires the CEO, wider senior leadership, and staff of the CCDC to pursue policies that demonstrate this. At its quarterly meetings, the Board of Trustees reviews ongoing charitable activities to ensure consistency with our charitable objects. The Board of Trustees is aware of the Charity Commission’s guidance on public bene!t and has had regard to it in determining the Charity’s aims and objectives and in the way it carries out its activities. 


Crystal landscape by Alex Moldovan. 

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Docusign En¥ÈlopÈ ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
Community
Collaboration
Customer Centricity
We serve the global
scientific community for
the public benef it.
We work together and
engage positively with
others to achieve our
goals.
We provide a quality
product and service with
an excellent customer
experience.
Integrity
Innovation
Passion
We act with integrity
and communicate
honestly and
transparently.
We push boundaries
in all thatwedoand
creatively advance
understanding.
We are enthusiastic
about the services we
provide and committed
to the people we help.
Quality
Agility
Diversity
We are experts in
our field, producing
trusted resou rces for
our community and
customers.
We act in flexible and
eff icient ways, with a sense
of urgencyand turn around
requests as fast as possible
without compromise to
quality.
We believe in diversity
and inclusion, and we
workto create a culture
of belonging, where
everyone is welcome,
valued and respected.
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Docusign En¥ÈlopÈ ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
Delivering our vision
During 2021, the Cambridge Structural
Database ICSDI grew to over 1.16 million
entries and 1.13 million unique structures.
This was an increase of over 63,000 entries in
2021 a nd an additional 25,000 existing entries
were improved and enhanced through our
annual CSD Improvements programme.
With the continued growth of the database,
the CCDC expanded our portfolio of targeted
collectionsof data. 2021 saw the launch offour
new col lections, namely Electron Diff raction,
Polymorphs, Hydrates, and High-pressure
subsets.These targeted datasets help provide
easy access to h ig hly relevant structures that
can be hard to locate with simple searches
and that are convenient starting points for
further research and analysis. The subsets are
often created with external collaborators who
are experts in their f ields. So, users benef it
from both internal and external knowledge.
During the year, four data releases were
delivered through our desktop software
and users could access up to the minute
data updates through our online services
such as Access structures and WebCSD. The
CSD continues to be a global community
resource, and in 2021 alone deposited
structures were determined by over 7,000
different crystallographers from over 80
different countries. The abi l ity for resea rchers
to publish directly through the CSD for free
as CSD Communications helped support
the amount of new crystal structures shared
with the community. CSD Communications
continued to bethe number one wayto share
structural data with over 6,000 additional
structures shared in this way during the
year. The CCDC also supported researchers
worldwide to help convert over 400 historical
entries into the CSD f rom hardcopy, printed
information.
The value of one m i Ilion plus crystal structures
continued to be the subject of hundreds of
articles worldwide, including 17 that were
showcased through ourIooL&iM￿SerIe5.
In 2021, over 1,000 peer-reviewed articles by
researchers in academia and industry cited
the CSD reference paper highlighting the
breadth of applications made possible with
this data. Alongside its use in research, the
value of using the CSD in education was
highlighted by eight guest blogs in our £LD
ducatorsseries.
12M
>l.160.000
Iruciures
publishecl
l Millw)n
CSD. XOPCAJ
Ifuctur
published
StructuiedereiTnined
tyYaoWan9 and his
ieam irn2019
0.8M
0.6M
The millionth CSDstructure
0.4M-
0.2M
Chart
showing the
growth of
rhe CSD.
PAGE 10

Docusign En¥ÈlopÈ ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
M(yp showing Qttendees of the Virtuol Workshops in 2021. The dorker
rhe blue more people ottended, with light blue indicating at leost
one person joined from thot country.
During the year, the CCDC continued to
support our global scientific community
virtually. We participated in many virtual
internationa I conferences, including the
Britlsh Crystallographic Association IBCAI
meeting, the American Crystallographic
Association IACAI meeting, the IUPAC World
Congress, both the Spring and Fall American
Chemical Society IACSI meetings, the Ita l ia n
Crystallographic Association meeting, the
Brazilian Association of Crystallog raphy
meeting, the Research Data Alliance IRDA)
Plenary meeting, and the Pan-African
Conference on Crystallography. The CCDC
also participated in the International Union
of Crystallography IIUCrl Congress meeting,
where the founder of the CSD, Dr Olga
Kennard, was awarded the 12th Ewald Prize
for her i nval ua ble pioneering contri bution
to the development of crystallographic
databases.
Alongside
participating
international conferences, the CCDC hosted
several fully virtual User Group Meetings
and a Science Day. These events were well
attended with around 90 attendees and
around 250 registrations on average each
from users globally.
During 2021, the CCDC hosted nine free
virtual workshops and delivered over 18
train i ng sessions at i nternational conferences
and events, including many crystallography
schools. The Virtual Workshops sessions
were well attended from all over the world,
with attendees from over 58 countries
represented throughout the year. As well
as supporting and hosting virtual global
events, the CCDC established and enriched
the educational resources we provide.
These resources include guided step by
step workshops, how to videos and social
media software tips to help users explore
the CSD and associated software. CSDU, a
new collection of on-demand modules, with
content comparable to that of live workshops
and with a completion certificate to be
earned at the end, was also launched in 2021.
These on-demand courses go beyond our
existing platform of self-guided workshops
with focussed modules that include bite-
sized videos, demonstrations, guided hands-
on exercises and tests. They help to increase
the accessi bility of our training courses across
different time-zones, competing schedules
and different preferred learning styles of
our user base. All the modules are free to
access and are designed to help train the
next generation of scientists in the value of
structural data for research and education.
PAGE 11

Docusign Envelope ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
CSD STRUCTURE
Refcode. ASETEZ
We have also created new resources for
chemistry and crystallography students
and educators. These include two videos,
covering challenging topics like chirality,
symmetry operators and point groups,
and an introductory short guide to the
Crystallog raphic I nformation File ICI FI,
including CIF syntax. For younger aspiring
scientists, we expanded the CCDC Home
Learning collection with fun videos to
introduce them to the wonders of crystals
with simple experiments.
institutions were awarded a campus-wide
CSD license under the FAIFIE programme.
In the same year, over 50 peer-reviewed
research articles were published because
of our FAIRE programme
an outstanding
result considering that the total number of
publications up to 2020 was around 80.
The Russian invasion of Ukraine has forced
the Centre to develop a response to this
event through discussions between the ELT
and the Board of Trustees. In this instance,
the financial impact is small. The response
has been to offer Ukraine the benefits of the
FAIRE program due to the economic impact
of the invasion. In the next Board meeting,
the Trustees will develop a policy to offer
guidance on how to respond when future
geopolitical unrest occurs. In addition, the
Risk Committee is adding the potential of
global unrest to the risk reg ister.
We continued to promote our Frank H. Allen
Internationa l Resea rch and Education IFAIREI
programme that provides free access to the
CSD and associated software to scientists in
eligible countries who may not otherwise
have access. We have improved on facilitating
the application process, for example by
creating an online form. In 2021, four new
A previous CFC
workshop.
PAGE 12

Docusign En¥ÈlopÈ ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
Impact of the CCDC
Our data, software and services are used
extensively both for industrial resea rch
and for academic endeavour. Users have
published some 2,724 papers with a topic
of "Cambridge Structural Database" since
1984, according to web of science. As can be
seen from the histogram, the numbers of
publ ications that cite the CSD as their topic
of research have steadily increased since the
year 2000.
Pie Chort showing tho common Web of
Science cotegorie&
Finally, the CSD has had a broad impact
in 59 different topic areas. The topic areas
that contain more than 100 papers are
shown below. We note that while the high-
ranking topics are dominated by chemistry
and crystallography, the range of themes
covered is far higher. For example, single
papers have been published in areas such
as toxicology or forensic analysis.
Growrh in publications with the
CSD as their topic of reseorch in
Web ofscience.
The impact of the CSD is truly global. Web of
Scienceshowsthat publicationswiththeCSD
as a topic have emerged from 87 countries
worldwide, shown in the map visualization
below.
CSD STRUCTURE
Refcode.. LIRWLIH
Map showing the
countries thot published
papers bosed on the CSD.
PAGE 13

Docusign En¥ÈlopÈ ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
The Crystal Structure Prediction Blind Test
In someways, predicting a crystal structure of
a small molecule is considerably harder than
a test of protein folding because the required
degree of accuracy is an order of magnitude
higher for a prediction to be useful. In
addition, the range of chemistries that need
prediction for small molecules is far broader
than the chemistry of polypeptides.
The process of the blind test is visualized
above. Initially, CCDC sources a set of
compounds with crystal structures. These
structures are held back f rom deposition in
the CSD and kept blind at CCDC. Participants
arethen set the challenge of predicting these
structures. They submit their predictions to
the team at CCDC who assess the results.
The CCDC team then presents findings back
to the participants summarizing the overall
achievements of the teams in a post-test
meeting and paper.
Visualization of the
blind test.
Crystal Structure Prediction ICSPI is a key
scientif ic endeavour. The end goal of crystal
structure prediction is to predict reliably all
the crystalline forms that a compound can
form starting from the 2D chemical diagram.
CSP is of interest both academically, as
a n u nsolved cha Ilenge, and industria I ly.
Industry is interested in CSP for many
reasons. In pharmaceutical development,
understanding the polymorphic crystal
landscape can help recognize the risks of
moving forwards with a given form. In other
scientific domains too, a CSP "landscape"
li.e., a prediction of al I the structures that are
energetically favourablel is potentially useful
as it may suggest possible new forms that
experimentalists can hunt for. Those new
forms may have interesting new crystalline
properties that consequently, could be new
functional materials relevant to materials in
optics, organic semiconducting, non-linear
optics, gas separation, and more.
We launched the latest test in October 2020
(7th blind test). The test has seven systems.
Three are deemed methods development
systems, whilst four are aimed specifically
at the agrochemical and pharmaceutical
industries. The test has progressed this year
and the first phase closed. We have now
launched the second phase of the test.
• o
CCDC has run a series of high-profile
benchmarks of CSP over the past 22 years.
Rather like the Critical Assessment of
Structure Prediction ICASPI protei n folding
tests, the CCDC CSP blind test challenges
methods developers to predict unknown
structures. Google Deepmind caused a stir
at the last CASP test by achieving signif icant
improvements to the results obtained due to
methodological advances. We've seen more
incremental improvements in CSPsince1999,
with groups steadily achieving more success
each time the test has been run.
Energy-density visuolisotion of the solid form
landscape of molecule XXIII from the 6th CSP
Blind Test.
PAGE 14

Docusign En¥ÈlopÈ ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
CCDC Studentship Program
TheCCDC runsa vibrantandvariedstudentship
programme. Typically, 9 to 12 students are
in train at any one time. Currently we have
12 students active. We started 2 new PhDs in
2021 and provided additional sponsorship for
a third student. CCDC typically acts as a co-
sponsor of a student, contributing part of the
fees and i n-ki nd contri bution via a n i ndustrial
supervisor. The projects focus on areas of
particular interest for CCDC. Two new students
in 2022 will focus on database information
content augmentation, for example. The
historical network of European PhDs is shown
below, colour coded by institution. The circle
size indicates the degree of activity with the
institute, vis-a-vis the number of students that
have been hosted atthe institute through time.
We have also had PhD students based in the
USA historically. We are looking to expand our
network in the coming years to include other
countries. The PhD student projects cover a
wide variety of topic areas. For example, this
year we have had new projects starting in
materials science, artif icial intelligence for
drug discovery, and in characterization of
metal-organic frameworks.
2021 saw 2 new PhD student research
projects Starting.
Map showing the
historical network
of Europecyn PhDs.
Colour coded by
institution.
st￿*￿
Gi)
DENMARK
UNITED
KIN
openh•9¢rt
NeTrii*LANDS
POLAND
fjERMANY
CZECHIA
PAGE 15

Docusign En¥ÈlopÈ ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
Key product releases
2021 saw six major releases across the
desktop and web platforms, our first formal
professional service launch, and seven further
minor launches lincluding maintenance and
data updates).
CSD-Community Updates
In 2021, we introduced some new capabilities
for CSD-Community li.e., free to access)
users. In March 2021, we launched the CSD
MOF Collection, which is freely available for
non-commercial research, and helps support
the use of CSD data in the fast-moving and
impactful f ield of metal-organic framework
research. MOF research continues in many
directions, but these versatile materials are
alreadyinuseinareasasdiverseasgasstorage,
gas separation, energy storage, catalysis,
batteries, semiconductors, and sensors. In
December 2021, we also made some key
structure editing ca pabi l ities within Mercury
freely available, so CSD-Community users of
Mercury can now edit structures manually
or automatically to ensure they can achieve
the best chemically meaningful analyses and
visual representations of their structures.
A key focus over 2021 was measuring the
impact of each launch, plus the feedback
from customers around our products, and
using these data to optimize both whatwe're
working on and how we communicate it to
our user communities.
Ensuring CCDC data and tools are available
to as wide a community as possible is a key
driver for our developments. 2021 included
sign if icant database
and
architecture
investment, as well as investment in the user
experience IUXI. The f i rst iterations of these
investments were delivered to customers
via our Public WebCSD platform in May 2021
and the launch of a new product suite built
entirely following our new UX approaches
ICSD-Theoryl happened in April 2021.
CSD
teriif i£e
Overview of the CCDC
Product Portfolio,
including the renomed
CSD-Core suite at
the heart.
CSDMateri21
Discovery. I CSDCore.
CSl)Theory.
•@ ••0
@•,-•O•+e
GOLD
••0
CSDCommunity.
PAGE 16

Docusign En¥ÈlopÈ ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
CSD-Core Updates
Within CSD-Core we had a strong focus in 2021
on building and launching key components
that will form the basis of our new CSD Web
Platform in the future. 2021 saw the full
launch of our new CSD Sketcher in August
2021, which replaces the Elemental sketcher
from Dotmatics in both our Public WebCSD
platform and our On-site WebCSD platform.
(The sketcher was first released as an alpha
version during 2020.1 Developing our own CSD
Sketcher has allowed the CCDC to much more
effectively tailor sketching to 3D structural
queries relevant to searching crystal structures,
aswellashandlingsimpler2Dchemicalqueries.
In addiction to developing the user interface,
the underlying database and architecture
behind WebCSD are evolving. Through the
Database Evolution project, we now have a
faster, more maintainable, and more extensible
system behind the WebCSD interface. We will Alongside the focus on our developing web
continue to build on this platform in 2022, but platform, we also introduced some impactful
we are already seeing some of the benef its of new capabilities within the rest of the CSD-
the database evolution within WebCSD. For Core suite. In December 2021, we extended
example, we can now seamlessly improve and the structure editing capabilities in Mercury
extend the platform behind the scenes with to allow editing of covalent bond distances,
limited or no impact on the users.
giving users greater control over disordered
structures
and
complex
coordi nation
chemistries. We also introduced four new CSD
subsets (electron diff raction, polymorphs,
hydrates, a nd hig h pressure) to help users f ilter
the data that matters most to them, as well as
improving the accessibility of subsets through
ConQuest, Mercury, and the CSD Python API.
r* kt
CSD SkÈtcher.' fully lounched os version 1.0 in
August 2027.
CSD STRUCTURE
A)efcode.'ACEKID
PAGE 17

Docusign En¥ÈlopÈ ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
CSD-Discovery Updates
During July 2021, we delivered a range of
impactful improvements in the Discovery
area including a much more complete range
of docking capabilities in the CSD Python
API, a new method to generate 3D molecular
structures
from
SMILES
(Simplified
Molecular-lnput Line-Entry System) strings i n
the CSD PyLhon API, and a newGOLD Cluster
Computing package to support virtual
screening on clusters. We continue to see a
lot of interest f rom users in the application
of GOLD on cluster and cloud platforms for
docking on ultra-large scales.
the DASH software, while our team focuses
on other developments within the CSD-
Materials suite.This sharing ofthe DASH code
with the community highlights the CCDC'S
support for community-driven approaches
a nd open-source i nitiatives.
In September 2021, we released signif icant
changes
to
CSD-CrossMiner,
our
pharmacophore
searching
component
that matches molecules to targets through
intu itive, interactive data min i ng. These
latest changes to CSD-CrossMiner included
improvementstotheuserexperiencethrough
optimizations in the user interface that were
driven by direct customer feedback. We also
increased the awareness a nd visibi l ity around
CSD-CrossMiner by integrating the program
directly into the standard CCDC Portfolio
installation and cross-linking with other parts
of the portfolio. Finally, in December 2021,
we introduced several changes to how we
handle SMARTS and SMILES, making it easier
than ever for cheminformatics teams to work
with the CSD, Mercury, and the CSD Python
API.
L.Jlll
Hydrogen Bond StotlStics.' fArst lounched in
September 2021.
In September 2021, we also had the first
formal launch of some of our professional
servicesasa product.'theSolid Form Snapshot
and Solid Form Health Check. These allow
organisations to better understand thei r solid
forms, through applications of our expert
solid form informatics a pproaches via reports
and consultancy services. The Solid Form
Snapshot provides a fast, standardised, data-
driven report on a solid form to help assess
risks and inform development. The Solid
Form Health Check goes further to provide
bespoke analysis of a solid form, including
custom analyses, a more thorough report,
and a tailored debrief meeting to present key
findings and answer questions.
CSD-Materials Updates
In September 2021, we launched a new
Hydrogen Bond Statistics component in
Mercury and the CSD Python API, delivering
Mogul-like
functionality for
hydrogen
bonds. This new CSD-Materials knowledge-
driven component allows users to assess
the stability of a given crystal structure by
analysing the usual- or unusual-ness of the
observed hydrogen bonds in the context of
the over one million crystal structures i n the
CSD. In December 2021, we also completed
the process of moving the program DASH,
software focused on crystal structure
solution from PXRD data, from a CSD-
Materials component to become an open-
source package. This change means the user
community can freely use and extend
rom doto to drug.
PAGE 18

