Tata Motors Passenger Vehicles Ltd · NSE:TMPV

Tata Motors Passenger Vehicles — Jaguar Land Rover Automotive — Investor Day (June 2023)

154 slides from Tata Motors Passenger Vehicles's investor day presentation, Jun 12, 2023

Slide 2: JR
JR
Slide 5: Agenda
AGENDA 09:30 Welcome 09:35 Adrian Mardell, Interim Chief Executive Officer - Overview of the Business Gerry McGovern, Chief Creative Officer - Modern Luxury and House of Brands Vision Lennard Hoornik, Chief Commercial Officer – House of Brands and Commercial Strategy 10:00 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
ADRIAN MARDELL - INTERIM CHIEF EXECUTIVE OFFICER
Slide 8: Proud Creators of Modern Luxury
PROUD CREATORS OF MODERN LUXURY
Slide 9: Proud Creators of Modern Luxury
JLR PROUD CREATORS OF MODERN LUXURY Become the creator of the world’s most desirable, modern luxury brands for the most discerning clients The peerless leader in modern luxury, Embracing the impossible, driving Delivering luxurious Transforming into a radical, delivering the exceptional for the most
Slide 10: We Are Delivering Results
WE ARE DELIVERING RESULTS STRONG Q4 FY23 STRONG DEMAND RESILIENCE AGAINST HEADWINDS Revenue £7.1bn Record order book Ongoing global chip supply of c.200k units constraints gradually easing EBIT 6.5% Range Rover, Inflationary pressures and energy Range Rover Sport & price increases being offset throu
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 Sustainability-rich reimagination of modern luxury TRANSFOR
Slide 12: House of Brands Complements Strategic Focus on Revenue and Value over Volume
HOUSE OF BRANDS COMPLEMENTS STRATEGIC FOCUS ON REVENUE AND VALUE OVER VOLUME
Slide 13: Architectures & Powertrains
ARCHITECTURES & POWERTRAINS MLA EMA JEA Modular Longitudinal Electrified Modular Jaguar Electrified Architecture Architecture Architecture Electrified ICE & BEV only architecture BEV only architecture BEV propulsion flexibility From 2025 From 2025 ICE from 2022 | BEV from 2024
Slide 14: Collaboration
COLLABORATION Our semiconductor strategy: We have announced a major strategic Tata Group operates across 10 partnership to jointly develop and verticals. We are harnessing this Establish true strategic deliver next-generation automated power through collaboration: partnerships driving systems plus A
Slide 15: Sustainability
SUSTAINABILITY NET ZERO BY SCOPE 1 & 2 TARGET SCOPE 3 TARGET OUR SUSTAINABILITY PILLARS 2039 46% 54% USE PHASE OF PRODUCTS PLANET REGENERATE 60 REDUCTION CO2E AVERAGE REDUCTION CO2E ENGAGE FOR GOOD EMISSIONS ABSOLUTE VALUE INTENSITY PER VEHICLE FROM SBTI TARGETS BY FROM JLR’S OWN ACTIVITIES JLR’S VA
Slide 16: Transformation - Refocus 2.0
TRANSFORMATION - REFOCUS 2.0 VALUE CREATION & BUSINESS EXCELLENCE OUR KPIs → ZERO HARM ENTERPRISE OPERATIONAL FRAMEWORK → EBIT → NET DEBT → VARIABLE PROFIT A T TRAC T & → BRAND EQUITY C R E A T E PR O D U C T S PL AN, B U Y R E T A IN i & S E R V IC E S & M A KE C U S T O ME RS → SCHEDULED V NON-SCH
Slide 17: Reimagine Will Deliver
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. £2bn in FY24 FREE CASH FLOW Continuing to be significantly positive thereafter NET DEBT ZERO Net cash from FY25
Slide 18: Our People
OUR PEOPLE
Slide 20: Prof. Gerry McGovern OBE
PROF. GERRY McGOVERN OBE - CHIEF CREATIVE OFFICER
Slide 21: Overall Vision
O V E R A LL V I S I O N To become proud creators of some of the world’s most desirable modern luxury brands for the world’s most discerning clients.
Slide 22: House of Brands Statement
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 the c
Slide 23: Range Rover Defender Discovery Jaguar
RANGE ROVER DEFENDER DISCOVERY JAGUAR
Slide 24: Repositioning into Modern Luxury
REPOSITIONING INTO MODERN LUXURY
Slide 25: Radically Reimagined Brand, Portfolio and Route to Market
