Tata Motors Limited · NSE:TMCV
Tata Motors — Investor Day (June 2023)
154 slides from Tata Motors's investor day presentation, Jun 13, 2023
Slide 1: JLR Investor Day 2023
JLR INVESTOR DAY 2023 12 JUNE 2023
Slide 2: Reimagine JLR
REIMAGINE JLR
Slide 3: Slide 3
Slide 4: Welcome
JR : b WELCOME
Slide 5: Agenda
AGENDA 09:30 Welcome 09:35 Adrian Mardell, Interim Chief Executive Officer - Overview of the Business 10:00 — Gerry McGovern, Chief Creative Officer - Modern Luxury and House of Brands Vision Lennard Hoornik, Chief Commercial Officer House of Brands and Commercial Strategy Gerry & Lennard - Future J
Slide 6: Disclaimer
JAGUAR LAND ROVER AUTOMOTIVE PLC INVESTOR DAY – JUNE 2023 DISCLAIMER Consolidated results of Jaguar Land Rover Automotive plc and its subsidiaries (“JLR”) contained in the presentation are unaudited and presented under IFRS as adopted for use in the UK. • Q1 represents the 3 month period from 1 Apri
Slide 7: Adrian Mardell, Interim Chief Executive Officer
ADRIAN MARDELL INTERIM CHIEF EXECUTIVE OFFICER JLR
Slide 8: Proud Creators of Modern Luxury
PROUD CREATORS OF MODERN LUXURY JLR
Slide 9: Proud Creators of Modern Luxury
REIMAGINE PROUD CREATORS OF MODERN LUXURY Become the creator of the world's most desirable, modern luxury brands for the most discerning clients RANGE ROVER The peerless leader in modern luxury, delivering the exceptional for the most discerning clients. The vanguard of our EV transformation and pro
Slide 10: We Are Delivering Results
STRONG Q4 FY23Revenue £7.1bn EBIT 6.5% PBT* £368m Free £815m cash flow JLR WE ARE DELIVERING RESULTS STRONG DEMAND Record order book of c.200k unitsRange Rover, Range Rover Sport & Defender account for 76% Fulfilment rates continue to improveRESILIENCE AGAINST HEADWINDS Ongoing global chip supply co
Slide 11: Delivering our Reimagine strategy remains our priority
DELIVERING OUR REIMAGINE STRATEGY REMAINS OUR PRIORITY HOUSE OF BRANDS Responsible modern luxury by design ARCHITECTURES & POWERTRAINS Electrified, simplified, flexible COLLABORATION Synergies with Tata and other partnerships SUSTAINABILITY TRANSFORMATION - REFOCUS 2.0 RETURNS Sustainability-rich re
Slide 12: House of Brands
RANGE ROVER JLR HOUSE OF BRANDS IR DEFENDER LAND- -ROVER DISCOVERY JAGUAR COMPLEMENTS STRATEGIC FOCUS ON REVENUE AND VALUE OVER VOLUME
Slide 13: Architectures & Powertrains
MLA ARCHITECTURES & POWERTRAINS EMA JEA Modular Longitudinal Architecture Electrified ICE & BEV propulsion flexibility ICE from 2022 | BEV from 2024 Electrified Modular Architecture BEV only architecture From 2025 Jaguar Electrified Architecture BEV only architecture From 2025 RANGE ROVER DEFENDER D
Slide 14: Collaboration: NVIDIA and Tata
COLLABORATION NVIDIA TATA Our semiconductor strategy: Establish true strategic partnerships Develop direct CEO-CEO relationships Develop new business models We have announced a major strategic partnership to jointly develop and deliver next-generation automated driving systems plus Al-enabled servic
Slide 15: Net Zero by 2039
NET ZERO BY 2039 SUSTAINABILITY SCOPE 1 & 2 TARGET SCOPE 3 TARGET SBTI TARGETS BY 2030 46% REDUCTION CO2E EMISSIONS ABSOLUTE VALUE FROM JLR'S OWN ACTIVITIES (BASELINE FY20) 54% AVERAGE REDUCTION CO2E INTENSITY PER VEHICLE FROM JLR'S VALUE CHAIN (BASELINE FY20) VEHICLE MANUFACTURE | LOGISTICS 2024 20
Slide 16: Transformation - Refocus 2.0
TRANSFORMATION - REFOCUS 2.0 VALUE CREATION & BUSINESS EXCELLENCE ENTERPRISE OPERATIONAL FRAMEWORK OUR KPIs PLAN, BUY K1 → ZERO HARM K2 → EBIT K3 NET DEBT K4 → VARIABLE PROFIT K5 → BRAND EQUITY K6 SCHEDULED V NON-SCHEDULED ORDER RATIO K7 → WHOLESALE VOLUME K8 EMPLOYEE NPS K9 FAULT-FREE EXPERIENCES K
Slide 17: Reimagine will deliver
REVENUE EBIT MARGIN INVESTMENT REIMAGINE WILL DELIVER >£28bn in FY24; >£30bn in FY26 >6% in FY24; >10% by FY26 Target of c.£3bn p.a. £2bn in FY24 FREE CASH FLOW Continuing to be significantly positive thereafter NET DEBT ZERO Net cash from FY25 JLR
Slide 18: Our People
OUR PEOPLE JLR
Slide 19: Closing Remarks
JLR CLOSING REMARKS ADRIAN MARDELL INTERIM CHIEF EXECUTIVE OFFICER
Slide 20: Prof. Gerry McGovern, Chief Creative Officer
PROF. GERRY MCGOVERN OBE CHIEF CREATIVE OFFICER JLR
Slide 21: Overall Vision
JLR OVERALL VISION To become proud creators of some of the world’s most desirable modern luxury brands for the world’s most discerning clients. REIMAGINE
Slide 22: House of Brands Statement
JLR HOUSE OF BRANDS STATEMENT Pivotal to our journey of transformation is the formation of the House of Brands which is a progressive evolution of JLR. The purpose of the House of Brands is to elevate the distinct nature and status of these much-loved British marques. This will only be achieved by t
Slide 23: Jaguar Land Rover brands
JLR JLR JAGUAR LAND ROVER RANGE ROVER DEFENDER DISCOVERY JAGUAR
Slide 24: Repositioning into Modern Luxury
JLR REPOSITIONING INTO MODERN LUXURY RANGE ROVER DEFENDER DISCOVERY
Slide 25: Jaguar
JLR JAGUAR Radically reimagined brand. Radically reimagined vehicle portfolio. Radically reimagined route to market.