Docusign En¥ÈlopÈ ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
CSD-Theory Updates
2021 sawthefirstformal launch of CSD-Theory
asa new product suite availableto customers.
This is the first new product suite launched
by CCDC in a deCad￿the most recent
new suite previously being CSD-Materials,
which was first launched as the Materials
Module of Mercury in 2007. CSD-Theory
has been developed in close consultation
with industrial customers. The product
development was both funded and closely
guided by the Crystal Structure Prediction
Consortium ICSPCI Industry Partners made
up of six globa I pharmaceutical organisations.
At pointof launch inApril 2021,this innovative
new platform provided the ability to capture
proprietary CSP landscape data alongside
experimental data within On-site WebCSD.
CSD-Theory sees the CCDC broadening its
vision of making powerful use of collective
data for science to incorporate not just
experi mental structures, but also pred icted
ones, further supporting the scientif ic
community in generating insights.
In December 2021, we also introduced the
new CSD Landscape Generator in Mercury as
a further component within the CSD-Theory
suite that allows customers to generate a
solid form landscape of any single- or multi-
component system-quickly, easily, and
empirically.
XXIII $R7
CSD-Theory Web interface.. first
launched in April 2027.
The CSD-Theory Web system allows easy
viewing and understanding of landscapes,
analysis to discover new insights, and easy
sharing within a team via a simple URL. The
CSD-Theory API component also allows easy
access to prediction data, including metadata
alongside experimental data, via the CSD
Python API.
Looking Forward
A lot of the work on both product prototyping and product development that we have been
carrying out in 2021 will be realised and delivered during 2022. We expect to see in
2022 advances across all our suites delivered through at least three major
desktop releases, three major web releases, three specific data updates,
and several minor maintenance releases or component launches.
2022 will bring the launch of another new product suite to further
extend the CCDC Product Portfolio into new application
areas while maintaining the CCDC'S fundamental focus on
the collective use of data to drive discovery. We will also
continue to advance our key effort in building our future
CSD Web Platform, which we'll develop on our evolving
database architecture and in accordance with UX best
practices. The new platform will be able to support both
an increase in scale of data, as well as new data types,
including protein structures alongside small-molecule
structures.
CCDC office photogruph -
2021

Docusign En¥ÈlopÈ ID". 2C9A15CO-96C9446E-B04D-962858E2C89D
Financial review
Revenue 2021
8.QOO.WD
F.QQO,ty)O
6.ooo.r
S.QOO.UDD
4.QQQ.WD
i.(oo.rm
i.ooo.ty)o
i.ooo.co)
Enptknfp
lTriumE
A breukdown of the revenue.
Principal Funding
The CCDC'S principal funds arise from the
subscription fee to the CSD and its associated
scientif ic
softwa re.
Its
su bscribers
are
academic research institutions from around
the globe and industrial companies, mainly
within the biopharmaceutical and biotech
sectors and growing into other sectors such
as agrochemistry. The annual contributions
requested from the worldwide academic
community are significantly discounted as
compared tothe contributions requested from
industrial customers, and special consideration
is given to academ ic users Wlth f i nancia I need
historically underrepresented
nations.
CCDC sets income from academic institutions
at a level required to maintain the CSD data
content. Income from non-academic users
meets the costs of developing the database,
enterprise architecture, and related software
and enables the CCDC to invest in relevant
scientific methods and applications, research
and development. The CCDC received
governmentgrantsfor specific projects during
2021. It also received donations f rom its trading
subsidiary, CCDC Services Ltd, under a Deed
of Covenant. The CCDC holds an investment
portfolio from which it receives dividends.
The charity does not yet seek to raise funds
from third parties by way of donations but has
started to investigate this as an opportunity to
underpin future growth plans.
Despite the pandemic, CCDC'S performance
continued to be strong. Driven by
strengthened Business Development team,
we achieved a 9% growth compared to the
prior year. The total revenue was £7,826,459
12020.. £7,167,530).
90￿0
8LK￿0
7,826,459
7.167,530
7<￿0￿
6￿000
S￿000
40M
3￿000
IQOOL
2020
2021
Groph showing the growth in revenue
from 2020 to 2021.
PAGE 20

DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## Expenditure 

The activities undertaken in the year were carried out within the budget approved by the Trustees, and all the expenditures were spent for charitable purpose. The total expenditure in 2021 was £11,175,744, an increase of 69% on 2020 (£6,629,236). 

The chart shows a signi!cant increase in support costs.  This is due to a large increase in USS pension de!cit recovery cost based on the scheme’s 2020 valuation. 

Staff costs remain the largest expenditure for the CCDC. The total staff number increased from 79 to 97, between 1 January and 31 December 2021. Total staff costs in 2021 were £9,361,174 (2020: £5,118,289). This is an 79% increase from the previous year.  The increase is not only due to increased number of employees, but also the USS pension debt recovery disclosure. USS is a multi-employer de!ned bene!t scheme in which most of CCDC’s staff participate. Given the mutual nature of the scheme, it is not possible to identify individual employer’s share of assets and liabilities.  The employers should account for the plan as if it were a de!ned contribution plan.  The 2020 valuation taken on 31 March 2020 shows a funding de!cit larger than the 2018 valuation. A funding plan has been agreed. Individual employers are required to recognize a liability for the contributions payable and the resulting expense in income statement. £3,270,557 were added to Staff Costs in the income statement. 

The costs in maintaining IT systems, including software and hardware, increased to £351,317 (2020: £263,750). Cloud costs increased in 2021 to support several Microsoft Azure-based projects, including Licensing, Database Evolution, and GOLD Docking. Remote working and additional marketing efforts led to an increase in spending on communication, marketing, and collaborative working tools. We are con!dent that these investments will improve operational ef!ciency, meet the demand of our users by providing a !exible licensing system, and enable us to reach out to potential users more widely. 


**----- Start of picture text -----**<br>
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Total expenditure 2020 and 2021. 

These investments follow our digital transformation theme and are made to enable future growth. Together with a network upgrade to 10Gb, we have enabled greater !exibility for remote/hybrid workers. 

During 2021, the building was unoccupied for many months and staff worked remotely, successfully ful!lling their roles. During Q4, we conducted a pilot study to assess staff appetite for returning to the building, for developing Covid-compliant protocols, and for preparing the building for full-occupancy at later date. The learnings from this pilot study will inform our hybrid working policy as we employ more people than the building can host. 

Travel restrictions were still in place for the most part of the year.  We continued running workshops, User Group Meetings, Consortium meetings, etc online. £64,790 were spent in 2021 on attending, sponsoring virtual events and other marketing activities, compared to £32,116 in 2020.  This is at a lower level compared to pre-pandemic years. 

The grants for hosting research students were £57,648 this year (2020: £243,337). We sponsored two new students during 2021, two less than anticipated. 

PAGE 21 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

One of the PhD project grant proposals, for which we were to provide top-up funds, did not end up getting funded. We also extended our support for the students whose studies were affected and prolonged by the pandemic. Currently, we are co-sponsoring 11 students from 8 UK universities. 

Along with providing !nancial support through our FAIRE program, we also subsidised subscription fees for academic organisations worldwide. Including the !nancial aid provided through the FAIRE program, CCDC subsidized a total of £163,475 in 2021 (2020: £201,727). The CCDC holds an investment portfolio that was affected by the performance of global market. It produced an unrealized gain of £945,035 (2020:  loss £31,800). This brought the overall !nancial performance of the CCDC to a de!cit of £2,404,250 in 2021 (2020: surplus £506,494). 

## Investment policy 

Since 1987, CCDC has looked to build up its reserves to provide !nancial stability and to enable it to fund its research and development activities. The primary objective of the investment policy is to preserve the capital and income in the investment portfolio from in!ation. 

In 2015, the Board of Trustees reviewed the investment policy. As a result, Newton Investment Management Ltd were appointed as our investment managers and the monies were moved from the incumbent Investment Manager and invested into Newton Growth and Income Fund for Charities. 



**----- Start of picture text -----**<br>
Photograph of the top of<br>CCDC building.<br>**----- End of picture text -----**<br>


The investment policy sets no speci!c ethical constraints on the investment portfolio. However, the portfolio should be invested in a socially responsible manner and the investment manager of the portfolio is expected to consider environmental, social, and governance (ESG) issues in their investment analysis and decision-making process, engaging with company management where appropriate. 

It is the practice that the investment advisers attend regular meetings of the Board of Trustees and report on the progress of the fund, and of the CCDC’s investment into it. Detailed written reports are produced on a quarterly basis that value the portfolio and record its respective performance statistics. An integral part of the regular meetings is a detailed discussion on the content of the report with particular reference to the performance aspect. The table below shows the fund’s performance in the last !ve years. 

Funds performance calendar years in % 


**----- Start of picture text -----**<br>
Fund performance calendar years %<br>2021 2020 2019 2018 2017<br>Newton Growth and Income Fund for  18.54 1.55 18.34 -1.08 13.14<br>Charities - Net<br>Newton Growth and Income Fund for  19.24 2.16 19.05 -0.49 13.82<br>Charities - Gross<br>Performance Benchmark 13.34 1.06 16.72 -5.06 10.21<br>**----- End of picture text -----**<br>


PAGE 22 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

The  Executive Team  at  the CCDC review monthly reports from the investment managers. The Trustees will review the performance of the investment portfolio on a half-yearly basis. A more formal independent review of the investment manager and investment policy will be carried out at least every !ve years or more frequently if the circumstances require. An independent review was carried out during 2020. The Board were satis!ed with the performance of Newton Growth & Income Fund for Charities. It was decided to continue investing with Newton. 

of potential risks and contingencies that may arise from time to time. CCDC’s reserves policy requires the retention of income suf!cient to encompass: 

- The balance on tangible and intangible !xed assets for use by the Charity to avoid having to liquidate functional assets to release cash less all loans associated directly with these assets. 

- To cover 50% of the direct costs and support costs, agreed in the budget or at meetings of the Board of Trustees. 

The global market recovered steadily during 2021, in!uenced by the roll-out of vaccines. The Fund produced a positive return and outperformed its performance benchmark. At the end of the year, the value of the portfolio was at £6,869,644, which represented an unrealised gain of £945,035. CCDC’s investment strategy is investing for the long term. During the year, we received £139,470 investment income, which was not reinvested (2020: £116,960). 

## Reserves 

- Funds to enable designated expenses and provisions that are anticipated to be greater than £200,000 less any external funding of them. 

The reserves policy is reviewed annually to take into consideration perceived risks and opportunities. 

At the end of 2021, CCDC’s free reserve was £1,824k (2020: £4,427k). This is equivalent to 2 months of operating costs, lower than 50% of 2022 budgeted costs. 

CCDC’s Reserves Policy is to maintain suf!cient levels of reserves to enable normal operating activities to continue over a period of at least six months should a shortfall in income occur; the policy should take account 

Our present reserves and funds position. 


**----- Start of picture text -----**<br>
31 Dec 2021<br>Unrestricted Reserves.......................................................................................... £5,126k<br>Designated Funds<br>Fixed Asset Fund.....................................................................................................£2,003k<br>Research and Development Fund...................................................................£173k<br>Sponsorship and Outreach Fund.......................................................................£118k<br>Pension provision Fund..........................................................................................£908k<br>Sustainability Fund....................................................................................................£100k<br>Free Reserves..........................................................................................£1,824k<br>**----- End of picture text -----**<br>


PAGE 23 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## Structure, management, and governance 

CCDC was incorporated as a Company Limited by Guarantee on 18 August 1987. It has no share capital and is a registered charity. The guarantee of each member is £1. The governing documents are the Articles of Association of the company (as amended May 2010). 

In addition to CCDC, the charity operates the following subsidiaries: 

## CCDC Services Ltd (formerly CCDC Software Ltd.) 

a wholly owned trading subsidiary of the CCDC. It was established in 1998 to deliver bespoke software development as necessary to meet  the requirements  of CCDC’s charitable status. Since 2015, its trading activities have evolved towards professional services from software development. 2019 was the !rst year when all its revenues arose from professional services, which includes Digital Drug Design & Manufacturing Centres. The CCDC’s Board of Trustees and the Director of CCDC Software Ltd approved of the name change to best re!ect the trading activities of the company in May 2019. The name change was of!cially registered with Companies House on 28 July 2019. The company is located at the same address as CCDC. The Directors of CCDC Services Limited consist of two trustees of the CCDC, an external Non-Executive Director, and the Chief Executive Of!cer of the CCDC. The Directors meet at least once a year. The Directors of the CCDC Services Limited do not receive remuneration for 

their service. An e x e c u t i v e s u m m a r y report of the key 

activities and performance of the entity is provided into the main Board of Trustees’ meeting. 

## CCDC Inc. – established 9 September 2013 as a New Jersey company. 

CCDC Inc. is a standard US Corporation, wholly owned by the CCDC, whose directors include a Trustee of the CCDC who does not receive remuneration and two external Non-Executive Directors with an annual remuneration of $5,000.    Day-to-day management has been delegated to the General Manager. CCDC Inc. was established to provide scienti!c technical services to the CCDC user communities across the Americas, which represents almost 40% of the worldwide total revenues. CCDC Inc.’s activities are guided by a service level agreement (SLA). All legal and other agreements with users remain with the CCDC and CCDC Services Limited. The Directors meet once a year, usually in April. An executive summary report of the key activities and performance of the entity is provided at the main Board of Trustees’ meeting. 

An of!ce was originally established within University of Rutgers, at the Centre for Integrative Proteomics Research. As we continue to grow our US-user community, we believe the needs of our users can be better served by retaining a core sales and support team in a virtual of!ce to provide the rapid response they demand. This would also allow !exibility to locate US staff closer to the user community. A virtual of!ce was established in July 2018.  CCDC Inc.’s staff are located across the US. 

Starting from 1 January 2020, CCDC Inc. has a business  of!ce address at 1 International Place, Suite 1400, Boston, MA 02110, USA. It has since moved to 1 Boston Place, Suite 2600, Boston, MA 02108, USA. It provides conferencing facilities and other administrative services. 

PAGE 24 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## Governance 

The Charity is governed by the Board of Trustees who delegate operational management to the Chief Executive Of!cer (CEO), supported by an Executive Leadership Team (ELT) covering all functions of the organisation, as well as a Wider Management Team (XMT), the Operational Management Team (OMT), Product Management Board (PMB), Technical Review Board (TRB), Data Review Board (DRB), Science Research Council (SRC), Knowledge Management Team (KMT), and the new Project Management Of!ce (PMO). Other cross-functional teams or groups, such as the Wellbeing Committee and Culture Team, also exist. Following a review, improvements to the organisational structure of the Science and Operations functions of the CCDC has been undertaken. 

In accordance with governing documents, potential Trustees are appointed by the Board based on recommendations by the Nominations Committee and on their speci!c skills, location, and diversity. Potential Trustees are sent an induction pack covering their obligations under Charity and Company Law, Articles of Association, Memorandum of Association and Codes of Practice, company policies, and a non-disclosure agreement. Potential Trustees are invited to attend Board meetings as observers. After that, the Board of Trustees and the individual consider their suitability to act as a Trustee ahead of their formal acceptance to the post at the Annual General Meeting (AGM). Upon acceptance and appointment, Trustees receive an induction to the business, which covers key aspects of the organisation, its operations, and salient Health and Safety information. 

The Board of Trustees usually meets at the CCDC twice per annum in May and November, with two further virtual meetings in February and August. Due to the pandemic all Board meetings were held virtually during 2021. Working to 

a standing agenda, the meetings with the CEO and the ELT provide oversight on the performance and progress of the Charity in line with strategy. Progress reports from all functions are presented to the Board at these meetings. In addition, the Board also receives monthly management account reports, which include the investment performance and cash balances. The opportunity for all staff to interact with the Trustees is always encouraged and pre-COVID-19 was speci!cally addressed as part of the on-site meetings. As soon as the restrictions on travel are relaxed, anticipated to be May 2022, these interactions will resume. All staff members have the option to ask questions in quarterly Q&A sessions at All-Staff meetings, where some trustees are usually present as well. 

In addition to the Board meetings, the Board members hold regular, quarterly, telephone update calls with the CEO to address any matters arising from the meetings in a timely manner, to address any issues that need action, or to discuss trends and any matters of interest to the advancement of the charity. In special cases, extra joint calls were convened as needed. 

During 2021, meetings of the Board Committees, Nomination, Audit, Risk, and Remuneration were held in accordance with their terms of reference. 

## Nomination Committee 

The purpose of the Nominations Committee is primarily to ensure that: 

- The Board and its committees should have the appropriate balance of skills, experience, independence, and knowledge of CCDC to enable them to discharge their respective duties and responsibilities effectively. 

- There should be a formal, rigorous, and transparent procedure for the appointment of new trustees to the Board of CCDC. 

- There should be an ef!cient, fair, and thorough process on which the Nominations Committee leads for recommendations of appointments to the Board. 

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## Audit Committee 

The purpose of the Audit Committee is to ensure the Charity’s annual accounts, budgets, forecasts, and plans are re!ected accurately by management accounts and other !nancial reports presented to them by the !nance team. 

## Remuneration Committee 

## Management and Staf!ng 

The day-to-day management of the CCDC is delegated by the Board of Trustees to the CEO and operational management is supported by the ELT and other managers who, in 2021, were: 

## Dr Jürgen Harter 

Chief Executive Of!cer 

The purpose of the Remuneration Committee is to provide assurance to the Board that the CCDC has an effective and competitive People and Pay Strategy in place that supports the delivery of the Strategy, promoting an effective, highperforming, and diverse workforce, and to oversee issues relating to the remuneration of staff, with speci!c responsibility for making recommendations to the Board regarding the Remuneration Policy and the Executive’s remuneration. 

