Tata Motors Passenger Vehicles Ltd · NSE:TMPV
Tata Motors Passenger Vehicles — Investor Day (June 2025)
168 slides from Tata Motors Passenger Vehicles's investor day presentation, Jun 9, 2025
Slide 1: Submission of Investor Day Presentation to exchanges
BSE Limited National Stock Exchange of India Ltd. First Floor, New Trading Ring, Exchange Plaza, C-1, Block G, Rotunda Building, P J Towers, Bandra Kurla Complex, Dalal Street, Fort, Mumbai - 400 001 Bandra (East), Mumbai - 400 051 June 9, 2025 Sc no. – 18685 Dear Sir/Madam, Sub: Submission of Inves
Slide 2: Tata Motors India Investor Day 2025
Tata Motors India Investor Day 2025
Slide 3: Disclaimer: Safe Harbour Statement
Disclaimer Safe Harbour Statement Statements in this presentation describing the objectives, projections, estimates and expectations of Tata Motors Limited (the “Group”) and its business segments may be “forward-looking statements” within the meaning of applicable securities laws and regulations. Ac
Slide 4: Agenda of the day
Schedule Agenda of the day First Half Second Half Overall Financial Performance and Business Context PV Strategy and Outlook CV Strategy and Outlook PV Business Updates CV Business Updates › After-sales transformation › Truck Business › Mainstreaming EVs › Buses and Passenger Carriers Business › Des
Slide 5: PB Balaji
PB Balaji Group CFO Tata Motors Limited Investor Day 2025 4
Slide 6: FY25 Highlights and Corporate Actions
FY25 Highlights and Corporate Actions PB Balaji Chief Financial Officer, Tata Motors Group Investor Day 2025 5
Slide 7: Business has delivered a strong turnaround
Tata Motors Limited Business has delivered a strong turnaround Revenue EBITDA EBIT PBT (bei) ₹K crores ₹K crores % ₹K crores 440 34.3 57.6 21.9 263 261 44.3 22.3 3.9 (8.7) 93 11.7 8.6 7.9 5.2 0.0 FY10 FY15 FY20 FY25 FY10 FY15 FY20 FY25 FY10 FY15 FY20 FY25 Investment Spends Free Cash Flow Net Automot
Slide 8: CV delivered on most commitments; SCV to be fixed this year
Tata Motors Limited CV Delivered on most commitments; SCV to be fixed this year OUR COMMITMENTS OUR DELIVERY CV Market Share: Particulars FY24 FY25 1 HGV+HMV 48.8% 48.8% Gradually Increasing Market Share MGV 37.5% 37.3% LGV 34.3% 30.5% Passenger 36.5% 37.6% Total 39.2% 37.1% 2 Strong Double Digit EB
Slide 9: PV: A year of consolidation; will be stepping up the pace now
Tata Motors Limited PV A year of consolidation; will be stepping up the pace now OUR COMMITMENTS OUR DELIVERY 1 Volume Growth Well Ahead of Market SUV: Grew over 11%; outperformed industry Hatches: Declined ~30% 2 Double Digit EBITDA Margin EBITDA Margin: 8.1% 3 Capex: 6%-8% of Revenue Capex: ₹2.8K
Slide 10: EV: Leadership maintained; focus on mainstreaming continues
Tata Motors Limited EV Leadership maintained; focus on mainstreaming continues OUR COMMITMENTS OUR DELIVERY 1 Continued Leadership in Market Share 55%+ Market Share in an intensely competitive market 2 EBITDA Breakeven by FY26 EBITDA: 1.2% (+830 bps); achieved ahead of targets 3 Capex: ₹16-18K crore
Slide 11: Credit ratings continue to improve
Tata Motors Limited Credit ratings continue to improve Rating Agencies FY24 Rating FY25 Rating Improvement S&P Global BB+ / Positive BBB / Stable ↑↑ Moody’s Ba3 / Positive Ba1 / Positive ↑↑ Crisil AA / Positive AA+ / Stable ↑ ICRA AA / Stable AA+ / Stable ↑ CARE Edge AA+ / Stable AA+ / Stable − Inve
Slide 12: Slew of corporate actions completed
Tata Motors Limited Slew of corporate actions completed Simplification of Capital Structure 1 › ADR Delisting › DVR Cancellation Divestments in Non-core Business 2 › Value Unlock in TTL And now the demerger › TMF Merger with TCL Complete Deleveraging 3 › TML Group turns Net Cash Positive in FY25 Inv
Slide 13: Girish Wagh
Girish Wagh Executive Director Tata Motors Limited Investor Day 2025 12
Slide 14: Tata Motors Commercial Vehicles
Tata Motors Commercial Vehicles Girish Wagh Investor Day 2025 13
Slide 15: CV industry poised for tech-enabled disruption across the globe
CV Industry context: Global + Domestic CV industry poised for tech-enabled disruption across the globe Historical performance Key megatrends › Volumes declined by 1-2% CAGR (CY18-23), Connected CVs to become the industry norm while revenues grew by ~1% CAGR delivering improved efficiency Global CV
Slide 16: Positive trends anticipated across key CV demand drivers
CV Industry context: Domestic Positive trends anticipated across key CV demand drivers Sectorial Growth Tourism Power Steel Coal Service Sector Cement Port (EXIM) Construction Consumer goods eRetail Mining Manufacturing Fleet Utilization Electrification Dedicated Freight Corridor Shared Mobility GDP
Slide 17: Fleet indicators and transporter profitability healthy, customer sentiments muted
CV Industry context: Domestic Overall fleet indicators & transporter profitability are healthy, Customer sentiments are muted Fleet Utilization Customer Sentiments Transporter Business HCV Cargo HCV Tipper 72.2% 80.2% 74.8% Freight Rates 71.6% 104.9 MHCV Tipper 100 Jan’23 May’25 Jan’23 May’25 41.9%
Slide 18: Domestic CV industry expected to continue steady upward trajectory
CV Industry context: Domestic Domestic CV industry is expected to continue on a steady upward trajectory Demand BTKM (FY25 vs FY19) : 32% 3-5% CAGR projected Supply BTKM (FY25 vs FY19) : 36% for CV TIV over FY25 1042 1003 986 TIV1 Growth (YoY %) 62% CV TIV Road BTKM2 share (%) Demand BTKM (Overall )
Slide 19: Envisioning future, setting the strategic agenda & progressing with execution
TMCV Strategic Framework Envisioning future, setting the strategic agenda & progressing with execution To be a trusted, globally recognized mobility solutions leader with sustainability at the core by: Vision Exceeding stakeholder & Delivering superior Fostering diverse talent, our aspirations
Slide 20: Dialing up the differentiated value proposition for customers' success
TMCV Brand positioning Dialing up the differentiated value proposition for customers’ success TMCV Brand positioning New Brand theme New Current positioning Core (Retain & Protect) With ever growing customer expectations and optimism • Trust to succeed, ‘Better Always’ theme represents the mindset c
Slide 21: Strategic business areas across CV value chain
TMCV Business Verticals Strategic business areas across CV value chain Cyclical volumes, progressive Non-cyclical revenue sources, with revenue & margin growth higher margin & RoCE potential 1 2 3 4 Industry TIV Based Industry Parc Based Domestic CV Business International Business Downstream Busines