Slide 26: Modern Luxury Behaviours
JLR STAGE 1 MODERN LUXURY BEHAVIOURS
Slide 27: Our Seven Modern Luxury Principles
JLR OUR SEVEN MODERN LUXURY PRINCIPLES 01 CURATION 02 FUTURE-FACING 03 EFFORTLESS 04 ENGAGING 05 REDUCTIVE 06 GLOBAL CITIZENSHIP 07 UNIQUE
Slide 28: Becoming Four Distinct Modern Luxury Brands
JLR STAGE 2 BECOMING FOUR DISTINCT MODERN LUXURY BRANDS
Slide 29: Brand Worlds
JLR BRAND WORLDS WHAT IS A BRAND WORLD A set of intangibles and tangibles that helps shape people’s perception of a brand and it’s products. A luxury brand world maximises desirability and value. WHY IS IT IMPORTANT It allows people to build a relationship with your brand and turn them into loyal cu
Slide 30: Brand Worlds: Provenance
JLR BRAND WORLDS RANGE ROVER DEFENDER DISCOVERY JAGUAR PROVENANCE BRITISH (ORIGINALITY) 1970 EXEMPLARY DESIGN UTILITY TO LUXURY PROVENANCE BRITISH (ADVENTURE) 1948 DESIGNED TO ROVE BEACON OF LIBERTY PROVENANCE BRITISH (INGENUITY) 1989 DESIGNED FOR ANY FAMILY ENJOYE VERY MOMENT PROVENANCE BRITISH (CR
Slide 31: Brand Worlds: Aesthetic
JLR RANGE ROVER DEFENDER DISCOVERY JAGUAR AESTHETIC ICONIC AESTHETIC HEROIC AESTHETIC HUMAN CENTRED AESTHETIC UNIQUE
Slide 32: Brand Worlds: Craftsmanship
JLR RANGE ROVER DEFENDER DISCOVERY JAGUAR CRAFTSMANSHIP FINEST CRAFTSMANSHIP DURABLE CRAFTSMANSHIP VERSATILE CRAFTSMANSHIP DISINCTIVE
Slide 33: Brand Worlds: Scarcity
JLR RANGE ROVER DEFENDER DISCOVERY JAGUAR SCARCITY FIRST EDITIONS LIMITED EDITIONS ONE OF ONE
Slide 34: Product Design Strategies from Each House
JLR PRODUCT DESIGN STRATEGIES FROM EACH HOUSE RANGE ROVER REFINED MODERNISM ORIGINAL VISIONARY EXCELLENCE DEFENDER BRUTALIST MODERNISM HEROIC CHARISMATIC INSPIRATIONAL DISCOVERY ECLECTIC MODERNISM DEMOCRATIC ADAPTABILITY INGENIOUS JAGUAR EXUBERANT MODERNISM UNIQUE FEARLESS PROGRESSIVE INFORM & GUIDE
Slide 35: Modernist Design Philosophy
JLR MODERNIST DESIGN PHILOSOPHY Our well-established Modernist Design philosophy will continue to be evolved and become the unifier across the House of Brands but differentiated by the Brands specific DNA.
Slide 36: Modernist Design
JLR MODERNIST DESIGN CLEAN, REDUCTIVE – FORWARD THINKING
Slide 37: JLR
JLR
Slide 38: JLR
JLR
Slide 39: JLR
JLR
Slide 40: House of Brands Summary
JLR HOUSE OF BRANDS SUMMARY Four emotionally engaging British brands Highly creative brand worlds Distinct interpretations of modern luxury Unique Modernist Design Philosophy Four brands that will enrich clients' lives Four brands that will build sustainable long-term equity and value for the JLR Gr
Slide 41: Thank You
THANK YOU PROF. GERRY Mc GOVERNOBE CHIEF CREATIVE OFFICER JLR.
Slide 42: Lennard Hoornik, Chief Commercial Officer
LENNARD HOORNIK-CHIEF COMMERCIAL OFFICER JLR.
Slide 43: Change is faster than ever before
CHANGE IS FASTER THAN EVER BEFORE Customers, technology, competition and new business models going direct JLR.