## Miss Suzanna Ward 

Head of Data and Community 

## Dr Susan Reutzel-Edens 

Head of Science (joined 1 March 2021) 

## Dr Jonathan Betts 

Head of Commercial 

## Dr James Ellis 

Head of Operations (joined 1 September 2021) 

## Risk Committee 

Mrs Bing-Bing Waterman Head of Finance 

The purpose of the Risk Committee is primarily to ensure that: 

## Ms Maggie Brown 

Head of Human Resources and Organisational Design 

- risks to the organisation (including its subsidiaries), assets, and reputation of CCDC are identi!ed, assessed, and monitored; 

## Ms Carmen Nitsche 

General Manager, CCDC Inc. 

- a risk management framework is created and implemented; 

These individuals are the key management personnel. They provide reports for the Board of Trustees in support of governance of the Charity and attend Board of Trustees meetings to present operational reports, to position papers on topics of interest, and to regularly cover the centre’s strategy. 

- a register of risks is maintained; and 

- a disaster response strategy and business continuity plan is in place. 

The CCDC also has two wholly owned subsidiaries, CCDC Inc. and CCDC Services Limited with each holding one Board meeting per year with their Directors in April and May, respectively. 


Diffraction detail by Clare Crouchman. 

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DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## Remuneration Policy 

The Board of Trustees give their time freely and no trustee received remuneration in the year. Details of Trustees’ expenses are disclosed in Note 8 to the accounts. The Board of Trustees entrust the directing, controlling, running, and operation of the Charity to the Chief Executive Of!cer who is supported by key management personnel. The pay of the senior staff is reviewed annually and increased in accordance with the company pay policy, which is applicable to all CCDC staff and approved by the Board of Trustees as part of the Budget approval process. Furthermore, the Remuneration Committee oversees any of the recommended salary changes, or any other changes to the organisations pay policy and discusses trends in line with up-to-date benchmarking data provided by HR. 

## Risk Management 

The CCDC maintains a register of key risks to the organisation, which covers the following areas: 

- Business: Staf!ng, External Dependencies, External Threats, Reputation 

- Finance: Revenue, Expenditure, Financial Fraud 

- Compliance: Health and Safety, Governance, GDPR 

- Data and IT: Scienti!c Fraud, Protection of Data Assets, IT Infrastructure 

- • Building: Infrastructure, Fire, Lease 

The Risk register entries detail the likelihood and impact of risks occurring, the steps the organisation takes to mitigate these and areas where further action is required. 

The Trustees have oversight of risks facing the organisation through the Board Risk Committee, which reviews the Risk Register at least once a year. The Senior Leadership and Management Team at the CCDC undertook a comprehensive review of the organisation’s risks towards the end of 2020—with further reviews of risks taking place over 2021. As a result of this review process, we identi!ed additional risks relating to continuity. These are now managed at the Functional level, reported at XMT and form part of individuals objectives where appropriate. 

Key risks and mitigation measures are summarised in the table below: 

Table: key risks and mitigation measures. 


**----- Start of picture text -----**<br>
Threat Type Measures In Place<br>Succession planning; salaries are reviewed and<br>Inadequate staf!ng benchmarked annually; overall attractive bene!t<br>package; staff development opportunities<br>Our good standing within the crystallography<br>community rests on the quality of our data, its<br>accessibility and our outreach activities. We<br>Reputational damage<br>continue to invest in the scale and quality of our<br>scienti!c data and services.<br>We have a formal relationship with the University<br>University of Cambridge relationship and are known as a University Partner Institute;<br>this agreement was renewed for 5 years in 2021.<br>We monitor machine access to our data and work<br>Arti!cial Intelligence (AI) as competitive  with customers to ensure appropriate licences are<br>threat in place for any party wishing to use AI/Machine<br>Learning on the CSD.<br>**----- End of picture text -----**<br>


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**----- Start of picture text -----**<br>
Revenues are reviewed monthly along with the<br>Revenue below budget sales pipeline and historical data to give a clear and<br>early insight into !nancial performance.<br>Internal and external fraud risks are countered by<br>de!ned processes requiring dual authorisation<br>Financial fraud (e.g. payments) and ongoing training (e.g. phishing<br>message awareness) and insurance policies.<br>We operate foreign currency bank accounts and<br>forward contracts to avoid using spot-rate currency<br>conversions into pounds sterling.  We also operate<br>Changes in Foreign Exchange Rates<br>a US subsidiary that enables some US dollar costs<br>to be managed alongside revenue in US dollars.<br>Employee  and  employer  contributions  have<br>Increasing pension costs increased in recent years to address de!cits in<br>valuations.<br>Our income and expenditure are well matched.<br>Further, our professional investment provider is<br>reviewed every 5 years, with monthly reports on<br>Insuf!cient funds from investment performance.  The fund is designated in the same<br>currency as the majority of our costs, with US$<br>holdings at a similar level to our US$ costs.<br>We aim to ensure that our data services offer unique<br>value and comply with community expectations<br>Inability to generate revenue from Intellectual  regarding data stewardship.  We use licensing<br>Property authentication software to reduce the impact of<br>pirated software.<br>Trustee board  meetings are quarterly,  with<br>sub-groups as required to focus on particular<br>topics, plus a Scienti!c Advisory Board (SAB).<br>We maintain appropriate knowledge and skills<br>Governance and compliance<br>to ensure compliance with our obligations e.g.<br>Charity Commission requirements, GDPR, health<br>and safety etc.<br>Continuous availability of IT systems is critical to our<br>organisation.  We have dedicated facilities for our<br>servers, monitor access to our services and have<br>implemented cyber security training and systems.<br>We also use 3rd parties to assess our systems and<br>Information technology<br>identify improvements. We have increased our<br>use of Cloud-based systems to avoid being solely<br>dependent on our own facilities, and ensure that<br>critical assets are appropriately backed up.<br>We have an active programme of building<br>maintenance to ensure our facilities remain !t for<br>Buildings and core infrastructure<br>purpose, with service contracts and out of hours<br>monitoring.<br>**----- End of picture text -----**<br>


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DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## Ongoing Impact of COVID-19 

The ongoing nature of the COVID-19 world pandemic has had a profound impact on the global economy. All businesses have been affected in one way or another, whether directly or indirectly. CCDC is no exception to this. The CCDC’s Board of Trustees and management team have been closely monitoring the situation since the beginning of the outbreak and have put numerous health and safety measures in place. CCDC’s business model is diverse. Our users are spread across academic research institutions and large pharmaceutical companies. The database and its associated products are distributed globally, to over 80 countries worldwide. 

We rely primarily on renewal income (approximately 90%) from a core of subscribers who have continued to access the database over the long term (for decades). As this is needed for their research, they are likely to continue to renew year-over-year. The database has become an integral part of research and business operations for such users, and, as it is digital, it can be remotely operated on and used. Because of this, its continued use is not necessarily dependent on people getting into their labs or research institutions. 

In the last couple of years, we have invested heavily into more digital transformation and IT infrastructure that have enabled working remotely to become as ef!cient as working from the of!ce. Additionally, the products and services we provide can be delivered electronically. Consequently, the nationwide lockdowns have had relatively little impact on our productivity and how we deliver our digital products and services. 

Over 2021, CCDC staff grew accustomed to working from home. The centre has supported this transition through cooperation platforms, such as MSTeams, and Miro (for whiteboarding and other ideation). Plus, we are operating Slack for instant messaging to enable swift communications across teams, functions, geographies, and time zones. 


We are committed to do all we can to support our staff. We provided necessary equipment for the further optimization of home working, allowing reduced and !exible working hours to support staff with personal commitments. Managers frequently checked in with staff for their wellbeing and mental health. The CCDC has not furloughed any staff, nor taken advantage of any of the government support schemes. 

At the date of writing, we have visibility of almost 90% of the budget target in revenue. This is a fortunate position to be in at this point in the year. Most of the licensees have already renewed their licences for this calendar year. Moreover, ongoing multi-year agreements with large industrial partners will further contribute to achieving the revenue target for the year. Academic institutions account for about 25% of CCDC’s revenue. It remains to be seen what impact COVID-19 will have on universities worldwide and their budgets; however, a negative impact on the academic community may result in pressures on CCDC’s revenue from that segment. So far, this has not occurred. 

We have budgeted to expand the workforce and further advance our charitable goals. However, these costs are not committed and can be scaled back if necessary. We are closely monitoring our !nancial position by continuous review and timely reforecasting. 

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The CCDC has a healthy cash balance in the bank, which is easily accessible. We do not anticipate needing to withdraw from the investment fund this year. 

We maintain con!dence in the sustainability of the CCDC’s business operations for the long term. Given the nature of CCDC’s business model, revenues for the year appear to remain robust.  Continued productivity driven by improved operational ef!ciencies and CCDC’s secure liquid asset holdings makes us con!dent that CCDC will overcome the hardships brought on by challenges like rising in!ation, the cost-of-living crisis, and new geopolitical tensions. 

Heightened pressure to !nd novel therapeutics faster than ever in !elds 

like in silico drug design, pharmaceutical manufacturing, and data-based structural research may lead to increase demand for CCDC’s products. This is especially true for the !eld of arti!cial intelligence, where new advances mean companies are eager to leverage high-quality data—like the CSD—in their algorithms and models. 

Similarly, students and teachers of structural chemistry seeking at-home, online education solutions present new opportunities for CCDC’s education and outreach efforts. Even as research professors return to their labs, it is likely they’ll continue to appreciate !exible educational materials. Between our online educational resources and digital-!rst software offerings, we’re ready to meet the evolving needs of the academic community. 

## Looking into the future 

Looking into the mid-term future (two to three years), the CCDC will endeavour to launch a modern, more user-friendly, and adaptive website (including an eCommerce platform and revamped knowledge portal). This new website will underpin all the interactions with the end users and community, along with appropriate calls to action. This effort will help deliver and categorize any of the information and materials created from the last decades, plus host the new information in an organized, easily navigable, and searchable way for the next 10 years. This is important for futureproo!ng CCDC‘s online experience and to meet CCDC’s goals around automation and optimization.  Over 2021, we have already achieved the discovery phase for this new website. Expert project management from our new Project Management Of!ce (PMO) has given us the project discipline to deliver effectively.  As we work on other large projects (e.g., CRM changes) we will seek to expand the PMO with more staff. 

2022, our internal scientists and new Head of Science will continue to work with and further optimize the membership and operational running of the SAB. The SAB members are tasked with recommending, evaluating, and reviewing scienti!c choices and proposals as to areas to target for future development at CCDC—thereby in!uencing and driving our scienti!c strategy. 

Photograph of the CCDC building entrance. 

The CCDC is fortunate to have an excellent scienti!c advisory board (SAB). The constituency of the SAB was drawn from our existing user base with scientists who have demonstrated track records in their respective !elds along with an interest in applying crystallographic knowledge. Over 

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DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

CCDC value poster - Agility 

The addition of an Operations function has enabled us to de!ne and start delivering against objectives that will improve the effectiveness of our systems/processes for staff and end-users.  Initially, we are working on three business transformation programmes: HR Business Processes, CRM, and website. These programmes are de!ning the status quo, implementing immediate changes to add value in the short term, and helping to de!ne longer-term programmes of work that will support the ef!cient scaling of our organisation in a way that maximises value to customers. A key theme to support our processes will be Quality. As we expand our organisation, we need a Quality Management System (QMS) that will help us de!ne what we do and how we do it, to support training and value delivery to customers. Process de!nition within a QMS context will help us identify the most appropriate software solutions to facilitate the scale of our business (e.g., CRM ERP, e-commerce). As these initiatives require dedicated project management, we have started to build a Project Management Of!ce to de!ne and demonstrate best practices, and to ultimately deliver the required results to time, cost, and quality. 

We will continue to run the CCDC in growth mode in order to achieve more of our charitable aims faster, turning the CCDC into a more agile organization with improved branding and raising awareness of our unique selling points and value proposition: a winning combination of high-quality data, excellent science, cutting-edge software, and vast expertise. We will go from £7.8m top-line revenue and 97 employees in 2021 to £8.5m revenue and 100 employees in 2022 and on to ~£10m revenue and 120+ employees by the end of 2023, if not sooner. We will focus on delivering excellent value with a sense of urgency to a growing set of existing and new customers in the biopharmaceutical, chemistry, and biotech sectors, as well as other industries such as agrochemical, petrochemical, and advanced materials. We will have a new drive to get into functional and advanced materials, which have good potential to open new markets for the CCDC. 


We will widen our reach, increase customer engagement and centricity, and enable this growth by further growing the commercial function, including marketing, product management, channel management, partnerships and alliances, and service delivery. 

Any generated surplus from the resulting growth will be reinvested in advancing science, data accessibility, and utility; improving our products and services experiences (UX/UI); growing education and outreach efforts; and optimizing and scaling up through our skilled people, systems, and processes. This is done with the goal of serving our end users and the wider international scienti!c community in the best and most sustainable way over the coming years. 

It remains clear from recent world events (including the COVID-19 pandemic and growing focus on health research), that structural chemistry has a crucial role to play in battling diseases. As a community, we need to be versatile in our approaches to ensure rapid response. In silico drug design and manufacturing methods as well as digitally advanced materials design will have an important role to play.  We believe a digital!rst approach that saves time and resources on the experimental phase will become increasingly important in the coming years. 

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This will drive a need for intuitive and userfriendly solutions that use trusted data and methods to provide quick and accurate results. CCDC is the “go-to” partner for structural science innovation, and we look forward to providing those solutions to identify and mitigate risks—from early-phase drug discovery through manufacturing. 

industry, and other domains that have a clear and ongoing need for structural chemistry. CCDC will help to shape this future while staying true to our vision and mission to globally advance structural science based on high-quality, trusted big data and software—reaching an ever-growing enduser community. 

We continue to expect that the world will evolve towards more remote working or a mixed model, with regular hybrid ways of working. This is a great opportunity for the CCDC to push more digital ways of working since our teams have already adapted to the model. We intend to further pioneer a digital experience by leading the way with data and software that is accessible from anywhere in the world via the cloud. These new practices and methods will underpin future ways of working for the research community, academia (e.g., remote teaching and virtual education at scale), the biopharmaceutical 

The investment made throughout 2021 and into 2022 has been necessary to address years of under-investment. With these improvements to the building and the hybrid ways of working developed during the pandemic, we have a unique opportunity to leverage our building, location, and expertise. 

Historically the building has hosted various scienti!c events, but we also have interests in associated disciplines, such as cyber security for large datasets. We will seek to develop events at CCDC that improve our network and access to ideas beyond science. 

## Reference and administration details of the charity, its trustees and advisers 

## Trustees 

Dr David Martinsen, Chair Professor Alessia Bacchi, Vice Chair Ms Judith N Currano Professor Jonathan M Goodman Dr John Overington Dr Nigel Pitchford Professor Susan Bourne Dr Ola Engkvist (Appointed 13 May 2021) 

## Company registered number 02155347 

## Independent auditors 

Peters Elworthy & Moore Chartered Accountants Salisbury House Station Road Cambridge CB1 2LA 

## Bankers 

Barclays Bank Plc Cambridge CB2 3AA 

## Charity registered number 800579 

## Solicitors 

## Registered of!ce 

12 Union Road Cambridge CB2 1EZ 

HCR Hewitsons 50-60 Station RoadCambridge CB1 2JH5 

## Investment Advisers 

## Chief Executive Of!cer 

Dr J Harter 

Newton Investment Management Limited 160 Queen Victoria Street London EC4V 4LA 

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DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

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## 9KM9JRIEKMI$%AJB?EMG$?K$GKEMG$9KM9A%M 

J9$/)12+29<$+&'$429/932/0$*+/+'8'9+*G$-'$&/H'$3.930)1'1$+&/+$+&'$%()*+''*=$)*'$.4$+&'$<.29<$ 3.93'(9$;/*2*$.4 /33.)9+29<$29$+&'$7('7/(/+2.9$.4$+&'$429/932/0$*+/+'8'9+*$2*$/77(.7(2/+'E 

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D/<'$VZ 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

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## K?@A%$EMTK%CB?EKM 

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W'$&/H'$9.+&29<$+.$('7.(+$29$+&2*$('</(1E 

## KLEMEKM$KM$K?@A%$CB??A%I$L%AI9%EDAF$DH$?@A$9KCLBMEAI$B9?$322W 

J9$.)($.7292.9G$;/*'1$.9$+&'$-.(R$)91'(+/R'9$29$+&'$3.)(*'$.4$+&'$/)12+K 

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## CB??A%I$KM$X@E9@$XA$B%A$%AYRE%AF$?K$%ALK%?$DH$AZ9AL?EKM 

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D/<'$V[ 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## EMFALAMFAM?$BRFE?K%IS$%ALK%?$?K$?@A$CACDA%I$KT$?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9 FB?B$9AM?%A$N9KM?EMRAFQ 

## %AILKMIEDEJE?EAI$KT$?%RI?AAI 

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D/<'$VT 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

EMFALAMFAM?$BRFE?K%IS$%ALK%?$?K$?@A$CACDA%I$KT$?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9 FB?B$9AM?%A$N9KM?EMRAFQ 

## BRFE?K%IS$%AILKMIEDEJE?EAI$TK%$?@A$BRFE?$KT$?@A$TEMBM9EBJ$I?B?ACAM?I 

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D/<'$V` 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A 

NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## EMFALAMFAM?$BRFE?K%IS$%ALK%?$?K$?@A$CACDA%I$KT$?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9 FB?B$9AM?%A$N9KM?EMRAFQ 

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D/<'$Vb 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

EMFALAMFAM?$BRFE?K%IS$%ALK%?$?K$?@A$CACDA%I$KT$?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9 FB?B$9AM?%A$N9KM?EMRAFQ 