Radically reimagined brand. Radically reimagined vehicle portfolio. Radically reimagined route to market.
Slide 26: Modern Luxury Behaviours
STAGE 1 MODERN LUXURY BEHAVIOURS
Slide 27: Our Seven Modern Luxury Principles
OUR SEVEN MODERN LUXURY PRINCIPLES 01 02 03 04 05 06 07 CURATION FUTURE-FACING EFFORTLESS ENGAGING REDUCTIVE GLOBAL CITIZENSHIP UNIQUE
Slide 28: Becoming Four Distinct Modern Luxury Brands
STAGE 2 BECOMING FOUR DISTINCT MODERN LUXURY BRANDS
Slide 29: Brand Worlds
BRAND WORLDS BRAND WORLDS WHAT WHAT IS IS A A BRAND BRAND WORLD WORLD A set of intangibles and tangibles that helps shape people’s perception of a brand and it’s products. A set of intangibles and tangibles that helps shape people’s perception of a brand and it’s products. A luxury brand world maxim
Slide 30: Brand Worlds: Provenance
BRAND WORLDS RANGE ROVER DEFENDER DISCOVERY JAGUAR PROVENANCE PROVENANCE PROVENANCE PROVENANCE BRITISH (ORIGINALITY) BRITISH (ADVENTURE) BRITISH (INGENUITY) BRITISH (CREATIVITY) 1970 1948 1989 1935 EXEMPLARY DESIGN DESIGNED TO ROVE DESIGNED FOR ANY FAMILY COPY OF NOTHING UTILITY TO LUXURY BEACON OF
Slide 31: Brand Worlds: Aesthetic
BRAND WORLDS RANGE ROVER DEFENDER DISCOVERY JAGUAR AESTHETIC AESTHETIC AESTHETIC AESTHETIC ICONIC HEROIC HUMAN CENTRED UNIQUE
Slide 32: Brand Worlds: Craftsmanship
BRAND WORLDS RANGE ROVER DEFENDER DISCOVERY JAGUAR CRAFTSMANSHIP CRAFTSMANSHIP CRAFTSMANSHIP CRAFTSMANSHIP FINEST DURABLE VERSATILE DISINCTIVE
Slide 33: Brand Worlds: Scarcity
BRAND WORLDS RANGE ROVER DEFENDER DISCOVERY JAGUAR SCARCITY FIRST EDITIONS LIMITED EDITIONS ONE OF ONE
Slide 34: Product Design Strategies from Each House
PRODUCT DESIGN STRATEGIES FROM EACH HOUSE REFINED MODERNISM ORIGINAL VISIONARY EXCELLENCE BRUTALIST MODERNISM HEROIC CHARISMATIC INSPIRATIONAL ECLECTIC MODERNISM DEMOCRATIC ADAPTABILITY INGENIOUS EXUBERANT MODERNISM UNIQUE FEARLESS PROGRESSIVE INFORM & GUIDE – CREATIVE HUBS – PRODUCTS STORYTELLING
Slide 35: Modernist Design Philosophy
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: Clean, Reductive – Forward Thinking
MODERNIST DESIGN CLEAN, REDUCTIVE – FORWARD THINKING
Slide 37: JR
JR
Slide 38: JLR
JLR
Slide 39: JR
JR
Slide 40: House of Brands Summary
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 Group
Slide 42: Lennard Hoornik
LENNARD HOORNIK - CHIEF COMMERCIAL OFFICER
Slide 43: Change Is Faster Than Ever Before
CHANGE IS FASTER THAN EVER BEFORE Customers, technology, competition and new business models going direct
Slide 44: Global Premium SUV Segments up to FY27
GLOBAL PREMIUM SUV SEGMENTS UP TO FY27 Even on conservative IHS forecast we see growth in our segments 2022 2027 SUV 5 Upwards Competition SUV 4 SUV 3 Base SUV 2 Cost Competition SUV 1 ICE EV2 Penetration% (volume) 1 . S O U R C E : I H S M A R K E T F O R E C A S T U P D A T E 2 0 2 3 J A N . 2 . E
Slide 45: North America Premium SUV Segments up to FY27
NORTH AMERICA PREMIUM SUV SEGMENTS UP TO FY27 For example in North America, our strategy will accelerate EV segments further than below 2022 2027 SUV 5 0.1% (0.1k) 33% (6k) Upwards Competition SUV 4 10% (61k) 37% (267k) SUV 3 28% (217k) 65% (642k) Base SUV 2 55% (171k) 16% (31k) Cost Competition SUV
Slide 46: Total Global Premium Segments
TOTAL GLOBAL PREMIUM SEGMENTS Now stabilising and electrification starting to increase 10,848k 10,534k 10,938k 2,255k (21%) 2,815k (26%) 1,509k (14%) ] FY20/21 FY21/22 FY22/23 ICE EV3 Penetration% and volume 1 . T O T A L P R E M I U M S E G M E N T F Y 2 1 - F Y 2 . 2 . S O U R C E : I H S M A R K
Slide 47: One Example of Our EV Strategy
ONE EXAMPLE OF OUR EV STRATGY Benefit bespoke platform 46% 54% BRAND PRODUCT EV PROPULSION Peerless luxury ++ low noise Off road capability ++ torque Leads by example for leaders, peerless Modernist design ++ no impact refinement Smoothest of drive ++ gravity