Slide 44: Global Premium SUV Segments
GLOBAL PREMIUM SUV SEGMENTS UP TO FY 27 Even on conservative IHS forecast we see growth in our segments 2022 2027 SUV 5 SUV 4 SUV 3 SUV 2 SUV 1 Upwards Competition Base Cost Competition ICE EV2 Penetration% (volume) JLR 1 . SOURCE : IHS MARKET FOR E CAST UPDATE 2023 JAN . 2 . E V – B E V a n d P H E
Slide 45: North America Premium SUV Segments
NORTH AMERICA PREMIUM SUV SEGMENTS UP TO FY 2 7 For example in North America, our strategy will accelerate EV segments further than below 2022 2027 SUV 5 SUV 4 SUV 3 SUV 2 SUV 1 0.1% (0.1k) 10% (61k) 28% (217k) 16% (31k) 33% (6k) 37% (267k) 65% (642k) 55% (171k) Upwards Competition Base Cost Competi
Slide 46: Total Global Premium Segments
TOTAL GLOBAL PREMIUM SEGMENTS Now stabilising and electrification starting to increase 10,848k 10,534k 10,938k 1,509k (14%) ] 2,255k (21%) 2,815k (26%) FY20/21 FY21/22 FY22/23 ICE EV3 Penetration% and volume FY 21 - FY 2 2 SOURCE IHS MARKET FORECAST UPDATE 2023 JAN 3 EV BEV and PHEV JLR.
Slide 47: One Example of Our EV Strategy
ONE EXAMPLE OF OUR EV STRATGY Benefit bespoke platform BRAND PRODUCT EV PROPULSION Leads by example for leaders, peerless refinement ++ low noise ++ torque ++ no impact ++ gravity Peerless luxury Off road capability Modernist design Smoothest of drive range rover JLR.
Slide 48: JLR Portfolio Development Responding to EV
OUR JLR PORTFOLIO DEVELOPMENT RESPONDING T O EV BEV mix increases in FY26 with introduction of MLA BEV and then accelerates rapidly as EMA and JEA programmes are launched 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% FY24 FY25 FY26 FY27 FY28 FY29 BEV PHEV Petrol Diesel JLR.
Slide 49: Market Share Development
MARKET SHARE DEVELOPMENT Our brands desirability will drive segments GROUP 1 HIGH PROFITABILITY CARS e.g. Range Rover GROUP 2 MEDIUM PROFITABILITY CARS e.g. Velar GROUP 3 LOWER PROFITABILITY CARS e.g. Jaguar Sedan H2 FY23 12% 17% 5.5% 5.8% 0.7% 0% FY26 JLR.
Slide 50: Order Bank Development
ORDER BANK DEVELOPMENT Range Rover, Range Rover Sport and Defender account for 76% of order bank 0 50 100 150 200 Other Other Other Other Other Other Other Other Defender Defender Defender Defender Defender Defender Defender Defender Range Rover Range Rover Range Rover Range Rover Range Rover Range
Slide 51: Maintaining a Desirability Strategy
MAINTAINING A DESIRABILITY STRATEGY We will invest in creating desirability, not on incentives, building brand equity Building our brands with increased investment Variable marketing normalising, remains low 0% 1% 2% 3% 4% 5% FMI % NVR FY19 FY20 FY21 FY22 FY23 VME % GVR 0% 1% 2% 3% 4% 5% 6% 7% 8% 9%
Slide 52: Maintaining a Desirability Strategy: Residual Values
MAINTAINING A DESIRABILITY STRATEGY This comes through in the RV forecast as well Residual values predominantly work through model year cycles in the US – Defender and Range Rover Sport examples show strong growth in RVs between model years DEFENDER 3 YEAR FORECASTS SHOW IMPROVEMENT FOR LATEST 23MAY
Slide 53: House of Brands: Creating growth through desirability
HOUSE OF BRANDS Creating growth through desirability JLR RANGE ROVER DEFENDER DISCOVERY JAGUAR.
Slide 54: House of Brands: Creating growth through desirability
HOUSE OF BRANDS Creating growth through desirability JLR RANGE ROVER DEFENDER DISCOVERY JAGUAR.
Slide 55: Our Brands Have Power
OUR BRANDS HAVE POWER Through adopting a House of Brands strategy, we would expect demand in totality to increase significantly across all markets JLR. Source BEE Q4 2022 Average taken across markets ( China U S A U K Germany and Australia based on Total Sample ( House of Brand n 2006).
Slide 56: House of Brands: Defender appeal
HOUSE OF BRANDS Defender has strong appeal and engagement is increasing globally D E F E N D E R A P P E A L Increasing investment activity in media O4 FY22 and Q1 FY23 resulting in significant increase in engagement – May ‘23 highest ever website traffic with 4.9 million views As a new brand, defen
Slide 57: A Client and Brand Led Organisation
A CLIENT AND BRAND LED ORGANISATION Our team of experts empowered and focused on client experience JLR.
Slide 58: Our Commercial Strategy
OUR COMMERCIAL STRATEGY Modern Luxury at every client touch point, creating ingenious moments GO- TO - MARKET GROWTH SIMPLICITY DIGITAL TRANSFORMATION RANGE ROVER RANGE ROVER velars JLR.
Slide 59: Go To Market: Retail spaces
GO TO MARKET Our Retail spaces unique, engaging, effortless and client centred driven by new business models JLR.