## RIA$KT$KR%$%ALK%? 

%&2*$('7.(+$2*$8/1'$*.0'06$+.$+&'$3&/(2+/;0'$3.87/96=*$8'8;'(*G$/*$/$;.16G$29$/33.(1/93'$-2+&$5&/7+'($V$.4$D/(+ NT$.4$+&'$5.87/92'*$B3+$POOTE L)($/)12+$-.(R$&/*$;''9$)91'(+/R'9$*.$+&/+$-'$82<&+$*+/+'$+.$+&'$3&/(2+/;0' 3.87/96=*$ 8'8;'(*$ +&.*'$ 8/++'(*$ -' /('$ ('F)2('1$ +.$ *+/+'$ +.$+&'8$29$/9$B)12+.(*=$>'7.(+$/91$4.($9.$.+&'( 7)(7.*'E$%.$+&'$4)00'*+$'I+'9+$7'(82++'1$;6$0/-G$-'$1.$9.+$/33'7+$.($/**)8'$('*7.9*2;202+6$+.$/96.9'$.+&'($+&/9 +&'$3&/(2+/;0'$3.87/96$/91$2+*$8'8;'(*G$/*$/$;.16G$4.($.)($/)12+$-.(RG$4.($+&2*$('7.(+G$.($4.($+&'$.7292.9*$-' &/H'$4.(8'1E 


V;<-&$%O[&$NI&-(O+$I*;*.*O+<$B.,(*O+Q 4.($/91$.9$;'&/04$.4 L&*&+)$A\[O+*:<$]$COO+& 5&/(+'('1$B33.)9+/9+* ?+/+)+.(6$B)12+.(* ?/02*;)(6$c.)*' ?+/+2.9$>./1 5/8;(21<' 5XN$PdB 

U/+'K$ 25 August 2022 

D/<'$Ve 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## 9KMIKJEFB?AF$I?B?ACAM?$KT$TEMBM9EBJ$B9?E^E?EAI$NEM9K%LK%B?EMG$EM9KCA$BMF AZLAMFE?R%A$B99KRM?Q TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

|MO*&<br>E-_O/&U+O/1<br>5&/(2+/;0'/3+2H2+2'*<br>P<br>L+&'(+(/129</3+2H2+2'*<br>Z<br>J9H'*+8'9+*<br>[<br>?O*;\(-_O/&<br>AcP&-,(*.+&O-1<br>5&/(2+/;0'/3+2H2+2'*<br>T<br>?O*;\&cP&-,(*.+&<br>M&*N&cP&-,(*.+&Qd(-_O/&0&UO+&-&*<br>';(-)dN\O))&)QO-(-e&)*/&-*)<br>g'+</29*a,0.**'*:.929H'*+8'9+*<br>NV<br>M&*N&cP&-,(*.+&Qd(-_O/&<br>%(/9*4'(*;'+-''94)91*<br>Nb<br>M&*/Oe&/&-*(-U.-,)<br>%&_O-_(\(;*(O-OUU.-,)1<br>%.+/04)91*;(.)<&+4.(-/(1<br>g'+8.H'8'9+294)91*<br>?O*;\U.-,)_;++(&,UO+[;+,|R-+&)*+(_*&,<br>U.-,)<br>3234<br>`<br>8a2>4a>85<br>762a48W<br>472a4>8<br>8aWW3a67=<br>42a>W8a>6W<br>42a>W8a>6W<br>N6a625a5==Q<br>>75a265<br>N3a6W2a556Q<br>N5=a86>Q<br>N3a74>a3>3Q<br>8a575a777<br>N3a74>a3>3Q<br>5a43Wa453|%&)*+(_*&,<br>U.-,)<br>3234<br>`<br>4W7a444<br>b<br>b<br>4W7a444<br>328a=2=<br>328a=2=<br>N76aW>8Q<br>b<br>N76aW>8Q<br>5=a86><br>45a273<br>37a435<br>45a273<br>6>a4W8|?O*;\<br>U.-,)<br>3234<br>`<br>8a35Wa2=W<br>762a48W<br>472a4>8<br>8a=3Wa75><br>44a485a877<br>44a485a877<br>N6a67>a3=5Q<br>>75a265<br>N3a727a352Q<br>b<br>N3a727a352Q<br>8a5W>a5W><br>N3a727a352Q<br>5a4W5a64>|%.+/0<br>4)91*<br>POPO<br>f<br>TG[TVGN`e<br>Z`PGZP`<br>NVNGePZ<br>`GNT`G[VO<br>TGTPeGPVT<br>TGTPeGPVT<br>[VbGPeZ<br>,VNGbOO:<br>[OTGZeZ<br>]<br>[OTGZeZ<br>`GOTVGO`[<br>[OTGZeZ<br>`G[TeG[Te|
|---|---|---|---|---|



%&'$5.9*.021/+'1$?+/+'8'9+$.4$M29/932/0$B3+2H2+2'*$2930)1'*$/00$</29*$/91$0.**'*$('3.<92*'1$29$+&'$6'/(E 

%&'$9.+'*$.9$7/<'*$ZZ$+.$`Z$4.(8$7/(+$.4$+&'*'$429/932/0$*+/+'8'9+*E 

D/<'$ZO 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q %AGEI?A%AF$MRCDA%1$23455678 

## 9KMIKJEFB?AF$DBJBM9A$I@AA? BI$B?$64$FA9ACDA%$3234 

|MO*&<br>T(c&,;))&*)<br>%/9<2;0'/**'+*<br>NP<br>J9H'*+8'9+*<br>NV<br>9.++&-*;))&*)<br>U';+.(*<br>NZ<br>5/*&/+;/9R/9129&/91<br>5('12+.(*K/8.)9+*4/0029<1)'-2+&29.9'<br>6'/(<br>N[<br>M&*_.++&-*;))&*)<br>?O*;\;))&*)\&))_.++&-*\(;0(\(*(&)<br>5('12+.(*K/8.)9+*4/0029<1)'/4+'(8.('<br>+&/9.9'6'/(<br>NT<br>D(.H2*2.9*4.(02/;202+2'*<br>N`<br>?O*;\-&*;))&*)<br>9:;+(*<U.-,)<br>>'*+(23+'14)91*<br>Nb<br>@9('*+(23+'14)91*<br>Nb<br>?O*;\U.-,)|3a766a288<br>6a745a368<br>5a=7=a647<br>N7a464aW56Q|3234<br>`<br>3a223aW>8<br>Wa=W>aW77<br>=a=83a674<br>4a84WaWW4<br>42a5=>a223<br>N33Wa567Q<br>N5a4>8a47>Q<br>5a4W5a64><br>6>a4W8<br>5a43Wa453<br>5a4W5a64>|PGVZeG`ZO<br>VGNeeGNTP<br>[G[ZbGeOP<br>,VGZ[ZGe`N:|POPO<br>f<br>PGOPZG`[[<br>[GePZGTOe<br>`GeZeGVTZ<br>PGOeVGeVN<br>NOGOZVGPe[<br>,[ObGPT[:<br>,NGeT[GZTN:<br>`G[TeG[Te<br>PZGNP[<br>`G[Z[GZZZ<br>`G[TeG[Te|
|---|---|---|---|---|



%&'$%()*+''*$/3R9.-0'1<'$+&'2($('*7.9*2;202+2'*$4.($3.870629<$-2+&$+&'$('F)2('8'9+*$.4$+&'$B3+$-2+&$('*7'3+$+. /33.)9+29<$('3.(1*$/91$7('7/(/+2.9$.4$429/932/0$*+/+'8'9+*E 

%&'$429/932/0$*+/+'8'9+*$-'('$/77(.H'1$/91$/)+&.(2*'1$4.($2**)'$;6$+&'$%()*+''*$/91$*2<9'1$.9$+&'2($;'&/04$;6K 

## L+OU&))O+$V$C$GOO,/;- 

U/+'K$ 23 August 2022 

%&'$9.+'*$.9$7/<'*$ZZ$+.$`Z$4.(8$7/(+$.4$+&'*'$429/932/0$*+/+'8'9+*E 

D/<'$ZN 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q %AGEI?A%AF$MRCDA%1$23455678 

## 9@B%E?H$DBJBM9A$I@AA? BI$B?$64$FA9ACDA%$3234 

|MO*&<br>T(c&,;))&*)<br>%/9<2;0'/**'+*<br>NP<br>J9H'*+8'9+*<br>NV<br>9.++&-*;))&*)<br>U';+.(*<br>NZ<br>5/*&/+;/9R/9129&/91<br>5('12+.(*K/8.)9+*4/0029<1)'-2+&29.9'<br>6'/(<br>N[<br>M&*_.++&-*;))&*)<br>?O*;\;))&*)\&))_.++&-*\(;0(\(*(&)<br>5('12+.(*K/8.)9+*4/0029<1)'/4+'(8.('<br>+&/9.9'6'/(<br>NT<br>D(.H2*2.9*4.(02/;202+2'*<br>N`<br>?O*;\-&*;))&*)<br>9:;+(*<U.-,)<br>>'*+(23+'14)91*<br>Nb<br>@9('*+(23+'14)91*<br>Nb<br>?O*;\U.-,)|3a==3a62><br>3aW46a86=<br>5a7>Wa278<br>N7a2>2a>48Q|3234<br>`<br>3a223aW>8<br>8a266a466<br>>a265a=62<br>4a725a462<br>42a772a>W2<br>N33Wa567Q<br>N5a4>8a47>Q<br>5a248a388<br>6>a4W8<br>7a>8=a442<br>5a248a388|PG`TNGOZZ<br>PG[T[GTO[<br>[GVPTGTZe<br>,VG[PZG[b`:|POPO<br>f<br>PGOPVGbTb<br>TGObbGOeb<br>bGNNNGeTT<br>NGbOPGOTP<br>eGeNZGOPb<br>,[ObGPT[:<br>,NGeT[GZTN:<br>`GZZOGVOP<br>PZGNP[<br>`GZNTGN``<br>`GZZOGVOP|
|---|---|---|---|---|



%&'$5&/(2+6=*$9'+$8.H'8'9+$29$4)91*$4.($+&'$6'/($-/*$f,PGZPVGOP[: ,POPO$]$f[NZGNPP:E 

%&'$%()*+''*$/3R9.-0'1<'$+&'2($('*7.9*2;202+2'*$4.($3.870629<$-2+&$+&'$('F)2('8'9+*$.4$+&'$B3+$-2+&$('*7'3+$+. /33.)9+29<$('3.(1*$/91$7('7/(/+2.9$.4$429/932/0$*+/+'8'9+*E 

%&'$429/932/0$*+/+'8'9+*$-'('$/77(.H'1$/91$/)+&.(2*'1$4.($2**)'$;6$+&'$%()*+''*$/91$*2<9'1$.9$+&'2($;'&/04$;6K 

## L+OU&))O+$V$C$GOO,/;- 

U/+'K$ 23 August 2022 

%&'$9.+'*$.9$7/<'*$ZZ$+.$`Z$4.(8$7/(+$.4$+&'*'$429/932/0$*+/+'8'9+*E 

D/<'$ZP 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A 

## NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## 9KMIKJEFB?AF$I?B?ACAM?$KT$9BI@$TJKXI TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

|MO*&<br>9;):U\O[)U+O/OP&+;*(-';_*(e(*(&)<br>g'+3/*&)*'129.7'(/+29</3+2H2+2'*<br>PO<br>9;):U\O[)U+O/(-e&)*(-';_*(e(*(&)<br>U2H21'91*G29+'('*+*/91('9+*4(.829H'*+8'9+*<br>D)(3&/*'.4+/9<2;0'42I'1/**'+*<br>M.('2<9'I3&/9<'.942I'1/**'+*<br>M&*_;):P+Oe(,&,0<(-e&)*(-';_*(e(*(&)<br>9:;-'&(-_;):;-,_;):&f.(e;\&-*)(-*:&<&;+<br>5/*&/913/*&'F)2H/0'9+*/++&';'<29929<.4+&'6'/(<br>9;):;-,_;):&f.(e;\&-*);**:&&-,OU*:&<&;+<br>PN<br>%&'9.+'*.97/<'*ZZ+.`Z4.(87/(+.4+&'*'429/932/0*+/+'8'9+*|3234<br>`<br>4=2a357<br>472a4>8<br>N425a3W6Q<br>==8<br>65a=34<br>34Wa285<br>6a4>>a4W3<br>6a745a368|POPO<br>f<br>NGO`NGZNV<br>NVNGePZ<br>,ZPGZbT:<br>]<br>=>a76=<br>4a4W2a=54<br>PGOVbGVNN<br>VGNeeGNTP|
|---|---|---|



D/<'$ZV 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A 

NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 4g B99KRM?EMG$LKJE9EAI 

## 4g4 DBIEI$KT$L%ALB%B?EKM$KT$TEMBM9EBJ$I?B?ACAM?I 

%&'$429/932/0$*+/+'8'9+*$&/H'$;''9$7('7/('1$29$/33.(1/93'$-2+&$+&'$5&/(2+2'*$?L>D$,M>?$NOP:$] B33.)9+29<$/91$>'7.(+29<$;6$5&/(2+2'*K$?+/+'8'9+$.4$>'3.88'91'1$D(/3+23'$/77023/;0'$+.$3&/(2+2'* 7('7/(29<$+&'2($/33.)9+*$29$/33.(1/93'$-2+&$+&'$M29/932/0$>'7.(+29<$?+/91/(1$/77023/;0'$29$+&'$@A /91$ >'7);023$ .4$ J('0/91$ ,M>?$ NOP:$ ,'44'3+2H'$ N$ h/9)/(6$ PONe:G$ +&'$ M29/932/0$ >'7.(+29<$ ?+/91/(1 /77023/;0'$29$+&'$@A$/91$>'7);023$.4$J('0/91$,M>?$NOP:$/91$+&'$5.87/92'*$B3+$POOTE 

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## 4g3 9KCLBMH$I?B?RI 

%&'$3.87/96$2*$/$3.87/96$0282+'1$;6$<)/(/9+''E$%&'$8'8;'(*$.4$+&'$3.87/96$/('$+&'$%()*+''* 9/8'1$ .9$ 7/<'$ NE$ J9$ +&'$ 'H'9+$ .4$ +&'$ 3.87/96$ ;'29<$ -.)91$ )7G$ +&'$ 02/;202+6$ 29$ ('*7'3+$ .4$ +&' <)/(/9+''$2*$0282+'1$+.$fN$7'($8'8;'($.4$+&'$3.87/96E 

## 4g6 TRMF$B99KRM?EMG 

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J9H'*+8'9+$293.8'G$</29*$/91$0.**'*$/('$/00.3/+'1$+.$+&'$/77(.7(2/+'$4)91E 

## 4g7 DBIEI$KT$9KMIKJEFB?EKM 

%&'$429/932/0$*+/+'8'9+*$3.9*.021/+'$+&'$/33.)9+*$.4$%&'$5/8;(21<'$5(6*+/00.<(/7&23$U/+/$5'9+(' /91$/00$.4$2+*$*);*212/(6$)91'(+/R29<*$,=*);*212/(2'*=:E$%&'$('*)0+*$.4$+&'$*);*212/(2'*$/('$3.9*.021/+'1 .9$/$029'$;6$029'$;/*2*E 

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D/<'$ZZ 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

# ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A 

NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 4g B99KRM?EMG$LKJE9EAI$N9KM?EMRAFQ 

## 4g5 GKEMG$9KM9A%M 

%&'$ 5/8;(21<'$ 5(6*+/00.<(/7&23$ U/+/$ 5'9+('$ 8''+*$ 2+*$ 1/6$ +.$ 1/6$ -.(R29<$ 3/72+/0$ ('F)2('8'9+* +&(.)<&$ +&'$ 3/*&$ 2+$ &.01*$ /91$ <'9'(/+'*E$ %&'$ 3&/(2+6$ )91'(+/R'*$ /$ ('<)0/($ 7(.3'**$ .4$ ('H2'-29< 4.('3/*+*$/91$7(.S'3+2.9*$+.$'9*)('$+&/+$2+$&/*$/1'F)/+'$('*.)(3'*$4.($2+*$3.9+29)'1$.7'(/+2.9*$/91 3/9$1(/-$.9$2+*$29H'*+8'9+$7.(+4.02.$+.$*)77.(+$2+*$70/99'1$/3+2H2+2'*$24$('F)2('1E$$ 

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## 4gW EM9KCA 

B00$ 293.8'$ 2*$ ('3.<92*'1$ .93'$ +&'$ 5&/(2+6$ &/*$ '9+2+0'8'9+$ +.$ +&'$ 293.8'G$ 2+$ 2*$ 7(.;/;0'$ +&/+$ +&' 293.8'$-200$;'$('3'2H'1$/91$+&'$/8.)9+$.4$293.8'$('3'2H/;0'$3/9$;'$8'/*)('1$('02/;06E 

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## 4g8 AZLAMFE?R%A 

YI7'912+)('$2*$('3.<92*'1$.93'$+&'('$2*$/$0'</0$.($3.9*+()3+2H'$.;02</+2.9$+.$+(/9*4'($'3.9.823$;'9'42+ +.$/$+&2(1$7/(+6G$2+$2*$7(.;/;0'$+&/+$/$+(/9*4'($.4$'3.9.823$;'9'42+*$-200$;'$('F)2('1$29$*'++0'8'9+$/91 +&'$/8.)9+$.4$+&'$.;02</+2.9$3/9$;'$8'/*)('1$('02/;06E 

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C(/9+*$7/6/;0'$/('$3&/(<'1$29$+&'$6'/($-&'9$+&'$.44'($2*$8/1'$'I3'7+$29$+&.*'$3/*'*$-&'('$+&'$.44'( 2*$ 3.912+2.9/0G$ *)3&$ <(/9+*$ ;'29<$ ('3.<92*'1$ /*$ 'I7'912+)('$ -&'9$ +&'$ 3.912+2.9*$ /++/3&29<$ /(' 4)04200'1E$C(/9+*$.44'('1$*);S'3+$+.$3.912+2.9*$-&23&$&/H'$9.+$;''9$8'+$/+$+&'$6'/($'91$/('$9.+'1$/*$/ 3.882+8'9+G$;)+$9.+$/33()'1$/*$'I7'912+)('E 