Slide 48: Our JLR Portfolio Development Responding to EV
OUR JLR PORTFOLIO DEVELOPMENT RESPONDING TO EV BEV mix increases in FY26 with introduction of MLA BEV and then accelerates rapidly as EMA and JEA programmes are launched 100.0% 80.0% 60.0% 40.0% 20.0% 0.0% FY24 FY25 FY26 FY27 FY28 FY29 BEV PHEV Petrol Diesel
Slide 49: Market Share Development
MARKET SHARE DEVELOPMENT Our brands desirability will drive segments MARKET SHARE H2 FY23 FY26 GROUP 1 HIGH PROFITABILITY CARS 12% 17% e.g. Range Rover GROUP 2 MEDIUM PROFITABILITY CARS 5.5% 5.8% e.g. Velar GROUP 3 LOWER PROFITABILITY CARS 0.7% 0% e.g. Jaguar Sedan
Slide 50: Order Bank Development
ORDER BANK DEVELOPMENT Range Rover, Range Rover Sport and Defender account for 76% of order bank 200 Other Other Other Other 150 Defender Defender Other Defender Natural order bank level Other Defender pre-COVID 110k 100 Range Range Other Rover Rover Other Range Defender Rover Range 50 Defender Rove
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 5% 9% 8% 4% 7% 6% 3% 5% VME % GVR FMI % NVR 4% 2% 3% 1% 2% 1% 0% 0% FY19 FY20 FY21 FY22 FY23
Slide 52: Maintaining a Desirability Strategy
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
Slide 53: House of Brands
HOUSE OF BRANDS Creating growth through desirability
Slide 54: House of Brands
HOUSE OF BRANDS Creating growth through desirability
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 S o u r c e : B E E Q 4 2 0 2 2 ; A v e r a g e t a k e n a c r o s s m a r k e t s ( C h i n a , U S A , U K , G e r m a n y a n d A u s t r a l i a ; b
Slide 56: House of Brands: Defender Appeal and Demand
HOUSE OF BRANDS Defender has strong appeal and engagement is increasing globally DEFENDER APPEAL As a new brand, defender has significantly stronger appeal in the US than the competition DEFENDER DEMAND Increasing investment activity in media O4 FY22 and Q1 FY23 resulting in significant increase in
Slide 57: A Client and Brand-Led Organisation
A CLIENT AND BRAND-LED ORGANISATION Our team of experts empowered and focused on client experience
Slide 58: Our Commercial Strategy
OUR COMMERCIAL STRATEGY Modern Luxury at every client touch point, creating ingenious moments DIGITAL GO-TO-MARKET GROWTH SIMPLICITY TRANSFORMATION
Slide 59: Go-to-Market
GO-TO-MARKET Our Retail spaces unique, engaging, effortless and client centred driven by new business models
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 OUR CLIENTS FOR RETAILERS Seamless journeys Client focused experience Direct client relationships Enjoyable and ingenious moments Stabilised returns Rebalanced value chain
Slide 61: A Modern Luxury Business Model: South Africa Agency
A MODERN LUXURY BUSINESS MODEL South Africa Agency live Q4 FY23 AGENCY DELIVERY HEADLINES FOR JLR OUR CLIENTS FOR RETAILERS Customer Satisfaction Stock Turn Retailer Profit Purchase NPS 982 48 day to 27 days 3.4% 1. Pricing is at Retailer’s discretion 1 . P r i c i n g i s a t R e t a i l e r ’ s d
Slide 62: A Modern Luxury Business Model: Launched in Europe
A MODERN LUXURY BUSINESS MODEL Launched in Europe Q1 FY24
Slide 63: Growth - The Right Places and Audiences Rather Than Everywhere
GROWTH - THE RIGHT PLACES AND AUDIENCES RATHER THAN EVERYWHERE
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Slide 65: Simplicity
SIMPLICITY Embracing an effortless client experience with curated packs for new products and services. Reducing over 80% of complexity, true simplification.
Slide 66: Simplicity
SIMPLICITY Simplifying client experience at every touch point, explore your brand world
Slide 67: Digital Transformation
DIGITAL TRANSFORMATION Connecting web, app and car seamlessly in the future
Slide 68: Modern Luxury EV Experience
MODERN LUXURY EV EXPERIENCE ENERGY NAVIGATION ACCESSIBLE CURATED PLUG & TARIFF INTEGRATION CHARGING CHARGING CHARGE
Slide 69: Our Commercial Strategy