Slide 60: A Modern Luxury Business Model
A MODERN LUXURY BUSINESS MODEL JLR and Retailers in partnership to deliver our go-to-market transformation OUR OUTCOMES FOR JLR Direct client relationships Rebalanced value chain Stock sharing OUR CLIENTS Seamless journeys Enjoyable and ingenious moments Price transparency Pricing is at Retailer’s d
Slide 61: A Modern Luxury Business Model: South Africa Agency
A MODERN LUXURY BUSINESS MODEL JLR South Africa Agency live Q4 FY23 AGENCY DELIVERY HEADLINES FOR JLR Stock Turn 48 day to 27 days OUR CLIENTS Customer Satisfaction Purchase NPS 982 FOR RETAILERS Retailer Profit 3.4% 1. Pricing is at Retailer’s discretion 1 . Pricing is at Retailer’s discretion . 2
Slide 62: A Modern Luxury Business Model: Europe launch
A MODERN LUXURY BUSINESS MODEL JLR Launched in Europe Q1 FY24 LAND ROVER RANGE ROVER EVOQUE VIEW RESULTS 159g/km co, EMISSIONS ACCORDING TO WLTP I REQUEST A FINANCIAL QUOTE € 52,492 on the Road CHANGE ENGINE OUTDOORS INTERIORS OPTIONS ACCESSORIES SUMMARY RANGE ROVER EVOQUE € 49850 BASE PRICE TOTAL W
Slide 63: Growth: the right places and audiences
GROWTH – THE RIGHTPLACES AND AUDIENCES RATHER THAN EVERYWHERE JLR PEBBLE BEACH
Slide 64: Images
JLR Images
Slide 65: Simplicity
SIMPLICITY JLR Embracing an effortless client experience with curated packs for new products and services. Reducing over 80% of complexity, true simplification. RANGE ROVER INSPIRE PERSONALISE SUMMARY Be inspired Start with one of our curated vehicles. RANGE ROVER OPTION 01 02 03 04 EXPLORE PERSONAL
Slide 66: Simplicity: client experience
SIMPLICITY Simplifying client experience at every touch point, explore your brand world JLR
Slide 67: Digital Transformation
DIGITAL TRANSFORMATION Connecting web, app and car seamlessly in the future JLR
Slide 68: Modern Luxury EV Experience
JLR MODERN LUXURY EV EXPERIENCE ENERGY TARIFF NAVIGATION INTEGRATION ACCESSIBLE CHARGING CURATED CHARGING PLUG & CHARGE
Slide 69: Our Commercial Strategy
JLR OUR COMMERCIAL STRATEGY Modern Luxury at every client touch point, creating ingenious moments GO - TO – MARKET GROWTH SIMPLICITY DIGITAL TRANSFORMATION RANGE ROVER
Slide 70: Jaguar
JAGUAR JLR.
Slide 71: Jaguars will be a copy of nothing
JLR Sir William Lyons, Jaguar’s founder and visionary said: Jaguars will be a copy of nothing. JLR
Slide 72: British Luxury Brand: A Copy of Nothing
JLR BRITISH LUXURY BRAND A COPY OF NOTHING TOTALLY UNIQUE, VISIONARY AND FEARLESS Image FROM: MORE UNIVERSAL APPEAL TO: BACK TO A COPY OF NOTHING
Slide 73: Design Strategy
JLR DESIGN STRATEGY Image EXUBERANT MODERNISM Image UNIQUE Image FEARLESS Image PROGRESSIVE
Slide 74: Jaguars will be a copy of nothing (quote)
JLR “Jaguars will be a copy of nothing. When these Jaguars appear for the first time, they need to have that jaw dropping moment. That sense of wow, that sense of never been seen before, that sense of nothing else. else.” PROF. GERRY McGOVERN OBE Chief Creative Officer, JLR
Slide 75: Pivotal moment for the brand
JLR Pivotal moment for the brand Three design teams 18 models PROJECT RENAISSANCE
Slide 76: Jaguar Brand World
JLR JAGUAR BRAND WORLD Image Image Image Image Image Image Image Image INSPIRE LIKE NO OTHER
Slide 77: JLR
JLR
Slide 78: A Copy of Nothing
ACOPY OF NOTHFING NII
Slide 79: A Copy of Nothing
JLR A COPY OF NOTHING. A COPY OF NOTHING
Slide 80: Jaguar Reimagined
JLR JAGUAR REIMAGINED An all electric modern luxury brand by 2025 Entirely new brand, new business model and new competencies
Slide 81: Beyond the Product
JLR BEYOND THE PRODUCT Client intimacy Brand boutiques in the most perfect locations for our audience Experience first, effortless ownership
Slide 82: A Collection of Three
JLR A COLLECTION OF THREE Modernist design – a Copy of Nothing The first of three is a 4-door GT in 2025 Most powerful, sustainable Jaguar ever with a range of c.700 kms Priced from £100k
Slide 83: We Are Progressing Fast
JLR WE ARE PROGRESSING FAST Built in a bespoke facility at Solihull 100 suppliers on board Prototypes will be on the road by the end of the year
Slide 84: A Copy of Nothing
—— —— eenneerereen A-COPY-OF NOTHING — ii} ATTY iT}
Slide 85: Qing Pan, President JLR China
JLR QING PAN - PRESIDENT , JLR CHINA
Slide 86: Profitability of JLR in China in FY23 highest in 5 years