Slide 22: Enhancing value delivery to customers through comprehensive solutions
TMCV Differentiated Value Proposition Enhancing value delivery to customers through comprehensive solutions Product superiority Service agility Customer success Total Cost of Ownership Uptime Reliability Service Quality Live vehicle health monitoring at Comfort & Convenience Customer Experience Cust
Slide 23: Expanding downstream play to capture value across customer life cycle
Downstream Business Expanding downstream play to capture value across customer life cycle E-Dukaan Revenue Revenue Spares Penetration (%) Service Penetration (%) Contribution (retail net) 2.5X 2X 1.8X >50% X X X - FY21 FY25 FY21 FY25 FY21 FY25 FY21 FY25 Portfolio Supply Channel Digital Footprint com
Slide 24: Expand play across focussed markets and product segments
International Business Expand play across focussed markets and product segments to enable growth Global Trucks & Bus market (ex-India) Triad (US, EU, Japan) and China TMCV International Business Revenue 80% ~$326 Bn (Industry Rev pool in FY24) ~$260 Bn 9% CAGR 20% Rest of World TMCV markets (Current
Slide 25: Making the business future-ready with proactive investments
Technology Making the business futureready with proactive investments Key Drivers Tech and R&D focus areas Global Megatrends ACES1, Sustainability, Digital & AI Attribute Leadership Strategy Multi-energy architectures : Alternate Advanced Safety, ADAS1 and Software TCO2, Comfort & Convenience, fuels
Slide 26: Accelerating Sustainability transition across key pillars
Sustainability Accelerating Sustainability transition across key pillars NET ZERO Preserving nature and 2045 Driving net zero (2045) Circularity biodiversity Accelerated journey of decarbonization 8 ReWiRe units, ~10% vehicle scrappage share Wetland conservation & Elephant reserve Scope 3 emission i
Slide 27: Driving structural shift to deliver growth in margins & returns
Financial fitness Driving structural shift to deliver growth in margins & returns FOCUS ON GROWTH AND DELIVER STRONG IMPROVING VAHAN MARKET SHARE FINANCIAL PROFITABILITY ACROSS PERFORMANCE PRODUCT LINES LOW DEALER INVENTORY ROCE FOCUS TO HEALTHY DIVIDEND & BEST IN CLASS DETERMINE CAPITAL PAYOUT WORK
Slide 28: Rajesh Kaul
Rajesh Kaul Head, Trucks Business • 34 years of experience in automotive industry • Prior experience- New Holland Tractors and Mahindra & Mahindra Ltd Investor Day 2025 27
Slide 29: Trucks Business
Trucks Business Rajesh Kaul Investor Day 2025 28
Slide 30: TATA Trucks: Winning Now and Next
Trucks Business TATA Trucks: Winning Now and Next #1 Commercial Vehicle Player in India Strategic Direction #4 Player in Trucks globally* Innovative and Superior Tech-led products Domestic Truck industry addressing Performance and TCO • Growth underpinned by favourable macro drivers whitespaces • Em
Slide 31: Continued Focus on Profitable growth
Business Performance Continued Focus on Profitable growth Market Share 20 BPS 53.9% Focus on Sustained Competitiveness 53.9% 53.7% Key Differentiator Driving Safety & Customer Centricity Uptime Excellence HCV Value (TCO) Comfort Wide Range of Product to suit Superior Fuel Efficiency and • Indust
Slide 32: Precise actions to strengthen deeper customer engagement
Customer Engagements Precise actions to strengthen deeper customer engagement Heavy Commercial Intermediate, Light & Medium Commercial FY23 FY24 FY25 90 76 80 75 77 77 74 74 69 68 69 67 67 66 70 67 60 59 60 56 57 56 50 40 30 20 10 0 Net Promotor Score Top of Mind Awareness Consideration Top Box Net
Slide 33: Driving Trucks Business with Sustainability as its Core
Sustainability Driving Trucks Business with Sustainability as its Core We’re on Fleet Decarbonization Journey Tata Motors aims to ensure a cleaner environment, a better quality of life for key stakeholders and ensuring continued financial success for our fleet operators. Economic Value Environmental
Slide 34: Anand S
Anand S Head, CV Passenger Business • 29 years of experience in automotive industry • Prior experience: Greaves, New Holland Tractors and TAFE Investor Day 2025 33
Slide 35: CV Passenger Business
CV Passenger Business Anand S Investor Day 2025 34
Slide 36: Global trends in CV Passenger industry
Global Bus industry Global trends in CV Passenger industry Electrification, shared transit, and digital innovation steer a well rounded global bus outlook Global Bus volume growth Key Global Trends 6% CAGR 1 Electrification Battery & charging innovation Premiumisation, increased comfort and safety C
Slide 37: Indian CV Passenger Industry overview
Indian Bus industry Indian CV Passenger Industry overview Growth to be anchored by intercity & route segments (driven by STUs), school & staff buses sustaining core volumes Fastest growing in CV in last 3 years Key Macro drivers Steady growth in passenger movement Policy push for increasing bus pene
Slide 38: Building a Resilient Business: Customer at core
CVP business performance Building a Resilient Business: Customer at core Volume & MS performance Key Volume Drivers 40.6% 36.5% 37.6% • Expanded product portfolio • Multi-fuel strategy • Enhanced satisfaction through value-added offerings (AMC1, KAM2) • Innovation led technology solutions (Fleet Edg
Slide 39: Leading the Curve: Pioneering Product & Technology Innovation
Future ready growth Leading the Curve: Pioneering Product & Technology Innovation Key drivers for future ready mobility solutions Zero-Emission Technologies Advanced Safety & Comfort Modular & Scalable Architecture Digital Twin & Analytics Integration Global Standards, Local Solutions St
Slide 40: Customised solutions to address key growth segments
Future ready growth Leading the Curve: Customised solutions to address key growth segments Focus Area Key Actions Vans New market identification • CNG led expansion in Tier 2 & 3 markets • Targeting growth in ambulance category ILCV Bus School application • Class leading safety to address key custom
Slide 41: TML Smart City Mobility Solutions
eMobility solution TML Smart City Mobility Solutions Investor Day 2025 40
Slide 42: One-Stop EV Solution - Scale, Strength & Synergy
Smart city mobility solutions One-Stop EV Solution - Scale, Strength & Synergy Tata Motors has deployed over 3,600* electric buses cumulatively till FY25 : Highest in India Over 34 crore e-bus kilometers clocked since inception Positive EBIDTA for both FY24 & FY25 1.7 crore kilometers added each mon
Slide 43: New age, sustainable EV business models