OUR COMMERCIAL STRATEGY Modern Luxury at every client touch point, creating ingenious moments DIGITAL GO-TO-MARKET GROWTH SIMPLICITY TRANSFORMATION
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Slide 71: Jaguars will be a copy of nothing
Sir William Lyons, Jaguar’s founder and visionary said: JLR Jaguars will be a copy of nothing.
Slide 72: British Luxury Brand: A Copy of Nothing
BRITISH LUXURY BRAND A COPY OF NOTHING TOTALLY UNIQUE, VISIONARY AND FEARLESS FROM: MORE UNIVERSAL APPEAL TO: BACK TO A COPY OF NOTHING
Slide 73: Design Strategy
DESIGN STRATEGY EXUBERANT MODERNISM UNIQUE FEARLESS PROGRESSIVE
Slide 74: Jaguars will be a copy of nothing
“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.” PROF. GERRY McGOVERN OBE Chief Creative Officer, JLR
Slide 75: Project Renaissance
PROJECT RENAISSANCE Pivotal moment for the brand Three design teams 18 models
Slide 76: Inspire Like No Other
BRAND WORLD INSPIRE LIKE NO OTHER
Slide 77: JLR
JLR
Slide 78: A Copy of Nothing
JLR A COPY OF NOTHING
Slide 79: A Copy of Nothing
A COPY OF NOTHING. A COPY OF NOTHING
Slide 80: Jaguar Reimagined
JAGUAR REIMAGINED An all-electric modern luxury brand by 2025 Entirely new brand, new business model and new competencies
Slide 81: Beyond the Product
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
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
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
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Slide 85: Qing Pan
QING PAN - PRESIDENT, JLR CHINA
Slide 86: Profitability of JLR in China in FY23 Reached Highest in 5 Years
PROFITABILITY OF JLR IN CHINA IN FY23 REACHED THE HIGHEST IN 5 YEARS DESPITE COVID LOCKDOWN AND OTHER CONSTRAINTS CONTINUED SECURED MAINTAINED BUILT CONSISTENT SALES & SERVICE SUPPLY PRODUCTION CAPABILITY STRATEGY
Slide 87: JLR China Maintained Its Share in Premium Market and Key Segments
JLR CHINA MAINTAINED ITS SHARE IN BOTH PREMIUM MARKET AND KEY SEGMENTS 3,794k 3,456k 3,405k 487k (14%) 640k (19%) 274k (7%) 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: Penetration of NEV in Premium Segment Predicted to Be Slower
THE PENETRATION OF NEV IN PREMIUM SEGEMENT IS PREDICTED TO BE SLOWER... ...BUT IT WILL COME NEV PENETRATION RATE (%) 2022 2025 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
KEYS TO ENSURE JLR’S SUCCESS IN CHINA BEV READINESS MODERN LUXURY IMPLEMENTATION GO-TO-MARKET ADAPTATION
Slide 92: Nick Collins
NICK COLLINS - EXECUTIVE DIRECTOR VEHICLE PROGRAMMES
Slide 93: Two Years of Delivering Reimagine
TWO YEARS OF DELIVERING REIMAGINE MLA RANGE ROVER DEFENDER 130 RR SV PHEV 2021 2022 2023 TODAY REIMAGINE MLA RANGE SV ANNOUNCEMENT ROVER SPORT
Slide 94: Range Rover SV
VEHICLE PROGRAMMES TIMELINE RANGE ROVER SV Range Rover SV image
Slide 95: Range Rover SV / Range Rover Sport SV
RANGE ROVER SPORT SV JLR RANGE ROVER SV RANGE ROVER SPORT SV
Slide 96: Range Rover Sport SV: Amplifying the Key Ingredients
RANGE ROVER SPORT SV AMPLIFYING THE KEY INGREDIENTS 635PS, 800Nm Twin Turbo V8, 0-60mph in 3.6s SV Unique Design changes Carbon Ceramic Brakes – Unique 8-piston Caliper and Largest Disc in Industry Carbon Fibre Interior and Exterior content 23” Carbon Fibre Wheels – Performance Seat with 3D Knit – E
Slide 97: MLA EMA JEA
MLA EMA JEA EVA CONTINUUM ELECTRIC DRIVE POWER ENGINES BATTERIES UNITS ELECTRONICS
Slide 98: ICE BEV
ICE BEV V8 ENGINE FRONT EDU REAR EDU P6 ENGINE D6 ENGINE CELLS BATTERY PACKS P6 PHEV POWER ELECTRONICS TRANSMISSION
Slide 99: MLA Electrification
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
THE NEXT TWO YEARS OF DELIVERING REIMAGINE BEV RANGE ROVER EMA PRE-ORDER BOOK OPEN TO SELECT CLIENTS TODAY 2024 2026 2025 BEV RANGE ROVER JEA MLA
Slide 101: Compliance Outlook