JLR PROFITABILITY OF JLR IN CHINA IN FY 23 REACHED THE HIGHEST IN 5 YEARS DESPITE COVID LOCKDOWN AND OTHER CONSTRAINTS CONTINUED SALES & SERVICE SECURED SUPPLY MAINTAINED PRODUCTION BUILT CAPABILITY CONSISTENT STRATEGY
Slide 87: JLR China maintained share in premium market
JLR JLR CHINA MAINTAINED ITS SHARE IN BOTH PREMIUM MARKET AND KEY SEGMENTS 3,794k 274k (7%) 3,456k 487k (14%) 3,405k 640k (19%) FY20/21 FY21/22 FY22/23 JLR Share in Premium 3% 3% 3% JLR Share in SUV 4&5 9% 9% 9% NEV in China Premium Market NEV: BEV, PHEV, REEV, FCV
Slide 88: NEV penetration in premium segment predicted slower
JLR THE PENETRATION OF NEV IN PREMIUM SEGEMENT IS PREDICTED TO BE SLOWER . . . . . . BUT IT WILL COME NEV PENETRATION RATE (%) 2022 2022 Total Market 25% 42% Premium Market 17% 41% Premium SUV 4 & 5 7% 33% Source: IHS MarkIt Forecast; NEV: BEV, PHEV, REEV, FCV;
Slide 89: Keys to ensure JLR's success in China
JLR KEYS TO ENSURE JLR’S SUCCESS IN CHINA BEV READINESS MODERN LUXURY IMPLEMENTATION GO-TO-MARKET ADAPTATION
Slide 90: Q&A
JLR Q&A
Slide 91: Break
JLR BREAK
Slide 92: Nick Collins, Executive Director Vehicle Programmes
JLR NICK COLLINS - EXECUTIVE DIRECTOR VEHICLE PROGRAMMES
Slide 93: Two Years of Delivering Reimagine
JLR TWO YEARS OF DELIVERING REIMAGINE MLA RANGE ROVER DEFENDER 130 RR SV PHEV 2021 2022 2023 TODAY REIMAGINE ANNOUNCEMENT MLA RANGE ROVER SPORT SV REIMAGINE
Slide 94: Range Rover SV
JLR RANGE ROVER SV
Slide 95: Range Rover Sport SV
JLR RANGE ROVER SPORT SV
Slide 96: Range Rover Sport SV: Amplifying the Key Ingredients
JLR RANGE ROVER SPORT SV AMPLIFYING THE KEY INGREDIENTS PERFORMANCE 635PS, 800Nm Twin Turbo V8, 0-60mph in 3.6s Carbon Ceramic Brakes – Unique 8-piston Caliper and Largest Disc in Industry 23” Carbon Fibre Wheels – first 23” to market SV Mode DESIGN SV Unique Design changes Carbon Fibre Interior and
Slide 97: Architectures and Electrification Components
JLR RANGE ROVER DEFENDER DISCOVERY JAGUAR MLA EMA JEA EVA CONTINUUM ENGINES ELECTRIC DRIVE UNITS POWER ELECTRONICS BATTERIES
Slide 98: Powertrain and Electric Components
JLR ICE V8 ENGINE P6 ENGINE D6 ENGINE P6 PHEV TRANSMISSION BEV FRONT EDU REAR EDU CELLS BATTERY PACKS POWER ELECTRONICS
Slide 99: MLA Electrification
JLR MLA ELECTRIFICATION 2022 ENABLED BY THE “FLEX” ARCHITECTURE, OUR CLASS LEADING PHEV WITH 112 KM RANGE (WLTP) AND DC CHARGING (0 – 80% < 60MINS) WAS LAUNCHED
Slide 100: The Next Two Years of Delivering Reimagine
JLR THE NEXT TWO YEARS OF DELIVERING REIMAGINE BEV RANGE ROVER PRE-ORDER BOOK OPEN TO SELECT CLIENTS EMA TODAY 2024 2026 2025 BEV RANGE ROVER MLA JEA
Slide 101: Compliance Outlook
JLR COMPLIANCE OUTLOOK Targets for CO2 emissions expected to continue to reduce in key markets. Required mix of ZEV expected to increase significantly through to 2030. REGION REGULATORY ASSUMPTION EU Derogated target for fleet average CO2 reduces by 15% in 2025 from 159gCO2/km UK Expect introduction
Slide 102: Compliance Outlook: credits and pooling
JLR COMPLIANCE OUTLOOK With JLR’s Re-Imagine strategy the reliance of buying credits in major markets is forecast to subside as we become a leader in sustainable mobility. By 2028 we will no longer have to purchase credits or enter pooling agreements 2022 2023 2024 2025 2025-2030 2030 Pooling/credit
Slide 103: Electrification is a Journey
JLR ELECTRIFICATION IS A JOURNEY Image
Slide 104: Thank You
JLR THANK YOU NICK COLLINS EXECUTIVE DIRECTOR, VEHICLE PROGRAMMES Confidential ©2023
Slide 105: Thomas Müller, Executive Director Product Engineering
JLR THOMAS MÜLLER EXECUTIVE DIRECTOR PRODUCT ENGINEERING
Slide 106: Our Engineering Technical Ambition
JLR OUR ENGINEERING TECHNICAL AMBITION Sustainability and Net Zero Digital Ecosystem Building Customer Trust Energy Ecosystem Peerless Refinement Welcome & Tranquil Sanctuary Supreme Driving A modern luxury customer experience through
Slide 107: Global engineering footprint
JLR USA PORTLAND Research & Collaboration UK GAYDON & WHITLEY Advanced Product Creation and testing HUNGARY BUDAPEST Technical Engineering CHINA SHANGHAI Software and Technical Engineering INDIA BANGALORE Software and Technical Engineering IRELAND SHANNON Software Development GERMANY MUNICH Digital
Slide 108: Platform Takes It All