EV business models New age, sustainable EV business models A. Capex Model B. Consortium Model • Direct asset acquisition and infrastructure • Limited equity involvement from the manufacturing investment by State Transport Units partner • Flexible fleet leasing arrangements through financial • Lead r
Slide 44: Pinaki Haldar
Pinaki Haldar Head, Small Commercial • 24 years of experience across Consumer Durables, Paint Vehicles & Pickups and Insurance Industry • Prior experience: Whirlpool Corporation, Aditya Birla Sun Life Insurance, ICICI Prudential and Berger Paints Investor Day 2025 43
Slide 45: Small CVs and Pickups
Small CVs and Pickups Pinaki Haldar Investor Day 2025 44
Slide 46: SCV-PU Market overview & TMCV focus areas for FY26
SCVPU Segment context SCV-PU | Market overview & TMCV focus areas for FY26 SCV-PU market overview in FY25 Focus areas for FY26 SCV-PU industry volumes TMCV market share (‘000 Units) Sustain & consolidate leadership in SCVs: (%) -3% -3% • Increase competitiveness of ACE A Total 508 493 31% 28% (-3%)
Slide 47: SCV Market dynamics & TMCV action plan
SCVPU Segment A SCV | Market dynamics & TMCV action plan SCV Market dynamics (BS4 to BS6) TMCV action-plan to sustain & consolidate leadership • SCV value proposition was impacted post price hike in BS6 (FY20) Increase ACE competitiveness to deliver stronger value proposition – Higher price rise (~5
Slide 48: Pickups: TMCV action-plan to grow market share
Pickup segment B Pickups | TMCV action-plan to grow market share Opportunities for improvement in Pickups segment TMCV action-plan to grow market share • High awareness for Intra, however significant drop in funnel from awareness to consideration & purchase Product portfolio Consideration & improvem
Slide 49: Electrification: TMCV plan to drive EV adoption
Electrification C Electrification | TMCV plan to drive EV adoption Continued demand for ACE EV despite FAME subsidy discontinuation… TMCV to have wide EV product portfolio… EV ACE Retail Sales Discontinuation ACE Pro EV ACE EV 1000: Intra EV of FAME subsidy (Units) 750 Kg payload 1000 Kg payload 150
Slide 50: 360-degree ecosystem development
Ecosystem development D 360-degree ecosystem development Dealer profitability & training Financier health & process effectiveness Servicing experience • Dealer profitability improvement at • Strengthen Dealer Finance Manager • Introduced Road-Side assistance to lower volumes by reducing breakeven (D
Slide 51: Swaminathan TV
Swaminathan TV • 27 years of experience across FMCG, Automotive, Finance, Head, Digital Business Tech and Consulting industries • Prior experience: Tata Consumer Products, Nissan Motor Corp, GE Capital, GE Digital, Accenture, Servion Global Solutions, Wipro Infotech and Zen Systems Investor Day 2025
Slide 52: Digital Business
Digital Business Swaminathan TV Investor Day 2025 51
Slide 53: Global logistics: Massive & complex
Digital Business Global logistics: Massive & complex Large & growing ~150 Tn Ton-Km 9-10% 4-5% global logistics Logistics spend as share of Estimated annualized market Global freight movement Global GDP growth through 2030 Complex infra to meet logistics 50 Mn+ 50K+ 20 Bn Sq Ft+ demand CVs on road A
Slide 54: Inefficiencies in global logistics creating large scale tech-led solves
Digital Business Inefficiencies in the global logistics market are creating large scale Tech led solves Insufficient data & visibility for stakeholders & infra • SLA breach & transit delays • High transport cost • High empty miles Absence of contextual logistics intelligence • Cargo loss & fuel pilf
Slide 55: Integrated play to solve logistics value chain inefficiencies
Digital Business Integrated play to solve logistics value chain inefficiencies Logistics Value Unlock Themes Visibility Integrated Ecosystem Vehicle Optimization Integrated Ecosystem Seamless Transactions Integrated Ecosystem Integrated IntegratedEcosystem Ecosystem Truck Ecosystem Robust Visibility
Slide 56: ~10X growth in Fleet Edge topline
Digital Business ~ 10X growth in Fleet Edge topline with robust renewals for fleet management system Key Metrices FY24 FY25 Vehicles on platform ~650K 1.2X ~800K 10X YoY Revenue Growth Engagement time1 2X ~112 mins ~226 mins (Monthly) Enhanced scale & engagement driving 15 pp2 • Breakout topline gro
Slide 57: Mileage Sarathi delivering >6% fuel efficiency unlock
Digital Business Mileage Sarathi delivering >6% fuel efficiency unlock, monetized since Jan’25 Key Features of AI driven solution 6.1% Driving Pattern Analysis Tailored Recommendations Median Fuel Efficiency Improvement • Based on parameters such • AI driven Recommended as acceleration, speed, Actio
Slide 58: 75 BTKM of freight moved with Transport Management solution
Digital Business 75 BTKM of freight moved with full suite Transport Management solution & rapid scaling in carrier matching Key Metrices 600+ Customers using Transportation Management System PAN India freight moved 75 Billion Ton Km ~15 Industries penetrated TMS ARPU1 growth ~40% 3 Growth in Carrier
Slide 59: Digital business will augment competitive advantage of core business
Digital Business Digital business will augment competitive advantage of core business Drive improved vehicle utilization & value Drive improved TCO through communication: proprietary offerings: • Bunded fleet management & carrier Vehicle Non-Vehicle • Mileage improvement Business Business matching s
Slide 60: Ramanan GV
Ramanan GV Chief Financial Officer, Commercial Vehicles Business • 30 years of Finance experience across Multidisciplinary R&D, Shared Services, FMCG, financial and infrastructure industries • Prior experience: GE, NCR Corporation, Coca Cola, PT Sainath Industrial Corporation and IL&FS Investor Day
Slide 61: Financial Performance & Outlook
Financial Performance & Outlook Ramanan GV Chief Financial Officer, Commercial Vehicles Business Investor Day 2025 60
Slide 62: Structural shift leading to growth in revenues, margins and FCF
CV Business Structural shift leading to growth in revenues, margins and FCF WHERE WE WERE WHERE WE ARE NOW ACTIONS TAKEN Customer value creation with › Shift from ‘Supply Push’ to ‘Demand Pull’ 1 Offtake focused; lower realisations profitable growth and improved margins › Focus shifted to VAHAN mark
Slide 63: Strong financial performance with highest ever PBT (bei) and FCF
CV Business Strong financial performance with highest ever PBT (bei) and FCF Revenue ₹K crores EBITDA ₹K crores EBITDA % EBIT ₹K crores EBIT % Significant increase in scale Sharp improvement in margins Favorable operating leverage 9.1 79 11.8 8.2 71 75 10.8 6.8 8.5 8.8 5.2 6.5 52 7.4 33 5.3 (0.9) 3.