D/<'$Z[ 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 4g B99KRM?EMG$LKJE9EAI$N9KM?EMRAFQ 

## 4g= ?BMGEDJA$TEZAF$BIIA?I$BMF$FAL%A9EB?EKM 

B00$/**'+*$3.*+29<$8.('$+&/9$fNOGOOO$/('$3/72+/02*'1E 

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%&'$3.*+$.4$('70/329<$/91$)7<(/129<$*32'9+2423$3.87)+'($'F)278'9+$2*$-(2++'9$.44$/*$8/29+'9/93'$+. *32'9+2423$'F)278'9+$29$+&'$293.8'$/91$'I7'912+)('$/33.)9+E 

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%/9<2;0'$ 42I'1$ /**'+*$ /('$ 3/((2'1$ /+$ 3.*+G$ 9'+$ .4$ 1'7('32/+2.9$ /91$ /96$ 7(.H2*2.9$ 4.($ 287/2(8'9+E U'7('32/+2.9$2*$7(.H21'1$/+$(/+'*$3/03)0/+'1$+.$-(2+'$.44$+&'$3.*+$.4$42I'1$/**'+*G$0'**$+&'2($'*+28/+'1 ('*21)/0$H/0)'G$.H'($+&'2($'I7'3+'1$)*'4)0$02H'*$.9$+&'$4.00.-29<$;/*'*K 

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## 4g> EM^AI?CAM?I 

M2I'1$ /**'+$ 29H'*+8'9+*$ /('$ /$ 4.(8$ .4$ 429/932/0$ 29*+()8'9+$ /91$ /('$ 292+2/006$ ('3.<92*'1$ /+$ +&'2( +(/9*/3+2.9$3.*+$/91$*);*'F)'9+06$8'/*)('1$/+$4/2($H/0)'$/+$+&'$X/0/93'$?&''+$1/+'G$)90'**$+&'$H/0)' 3/99.+$;'$8'/*)('1$('02/;06$29$-&23&$3/*'$2+$2*$8'/*)('1$/+$3.*+$0'**$287/2(8'9+E$J9H'*+8'9+$</29* /91$ 0.**'*G$ -&'+&'($ ('/02*'1$ .($ )9('/02*'1G$ /('$ 3.8;29'1$ /91$ 7('*'9+'1$ /*$ kC/29*a,d.**'*:$ .9 29H'*+8'9+*_$29$+&'$5.9*.021/+'1$?+/+'8'9+$.4$M29/932/0$B3+2H2+2'*E 

J9H'*+8'9+*$29$*);*212/(2'*$/('$H/0)'1$/+$3.*+$0'**$7(.H2*2.9$4.($287/2(8'9+E 

## 4g42 FAD?K%I 

%(/1'$/91$.+&'($1';+.(*$/('$('3.<92*'1$/+$+&'$*'++0'8'9+$/8.)9+$/4+'($/96$+(/1'$12*3.)9+$.44'('1E D('7/68'9+*$/('$H/0)'1$/+$+&'$/8.)9+$7('7/21$9'+$.4$/96$+(/1'$12*3.)9+*$1)'E 

## 4g44 9BI@$B?$DBMh$BMF$EM$@BMF 

5/*&$/+$;/9R$/91$29$&/91$2930)1'*$3/*&$/91$*&.(+]+'(8$&2<&06$02F)21$29H'*+8'9+*$-2+&$/$*&.(+$8/+)(2+6 .4$+&(''$8.9+&*$.($0'**$4(.8$+&'$1/+'$.4$/3F)2*2+2.9$.($.7'929<$.4$+&'$1'7.*2+$.($*2820/($/33.)9+E 

D/<'$ZT 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 4g B99KRM?EMG$LKJE9EAI$N9KM?EMRAFQ 

## 4g43 JEBDEJE?EAI 

d2/;202+2'*$/91$7(.H2*2.9*$/('$('3.<92*'1$-&'9$+&'('$2*$/9$.;02</+2.9$/+$+&'$X/0/93'$?&''+$1/+'$/*$/ ('*)0+$.4$/$7/*+$'H'9+G$2+$2*$7(.;/;0'$+&/+$/$+(/9*4'($.4$'3.9.823$;'9'42+$-200$;'$('F)2('1$29$*'++0'8'9+G /91$+&'$/8.)9+$.4$+&'$*'++0'8'9+$3/9$;'$'*+28/+'1$('02/;06E 

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## 4g46 TEMBM9EBJ$EMI?%RCAM?I 

%&'$C(.)7$.906$&/*$429/932/0$/**'+*$/91$429/932/0$02/;202+2'*$.4$/$R291$+&/+$F)/0246$/*$;/*23$429/932/0 29*+()8'9+*E$X/*23$429/932/0$29*+()8'9+*$/('$292+2/006$('3.<92*'1$/+$+(/9*/3+2.9$H/0)'$/91$*);*'F)'9+06 8'/*)('1$ /+$ +&'2($ *'++0'8'9+$ H/0)'$ -2+&$ +&'$ 'I3'7+2.9$ .4$ ;/9R$ 0./9*$ -&23&$ /('$ *);*'F)'9+06 8'/*)('1$/+$/8.(+2*'1$3.*+$)*29<$+&'$'44'3+2H'$29+'('*+$8'+&.1E 

## 4g47 TK%AEGM$9R%%AM9EAI 

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## 4g45 LAMIEKMI 

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D/<'$Z` 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 4g B99KRM?EMG$LKJE9EAI$N9KM?EMRAFQ 

## 4g4W 9%E?E9BJ$B99KRM?EMG$AI?ECB?AI$BMF$B%ABI$KT$VRFGACAM? 

Y*+28/+'*$ /91$ S)1<'8'9+*$ /('$ 3.9+29)/006$ 'H/0)/+'1$ /91$ /('$ ;/*'1$ .9$ &2*+.(23/0$ 'I7'(2'93'$ /91 .+&'($4/3+.(*G$2930)129<$'I7'3+/+2.9*$.4$4)+)('$'H'9+*$+&/+$/('$;'02'H'1$+.$;'$('/*.9/;0'$)91'($+&' 32(3)8*+/93'*E 

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## 5(2+23/0$/('/*$.4$S)1<8'9+K 

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## 3g EM9KCA$T%KC$9@B%E?BDJA$B9?E^E?EAI 

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D/<'$Zb 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 6g ?R%MK^A% 

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- 7g EM9KCA$T%KC$?%BFEMG$B9?E^E?EAI 

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%&'$-&.006$.-9'1$+(/129<$*);*212/(6$55U5$?'(H23'*$d282+'1$2*$293.(7.(/+'1$29$+&'$@92+'1$A29<1.8$/91 7/6*$/00$.4$2+*$7(.42+*$+.$+&'$3&/(2+6$)91'($/$1''1$.4$3.H'9/9+E$%&'$*)88/(6$429/932/0$7'(4.(8/93'$.4$+&' *);*212/(6$2*$*&.-9$29$9.+'$P`E 

## 5g EM^AI?CAM?$EM9KCA 

|R-+&)*+(_*&,<br>U.-,)<br>3234<br>`<br>J9H'*+8'9+293.8'<br>NVeGZ`O<br>X/9Rl.+&'(29+'('*+('3'2H/;0'<br>`P`<br>NZOGNe`<br>%L%BdPOPO<br>NVNGePZ|?O*;\<br>U.-,)<br>3234<br>`<br>46>a782<br>838<br>472a4>8<br>NVNGePZ|%.+/0<br>4)91*<br>POPO<br>f<br>NNTGeTO<br>NZGeTZ|
|---|---|---|
|||NVNGePZ|
||||



J9$POPNG$/00$29H'*+8'9+$293.8'$-/*$)9('*+(23+'1E$ 

D/<'$Ze 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## Wg BMBJHIEI$KT$AZLAMFE?R%A$DH$B9?E^E?EAI 

|?32'9+2423B3+2H2+2'*<br>%L%BdPOPO|B_*(e(*(&)<br>.-,&+*;i&-<br>,(+&_*\<<br>3234<br>`<br>TGP[TGOeb<br>[GVPeGbeT|G+;-*<br>U.-,(-'OU<br>;_*(e(*(&)<br>3234<br>`<br>[`GTZb<br>PZVGVV`|I.PPO+*<br>_O)*)<br>3234<br>`<br>ZGbTNGeeb<br>NGO[TGOOV|?O*;\<br>U.-,)<br>3234<br>`<br>44a485a877<br>TGTPeGPVT|%.+/0<br>4)91*<br>POPO<br>f<br>TGTPeGPVT|
|---|---|---|---|---|---|
|||||||



J9$ POPNG$ ('*+(23+'1$ 'I7'912+)('$ /8.)9+'1$ +.$ fPO`GbOb$ ,POPOK$ fNbPGVZ`:$ /91$ )9('*+(23+'1$ 'I7'912+)(' -/*$fNOGeT`GeVT$,POPOK$fTGZZTGbbe:E 

- 8g FE%A9?$9KI?I 

J930)1'1$ -2+&29$ +&'$/;.H'$12('3+$3.*+*$2*$/$<24+$29$R291G$;'29<$4(''$*);H'9+2.9*$/8.)9+29<$+.$fNTVGZ`[ ,POPO$]$fPONG`P`:$/91$fPVGbOb$('0/+'1$+.$1'02H'(29<$<(/9+$4)9129<$/3+2H2+2'*$,POPO$]$fNNGZeV:E 

D/<'$[O 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## =g IRLLK%?$9KI?I 

|B)12+/91/33.)9+/936<br>X/11';+'I7'9*'<br>X/9R29<3.*+*<br>5.9*)0+/9+*<br>U'7('32/+2.9<br>U244'('93'.9M.('2<9'I3&/9<']?)77.(+<br>M29/93'3.*+.4)9-29129<.412*3.)9+29<<br>C'9'(/0'I7'9*'*<br>J9*)(/93'<br>J%'F)278'9+G*.4+-/('/91&/(1-/('<br>d'</0/91.+&'(7(.4'**2.9/04''*<br>>'3()2+8'9+3.*+*<br>D('82*'*3.*+*<br>?+/441'H'0.78'9+<br>%'0'7&.9'/919'+-.(R3.*+*<br>W/<'*/91*/0/(2'*|3234<br>`<br>55a638<br>Wa>W6<br>5aWW2<br>58a224<br>43Wa767<br>=8a>27<br>47a67=<br>34aW57<br>53a556<br>4Wa834<br>44>a>W4<br>463a526<br>322a54=<br>65a2W6<br>47a6=4<br>6a>45a228<br>7a=W4a>>=|POPO<br>f<br>VTG`Vb<br>ZeN<br>PG`[e<br>P[G`VT<br>NVVGVZP<br>,ePGOVO:<br>,NNNGVVb:<br>V`GeNb<br>ZbGTZe<br>N[GOZN<br>P[G`bO<br>eTG[OP<br>POOGO[P<br>NVG[NO<br>[GbVP<br>TN`GOPN|
|---|---|---|
|||NGO[TGOOV|



U)(29<$+&'$6'/($'91'1$VN$U'3'8;'($POPNG$+&'$3.87/96$293)(('1$+&'$4.00.-29<$C.H'(9/93'$3.*+*K X./(1$'I7'9*'*$f`GP[e$,POPO$]$fgJd:$/91$/)12+$4''* fPPGT`V ,POPO$]$fPNG`PV:E 

## >g BMBJHIEI$KT$G%BM?I 

|C(/9+*<br>%L%BdPOPO|G+;-*)*O<br>E-)*(*.*(O-)<br>3234<br>`<br>[`GTZb<br>PZVGVV`|?O*;\<br>U.-,)<br>3234<br>`<br>58aW7=<br>PZVGVV`|%.+/0<br>4)91*<br>POPO<br>f<br>PZVGVV`|
|---|---|---|---|
|||||



%&'$C(.)7$&/*$8/1'$+&'$4.00.-29<$8/+'(2/0$<(/9+*$+.$29*+2+)+2.9*$1)(29<$+&'$6'/(K 

D/<'$[N 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## >g BMBJHIEI$KT$G%BM?I$N9KM?EMRAFQ 

|MBCAKTEMI?E?R?EKM<br>@92H'(*2+6.4d''1*<br>@92H'(*2+6.45/8;(21<'<br>@92H'(*2+6.4d2H'(7..0<br>@92H'(*2+6.4?+(/+&3061'<br>@92H'(*2+6.4?&'442'01<br>@92H'(*2+6.4Y129;)(<&<br>@92H'(*2+6.4U)(&/8<br>L+&'(288/+'(2/0<(/9+3.*+*<br>42g<br>MA?EM9KCAdNAZLAMFE?R%AQ<br>B)12+.(*=('8)9'(/+2.9]/)12+<br>U'7('32/+2.9.4+/9<2;0'42I'1/**'+*K<br>].-9'1;6+&'3&/(2+/;0'<(.)7|3234<br>`<br>4Wa222<br>b<br>b<br>b<br>6>a386<br>b<br>b<br>3a685<br>58aW7=<br>58aW7=<br>3234<br>`<br>33aW86<br>43Wa767|POPO<br>f<br>bGOOO<br>[VGeTT<br>VZGOOO<br>VOGOOO<br>VOGOOO<br>V`Gb`Z<br>ZbGOOO<br>NGZe`|
|---|---|---|
|||PZVGVV`|
||||
|||PZVGVV`|
|||POPO<br>f<br>PNG`PV<br>NVVGVZO|



## I?BTT$9KI?Ia$hAH$CBMBGACAM?$LA%IKMMAJ$BMF$?%RI?AAIS$%ACRMA%B?EKM$BMF 44g AZLAMIAI 

?+/44$3.*+*$-'('$/*$4.00.-*K$ 

|W/<'*/91*/0/(2'*<br>?.32/0*'3)(2+63.*+*<br>L+&'(7'9*2.93.*+*|G+O.P<br>3234<br>`<br>7a835a5W7<br>543a2>5<br>7a436a545<br>>a6W4a487|C(.)7<br>POPO<br>f<br>VGeZVGPOb<br>ZZbGVbN<br>`PTG`OO<br>[GNNbGPbe|9:;+(*<<br>3234<br>`<br>7a63=a84W<br>76Wa4=4<br>7a2=6a34W<br>=a=7=a446|5&/(2+6<br>POPO<br>f<br>VGTNPGbTb<br>V``GV[b<br>TeVGOeT|
|---|---|---|---|---|
|||||ZGTbVGVPP|



D/<'$[P 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 44g I?BTT$9KI?Ia$hAH$CBMBGACAM?$LA%IKMMAJ$BMF$?%RI?AAIS$%ACRMA%B?EKM$BMF AZLAMIAI$N9KM?EMRAFQ 

%&'$/H'(/<'$9)8;'($.4$7'(*.9*$'870.6'1$;6$+&'$5&/(2+6$1)(29<$+&'$6'/($-/*$/*$4.00.-*K 

|L4423'/91B18292*+(/+2.9<br>%'3&923/0|G+O.P<br>3234<br>MOg<br>><br>=2<br>=>|C(.)7<br>POPO<br>g.E<br>b<br>Te<br>``|9:;+(*<<br>3234<br>MOg<br>=<br>87<br>=3|5&/(2+6<br>POPO<br>g.E<br>`<br>T[|
|---|---|---|---|---|
||||||
|||||`P|



%&'$ 9)8;'($ .4$ '870.6''*$ -&.*'$ '870.6''$ ;'9'42+*$ ,'I30)129<$ '870.6'($ 7'9*2.9$ 3.*+*:$ 'I3''1'1 fTOGOOO$-/*K 

||G+O.P|C(.)7|
|---|---|---|
||3234|POPO|
||MOg|g.E|
|J9+&';/91fTOGOON]f`OGOOO|>|e|
|J9+&';/91f`OGOON]fbOGOOO|=|b|
|J9+&';/91fbOGOON]feOGOOO|8|Z|
|J9+&';/91feOGOON]fNOOGOOO|7|]|
|J9+&';/91fNOOGOON]fNNOGOOO|3|]|
|J9+&';/91fNNOGOON]fNPOGOOO|4|N|
|J9+&';/91fNPOGOON]fNVOGOOO|b|]|
|J9+&';/91fNVOGOON]fNZOGOOO|b|N|
|J9+&';/91fNZOGOONG]fN[OGOOO|b|]|
|J9+&';/91fN[OGOON]fNTOGOOO|b|]|
|J9+&';/91fNTOGOON]fN`OGOOO|b|]|
|J9+&';/91fN`OGOON]fNbOGOOO|4|]|
|J9+&';/91fNbOGOON]fNeOGOOO|4|]|



%&'$R'6$8/9/<'8'9+$7'(*.99'0$.4$+&'$3&/(2+6$3.87(2*'$+&'$+()*+''*G$+&'$5&2'4$YI'3)+2H'$L4423'($/91$+&' ?'92.($d'/1'(*&27$\/9/<'8'9+$%'/8E$g.$+()*+''*$('3'2H'1$/96$('8)9'(/+2.9$.($;'9'42+*$29$R291$4(.8 +&'$ 3&/(2+6$ ,POPO$ ]$ fgJd:E$ %&'$ +.+/0$ '870.6''$ ;'9'42+*$ .4$ +&'$ R'6$ 8/9/<'8'9+$ 7'(*.99'0G$ 2930)129< '870.6'(*_$gJ5$/91$'870.6'(*$7'9*2.9$.4$+&'$3&/(2+6$-'('$fNGOVeG`[O$$,POPO$]$feeOGZPT:E 