JLR “PLAT FORM TAKES IT ALL” JLR CONTINUES TO ENHANCE ENGINEERING CAPABILITY IN KEY TECHNOLOG YAREAS DIGITAL Image PROPULSION Image ENERGY Image Intelligent cabin Connected vehicle cloud Autonomous driving Batteries EDU HV systems Energy Management System Charging Energy storage Updatability | Upgra
Slide 109: The Road to Automated Driving Experiences
JLR THE ROAD TO AUTOMATED DRIVING EXPERIENCES REIMAGINE IS BUILT ON PARTNERSHIPS WITH LEADERS IN THEIR FIELD ImageFrom 2025, all new vehicles will be built on NVIDIA DRIVE™ platform and feature level 2+ technology
Slide 110: The Era of the Intelligent Car
JLR THE ERA OF THE INTELLIGENT CAR ALWAYS ON, ALWAYS CONNECTED Image Six million updates completed to date on over 500,000 vehicles 2,000 signals read and collected as they travel the vehicle network increasing soon to over 10,000
Slide 111: Energy Today, Tomorrow, Future
JLR ENERGY TODAY, TOMORROW, FUTURE Image
Slide 112: Best-in-Class Battery Technology
JLR BEST-IN-CLASS BATTERY TECHNOLOGY LEVERAGING THE POWER OF THE TATA GROUP JLR Image AGRATAS Stacked Prismatic Cell Custom battery design with: Superior cell-to-pack efficiency | Chemistry flexibility | Best-in-class fast charge | Enhanced safety
Slide 113: Securing Key Control Points in Battery Value Chain
JLR SECURING KEY CONTROL POINT S IN BAT T ERY VALUE CHAIN MLA BEV | EMA | JEA Image Image Image Image Image Image Image Image Image Image Raw Material Extraction Material Cell Production Module & Pack Design & Testing Recycle Cell Testing & Design Validation Material Synthesis Cell Validation for th
Slide 114: Energy Efficiency
JLR ENERGY EFFICIENCY ADVANCED CELL & CELL-TO-PACK TECHNOLOGY OFFER NEARLY TWICE THE RANGE OF I-PACE & IMPROVED VOLUMETRIC & GRAVIMETRIC ENERGY DENSITY JEA I-PACE EMA ULTRA RANGE 84 kWh 387 litres up to 395 km (246 miles) up to 120 kWh 342 litres up to: 730 km (450 miles)
Slide 115: Fast Charging
JLR FAST CHARGING TARGETING UP TO 320KM (200 MILES) IN A15-MINUTE CHARGE Image
Slide 116: Race to Road
JLR RACE TO ROAD Image Image BATTERY Image ELECTRIC DRIVE UNIT Image MOTION
Slide 117: Quality Central to Modern Luxury
JLR QUALITY CENTRAL TO MODERN LUXURY £ 160m INVESTMENT IN STATE-OF-THE-ART TESTING FACILITIES IN JUST 2 YEARS Image 6 DEGREES OF FREEDOM DURABILITY RIG Image NEW ELECTROMAGNETIC COMPATIBILITY TEST FACILITY Significant investment in testing infrastructure for hardware and software, especially in elec
Slide 118: Thank You
JLR THANK YOU THOMAS MÜLLER EXECUTIVE DIRECTOR, PRODUCT ENGINEERING Confidential ©2023
Slide 119: Barbara Bergmeier, Executive Director Industrial Operations
JLR BARBARA BERGMEIER - EXECUTIVE DIRECTOR INDUSTRIAL OPERATIONS
Slide 120: Industrial Operations: Delivered Despite Challenges
JLR INDUSTRIAL OPERATIONS: WE HAVE DELIVERED DESPITE ONGOING CHALLENGESSUCCESSES Image The Ramp up of volume production for Defender, RR and RRS Enabled end to end supply chain visibility through digitisation Image Image Global ‘polycrisis ’ driving need for risk & resilience actions underpinned by
Slide 121: Industrial Operations Team
JLR INDUSTRIAL OPERATIONS TEAM ENCOMPASSES ALL MANUFACTURING, PROCUREMENT AND SUPPLY CHAIN OPERATIONS PLAN BUY MAKE Supply Chain Planning Material Fulfilment Supply Chain Risk Management Inbound / Outbound Logistics Procurement Sourcing Strategy Supplier Relationship Management Supplier Quality Adhe
Slide 122: Industrial Operations: Clear Priorities
JLR INDUSTRIAL OPERATIONS: CLEAR PRIORITIES Our Digitisation transformation is underway Transparent dialogue with suppliers to encourage stronger relationships Development of global footprint and supplier network Stability in our manufacturing plants Prepare launches, build prototypes, build facilit
Slide 123: Changed approach to volume planning and delivery
JLR STARTING FROM Q3/FY23 WE HAVE CHANGED OUR APPROACH TO VOLUME PLANNING AND DELIVERY. THIS INCLUDES DIGITALIZATION OF THE PROCESS.WE HAVE COMMITTED TO A BUILD PLAN THAT SUPPORTS 400K UNITS WHOLESALE FOR FY24 FY24:Plan supports 400K wholesales Production Plan Production Actuals Shortfall Build to g
Slide 124: Agreements with Semiconductor Suppliers
JLR OUR AGREEM ENTS WI TH SEM I CONDUCTOR SUPPLI ERS HAVE BEEN AT THE HEART OF THE EFFORT Direct agreements increasing transparency, collaboration, and relationships Security of supply agreements: ensuring security of supply for '23/'24 business New business capacity agreements: covering future busi
