Strategic Priorities




Several product launches (CV); capture higher payload and better TCO (total cost to ownership) requirements.

2017-18 launches:

  • 10 product launches in medium, heavy and intermediate commercial vehicles
  • XL family in SCV, Yodha Range in 4*4 pickups
  • Wide range of transport solutions


  • With the launch of Nexon SUV in the compact SUV segment, addressable market grows from 60% to 75%
  • Launch of products from Advance Modular Platform
  • Reduction in platforms (from 6 to 2)


  • To launch Range Rover Velar, XF Sportbrake, and major facelifts on Range Rover and Range Rover Sports; Jaguar E-Pace, Jaguar I-Pace (Battery Electric SUV) among others
  • By 2020, half of JLR's models will have the option of electrification

Planned Rs. 400 billion in capacity expansion, new products launches and technology adoptions for FY 2017-18


  • Extensive in-house research and development activities, which is further supported by research and development facilities at subsidiaries, such as TMETC, TDCV, TTL, and Trilix, together with the two advanced engineering and design centres
  • The Company runs several innovation projects in the domains of light weighting, xEVs and Hybrids, Connected vehicles and ADAS features
  • Company is gearing up to be ready with the upcoming Bharat Stage VI regulations in India
  • Jaguar Land Rover is committed to investments in new technologies to develop products that meet the challenges and opportunities of the premium market, including developing sustainable technologies
  • Jaguar Land Rover currently offers hybrid technology on some of its models such as the Range Rover and Range Rover Sports
  • Jaguar Land Rover is also developing more efficient powertrains and other alternative propulsion technologies. This includes smaller and more efficient 2.0-litre diesel and gasoline engines (now available across the majority of model range), stop start, mild and plug-in hybrids as well as battery electric vehicles


  • TML monitors quality performance and implements corrections to improve product performance, thereby improving customer satisfaction
  • Focused initiatives at both sales and service touch points to enhance best-in-class customer experience
  • Moved to the second ranking in J.D. Power Asia Pacific 2016 India Customer Service Index (CSI) Study score
  • Rolling out JLR Corporate Identity Programme to almost 900 of its retailers in the next 12 months
  • Presenting a consistent image and premium customer experience in existing stores, the Company will also be opening new Jaguar Land Rover Boutiques
  • JLR's customers across 1500 retailers in 85 countries can use 'virtual reality' to see new products before their arrival
  • JLR online customer advisory board allow it to interact directly with the customers on the improvements in products and services

On the way to achieving our vision, we have identified our strategic priorities. We have already made significant progress on several aspects and our action plan will be aimed at further strengthening our future readiness.


  • The Company plans to further strengthen its market share and increase its scale across diverse segments which are less cyclical
  • TML continues to strengthen its other business operations (vehicle financing, spare part sales, service and maintenance contracts, sales of aggregates for non-vehicle businesses, among others) to reduce the impact of industry cyclicality



  • TML has undertaken a structure change exercise with key guiding principles of Empowerment to the Business Units with clear accountability for business results
  • Delayered the organisation to 5 managerial levels
  • Identified transactional roles for transition to shared services, and thereby focusing on core activities


  • TML focuses on technology sharing among different businesses. Indica's diesel engines were modified for use in the Ace platform to reduce project cost
  • Platform sharing for the manufacture of pickup trucks and UVs, reducing capital investment
  • Reduction of labour costs and rationalisation of other fixed costs
  • JLR is streamlining purchasing processes and building on its strong relationships with suppliers, while increasing employee deployment and flexibility across sites
  • JLR continues to increase its use of new modular aluminium architecture across vehicle platforms


  • TML is growing market share across Kenya, Nigeria, Tanzania, Saudi Arabia, United Arab Emirates and Qatar
  • Dominant market position across Bangladesh, Nepal and Sri Lanka
  • Focused on Australia and ASEAN countries; in the preceding two years the Company entered Indonesia, Malaysia and the Philippines
  • Primarily with operations in the UK, JLR is also expanding its global footprint in Brazil, China and India
  • A new facility is coming up in Slovakia
  • Tied up with Magna Steyr for contract manufacturing in Austria