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. FORECAST POWERTRAIN MIX REGION REGULATORY ASSUMPTION 100% Derogated target for fleet average CO2 EU reduces by 15% in 2025 from 159gCO2/
Slide 102: Compliance Outlook
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 pur
Slide 103: Electrification Is a Journey
ELECTRIFICATION IS A JOURNEY
Slide 105: Thomas Müller
THOMAS MÜLLER - EXECUTIVE DIRECTOR PRODUCT ENGINEERING
Slide 106: Our Engineering Technical Ambition
OUR ENGINEERING TECHNICAL AMBITION A modern luxury customer experience through: Sustainability and Net Zero Digital Ecosystem Building Customer Trust Energy Ecosystem Peerless Refinement Welcome & Tranquil Sanctuary Supreme Driving
Slide 107: Global Engineering Locations
UK - MANCHESTER GERMANY - MUNICH Software Development Digital Engineering IRELAND - SHANNON Software Development HUNGARY - BUDAPEST Technical Engineering USA - PORTLAND CHINA - SHANGHAI Research & Collaboration Software and Technical Engineering INDIA – BANGALORE UK – GAYDON & WHITLEY Software and T
Slide 108: Platform Takes It All
“PLATFORM TAKES IT ALL” JLR CONTINUES TO ENHANCE ENGINEERING CAPABILITY IN KEY TECHNOLOGY AREAS DIGITAL PROPULSION ENERGY • Intelligent cabin • Batteries • Energy Management System • Connected vehicle cloud • EDU • Charging • Autonomous driving • HV systems • Energy storage Updatability | Upgradabil
Slide 109: The Road to Automated Driving Experiences
THE ROAD TO AUTOMATED DRIVING EXPERIENCES REIMAGINE IS BUILT ON PARTNERSHIPS WITH LEADERS IN THEIR FIELD From 2025, all new vehicles will be built on NVIDIA DRIVE ™ platform and feature level 2+ technology
Slide 110: The Era of the Intelligent Car
THE ERA OF THE INTELLIGENT CAR ALWAYS ON, ALWAYS CONNECTED 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
ENERGY – TODAY, TOMORROW, FUTURE
Slide 112: Best-in-Class Battery Technology
BEST-IN-CLASS BATTERY TECHNOLOGY LEVERAGING THE POWER OF THE TATA GROUP S ta c k e d Pr isma tic Ce l l 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
SECURING KEY CONTROL POINTS IN BATTERY VALUE CHAIN MLA BEV | EMA | JEA Cell Raw Cell Format Cell Testing Module & Pack Repurpose Material Cell Validation Material Material & Design Design & Recycle Synthesis & Design Production for the & Reuse Extraction Validation Testing Application Agratas to Inf
Slide 114: Energy Efficiency
ENERGY EFFICIENCY ADVANCED CELL & CELL-TO-PACK TECHNOLOGY OFFER NEARLY TWICE THE RANGE OF I-PACE & IMPROVED VOLUMETRIC & GRAVIMETRIC ENERGY DENSITY I-PACE E M A U L TJRE AA R A N G E 84 kWh up to 120 kWh 387 litres 342 litres up to 395 km (246 miles) up to: 730 km (450 miles)
Slide 115: Fast Charging
FAST CHARGING TARGETING UP TO 320KM (200 MILES) IN A 15-MINUTE CHARGE
Slide 116: Race to Road
RACE TO ROAD BATTERY ELECTRIC DRIVE UNIT MOTION
Slide 117: Quality Central to Modern Luxury
QUALITY CENTRAL TO MODERN LUXURY £160m INVESTMENT IN STATE-OF-THE-ART TESTING FACILITIES IN JUST 2 YEARS 6 DEGREES OF FREEDOM DURABILITY RIG NEW ELECTROMAGNETIC COMPATIBILITY TEST FACILITY Significant investment in testing infrastructure for hardware and software, especially in electrical powertrain
Slide 119: Barbara Bergmeier
BARBARA BERGMEIER - EXECUTIVE DIRECTOR INDUSTRIAL OPERATIONS
Slide 120: Industrial Operations: We Have Delivered Despite Ongoing Challenges
INDUSTRIAL OPERATIONS: WE HAVE DELIVERED DESPITE ONGOING CHALLENGES SUCCESSES The Ramp up of volume production for Enabled end to end supply chain visibility Global ‘polycrisis’ driving need for risk & resilience Defender, RR and RRS through digitisation actions underpinned by supply chain transpare
Slide 121: Industrial Operations Team: Manufacturing, Procurement and Supply Chain
INDUSTRIAL OPERATIONS TEAM ENCOMPASSES ALL MANUFACTURING, PROCUREMENT AND SUPPLY CHAIN OPERATIONS PLAN BUY MAKE • Supply Chain Planning • Procurement • Global Manufacturing • Material Fulfilment • Sourcing Strategy • Engine Manufacturing • Supply Chain Risk Management • Supplier Relationship Managem