Slide 64: Continue to strengthen scale and revenues
CV Business Continue to strengthen scale and revenues… › Continue to grow › Win back market › Renewed focus in › Steady, non-cyclical, market leadership in share in SCV PU govt e-bus tenders value creating Trucks and Buses under asset light • Product portfolio • Improved spares model › Focus on cust
Slide 65: And deliver robust financial performance
CV Business …And deliver robust financial performance Primary drivers of growth › Margin accretive › Value engineering business with low and design to cost › Scale of operations to modularity drive better fixed cost capital base and high absorption ROCE › Commodity, fixed and structural cost › Mix i
Slide 66: Outlook: Focus on improving market share and profits
CV Business Outlook: Focus on improving market share and profits Area CV Market Shares Achieve 40% Market Share; / Growth Market Beating Revenue Growth EBITDA Teens EBITDA Capex 2-4% of Revenue FCF ~7%-9% of Revenue (post tax), Cash / Returns Sustain High ROCE and Reduce Volatility TARGET 2027 Inves
Slide 67: Agenda of the day
Schedule Agenda of the day First Half Second Half Overall Financial Performance and Business Context PV Strategy and Outlook CV Strategy and Outlook PV Business Updates CV Business Updates › After-sales transformation › Truck Business › Mainstreaming EVs › Buses and Passenger Carriers Business › Des
Slide 68: Shailesh Chandra
Shailesh Chandra Managing Director, Tata Motors Passenger Vehicles Limited Tata Passenger Electric Mobility Limited Investor Day 2025 67
Slide 69: PV & EV Business Update
PV & EV Business Update Shailesh Chandra Managing Director, TMPVL & TPEML Investor Day 2025 68
Slide 70: Agenda
PV and EV Business Update Agenda Tata Motors Performance Industry Trends Our Strategy Going Forward Investor Day 2025 69
Slide 71: Agenda
PV and EV Business Update Agenda Tata Motors Performance Industry Trends Our Strategy Going Forward Investor Day 2025 70
Slide 72: In FY25, PV industry faced a moderation in demand
PV and EV Business Update In FY25, PV industry faced a moderation in demand While customer demand was volatile & muted, segmental shifts sustained momentum Annual PV Industry Volumes Key Industry Highlights Volumes in thousands 4,217 4,320 3,881 › Demand moderation in FY25 with 2% growth after 3 3,2
Slide 73: Our strategy was to grow on the back of key levers
PV and EV Business Update Our strategy was to grow on the back of key levers We focused on portfolio expansion, multi-powertrain strategy & network addition New Nameplate Launch Multi-powertrain Strategy Network Expansion Investor Day 2025 72
Slide 74: In FY25, we outpaced the industry in SUVs
PV and EV Business Update In FY25, we outpaced the industry in SUVs Strong demand for our SUVs & launch of new product supported growth TATA SUV Annual Volumes 11% YoY growth Key Drivers Volumes in thousands 433 388 Punch - #1 model in 357 industry in 2024 Curvv - India’s first SUV Coupe Sustained d
Slide 75: SUV gains offset by decline in hatches
PV and EV Business Update However, our SUV gains were offset by decline in hatches Hatch volumes declined due to industry salience loss & aging products Industry Segment Volumes Key Highlights Volumes in thousands › Hatch industry salience fell sharply from 28% in FY24 to 24% in FY25 +11% SUV, 2133
Slide 76: CNG volumes gained further momentum
PV and EV Business Update At the same time, our CNG volumes gained further momentum Growing personal segment traction for twin cylinder technology underpinned growth TATA CNG Annual Volumes 53% YoY growth Key Drivers Volumes in thousands 139 Launch of Nexon CNG targeting new customer segments 91 41
Slide 77: We enhanced our after-sales through key levers
PV and EV Business Update We enhanced our after-sales through key levers Scale up of capacity & strengthened enablers to deliver improved experience Network Expansion & Modernization Tech-Enabled Service Enablers Responsive Roadside Assistance • 1300+ workshop bays expansion with focus • Leveraging
Slide 78: We have strengthened product maturity in new tech areas
PV and EV Business Update We have strengthened product maturity in new tech areas Revamped processes & tech interventions are helping drive significant impact Enhanced Infrastructure Process Strengthening Leveraging New Tools Leveraging enhanced infrastructure (e.g. Strengthening product development
Slide 79: In EVs, we sustained market leadership with 55%+ share
PV and EV Business Update In EVs, we sustained market leadership with 55%+ share But we faced stress, in line with key headwinds for the EV industry Tata EV Volumes & Market Share Key Highlights & Milestones for Tata EVs Volumes in thousands & Market Share in % Volumes Market Share 100 90 87% 84% 73
Slide 80: We have holistically strengthened our EV offering
PV and EV Business Update We have holistically strengthened our EV offering Enhanced portfolio & mainstreaming actions have helped overcome barriers Strengthened Portfolio Enhanced Value Proposition Supported by Mainstreaming Tata.ev Mega Chargers • Ensuring widest portfolio in India with new • Focu
Slide 81: We took actions to strengthen our EV fleet segment
PV and EV Business Update We took actions to strengthen our EV fleet segment We diversified our customer base & took actions to strengthen ownership experience Diversification of EV Fleet Volumes Key Actions to Support Fleet Volume Growth Share of Fleet Volumes Enhanced TCO Proposition leveraging co
Slide 82: Agenda
PV and EV Business Update Agenda Tata Motors Performance Industry Trends Our Strategy Going Forward Investor Day 2025 81
Slide 83: Industry will grow to 6mn by 2030
PV and EV Business Update Looking ahead, industry will grow to 6mn by 2030 While there may be short-term fluctuations, secular growth will persist Annual PV Industry Volume Projection Key Drivers Volumes in millions 6.0 Rapid Growth in High Consumption Households 4.2 4.3 3.9 3.2 3.3 2.8 3.0 2.8 3.0
Slide 84: Segmental shifts likely to persist in the future
PV and EV Business Update Segmental shifts likely to persist in the future SUVs & MPVs will be key growth drivers for the industry Industry Segment Salience Segmental Highlights Percentage of Total Industry Volumes (projected for FY30) Growth (FY30 vs FY25) Vans, 4% Vans, 3% Vans, 2% MPV, 11% MPV: 4
Slide 85: Upcoming regulations will drive powertrain shift