B$+.+/0$.4$fgJd$,POPO$]$fgJd:$-/*$('28;)(*'1$.($7/21$12('3+06$+.$O$,POPO$]$O:$+()*+''*$29$('*7'3+$.4$+(/H'0 /91$/33.88.1/+2.9$3.*+*E 

D/<'$[V 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 43g ?BMGEDJA$TEZAF$BIIA?I 

## G%KRL 

|9KI?K%^BJRB?EKM<br>B+Nh/9)/(6POPN<br>B112+2.9*<br>M.('2<9'I3&/9<'8.H'8'9+<br>B+VNU'3'8;'(POPN<br>FAL%A9EB?EKM<br>B+Nh/9)/(6POPN<br>5&/(<'4.(+&'6'/(<br>M.('2<9'I3&/9<'8.H'8'9+<br>B+VNU'3'8;'(POPN<br>MA?DKKh^BJRA<br>B+VNU'3'8;'(POPN<br>B+VNU'3'8;'(POPO|JO-'b*&+/<br>\&;)&:O\,<br>P+OP&+*<<br>`<br>6a>WWa355<br>b<br>b<br>6a>WWa355<br>3a285aW84<br>8>a635<br>b<br>3a457a>>W<br>4a=44a35><br>NGbeOG[bZ|T(c*.+&);-,<br>U(**(-')<br>`<br>863a5>8<br>b<br>N33=Q<br>863a6W><br>5>=a73W<br>78a42><br>W5><br>W7Wa4>7<br>=Wa485<br>NVZGN`N|K*:&+U(c&,<br>;))&*)<br>`<br>b<br>425a3W6<br>b<br>425a3W6<br>b<br>b<br>b<br>b<br>425a3W6<br>]|?O*;\<br>`<br>7aW>=a=53<br>425a3W6<br>N33=Q<br>7a=26a==8<br>3aW87a2>8<br>43Wa767<br>W5><br>3a=24a4>2<br>3a223aW>8<br>PGOPZG`[[|
|---|---|---|---|---|



D/<'$[Z 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 43g ?BMGEDJA$TEZAF$BIIA?I$N9KM?EMRAFQ 

## 9@B%E?H 

|9KI?K%^BJRB?EKM<br>B+Nh/9)/(6POPN<br>B112+2.9*<br>B+VNU'3'8;'(POPN<br>FAL%A9EB?EKM<br>B+Nh/9)/(6POPN<br>5&/(<'4.(+&'6'/(<br>B+VNU'3'8;'(POPN<br>MA?DKKh^BJRA<br>B+VNU'3'8;'(POPN<br>B+VNU'3'8;'(POPO<br>46g<br>TEZAFBIIA?EM^AI?CAM?I<br>G%KRL<br>9KI?K%^BJRB?EKM<br>B+Nh/9)/(6POPN<br>>'H/0)/+2.9*<br>B%VNUY5Y\XY>POPN|JO-'b*&+/<br>\&;)&:O\,<br>P+OP&+*<<br>`<br>6a>WWa355<br>b<br>6a>WWa355<br>3a285aW84<br>8>a635<br>3a457a>>W<br>4a=44a35><br>NGbeOG[bZ|T(c*.+&);-,<br>U(**(-')<br>B))&*)<br>.-,&+<br>_O-)*+._*(O-<br>`<br>`<br>83=a575<br>b<br>b<br>425a3W6<br>83=a575<br>425a3W6<br>5>5a3W4<br>b<br>78a42><br>b<br>W73a682<br>b<br>=Wa485<br>425a3W6<br>NVVGPbZ<br>]|?O*;\<br>`<br>7aW>7a=22<br>425a3W6|
|---|---|---|---|
||||7a=22a2W6|
||||3aW82a>63<br>43Wa767|
||||3a8>8a6WW|
|||||
||||3a223aW>8|
||||PGOPVGbTb|
||||J()*&,<br>(-e&)*/&-*)<br>`<br>5a>37aW2><br>>75a265|
||||Wa=W>aW77|



D/<'$[[ 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 46g TEZAF$BIIA?$EM^AI?CAM?I$N9KM?EMRAFQ 

B00$+&'$02*+'1$42I'1$/**'+$29H'*+8'9+*$/('$&'01$29$+&'$@AE 

B00$29H'*+8'9+*$/('$3/((2'1$/+$+&'2($4/2($H/0)'E$J9H'*+8'9+*$29$'F)2+2'*$/91$42I'1$29+'('*+$*'3)(2+2'*$/('$/00 +(/1'1$29$F).+'1$7);023$8/(R'+*G$7(28/(206$+&'$d.91.9$?+.3R$YI3&/9<'E$c.0129<*$29$3.88.9$29H'*+8'9+ 4)91*G$ )92+$ +()*+*$ /91$ .7'9]'91'1$ 29H'*+8'9+$ 3.87/92'*$ /('$ /+$ ;21$ 7(23'E$ %&'$ ;/*2*$ .4$ 4/2($ H/0)'$ 4.( F).+'1$29H'*+8'9+*$2*$'F)2H/0'9+$+.$+&'$8/(R'+$H/0)'G$)*29<$+&'$;21$7(23'E$B**'+$*/0'*$/91$7)(3&/*'*$/(' ('3.<92*'1$/+$+&'$1/+'$.4$+(/1'$/+$3.*+$,+&/+$2*$+&'2($+(/9*/3+2.9$H/0)':E 

%&'$5&/(2+6$1.'*$9.+$8/R'$)*'$.4$1'(2H/+2H'*$/91$*2820/($3.870'I$429/932/0$29*+()8'9+*$/*$2+$+/R'*$+&' H2'-$+&/+$29H'*+8'9+*$/('$&'01$4.($0.9<$+'(8$<(.-+&$/91$/99)/0$293.8'E 

%&'$ C(.)7$ &/*$ 9.$ 8/+'(2/0$ 29H'*+8'9+$ &.0129<*$ 29$ 8/(R'+*$ *);S'3+$ +.$ 'I3&/9<'$ 3.9+(.0*$ .($ +(/129< ('*+(23+2.9*E 

|9@B%E?H<br>9KI?K%^BJRB?EKM<br>B+Nh/9)/(6POPN<br>>'H/0)/+2.9*<br>B%VNUY5Y\XY>POPN|E-e&)*/&-*)<br>(-<br>).0)(,(;+<<br>_O/P;-(&)<br>`<br>4W6a7=><br>b<br>4W6a7=>|J()*&,<br>(-e&)*/&-*)<br>`<br>5a>37aW2><br>>75a265<br>Wa=W>aW77|?O*;\<br>`<br>Wa2==a2>=<br>>75a265|
|---|---|---|---|
||||8a266a466|



## 47g FAD?K%I 

|FRAXE?@EMKMAHAB%<br>%(/1'1';+.(*<br>B8.)9+*.-'1;6<(.)7)91'(+/R29<*<br>L+&'(1';+.(*<br>D('7/68'9+*/91/33()'1293.8'|G+O.P<br>3234<br>`<br>3a2>6a>23<br>b<br>7=a=W8<br>3>2a62=<br>3a766a288|C(.)7<br>POPO<br>f<br>PGOV[GPPO<br>]<br>[TGPZZ<br>P[bGP`T<br>PGVZeG`ZO|9:;+(*<<br>3234<br>`<br>4a>WWa32W<br>5=Wa5W2<br>7Wa2>8<br>3=6a77W<br>3a==3a62>|5&/(2+6<br>POPO<br>f<br>NGbeeGPTb<br>[bPGb[N<br>[NGPNO<br>PP`G`N[|
|---|---|---|---|---|
||||||
|||||PG`TNGOZZ|



D/<'$[T 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 45g 9%AFE?K%I1$BCKRM?I$TBJJEMG$FRA$XE?@EM$KMA$HAB% 

|%(/1'3('12+.(*<br>B8.)9+*.-'1+.<(.)7)91'(+/R29<*<br>L+&'(+/I/+2.9/91*.32/0*'3)(2+6<br>L+&'(3('12+.(*<br>B33()/0*/911'4'(('1293.8'<br>U'4'(('1293.8'/+Nh/9)/(6<br>>'*.)(3'*1'4'(('11)(29<+&'6'/(<br>B8.)9+*('0'/*'14(.87('H2.)*7'(2.1*<br>F&U&++&,(-_O/&;*64F&_&/0&+|G+O.P<br>3234<br>`<br>>>a264<br>b<br>4=3a33W<br>456a>=7<br>6aW>Wa743<br>7a464aW56<br>G+O.P<br>3234<br>`<br>3a>6=a42><br>6a57>a586<br>N3a>6=a42>Q<br>6a57>a586|C(.)7<br>POPO<br>f<br>[`G[TZ<br>]<br>PNbGP[N<br>NTOGP[P<br>VGONbGeOZ<br>VGZ[ZGe`N<br>C(.)7<br>POPO<br>f<br>PGVO[GVOO<br>PGeVbGNOe<br>,PGVO[GVOO:<br>PGeVbGNOe|9:;+(*<<br>3234<br>`<br>>7a42=<br>5=a488<br>4WWa528<br>456a>=7<br>6aW4=a474<br>7a2>2a>48<br>9:;+(*<<br>3234<br>`<br>3a===a64=<br>6a7>3aW8><br>N3a===a64=Q<br>6a7>3aW8>|5&/(2+6<br>POPO<br>f<br>[TGbVe<br>NTeG[VV<br>N`[G`T`<br>NTOGP[P<br>PGeTPGNeT<br>VG[PZG[b`<br>5&/(2+6<br>POPO<br>f<br>PGPNOGZVT<br>PGbbbGVNb<br>,PGPNOGZVT:<br>PGbbbGVNb|
|---|---|---|---|---|



U'4'(('1$293.8'$('0/+'*$+.$*);*3(27+2.9*$('3'2H'1$29$/1H/93'E 

D/<'$[` 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 4Wg 9%AFE?K%I1$BCKRM?I$TBJJEMG$FRA$BT?A%$CK%A$?@BM$KMA$HAB% 

|L+&'(3('12+.(*<br>B33()/0*/911'4'(('1293.8'|G+O.P<br>3234<br>`<br>=Wa=W7<br>46>aW82<br>33Wa567|C(.)7<br>POPO<br>f<br>NeZG[OO<br>VNVG`T[<br>[ObGPT[|9:;+(*<<br>3234<br>`<br>=Wa=W7<br>46>aW82<br>33Wa567|5&/(2+6<br>POPO<br>f<br>NeZG[OO<br>VNVG`T[|
|---|---|---|---|---|
|||||[ObGPT[|



L+&'($3('12+.(*$('0/+'$+.$<(/9+$3.882+8'9+*$1)'$/4+'($8.('$+&/9$.9'$6'/(E 

## 48g L%K^EIEKMI 

## G%KRL$BMF$9@B%E?H 

L&-)(O,&U(_(* U.-,(-' P+Oe()(O` B+$N$h/9)/(6$POPN 4a>W5a7W4 B112+2.9* 6a364aW== 5a4>8a47> 

## LAMIEKM$FATE9E?$TRMFEMG$L%K^EIEKM 

%&'$ 5&/(2+6$ 7/(+2327/+'*$ 29$ +&'$ @92H'(*2+6$ ?)7'(/99)/+2.9$ ?3&'8'$ ,@??:G$ /$ 8)0+2]'870.6'($ 1'429'1 ;'9'42+$ *3&'8'E$ %&'$ 3&/(2+6$ 2*$ 8/R29<$ /112+2.9/0$ 3.9+(2;)+2.9*$ +.$ /11('**$ +&'$ 4)9129<$ 1'4232+$ .4$ +&' *3&'8'$/91$29$/33.(1/93'$-2+&$M>?NOP$7(.H2*2.9$&/*$;''9$8/1'$4.($+&'$4)+)('$4)9129<$('F)2('8'9+E$B 12*3.)9+$ 4/3+.($ .4$ OEe`j$ ,POPO$ ]$ OE`Vj:$ &/*$ ;''9$ /7702'1$ +.$ 4)+)('$ 3.9+(2;)+2.9*$ /91$ +&'$ 02/;202+6 ('7('*'9+*$+&'$7('*'9+$H/0)'$.4$+&'$3.9+(2;)+2.9*$7/6/;0'E$%&'$7(.H2*2.9$&/*$;''9$H/0)'1$)*29<$X@MUC$m C)21/93'$('</(129<$12*3.)9+$(/+'$4.($29*+2+)+2.9*$7/(+2327/+29<$29$@??E 

D/<'$[b 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

|?@A9BCD%EFGA9%HI?BJJKG%BL@E9FB?B9AM?%A<br>NB9O/P;-<J(/(*&,0<G.;+;-*&&Q<br>MK?AI?K?@ATEMBM9EBJI?B?ACAM?I<br>TK%?@AHAB%AMFAF64FA9ACDA%3234|4=g<br>I?B?ACAM?KTTRMFI<br>I?B?ACAM?KTTRMFIb9R%%AM?HAB%<br>D;\;-_&;*4<br>V;-.;+<<br>3234<br>`<br>E-_O/&<br>`<br>AcP&-,(*.+&<br>`<br>?+;-)U&+)<br>(-dO.*<br>`<br>G;(-)d<br>NJO))&)Q<br>`<br>D;\;-_&;*<br>64<br>F&_&/0&+<br>3234<br>`<br>RM%AI?%E9?AFTRMFI<br>FAIEGMB?AFTRMFI<br>M2I'1B**'+M)91<br>3a237a855<br>b<br>b<br>N33a25=Q<br>b<br>3a223aW>8<br>>'*'/(3&/91U'H'0.78'9+M)91<br>486a72W<br>b<br>b<br>b<br>b<br>486a72W<br>?7.9*.(*&27/91L)+('/3&M)91<br>8Wa222<br>b<br>N58aW7=Q<br>422a222<br>b<br>44=a653<br>5?U/91?)*+/29/;202+6M)91<br>422a2=W<br>b<br>b<br>b<br>b<br>422a2=W<br>D'9*2.9D(.H2*2.9M)91<br>877a222<br>b<br>b<br>4W7a222<br>b<br>>2=a222<br>6a44=a378<br>b<br>N58aW7=Q<br>374a>73<br>b<br>6a623a574<br>GAMA%BJTRMFI<br>C'9'(/0M)91*]/004)91*<br>7a738a4>8<br>8aWW3a67=<br>N42a>42a3==Q<br>N622aW=4Q<br>>75a265<br>4a=36aW44<br>?K?BJRM%AI?%E9?AFTRMFI<br>8a575a777<br>8aWW3a67=<br>N42a>W8a>6WQ<br>N5=a86>Q<br>>75a265<br>5a43Wa453|
|---|---|





DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

|?@A9BCD%EFGA9%HI?BJJKG%BL@E9FB?B9AM?%A<br>NB9O/P;-<J(/(*&,0<G.;+;-*&&Q<br>MK?AI?K?@ATEMBM9EBJI?B?ACAM?I<br>TK%?@AHAB%AMFAF64FA9ACDA%3234|4=g<br>I?B?ACAM?KTTRMFIN9KM?EMRAFQ<br>%AI?%E9?AFTRMFI<br>XX?>5?+)1'9+<(/9+4)91<br>37a435<br>N47a3>3Q<br>b<br>N>a=66Q<br>b<br>b<br>UUBC(/9+<br>b<br>52a233<br>N=6a683Q<br>66a652<br>b<br>b<br>UJU5L\C(/9+<br>b<br>53a=66<br>N==a255Q<br>65a333<br>b<br>b<br>X2.5&'8C>BDc<br>b<br>85a57=<br>N6Wa6=4Q<br>b<br>b<br>6>a4W8<br>37a435<br>4W7a444<br>N328a=2=Q<br>5=a86><br>b<br>6>a4W8<br>?K?BJKTTRMFI<br>8a5W>a5W><br>8a=3Wa75><br>N44a485a877Q<br>b<br>>75a265<br>5a4W5a64>|
|---|---|





DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

|?@A9BCD%EFGA9%HI?BJJKG%BL@E9FB?B9AM?%A<br>NB9O/P;-<J(/(*&,0<G.;+;-*&&Q<br>MK?AI?K?@ATEMBM9EBJI?B?ACAM?I<br>TK%?@AHAB%AMFAF64FA9ACDA%3234|4=g<br>I?B?ACAM?KTTRMFIN9KM?EMRAFQ<br>I?B?ACAM?KTTRMFIbL%EK%HAB%<br>X/0/93'/+<br>Nh/9)/(6<br>POPO<br>f<br>J93.8'<br>f<br>YI7'912+)('<br>f<br>%(/9*4'(*<br>29a.)+<br>f<br>C/29*a<br>,d.**'*:<br>f<br>X/0/93'/+<br>VN<br>U'3'8;'(<br>POPO<br>f<br>RM%AI?%E9?AFTRMFI<br>FAIEGMB?AFTRMFI<br>M2I'1B**'+M)91<br>PGNN[GTOe<br>]<br>]<br>,eOGb[Z:<br>]<br>PGOPZG`[[<br>>'*'/(3&/91U'H'0.78'9+M)91<br>N`VGZOT<br>]<br>]<br>]<br>]<br>N`VGZOT<br>?32'9+2423%(/H'0M)91<br>NTGONN<br>]<br>]<br>,NTGONN:<br>]<br>]<br>?7.9*.(*&27/91L)+('/3&M)91<br>N[VGVPT<br>]<br>,PZVGVV`:<br>NTTGONN<br>]<br>`TGOOO<br>5?U/91?)*+/29/;202+6M)91<br>NOOGObT<br>]<br>]<br>]<br>]<br>NOOGObT<br>D'9*2.9D(.H2*2.9M)91<br>]<br>]<br>]<br>`ZZGOOO<br>]<br>`ZZGOOO<br>PG[[bGZVb<br>]<br>,PZVGVV`:<br>bOVGNZT<br>]<br>VGNNbGPZ`<br>GAMA%BJTRMFI<br>C'9'(/0M)91*]/004)91*<br>ZGZeOG`Nb<br>`GOVbGZVO<br>,TGPOVG[[P:<br>,bTTG[ee:<br>,VNGbOO:<br>ZGZP`GNe`<br>?K?BJRM%AI?%E9?AFTRMFI<br>`GOZeGN[T<br>`GOVbGZVO<br>,TGZZTGbbe:<br>,TVGZ[V:<br>,VNGbOO:<br>`G[Z[GZZZ|
|---|---|





DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

|?@A9BCD%EFGA9%HI?BJJKG%BL@E9FB?B9AM?%A<br>NB9O/P;-<J(/(*&,0<G.;+;-*&&Q<br>MK?AI?K?@ATEMBM9EBJI?B?ACAM?I<br>TK%?@AHAB%AMFAF64FA9ACDA%3234|4=g<br>I?B?ACAM?KTTRMFIN9KM?EMRAFQ<br>%AI?%E9?AFTRMFI<br>XX?>5?+)1'9+<(/9+4)91<br>NVGeNe<br>PeGOZe<br>,NbGbZV:<br>]<br>]<br>PZGNP[<br>UUBC(/9+<br>]<br>``GTOe<br>,NPeGVZe:<br>[NG`ZO<br>]<br>]<br>UJU5L\C(/9+<br>]<br>NTGZNZ<br>,P`GV[T:<br>NOGeZP<br>]<br>]<br>X2.5&'8C>BDc<br>]<br>TGOPb<br>,TG`ee:<br>``N<br>]<br>]<br>NVGeNe<br>NPeGNOO<br>,NbPGVZ`:<br>TVGZ[V<br>]<br>PZGNP[<br>?K?BJKTTRMFI<br>`GOTVGO`[<br>`GNT`G[VO<br>,TGTPeGPVT:<br>]<br>,VNGbOO:<br>`G[TeG[Te|
|---|---|





DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

||||||||POPN||f|VGVOZG`b[||NGT`VGVPT||VeGNT`||[GON`GP`b|||||POPO||f|VGNNeGPPN||ZGPeTGe[T||PZGNP[||`GZZOGVOP||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
||||||||C/29*a|,0.**'*:|f|]||eZ[GOV[||]||eZ[GOV[|||||C/29*a|,0.**'*:|f|]||,VNGbOO:||]||,VNGbOO:||
||||||||%(/9*4'(*|29a.)+|f|PZNGeZP||,ePGb`V:||[bG`Ve||PO`GbOb|||||%(/9*4'(*|29a.)+|f|bOVGNZT||,bTTG[ee:||TVGZ[V||]||
|?@A9BCD%EFGA9%HI?BJJKG%BL@E9FB?B9AM?%A|NB9O/P;-<J(/(*&,0<G.;+;-*&&Q|MK?AI?K?@ATEMBM9EBJI?B?ACAM?I|TK%?@AHAB%AMFAF64FA9ACDA%3234|I?B?ACAM?KTTRMFIN9KM?EMRAFQ|?%B%Y\Yg%LMM@gU?]5cB>J%nLgdn|X/0/93'/+N|h/9)/(6<br>J93.8'<br>YI7'912+)('|POPN|f<br>f<br>f|U'*2<9/+'14)91*,/*1'+/20'1/;.H':<br>VGNNeGPPN<br>]<br>,[TGV`b:||C'9'(/04)91*<br>ZGPeTGe[T<br>`GT[VG`[e<br>,NNGNPeG[[N:||>'*+(23+'14)91*,/*1'+/20'1/;.H':<br>PZGNP[<br>NTZGNNN<br>,PO`GbOb:||%.+/0<br>`GZZOGVOP<br>`GbN`Gb`O<br>,NNGVeVG`V`:|||?%B%Y\Yg%LMM@gU?]5cB>J%nLgdn]D>JL>nYB>|X/0/93'/+N|h/9)/(6<br>J93.8'<br>YI7'912+)('|POPO|f<br>f<br>f|U'*2<9/+'14)91*,/*1'+/20'1/;.H':<br>PG[[bGZVb<br>]<br>,PZPGVTV:||C'9'(/04)91*<br>ZGV[VGbPV<br>`GOPeGVbN<br>,TGNb`GbZe:||>'*+(23+'14)91*,/*1'+/20'1/;.H':<br>NVGeNe<br>NPeGNOO<br>,NbPGVZ`:||%.+/0<br>TGePTGNbO<br>`GN[bGZbN<br>,TGTNPG[[e:||
|||||4=g||||||||||||||||||||||||||||





DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

|?@A9BCD%EFGA9%HI?BJJKG%BL@E9FB?B9AM?%A<br>NB9O/P;-<J(/(*&,0<G.;+;-*&&Q<br>MK?AI?K?@ATEMBM9EBJI?B?ACAM?I<br>TK%?@AHAB%AMFAF64FA9ACDA%3234<br>g<br>I?B?ACAM?KTTRMFIN9KM?EMRAFQ<br>%&'7)(7.*'.44)91*/;.H'/('1'+/20'1/*4.00.-*K<br>T(c&,B))&*T.-,1%&2*4)91('7('*'9+*+&';/0/93'.4+&'<(.)7*=('*'(H'*&'01/*42I'1/**'+*E%&'+(/9*4'(('7('*'9+*8.H'8'9+*+.42I'1/**'+*29+&'6'/(E<br>%&)&;+_:;-,F&e&\OP/&-*T.-,1%&2*4)91429/93'*('*'/(3&/3+2H2+2'*/918/R'*<(/9+*4.(('*'/(3&-&'('<'9'(/04)91*/('9.+/H/20/;0'4.(+&2*7)(7.*'E<br>IPO-)O+):(P;-,K.*+&;_:T.-,1%&2*4)91*)77.(+*+&'3.*+.44)9129<*+)1'9+*&27*-.(01-21'E<br>9IF;-,I.)*;(-;0(\(*<T.-,1%&2*4)912*'*+/;02*&'1+.7(.H21'*)77.(+29+&''H'9+.4)9'I7'3+'10'</0G0'<2*0/+2H'.(('<)0/+.(6'H'9+*-&23&82<&+&/H'/<br>9'</+2H''44'3+.9+&'5'9+('E<br>I_(&-*(U(_?+;e&\T.-,1%&2*4)918''+*+(/H'03.*+*.49.9]*+/448'8;'(*4)(+&'(29<+&'55U5=*.;S'3+2H'*E%&';/0/93'.4+&2*4)91-/*+(/9*4'(('129+.<br>?7.9*.(*&27/91L)+('/3&M)91+.7(.H21'*)77.(++.*+)1'9+*-.(01-21'E<br>L&-)(O-L+Oe()(O-T.-,1/1'*2<9/+'14)91*'+)7+.7(.H21'7(.H2*2.9+.3.H'(+&'1'4232+29+&'7'9*2.9*3&'8'E<br>>Y?%>J5%YUM@gU?K<br>DDI%91%&2*2*/4.)(6'/(+(/2929<<(/9+4)91'1;6+&'XX?>54.(('*'/(3&29<0.;/0/9/06*2*.47&/(8/3.7&.(23*7/3'EJ+3.H'(*+&'7'(2.1.4NL3+.;'(PONT<br>+.VO?'7+'8;'(POPO;)+-/*'I+'91'1+.VN\/(3&POPN1)'+.+&'7/91'823E<br>FFB G+;-*1%&' U2<2+/0 U'*2<9 B33'0'(/+.( D0/+4.(8 2* /9 J99.H/+'@A 4)91'1 7(.S'3+ +. 1'H'0.7 12<2+/0 (2*R /**'**8'9+*4.(7&/(8/3')+23/08/9)4/3+)(29<<br>7(.3'**'*E B 3.00/;.(/+2.9 ;'+-''9 299.H/+.(*G 291)*+(6G /91 /3/1'82/G +&2* PZ 8.9+& 7(.S'3+ 2* 29+'91'1 +. ;)201 4(.8 ('3'9+ /1H/93'* 29 U2<2+/0 U'*2<9<br>8'+&.1*EJ+7(.H21'*)*-2+&291)*+(2/012('3+2.94.(('*'/(3&/911'H'0.78'9+29+.D/(+230'J94.(8/+23*/91+&'9'-5?U]D/(+230'?)2+'E%&'7(.S'3+*+/(+'1.9N<br>\/(3&POPOE<br>D(O9:&/G%BL@1%&'X2.5&'8C>BDc7(.S'3+/28*+.'*+/;02*&/3.00/;.(/+2.9;'+-''9DUX'G5&Y\Xd/9155U5+.3('/+'/9'/*206/33'**2;0'('*.)(3'<br>+&/+29+'<(/+'**+()3+)(/0G4)93+2.9/0/91;2.3&'823/0/99.+/+2.9*.4*8/008.0'3)0'1/+/29+..9'70/3'E%&2*7(.S'3+-2007(.8.+'29+'(.7'(/;202+6;'+-''9*8/00<br>8.0'3)0'('*.)(3'*;62870'8'9+29<3.88.91/+/*+/91/(1*E%&'7(.S'3+/0*./28*+.287(.H'+&'4291/;202+6/91/33'**2;202+6.4*8/008.0'3)0'/99.+/+2.9*H2/<br>)924.(81/+//33'**8'3&/92*8*/911'H'0.729+)2+2H'-';3.87.9'9+*+.H2*)/02*'+&'*'H/0)/;0'1/+/+&(.)<&-';29+'(4/3'*EJ+-200*2<92423/9+06293('/*'+&'<br>*69'(<2'*;'+-''9*+()3+)(/0/91;2.3&'823/01/+//91-2000'/1+.293('/*'1)91'(*+/9129<.4+&'(.0'.4*8/008.0'3)0'*29;2.0.<23/0*6*+'8*/91+(/9*0/+2.9/0|D/<'TZ|
|---|---|





DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

|?@A9BCD%EFGA9%HI?BJJKG%BL@E9FB?B9AM?%A|NB9O/P;-<J(/(*&,0<G.;+;-*&&Q|MK?AI?K?@ATEMBM9EBJI?B?ACAM?I|TK%?@AHAB%AMFAF64FA9ACDA%3234|('*'/(3&29/9)8;'(.4/('/*G2930)129<*69+&'+23;2.0.<6G+/(<'+H/021/+2.9G/911()<1'H'0.78'9+E%&'7(.S'3+*+/(+'1.9Pg.H'8;'(POPO/91-2000/*+VT|8.9+&*EX2.5&'8C>BDc-/*bOj4)91'1;6XX?>5GPOj.4+&'3.*+*-200;'3.H'('1;6+&'<'9'(/04)91E|FEF9KC1%&'U2<2+/0U'*2<9.45.870'I\/+'(2/0*4.(M.(8)0/+'1D(.1)3+*,UJU5L\]MD:<(/9+-/*/-/(1'1+&(.)<&+&'@A>J_*J91)*+(6?+(/+'<65&/00'9<'|M)91,J?5M:\/9)4/3+)(29<\/1'?8/(+'(5&/00'9<'EJ+2*/3.00/;.(/+2H'7(.S'3+-2+&291)*+(2/07/(+9'(*G+&/+*+/(+'129h)06POPOG3'9+('1.98/+'(2/0*8.1'0029<E|L)(29H.0H'8'9+2*4.3)*'1.9*.021]02F)21'F)202;(2//91/28*+.3('/+'/1/+/;/*'+.'9/;0';'++'(*.0);202+67('123+2.9/91*.0H'9+*'0'3+2.9+..0*E%&2*7(.S'3+|-2000/*+PZ8.9+&*E|UUBGUJU5L\7(.S'3+*/('4)91'1;6J99.H/+'@AEc.-'H'(G+&'<(/9+.9063.H'(*TOj.4+&'3.*+*EZOj-200;'4)91'1;6+&'<'9'(/04)91E|
|---|---|---|---|---|---|---|---|---|---|---|





DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 4>g BMBJHIEI$KT$MA?$BIIA?I$DA?XAAM$TRMFI 

## BMBJHIEI$KT$MA?$BIIA?I$DA?XAAM$TRMFI$b$9R%%AM?$HAB% 

|R-+&)*+(_*&,<br>U.-,)<br>3234<br>`<br>%/9<2;0'42I'1/**'+*<br>PGOOPGTe`<br>M2I'1/**'+29H'*+8'9+*<br>TGbTeGTZZ<br>5)(('9+/**'+*<br>[GbOeGNZ`<br>5('12+.(*1)'-2+&29.9'6'/(<br>,ZGNVNGT[V:<br>5('12+.(*1)'298.('+&/9.9'6'/(<br>,PPTG[VZ:<br>D(.H2*2.9*4.(02/;202+2'*/913&/(<'*<br>,[GNe`GNZe:<br>?K?BJ<br>[GNPTGN[P<br>BMBJHIEIKTMA?BIIA?IDA?XAAMTRMFIbL%EK%HAB%<br>@9('*+(23+'1<br>4)91*<br>POPO<br>f<br>%/9<2;0'42I'1/**'+*<br>PGOPZG`[[<br>M2I'1/**'+29H'*+8'9+*<br>[GePZGTOe<br>5)(('9+/**'+*<br>[G[PZG```<br>5('12+.(*1)'-2+&29.9'6'/(<br>,VGZ[ZGe`N:<br>5('12+.(*1)'298.('+&/9.9'6'/(<br>,[ObGPT[:<br>D(.H2*2.9*4.(02/;202+2'*/913&/(<'*<br>,NGeT[GZTN:<br>?K?BJ<br>`G[Z[GZZZ|%&)*+(_*&,<br>U.-,)<br>3234<br>`<br>]<br>]<br>VeGNT`<br>]<br>]<br>]<br>VeGNT`<br>>'*+(23+'1<br>4)91*<br>POPO<br>f<br>]<br>]<br>PZGNP[<br>]<br>]<br>]<br>PZGNP[|?O*;\<br>U.-,)<br>3234<br>`<br>3a223aW>8<br>Wa=W>aW77<br>5a=7=a647<br>N7a464aW56Q<br>N33Wa567Q<br>N5a4>8a47>Q<br>5a4W5a64><br>%.+/0<br>4)91*<br>POPO<br>f<br>PGOPZG`[[<br>[GePZGTOe<br>[G[ZbGeOP<br>,VGZ[ZGe`N:<br>,[ObGPT[:<br>,NGeT[GZTN:<br>`G[TeG[Te|
|---|---|---|
|%/9<2;0'42I'1/**'+*<br>M2I'1/**'+29H'*+8'9+*<br>5)(('9+/**'+*<br>5('12+.(*1)'-2+&29.9'6'/(<br>5('12+.(*1)'298.('+&/9.9'6'/(<br>D(.H2*2.9*4.(02/;202+2'*/913&/(<'*<br>?K?BJ|||



D/<'$TT 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

BgBdn?J?$LM$gY%$B??Y%?$XY%WYYg$M@gU?$,5Lg%Jg@YU: 

BgBdn?J?$LM$gY%$B??Y%?$XY%WYYg$M@gU?$]$5cB>J%n$Lgdn$]$5@>>Yg%$nYB> 

||@9('*+(23+'1<br>4)91*<br>POPN<br>f|>'*+(23+'1<br>4)91*<br>POPN<br>f|%.+/04)91*<br>POPN<br>f|
|---|---|---|---|
|%/9<2;0'42I'1/**'+*|PGOOPGTe`|]|PGOOPGTe`|
|M2I'1/**'+29H'*+8'9+*|`GOVVGNVV|]|`GOVVGNVV|
|5)(('9+/**'+*|[GVO`GbNP|NbbGPV[|[GZeTGOZ`|
|5('12+.(*1)'-2+&29.9'6'/(|,ZGOeOGeN`:|]|,ZGOeOGeN`:|
|5('12+.(*1)'298.('+&/9.9'6'/(|,PPTG[VZ:|]|,PPTG[VZ:|
|D(.H2*2.9*4.(02/;202+2'*/913&/(<'*|,[GNe`GNZe:|]|,[GNe`GNZe:|



## BgBdn?J?$LM$gY%$B??Y%?$XY%WYYg$M@gU?$]$5cB>J%n$Lgdn$]$D>JL>$nYB> 

||@9('*+(23+'1<br>4)91*<br>POPO<br>f|>'*+(23+'1<br>4)91*<br>POPO<br>f|%.+/04)91*<br>POPO<br>f|
|---|---|---|---|
|%/9<2;0'42I'1/**'+*|PGOPVGbTb|]|PGOPVGbTb|
|M2I'1/**'+29H'*+8'9+*|TGObbGOeb|]|TGObbGOeb|
|5)(('9+/**'+*|[GVOPG[PZ|PZGNP[|[GVPTGTZe|
|5('12+.(*1)'-2+&29.9'6'/(|,VG[PZG[b`:|]|,VG[PZG[b`:|
|5('12+.(*1)'298.('+&/9.9'6'/(|,[ObGPT[:|]|,[ObGPT[:|
|D(.H2*2.9*4.(02/;202+2'*/913&/(<'*|,NGeT[GZTN:|]|,NGeT[GZTN:|
|%.+/0|`GZNTGN``|PZGNP[|`GZZOGVOP|