Slide 122: Industrial Operations: Clear Priorities
INDUSTRIAL OPERATIONS: CLEAR PRIORITIES Our Digitisation Transparent dialogue with suppliers Development of global footprint transformation is underway to encourage stronger relationships and supplier network Stability in our Prepare launches, build Partnership agreements signed for manufacturing pl
Slide 123: Change in Approach to Volume Planning and Delivery
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: FY23 Plan supports 400K wholesales Production Plan Production Actuals Shortfall Build t
Slide 124: Agreements with Semiconductor Suppliers
OUR AGREEMENTS WITH SEMICONDUCTOR SUPPLIERS HAVE BEEN AT THE HEART OF THE EFFORT Direct agreements increasing Security of supply agreements: New business capacity transparency, collaboration, ensuring security of supply for agreements: covering future and relationships '23/'24 business business • We
Slide 125: Transforming Industrial Operations from Reactive to Predictive
WE ARE TRANSFORMING OUR INDUSTRIAL OPERATIONS FROM REACTIVE TO PREDCITIVE REACTIVE PREDICTIVE COLLABORATIVE AUTOMATED CONNECTED ORCHESTRATION UNITED RISK STABILITY PLANNING TRANSPARENCY CREATION OF SUPPLY CHAIN INDUSTRIAL OPERATIONS ORGANISATION 2021 2022 2023 2024
Slide 126: Electrification Industrialisation Plans Well Advanced
OUR ELECTRIFICATION INDUSTRIALISATION PLANS ARE WELL ADVANCED HALEWOOD EPMC, WOLVERHAMPTON ELECTRIC JLR'S FIRST ALL ELECTRIC PRODUCTION PROPULSION MANUFACTURING FACILITY WITH EMA CENTRE ELECTRIC DRIVE UNIT ASSEMBLY BAC HAMS HALL BATTERY ASSEMBLY CENTRE CASTLE BROMWICH WILL BE REPURPOSED WITH FUTURE
Slide 127: Global Production Footprint Outside the UK
WE ALSO HAVE A GLOBAL PRODUCTION FOOTPRINT OUTSIDE THE UK GRAZ CONTRACT DUE TO END IN 2027 HUNGARY - BUDAPEST Procurement AUSTRIA - GRAZ SLOVAKIA - NITRA Contract Manufacturing Vehicle Manufacturing Contract ends mid-2020’s CHINA – CHANGSHU Vehicle & Engine Manufacturing BRAZIL - ITATIAIA Vehicle Ma
Slide 128: Production Capacity Being Rationalised Under Reimagine
PRODUCTION CAPACITY BEING RATIONALISED UNDER REIMAGINE 110% 90% 70% Global 2-shift capacity Utilisation 50% FY23 FY24 FY25 FY26 FY27 Production capacity excludes CJLR Joint Venture
Slide 129: Summary
SUMMARY We have a strong plan to deliver FY24 commitments Q1 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 132: Francois Dossa
FRANCOIS DOSSA - EXECUTIVE DIRECTOR STRATEGY AND SUSTAINABILITY
Slide 133: Reimagine
REIMAGINE Our strategy is aligned to Tata Group’s Project Aalingana and encompasses 3 focus areas: Confidential ©2023
Slide 134: Transforming Our Business Across the Full Value Chain
Transforming our business across the full Acting as a global citizen for sustainable Doing business responsibly and with value chain development in the communities and integrity environments in which we operate CARBON NET ZERO BY 2039 REDUCED INEQUALITIES PROACTIVE ESG RISK MANAGEMENT CIRCULAR ECONO
Slide 135: Enhanced Disclosure of Science-Based Targets Performance
JAGUAR LAND ROVER AUTOMOTIVE PLC 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) and ISAE 3410
Slide 136: Our Climate Transition to 2030
OUR CLIMATE TRANSITION TO 2030 SCOPE 1 & 2 SCOPE 3 PURCHASED GOODS & SERVICES AND USE OF SOLD PRODUCTS (PER VEHICLE) SBTI TARGETS BY 2030 46% 54% NET ZERO BY A SUSTAINABILITY RICH REIMAGINATION OF MODERN LUXURY, UNIQUE CUSTOMER EXPERIENCES, AND POSITIVE SOCIETAL IMPACT . 2039 OUR AIM IS TO ACHIEVE N
Slide 137: Our Decarbonisation Levers
OUR DECARBONISATION LEVERS SCOPE 1 & 2 SCOPE 3 111 projects: ✓ Suppliers net-zero and SBTi 2030 ✓ Sustainability for brand, info and new services to customers ✓ Energy consumption efficiency ✓ Recycled materials ✓ Circular Economy business models ✓ Renewable energy use ✓ Circular Economy Design-to-E