PV and EV Business Update Upcoming regulations will drive powertrain shift Policy environment will drive greater penetration for EVs Upcoming CAFE Regulations will make EVs table stakes Implications CAFE-III Proposals in MIDC @ 1,170 kerb weight CAFE III & IV will aim to drive drastic reduction in e
Slide 86: Indian PVs will transition towards software on wheels
PV and EV Business Update Indian PVs will transition towards “software on wheels” In line with global trends, traction is growing for advanced tech & experiences Software Defined Vehicles Advanced ADAS Smart Cockpit Experience Host of Features Investor Day 2025 85
Slide 87: Agenda
PV and EV Business Update Agenda Tata Motors Performance Industry Trends Our Strategy Going Forward Investor Day 2025 86
Slide 88: Key Strategic Pillars for TMPV & TPEM
PV and EV Business Update Key Strategic Pillars for TMPV & TPEM We will unlock growth opportunities by aligning focus areas with industry dynamics 1 Strengthen portfolio with product launches & launches in high growth segments 2 Drive EV leadership through key structural levers 3 Enhance the strengt
Slide 89: In FY26, our portfolio will be strengthened substantially
PV and EV Business Update In FY26, our portfolio will be strengthened substantially Interventions across hatch & SUV will drive growth across segments Hatch Portfolio Interventions SUV Portfolio Interventions Tiago 2025 Sierra - New Intervention Nameplate All New Harrier & Altroz MCE Safari Multi- p
Slide 90: We will strengthen our portfolio by FY30
PV and EV Business Update Looking ahead, we will strengthen our portfolio by FY30 7 new nameplates & 23 product refreshes will holistically enhance portfolio Existing Portfolio Product Portfolio & Interventions FY 30 PORTFOLIO Tiago Tigor Altroz Punch Nexon Curvv Harrier Safari 15+ Products across m
Slide 91: In EVs, we have a curated strategy for each segment
PV and EV Business Update In EVs, we have a curated strategy for each segment Reinforced, re-positioned & new products will allow us to win across segments Entry Segment Mid Segment High Segment Fleet Segment Current Market Share: 78%1 Current Market Share: 36%1 Currently Not Present Current Market
Slide 92: Our long-term EV strategy will support our leadership
PV and EV Business Update Our long-term EV strategy will support our leadership Bespoke EV products with even greater mainstreaming actions will strengthen EV volumes New Industry-Leading EV Products Addressing Barriers Supported by Even Greater Mainstreaming Actions Focus on driving confidence & aw
Slide 93: We will enhance our brand equity & drive aspiration
PV and EV Business Update We will enhance our brand equity & drive aspiration More relatable & aspirational brand will lay the foundations for long-term growth Driving Brand Aspiration Engagement & Experience Leveraging Martech • New TMPV Brand positioning and purpose • Showcase product credibility,
Slide 94: We will expand our network in line with our aspirations
PV and EV Business Update We will expand our network in line with our aspirations Sustainable increase in our network will enhance capacity for sales & service Sales Outlets Projection Tata PV Parc & Service Bays Projection Number of Sales Outlets PV Parc in Thousands & Number of Workshop Bays 19500
Slide 95: We will lead the transition towards Software Defined Vehicles
PV and EV Business Update We will lead the transition towards Software Defined Vehicles Through SDVs, we will transform the vehicles to deliver enriched customer experience Cars will have advanced features (incl. ADAS) Ability to deliver up-to-date features through updates High levels of in-car pers
Slide 96: We will enhance our profitability through key levers
PV and EV Business Update We will enhance our profitability through key levers We will progress towards our target 10% EBITDA for the Consolidated PV & EV Business BY FY30 WE ASPIRE TO DELIVER 10% EBITDA for Consolidated PV & EV Business Positive FCF for Consolidated PV & EV Business KEY LEVERS Inve
Slide 97: Sustainability will be core to our competitive advantage
PV and EV Business Update Sustainability will be core to our competitive advantage We are progressing strongly towards our sustainability commitments Net Zero Water Neutrality Waste Disposal to Landfill 100% RE Water Neutral Zero Waste to Landfill in operations by 2030 by 2030 by 2030 • We have alre
Slide 98: Siddharth Ray
Siddharth Ray Head – Customer Care, TMPVL & TPEML • 25 years of experience in automotive industry • Previously employed with Maruti Suzuki India Ltd. Investor Day 2025 97
Slide 99: PV Aftersales Transformation
PV Aftersales Transformation Siddharth Ray Head – Customer Care, TMPVL & TPEML Investor Day 2025 98
Slide 100: We need to transform aftersales experience
PV Aftersales Transformation We need to transform aftersales experience to meet evolving business and customer expectations Growth in service inflow Increase in technology complexity Rise in customer expectations Service inflow Service network (# of vehicles) (# of bays) 4.4M 3x growth 9K 1.5x growt
Slide 101: Aftersales transformation anchored around four key pillars
PV Aftersales Transformation Our aftersales transformation is anchored around four key pillars WE ASPIRE TO DELIVER High quality, Best-in-class Brand loyalty efficient service ownership experience TRANSFORMATION PILLARS Network Workshop efficiency Customer Channel expansion and effectiveness empathy
Slide 102: We have rapidly expanded our service network
PV Aftersales Transformation We have rapidly expanded our service network, with a focus on critical cities FY25 FY26 Critical cities Critical cities 21 identified 25 identified Critical Cities 700 Bays added 600 Bays targeted Critical cities Bays targeted 1100+ workshops across India, Pan India 1.3K
Slide 103: Revamping infrastructure and layout across workshops
PV Aftersales Transformation We are revamping the infrastructure and layout across workshops Key issues Transformation initiatives Workshop Infrastructure ambience upgrade State-of-the-art infra and premium ambience Workshop Layout layout redesign High efficiency layout to maximize productivity …imp
Slide 104: Improved workshop efficiency via process automation and redesign
PV Aftersales Transformation We have improved workshop efficiency and effectiveness via process automation and redesign Key issues Transformation initiatives Manual Process processes excellence Create a new Time and cost Job card service request estimate registered Process redesign via Kaizen Digita