Slide 125: Transforming Industrial Operations from Reactive to Predictive
JLR WE ARE TRANSFORMING OUR INDUSTRIAL OPERATIONS FROM REACTIVE TO PREDCITIVE REACTIVE PREDICTIVE UNITED CONNECTED AUTOMATED COLLABORATIVE CREATION OF SUPPLY CHAIN PLANNING TRANSPARENCY RISK STABILITY ORCHESTRATION INDUSTRIAL OPERATIONS ORGANISATION 2021 2022 2023 2024
Slide 126: Electrification Industrialisation Plans
JLR OUR ELECTRIFICATION INDUSTRIALISATION PLANS ARE WELL ADVANCEDHALEWOOD JLR' S FIRST ALL ELECTRIC PRODUCTION FACILITY WITH EMA CASTLE BROMWICH WILL BE REPURPOSED WITH FUTURE JAGUARS BUILT IN SOLIHULL EPMC, WOLVERHAMPTON ELECTRIC PROPULSION MANUFACTURING CENTRE ELECTRIC DRIVE UNIT ASSEMBLYBAC HAMS
Slide 127: Global Production Footprint Outside the UK
JLR WE ALSO HAVE A GLOBAL PRODUCTION FOOTPRINT OUTSIDE THE UK GRAZ CONTRACT DUE TO END IN 2027 SLOVAKIA – NITRA Vehicle Manufacturing BRAZIL – ITATIAIA Vehicle Manufacturing INDIA – PUNE Vehicle & Assembly HUNGARY – BUDAPEST Procurement AUSTRIA – GRAZ Contract Manufacturing Contract ends mid-2020’s
Slide 128: Production Capacity Being Rationalised
JLR PRODUCTION CAPACITY BEING RATIONALISED UNDER REIMAGINE 110% 90% 70% 50% FY23 FY24FY25 FY26 FY27 Global 2-shift capacity Utilisation Production capacity excludes CJLR Joint Venture
Slide 129: Summary
JLR SUMMARY We have a strong plan to deliver FY 24 commitments Q 1 volumes are being delivered to plan. When issues arise, they are resolved rapidly across Industrial Operations and beyond Industrial Operations are transforming fast–key processes are stabilising – digitalisation is progressing
Slide 130: Q&A
JLR Q&A
Slide 131: Lunch
JLR LUNCH
Slide 132: Francois Dossa, Executive Director Strategy and Sustainability
JLR FRANCOIS DOSSA-EXECUTIVE DIRECTOR STRATEGY AND SUSTAINABILITY
Slide 133: Sustainability at the Heart of Our Purpose
JLR SUSTAINABILITY IS AT THE HEART OF OUR PURPOSE, ENABLED THROUGH OUR REIMAGINE STRATEGY AND OUR CREATORS'S CODE Our strategy is aligned to Tata Group’s Project Aalingana and encompasses 3 focus areas: PLANET REGENERATE ENGAGE FOR GOOD RESPONSIBLE BUSINESS
Slide 134: Our Sustainability Strategy: Focus Areas
JLR OUR SUSTAINABILITY STRATEGY: 3 FOCUS AREAS PLANET REGENERATE Transforming our business across the full value chain CARBON NET ZERO BY 2039 CIRCULAR ECONOMY BIODIVERSITY & NATURE ENGAGE FOR GOOD Acting as a global citizen for sustainable development in the communities and environments in which we
Slide 135: Annual Report 2022/23 Sustainability Key Messages
JLR JAGUAR LAND ROVER AUTOMOTIVE PLC ANNUAL REPORT 2022/23 SUSTAINABILITY STRATEGIC REPORT: KEY MESSAGES Report significantly enhanced Disclosure of Science-based targets performance FY2022/23 vs. FY2019/20 baseline Limited assurance over our GHG emissions data using standards ISAE 3000 (Revised) an
Slide 136: Science Based Targets
JLR SCIENCE BASED TARGETS OUR CLIMATE TRANSITION TO 2030 SBTI TARGETS BY 2030 NET ZERO BY 2039 SCOPE 1 & 2 46% SCOPE 3 PURCHASED GOODS & SERVICES AND USE OF SOLD PRODUCTS (PER VEHICLE) 54% A SUSTAINABILITY RICH REIMAGINATION OF MODERN LUXURY, UNIQUE CUSTOMER EXPERIENCES, AND POSITIVE SOCIETAL IMPACT
Slide 137: Our Decarbonisation Levers
JLR OUR DECARBONISATION LEVERS SCOPE 1 & 2 111 projects: Energy consumption efficiency Renewable energy use Water collected and recycled OUR OWN OPERATIONS SCOPE 3 Suppliers net-zero and SBTi 2030 Recycled materials Circular Economy Design-to-EOL Circular Economy partners ecosystem PURCHASED GOODS &
Slide 138: Product Milestones Science Based Targets
JLR PRODUCT MILESTONES SCIENCE BASED TARGETS 2024 First BEV Range Rover 2025 Jaguar pure-electric 2030 All JLR nameplates available in BEV 2036 Zero tailpipe emissions 2039 Net zero carbon emissions
Slide 139: FY 2022/23 Performance Against Targets
JLR FY 2022 / 23 PERFORMANCE AGAINST TARGETS SCOPE 1 & 2 152ktCO2e FY2022/23 absolute scope 1 & 2 emissions. FY2019/20 baseline 201ktCO2e 24.6% reduction vs. FY2019/20 baseline Due mainly to significant reduction in expected production volumes due to semiconductor shortage, and in part to a reductio
Slide 140: FY 2022/23 Sustainability Achievements
JLR FY 2022 / 23 SUSTAINABILITY ACHIEVEMENTS Rated as LOW RISK by Morningstar Sustainalytics Joined the Ellen MacArthur Foundation as a Network Partner Joined the World Economic Forum Circular Cars Initiative Continued investment in early careers and upskilling our engineers on electrification Advan