Slide 138: Product Milestones
PRODUCT MILESTONES 2024 2025 2030 2036 2039 First BEV Jaguar All JLR nameplates Zero tailpipe Net zero carbon Range Rover pure-electric available in BEV emissions emissions
Slide 139: FY2022/23 Performance Against Targets
FY2022/23 PERFORMANCE AGAINST TARGETS SCOPE 1 & 2 SCOPE 3 152ktCO2e 64tCO2e/vehicle FY2022/23 absolute scope 1 & 2 emissions. FY2019/20 baseline 201ktCO2e FY2022/23 scope 3 combined purchased goods & services and use of sold products per vehicle emissions. FY2019/20 baseline 64.31tCO2e/vehicle 24.6%
Slide 140: FY2022/23 Sustainability Achievements
FY2022/23 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 ✓ Ad
Slide 141: Diversity and Inclusion: 5 Year Strategy with 3 Key Targets
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 A L L S EN I OR L EA D ER S GL OB A L L Y T O B E F EM A L E, BY 2026 16%
Slide 142: Diversity and Inclusion: Achievements
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 TRAINING AND DEVELOPMENT Three e-learning mod
Slide 143: Richard Molyneux
RICHARD MOLYNEUX - INTERIM CHIEF FINANCIAL OFFICER
Slide 144: Significant Improvement in Break Even Point and Average Revenue
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 80 Avg. revenue per unit (£k) 75 70 65 60 660 55 540 50 400 330 45 300 40 35 30 FY19 FY20 FY21 FY22 FY2
Slide 145: We Are Delivering
WE ARE DELIVERING Strong finish to FY23 supported by product launches and volume growth FY23 | IFRS, £m REVENUE EBIT MARGIN 7,102 6.5% 6,041 3.8% 5,260 1.0% 4,406 (4.4)% Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY23 Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY23 PBT (bei)* FREE CASH FLOW 368 265 815 490 (15) (173) (524) (769) Q
Slide 146: Continuing to Execute Transformation
CONTINUING TO EXECUTE TRANSFORMATION To improve future business performance BUSINESS EFFICIENT HOUSE OF BRANDS EXCELLENCE INVESTMENT Modern Luxury Manufacturing Partnership with Tata Reimagine Jaguar Selling Third party partnerships Mix management Other operating costs Simplified platform strategy
Slide 147: High Inflation in FY23 Offset by Refocus
HIGH INFLATION IN FY23 OFFSET BY REFOCUS FY23 SOURCES OF INFLATION REFOCUS SAVINGS IN FY23 MARKET PERFORMANCE • £600m value contribution • Primarily re-pricing and optimisation of available semi-conductor using data analytics COSTS • £100m labour and quality cost saving through Agile transformation
Slide 148: Investment Spending of £15 Billion Over the Next 5 Years
INVESTMENT SPENDING OF £15 BILLION OVER THE NEXT 5 YEARS Reduction in architectures and leveraging partnerships, eg Agratas investment in cell manufacturing REDUCTION IN ARCHITECTURES PARTNERSHIPS TO REDUCE INVESTMENT SPENDING (£M) FROM 7 TO 3 INVESTMENT COSTS MLA c.3,000 c.3,000 c.3,000 c.3,000 c.3
Slide 149: Expect EBIT Margin >6% in FY24, >10% by FY26
EXPECT EBIT MARGIN >6% IN FY24, >10% BY FY26 Driven by Revenue growth, sales quality and new platforms H2 FY23 FY26+
Slide 150: Strong Cash and Liquidity
STRONG CASH AND LIQUIDITY Reducing net debt and manageable maturity schedule TOTAL DEBT £6,789 IFRS | £m TOTAL 816 LIQUIDITY £5,312 1,520 undrawn RCF 1,520 undrawn RCF Total CY23 CY24 CY25 CY26 CY27 CY28 CY29 Total Liquidity Debt *£0.6bn equivalent China loan facility extended to CY26 but shown at n
Slide 151: Net Debt Expected to Continue to Reduce
NET DEBT EXPECTED TO CONTINUE TO REDUCE Expect to turn net cash positive from 2025 £m Net cash (736) < (1,000) (2,220) (1,915) (3,199) (2,996) (Net debt) FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26
Slide 152: Reimagine Will Deliver
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. £2bn in FY24 FREE CASH FLOW Continuing to be significantly positive thereafter NET DEBT ZERO Net cash from FY25