Slide 105: Improved service quality through capability enhancement
PV Aftersales Transformation We have improved service quality through capability enhancement Key issues Transformation initiatives Real-time Product technical complexity support Technical command centre AI-enabled self-help tool Training Training capacity capacity expansion 4.5L+ hours of training d
Slide 106: Revamped roadside assistance
PV Aftersales Transformation We have revamped our roadside assistance to be fast, responsive, and digitally-enabled Key issues Transformation initiatives Inconsistent New roadside integrated and assistance digitised RSA Seamless customer journey with app-based tracking and visibility Poor on-site De
Slide 107: Transformation initiatives resulted in significant improvement
Aftersales Transformation Transformation initiatives have resulted in significant improvement Customer appreciation Customer complaints (# of positive mentions) (per ‘000 vehicles) Customer Experience 18% 20x growth reduction Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY25 FY23 FY24 FY25 Appreciation and social med
Slide 108: End-state vision to be the best in aftersales
PV Aftersales Transformation We have defined the end-state vision to make us the best in aftersales Network Infrastructure Customer access to State-of-the-art infra and service anywhere, premium ambience in anytime 100% workshops Capability Responsiveness Proactive and personalised Adaptive workforc
Slide 109: Balaje Rajan
Balaje Rajan Chief Strategy Officer TMPVL & TPEML • 18+ years of experience in engineering and strategy roles across automotive & manufacturing sectors • Responsible for Strategy, Connected Car, EV Ecosystem and International Business for PV-EV • Previously employed with Kearney, Tesla, Siemens Inve
Slide 110: Mainstreaming EVs
Mainstreaming EVs Balaje Rajan Chief Strategy Officer, TMPVL and TPEML Investor Day 2025 109
Slide 111: TPEML's mission is to drive mainstream adoption of EVs
Mainstreaming EVs TPEML’s mission is to drive mainstream adoption of EVs 01 02 03 TPEML was incorporated in FY22 Bold bet to pioneer EV market in TPEML’s aspiration is to drive net – making it India’s first EV India, which was nascent at that zero journey for Indian mobility focused 4W OEM time by m
Slide 112: Barriers to EV adoption in 2019
Mainstreaming EVs When we started our EV journey in 2019, we found several barriers to EV adoption Low customer acceptance for EVs Lack of EV ecosystem Range Anxiety Poor and unpredictable range, high charging time Supply Chain High Cost No conviction to invest, no technology access Higher vehicle p
Slide 113: We have been holistically addressing these barriers
Mainstreaming EVs We have been holistically addressing these barriers 01 02 03 Building the market for EVs Strengthening EV value proposition Creating the enabling ecosystem › Myth-busting and confidence-building › Aspirational products with high range, › Driving charging ecosystem growth across pri
Slide 114: First, we burst myths on EVs and created awareness
Mainstreaming EVs: Market Building First, we burst myths on EVs and created awareness Busting myths Kashmir to Kanyakumari Go.ev campaign Addressing common misconceptions around EVs Nexon.ev – Driven from Kashmir to Kanyakumari 100 Reasons to go EV to show that EVs can go anywhere Investor Day 2025
Slide 115: Promoting EVs as a lifestyle
Mainstreaming EVs: Market Building We have been promoting EVs as a lifestyle Customer Testimonials Evolve Community Solar Rooftop › Strong community of EV owners › Solar Rooftop & EV make for a completely green & cost-effective solution › Deeply engaged to evangelize EVs › Bundled EV + solar offers
Slide 116: Significant advocacy efforts to drive EV adoption
Mainstreaming EVs: Market Building Significant advocacy efforts made to drive EV adoption 1 Government Communicating stakeholder pain points to regulators Engagement Helping stakeholders understand technology enablers – 2 Knowledge Sharing e.g., charging ecosystem Building Awareness 3 Supporting wit
Slide 117: Pan-India network for EV sales & service
Mainstreaming EVs: Market Building We developed a pan-India network for EV sales & service Key Highlights SALES NETWORK 230+ 1100+ 07 Cities EV Sales EV-Exclusive Covered Touchpoints Stores SERVICE NETWORK 230+ 1100+ EV Shop-in-Shop display Cities EV-Exclusive EV-exclusive outlets Covered Workshop B
Slide 118: Aspirational products with progressively stronger value propositions
Mainstreaming EVs: Value Proposition We have been bringing aspirational products with progressively stronger value propositions Growing Range of TPEM Portfolio Aspirational Features (currently only on EVs) Max ARAI range offered (km) 627 V2V/V2L Charging 502 437 465 Arcade.ev 312 App Store QWD Capab
Slide 119: We have brought price parity to EVs
Mainstreaming EVs: Value Proposition We have brought price parity to EVs Price parity between EV and ICE models1 Key Drivers of Price Parity INR Lacs EV ICE Entry Automatic Reduction in Cost Reduction on Battery Prices Non-Cell Creative Automatic 22.95 23.06 14.79 14.32 Increased Upward pressure Loc
Slide 120: Holistic charging solutions for EV owners
Mainstreaming EVs: Charging We created a holistic charging solutions for EV owners, even as we launched our first EV in 2019 EV Charging Points Installed in the Seeding Phase (FY20-FY23) Seamless Home Powered by Fast Slow Charging Community Mobile Charging Charging 2,350 6 Ways of Charging with TATA
Slide 121: Open Collaboration launched in 2023 to drive public charging
Mainstreaming EVs: Charging We launched “Open Collaboration” in 2023 to drive growth of public charging, leveraging key CPOs Objectives of Open Collaboration 1.0 Open Collaboration Partners 01 Developing nationwide charging infrastructure for mainstreaming of EVs 02 Direct insights from 1 billion km
Slide 122: Open Collaboration unlocked growth of chargers
Mainstreaming EVs: Charging Open Collaboration has unlocked significant growth of chargers with over 1.8 lakh chargers in India Public Charging Points National Highway Coverage TATA.ev Home Charging Points '000 Every 50km radius '000 2.6X 4X 91% 160 22 60% 60 5.5 Apr '23 Mar '25 Apr '23 Mar '25 Apr
Slide 123: Charging discoverability and usability improved