Slide 141: Diversity and Inclusion: Strategy with Key Targets
JLR DIVERSITY AND INCLUSION: 5 YEAR STRATEGY WITH 3 KEY TARGETS We are committed to fostering a more diverse, inclusive and unified culture that is representative of our employees, clients, and the society in which we live 30% OF ALL SENIOR LEADERS GLOBALLY TO BE FEMALE,BY 2026 16% FY2022/23 TARGET
Slide 142: Diversity and Inclusion: Achievements
JLR DIVERSITY AND INCLUSION: ACHIEVEMENTS In July 2022, we announced the appointment of two diversity and inclusion Board co-sponsors, Barbara Bergmeier and François Dossa, ensuring diversity and inclusion is represented at the highest levels of our business Image PAY GAP REPORT – GENDER AND ETHNICI
Slide 143: Richard Molyneux, Interim Chief Financial Officer
JLR RICHARD MOLYNEUX-INTERIM CHIEF FINANCIAL OFFICER Image
Slide 144: Significant improvement in break even point and average revenue
JLR SIGNIFICANT IMPROVEMENT IN BREAK EVEN POINT AND AVERAGE REVENUE Enabling improved financial performance with volumes now recovering Cash flow break even reduced Average revenue per unit above £70k 660 540 400 330 300 REIMAGINE FY19 FY20 FY21 FY22 FY23 30 35 40 45 50 55 60 65 70 75 80 FY19 FY20 F
Slide 145: We Are Delivering
JLR WE ARE DELIVERING Strong finish to FY23 supported by product launches and volume growth (524) (173) 265 368 Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY23 (4.4)% 1.0% 3.8% 6.5% Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY23 REVENUE PBT (bei)* EBIT MARGIN FREE CASH FLOW FY23|IFRS, £m 4,406 5,260 6,041 7,102 Q1 FY23 Q2 FY23 Q3
Slide 146: Continuing to Execute Transformation
JLR CONTINUING TO EXECUTE TRANSFORMATION To improve future business performance HOUSE OF BRANDS Modern Luxury Reimagine Jaguar Mix management BUSINESS EXCELLENCE Manufacturing Selling Other operating costs EFFICIENT INVESTMENT Partnership with Tata Third party partnerships Simplified platform strate
Slide 147: High Inflation in FY23 Offset by Refocus
JLR HIGH INFLATION IN FY23 OFFSET BY REFOCUS FY23 SOURCES OF INFLATION Commodity prices Semiconductors Energy Other Image Inflation accounted for c.£(850)m increased cost in FY23 REFOCUS SAVINGS IN FY23 MARKET PERFORMANCE £600m value contribution Primarily re-pricing and optimisation of available se
Slide 148: Investment Spending of £15 Billion
JLR INVESTMENT SPENDING OF £15 BILLION OVER THE NEXT 5 YEARS Reduction in architectures and leveraging partnerships, eg Agratas investment in cell manufacturing INVESTMENT SPENDING (£M) REDUCTION IN ARCHITECTURES FROM 7 TO 3 PARTNERSHIPS TO REDUCE INVESTMENT COSTS MLA EMA JEA TATA AGRATAS NVIDIA Ima
Slide 149: Expect EBIT Margin >6% in FY24, >10% by FY26
JLR EXPECT EBIT MARGIN >6% IN FY24, >10% BY FY26 Driven by Revenue growth, sales quality and new platforms H2 FY23 FY26+ 5.20% >10% 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% NEW PLATFORMS QUALITY OF SALES REVENUE GROWTH
Slide 150: Strong Cash and Liquidity
JLR STRONG CASH AND LIQUIDITY Reducing net debt and manageable maturity schedule TOTAL LIQUIDITY £5,312 TOTAL DEBT £6,789 NET DEBT £3.0B 1,891 4,083 3,792 188 817* 766 120 1,010 562 775 376 959 401 Cash and financial deposits Bonds Bank loans Leases (IFRS16) & other Undrawn RCF 816 1,520 1,520 Total
Slide 151: Net Debt Expected to Continue to Reduce
JLR NET DEBT EXPECTED TO CONTINUE TO REDUCE Expect to turn net cash positive from 2025 (736) (2,220) (1,915) (3,199) (2,996) FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 (Net debt) Net cash £m < (1,000)
Slide 152: Reimagine Will Deliver
JLR REIMAGINE WILL DELIVER REVENUE >£28bn in FY24; >£30bn in FY26 EBIT MARGIN >6% in FY24; >10% by FY26 INVESTMENT Target of c.£3bn p.a. FREE CASH FLOW £2bn in FY24 Continuing to be significantly positive thereafter NET DEBT ZERO Net cash from FY25
Slide 153: Q&A
JLR Q&A Confidential ©2023
Slide 154: Close
JLR CLOSE Confidential ©2023 About Tata Motors Part of the USD 128 billion Tata group, Tata Motors Limited (BSE: 500570 and 570001 ; NSE: TATAMOTORS and TATAMTRDVR ), a USD 42 billion organization, is a leading global automobile manufacturer of cars, utility vehicles, pick-ups, trucks and buses, off