D/<'$T` 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## %A9KM9EJEB?EKM$KT$MA?$CK^ACAM?$EM$TRMFI$?K$MA?$9BI@$TJKX$T%KC$KLA%B?EMG 32g B9?E^E?EAI 

|g'+ 293.8'a'I7'912+)(' 4.( +&' 6'/( ,/* 7'( ?+/+'8'9+ .4 M29/932/0<br>B3+2H2+2'*:<br>BFVRI?CAM?ITK%1<br>U'7('32/+2.93&/(<'*<br>,C/29*:a0.**'*.929H'*+8'9+*<br>U2H21'91*G29+'('*+*/91('9+*4(.829H'*+8'9+*<br>,J93('/*':a1'3('/*'291';+.(*<br>J93('/*'293('12+.(*<br>\.H'8'9+297(.H2*2.9*<br>MA?9BI@L%K^EFAFDHKLA%B?EMGB9?E^E?EAI<br>34g<br>BMBJHIEIKT9BI@BMF9BI@AYRE^BJAM?I<br>5/*&29&/91<br>?K?BJ9BI@BMF9BI@AYRE^BJAM?I<br>33g<br>BMBJHIEIKT9@BMGAIEMMA?FAD?<br>B*4<br>V;-.;+<<br>3234<br>`<br>5/*&/+;/9R/9129&/91<br>6a4>>a4W3<br>6a4>>a4W3|G+O.P<br>3234<br>`<br>N3a727a352Q<br>43Wa767<br>N>75a265Q<br>N472a4>8Q<br>N=6a668Q<br>6>7a>54<br>6a364aW==<br>4=2a357<br>G+O.P<br>3234<br>`<br>6a745a368<br>6a745a368<br>9;):U\O[)<br>`<br>34Wa285<br>34Wa285|C(.)7<br>POPO<br>f<br>[OTGZeZ<br>NVVGVZO<br>VNGbOO<br>,NVNGePZ:<br>,[TPGbVV:<br>NGPO[Gb`Z<br>,NNNGVVb:<br>NGO`NGZNV<br>C(.)7<br>POPO<br>f<br>VGNeeGNTP<br>VGNeeGNTP<br>B*64<br>F&_&/0&+<br>3234<br>`<br>6a745a368<br>6a745a368|
|---|---|---|



D/<'$Tb 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

|36g|9BLE?BJ9KCCE?CAM?I|||||
|---|---|---|---|---|---|
|||G+O.P|C(.)7|9:;+(*<|5&/(2+6|
|||3234|POPO|3234|POPO|
|||`|f|`|f|
||9KM?%B9?AFTK%DR?MK?L%K^EFAF|||||
||EM?@AIATEMBM9EBJI?B?ACAM?I|||||
||B3F)2*2+2.9.4+/9<2;0'42I'1/**'+*|477a722|]|477a722|]|



D/<'$Te 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

# ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 37g LAMIEKM$9KCCE?CAM?I 

%&'$C(.)7$.7'(/+'*$/$1'429'1$;'9'42+$7'9*2.9$*3&'8'E 

%&'$ 5&/(2+6_*$ '870.6''*$ ;'0.9<$ +.$ +-.$ 7(29327/0$ 7'9*2.9$ *3&'8'*G$ +&'$ @92H'(*2+2'*$ ?)7'(/99)/+2.9 ?3&'8'$,@??:$/91$+&'$5/8;(21<'$@92H'(*2+6$B**2*+/9+*_$5.9+(2;)+.(6$D'9*2.9$?3&'8'$,5@B5D?:E$%&' +.+/0$7'9*2.9$3.*+$4.($+&'$7'(2.1$-/*$feOTGN`[$,POPO$]$f`PTG`OO:E 

## %&'()*+',')+$-./)*0&&.0,'1&$-23)4) 

%&'$ 5&/(2+6$ 7/(+2327/+'*$ 29$ +&'$ @92H'(*2+2'*$ ?)7'(/99)/+2.9$ ?3&'8'$ ,@??:G$ /$ 1'429'1$ ;'9'42+$ *3&'8' -&23&$ 2*$ 3.9+(/3+'1$ .)+$ .4$ +&'$ ?+/+'$ ?'3.91$ D'9*2.9$ ,?PD:E$ %&'$ /**'+*$ .4$ +&'$ *3&'8'$ /('$ &'01$ 29$ / *'7/(/+'$4)91$/18292*+'('1$;6$+&'$+()*+''G$@92H'(*2+2'*$?)7'(/99)/+2.9$?3&'8'$d282+'1E 

%&'$0/+'*+$/H/20/;0'$3.870'+'$/3+)/(2/0$H/0)/+2.9$.4$+&'$>'+2('8'9+$J93.8'$X)201'($2*$/+$VN$\/(3&$PONb ,+&'$H/0)/+2.9$1/+':G$-&23&$-/*$3/((2'1$.)+$)*29<$+&'$7(.S'3+'1$)92+$8'+&.1E$B$H/0)/+2.9$/*$/+$VN$\/(3& POPO$2*$)91'(-/6$;)+$9.+$6'+$3.870'+'E 

?293'$+&'$29*+2+)+2.9$3/99.+$21'9+246$2+*$*&/('$.4$@??$>'+2('8'9+$J93.8'$X)201'($,1'429'1$;'9'42+:$/**'+* /91$02/;202+2'*G$+&'$4.00.-29<$12*30.*)('*$('40'3+$+&.*'$('0'H/9+$4.($+&.*'$/**'+*$/91$02/;202+2'*$/*$/$-&.0'E %&'$ PONb$ H/0)/+2.9$ -/*$ +&'$ 424+&$ H/0)/+2.9$ 4.($ +&'$ *3&'8'$ )91'($ +&'$ *3&'8']*7'32423$ 4)9129<$ ('<28' 29+(.1)3'1$ ;6$ +&'$ D'9*2.9*$ B3+$ POOZG$ -&23&$ ('F)2('*$ *3&'8'*$ +.$ /1.7+$ /$ *+/+)+.(6$ 4)9129<$ .;S'3+2H'G -&23&$2*$+.$&/H'$*)44232'9+$/91$/77(.7(2/+'$/**'+*$+.$3.H'($+&'2($+'3&923/0$7(.H2*2.9*E$B+$+&'$H/0)/+2.9$1/+'G +&'$H/0)'$.4$+&'$/**'+*$.4$+&'$*3&'8'$-/*$fTVE`$;2002.9$/91$+&'$H/0)'$.4$+&'$*3&'8'_*$+'3&923/0$7(.H2*2.9* -/*$fT`EV$;2002.9$29123/+29<$/$*&.(+4/00$.4$fVET$;2002.9$/91$/$4)9129<$(/+2.$.4$e[jE 

%&'$R'6$429/932/0$/**)87+2.9*$)*'1$29$+&'$PONb$H/0)/+2.9$/('$1'*3(2;'1$;'0.-E$\.('$1'+/20$2*$*'+$.)+$29$+&' ?+/+'8'9+$.4$M)9129<$D(293270'*E 

D'9*2.9$293('/*'*$,5DJ: %'(8$1'7'91'9+$(/+'*$29$029'$-2+&$+&'$1244'('93'$;'+-''9$+&' M2I'1$J9+'('*+$/91$J91'I$d29R'1$62'01$3)(H'*G$0'**$NEVj$7E/E U2*3.)9+$(/+'$,4.(-/(1$ n'/(*$N]NOK$5DJ$o$OENZj$('1)329<$029'/(06$+.$5DJ$m$OE`Vj (/+'*: n'/(*$NN]POK$5DJ$o$PE[Pj$('1)329<$029'/(06$+.$5DJ$o$NE[[j$;6$6'/($PN n'/(*$PN$oK$5DJ$o$NE[[j 

%&'$ 8/29$ 1'8.<(/7&23$ /**)87+2.9$ )*'1$ ('0/+'*$ +.$ +&'$ 8.(+/02+6$ /**)87+2.9*E$ %&'*'$ /**)87+2.9*$ /(' ;/*'1$ .9$ /9/06*2*$.4$+&'$*3&'8'_*$'I7'(2'93'$3/((2'1$.)+$/*$7/(+$.4$+&'$PONb$ /3+)/(2/0$H/0)/+2.9E$%&' 8.(+/02+6$/**)87+2.9*$)*'1$29$+&'*'$42<)('*$/('$/*$4.00.-*K 

324=$e;\.;*(O\.(+/02+6$;/*'$+/;0' $$D(']('+2('8'9+K $$$$$$$`Nj$.4$B\5OO$,1)(/+2.9$O:$4.($8/0'*$/91$NNPj$.4$BM5OO$ ,1)(/+2.9$O:$4.($4'8/0'* $$$$$$$$$$D.*+$('+2('8'9+K $$$$$$$$$$e`ETj$.4$?BD?$?Ng\B$p02<&+q$4.($8/0'*$/91$NOPE`j$.4 $$$$$$>MiOO$4.($4'8/0'* M)+)('$287(.H'8'9+*$+.$8.(+/02+6$ 5\JrPON`$-2+&$/$*8..+&29<$7/(/8'+'($.4$bE[$/91$/$0.9<$ $$$$$$$$$$$+'(8$287(.H'8'9+$(/+'$.4$NEbj$7/$4.($8/0'*$/91$ $$$$NETj$7/$4.($4'8/0'* 

D/<'$`O 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 37g LAMIEKM$9KCCE?CAM?I$N9KM?EMRAFQ 

D(29327/0$/3+)/(2/0$/**)87+2.9*$/+$+&'$X/0/93'$?&''+$1/+'$,'I7('**'1$/*$-'2<&+'1$/H'(/<'*:K 

||B*64|B+VN|
|---|---|---|
||F&_&/0&+|U'3'8;'(|
||3234|POPO|
||j|j|
|U2*3.)9+(/+'|3g5>|PE[e|
|D'9*2.9/;0'*/0/(6<(.-+&|-d;|9a/|
|D'9*2.9293('/*'*,5DJ:|7g32|ZEPO|



%&'$3)(('9+$024'$'I7'3+/932'*$.9$('+2('8'9+$/+$/<'$T[$/('K 

||B*64|B+VN|
|---|---|---|
||F&_&/0&+|U'3'8;'(|
||3234|POPO|
||H&;+)|n'/(*|
|\/0'*3)(('9+06/<'1T[,6'/(*:|37g7|PZEZ|
|\/0'*3)(('9+06/<'1Z[,6'/(*:|3Wg6|PTEV|
|M'8/0'*3)(('9+06/<'1T[,6'/(*:|35g>|P[Ee|
|M'8/0'*3)(('9+06/<'1Z[,6'/(*:|38g8|P`E`|



D/<'$`N 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

# ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

# MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 37g LAMIEKM$9KCCE?CAM?I$N9KM?EMRAFQ 

5/8;(21<'$@92H'(*2+6$B**2*+/9+*=$5.9+(2;)+.(6$D'9*2.9$?3&'8' 

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

%&'$ 8.*+$ ('3'9+$ 4)00$ /3+)/(2/0$ H/0)/+2.9$ .4$ +&'$ 5@B5D?$ -/*$ 3/((2'1$ .)+$ /*$ /+$ VN$ h)06$ PONb$ ;6$ /9 291'7'91'9+$/3+)/(6G$>.;'(+$?-''+G$-&.$2*$/$M'00.-$.4$+&'$J9*+2+)+'$.4$B3+)/(2'*E$c'$2*$9.+$/9$'870.6'' .($.4423'($.4$+&'$5&/(2+6E$%&'$5@B5D?$2*$9.+$/$30.*'1$*3&'8'$9.($.9'$29$-&23&$+&'$/<'$7(.420'$.4$+&' /3+2H'$8'8;'(*&27$2*$(2*29<$*2<92423/9+06E 

%&'$8'+&.1$)*'1$29$+&'$/3+)/(2/0$H/0)/+2.9$/*$/+$VN$h)06$PONb$-/*$+&'$D(.S'3+'1$@92+$4)9129<$8'+&.1E %&'$8/29$/**)87+2.9*$-'('K 

Y3.9.823 U2*3.)9+$(/+'K [EN[j B**'+$('+)(9$4.($>'3.H'($D0/9K [Eb[j >/+'$.4$?/0/(6$293('/*'*K ZEP[j >/+'$.4$293('/*'*$29$7'9*2.9*$29$7/68'9+K $]$>DJ$8/I$NPjG$829$Oj VEP[j $]$>DJ$8/I$[jG$829$Oj VEN[j $]$5DJ$8/I$[jG$829$Oj PEP[j >/+'$.4$293('/*'*$29$7'9*2.9*$29$1'4'(8'9+K $]$C\D ZEP[j $]$D'9*2.9*$29$'*3'**$.4$C\DK ]$>DJ VEP[j ]$5DJ PEP[j B**'+*$l$YI7'9*'* i/0)/+2.9$.4$/**'+*K ?)(('91'($H/0)'$.4$+&'$/**'+* YI7'9*'*K $]$D/*+$*'(H23' NEOj$.4$+&'$02/;202+6$'I30)129<$'I7'9*'* $]$M)+)('$*'(H23' OEej$.4$+&'$D'9*2.9/;0'$?/0/(6 D'9*2.9$D(.+'3+2.9$M)91$0'H2'*K J930)1'1$29$+&'$4)+)('$*'(H23'$3.*+$'I7'9*' U'8.<(/7&23 >/+'$.4$8.(+/02+6K NPNj$.4$?Pg\B$7'9*2.9$8.(+/202+6$+/;0'*$4.($8/0'*$ /91$eOj$.4$?PgMB$7'9*2.9$8.(+/02+6$+/;0'*$4.($ 4'8/0'*E$D0)*$/$7(.S'3+2.9$;/*'1$)7.9$+&'$ 5\JrPON`$8.1'0$-2+&$/$0.9<$+'(8$NEP[j$7E/E$ 287(.H'8'9+E B**)8'1$B<'$/+$>'+2('8'9+K @gJ$N $]$B3+2H'$8'8;'(* \/0'*$TVG$M'8/0'*$TP $]$U'4'(('1$8'8;'(* \/0'*$TNG$M'8/0'*$TN @gJ$P$l$@gJ$V \/0'*$T[G$M'8/0'*$T[ D(.7.(+2.9$8/((2'1 b[j B<'$1244'('93' W.8'9$V$6'/(*$6.)9<'($+&/9$+&'2($7/(+9'(* 

D/<'$`P 



DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

# ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 37g LAMIEKM$9KCCE?CAM?I$N9KM?EMRAFQ 

i/0)'$.4$;'9'42+*$29$('*7'3+$.4$*'(H23'$.9$.($;'4.('$VN$h)06$PONbK 

%'3&923/0$D(.H2*2.9*$ s/t $f`ZPGT`OGOOO \/(R'+$i/0)'$.4$?3&'8'$B**'+*$ s;t $f`ObGOTbGOOO D/*+$?'(H23'$?)(70)*a,U'4232+: s;]/t $fVZGTOPGOOO d'H'0$.4$M)9129<$.4$D/*+$?'(H23'$X'9'42+$ s;tas/t$$e[j 

%&'$%()*+''$/91$+&'$@92H'(*2+6$&/H'$/<(''1$+&/+$Y870.6'($3.9+(2;)+2.9*$*&.)01$3.9+29)'$/+$+&'$3)(('9+ (/+'*E$%&'$%()*+''$/91$+&'$@92H'(*2+6$&/H'$/0*.$/<(''1$+&/+$+&'$Y870.6'($-200$3.9+29)'$+.$7/6$/112+2.9/0 3.9+(2;)+2.9*$.4$fNZG[e[GOOO$7E/E$4(.8$N$B)<)*+$PONb$+.$VN$h)06$POPOG$-&23&$-200$'02829/+'$+&'$4)9129< *&.(+4/00E 

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D('$PONV$\'8;'(*$7/629<$/112+2.9/0$3.9+(2;)+2.9*$)91'($>)0'$Z[ET 

- ^$ PNEPj$7/$.4$D'9*2.9/;0'$?/0/(2'*$,?/0/(6$?/3(2423'$\'8;'(*:Q$/91 

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L+&'($7('$PONV$\'8;'(*$7/629< 

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- ^$ NPE`j$7/$.4$D'9*2.9/;0'$?/0/(2'*$,L+&'($\'8;'(*:E 

## D.*+$PONV$\'8;'(* 

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## 35g %AJB?AF$LB%?H$?%BMIB9?EKMI 

J9$POPN$+&'$4.00.-29<$+(/9*/3+2.9*$+..R$70/3'$;'+-''9$+&'$5&/(2+6$/91$2+*$-&.006$.-9'1$*);*212/(6$55U5 ?'(H23'*$d282+'1K 

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DocuSign Envelope ID: 2C9A15C0-96C9-446E-B04D-962B58E2C89D 

## ?@A$9BCD%EFGA$9%HI?BJJKG%BL@E9$FB?B$9AM?%A NB$9O/P;-<$J(/(*&,$0<$G.;+;-*&&Q 

## MK?AI$?K$?@A$TEMBM9EBJ$I?B?ACAM?I TK%$?@A$HAB%$AMFAF$64$FA9ACDA%$3234 

## 3Wg EM^AI?CAM?$EM$IRDIEFEB%H$9KCLBMEAI 

%&'$ 5&/(2+6$ &/*$ /$ -&.006$ .-9'1$ *);*212/(6$ -&23&$ 2*$ 293.(7.(/+'1$ 29$ +&'$ @AE$ 55U5$ ?'(H23'*$ d282+'1 7(.H21'*$7(.4'**2.9/0$*'(H23'*$29$('0/+2.9$+.$12<2+/0$1()<$1'*2<9$/91$8/9)4/3+)('G$/91$/1H/93'1$+(/2929<E 55U5$?'(H23'*$d282+'1$+(/9*4'(*$2+*$+/I/;0'$7(.42+*$+.$%&'$5/8;(21<'$5(6*+/00.<(/7&23$U/+/$5'9+('$)91'( /$1''1$.4$3.H'9/9+E$ 

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B$*)88/(6$.4$+&'$('*)0+*$.4$55U5$?'(H23'*$d282+'1$2*$*&.-9$29$9.+'$PTE 

## 38g L%EM9ELBJ$IRDIEFEB%EAI 

%&'$4.00.-29<$-/*$/$*);*212/(6$)91'(+/R29<$.4$+&'$5&/(2+6K 

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