Mainstreaming EVs: Charging Charging discoverability and usability has been improved through our ecosystem curation efforts .ev Verified Chargers TATA.ev Charging Call Center Payment Integration Assessed for: Environment 1800 209 8989 Amenities Accessibility 24x7 Public Charging support Op
Slide 124: Charging is now ubiquitous in most parts of India
Mainstreaming EVs: Charging Charging is now ubiquitous in most parts of India › Fast chargers are available in a 5-7 km radius Key Metros1 › Charging point available in a 3 km radius within city TML Dealers › 700+ Chargers in 500+ Sales/ Service outlets in 250+ cities › ~90% National Highways have a
Slide 125: EV owners are freely traveling across India
Mainstreaming EVs: Charging EV owners are freely traveling across India EVs have been driven across 5,900 km in Nexon EV 6,400 km in Curvv EV 95% of India’s road network › ~42% of TATA EV owners have driven more than 500 km in a single trip › ~77% of TATA EV owners have taken a trip that requires pu
Slide 126: Crossed the 2 Lac+ EVs milestone
Mainstreaming EVs These interventions helped us cross the 2Lac+ EVs milestone Cumulative Tata EV Sales Volumes in thousands 213 149 75 25 1 6 FY20 FY21 FY22 FY23 FY24 FY25 Investor Day 2025 125
Slide 127: Addressing residual concerns to drive EV mainstreaming
Mainstreaming EVs We will focus on addressing residual concerns to further drive our EV mainstreaming journey Residual Concerns Enhancing product value propositions via new launches and mid-cycle enhancements Charging infra awareness, reliability & charging speed Continued expansion of sales and s
Slide 128: Enhance EV value proposition with new launches and refreshes
Mainstreaming EVs: Value Proposition We will enhance the EV product value proposition with new launches and refreshes Upcoming New Launches Value Enhancing Refreshes Aspirational, Global Products Segment-leading capabilities Faster charging capability 500+ km range ICE price parity with supe
Slide 129: Democratize awareness of EV benefits via market development
Mainstreaming EVs: Market Development We will further democratize awareness of EV benefits, through focused market development Deepening EV Adoption through Network Growth Focused Market Development Initiatives Awareness building & value prop communication NETWORK 01 to specific user segments 230+ 1
Slide 130: TATA.ev Mega Chargers with Open Collaboration 2.0
Mainstreaming EVs: Charging Through Open Collaboration 2.0, we have launched TATA.ev Mega Chargers in partnership with 4 leading CPOs 01 Ultra Fast 120 kW Chargers 02 Designed for reliability 03 Locations with amenities 04 24x7 remote tech support 05 On-site support, in specific locations 06 Priorit
Slide 131: Enhance TATA.ev charging network pan-India in FY26
Mainstreaming EVs: Charging We will enhance TATA.ev charging network pan-India in FY26 Live TATA.ev Mega Chargers Planned TATA.ev Mega Chargers 01 300 chargers across 40+ key mobility corridors 02 Connecting 100+ cities and 20+ states 03 In-city chargers in key locations (e.g., malls, tech parks, co
Slide 132: Leverage thought leadership to drive maturation of charging infra
Mainstreaming EVs: Charging Going forward, e will leverage our thought leadership to drive maturation of charging infra in India Target 5X Growth of Charging Infra Deepen Open Collaboration Smart Charging Solutions FY25 FY30 • Scale up TATA.EV Mega Chargers to • Renewable energy bundling with AI 1,0
Slide 133: Leverage technology to establish residual value for EVs
Mainstreaming EVs: Residual Value We will leverage technology to establish residual value for EVs Establishing EV Resale Value Building the EV Resale Market In-house pricing engine developed for Tie-ups with partners for establishing EV resale value, leveraging telematics resale market for EVs Key p
Slide 134: Martin Uhlarik
Martin Uhlarik Global Design Head Tata Motors • 30+ years of experience in automotive design with leading global OEMs • Leading Tata Motors Design studios across India, UK and Italy • Previously employed with SAIC, Nissan, Skoda Investor Day 2025 133
Slide 135: Martin Uhlarik, Vice President of Design
MARTIN UHLARIK VICE PRESIDENT OF DESIGN
Slide 136: Revive
REVIVE 2021 - 2025 ASPIRATIONAL DESIGN LED SAFETY FOCUSED
Slide 137: Human centric design
HUMAN CENTRIC DESIGN 65% OF OUR CUSTOMERS ARE UNDER 35 YEARS OF AGE. GEN X GEN Y GEN Z
Slide 138: Circular inspiration
COLOURFUL EMOTIONAL DESIGN TEAM CIRCULAR INSPIRATI ON CUSTOMER SOCIAL TECH FORWARD
Slide 139: Ahead of the Curvv
AHEAD OF THE CURVV CONNECTING DIVERSE ASPIRATIONS WITH DESIRABLE DESIGN SOLUTIONS. REVIVE THRIVE
Slide 140: Thrive: Sierra
THRIVE : SIERRA REVIVING AN ICON INFLUENTIAL RECOGNISABLE MEMORABLE
Slide 141: Thrive: Avinya X
THRIVE : AVINYA X SETTING GLOBAL BENCHMARKS TIMELESS ELEGANT STATEMENT
Slide 142: The future is being shaped at our design studios
THE FUTURE IS BEING SHAPED RIGHT NOW AT OUR DESIGN STUDIOS IN INDIA, UK AND ITALY
Slide 143: Sven Patuschka
Sven Patuschka • Near 30 years of R&D leadership experience in Automotive CTO - TMPVL and TPEML OEMs across full vehicle projects, Electrical & Electronics, Autonomous Driving, Connected Services and User Experience for conventional and New Energy Vehicles • Leadership roles in multiple geographies
Slide 144: Software Defined Vehicles
Software Defined Vehicles Sven Patuschka Vice President and CTO, TMPVL and TPEML Investor Day 2025 135
Slide 145: Transform vehicles into connected & smart companions
Software Defined Vehicles TRANSFORM VEHICLES INTO CONNECTED & SMART COMPANIONS FOR ENRICHED CUSTOMER JOURNEYS Investor Day 2025 136
Slide 146: Strong foundation to embark on SDV journey
Software Defined Vehicles Strong foundation to embark on SDV journey Dedicated internal software integration 01 organization Specialized testing equipment for software 02 and electronic features (SiL1, HiL2) Software maturation process focused on 03 issue prevention Field software performance monito
Slide 147: Journey to an SDV-enabled future is well on track
Software Defined Vehicles TML’s journey to an SDV-enabled future is well on track Supporting incremental functionality through Domain Enabling software to 10+ Centralisation and define new features Distributed ECUs OTA Updates independent of per Vehicle DOMAIN underlying hardware BASIC C O N S O L I
Slide 148: Key benefits of Software Defined Vehicle