Jaguar Land Rover Automotive — Investor Day (June 2023) on 6ix

Tata Motors Passenger Vehicles — Jaguar Land Rover Automotive — Investor Day (June 2023)

Slide 1: Investor Day 2023

Slide 2: JR

Slide 3: Insert New Reimagine Film

Slide 4: Welcome

Slide 5: Agenda

Slide 6: Disclaimer

Slide 7: Adrian Mardell

Slide 8: Proud Creators of Modern Luxury

Slide 9: Proud Creators of Modern Luxury

Slide 10: We Are Delivering Results

Slide 11: Delivering Our Reimagine Strategy Remains Our Priority

Slide 12: House of Brands Complements Strategic Focus on Revenue and Value over Volume

Slide 13: Architectures & Powertrains

Slide 14: Collaboration

Slide 15: Sustainability

Slide 16: Transformation - Refocus 2.0

Slide 17: Reimagine Will Deliver

Slide 18: Our People

Slide 19: Closing Remarks

Slide 20: Prof. Gerry McGovern OBE

Slide 21: Overall Vision

Slide 22: House of Brands Statement

Slide 23: Range Rover Defender Discovery Jaguar

Slide 24: Repositioning into Modern Luxury

Slide 25: Radically Reimagined Brand, Portfolio and Route to Market

Slide 26: Modern Luxury Behaviours

Slide 27: Our Seven Modern Luxury Principles

Slide 28: Becoming Four Distinct Modern Luxury Brands

Slide 29: Brand Worlds

Slide 30: Brand Worlds: Provenance

Slide 31: Brand Worlds: Aesthetic

Slide 32: Brand Worlds: Craftsmanship

Slide 33: Brand Worlds: Scarcity

Slide 34: Product Design Strategies from Each House

Slide 35: Modernist Design Philosophy

Slide 36: Modernist Design: Clean, Reductive – Forward Thinking

Slide 37: JR

Slide 38: JLR

Slide 39: JR

Slide 40: House of Brands Summary

Slide 41: Thank You

Slide 42: Lennard Hoornik

Slide 43: Change Is Faster Than Ever Before

Slide 44: Global Premium SUV Segments up to FY27

Slide 45: North America Premium SUV Segments up to FY27

Slide 46: Total Global Premium Segments

Slide 47: One Example of Our EV Strategy

Slide 48: Our JLR Portfolio Development Responding to EV

Slide 49: Market Share Development

Slide 50: Order Bank Development

Slide 51: Maintaining a Desirability Strategy

Slide 52: Maintaining a Desirability Strategy

Slide 53: House of Brands

Slide 54: House of Brands

Slide 55: Our Brands Have Power

Slide 56: House of Brands: Defender Appeal and Demand

Slide 57: A Client and Brand-Led Organisation

Slide 58: Our Commercial Strategy

Slide 59: Go-to-Market

Slide 60: A Modern Luxury Business Model

Slide 61: A Modern Luxury Business Model: South Africa Agency

Slide 62: A Modern Luxury Business Model: Launched in Europe

Slide 63: Growth - The Right Places and Audiences Rather Than Everywhere

Slide 64: Laid faye os j

Slide 65: Simplicity

Slide 66: Simplicity

Slide 67: Digital Transformation

Slide 68: Modern Luxury EV Experience

Slide 69: Our Commercial Strategy

Slide 70: |

Slide 71: Jaguars will be a copy of nothing

Slide 72: British Luxury Brand: A Copy of Nothing

Slide 73: Design Strategy

Slide 74: Jaguars will be a copy of nothing

Slide 75: Project Renaissance

Slide 76: Inspire Like No Other

Slide 77: JLR

Slide 78: A Copy of Nothing

Slide 79: A Copy of Nothing