Software Defined Vehicles Key benefits of Software Defined Vehicle Significantly reduce time by developing a shared Scalability 01 hardware and software platform across vehicle segments Enables centralized E/E architecture Cost reduction through shared components 02 leading to efficient development
Slide 149: Key elements of TMPV Software Defined Vehicle platform
Software Defined Vehicles Key elements of TMPV Software Defined Vehicle platform Seamless Always Always Fully Experience Updatable Connected Assisted › Intuitive user experience through › High performance central › 5G+ high speed connectivity › Ground up designed, developed personalized and AI power
Slide 150: Delivering rich sensory customer experiences
Software Defined Vehicles Delivering rich sensory customer experiences Energy Mobility 01 Intelligent Assistant Media Gaming 02 Personalised Entertainment 03 Health and Well-Being Financials Social 04 LVMs (Large Vision Models) Enabled Services 05 Connected Services Shopping Health Work Tata Motors
Slide 151: Tata Motors' t.idal Architecture
Software Defined Vehicles Tata Motors’ t.idal Architecture Tata Intelligent Digital Architecture Layer Investor Day 2025 142
Slide 152: Success through partnerships
Software Defined Vehicles Success through partnerships Global Technology Partners Tata Eco-system Tata Motors is rapidly increasing its in-house software competencies Investor Day 2025 143
Slide 153: Way Forward
Software Defined Vehicles Way Forward › t.idal shall enable Compute Consolidation until 2026 & beyond Technology › State of the art cloud offering ability to connect multiple eco system partners › Capability of personnel in all functions being augmented with corresponding competence Competencies › M
Slide 154: Dhiman Gupta
Dhiman Gupta Chief Financial Officer Passenger Vehicles Business • 18+ years of experience in corporate finance and investment banking • Previous Experience: Standard Chartered Bank, Tata Sons Ltd Investor Day 2025 145
Slide 155: Financial Performance and Outlook
Financial Performance and Outlook Dhiman Gupta Chief Financial Officer, Passenger Vehicles Business Investor Day 2025 146
Slide 156: Journey over the years
PV Business Journey over the years… VAHAN Market Share (%) Revenue (₹K crores) EBITDA, CAPEX and EBITDA % Position well consolidated 5-year CAGR at 35% Responsible CAPEX funded mainly by EBITDA EBITDA CAPEX EBITDA % 10 15% 13.5 13.9 13.2 52.4 47.9 48.4 8 10% 11.4 6.4% 6.5% 6.9% 6 5.3% 8.0 31.5 2.0%
Slide 157: PV (ICE) Business has made significant improvements
PV Business PV (ICE) Business has made significant improvements ASP (PV ICE) NVB Business Annual Cost Reduction Fixed Cost ₹ 000’ ₹ crores % of Revenues % of Revenues › Average realization has steadily › Increase in NVB business from › Structural cost reduction arising › Organization wide fixed cost
Slide 158: Moderation in demand had significant impact on profitability
PV Business Moderation in demand had significant impact on profitability FY25 ENVIRONMENT FY26 OUTLOOK › Moderation in demand 1 › Higher dealer incentives to support stock levels › Higher consumer VMEs, price actions › Overall demand growth expected to be muted › Seasonally high stock levels, VME ›
Slide 159: P.A.C.E: Pivotal shift in cost reduction programs
PV Business P.A.C.E: Pivotal shift in cost reduction programs Existing Levers P.A.C.E1 › Y-o-Y cost saving targets ~5-6% › Focus on commercial settlements with vendors on back of rising volumes › Value engineering with low gestation and time to market › Delivered results, significant margins improve
Slide 160: Continue to develop the market for EVs and grow scale
PV Business We will continue to develop the market for EVs grow the scale of volumes Product and Innovation Driving EV Penetration Improving Profitability Leverage PLI Benefit intensity to be stepped up › Proactively drive EV penetration › Achieved EBITDA breakeven for › Tiago.ev, Tigor.ev and Punch
Slide 161: Outlook: Focus on improving market share and profits
PV Business Outlook: Focus on improving market share and profits Area PV EV Volume growth well ahead of market Market Shares Continued leadership 16% market share by FY27 (including EV) / Growth Penetration of EV: 20% by FY27; 30%+ by FY30 18-20% in another 2-3 years EBITDA Double Digit EBITDA Posit
Slide 162: Summary and Update on Demerger
Summary and Update on Demerger PB Balaji Chief Financial Officer, Tata Motors Group Investor Day 2025 153
Slide 163: Businesses are executing well-differentiated strategies
Tata Motors Limited The businesses are executing their well-differentiated strategies… Commercial Vehicles CV Passenger Vehicles PV Electric Vehicles EV › Win by: › Deliver robust market beating growth with an › Drive penetration by mainstreaming EVs always new, expansive portfolio • Improving custo
Slide 164: Recap: Rationale for the demerger
Tata Motors Limited Recap: Rationale for the demerger 01 Unlocking Shareholder Value 02 Sharpened Strategic Focus and Agility 03 Efficient Management and Capital Allocation 04 Tailored Investor Appeal 05 Simplified Group Structure with Continuity Investor Day 2025 155
Slide 165: Key Demerger Timelines
Tata Motors Limited Key Demerger Timelines Mar 4, 2024 Aug 1, 2024 Feb 2024 Mar 25, 2025 May 6, 2025 Jul 1, 2025 Sep 2025 to Dec 2025 TML Board approval NOC from Hon’ble Shareholder Appointed Final NCLT Scheme Listing and announces for Scheme of BSE/ NSE NCLT, Mumbai approval date for the approval e
Slide 166: The demerged companies will have strong underpinnings
Tata Motors Limited The demerged companies will have strong underpinnings Benefitting from the Tata Group Experienced Board and Leadership Getting AI Ready › Access to ‘Tata’ Brand › Illustrious board with diverse expertise Accelerators: › Strategic importance to the Tata Group › Exemplary governanc
Slide 167: Accounting nuance to note
Tata Motors Limited Accounting nuance to note Pre Demerger Post Demerger for FY26 Entities Entities Q1FY26 Q1FY26 (recast) Q2-Q4 FY26 CV segment + PV segment + JLR + Vehicle Financing + Investments + Tata Motors Limited Existing PV segment + Existing PV segment + Unallocable + Others (incl. TTL) (Co
Slide 168: In Summary
Tata Motors Limited In Summary 01 Each business will continue to execute its differentiated strategy flawlessly and realize its full potential 02 Continue the product and tech intensity and lead next phase of innovation 03 Fully transform into high performance, customer centric organization and leve
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